FY 2021 Adopted Budget and Financial Statements

FISCAL YEAR 2021 ADOPTED BUDGET & FINANCIAL STATEMENTS

Fiscal Year 2021 | Beginning July 1, 2020 | Ending June 30, 2021 Des Moines Public Schools | Des Moines, Iowa 50312

Think. Lear n. Grow.

www.dmschools.org | facebook.com/dmschools | twitter.com/dmschools FISCAL YEAR 2021 ADOPTED BUDGET & FINANCIAL STATEMENTS May 19, 2020

BOARD OF DIRECTORS Kyrstin Delagardelle, Chair Dwana Bradley, Vice Chair Heather Anderson Kalyn Cody Kelli Soyer Rob X. Barron Teree Caldwell-Johnson

Dr. Thomas M. Ahart, Superintendent

Report issued by Shashank Aurora, Chief Financial Officer Office of Business and Finance (515) 242-7745

2100 Fleur Drive Des Moines, Iowa 50321

page 2 TABLE OF CONTENTS

PART 1: Executive Summary ...... 5 Superintendent’s Message ...... 6 Organizational Summary ...... 7 Financial Summary ...... 20 Informational Summary ...... 32

PART 2: Organizational Section ...... 39 Des Moines: A Vibrant & Diverse City ...... 40 Des Moines Public Schools: A Leader in Urban Education ...... 42 Largest School District in Iowa ...... 42 Exceptional Educational Opportunities ...... 43 Outstanding Workforce ...... 44 DMPS School Snapshots ...... 48 District Governance & Leadership ...... 72 School Board ...... 72 Legal Autonomy & Fiscal Independence ...... 78 First-Level District Administration ...... 78 Organization Chart ...... 79 Des Moines Public Schools: Vision for the Future ...... 80 District Mission & Goals ...... 80 Financial Policies, Budgetary Assumptions & Constraints ...... 83 Guiding Limitations, Policies & Parameters ...... 83 Assumptions for a Balanced Budget ...... 88 Financial & Budgetary Constraints ...... 90 Budget Process ...... 99 Budgeting Principals ...... 99 Basis of Budgeting ...... 100 Budget Planning ...... 103 Budget Development ...... 105 Fund Structure & Descriptions ...... 111 Fund Structure ...... 111 Fund Descriptions ...... 112 Department/Fund Relationship ...... 117

page 3 PART 3: Financial Section ...... 118 Summary All Funds ...... 119 Consolidated Fund Financial Schedules ...... 128 Fund Balances ...... 129 Governmental Funds ...... 130 Operating Fund Special Revenue Funds Capital Projects Funds Debt Service Fund Proprietary Funds ...... 180 Enterprise Funds Internal Service Funds Fiduciary Funds ...... 213 Private Purpose Trust Funds Revenues & Expenditures ...... 238 All Funds ...... 238 General Fund ...... 241 Special Revenue Fund ...... 261 Capital Projects Fund ...... 262 Debt Service Fund ...... 263 Enterprise Fund ...... 264 Long-Range Financial Plans ...... 265 Purpose...... 265 Approach to Financial Planning ...... 265 Key Issues ...... 267 Maintaining the Financial Health of the District ...... 267 General Fund Fiscal Outlook ...... 270 Capital Projects ...... 274 Capital Expenditures ...... 274 Capital Improvements ...... 277 Impact of Capital Investments ...... 300 Debt ...... 306 Capital Improvements & Bonding ...... 306 Disclosures ...... 314 Post-Employment Benefits ...... 314 Classification of Fund Balances per GASB 54 ...... 317

page 4 PART 1 EXECUTIVE SUMMARY

page 5 SUPERINTENDENT’S MESSAGE

May 19, 2020

Members of the Board Kyrstin Delagardelle, Chair Dwana Bradley, Vice Chair Heather Anderson Kalyn Cody Kelli Soyer Rob X. Barron Teree Caldwell-Johnson

I present to you the adopted 2020-2021 budget for Des Moines Public Schools.

So much of the world has changed since the preliminary budget was presented in early March. When students left for Spring Break, we were learning new phrases like corona virus and COVID-19. Those phrases have become the new reality for our students, families, and staff. A planned extended Spring Break turned into ending the 2020 school year virtually. The adoption of the FY 2021 budget will also occur virtually. Students, families, and staff have worked tirelessly to pivot to a new form of education, and we are proud of the efforts of all. Des Moines Public Schools will continue to support and educate students, while keeping student and staff safety at the forefront of decisions.

The budget for FY 2021 is balanced and meets the needs of our students. After making significant reductions in the FY 2020 budget, the district is projecting Spending Authority Ratio will begin to change course and increase in FY 2020 and beyond. The district is projected to end FY 2020 with a Spending Authority Ratio of 3.3% and is forecasting the FY 2021 Spending Authority Ratio to be 6.2% In evaluating the district’s financial outlook, several factors occurred that will enable the district to reduce its planned expenditure reductions for FY 2021 and moving forward. While this is a positive move in the right direction, the district is still facing t multiple years of reductions, given the significant underfunding from the State. As in previous years, the district has worked tirelessly to identify areas where these reductions can be made with the least impact on students. The budget takes these conditions into consideration and presents a plan that will maintain the financial health of the district, while continuing to support the Board’s priorities in our efforts to improve the education students receive and the opportunities available to them in Des Moines.

Sincerely,

Thomas M. Ahart, Ed.D. Superintendent

page 6 Organizational Summary

DISTRICT MISSION & GOALS

DMPS developed its Student Expectations and Board Beliefs with public input through a series of community conversations. Student Expectations are deliverables that address educational goals and specific desired outcomes for students. Board Beliefs emphasize the governance of school operations and focus of the district’s work on behalf of Des Moines students.

Mission The Des Moines Public Schools exists so that graduates possess the knowledge, skills, and abilities to be successful at the next stage of their lives.

Vision To be the model for urban education in the United States.

Student Expectations 1. Students demonstrate proficiency and understanding of a rigorous core curriculum: A. They demonstrate proficiency in reading, writing, speaking, and listening. B. They demonstrate proficiency in mathematics, including algebra and geometry. C. They demonstrate financial and economic literacy. D. They demonstrate an understanding of the value of fine and performing arts in society. E. They demonstrate proficiency in technological and information literacy. F. They demonstrate proficiency in science, including life, earth, and physical science. 2. Students possess the knowledge and skills to be self-directed and autonomous: A. They demonstrate critical thinking and problem solving skills. B. They exercise sound reasoning in making complex choices. C. They exhibit creative, innovative, and entrepreneurial thinking. D. They understand the attributes of physical and mental well-being. 3. Students have world awareness: A. They learn from and work with individuals representing diverse cultures and religions in a spirit of mutual respect in school, work, and community. B. They understand the rights and obligations of citizenship at local, state, national, and global levels. C. They are actively engaged in community life. D. They are exposed to languages and cultures of the world.

page 7 Board Beliefs 1. We believe in every child and, no matter their circumstance, will support them in achieving at their highest level. • DMPS will work to ensure our students are career and post-secondary education ready, that they possess the knowledge and skills to be self-directed and autonomous, and they have world awareness with exposure to languages and cultures of the world. 2. We believe all students will have the best staff working to provide and support their education. • DMPS will be a best place to work, committed to recruiting, developing, retaining, and recognizing high quality staff in a climate and culture where people are able to do their best work. 3. We believe in the full engagement of our parents and community in the support of our students’ education. • DMPS will commit to the support, training, and tools needed to maximize engagement opportunities with our parents and the entire community. 4. We believe, as a community, in providing the resources necessary to offer PK-12 education of the highest quality. • DMPS will work, proactively and creatively, with the community to assure the proper investment in our commitment to our children. 5. We believe first-rate facilities are essential to quality education. • DMPS is committed to facilities, as centers of our community and neighborhoods, which offer safe, healthy, well-run, and creative learning environments. 6. We believe in a school district that operates with transparency, accountability, and efficiency at every level. • DMPS is committed to operating in an atmosphere of full-disclosure to ensure transparency, accountability, and efficiency.

Board SMART Goals In Des Moines Public Schools, we expect every student to succeed academically, socially, and emotionally. However, the opportunity gaps, which often result in achievement gaps, for several student populations persist. While many factors contribute to these disproportionate outcomes, we simply cannot regard these outcomes as outside our locus of control. To serve all students, we must intentionally focus on student populations experiencing the biggest disparities in opportunity and outcomes.

During the 2018-19 school year, the Des Moines School Board facilitated a number of public sessions that engaged parents, community members/partners, district staff, and students to collect information around two critical questions:

• What is the impact you want our school system to make on our students? • What do you want students to know and be able to do?

Participants were then asked to list three student outcomes representative of their answers, which were collected, categorized, and prioritized.

page 8 All the information gathered from those sessions, as well as a host of district data, was collaboratively reviewed and analyzed by the Board, the Superintendent, and district staff. In addition, our data revealed black males have the lowest rates of achievement in the district. It does not mean that black males are low achievers, rather that our system’s performance in creating success for black males is critically low and it needs to be named and addressed. It recognizes the need for change within the system to evolve into one that does not continue to marginalize various student populations — doing things the same way and expecting different results has proven to be ineffective. As a result, the three priority areas that were determined will be analyzed through the focus lens of black male achievement.

As a result, the Board’s community engagement efforts produced specific, measurable, time-targeted goals around three priority areas.

EARLY LITERACY • Goal 1: The percent of all third grade students on track in reading will increase from 52% to 72% by June 2023, as measured by FAST.

• Goal 2: The percent of black male third grade students on track in reading will increase from 35% to 72% by June 2023, as measured by FAST.

ALGEBRA • Goal 3: The percent of black male students earning a ‘B’ or higher in Algebra 1 by the end of 9th grade will increase from 17% to 35% by August 2023.

Much of the work of the district over the next few years will focus on meeting these goals, and DMPS staff will report to the Board on progress towards meeting each of these goals four times per year. In addition, a goal will be developed once a baseline measure for social emotional learning is determined.

page 9 BUDGETARY CONSIDERATIONS

Policy Governance: Management Limitations Management Limitation 2.6: Financial Planning/Budgeting Financial planning for any fiscal year or the remaining part of any fiscal year may not deviate materially from the Board’s Student Expectations Policy or risk financial jeopardy.

Accordingly, the Superintendent shall not present a budget that:

1. Falls below a 15% solvency ratio for the General Fund. 2. Falls below a 15% unspent spending ratio for the General Fund. 3. Creates a situation or condition described as unacceptable in the “Financial Conditions and Activities.” 4. Omits credible projections of revenues and expenses and disclosure of planning assumptions. 5. Plans the expenditure of more funds than are projected to be received in any fiscal year.

The Board revisits and revises management limitations annually.

Management Limitation 2.4: Financial Conditions & Activities With respect to actual ongoing conditions of the district’s financial resources, the Superintendent shall not cause or allow the development of fiscal jeopardy or a material deviation of actual expenditures from the Board’s Student Expectations Policy.

Accordingly, the Superintendent shall not:

1. Fail to provide quarterly summaries of the financial condition of the district. 2. Fail to settle district payroll obligations and payables in a timely manner. 3. Fail to implement prudent competitive quoting procedures for all facility improvement projects in an amount that meets or exceeds the competitive quote threshold as established by Iowa law. 4. Fail to implement prudent competitive bidding procedures for all facility improvement projects in the amount of $100,000 or more. 5. Fail to implement prudent competitive procedures, including but not limited to RFPs, for purchasing and securing contractual and professional services. 6. Obligate the district to contracts or expenditures greater than $100,000. 7. Acquire, lease, or dispose of real property. 8. Invest funds in securities contrary to state law. 9. Allow tax payments to other governmental ordered payments or filing to be overdue or inaccurately filed.

The Board revisits and revises management limitations annually.

page 10 Critical Financial Assumptions As required by Board adopted Management Limitation 2.6(4), financial assumptions were used to develop the budget and ensure that revenues and expenditure projections are credible. This budget document also follows sound budgeting principles including: Presentation of a balanced budget; Limited use of one-time funding to cover one-time costs as authorized by the board; Use of ongoing funding to cover ongoing costs; Determination of revenues and expenditures; Alignment of expenditures incurred and related revenues earned in the same fiscal year; Incorporation of board management limitations; Integration of reasonable financial assumptions.

Topic Assumption for FY 2021 Law; Policy governance; Will follow budget law, policy governance management limitations, and Board budget parameters board budget parameters. Generally Accepted Budget will be in accordance with Generally Accepted Accounting Accounting Principles Principles. State Supplemental Aid 2.3%. Certified Enrollment 32,606.7 Estimates indicate general taxable property valuations will increase Property valuations 3.39% and total valuations will increase 4.1%; final valuations not available until June 2020. Will continue to receive increased state aid to replace property taxes State property tax relief and thereby reduce property taxes applicable to the district, per state law. Cash Reserve Levy Recommend increasing the levy to the prior period amounts. Will parallel modeling and Department of Revenue projections. The Statewide Penny district is monitoring closely proposed changes to the law. Short-term investment rates Forecasted to be .75% to 1.96% in FY21. Based on receipt of full funding of each student at a district cost per State Aid - Certified Budget student Funding is based on weighting factors as defined by law for Home Weighted funding School, ELL, SPED, At Risk programming, and Regional programming. It does not include Preschool. Certain State grants Funding for state grants is same as the current year. Negotiations are currently underway with bargained groups. The district costed out multiple compensation scenarios in anticipation of Compensation settlement with groups. It is assumed that all parties will work collaboratively to maintain a financially healthy workplace while continuing to offer employees a competitive workplace package. Energy conservation efforts will continue to offset increased utility Utilities costs costs; however, cannot allow for unknown weather factors. Balanced budget Resources will cover expenditures, as required by law.

page 11 Key Financial Measures The district monitors key finical indicators, forecasts, and issues that have a major impact on district finances, including the district’s spending authority and solvency ratios, Supplemental State Aid, the property tax rate, property valuations, and the General Fund forecast. In addition, the district is facing some significant financial issues that must be addressed to maintain the long-term financial health of the district, while continuing to take steps to improve student outcomes. One of the priorities of the school district is to maintain a vital, fiscally sound organization so that students continue receive education in a robust, supportive environment that is conducive to teaching and learning. The district strives to make student-centered decisions in all areas of operation.

To maintain long-term financial health, current expenditures cannot exceed current revenues. The district must avoid dipping into “savings” to manage the year-to-year budget. Consequently, the district must make strategic decisions to align expenditures with revenues in the most effective and efficient way possible. There are two, associated dynamics spurring these efforts: the district’s spending authority and the amount of Supplemental State Aid received from the state.

Supplemental State Aid The General Fund is the largest fund in the district and accounts for 78.3% of all revenues received by the district. The sources General Fund of revenue are state funds, local funds (including property tax), federal funds, and intermediary sources. Collectively, 92.4% of General Revenue funds come from state or local sources (60.6% and 31.8%, respectively). The vast majority of those dollars are allocated by the State Foundation Formula, which is driven by Supplemental State Aid. Supplemental State Aid is the annual percent of growth that is calculated into the foundation formula.

The district is budgeting for FY 2021 with the final Supplemental State Aid of 2.3%.

Final State Foundation Aid will not be determined until the Iowa Department of Education releases the final Aid & Levy in June. When State Aid is finalized, the district may amend the budget.

Supplemental State Aid (i.e., Allowable Growth) is vital as costs paid for with funding from the General Fund — such as health care, other compensation components, fuel costs, and cost of goods and services — continue to rise. Supplemental State Aid (i.e., Allowable Growth) has been abysmal over the past several years.

Supplemental State Aid is vital as costs paid for with funding from the General Fund — such as health care, other compensation components, fuel costs, and cost of goods and services — continue to rise. Supplemental State Aid has been abysmal over the past several years.

page 12 ANNUAL PERCENT GROWTH IN SSA 1973 – 1994 Average Annual Growth: 6.22% 1995 – 2010 Average Growth: 3.29% 2011 – 2021 Average: 1.81% 16% 14% 12% 10% 8% 6% 4% 2% 0%

In recent years, the amount of Supplemental State Aid allocated by the state has not covered the compensation settlements with employee groups. This gap has caused the district to use unspent spending dollars to cover the costs of operations.

SUPPLEMENTAL STATE AID VS. COMPENSATION SETTLEMENTS 5%

0% FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

DMEA Settlement State Allowable Growth

The real fear is that 0-2% Supplemental State Aid is the “new normal” school districts are facing, and the years of regular 4% increases to Supplemental State Aid are a thing of the past. School districts have also experienced increased state categorical funding (such as TLC funding) that can only be spent on certain programs, not for general education purposes.

page 13 Spending Authority The state controls the maximum amount each district can spend each year through the spending authority function. Under the spending authority control, it is illegal for a school district to exceed its maximum authorized budget. (To reach the maximum budget authority level, the Board would have to authorize and levy additional property taxes.)

It is important to understand that the limit on spending is the amount of spending authority a district has, not the amount of cash or fund balance a district has. The district’s total spending authority includes the current-year authorized budget plus the unspent authorized budget from the prior year (e.g., the amount of money that a district was authorized to spend in a fiscal year but did not, similar to “savings”).

The unspent Spending Authority Ratio is a measure of the district’s unbudgeted authorized spending capacity (not cash reserves) and is defined as the district’s unspent spending authority divided by the district’s maximum budget authority. The Iowa Association of School Boards (IASB) recommends this ratio be in the target range of 10-20%. The Board adopted guidelines in FY 2012 setting the target for the district’s unspent Spending Authority Ratio at 10%; in 2015 the Board raised this target to 15%.

Spending authority is directly tied to student enrollment, and there are only three general means by which the district’s spending authority can increase: (1) increased State Supplemental Aid, (2) increased enrollment, or (3) increased miscellaneous income. The district does not anticipate significant growth is any of those three areas.

In situations where spending authority is not growing, if no adjustments are made to expenses, the unspent budget is tapped into to cover expenses. The significant predicament this creates is the decrease in the district’s maximum authorized budget, as it is illegal for a school district to exceed its maximum authorized budget.

In FY 2017, the district’s forecasting model indicated that if the district continually received 1% unrestricted Supplemental State Aid, by 2019, expenses would exceed revenues by more than $5 million (and rising) each year, if changes were not made. Consequently, the district cut expenditures for three years to stay within compliance of the spending authority function.

To develop the budget for FY 2020 and beyond, the district modeled out numerous scenarios that outlined the impact Supplemental State Aid, Inflation, Compensation, and Expenditure Reductions have on district’s Unspent Authorized budget. Thereafter, the district settled on one set of likely variables and modeled out multiple scenarios with the focus on returning the district to a Spending Authority Ratio that meets the Board’s target of 15%, if the trends for Supplemental State Aid, Student Enrollment, Negotiated Salary & Benefit Packages, Health Care Costs, and Costs of Goods & Services continued as they have done for the past several years.

Based on those models, the district determined that implementing aggressive reductions of $24 M each year for three years, for a cumulative reduction of $74 M, would reach the Board target. After

page 14 making the aggressive expenditure reduction of $24 M for FY 2020, the district is projecting the Unspent Authorized Budget and Spending Authority Ratio will begin to change course and increase in FY 2020 and beyond. The district is projected to end FY 2020 with a Spending Authority Ratio of 3.3% and is forecasting the FY 2021 Spending Authority Ratio to be 6.2%

SPENDING AUTHORITY $80,000,000 20.0%

$60,000,000 15.0%

$40,000,000 10.0%

$20,000,000 5.0%

$- 0.0% FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 (est.) (forecast)

Unspent Authorized Budget Unspent Spending Authority School Board Target

Going into budget planning for FY 2021, the district reviewed conditions to determine if things had improved, deteriorated, or remained unchanged to determine adjustments to targets and goals for the district’s budget and Spending Authority. In fact, several positive things occurred that has allowed the district to revise the reduction targets to meet the Board’s goal for Spending Authority: • The district successfully met its reduction target for FY 2020. • The district budgeted for a 1% increase in SSA for FY 2021; that estimate has been increased to 2.25%. • The district budgeted a 250 reduction in enrollment; the actual reduction was 182 students fewer.

Consequently, the district is revising the needed reductions to be $14 M each year for the next four years, for a cumulative reduction of $66 M. The district will continue to evaluate conditions and adjust accordingly. A description of the processed the district undertook to identify budget reduction targets for FY 2021 and beyond is included on the following pages in the “Budget Processes” section.

page 15 The Iowa Association of School Boards (IASB) considers a solvency ratio of 5-10% within “Target” or “Good” and therefore “can handle the unexpected.” GFOA guidelines are 10-17%. During the 2012-13 school year, the School Board approved a minimum target of 15.0% for the district’s solvency ratio. Board guidelines state that the solvency ratio should not go below 3%, without prior knowledge of the Board. The solvency ratio for the district increase at year end 2019 to 15.1%, up from 12.7% in the prior year. The solvency ratio is for FY 2020 projected to end at 21.4%, and the solvency ratio is forecasted to be at 23.5% for FY 2021.

SOLVENCY RATIO 30%

25%

20%

15%

10%

0% FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 (est.) (forecast) Solvency Ratio Target Solvency Ratio

page 16 CERTIFIED BUDGET

The Superintendent submits an annual budget for consideration, deliberation, and approval by the Board of Directors no later than the first meeting in April. Iowa law requires the proposed budget (i.e., the certified budget) to be filed with the Polk County Auditor by April 15 of each year. The “proposed/certified budget” provides data that is the basis of the school property tax levy to begin on July 1 and run through June 30 of the following calendar year. In addition, the certified budget establishes the legal expenditure limit in each of the district’s various expenditure categories. The Superintendent and/or designated representative is authorized to administer specific expenditures only after the official adoption of the certified budget by the Board. The proposed budget for certification is included in the Appendix.

Legal Requirements for Budget Publication, Review, and Certification A public hearing is held prior to the required budget certification each year to receive public comment on the budget document. On or before April 15 of each year, Iowa Code Sections 24.9 and 24.17 require the district to accomplish the following:

1. The school district must publish a notice with the location, date, and time for the public hearing at least ten (10) days but no later than twenty (20) days prior to the public hearing. 2. The school district must hold a public hearing. 3. Upon receiving the required certification by the board, the certified budget must be filed with the county auditor no later than April 15.

In meeting the filing requirement of April 15, it is necessary to re-estimate miscellaneous incomes and expenditures for the current fiscal year as well as initially estimate miscellaneous incomes and expenditures for the next fiscal year. Because the process requires making estimates as many as fifteen months in advance, it may be necessary to amend the budget to change the legal expenditures limit in some of the various categories. Because of the COVID-19 pandemic, this deadline was extended for FY 2021. DMPS filed the adopted budget on May 20, 2020.

In the event the budget is amended, the legal expenditures limit can only be increased to use un- anticipated miscellaneous incomes or prior year unused funds. The current fiscal year school property tax levy is final and cannot be increased. The district is proposing the maximum tax levy. This levy can be amended to be lower amount, but it cannot be increased.

page 17 Summary of Proposed Budget for Certification Summary of Publication Revenue Total Revenue (line 21) $ 581,861,536 Beginning Balance (line 22) $ 217,190,695 Total Resources (line 23) $ 799,052,231 Expenditures Instruction (line 24) $ 276,154,087 Total Support Services (line 32A) $ 168,141,094 Non Instructional Programs (line 33) $ 29,231,586 Total Other Expenditures (line 36A) $ 71,888,389 Transfers Out (line 38) $ 22,996,380 Total Expenditures, Transfers, & Other (line 40) $ 568,411,536

Ending Fund Balance (line 41) $ 230,640,695

Total Requirements (line 42) $ 799,052,231

Proposed Tax Rate: 18.60751

page 18 BUDGET CALENDAR

Building the district budget is a year-round process, beginning in the fall of the current fiscal year, and ending in October of the following fiscal year when the district and school budgets are revised per certified enrollment figures. All activities are influenced by variables including the state budget process, changes in employee compensation, and budget constraints. The following calendar of events more fully explains the budget development and approval process.

FY 2021 Budget Calendar (Actual and Projected) 2020 September – Five year budget forecast revised with known factors October October 1 Board report: Financial Planning & Budgeting December 3 School Board budget work session: Budget Overview December 3 Budget Advisory Team meeting December 11 Budget Advisory Team meeting December 16 Budget Advisory Team meeting December 23 Budget Advisory Team meeting 2021 January 10 Budget Advisory Team meeting January 13 Legislature convened (100 day session) January 14 Governor’s budget recommendations released January 13-23 Meetings with Budget Advisory Team members January 24 Budget Advisory Team meeting Board Committee: Community Legislative Action Team: Presentation on school February 8 budgeting and FY 2020 budget February 15 Deadline for Legislature to set SSA March 3 FY 2021 Preliminary Budget & Financial Statements published April 21 100th day of the Legislative Session April Virtual Budget Public Forum Budged published in The Des Moines Register (Note: By law, the budget must be May 8 published 10 to 20 days before the Public Hearing) May 19 Board meeting: Public Hearing; Board Adoption & Certification of FY 2021 Budget May 20 FY 2021 budget submitted to Polk County Auditor for certification July 1 Fiscal Year 2020 begins July Budget Advisory Team convenes August 26 First day of the 2020-2021 school year Sept – Oct Five year forecast revised Student enrollment certified October FY 2021 district and school budgets revised based on actual enrollment June 2 Final days of the 2020-2021 school year June 30 Fiscal Year 2021 ends

page 19 FINANCIAL SUMMARY

FY 2021 BUDGET OVERVIEW

Summary All Funds

DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET SUMMARY ALL FUNDS — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Property Taxes $ 123,353,792 $ 126,836,054 $ 136,974,437 $ 142,080,803 Utility Replacement Tax 3,710,052 3,561,227 3,444,747 3,750,996 State Foundation Aid 199,399,080 204,551,888 203,948,433 206,654,943 AEA Flow Through 14,162,548 14,751,903 14,914,998 15,108,730 Teacher Quality Act 21,845,838 22,343,408 22,607,625 22,860,024 Universal 4 Year Old Preschool 5,091,475 5,161,268 5,206,928 5,311,360 Teacher Leadership Supplement 10,417,085 10,661,186 10,793,241 10,926,212 Early Intervention Supplement 2,925,855 2,987,256 3,017,810 3,041,489 Other State Sources 4,736,090 2,272,860 2,822,537 3,218,634 Mobile Home Taxes 113,822 109,320 115,479 121,352 Commercial & Industrial State Replacement 4,331,089 5,611,389 5,688,422 5,756,545 Chapter 1 Grants 12,536,398 14,844,628 12,809,582 14,083,173 Other Federal Sources 40,331,433 41,879,539 42,107,031 40,916,317 Tuition/Transportation Fees 8,434,395 8,434,912 8,711,756 7,967,894 Earnings on Investments 1,160,719 2,457,451 6,159,467 3,938,093 Student Activities 2,890,744 2,646,986 2,372,198 2,500,000 Nutrition Program Sales 1,810,790 1,809,971 1,514,191 1,580,229 Sales and Use Tax 31,187,038 30,706,896 33,896,019 33,985,179 Other Revenue from Local Sources 20,816,746 20,131,105 19,940,037 19,637,757 Revenue from Intermediary Sources 710,744 723,189 750,818 736,886 Other Financing Sources 25,494 23,808 28,778 184,371 General Long-Term Debt Proceeds - 60,711,168 - - Proceeds from Fixed Asset Disposition 17,309 243,183 1,245,577 1,457,051 Transfers In 77,536,434 19,394,671 24,216,938 24,116,962

Total Revenues 587,544,970 602,855,266 563,287,049 569,934,999

Expenditures by Function Instruction 278,184,618 282,881,930 284,844,751 270,445,390 Student Support Services 25,386,339 29,100,098 31,555,495 26,499,266 Instructional Staff Support 25,963,423 26,687,023 26,963,041 27,553,000 General Administration 8,477,237 9,204,764 9,548,871 9,645,000 Building Administration 23,839,589 23,469,968 22,842,478 25,191,474 Business and Central Administration 17,230,459 16,520,584 18,156,824 19,425,120 Plant Operation & Maintenance 36,882,142 40,991,774 42,342,215 41,400,000 Student Transportation 13,630,047 14,173,749 13,162,569 14,764,708 Non-Instructional Expenditures 27,933,733 30,331,840 29,374,158 28,983,647 Facilities Acquisition and Construction 27,771,044 24,437,701 25,221,326 41,454,274 Debt Service 77,535,972 18,249,571 23,095,026 22,995,050 Other Financing Uses - 469,511 3,500 - AEA Support 14,162,549 14,751,903 14,914,998 15,108,730 Transfers Out 23,880,972 18,251,780 23,104,559 22,995,050

Total Expenditures 600,878,124 549,522,195 565,129,811 566,460,709

Excess of Revenues over Expenditures (13,333,154) 53,333,071 (1,842,761) 3,474,290 Beginning Fund Balance 175,559,255 162,226,102 215,559,173 213,716,412

Ending Fund Balance $ 162,226,102 $ 215,559,173 $ 213,716,412 $ 217,190,701

page 20 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET SUMMARY ALL FUNDS — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Property Taxes $ 153,272,000 $ 138,948,000 $ 144,163,000 $ 144,468,000 Utility Replacement Tax 3,587,000 3,365,000 3,397,000 3,405,000 State Foundation Aid 208,162,000 208,662,000 209,162,000 209,662,000 AEA Flow Through 16,432,000 16,596,000 16,762,000 16,930,000 Teacher Quality Act 23,227,000 23,460,000 23,694,000 23,931,000 Universal 4 Year Old Preschool 5,674,000 5,730,000 5,788,000 5,846,000 Teacher Leadership Supplement 11,115,000 11,226,000 11,339,000 11,452,000 Early Intervention Supplement 3,079,000 3,110,000 3,141,000 3,173,000 Other State Sources 3,536,000 3,339,000 3,630,000 3,635,000 Mobile Home Taxes 121,000 127,000 127,000 127,000 Commercial & Industrial State Replacement 6,406,000 6,438,000 6,438,000 6,570,000 Chapter 1 Grants 13,600,000 13,600,000 13,600,000 13,600,000 Other Federal Sources 39,802,000 39,899,000 40,000,000 39,905,000 Tuition/Transportation Fees 8,070,000 8,070,000 8,070,000 8,070,000 Earnings on Investments 3,408,000 3,322,000 3,250,000 3,206,000 Student Activities 2,500,000 2,500,000 2,500,000 2,500,000 Nutrition Program Sales 1,596,000 1,612,000 1,628,000 1,644,000 Sales and Use Tax 34,810,000 34,888,000 34,964,000 35,038,000 Other Revenue from Local Sources 18,607,000 18,924,000 18,991,000 19,001,000 Revenue from Intermediary Sources 737,000 737,000 737,000 737,000 Other Financing Sources 24,000 24,000 24,000 24,000 General Long-Term Debt Proceeds - - - - Proceeds from Fixed Asset Disposition - - - - Transfers In 24,096,000 24,094,000 24,093,000 24,093,000

Total Revenues 581,862,000 568,671,000 575,499,000 577,016,000

Expenditures by Function Instruction 276,154,000 280,762,000 281,715,000 283,707,000 Student Support Services 29,131,000 29,291,000 30,633,000 31,530,000 Instructional Staff Support 27,500,000 27,750,000 28,000,000 29,000,000 General Administration 9,675,000 9,700,000 9,900,000 10,800,000 Building Administration 25,154,000 25,318,000 25,615,000 26,516,000 Business and Central Administration 20,215,000 20,360,000 20,670,000 21,241,000 Plant Operation & Maintenance 41,688,000 41,958,000 42,230,000 42,751,000 Student Transportation 14,778,000 14,986,000 15,205,000 16,223,000 Non-Instructional Expenditures 29,232,000 29,561,000 29,967,000 30,500,000 Facilities Acquisition and Construction 32,460,000 24,590,000 21,740,000 16,993,000 Debt Service 22,996,000 22,994,000 22,993,000 22,993,000 Other Financing Uses - - - - AEA Support 16,432,000 16,588,000 16,754,000 16,921,000 Transfers Out 22,996,000 22,994,000 22,993,000 22,993,000

Total Expenditures 568,412,000 566,852,000 568,416,000 572,169,000

Excess of Revenues over Expenditures 13,450,000 1,818,000 7,082,000 4,847,000 Beginning Fund Balance 217,191,000 230,641,000 232,459,000 239,541,000

Ending Fund Balance $ 230,641,000 $ 232,459,000 $ 239,541,000 $ 244,389,000

page 21 FY 2021 BUDGET OVERVIEW

Summary All Funds

DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET SUMMARY ALL FUNDS — HISTORICAL SUMMARY

Total Revenues 587,544,970 602,855,266 563,287,049 569,934,999

Expenditures by Object Salary & Benefits (0100-0299) $375,079,680 $386,534,289 390,740,433 378,385,187 Purchased Services (0300-0599) 70,585,447 70,281,355 75,808,563 82,262,306 Supplies (0600-0699) 30,501,559 30,706,939 28,460,610 30,006,885 Property/Equipment (0700-0799) 7,543,006 7,817,805 5,791,076 8,671,125 Miscellaneous (0800-0899) 1,481,317 1,761,491 1,991,740 1,657,020 Other Items (0900-0999) 115,687,113 52,420,316 62,337,390 63,624,976

Total Expenditures 600,878,122 549,522,195 565,129,813 564,607,498

Excess of Revenues over Expenditures (13,333,152) 53,333,071 (1,842,764) 5,286,501 Beginning Fund Balance 175,559,253 162,226,102 215,559,173 213,716,410

Ending Fund Balance $ 162,226,102 $ 215,559,173 $ 213,716,410 $ 219,002,911

page 22 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET SUMMARY ALL FUNDS — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Property Taxes $ 153,258,000 $ 138,948,000 $ 144,163,000 $ 144,468,000 Utility Replacement Tax 3,587,000 3,365,000 3,397,000 3,405,000 State Foundation Aid 207,708,000 208,208,000 208,708,000 209,208,000 AEA Flow Through 16,424,000 16,588,000 16,754,000 16,921,000 Teacher Quality Act 23,217,000 23,449,000 23,683,000 23,920,000 Universal 4 Year Old Preschool 5,663,000 5,720,000 5,777,000 5,835,000 Teacher Leadership Supplement 11,110,000 11,221,000 11,333,000 11,447,000 Early Intervention Supplement 3,078,000 3,109,000 3,140,000 3,171,000 Other State Sources 3,544,000 3,330,000 3,621,000 3,626,000 Mobile Home Taxes 121,000 127,000 127,000 127,000 Commercial & Industrial State Replacement 6,397,000 6,438,000 6,438,000 6,570,000 Chapter 1 Grants 13,600,000 13,600,000 13,600,000 13,600,000 Other Federal Sources 39,802,000 39,899,000 40,000,000 39,905,000 Tuition/Transportation Fees 8,070,000 8,070,000 8,070,000 8,070,000 Earnings on Investments 3,408,000 3,322,000 3,250,000 3,206,000 Student Activities 2,500,000 2,500,000 2,500,000 2,500,000 Nutrition Program Sales 1,596,000 1,612,000 1,628,000 1,644,000 Sales and Use Tax 34,810,000 34,888,000 34,964,000 35,038,000 Other Revenue from Local Sources 18,635,000 18,951,000 18,949,000 19,026,000 Revenue from Intermediary Sources 737,000 737,000 737,000 737,000 Other Financing Sources 24,000 24,000 24,000 24,000 General Long-Term Debt Proceeds - - - - Proceeds from Fixed Asset Disposition - - - - Transfers In 24,096,000 24,094,000 24,093,000 24,093,000

Total Revenues 581,385,000 568,199,000 574,956,000 576,542,000

Expenditures by Object Salary & Benefits (0100-0299) $385,355,000 $386,130,000 $388,206,000 $391,953,000 Purchased Services (0300-0599) 77,114,000 74,245,000 72,799,000 70,053,000 Supplies (0600-0699) 32,303,000 32,707,000 33,263,000 34,629,000 Property/Equipment (0700-0799) 8,376,000 8,382,000 8,588,000 9,395,000 Miscellaneous (0800-0899) 1,673,000 1,683,000 1,688,000 2,088,000 Other Items (0900-0999) 63,728,000 63,850,000 64,017,000 64,196,000

Total Expenditures 568,550,000 566,998,000 568,562,000 572,314,000

Excess of Revenues over Expenditures 12,835,000 1,201,000 6,395,000 4,228,000 Beginning Fund Balance 219,003,000 231,838,000 233,039,000 239,433,000

Ending Fund Balance $ 231,838,000 $ 233,039,000 $ 239,433,000 $ 243,662,000

page 23 The graphs below outline all district revenues by fund type and fund account.

page 24 The graphs below outline all district expenditures by fund type and fund account.

FY 2021 EXPENDITURES: ALL FUNDS BY FUND ACCOUNT

General Fund, 76.37% Management, 3.04% PPEL, 2.10% PERL, 0.22% Student Activity, 0.42% Gov't Trust, 0.01% Statewide Penny, 9.05% Debt Service, 4.05% Food & Nutrition, 3.83% Child Care, 0.91% Other, 0.01%

page 25 General Fund

DES MOINES PUBLIC SCHOOLS 22020 - 2021 BUDGET GENERAL FUND SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Property Taxes $ 107,647,646 $ 109,838,923 $ 116,740,282 $ 119,488,662 Utility Replacement Tax 3,189,531 3,053,514 2,896,621 3,167,364 Mobile Home Taxes 97,636 93,411 97,033 103,767 State Foundation Aid 199,399,080 204,551,888 203,948,433 206,654,943 AEA Flow Through 14,162,548 14,751,903 14,914,998 15,108,730 Teacher Quality Act: Teacher Salary Supplement 19,422,396 19,867,000 20,103,858 20,332,335 Teacher Quality Professional Development 2,423,442 2,476,408 2,503,767 2,527,689 Early Intervention Supplement 2,925,855 2,987,256 3,017,810 3,041,489 Universal 4 Year Old Preschool 5,091,475 5,161,268 5,206,928 5,311,360 TLC Grant 10,417,085 10,661,186 10,793,241 10,926,212 Other State Sources 7,924,326 6,986,097 7,510,686 7,870,453 Title 1 Grants 12,536,398 14,844,628 12,809,582 14,083,173 Other Federal Sources 21,285,015 22,730,438 23,046,171 21,606,725 Tuition/Transportation Fees 8,434,395 8,434,912 8,711,756 7,967,894 Earnings on Investments: 1,128,109 1,771,399 3,498,790 2,630,000 Student Activities 110,622 86,375 59,280 100,000 Other Revenue from Local Sources 14,499,363 13,775,238 13,837,660 14,193,048 Revenue from Intermediary Sources 710,744 723,189 750,818 736,886 Proceeds from Fixed Asset Disposition 94,586 229,931 1,243,077 1,457,051 Transfers In 462 1,145,100 1,121,912 1,121,912

Total Revenues 431,500,714 444,170,064 452,812,702 458,429,693

Expenditures by Function Instruction 270,709,760 276,584,756 272,972,677 263,228,000 Student Support Services 24,674,885 28,562,342 28,219,316 26,184,000 Instructional Staff Support 25,963,423 26,687,023 26,963,041 27,553,000 General Administration 7,392,250 8,158,176 8,744,415 7,845,000 Building Administration 23,623,124 23,293,567 22,615,700 25,070,000 Business and Central Administration 16,726,541 15,620,584 17,491,730 17,750,000 Plant Operation & Maintenance 34,309,351 36,033,754 36,308,507 36,410,000 Student Transportation 11,409,435 11,546,061 10,574,960 12,107,000 Non-Instructional Expenditures 1,245,474 1,118,482 1,338,892 1,284,000 AEA Support 14,162,548 14,751,903 14,914,998 15,108,730

Total Expenditures 430,216,791 442,356,648 440,144,236 432,539,730

Excess of Revenues over Expenditures 1,283,923 1,813,416 12,668,466 25,889,963 Beginning Fund Balance 81,019,836 82,303,759 84,117,175 96,785,641

Ending Fund Balance $ 82,303,759 $ 84,117,175 $ 96,785,641 $ 122,675,604

page 26 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GENERAL FUND SUMMARY — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Property Taxes $ 117,191,000 $ 98,500,000 $ 98,532,000 $ 98,532,000 Utility Replacement Tax 2,751,000 2,398,000 2,307,000 2,307,000 Mobile Home Taxes 104,000 104,000 104,000 104,000 State Foundation Aid 208,162,000 208,662,000 209,162,000 209,662,000 AEA Flow Through 16,432,000 16,596,000 16,762,000 16,930,000 Teacher Quality Act: - - - - Teacher Salary Supplement 20,664,000 20,870,000 21,079,000 21,290,000 Teacher Quality Professional Development 2,564,000 2,590,000 2,615,000 2,642,000 Early Intervention Supplement 3,079,000 3,110,000 3,141,000 3,173,000 Universal 4 Year Old Preschool 5,674,000 5,730,000 5,788,000 5,846,000 TLC Grant 11,115,000 11,226,000 11,339,000 11,452,000 Other State Sources 8,154,000 8,087,000 8,142,000 8,275,000 Title 1 Grants 13,600,000 13,600,000 13,600,000 13,600,000 Other Federal Sources 20,100,000 19,800,000 19,500,000 19,000,000 Tuition/Transportation Fees 8,070,000 8,070,000 8,070,000 8,070,000 Earnings on Investments: 2,500,000 2,500,000 2,500,000 2,500,000 Student Activities 100,000 100,000 100,000 100,000 Other Revenue from Local Sources 13,797,000 13,797,000 13,797,000 13,797,000 Revenue from Intermediary Sources 737,000 737,000 737,000 737,000 Proceeds from Fixed Asset Disposition - - - - Transfers In 1,100,000 1,100,000 1,100,000 1,100,000

Total Revenues 455,893,000 437,577,000 438,375,000 439,116,000

Expenditures by Function Instruction 263,500,000 264,000,000 265,000,000 267,000,000 Student Support Services 26,000,000 26,250,000 26,600,000 27,500,000 Instructional Staff Support 27,500,000 27,750,000 28,000,000 29,000,000 General Administration 7,875,000 7,900,000 8,100,000 9,000,000 Building Administration 25,100,000 25,300,000 25,600,000 26,500,000 Business and Central Administration 17,800,000 17,900,000 18,100,000 18,600,000 Plant Operation & Maintenance 36,500,000 36,750,000 37,000,000 37,500,000 Student Transportation 12,110,000 12,300,000 12,500,000 13,500,000 Non-Instructional Expenditures 1,300,000 1,310,000 1,350,000 1,500,000 AEA Support 16,432,000 16,588,000 16,754,000 16,921,000

Total Expenditures 434,117,000 436,048,000 439,004,000 447,021,000

Excess of Revenues over Expenditures 21,776,000 1,529,000 (629,000) (7,906,000) Beginning Fund Balance 122,676,000 144,452,000 145,980,000 145,352,000

Ending Fund Balance $ 144,452,000 $ 145,980,000 $ 145,352,000 $ 137,446,000

page 27 FY 2021 GENERAL FUND REVENUE SOURCES

State, 60.7% Local Funds, 31.8% Federal, 7.4% Intermediary, 0.2%

FY 2021 GENERAL FUND EXPENDITURES Instruction, 60.7% Student Support, 22.7% Plant Operations, 8.4% Central Administration, 4.1% AEA Flowthrough, 3.8% Non-Instruction, 0.3%

page 28 LONG-RANGE FINANCIAL PLANS

Multi-year financial planning can potentially avoid the budgetary cycle of simply putting out the next fire by providing a longer-term perspective on what problems are coming and thus preventing or minimizing them. The district has identified several key issues that can affect the budget:

Spending Authority Iowa uses a school finance formula which sets the maximum amount a district is authorized to spend and certify on a budget for a fiscal year. A district’s spending authority is the sum of the district’s combined cost and miscellaneous income for the budget year plus unspent balance from the previous year. It is illegal for a district to exceed its maximum authorized budget.

Supplemental State Aid The district is budgeting for FY 2021 with an assumption for what the final Supplemental State Aid will be. The Governor proposed 2.5% SSA; the House passed its education bill at 2.5% SSA; the Senate passed its education bill at 2.1% SSA. Currently the district is budgeting based on SSA at 2.25%. However, as Supplemental State Aid is not yet finalized, the budget is a current best estimate.

Compensation Compensation — salaries and benefits — represents 81.5% of all budgeted expenditures in the General Fund for FY 2021. The issue of compensation has several key components including cost of living for employees, rising health care costs, sustainability of the workforce, and maintaining effective programing. To address this key issue, the district has a multi-faceted approach. For example, the district conducts comprehensive negotiations with employees, conducts extensive training for staff, and is implementing a district-wide wellness program.

Cost of Goods and Services The district is focused on finding ways to do more with less and directing funds toward costs that impact students. The district has pursued multiple ways to address rising costs of goods and services including paper reduction strategies, system integration, data analysis, and energy savings.

Long-term forecasting helps the district budget for areas of operation to implement achieve Student Expectations, while staying within the annual Management Limitations set by the Board of Directors. The Business & Finance department reviews financial data on daily, monthly, quarterly, and annual basis. If an analysis determines that an initiative is not effective, corrective steps are taken. The Business & Finance department also completes and presents quarterly monitoring reports to the Board to demonstrate the district’s fiscal condition.

page 29 General Fund Forecast

The forecast makes the following assumptions for revenues: (1) Enrollment decreases by 250 students per year. (2) The percent of growth for Supplemental State Aid is projected at a 2.3% for FY 2021 and 1.00% for FY 2022-2024. (3) Standard federal programs will decrease by 8% for FY 2021, then stabilize for the out years.

The forecast also makes the following assumptions for expenditures: (A) Historical increases for compensation (state average) will continue. (B) Modest 1% increases for goods and services (inflation). (C) Expenditure reduction $14 M in FY 2021, FY 2022, FY 2023, and FY 2024.

page 30 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GENERAL FUND FORECAST

Actual Actual Actual Re-estimated Budget Projected Projected Projected Fiscal 2017 Fiscal 2018 Fiscal 2019 Fiscal 2020 Fiscal 2021 Fiscal 2022 Fiscal 2023 Fiscal 2024 Revenues with assumptions with assumptions with assumptions with assumptions Total Revenues 431,500,714 444,170,064 452,812,702 458,429,693 455,893,000 # 437,577,000 # 438,375,000 # 439,116,000

Expenditures Total Expenditures & Other Uses 430,216,791 442,356,648 440,144,236 432,539,730 434,117,000 # 436,048,000 # 439,004,000 # 447,021,000

Excess Revenues Over Expenditures 1,283,923 1,813,416 12,668,466 25,889,963 21,776,000 1,529,000 (629,000) (7,906,000) Beginning Fund Balance 81,019,836 82,303,759 84,117,175 96,785,641 122,676,000 144,452,000 145,980,000 145,352,000

Ending Fund Balance 82,303,759 84,117,175 96,785,641 122,675,604 144,452,000 145,980,000 145,352,000 137,446,000

Solvency Ratio 13.0% 12.7% 15.1% 21.4% 23.5% 24.9% 24.7% 22.8% Unspent Spending Authority Ratio 6.2% 3.0% 2.3% 3.3% 6.2% 8.8% 11.0% 12.0% Unspent Authorized Budget 29,145,814 13,687,231 10,391,632 14,837,599 28,699,430 41,922,923 54,265,048 60,732,277

Assumptions Fiscal 2021 Fiscal 2022 Fiscal 2023 Fiscal 2024 Supplemental State Aid 2.30% 1.00% 1.00% 1.00% Enrollment 32,607 32,357 32,107 31,857 Inflation Increase 1.00% 1.00% 1.00% 1.00% Compensation Increase Negotiated Negotiated Negotiated Negotiated Review; up to $14M Review; up to $14M Review; up to $14M Planned Net Expenditure Change $14M reduction reduction reduction reduction

page 31 INFORMATIONAL SUMMARY

ENROLLMENT

For more 100 years, DMPS, accredited by the North Central Association of Secondary Schools and Colleges and the Iowa Department of Education, has educated hundreds of thousands of children in Iowa’s capital city. Peak enrollment in recent history occurred in 2001-02, followed by seven years of declining enrollment. Currently, 32,607 students are educated in DMPS, which surpasses the previous FY 2002 peak. Using a simple regression analysis, the Iowa Department of Education projects district enrollment for four years beyond the current school year.

DMPS ENROLLMENT 34,000

33,000

32,000

31,000

30,000 32,607 29,000

The breakdown of students by level in the 2018-19 school year is 46.8% elementary school, 23.2% middle school, and 30.0% high school.

In addition to serving students in grades K-12, the district also has a robust Early Childhood program. DMPS Early Childhood programs provide quality learning experiences to help promote the growth of young children and their families. This is done by offering free, quality preschool with several options to best meet the needs of families, including a variety of locations, class times, and half- or full-day plans Nearly 2,000 children are served in preschool programs.

page 32 PROPERTY TAXES

To ensure a budget that meets the district’s needs and provides adequate programming for students, the district is proposing a tax rate of $18.60751.

District Property Overall Recommended Tax Rate Authority FY 2020 FY 2021 Max. Expires GENERAL Regular Code 8.94597 8.86570 NA NA Instructional Support Citizen Vote OR Board Action 1.63360 1.57183 10% of cost 2021 Dropout Prevention Board Action 1.14689 1.36388 5% of cost Annual Cash Reserve Levy Board Action 3.98400 2.47182 20% Annual MANAGEMENT Board Action 1.80000 3.24028 NA Annual PPEL Regular Board Action 0.33000 0.33000 0.330 Annual Voted Citizen Vote 0.63000 0.63000 1.340 2021 PERL Citizen Vote 0.13500 0.13500 0.135 NA DEBT SERVICE Citizen Vote 0.00000 0.00000 4.050 NA TOTAL 18.60686 18.60751 Change From Prior Year $0.00065

ANNUAL PROPERTY TAX RATE $30

$25

$20

$15

$10

$0 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 (budget)

page 33 PERSONNEL: PAST YEAR, CURRENT YEAR, & BUDGET YEAR

ALL DMPS EMPLOYEES 5,000

4,000

3,000

2,000

1,000

0 Specialists, Food Service, Instructional Support Staff Clerical, Operations, Associates Administrators Total Staff (Certified) (Certified) Paraprofession Transportation als , Childcare FY 2019 2,477 403 535 553 829 123 4,920 FY 2020 2,422 402 543 566 842 104 4,879 FY 2021 (est.) 2,419 407 537 570 846 102 4,880

DMPS Employee Schedule FY 2019 FY 2020 FY 2021 (est.) Administrators Central Office 42.0 41.0 40.0 Elementary Schools 38.0 37.0 37.0 Middle Schools 19.0 10.0 10.0 High Schools 20.0 12.0 13.0 Special Schools 4.0 4.0 2.0 Administrators 123.0 104.0 102.0

Instructional Staff (Certified) Classroom teachers 1532.1 1,501.3 1,506.8 ELL 117.4 117.4 114.9 Head Start 13.0 13.0 13.0 Home Instruction 11.0 11.0 11.0 Preschool 34.0 34.0 34.0 Special Ed teachers 488.0 489.0 489.0 Title I, Rdg, Math, Instruct Coaches 280.6 255.5 249.6 Float 1.0 1.0 1.0 Instructional Staff (Certified) 2477.1 2422.1 2419.2 Continued on next page

page 34 Continued from previous page Support Staff (Certified) Counselors 82.0 81.4 80.9 Dean of Students 1.0 1.0 - Gifted and Talented 21.0 21.0 21.0 Library/Media specialists 1.0 1.0 1.0 Non-classroom teachers 73.6 73.6 79.6 Nurses 59.9 59.9 59.9 Special Ed consultants 29.0 29.0 29.0 Special Ed support 135.3 135.3 135.3 Support Staff (Certified) 402.8 402.2 406.7

Associates Central Office 50.0 50.0 50.0 Elementary Schools 214.0 214.0 213.5 Middle Schools 57.0 57.0 54.0 High Schools 62.0 64.0 64.0 Special Schools 152.0 158.0 155.0 Associates 535.0 543.0 536.5

Specialists, Clerical, Paraprofessionals Central Office 255.2 252.0 250.5 Elementary Schools 117.0 117.0 118.0 Middle Schools 65.0 72.5 72.0 High Schools 101.0 110.5 113.5 Special Schools 15.0 14.0 16.0 Specialists, Clerical, Paraprofessionals 553.2 566.0 570.0

Food Service, Operations, Transportation, Childcare Central Office 293.8 252.0 250.5 Elementary Schools 292.3 117.0 118.0 Middle Schools 106.6 72.5 72.0 High Schools 117.5 110.5 113.5 Special Schools 18.6 14.0 16.0 Food Service, Operations, Transportation, Childcare 828.8 566.0 570.0

Total 4919.9 4,878.8 4,879.9

page 35 Staffing Changes for FY 2021 As a district, there will not be large increases or decreases in staffing for FY 2021. The biggest change the district is planning for is the future of alternative education in Des Moines. The creation and expansion of new educational programs for high school students at Des Moines Public Schools has provided the school district with an opportunity to restructure and modernize its approach to alternative education.

Over the past few years, three programs have come online that greatly expand the options available to students and families facing challenges and barriers to earning high school credits and re-engage them so they can earn their diploma. Those programs are:

• FLEX ACADEMY: Flex Academy studios are non-traditional 21st century classrooms that provide students with credit recovery through personalized instructional plans. Students are served in a smaller environment at each comprehensive high school, receiving support services for their needs while working to earn the credits required for graduating high school.

• OPTIONS ACADEMY: Options Academy is a high school program for current or reengaged Des Moines Public Schools students who would like to earn their high school diploma by combining their current credits with the High School Equivalency Test (HiSET). In addition to a personalized teaching and learning plan for each student, Options Academy also provides students with career coaching and post-secondary opportunities. The program serves students 17-21 years old.

• VIRTUAL CAMPUS: Virtual Campus is an online high school – designed and taught by DMPS educators – to provide greater equity of access and opportunity for success to all students. Students from throughout Des Moines and across Iowa are able to enroll to take online high school courses. Virtual Campus provides students with chronic safety or legal violations the chance to continue their studies outside of a comprehensive high school.

These programs have seen significant growth in a short amount of time, in large part because they provide more options and greater flexibility rather than taking a one-size-fits-all approach to meeting alternative educational needs. For example, during its first full year, almost 400 students are enrolled in Virtual Campus while nearly a thousand students participate in the Flex Academy at one of our five comprehensive high schools.

Scavo High School as historically played an important role in our district, serving students with a variety of personal, behavioral and other needs that made attending a traditional high school a challenge. With the growth and development of new programs, this has been the right time for DMPS to look beyond brick-and-mortar solutions for alternative education. For Scavo, that means it will continue to play an important, yet different, role in alternative education at DMPS.

The School Board approved a plan to change the designation of Scavo from a comprehensive high school to an academic program. What that means is, starting with the 2020-21 school year, Scavo

page 36 Program students will be enrolled at their home high school while doing all or part of their academic work through Scavo. Students will also earn their diploma from their home high school. This arrangement is similar to how Central Academy and Central Campus operate. Scavo will be smaller – with five teachers and a counselor – as more and more students are participating in other alternative programs. Former Scavo faculty members will be offered new positions in the district.

As Iowa’s largest and diverse school district, a goal at DMPS is to recognize the different education needs of our students … and serve them. The growth and development of new options in alternative education programs in recent years is a major step in realizing that goal. This change finds the right balance between the reality of changing enrollments in alternative programs while supporting students who will benefit from what Scavo has to offer.

CAPITAL IMPROVEMENT & BONDING

Thanks to community support, Des Moines Public Schools has completed more than $500 million in improvements to district facilities since the turn of the 21st century, from the renovation of historic structures to the construction of brand new facilities. There has been a concentrated effort to improve and replace existing building equipment, improve energy efficiency, and provide a safe, comfortable environment for students.

One of the priorities of the district’s Revenue Purpose Statement was to introduce money-saving strategies, and one strategy enacted by the district has been the sale of revenue bonds to minimize the impact of inflation on renovation and construction budgets. The School Board approved the sale of $70 million in Sales Tax Revenue Bonds in March 2010, a second round for $71.9 million in March 2012, a third round in December 2013 for $8.8 million, and a fourth round in May 2014 for $61.9 million. The District refunded the Series 2010 revenue bonds with the Series 2016 Bonds, which saved the district $14.8 million, and restructured payments will save an additional million dollars. The district issued a final round of revenue bonds on May 15, 2018 for $56.2 million to coincide with the program sunset. The Board, district, and DMPS community were actively engaged in legislative advocacy over three legislative sessions to extend the sunset. The extension would ensure a secure, dedicated funding source for capital projects and allow future bonding for capital improvement projects. On May 24, 2019 Governor Kim Reynolds signed House File 546 into law, which extended the program through 2050.

page 37 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET DEBT SERVICE FUND SUMMARY

2010 SAVE Revenue Bonds 2012 SAVE Revenue Bonds 2013 SAVE Revenue Bonds 2014 SAVE Revenue Bonds Principal Interest Total Principal Interest Total Principal Interest Total Principal Interest Total 2011$ 1,640,000 $ 4,313,500 $ 5,953,500 2012 2,590,000 3,418,000 6,008,000 2013 2,685,000 3,288,500 5,973,500$ 3,125,000 $ 3,059,744 $ 6,184,744 2014 2,780,000 3,154,250 5,934,250 3,330,000 2,751,000 6,081,000 $ 485,000 $ 131,116 $ 616,116 2015 2,885,000 3,015,250 5,900,250 3,430,000 2,617,800 6,047,800 425,000 298,045 723,045$ 3,105,000 $ 2,850,385 $ 5,955,385 2016 2,985,000 2,871,000 5,856,000 3,530,000 2,480,600 6,010,600 440,000 285,295 725,295 3,400,000 2,506,925 5,906,925 2017 *July 2016 refunded with Series 2016 Bonds 3,650,000 2,339,400 5,989,400 455,000 272,095 727,095 3,490,000 2,336,925 5,826,925 2018 - - - 3,755,000 2,193,400 5,948,400 470,000 253,895 723,895 3,600,000 2,162,425 5,762,425 2019 - - - 3,870,000 2,043,200 5,913,200 490,000 235,095 725,095 3,720,000 1,982,425 5,702,425 2020 - - - 3,990,000 1,888,400 5,878,400 505,000 220,395 725,395 3,850,000 1,796,425 5,646,425 2021 - - - 4,125,000 1,728,800 5,853,800 530,000 195,145 725,145 3,875,000 1,603,925 5,478,925 2022 - - - 4,280,000 1,563,800 5,843,800 555,000 168,645 723,645 4,000,000 1,410,175 5,410,175 2023 - - - 4,435,000 1,392,600 5,827,600 575,000 151,995 726,995 4,145,000 1,210,175 5,355,175 2024 - - - 4,595,000 1,215,200 5,810,200 590,000 134,745 724,745 4,310,000 1,002,925 5,312,925 2025 - - - 4,770,000 1,031,400 5,801,400 610,000 116,455 726,455 4,480,000 873,625 5,353,625 2026 - - - 4,955,000 840,600 5,795,600 630,000 96,630 726,630 4,670,000 739,225 5,409,225 2027 - - - 5,145,000 642,400 5,787,400 650,000 75,525 725,525 4,870,000 587,450 5,457,450 2028 - - - 5,350,000 436,600 5,786,600 675,000 52,775 727,775 5,090,000 417,000 5,507,000 2029 - - - 5,565,000 222,600 5,787,600 695,000 27,800 722,800 5,335,000 213,400 5,548,400 $ 15,565,000 $ 20,060,500 $ 35,625,500 $ 71,900,000 $ 28,447,544 $ 100,347,544 $ 8,780,000 $ 2,715,651 $ 11,495,651 $ 61,940,000 $ 21,693,410 $ 83,633,410

2016 SAVE Revenue Bonds 2018 SAVE Revenue Bonds DEBT SERVICE RECAP Principal Interest Total Principal Interest Total Principal Interest Total 2011 $ 1,640,000 $ 4,313,500 $ 5,953,500 2012 2,590,000 3,418,000 6,008,000 2013 5,810,000 6,348,244 12,158,244 2014 6,595,000 6,036,366 12,631,366 2015 9,845,000 8,781,480 18,626,480 2016 *Replaced Series 2010 Bonds 10,355,000 8,143,820 18,498,820 2017$ 4,900,000 $ 930,288 $ 5,830,288 12,495,000 5,878,708 18,373,708 2018 4,830,000 984,851 5,814,851 12,655,000 5,594,571 18,249,571 2019 4,025,000 887,285 4,912,285 3,300,000 2,542,021 5,842,021 15,405,000 7,690,026 23,095,026 2020 4,100,000 805,980 4,905,980 3,570,000 2,268,850 5,838,850 16,015,000 6,980,050 22,995,050 2021 4,165,000 723,160 4,888,160 3,960,000 2,090,350 6,050,350 16,655,000 6,341,380 22,996,380 2022 4,240,000 639,027 4,879,027 4,245,000 1,892,350 6,137,350 17,320,000 5,673,997 22,993,997 2023 4,325,000 553,379 4,878,379 4,525,000 1,680,100 6,205,100 18,005,000 4,988,249 22,993,249 2024 4,415,000 466,014 4,881,014 4,810,000 1,453,850 6,263,850 18,720,000 4,272,734 22,992,734 2025 4,510,000 376,831 4,886,831 5,015,000 1,213,350 6,228,350 19,385,000 3,611,661 22,996,661 2026 4,610,000 285,729 4,895,729 5,205,000 962,600 6,167,600 20,070,000 2,924,784 22,994,784 2027 4,710,000 192,607 4,902,607 5,420,000 702,350 6,122,350 20,795,000 2,200,332 22,995,332 2028 4,825,000 97,465 4,922,465 5,565,000 485,550 6,050,550 21,505,000 1,489,390 22,994,390 2029 - - - 10,620,000 318,600 10,938,600 22,215,000 782,400 22,997,400 $ 53,655,000 $ 6,942,616 $ 60,597,616 $ 56,235,000 $ 15,609,971 $ 71,844,971 $ 268,075,000 $ 95,469,693 $ 363,544,693

On March 1, 2010, the District issued revenue bonds in the amount of $70,000,000 to be paid out of the statewide penny sales tax revenues. Series 2010 Bonds were refunded in July 2016 with call date June 1, 2018. On May 8, 2012, the District issued revenue bonds in the amount of $71,900,000 to be paid out of the statewide penny sales tax revenues. These bonds will be paid in full by 2029. On December 30, 2013, the District issued revenue bonds in the amount of $8,780,000 to be paid out of the statewide penny sales tax revenues. These bonds will be paid in full by 2029. On May 1, 2014, the District issued revenue bonds in the amount of $61,940,000 to be paid out of the statewide penny sales tax revenues. These bonds will be paid in full by 2029. On July 22, 2016, the District refunded the Series 2010 revenue bonds with the Series 2016 Bonds in the amount of $53,655,000 to be paid out of the statewide penny sales tax revenues. These bonds will be paid in full by 2028. On May 15, 2018, the District issued revenue bonds in the amount of $56,235,000 to be paid out of the statewide penny sales tax revenues. These bonds will be paid in full by 2029.

page 38 PART 2 ORGANIZATIONAL SECTION

page 39 DES MOINES: A VIBRANT & DIVERSE CITY

As Iowa’s capital city, Des Moines is a hub of government action, business activity, and cultural affairs. The Des Moines Independent Community School District, also known as Des Moines Public Schools, DMPS, serves more than 210,000 people who live in Polk and Warren Counties, approximately 25% of whom are under the age of 18. The median household income (2017) in Des Moines was $49,999, and approximately 18.1% of persons live below the poverty line.

Covering nearly 86 square miles, the school district developed in the heart of the Des Moines city center, east into Pleasant Hill, west into Windsor Heights, and south into Warren County. The district benefits from having strong and diverse neighborhoods and a citizenry deeply involved in its public education. Des Moines is the industrial, technology, commercial, financial, trade, transportation, and governmental center of Iowa. The insurance industry in Des Moines is the third largest in the world, after London and Hartford, with more than 200 insurance offices/headquarters located the city. Insurance activities are part of a strong local economy that is also based in agriculture, manufacturing, technology, education, health care, and other services.

Des Moines offers amenities usually found only in major cities: unique shopping in the East Village; dining at world-class restaurants; countless entertainment opportunities at Wells Fargo Arena and the Civic Center; educational opportunities at the Science Center of Iowa, Downtown Library, and Pappajohn Sculpture Park; and professional sporting events. The city boasts unique housing options at several lofts and townhome developments, has one of the nation’s largest farmers’ markets, and is home to the top-ranked art festival. The community also has a vibrant outdoor scene. One can listen to summer concerts along the banks of the Des Moines River or on the steps of the state capitol building, take a leisurely stroll along the Principal Riverwalk, and the entire central Iowa region is connected by more than 500 miles of trails (including 60 within Des Moines). While there is big city bustle, the community is extremely proud of its small town atmosphere. Throughout Des Moines are dozens of neighborhoods, each with its own personality and style. The community offers superb schools, quality public services, and friendly neighborhoods.

page 40 Here’s what others have to say about Des Moines being a great place to live and work:

• Des Moines ranks #3 on “Best Affordable Places to Live in the US” – MSN Money, 2019 • Des Moines is the #4 Best Place to Live – U.S. News & World Report, 2019 • Des Moines is #4 on Yahoo Finance’s “Best American Cities to Work in Tech” – Yahoo Finance, 2019 • Des Moines is the #4 Best Place to Live – U.S. News & World Report, 2018 • Des Moines is the #1 Most Popular City for Millennial Homebuyers – Lending Tree, 2018 • Des Moines is the #8 Best Job Market for 2018 – ZipRecruiter, 2018 • Des Moines is one of the “5 Up-and-Coming Tech Hotspots” – Livability, 2018 • Des Moines is the #8 Best City to Find Small Business Jobs – ZipRecruiter, 2018 • Des Moines is the #7 Place Where Jobs Will Be In 2018 – Forbes, 2017 • Des Moines ranks #9 on the “Top 10 Paces to Lives in the U.S.” – U.S. News & World Report, 2017. • Des Moines ranks #11 on the “Best State Capitals to Live In” list – WalletHub, 2017. • Des Moines is the #4 Best City for Young Families – ValuePenguin, 2016. • Des Moines is the #1 Best City for the Middle Class – Business Insider, 2016. • Des Moines ranks #4 on Best Mid-Sized Cities for Making a Living – MoneyGeek, 2016. • Des Moines is the #6 Best City to Find a Job – WalletHub, 2016. • Des Moines is the #1 Metro with the Most Community Pride – Gallup, 2015. • Des Moines is the #2 Best City for Jobs in 2015 – Forbes, 2015. • Des Moines is the #2 Best City to Find a Job – WalletHub, 2015. • Des Moines ranks #4 on “America’s Most Business Friendly Cities” – MarketWatch, 2015. • Des Moines is a Top 5 Emerging Start Up City – Investopedia, 2015. • Des Moines is the #3 Top City for New College Graduates – SmartAsset, 2015. • Des Moines is the #6 Midsize Metro Where College Grads Move for Jobs – AIER, 2015. • Des Moines is the #1 City with an Up and Coming Downtown – Fortune, 2014. • Des Moines is the #1 Best City for Young Professionals – Forbes, 2014. • Des Moines is the #2 Best City for Business – Forbes, 2014. • Des Moines is the #4 Best City for Business and Careers – Forbes, 2014. • Des Moines is the #6 City for Raising a Family – Forbes, 2014. • Des Moines is the #1 Wealthiest City in America – Today show, 2014. • Des Moines ranks #1 on “Best Places for Business and Careers” – Forbes, 2013. • Des Moines ranks #1 on “Best Cities for Families” – Kiplinger, 2012. • Des Moines ranks #4 on “Best Places for Business and Careers” – Forbes, 2012. • Des Moines is #5 on “2011 Best Cities for Families” – Parenting Magazine, 2011. • Des Moines is #1 Best City for Young Professionals – Forbes, 2011. • Des Moines is the #1 city with the Highest Real Income – US News & World Report, 2011.

page 41 DES MOINES PUBLIC SCHOOLS: A LEADER IN URBAN EDUCATION

LARGEST SCHOOL DISTRICT IN IOWA

Des Moines Public Schools is home to more than 60 schools and support facilities, including 38 elementary schools, 10 middle schools, 5 comprehensive high schools, and 12 other schools that provide specialized programming. The district covers nearly six million square feet and serves more than 33,000 students from preschool through high school in every neighborhood in the city.

District Map

See also: http://www.dmschools.org/maps/

page 42 EXCEPTIONAL EDUCATIONAL OPPORTUNITIES

With 33,000 students, Des Moines Public Schools is by far the largest school district in Iowa. While the district may be the largest provider of public education in the state, DMPS takes anything but a one-size-fits-all approach to educating students. In fact, families in Des Moines can find more educational options than anyplace in the state, including:

• Advanced Placement. Central Academy — attended by students from 39 central Iowa middle and high schools — is Iowa’s top AP program, dedicated to providing a challenging curriculum. The Belin-Blank Center for Gifted Education and Talent Development placed Central Academy “in a class by itself” as a college preparatory school. In addition, DMPS is in the midst of a significant expansion of AP course offerings throughout all five comprehensive high schools. All five comprehensive high schools are on the Belin-Blank Center’s Iowa AP Top 25 Index. • International Baccalaureate. DMPS provides opportunities for students to participate in a comprehensive IB program at four elementary schools (Hubbell, Park Avenue, Stowe, and Walnut Street), four middle schools (Brody, Goodrell, Meredith, and Merrill), and one high school (Hoover). • Montessori. Cowles Montessori School is the only public Montessori program in Iowa, serving students in grades K-8. Students learn in multi-age classrooms, and children’s natural curiosities are exploited to the fullest as they advance at their own pace. • Career & Technical Institute. Located at Central Campus, CTI offers students learning opportunities in several high-skill areas, including graphic design, broadcasting & film, culinary arts, fashion, and automotive technology. In addition, DMPS is home to one of only three high school aviation programs certified by the FAA and has the largest marine biology program of any non-coastal high school. In 2017, the district launched the Skilled Trades Academy at Central Campus, which will begin with the 2017-18 school year. The partnership with construction industry leaders and labor organizations creates a Skilled Trades Alliance, with the goal of creating a model program of work-based learning with hands-on applications for students. Students enrolled in a High Quality Pre-Apprenticeship program will be immersed in job-embedded practices and internships while learning from industry mentors. • Higher Education Partnerships. Des Moines Public Schools’ proximity to Drake University, Iowa State University, Des Moines Area Community College, and other Institutes of Higher Education have created numerous partnerships and collaborative efforts that support students, teachers, and administrators.

page 43 OUTSTANDING WORKFORCE

Des Moines Public Schools is proud to be home to thousands of educators and other professionals who work hard each and every day to help the students of Des Moines succeed. The good work performed by DMPS teachers and staff has earned awards, honors, and recognition at the state and national level. Highlights of some recent honors include:

Twelve National Award Winners Presidential Award for Excellence in Mathematics and Science Teaching

2017, 2016 Digital Innovator

2016 AP Teacher of the Year College Board

2016 DMR Coach of the Year The Des Moines Register

2016 ISPRA Communicator of the Year Iowa Schools Public Relations Association

Award of Excellence (multiple years) National School Public Relations Association Distinguished Budget Presentation Award Recipient (multiple years) Certificate of Achievement Recipient (multiple years) Government Finance Officers Association

Meritorious Budget Award Recipient (multiple years) Certificate of Excellence Award Recipient (multiple years) Association of School Business Officials International

2015 Iowa Teacher of the Year Iowa Department of Education

Five-time ENERGY STAR Partner of the Year U.S. Environmental Protection Agency

2014 Elementary School Counselor of the Year Iowa School Counselor Association 2014 School Social Worker of the Year Iowa School Social Workers Association

page 44 The Association of School Business Officials (ASBO) International awarded the district its Meritorious Budget Award for excellence in budget presentation for the 2018-19 budget year. It is the third time DMPS has been presented with the honor and is only one of two districts recognized in Iowa. The Meritorious Budget Awards program promotes and recognizes excellence in school budget presentation and enhances school business officials’ skills in developing, analyzing, and presenting a school system budget. After a rigorous review by professional auditors, the award is conferred only on school districts that have met or exceeded the program’s stringent criteria.

The Association of School Business Officials (ASBO) International awarded a Certificate of Excellence in Financial Reporting to the district for the fiscal year ending June 30, 2018. DMPS has been recognized by ASBO for this honor since 2007. This award represents the highest recognition for school district operations offered by ASBO International. We believe our current CAFR continues to meet ASBO’s Certificate of Excellence in Financial Reporting requirements and have submitted it to ASBO to determine eligibility for another certificate.

The Government Finance Officers Association (GFOA) of the United States and Canada awarded a Certificate of Achievement for Excellence in Financial Reporting to the district for its comprehensive annual financial report (CAFR) for the fiscal year ended June 30, 2017. DMPS has been recognized by GFOA for this honor since 2007. In order to be awarded a Certificate of Achievement, a district must publish an easily readable and efficiently organized CAFR. This report must satisfy both generally accepted accounting principles and applicable legal requirements. We believe our current CAFR continues to meet the GFOA’s Certificate of Achievement requirements and have submitted it to the GFOA to determine eligibility for another certificate.

Other honors earned by Des Moines Public Schools and its employees include:

• 2018, 2015, 2012, 2010, 2009, 2006, 1995, 1997, 1997, 1995, 1995, 1983 Presidential Award for Excellence in Mathematics and Science Teaching recipients • 2018 Capital City Pride Ally of the Year • 2018 Iowa Juneteenth Mary McCleod Bethune Award • 2018, 2017, 2016, 2015, 2014, 2013, 2012 ENERGY STAR Partner of the Year — Environmental Protection Agency • 2017, 2016, 2015, 2014, 2013, 2012, 2011, 2010, 2009, 2008, 2007 Certificate of Excellence in Financial Reporting and 2018, 2017, 2016 Meritorious Budget Award — Association of School Business Officials Association for the school district’s comprehensive annual financial report and annual budget, respectively • 2017,2016, 2015, 2014, 2013, 2012, 2011, 2010, 2009, 2008, 2007 Certificate of Achievement and 2016, 2015, 2014, 2013 Distinguished Budget Presentation Award — Government Finance Officers Association for the school district’s comprehensive annual financial report and annual budget, respectively • 2017 Hoover High School— Governor’s STEM Best Partner

page 45 • 2016, 2015, 2014, 2013, 2012, 2010 state finalists for Presidential Award for Excellence in Mathematics and Science Teaching • 2016 Arts Learning Leadership — Governor’s Arts Award • 2016 AP Teacher of the Year — College Board • 2016 DMR Coach of the Year — The Des Moines Register • 2016 ISPRA Communicator of the Year — Iowa Schools Public Relations Association • 2016, 2015, 2014, 2013, 2012 honors — National School Public Relations Association • 2016, 2015, 2014 ENERGY STAR Partner of the Year for Climate Communications — Environmental Protection Agency • 2015 Iowa Teacher of the Year — Iowa Department of Education • 2015 Educator of the Year — Iowa Association of Alternative Education • 2015 Certified Public Finance Officer — Government Finance Officers Association • 2015 Magna Award — National School Boards Association • 2014 Prostart Educator of Excellence Award — Iowa Restaurant Association • 2014 Iowa School Social Worker of the Year — Iowa School Social Workers Association • 2014 Four Rotary Educators of the Year • 2014 Rising Star — Journalism Education Association • 2014, 2013, 2012 finalists for Iowa Teacher of the Year • 2013 Trailblazing Teacher — The Center for Green Schools • 2013 Steve France Honor Award — Iowa Association for Health, Physical Education, Recreation, and Dance • 2013 Rod Vahl Teacher of the Year award — Iowa High School Press Association • 2013 Outstanding Middle School Art Educator — Art Educators of Iowa • 2013 Outstanding Elementary Art Educator — Art Educators of Iowa • 2013 Green Ribbon School Award for Des Moines Public Schools — U.S. Department of Education • 2013 Excellence in Education Award — Iowa State Education Association • 2013 Dr. Robert E. and Phyllis M. Yager Exemplary Teaching Recognition Award — University of Northern Iowa • 2013, 2012 Governor’s Iowa Environmental Excellence Award • 2012 Phyllis Yager Memorial Commitment to Diversity Award — University of Iowa • 2012 honoree as a Champion of Change in education — White House • 2012 Green Ribbon School Award for Central Campus — U.S. Department of Education • 2012 Gary Hendrichs Memorial Award — Iowa School Counselor Association • 2012 finalist for America History Teacher of the Year — Iowa Preserve • 2012 Education Support Personnel of the Year for the State of Iowa • 2011 Outstanding Secondary Art Educator — Art Educators of Iowa • 2011 Outstanding Iowa Biology Teacher of the Year — National Association of Biology Teachers

page 46 • 2011 Educator of the Year — Printing Industry of the Midwest • 2011 and 2009 James Madison Fellowships for the state of Iowa • 2010 James Bryant Conant Award in High School Teaching • 2010 Iowa School Social Worker of the Year — Iowa School Social Workers Association • 2010 Iowa Financial Literacy Educator of the Year • 2010 honoree for the Teacher Program — Toyota International • 2010 Edyth May Sliffe Award for Distinguished High School Mathematics Teaching — Mathematical Association of America

page 47 DMPS SCHOOL SNAPSHOTS

Elementary Schools Brubaker Elementary, a successful merger of McKee and Douglas schools, shares a campus with Hoyt Middle School. Brubaker meets the diverse needs of all learners by providing support to Special Education students, students with Autism and Intellectual Disabilities, as well as ELL students. Brubaker's mission: Brubaker exists to provide a safe and nurturing environment where all students learn at high levels.

BRUBAKER ELEMENTARY Principal: Mark Adams 2900 E. 42nd Street P: 515-242-8405 | F: 515-323-8611 Des Moines, IA 50317 E: [email protected]

Capitol View is a neighborhood school with a wonderful, diverse population of students. Capitol View serves approximately 600 students in preschool through fifth grade and has an elementary deaf education program. The staff at Capitol View is committed to nurturing resilient young people who are prepared to meet the needs of the 21st century.

CAPITOL VIEW ELEMENTARY Principal: Marsha Kerper 320 E. 16th Street P: 515-242-8402 | F: 515-323-8612 Des Moines, IA 50316 E: [email protected]

George Washington Carver Community School is committed to improving the lives of the community. At Carver, students are challenged to learn with a growth mindset, encouraged to do their best, and motivated to achieve success in a safe, caring environment.

CARVER ELEMENTARY Principal: Jill Burnett-Requist 705 E. University Avenue P: 515-242-8418 | F: 515-323-8613 Des Moines, IA 50316 E: [email protected]

page 48 Jonathan Cattell Elementary School first opened in 1890 and is named for an Iowa state legislator who was an early proponent of educational opportunities for all. Our staff continues to honor his vision through our partnership with Turnaround Arts National. The mission of the community, staff and students at Jonathan Cattell Elementary is to prepare lifelong learners through arts integrated experiences and community engagement.

CATTELL ELEMENTARY Principal: Tiona Sandbulte 3101 E. 12th Street P: 515-242-8403 | F: 515-323-8614 Des Moines, IA 50316 E: [email protected]

"Located in the community of Windsor Heights, Cowles is a public Montessori school, serving students from age three through eighth grade."

COWLES MONTESSORI Principal: Todd Johnson 6401 College Avenue P: 515-242-7818 | F: 515-242-7358 Windsor Heights, IA 50324 E: [email protected]

The Downtown School is a place where students learn: unencumbered by desks, grade levels, or the limited information between the covers of a textbook. Students are provided an educational experience in kindergarten through fifth grade, based on what research has shown to be the best practices in elementary education.

DOWNTOWN SCHOOL Principal: Robert Burnett 1800 Grand Avenue P: 515-242-8422 | F: 515-242-7391 Des Moines, IA 50309 E: [email protected]

page 49 Edmunds Elementary provides engaging, high-quality education to empower life-long learners for success while celebrating diversity in a mindful, respectful, and safe community. Edmunds is a School for Rigor with the focus on creating a learning environment to prepare students for 21st Century new economy skills. E3C encompasses culture, climate and content to ensure our school is focused on school wide expectations so each student can and will learn. We pride ourselves in building relationships with our students and families to promote a strong educational experience!

EDMUNDS ELEMENTARY Principal: Jaynette Rittman 950 15th Street P: 515-242-8406 | F: 515-323-8615 Des Moines, IA 50314 E: [email protected]

Findley Elementary Dreamer Academy students, families, staff, and community partners proudly work together to fulfill the school’s mission every day: Building big dreamers and high achievers. Together, we nurture and sustain a safe, caring, achievement-focused college and career culture in which scholars thrive. Each day is a commitment to common goals: “Dream big! We believe! Aim high! Si se puede!”

FINDLEY ELEMENTARY Principal: Dr. Barb Adams 3025 Oxford Street P: 515-242-8407 | F: 515-323-8617 Des Moines, IA 50313 E: [email protected]

Garton Elementary is on the East Side of Des Moines and has a diverse population. We are now a School for Rigor, which has been an exciting undertaking. This has created a vision of learning for ALL students in rigorous instruction, collaboration, and standards based learning. At Garton we believe in building relationships with students and families as partners in learning. We focus on being respectful, responsible and caring and teach these traits on-going throughout the year. We strive everyday not only for students but for staff as well to Grow Towards Greatness!

GARTON ELEMENTARY Principal: Renita Lord 2820 E. 24th Street P: 515-242-8408 | F: 515-323-8619 Des Moines, IA 50317 E: [email protected]

page 50 The Greenwood campus consists of 4.8 acres of land in the heart of the city. The original Beaux Arts building was built in 1901, and the school has had multiple renovations in its history. Today, Greenwood is a modern school building equipped to serve a diverse student population of neighborhood students. Greenwood students include fourth generation families, along with students who have ventured to the U.S. from other countries. With an experienced staff and active PTA group and community volunteers, Greenwood strives to be a great community school.

GREENWOOD ELEMENTARY Principal: Andrea Safina 316 37th Street P: 515-242-8410 | F: 515-323-8620 Des Moines, IA 50312 E: [email protected]

Hanawalt is a neighborhood school that serves the west side of Des Moines with a rich tradition of educational and social excellence. With 100 years of service to its community, Hanawalt offers a model academic experience, targeting whole child learning through an emphasis on physical wellness, fine arts, and technology.

HANAWALT ELEMENTARY Principal: Kelly Schofield 225 56th Street P: 515-242-8411 | F: 515-323-8621 Des Moines, IA 50312 E: [email protected]

Hillis serves elementary students through fifth grade and is a place where learning comes alive. Hillis teachers design and facilitate lessons to make learning relevant, rigorous, and engaging. Hillis is also active in promoting healthy living by engaging students and families in wellness initiatives, gardening, healthy food choices, and biking. Hillis, Where Dreamers Learn to Dream Big!

HILLIS ELEMENTARY Principal: Renee Gelfond 2401 56th Street P: 515-242-8412 | F: 515-323-8622 Des Moines, IA 50310 E: [email protected]

page 51 Howe Elementary is a K-5 neighborhood school that serves approximately 300 students on the south side of Des Moines. At Howe Elementary, teachers and staff create a community of learners that engages and challenges the diverse school population.

HOWE ELEMENTARY Principal: Trenton Williams 2900 Indianola Road P: 515-242-8413 | F: 515-323-8624 Des Moines, IA 50315 E: [email protected]

Our school prides itself on strong student achievement, engaged parental support, and a broad liberal arts curriculum that builds upon the cultural opportunities inherent in our eclectic neighborhood. Hubbell Elementary is an International Baccalaureate PYP World School that is preparing students for a global world. Hubbell acts as the conduit for students, families, and staff to celebrate the cultural and ethnic diversity present in our fine city.

HUBBELL ELEMENTARY Principal: Carrie Belt 800 42nd Street P: 515-242-8414 | F: 515-242-8290 Des Moines, IA 50312 E: [email protected]

Jackson Elementary strives to create a safe, positive, nurturing learning environment; to possess technological and information literacy and equip students to be lifelong learners, contributing citizens, people of character, and self-directed learners.

JACKSON ELEMENTARY Principal: Cindy Wissler 3825 Indianola Avenue P: 515-242-8415 | F: 515-323-8626 Des Moines, IA 50320 E: [email protected]

page 52 Jefferson is a school community that provides academic excellence through a differentiated, rigorous curriculum and a joint commitment from students, families, and staff. The Jefferson learning environment fosters exemplary behavior and responsible citizens.

JEFFERSON ELEMENTARY Principal: Mary Minard 2425 Watrous Avenue P: 515-242-8416 | F: 515-323-8627 Des Moines, IA 50321 E: [email protected]

King Elementary School is located in the King-Irving Neighborhood. The King staff is very honored to serve the community and diverse student population.

KING ELEMENTARY Principal: Kisha Barnes 1849 Forest Avenue P: 515-242-8417 | F: 515-323-8628 Des Moines, IA 50314 E: [email protected]

The mission of Lovejoy Elementary School is to nurture, educate, and inspire students to be the best that they can be. Lovejoy provides for students many educational opportunities to excel, grow, and develop.

LOVEJOY ELEMENTARY Principal: Shelly Pospeshil 801 E. Kenyon Avenue P: 515-242-8419 | F: 515-323-8629 Des Moines, IA 50315 E: [email protected]

page 53 Madison Elementary is a Turn Around Arts school that serves approximately 315 students in North Des Moines. As a Turnaround Arts School, classroom teachers work with our art and music teachers to integrate arts based teaching strategies into student’s learning. During the 2017-18 school year, we were selected to be a School for Rigor. In doing so, we work with consultants to implement student centered instructional activities.

MADISON ELEMENTARY Principal: Jennifer Krieger 806 E. Hoffman Street P: 515-242-8420 | F: 515-323-8630 Des Moines, IA 50316 E: [email protected]

McKinley Elementary School is home to approximately 300 Pre-K through 5th grade students and nearly 50 staff members. The school is located in the culturally-rich neighborhood south of Des Moines’ East Village business and entertainment area. McKinley Elementary was established in 1902 and has been renovated to serve the diverse educational needs of today’s students. McKinley’s staff provides experiences in technology, the arts, and physical activity, along with excellent classroom instruction and the support of community resources to assist students in achieving success. McKinley is the home of the Eagle Way: We are Respectful, Responsible, and Safe.

MCKINLEY ELEMENTARY Principal: Lois Brass 1610 SE 6th Street P: 515-242-8423 | F: 515-242-8496 Des Moines, IA 50315 E: [email protected]

Monroe serves over 500 students in k-5th grade. We take pride in our diverse student body and dedicated staff working together to continually improve lives and learning for our students and families. Our students and their families are supported through the following programs: Schools for Rigor, ELL, Title, Counseling, SUCCESS, 21st Century before and after school learning, and Monroe Community Schools Programming (including food pantry, parent groups, and family services). Community supported programs such as Power Read, Everybody Wins, and Foster Grandparents continue to enhance learning for our students.

MONROE ELEMENTARY Principal: Laurel Prior-Sweet 2250 30th Street P: 515-242-8425 | F: 515-323-8632 Des Moines, IA 50310 E: [email protected]

page 54 Moore Elementary is a growing neighborhood school on the North-West side of Des Moines. We are a candidate school for The International Baccalaureate Primary Years Programme. Our goal is to be an authorized school by the fall of 2018. We believe in the power of a transdisciplinary approach to our school day. Our Learner Profile and Attitudes are key in the way we learn, grow and interact with one another at Moore. Our diverse population helps make us a wonderful environment for our students and their families. Our parent group is very active and we often have family engagement opportunities on Thursday evenings throughout the school year. #loveMoore…we sure do!

MOORE ELEMENTARY Principal: Beth Sloan 3716 50th Street P: 515-242-8426 | F: 515-323-8633 Des Moines, IA 50301 E: [email protected]

Morris, located on the city’s south side, serves approximately 600 K-5 students. The school philosophy centers around building strong foundations for the humanistic side of the teaching and learning process, while promoting high levels of academic rigor that is individualized to the needs of every student. Morris’ goal is to utilize a unified approach to expose students to essential skills and concepts that will aid them in promoting successful adult lives.

MORRIS ELEMENTARY Principal: Sherry Amos 1401 Geil Avenue P: 515-242-8421 | F: 515-323-8634 Des Moines, IA 50315 E: [email protected]

Moulton Elementary school serves over 500 preschool to 5th grade students from a diverse background of cultures. Moulton students and staff are creative, powerful and resilient. We are proud of our school and proud of our community and we will do whatever it takes to ensure every single person is as successful as possible, no excuses.

MOULTON ELEMENTARY Principal: Eddie McCulley 1541 8th Street P: 515-242-8427 | F: 515-323-8635 Des Moines, IA 50314 E: [email protected]

page 55 Oak Park is dedicated to creating life-long learners who are caring, compassionate, and knowledgeable citizens. Oak Park is a collaborative community that strives to reach high expectations set for the school and every student. Oak Park is extremely proud of the quality education provided that allows students to achieve at high levels. The partnership between the school and Oak Park families is one of the school’s greatest assets.

OAK PARK ELEMENTARY Principal: Jill Bryson 3928 6th Avenue P: 515-242-8428 | F: 515-323-8636 Des Moines, IA 50313 E: [email protected]

Park Avenue is an authorized International Baccalaureate World School. Students at Park Avenue are self-directed, life- long learners with a clear world view who listen carefully; cooperate; and demonstrate respect for themselves, others, and the world.

PARK AVENUE ELEMENTARY Principal: Dianna Anderson 3141 SW 9th Street P: 515-242-8429 | F: 515-323-8637 Des Moines, IA 50315 E: [email protected]

Perkins is a culturally diverse community of high achieving students. Our teachers at Perkins are committed to implementing rigorous tasks that are student centered and allow our students to collaborate with one another. Community relationships are valued and encouraged at Perkins Elementary.

PERKINS ELEMENTARY Principal: Michael Derrick 4301 College Avenue P: 515-242-8430 | F: 515-323-8638 Des Moines, IA 50311 E: [email protected]

page 56 Phillips Traditional School offers families an increased emphasis on academics and behavioral expectations for students. Phillips offers the Core Knowledge Sequence, additional curriculum engaging students in the classics in literature, as well as study of American and world civilizations. Phillips has committed staff, students, and families to ensure the highest levels of learning for all.

PHILLIPS ELEMENTARY Principal: Kristy Fitzgerald 1701 Lay Street P: 515-242-8431 | F: 515-323-8639 Des Moines, IA 50317 E: [email protected]

Pleasant Hill Elementary, renovated in 2013, is located in east Des Moines and serves approximately 280 students. Pleasant Hill is proud of its parent support, dedicated staff, and wonderful students. Pleasant Hill Panthers are Proud to be Respectful, Responsible, and Safe. Pleasant Hill is a two section per grade level elementary building, serving k-5th grade. Pleasant Hill’s motto is “What’s Best for Kids? Whatever It Takes!” Pleasant Hill Elementary is a small school in a big city.

PLEASANT HILL ELEMENTARY Principal: Terrie Price 4801 E. Oakwood Drive P: 515-242-8432 | F: 515-323-8640 Pleasant Hill, IA 50327 E: [email protected]

The River Woods school community strives for excellence by engaging learners in meaningful experiences designed to adequately meet the needs of all. Our K-5 student population consists of 585 students, including a high number of “at risk” demographic groups. We are a diverse majority-minority school, 81% of students are of a racial/ethnic minority and 34% of our students receive ELL services. Our staff of 60 plus employees are committed to teaching social and academic skills through student-centered rigorous tasks in a safe environment that fosters strong relationships.

RIVER WOODS ELEMENTARY Principal: Traci Shipley 2929 SE 22nd Street P: 515-242-8433 | F: 515-323-8641 Des Moines, IA 50320 E: [email protected]

page 57 Samuelson, located in the Lower Beaver neighborhood, offers engaging instruction using a rigorous curriculum in all academic subjects, as well as the fine arts. Samuelson hosts a positive learning environment where appropriate student behaviors are expected and celebrated, utilizing the PBIS model. At Samuelson, students and staff are respectful, responsible, and motivated learners.

SAMUELSON ELEMENTARY Principal: Cindy Roerig 3929 Bel Air Road P: 515-242-8441 | F: 515-323-8642 Des Moines, IA 50310 E: [email protected]

South Union prepares students for the next stage of their lives. All students and teachers are dedicated to success every day. South Union is driven by the daily mission to prepare students to be productive citizens through academics, arts, and wellness. Students experience a rich and diverse instructional curriculum, which allows for personalized instruction, growth, development, and acceleration of learning experiences. There are high teaching expectations at South Union, with a focus on developing the whole child. The school’s core values: respect, responsibility, integrity, purposeful, and consistency are honored and lived every day. Go Rails!!

SOUTH UNION ELEMENTARY Principal: Jill Burke 4201 S. Union Street P: 515-242-8409 | F: 515-323-8644 Des Moines, IA 50315 E: [email protected]

Stowe has proudly served the eastside community for over 100 years. Stowe provides many engaging opportunities for students including Spanish language instruction, community service, an outdoor classroom, 21st Century after school programming, and student exhibitions. As an authorized International Baccalaureate school, Stowe focuses on a student-centered approach to teaching with an international perspective. Stowe’s diverse students strive to become lifelong learners who are knowledgeable, caring thinkers prepared to create a more peaceful and open-minded world.

STOWE ELEMENTARY Principal: Jennifer Williams 1411 E. 33rd Street P: 515-242-8435 | F: 515-323-8645 Des Moines, IA 50317 E: [email protected]

page 58 Studebaker promotes and instills a sense of pride while creating a positive learning environment in which students are encouraged to try their best and play an active role as a member of the Studebaker community. Studebaker encourages social growth by utilizing Restorative Practices and incorporating community circles on a daily basis in every classroom. With a strong focus on academic growth, we work hard to meet the needs of each individual student. Studebaker serves a diverse population of students in k-5th grade.

STUDEBAKER ELEMENTARY Principal: Brian Crook 300 E. County Line Road P: 515-242-8436 | F: 515-323-8646 Des Moines, IA 50320 E: [email protected]

Walnut Street, located in downtown Des Moines, is a school of choice for PK-5 students and families from across the Des Moines metropolitan area. As an International Baccalaureate - Primary Years Program World School, the school has a strong emphasis on inquiry instruction, international- mindedness, and Mandarin Chinese language and culture.

WALNUT STREET ELEMENTARY Principal: Amy Laug 901 Walnut Street P: 515-242-8438 | F: 515-242-8372 Des Moines, IA 50309 E: walnut [email protected]

Willard has been meeting the educational needs of east side students for many generations. The school has a wonderfully diverse student population and currently serves approximately 400 students in kindergarten through fifth grade.

WILLARD ELEMENTARY Principal: Julie Kruse 2941 Dean Avenue P: 515-242-8439 | F: 515-323-8647 Des Moines, IA 50317 E: [email protected]

page 59 Windsor is leading the way in the classroom and understands the power of education and its potential to impact the community as well as the country. We believe that by working together we can prepare our young people for the next path on their academic journey. Windsor is currently a year-one Schools for Rigor school. This provides opportunities to create a building system where our students, teachers and principals experience the academically demanding teaching and learning required by the Iowa Core. Windsor also believes that diversity enriches the educational climate of our school. Windsor believes that diversity of all kinds strengthens the educational effectiveness of the school. All aspects of education are enhanced by different viewpoints and perspectives introduced by economic, racial and ethnic diversity.

WINDSOR ELEMENTARY Principal: Scott Nichols 5912 University Avenue P: 515-242-8440 | F: 515-323-8648 Des Moines, IA 50311 E: [email protected]

Wright Elementary is an Artful Learning School on the city’s south side. Teachers and students work collaboratively to experience, inquire, create and reflect through concept-based units of study. Wright is a community of learners promoting high expectations for academic, social and emotional success.

WRIGHT ELEMENTARY Principal: Michelle Hurlburt 5001 SW 14th Street P: 515-242-8442 | F: 515-323-8649 Des Moines, IA 50315 E: [email protected]

page 60 Middle Schools

Brody Middle School students are actively involved in a quality educational program to help them reach their fullest potential as inquiring, knowledgeable, compassionate, and caring learners within a global community. The Brody mission is to ensure learning by providing quality instruction for all students that supports a lifetime commitment to intercultural understanding and respect.

BRODY MIDDLE SCHOOL Principal: Thomas Hoffman 2501 Park Avenue P: 515-242-8443 | F: 515-323-8650 Des Moines, IA 50321 E: [email protected]

Callanan Middle School is a diverse learning community that is committed to providing meaningful and challenging curriculum in a caring, respectful environment. The Callanan community inspires and celebrates student success and life- long learning.

CALLANAN MIDDLE SCHOOL Principal: Dawn Stahly 3010 Center Street P: 515-242-8101 | F: 515-242-8103 Des Moines, IA 50312 E: [email protected]

Goodrell offers the International Baccalaureate - Middle Years Program and provides opportunities that invest in not only the academic success of students, but their social and emotional development as well. Goodrell students are inspired to be inquisitive, knowledgeable, and caring individuals who help create a better, more peaceful world through taking care of themselves, others, and the environment.

GOODRELL MIDDLE SCHOOL Principal: Carrie Romo 3300 E. 29th Street P: 515-242-8444 | F: 515-323-8651 Des Moines, IA 50317 E: [email protected]

page 61 Harding is a Turnaround Arts School, where the arts elevate school goals and engage students in learning. Harding Middle School uses the arts and other innovative approaches to empower all learners to be academically, socially, and emotionally prepared for life. It is our mission to create a safe space in which all students are afforded unique opportunities to learn and grow. In doing so, we develop student leaders who can activate change in the school and community.

HARDING MIDDLE SCHOOL Principal: Chris Schmit 203 E. Euclid Avenue P: 515-242-8445 | F: 515-323-8652 Des Moines, IA 50313 E: [email protected]

Hiatt has a rich tradition as a community school. Hiatt strives to provide a quality education with high expectations for teaching and learning and is dedicated to the safety, social, and emotional well-being of all.

HIATT MIDDLE SCHOOL Principal: Joseph Green 1430 E. University Avenue P: 515-242-7774 | F: 515-323-8653 Des Moines, IA 50316 E: [email protected]

The staff of Hoyt Middle School help students improve their social and academic skills. Teachers use research-based practices, infuse technology in the classroom, and hold high expectations for all students. The goal at Hoyt is to prepare all students so they can experience success in the next stage of their lives.

HOYT MIDDLE SCHOOL Principal: Deb Markert 2700 E. 42nd Street P: 515-242-8446 | F: 515-323-8654 Des Moines, IA 50316 E: [email protected]

page 62 McCombs, located on the far south side of Des Moines, serves both Polk and Warren counties. McCombs’s motto — Everyone Expecting Excellence Everyday — is reflected in all that happens at the school. McCombs is proud to be an AVID school. The staff and administration strive to provide a safe, caring environment in which all students attain the skills needed to become successful citizens of 21st century society.

MCCOMBS MIDDLE SCHOOL Principal: Jason Snow 201 County Line Road P: 515-242-8447 | F: 515-323-8655 Des Moines, IA 50320 E: [email protected]

Meredith Middle School supports a community of learners who are proud and positive, academically accountable, welcoming of diversity, and socially responsible and respectful. Meredith is an International Baccalaureate World School.

MEREDITH MIDDLE SCHOOL Principal: Victor “Kip” Colemon 4827 Madison Avenue P: 515-242-7250 | F: 515-242-8291 Des Moines, IA 50310 E: [email protected]

Merrill has celebrated academic excellence since 1961 by providing students with a safe, welcoming educational environment conducive to effective teaching and learning. The school theme, Achieving Academic Excellence for All, embodies the tradition and spirit of what makes middle level education at Merrill so rewarding. Merrill is an International Baccalaureate Word School and offers the Middle Years Programme (IBMYP). The IBMYP fosters an educational environment where all students are provided with diverse and challenging opportunities, empowering them to become life-long learners and active citizens in their democracy and in the global community.

MERRILL MIDDLE SCHOOL Principal: Kathryn Panek 5301 Grand Avenue P: 515-242-8448 | F: 515-323-8656 Des Moines, IA 50312 E: [email protected]

page 63 Weeks Means Success: Great work happens in the Weeks building every day. Weeks is a Demonstration School for Rigor and We Think Deeply, Solve Problems and Work Together.

WEEKS MIDDLE SCHOOL Principal: Audrey Rieken 901 E. Park Avenue P: 515-242-8449 | F: 515-323-8657 Des Moines, IA 50315 E: [email protected]

page 64 High schools

East was founded in 1861, with the major structure constructed in 1911. A major renovation was completed in January 2006, which added a new cafeteria, classrooms, and administrative offices. The East High motto, For the Service of Humanity, embraces the school’s focus on developing life-long learners who will be productive citizens.

EAST HIGH SCHOOL Principal: Leslie Morris 815 E. 13th Street P: 515-242-7788 | F: 515-242-7782 Des Moines, IA 50316 E: [email protected]

Hoover was built in 1967 to serve the students in northwest Des Moines. At Hoover, each member of the learning community is challenged to grow in every classroom every day. Hoover High School is the only high school in Iowa to offer the International Baccalaureate Middle Years Program, which integrates a focus on holistic learning, communication, and global awareness into the student learning experience. Hoover has the largest ELL program of the five Des Moines high schools.

HOOVER HIGH SCHOOL Principal: Sherry Poole 4800 Aurora Avenue P: 515-242-7300 | F: 515-242-7308 Des Moines, IA 50310 E: [email protected]

Lincoln’s main campus houses grades 10-12. In addition to AP and dual credit courses, Lincoln offers the only high school AVID (Advancement Via Individual Determination) program in the region. Lincoln continues to work toward providing a world-class education to prepare students for post-secondary options. Lincoln is now working to be (beginning August 2017) a School for Rigor.

LINCOLN HIGH SCHOOL Principal: Paul Williamson 2600 SW 9th Street P: 515-242-7500 | F: 515-242-7517 Des Moines, IA 50315 E: [email protected]

page 65 The RAILS Academy is the ninth-grade building for Lincoln High School. A full renovation was completed at RAILS Academy during the summer 2014. The focus at RAILS is to teach students skills — such as organization, writing, inquiry, critical reading, and collaboration — that are necessary to be successful in high school and beyond. Lincoln RAILS is now working to be (beginning August 2017) a School for Rigor.

LINCOLN RAILS ACADEMY Principal: Paul Williamson 1000 Porter Avenue P: 515-242-8452 | F: 515-353-8693 Des Moines, IA 50315 E: [email protected]

North is raising the academic bar for all students with new, innovative teaching methods. North will become a Schools for Rigor Demonstration School beginning Fall 2017.

NORTH HIGH SCHOOL Principal: Ben Graeber 501 Holcomb Avenue P: 515-242-7200 | F: 515-242-8491 Des Moines, IA 50313 E: [email protected]

Roosevelt sits in the heart of the Roosevelt Cultural District. Recently renovated, the school was built in 1923 in the modified Gothic style. Roosevelt has a tradition of excellence, both academically and in various extra-curricular activities, which are a source of pride to the community it serves, students, faculty, and alumni.

ROOSEVELT HIGH SCHOOL Principal: Kevin Biggs 4419 Center Street P: 515-242-7272 | F: 515-242-7350 Des Moines, IA 50312 E: [email protected]

page 66 Other Schools & Programs In addition to the district’s comprehensive elementary, middle, and high schools, the district maintains a number of special schools to meet the unique learning needs of students. Smouse (serving elementary-age children) and Ruby Van Meter (serving secondary-age children) provide high-quality, specialized instruction to physically and mentally disabled students. Central Academy is home to the top AP program in the state, also offers the International Baccalaureate diploma programme, and it home to the world languages program. Central Campus boasts the most robust career and technical education in the state, with courses in nine career academies. Scavo Alternative High School Orchard Place, Des Moines Alternative, and Middle School Alternative prove programming for students who may be struggling with attendance in a comprehensive setting or have other personal issues and need alternative programming.

Central Academy provides additional services for students in comprehensive schools by offering the Gifted Core Pathway and unique AP, IB, and World Language courses. The Gifted Core Pathway fosters academic excellence through the challenge of compacted curricula by offering acceleration and enrichment for students who demonstrate early readiness for advanced work. Students — especially those traditionally under-represented in gifted programs — develop competence, connection, and confidence as they embrace challenging coursework. In the last five years, over one and a half times as many students from traditionally under- represented groups have enrolled at the Academy. Over the same period, average student achievement as measured by AP exams, ACT, MAP and Iowa Assessments has also increased. Academy’s goal over the next year is to continue increasing diversity and increasing achievement.

CENTRAL ACADEMY Director: Jessica Gogerty 1912 Grand Avenue P: 515-242-7888 | F: 515-242-8252 Des Moines, IA 50309 E: [email protected]

page 67 Central Campus is Iowa’s premier regional academy for advance career training and college preparatory programs. Central Campus is home to nationally- and internationally- recognized programs in nine career academies: Advanced Communications & Media, Education & Leadership, Engineering & Design, Environmental & Agricultural Sciences, Family & Consumer Sciences, Health Sciences, Skilled Trades, Cybersecurity & Technology, and Transportation. Central currently offers 39 unique academic and career opportunities designed on competency based instruction, hands-on project based learning, and real world experiences. At Central Campu,s students earn free college credits, industry recognized certificates, participate in paid internships & registered apprenticeships, compete nationally, and travel internationally.

CENTRAL CAMPUS Director: Tascha Brown 1800 Grand Avenue P: 515-242-7846 | F: 515-242-7598 Des Moines, IA 50309 E: [email protected]

Ruby Van Meter is a special school serving Des Moines students who have Intellectual Disabilities. We offer a variety of age appropriate opportunities for our students that are found in very few schools around the country. We are part of the full continuum of special education services that the Des Moines Public Schools offer to meet the diverse needs of all students. We are a self-contained program that meets all graduation requirements and aligns to the Iowa Core Curriculum through the Essential Elements. Our student’s ages range from Kindergarten to age 21. Ruby Van Meter is organized by levels; Elementary K-6, Middle School 7-8, High School 9-10, High School 11-12, and Transition age 19-21. We also have a Related Arts program that provides education in the areas of Physical Education, Music, Art, Work Experience, Home Living Skills, and Swimming. Individualized instruction compliments and extends the core, offering unique academic, social, and career opportunities that direct, encourage, and motivate students to be successful.

RUBY VAN METER Principal: Cynthia Weisz 710 28th Street P: 515-242-8220 | F: 515-242-8223 Des Moines, IA 50312 E: [email protected]

page 68 Smouse Opportunity School provides a variety of services to students, their families and the teachers who serve them. The transition program for Ruby Van Meter is provided at Smouse allowing students increased opportunities for developing independence and vocational skills. District special education staff offer professional development and support for specialized programs to teachers of students with disabilities throughout the district. Dedicated space is provided to model specialized program implementation. The SMOUSE OPPORTUNITY SCHOOL Center for New Americans is housed at Smouse as well, 2820 Center Street providing parents new to the country opportunities to Des Moines, IA 50312 participate in workshops on many topics while building their use of the English language.

P: 515-242-8210 | F: 515-242-8214 | E: [email protected]

Scavo Full Service High School serves as the alternative high school in DMPS. The goal of Scavo is to provide a learning environment that is responsive to student academic and social/emotional needs. As a full-service school, there are systems in place to connect students and families with community resources and to provide an intentional network of supports that expands beyond the walls of the classrooms. Scavo serves approximately 600 students using credit recovery and blended learning strategies.

SCAVO HIGH SCHOOL Principal: Rich Blonigan 1800 Grand Avenue P: 515-242-7589 | F: 515-242-7591 Des Moines, IA 50309 E: [email protected]

Des Moines Alternative serves middle and high school students who need significant behavioral or emotional support. The program provides academic and transition services, along with positive behavioral supports to students.

DES MOINES ALTERNATIVE Principal: Randi Oleson 1800 Grand Avenue P: 515-242-7781 | F: 515-242-8154 Des Moines, IA 50309 E: [email protected]

page 69 The Middle School Alternative Center (MAC) program serves students in grades six through nine who are experiencing significant behavioral or emotional difficulties. The program provides academic and intensive social/emotional supports to successfully transition students back to their home schools.

MIDDLE SCHOOL ALTERNATIVE Principal: Randi Oleson 1801 16th Street P: 515-323-8600 | F: 515-323-8618 Des Moines, IA 50314 E: [email protected]

Orchard Place Campus School is the educational provider for students who are temporary residents of Orchard Place Campus. Orchard Place Campus is a Psychiatric Medical Institute for Children (PMIC), which is a temporary residential program providing intensive treatment for students who have diagnosed mental health problems. Orchard Place Campus School operates in a positive and supportive environment where all students receive direct and individualized instruction for academic and behavior growth. Orchard Place Campus School serves students in grades 4 through 12 in both general and special education classes. School districts from across the state have students who attend Orchard Place Campus School while residents at the facility. All grade levels are staffed with highly qualified Des Moines Public Schools staff.

ORCHARD PLACE Principal: Gail Soesbe 5412 SW 9th Street P: 515-287-9700 | F: 515-242-8495 Des Moines, IA 50315 E: [email protected]

page 70 Preschools Des Moines Public Schools provide families with a variety of choices for preschool and early childhood education. These programs are available at a half-dozen elementary schools throughout Des Moines, as well as more than a dozen community partners. In addition, the school district has four Education Centers that provide various preschool programs.

MCKEE EDUCATION CENTER 2115 E. 39th Street, Des Moines, IA 50317

P: 515-242-8434 | F: 515-242-7631

McKee School was opened as an early learning center in the 2009-10 school year. McKee has 11 preschool classrooms and provides a full continuum of options including full and half day programs as well as Head Start, Universal Preschool, and Early Childhood Special Education.

MITCHELL EARLY LEARNING CENTER 111 Porter Avenue, Des Moines, IA 50315

P: 515-242-8424 | 515-242-8493

Mitchell School was opened as an early learning center in the 2010-11 school year. Mitchell has 13 preschool classrooms and provides a full continuum of options including full and half day programs as well as Head Start, Universal Preschool, and Early Childhood Special Education. JESSE FRANKLIN TAYLOR EDUCATION CENTER 2115 E. 39th Street, Des Moines, IA 50317

P: 515-323-8667 | F: 515-323-8697

Taylor Learning Center opened as an early learning center in the 2014-15 school year. Taylor has nine preschool classrooms and provides a full continuum of options including full and half day programs as well as Head Start, Universal Preschool, and Early Childhood Special Education.

WOODLAWN EDUCATION CENTER 4000 Lower Beaver Rd, Des Moines, IA 50310

P: 515-242-8213 | F: 515-242-8469

Woodlawn School was opened as an early learning center in the 2011-2012 school year. Woodlawn has nine preschool classrooms and provides a full continuum of options including full and half day programs as well as Head Start, Universal Preschool, and Early Childhood Special Education.

page 71 DISTRICT GOVERNANCE & LEADERSHIP

SCHOOL BOARD

Iowa Code §274.7 dictates that school district affairs must be conducted by a board of directors. The Board of Directors of the Des Moines Independent Community School District is the governing body of the district and exercises the district’s corporate powers and carries out its public responsibilities. In addition to their responsibilities on the School Board, members also serve on a variety of district committees; represent Des Moines Public Schools on a variety of local, state, and national organizations; and maintain cooperative relationships with both national organizations and local governmental bodies.

School Board Elections The people of Des Moines elect seven members to serve as their representatives on the Des Moines School Board of Directors. In turn, the Board is responsible for the governance of Iowa’s largest provider of public education. School Board members serve in an unpaid, elected position. Board members in Iowa are elected to four-year terms. Elections are held every other year on the second Tuesday in September, and new members begin their term the following week. The school board then elects a chair and vice chair from among its members. Appointment of the board secretary and treasurer takes place before August 15 each year.

On September 13, 2011 voters in the Des Moines school district approved a proposal to elect school board members by director districts. The school board adopted, and the Iowa Secretary of State approved, a map (right) which created four districts, each one representing at least one high school. After the 2015 elections, three school board members have been elected at-large and four have been elected by district. In the past, all Des Moines school board members were elected at-large.

School Board Members Front Row: Dwana Bradley, Vice Chair Dr. Thomas Ahart, Superintendent Kyrstin Delagardelle, Chair Back Row: Rob X. Barron Teree Caldwell-Johnson Kelli Soyer Heather Anderson Kalyn Cody

page 72

Kyrstin Delagardelle, Chair Seat: At-large Member Since: 2017 | Term Expires: 2021

1048 37th Street Apt. 1, Des Moines, IA 50311 | (515) 210-9330 [email protected]

Kyrstin Shelley grew up in Elwood, near Maquoketa, Iowa, and graduated from Grand View University (‘13) with a Bachelor of Arts in English and Secondary Education. She was recently honored as a 2017 10 Under 10 Alumni Award recipient. This is awarded to recent alumni who are making a significant impact in their professional work and community.

She also holds a Master of Arts in Library and Information Science from University of Iowa (‘17) and completed her capstone researching the effects of diverse literature and the importance of diversity embedded within pre-service teacher education.

A teacher librarian at Northview Middle School in Ankeny, Kyrstin serves on various committees within Ankeny Community Schools including the Equity Committee and her building’s Instructional Leadership Team.

Kyrstin is the director-elect for New Leaders Council Des Moines, a nonprofit dedicated to recruiting, training, and promoting the next generation of progressive leaders and is a founding board member of Iowa Women for Progressive Change. She was a co-organizer for the Women’s March in Des Moines. She enjoys exploring the cultural opportunities Des Moines has to offer including its many festivals and restaurants.

Dwana Bradley Seat: District Three Member Since: 2019 | Term Expires: 2023

3012 E. 32nd Court, Des Moines, IA 50317 | (515) 829-0927 [email protected]

Dwana Bradley was selected to fill the District 3 vacancy in December 2018 and sworn into office on January 8, 2019.

Dwana holds a bachelor’s degree in child and family services from Iowa State University and a master’s degree in Elementary Education and Literacy from Drake University, as well as a specialist’s degree in administration.

She spent nearly seven years as a reading interventionist with Des Moines Public Schools. She is currently executive director of Iowa Juneteenth, a teacher in the after-school program at Homes of Oakridge, as well as owner of Iowa Urban Media, a community-focused publishing company. Bradley is active in the community, for example chairing a committee for the Iowa Juneteenth Observance, volunteering on the DMPS attendance committee, serving as choir director at True Bible Baptist Church, and graduating from the Greater Des Moines Leadership Institute. She has two children.

page 73 Heather Anderson Seat: District One Member Since: 2015 | Term Expires: 2023

4114 Lincoln Place Drive, Des Moines, IA 50312 | (515) 783-8983 [email protected]

Heather Anderson teaches 2nd grade at Walnut Hills Elementary School, which is part of the Waukee Community School District. Previously, she taught at Cowles Montessori School in Windsor Heights, a DMPS school. At Cowles, she was instrumental in developing an extensive after school program. Programming at Cowles truly followed the child, and throughout the years, students were exposed to an array of opportunities such as a running club, science clubs, foreign languages (French, Spanish, Arabic), yoga, drama, cribbage, chess, mock trial, student council, and computer programming to name a few. She worked with the teachers, parents, and community members to offer students opportunities to learn both inside and outside of the classroom. Heather collaborated with the city of Windsor Heights, the school district, community members, teachers, parents, students, organizations, and local businesses to offer the first ever 5K Run/Walk in the district. She also established a school-wide science fair and environmental day. She wrote and received over 20 grants for the school that provided funding to renovate the greenhouse by adding solar energy, resources/materials for teachers and students, professional development for teachers and staff, and most importantly increased hands-on, real-life learning opportunities for students. Heather formed a partnership with a very dedicated parent at Cowles, together they wrote grants to implement school gardens and offer many “Healthy” events and activities for the families of Cowles. Due to these efforts in 2010, Cowles became a Farm to School Chapter through the Iowa Department of Agriculture. She worked with local organizations to donate any extra produce from the gardens and established partnerships with local universities.

In 2013, Heather Anderson was one of five finalists for the Iowa Teacher of the Year. That same year she also was the recipient of the Izaak Walton League of Iowa Teacher of the Year. The following year, Heather was honored to receive the 2014 ISEA Excellence in Education Award. She also received “Outstanding Volunteer Award” from the Iowa Urban Tree Council along with one of her fellow teachers at Cowles in honor of their environmental projects involving the whole Cowles community. 2015 brought Heather another honor she was the recipient of the NEA Foundation Awards for Teaching Excellence. During the summer of 2015 as a NEAF Global Learning Fellow, she traveled to Peru representing all of the teachers of Iowa. She was able to tour an IB school and rural schools in Peru, and met with the teachers, students, and families of Peru. Heather is a currently sits on the boards of the Iowa Conservation Education Coalition (ICEC), Cherry Glen Learning Farms and is a member of the Greater Des Moines Botanical Garden’s Students & Teachers Advisory Committee. She is a founding member of the Iowa Department of Education’s Iowa Outstanding Educators Advisory Council and last year was a presenter at the first annual Emerging Educators Academy a daylong conference offered to pre-service teachers as well as to 1st and 2nd year teachers. Heather is a life-long resident of Des Moines and a product of DMPS herself, her husband teaches at Hoover high school, and she currently has five children enrolled at Roosevelt High School.

She earned a BA in Elementary Education from Upper Iowa University, a MA from Viterbo University, and holds credentials from the American Montessori Society and the Iowa Montessori Center.

page 74 Rob X. Barron Seat: At-large Member Since: 2013 | Term Expires: 2021

4220 Holland Drive, Des Moines, IA 50310 | (515) 778-2961 [email protected]

Rob X. Barron is the co-founder of the Latino Political Network, a non- partisan organization which serves to educate and empower Latinos to serve at all levels of elected office throughout Iowa. Additionally, he is the Special Assistant to Grand View University President Kent Henning for Government and Community Relations. In that role he represents Grand View before elected officials and bureaucrats and works to build relationships with the community on behalf of Grand View students, faculty, and staff. During the school year, Rob volunteers weekly at Cattell Elementary School for the Everybody Wins program. Everybody Wins pairs volunteers with elementary students in a mentoring program in order to increase reading fluency, comprehension, and academic confidence. Rob has read with students in the Des Moines and Washington programs since 2002. Rob is also a member of the 2014 class of the Greater Des Moines Leadership Institute. Rob is a Des Moines native. He and his wife Angela Matsuoka, an elementary art educator employed by the Iowa Department of Education, live in the Beaverdale neighborhood with their son, Javy and a daughter Mirabel. Rob is a graduate of Des Moines Roosevelt High School and Grinnell College. He also attended Hanawalt Elementary School, Merrill Middle School, Central Academy, and Lincoln High School. Rob received his B.A. in Political Science from Grinnell College.

Teree Caldwell-Johnson Seat: District Four Member Since: 2006 | Term Expires: 2021

3907 SW 29th Street, Des Moines, IA 50321 | (515) 287-3123 [email protected]

Teree Caldwell-Johnson serves as the CEO of Oakridge Neighborhood and Oakridge Neighborhood Services, a housing and humans services non- profit agency in Des Moines. Prior to assuming her position at Oakridge, Teree held progressively responsible positions in local government across the county, most recently serving as Polk County Manager from 1996- 2003. Active in the community, Teree serves on several non-profit boards, including University of Kansas College of Liberal Arts and Sciences Advisory Board, Mid-Iowa Health Foundation, Greater Des Moines Community Foundation, Planned Parenthood of the Heartland, Spelman College Museum Board and The Directors Council. In addition, Teree is a member of Alpha Kappa Alpha Sorority Incorporated, Jack and Jill of America and The Links, Incorporated. Teree holds a B.A. in English from Spelman College in Atlanta, GA and an MPA from the University of Kansas in Lawrence, KS. She has also completed post-graduate studies at Bucknell University in Lewisburg, PA. Teree and her husband Vernon, a retired non-profit executive, are the parents of two DMPS graduates, Baley (LHS Class of 2008) and Baxtyr (LHS Class of 2011).

page 75 Kalyn Cody Seat: District Two Member Since: 2019 | Term Expires: 2023

2006 Chautauqua Parkway, Des Moines, IA 50314 | (623) 243-3725 [email protected]

Kalyn Cody is a career educator. His teaching career spanned a variety of public schools; first in a small desert town in California, followed by a stint in Phoenix, Arizona, before settling in Des Moines, Iowa. After more than a decade as a classroom educator, Kalyn moved to Iowa State University Extension & Outreach where he works as a Family Finance Specialist, going out into the community to help his neighbors acquire the skills they need to reach their goals.

Kalyn received his Master of Arts in Curriculum and Instruction (Education of the Gifted) from the University of Northern Iowa and a Bachelor of Arts in Elementary Education from Luther College in Decorah, Iowa. He holds an Iowa Master Educator License with endorsements including K-6 elementary classroom, 5-8 middle school generalist, and pk-12 Talented and Gifted.

Kalyn lives in Des Moines with his wife, Tess, and their newborn daughter, Etta. In his free time, Kalyn likes to kayak, read, and play sports and games (particularly soccer). His body often tells him that it is time for a few less strenuous hobbies, but he owns plenty of ice packs.

Kelli Soyer Seat: At-large Member Since: 2019 | Term Expires: 2023

3700 37th Street, Des Moines, IA 50312 | (515) 971-9230 [email protected]

Kelli Soyer is the Associate Director for the Coalition for Family and Children’s Services in Iowa. Kelli works tirelessly advocating for children’s issues in Iowa and federally. Since its inception, Kelli has been involved with the Des Moines School Board’s Community Legislative Action Team, sharing the parent voice on behalf of issues impacting the district.

As a social worker, Kelli has spent her career in the non-profit industry. She has been active in grassroots and community organizing. Her advocacy efforts earned her recognition earning the 2016 Children’s Champion Award by the Iowa Association for the Education of Young Children and the 2010 Friend of Children Award by the Iowa School Social Workers’ Association.

Kelli is a native Iowan. She graduated from Johnston High School and received her Bachelor of Arts in Psychology and Masters in Social Work from the University of Iowa. She is a Licensed Masters Social Worker (LMSW) in Iowa.

Kelli and her husband, Paul, live in Des Moines with their daughter, Sayde, a student at Callanan Middle School.

page 76 Community Legislative Action Team The district receives the majority of its annual revenue from sources that are directly impacted by the actions of the Iowa Legislature. While the district has maintained lobby representatives and advocated for students and staff, the School Board recognized the district had not tapped into a powerful resource for advocacy on a formal basis: parents and other community members.

By capitalizing on the potential of parents and other community members who recognize the need for more awareness of how specific legislative actions affect schools, the Board could help citizens advocate for policies that increase student success. To that end, the Board created the DMPS Community Legislative Action Team (DMPS-CLAT) to facilitate advocacy on behalf of the students of Des Moines. During the legislative session, DMPS-CLAT holds regular coffees with members of the Des Moines legislative delegation the second Saturday of each month. In addition, CLAT usually schedules a “Day on the Hill” for DMPS representatives to talk with legislators at the State Capitol about issues important to the school district. In addition, members of DMPS-CLAT regularly reach out to legislators to share ideas and get input on topics critical to public schools in Des Moines.

The DMPS-CLAT focused on four issues for the 2020 legislative session:

• INCREASE SUPPLEMENTAL STATE AID o Iowa schools have faced less than adequate funding from the state to help all students succeed for the last 10 years. • EXPAND SUPPORT FOR K-12 STUDENTS LIVING IN POVERTY o Increase weighted funding for students who qualify for free and reduced lunch. • EXPAND PRESCHOOL FUNDING FOR CHILDREN IN POVERTY o Increase in weighted funding in the Statewide Voluntary Preschool Program for children living at or below 200% of the Federal Poverty Level. • EXPAND SUPPORT FOR OUR ENGLISH LANGUAGE LEARNERS o Increase weighted ELL funding to .39, in accordance with evidence-based practice and as recommended by the 2013 task force report on ELL education in Iowa.

page 77 LEGAL AUTONOMY & FISCAL INDEPENDENCE

In May 2017, the Iowa Legislature created limited Home Rule for Iowa school districts. The change provides more flexibility to school districts in their exercise of powers where the law or administrative rule does not already prescribe or prohibit the action. All Iowa school districts remain under the control of a local board of directors and have fiscal independence from other governmental entities.

As provided in Iowa Code §274.1, each school district in Iowa district continues a body politic as a school corporation, unless changed as provided by law, and as such may sue and be sued, hold property, and exercise all the powers granted by law and has exclusive jurisdiction in all school matters over the territory therein contained.

The Des Moines Independent Community School District is a political subdivision of the State of Iowa that exists as a separate legal entity; as a territorial unit, the district is responsibility for the provision of public education within its borders, operating public schools and supporting programs for children in preschool through grade twelve. The district only has authority over the land within the school district and, politically, can only wield powers conferred by the state.

The school district is legally and politically independent of other general purpose local governments, (i.e., counties and municipalities; e.g., Polk and Warren Counties, City of Des Moines, City of Windsor Heights, etc.). The district also has financial independence from other local governments. As outlined in Iowa Code Chapter 257, the district has the power to levy and collect taxes. The school district is also a public body and has some of the privileges of a government, such as the ability to issue tax-exempt bonds.

FIRST-LEVEL DISTRICT ADMINISTRATION

Dr. Thomas Ahart, Superintendent Shashank Aurora, Chief Financial Officer Bill Good, Chief Operations Officer Matt Smith, Associate Superintendent Susie Tallman, Chief Human Resources Officer

page 78 ORGANIZATION CHART

page 79 DES MOINES PUBLIC SCHOOLS: VISION FOR THE FUTURE

DISTRICT MISSION & GOALS

Mission The Des Moines Public Schools exists so that graduates possess the knowledge, skills, and abilities to be successful at the next stage of their lives.

Vision To be the model for urban education in the United States.

page 80 Board Beliefs 1. We believe in every child and, no matter their circumstance, will support them in achieving at their highest level. • DMPS will work to ensure our students are career and post-secondary education ready, that they possess the knowledge and skills to be self-directed and autonomous, and they have world awareness with exposure to languages and cultures of the world. 2. We believe all students will have the best staff working to provide and support their education. • DMPS will be a best place to work, committed to recruiting, developing, retaining, and recognizing high quality staff in a climate and culture where people are able to do their best work. 3. We believe in the full engagement of our parents and community in the support of our students’ education. • DMPS will commit to the support, training, and tools needed to maximize engagement opportunities with our parents and the entire community. 4. We believe, as a community, in providing the resources necessary to offer PK-12 education of the highest quality. • DMPS will work, proactively and creatively, with the community to assure the proper investment in our commitment to our children. 5. We believe first-rate facilities are essential to quality education. • DMPS is committed to facilities, as centers of our community and neighborhoods, which offer safe, healthy, well-run, and creative learning environments. 6. We believe in a school district that operates with transparency, accountability, and efficiency at every level. • DMPS is committed to operating in an atmosphere of full-disclosure to ensure transparency, accountability, and efficiency.

• What is the impact you want our school system to make on our students? • What do you want students to know and be able to do?

Participants were then asked to list three student outcomes representative of their answers, which were collected, categorized, and prioritized.

page 81 All the information gathered from those sessions, as well as a host of district data, was collaboratively reviewed and analyzed by the Board, the Superintendent, and district staff. In addition, our data revealed black males have the lowest rates of achievement in the district. It does not mean that black males are low achievers, rather that our system’s performance in creating success for black males is critically low and it needs to be named and addressed. It recognizes the need for change within the system to evolve into one that does not continue to marginalize various student populations — doing things the same way and expecting different results has proven to be ineffective. As a result, the three priority areas that were determined will be analyzed through the focus lens of black male achievement.

As a result, the Board’s community engagement efforts produced specific, measurable, time-targeted goals around three priority areas.

EARLY LITERACY • Goal 1: The percent of all third grade students on track in reading will increase from 52% to 72% by June 2023, as measured by FAST.

• Goal 2: The percent of black male third grade students on track in reading will increase from 35% to 72% by June 2023, as measured by FAST.

ALGEBRA • Goal 3: The percent of black male students earning a ‘B’ or higher in Algebra 1 by the end of 9th grade will increase from 17% to 35% by August 2023.

page 82 FINANCIAL POLICIES, BUDGETARY ASSUMPTIONS & CONSTRAINTS

GUIDING LIMITATIONS, POLICIES, & PARAMETERS

The district utilizes the Policy Governance and Management Limitations to develop the budget. Using guidance from GFOA, ASBO, Iowa Association of School Boards, and Iowa School Finance Information Services, among others, each year the Board sets targets for financial indicators, including the district’s solvency ratio and unspent spending ratio. The targets set for both the solvency ratio and unspent spending ratio place the district into the “healthy range” identified for each of these financial indicators. The following Management Limitations were used in the development of the budget.

Accordingly, the Superintendent shall not present a budget that:

The Board revisits and revises management limitations annually.

Accordingly, the Superintendent shall not:

page 83 5. Fail to implement prudent competitive procedures, including but not limited to RFPs, for purchasing and securing contractual and professional services. 6. Obligate the district to contracts or expenditures greater than $100,000. 7. Acquire, lease, or dispose of real property. 8. Invest funds in securities contrary to state law. 9. Allow tax payments to other governmental ordered payments or filing to be overdue or inaccurately filed.

The Board revisits and revises management limitations annually.

Board and Administrative Policies: Business & Operations Administrative Policy 700: Guiding Principles The primary responsibility of the board is to provide the citizens of Des Moines an education program consistent with the mission of the district and the Student Expectations. Business and operational functions relative to this mission shall be managed and implemented in an efficient, effective, and equitable manner.

Administrative Policy 702: Budget Planning Planning of the budget is a continuous process involving study and deliberation by the Board, the administrative staff, the faculty, other staff members, and the citizens of the community.

The Superintendent of Schools shall submit an annual budget for consideration, deliberation, and approval by the Board of Directors. After adoption of the budget by the official action of the board, the superintendent and/or designated representatives will be authorized to administer specific expenditures.

The budget document shall include revenue sources and expenditures for all areas of operation to implement the Student Expectations and Budget Parameters set by the board of directors.

Administrative Policy 703: Preparation of Budget Document The Superintendent shall be responsible for preparing and submitting to the board, not later than the first meeting in April, a tentative detailed budget for the ensuing fiscal year. A formalized budget for the same year will be submitted to the board as soon as is practical.

Administrative Policy 704: Budget Publication, Review and Certification A public hearing shall be held prior to the required budget certification each year to receive public comment on the budget document. The school district shall, at least ten (10) days but no later than twenty (20) days prior to the public hearing, publish the estimated budget and public hearing date, time, and place in accordance with the Code of Iowa. At least one board meeting providing an opportunity for board discussion of the budget, including the opportunity for public input, will be held at a meeting prior to the date of the public hearing and certification of the budget. Upon receiving the required certification by the board, the budget will be filed with the county auditor no later than April 15.

page 84 Board Policy 770: Cash Flow and Investments The Board directs the Superintendent to invest district funds in excess of current needs in compliance applicable law and public fund investment standards.

Administrative Policy 770: Cash Flow and Investments District funds in excess of current needs shall be invested in compliance with this policy. The goals of the district’s investment portfolio in order of priority are:

• To provide safety of the principal. • To maintain the necessary liquidity to match expected liabilities. • To obtain a reasonable rate of return.

In making investments, the district shall exercise the care, skill, prudence, and diligence under the circumstances then prevailing that a prudent person acting in a like capacity and familiar with such matters would use to meet the goals of the investment program.

District funds are monies of the district, including operating funds. Operating funds of the district are funds, which are reasonably expected to be used during a current budget year or within fifteen months of receipt. When investing operating funds, the investments must mature within three hundred and ninety-seven days or less. When investing funds other than operating funds, the investments must mature according to the need for the funds.

The board authorizes the Chief Financial Officer (CFO) to invest funds in excess of current needs in the following investments:

• Interest bearing savings, money market, and checking accounts at the district’s authorized depositories. • Obligations of the United States government, its agencies, and instrumentalities. • Certificates of deposit and other evidences of deposit at federally insured Iowa depository institutions. • Repurchase agreements in which underlying collateral consists of investments in government securities. The district must take delivery of the collateral either directly or through an authorized custodian. Repurchase agreements do not include reverse repurchase agreements. • Prime banker acceptances that mature within two hundred seventy days and are eligible for purchase by a federal reserve bank. At the time of purchase, no more than ten percent of the investment portfolio can be in these investments and no more than five percent of the investment portfolio can be invested in the securities of a single issuer. • Commercial paper or other short-term corporate debt that matures within two hundred seventy days and is rated within the two highest classifications, as established by at least one of the standard rating services, with no more than five percent at the time of purchase placed in the second highest classification. At the time of purchase no more than ten percent of the

page 85 investment portfolio can be in these investments and no more than five percent of the investment portfolio can be invested in the securities of a single issuer. • An open-end management investment company registered with the federal Securities and Exchange Commission and commonly referred to as a money market mutual fund. The money market mutual fund shall use only the investments individually authorized by law for school districts.

It shall be the responsibility of the CFO to oversee the investment portfolio in compliance with this policy and the law.

The CFO shall have the discretion to contract with an outside person to invest school district funds, to advise on investments, to direct investments, to act in a fiduciary capacity, or to perform other services to the Board for review and approval consistent with Management Limitations 2.3. The CFO shall also provide the Board with information about and verification of the outside person’s fiduciary bond. Contracts with outside persons shall include a clause requiring them to notify the district within thirty days of any material weakness in internal structure or regulatory orders or sanctions against information necessary to ensure that the investments and the outside person doing business with the district meet the requirements outlined in this policy. It shall be the responsibility of the CFO to deliver a copy of this policy to the district’s depositories, auditor, and outside persons doing business with the district.

It shall also be the responsibility of the Superintendent, in conjunction with the CFO, to develop a system of investment practices and internal controls over the investment practices. The investment practices shall be designed to prevent losses, document the officers and employees responsibility for elements of the investment process, and ensure the capability of management.

page 86 Other Financial Information Internal Control District management is responsible for establishing and maintaining an internal control system designed to ensure that district assets are protected from loss, theft, or misuse and to ensure that adequate accounting data are compiled to allow for the preparation of the basic financial statements in accordance with accounting principles generally accepted in the United States of America. Internal control is designed to provide reasonable, but not absolute, assurances that these objectives are met. The concept of reasonable assurance recognizes that the cost of a control should not exceed the benefits likely to be derived and the valuation of costs and benefits requires estimates and judgments by management.

Single Audit As a recipient of federal, state, and county financial assistance, the district is also responsible for ensuring that an adequate internal control is in place to ensure compliance with applicable laws and regulations related to those programs. This internal control is subject to periodic evaluation by management and external auditors. As a part of the district’s single audit, tests are made to determine the adequacy of the internal control over financial reporting and its compliance with applicable laws and regulations, including those related to major federal award programs. The results of the district’s single audit for the fiscal year ended June 30, 2015 revealed no instances of material weakness in the internal control or violations of applicable laws.

Budgetary Controls The district maintains strong budgetary controls. The objective of these budgetary controls is to ensure compliance with legal provisions embodied in the annual appropriated budget approved by the Board of Directors. Activities of the General Fund, Special Revenue Funds, Capital Projects Funds, Debt Service Fund, Enterprise Funds, and Private Purpose Trust Funds are included in the annual appropriated budget by program. Project-length financial plans are adopted for the Capital Projects Funds and budgeted accordingly on an annual basis.

page 87 ASSUMPTIONS FOR A BALANCED BUDGET

Short-Term Factors that Influenced the Development of the Budget This budget document, similar to prior years, incorporates financial assumptions. These assumptions are used to ensure that revenues and expenditure projections are credible. The assumptions, as required by Board adopted Management Limitation 2.6(4), were used to develop the budget.

This budget document presents analysis that continues to follow sound budgeting principles including:

• Presentation of a balanced budget. • Limited use of one-time funding to cover one-time costs as authorized by the board. • Use of ongoing funding to cover ongoing costs. • Determination of revenues and expenditures. • Alignment of expenditures incurred and related revenues earned in the same fiscal year. • Incorporation of board management limitations. • Integration of reasonable financial assumptions.

State Foundation Aid is funding paid by the state to school districts to provide equitable funding on a per pupil basis. It is a significant component of the District Combined Cost, the first major element of a district’s Spending Authority. The State Foundation Aid formula also funds other special programs — also known as weighted funded programs — based on enrollment adjusted by a weighting factor, then multiplied by the cost per student. These programs include Special Education, Shared Programs, English Language Learners, Gifted and Talented, At-Risk programming, and Home School Instruction.

From 1973 – 1994, the average annual growth in school funding was 6.42%. From 1995 – 2010, when allowable growth was no longer set by a formula but became a legislatively passed item, the rate of annual growth decreased to 3.22% From 2011 – 2020, the average annual growth in State Aid has been 1.7%. The district is budgeting for FY 2021 with Supplemental State Aid at 2.3%.

While State Foundation Aid is the major variable in annual revenue changes, compensation settlement is the major variable in annual expenditures changes. The district is currently negotiating with its bargained groups. Historical averages are being used to build current estimates for compensation expenditures.

page 88 Topic Assumption for FY 2021 Law; Policy governance; Will follow budget law, policy governance management limitations, and Board budget parameters board budget parameters. Generally Accepted Budget will be in accordance with Generally Accepted Accounting Accounting Principles Principles. State Supplemental Aid 2.3%. Certified Enrollment 32,606.7 Cost per Student $7,093 – a 2.25% increase over the prior year and fully funded. Estimates indicate general taxable property valuations will increase Property valuations 3.39% and total valuations will increase 4.1%; final valuations not available until June 2020. Will continue to receive increased state aid to replace property taxes State property tax relief and thereby reduce property taxes applicable to the district, per state law. Cash Reserve Levy Recommend increasing the levy to the prior period amounts. Will parallel modeling and Department of Revenue projections. The Statewide Penny district is monitoring closely proposed changes to the law. Short-term investment rates Forecasted to be .75% to 1.96% in FY21. Based on receipt of full funding of each student at a district cost per State Aid - Certified Budget student of $7,093, a 2.25% increase. Funding is based on weighting factors as defined by law for Home Weighted funding School, ELL, SPED, At Risk programming, and Regional programming. It does not include Preschool. Certain State grants Funding for state grants is same as the current year. Negotiations are currently underway with bargained groups. The district costed out multiple compensation scenarios in anticipation of Compensation settlement with groups. It is assumed that all parties will work collaboratively to maintain a financially healthy workplace while continuing to offer employees a competitive workplace package. Energy conservation efforts will continue to offset increased utility Utilities costs costs; however, cannot allow for unknown weather factors. Balanced budget Resources will cover expenditures, as required by law.

page 89 FINANCIAL & BUDGETARY CONSTRAINTS

The district monitors key finical indicators, forecasts, and issues that have a major impact on district finances, including the district’s spending authority and solvency ratios, Supplemental State Aid, the property tax rate, property valuations, and the General Fund forecast. In addition, the district is facing some significant financial issues that must be addressed to maintain the long-term financial health of the district, while continuing to take steps to improve student outcomes. One of the priorities of the school district is to maintain a vital, fiscally sound organization so that students continue receive education in a robust, supportive environment that is conducive to teaching and learning. The district strives to make student-centered decisions in all areas of operation.

The district is budgeting for FY 2021 with final Supplemental State Aid at 2.3%.

Final State Foundation Aid will not be determined until the Iowa Department of Education releases the final Aid & Levy in June. When State Aid is finalized, the district may amend the budget.

page 90 Supplemental State Aid is vital as costs paid for with funding from the General Fund — such as health care, other compensation components, fuel costs, and cost of goods and services — continue to rise. Supplemental State Aid has been abysmal over the past several years.

ANNUAL PERCENT GROWTH IN SSA 1973 – 1994 Average Annual Growth: 6.22% 1995 – 2010 Average Growth: 3.29% 2011 – 2021 Average: 1.81% 16% 14% 12% 10% 8% 6% 4% 2% 0%

SUPPLEMENTAL STATE AID VS. COMPENSATION SETTLEMENTS 5%

0% FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

DMEA Settlement State Allowable Growth

The real fear is that 0-2% Supplemental State Aid is the “new normal” school districts are facing, and the years of regular 4% increases to Supplemental State Aid are a thing of the past. School

page 91 districts have also experienced increased state categorical funding (such as TLC funding) that can only be spent on certain programs, not for general education purposes.

page 92 Based on those models, the district determined that implementing aggressive reductions of $24 M each year for three years, for a cumulative reduction of $74 M, would reach the Board target. After making the aggressive expenditure reduction of $24 M for FY 2020, the district is projecting the Unspent Authorized Budget and Spending Authority Ratio will begin to change course and increase in FY 2020 and beyond. The district is projected to end FY 2020 with a Spending Authority Ratio of 3.3% and is forecasting the FY 2021 Spending Authority Ratio to be 6.2%

SPENDING AUTHORITY $80,000,000 20.0%

$60,000,000 15.0%

$40,000,000 10.0%

$20,000,000 5.0%

$- 0.0% FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 (est.) (forecast)

Unspent Authorized Budget Unspent Spending Authority School Board Target

page 93 Solvency Ratio The district’s solvency ratio is a moment-in-time (June 30) measurement of the district’s General Fund financial health. The solvency ratio is measure of the district’s fund equity position and is defined as the unreserved, undesignated fund balance (commonly referred to as the cash reserves) divided by the district’s total General Fund revenues, less AEA flow-through.

The Iowa Association of School Boards (IASB) considers a solvency ratio of 5-10% within “Target” or “Good” and therefore “can handle the unexpected.” GFOA guidelines are 10-17%. During the 2012-13 school year, the School Board approved a minimum target of 15.0% for the district’s solvency ratio. Board guidelines state that the solvency ratio should not go below 3%, without prior knowledge of the Board. The solvency ratio for the district increase at year end 2019 to 15.1%, up from 12.7% in the prior year. The solvency ratio is for FY 2020 projected to end at 21.4%, and the solvency ratio is forecasted to be at 23.5% for FY 2021.

SOLVENCY RATIO 30%

25%

20%

15%

10%

0% FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 (est.) (forecast) Solvency Ratio Target Solvency Ratio

page 94 General Fund Forecast Multi-year financial planning can potentially avoid the budgetary cycle of simply putting out the next fire by providing a longer term perspective on what problems are coming and thus preventing or minimizing them. Maintaining the financial health of the district is accomplished through a variety of factors including: (1) Maintaining a spending authority ratio within the recommended guidelines of 10-20%, (2) Maintaining a solvency ratio within the recommended guidelines of 5-15%, (3) Following GFOA recommendations of 60 days of cash reserves on hand, (4) Managing the district’s investment portfolio and debt, and (5) Conducting trend/forecast analysis including the various impacts tax rates can have on the district.

Long-term forecasting helps the district budget for areas of operation to achieve Student Expectations, while staying within the annual Budget Parameters set by the Board of Directors. The Business & Finance department reviews financial data on daily, monthly, quarterly, and annual basis. If an analysis determines that an initiative is not effective, corrective steps are taken. The Business & Finance department also completes and presents quarterly monitoring reports to the Board to demonstrate the district’s fiscal condition.

page 95 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GENERAL FUND FORECAST

Expenditures Total Expenditures & Other Uses 430,216,791 442,356,648 440,144,236 432,539,730 434,117,000 # 436,048,000 # 439,004,000 # 447,021,000

Ending Fund Balance 82,303,759 84,117,175 96,785,641 122,675,604 144,452,000 145,980,000 145,352,000 137,446,000

page 96 Property Tax Rate and Valuations Per the Preliminary Aid & Levy, the total school district property tax rate is projected to remain virtually unchanged.

District Property Overall Recommended Tax Rate FY 2020 FY 2021 GENERAL Regular 8.94597 8.86570 Instructional Support 1.63360 1.57183 Dropout Prevention 1.14689 1.36388 Cash Reserve Levy 3.98400 2.47182 MANAGEMENT 1.80000 3.24028 PPEL Regular 0.33000 0.33000 Voted 0.63000 0.63000 PERL 0.13500 0.13500 DEBT SERVICE 0.00000 0.00000 TOTAL 18.60686 18.60751 Change From Prior Year $0.00065

ANNUAL PROPERTY TAX RATE $30

$25

$20

$15

$10

$0 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 (budget)

As outlined on the following page, the Polk County Assessor is anticipating overall property assessments used to determine tax collections for FY 2021 will increase slightly by 2.1%. Total property valuations multiplied by the tax rate equals the total taxes assessed.

page 97 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET LOCAL FUNDS: PROPERTY VALUATIONS — HISTORICAL SUMMARY, BUDGET, AND PROJECTIONS

1/1/2015 1/1/2016 1/1/2017 1/1/2017 FY 2017 FY 2018 FY 2019 FY 2020 (Re-Estimated) Polk County Warren County Total Polk County Warren County Total Polk County Warren County Total Polk County Warren County Total

Residential$ 4,436,735,776 $ 56,751,574 $ 4,493,487,350 $ 4,541,050,914 $ 58,049,323 $ 4,599,100,237 $ 4,541,050,914 $ 58,049,323 $ 4,599,100,237 $ 4,623,530,992 $ 62,755,288 $ 4,686,286,280 Commercial 1,863,337,544 2,383,830 1,865,721,374 1,900,355,450 2,452,860 1,902,808,310 1,900,355,450 2,452,860 1,902,808,310 2,244,320,196 2,464,740 2,246,784,936 Industrial 155,925,564 - 155,925,564 149,585,292 - 149,585,292 149,585,292 - 149,585,292 185,892,893 - 185,892,893 Agricultural 1,987,161 1,279,006 3,266,167 2,045,269 1,317,857 3,363,126 2,045,269 1,317,857 3,363,126 2,243,824 1,445,127 3,688,951 Utilities (WO Gas & Electric) 26,592,896 906,327 27,499,223 24,891,331 796,322 25,687,653 24,891,331 796,322 25,687,653 26,280,184 809,645 27,089,829 Railroads 16,924,718 - 16,924,718 18,642,478 - 18,642,478 18,642,478 - 18,642,478 19,409,882 - 19,409,882

Total Valuation 6,501,503,659 61,320,737 6,562,824,396 6,636,570,734 62,616,362 6,699,187,096 6,636,570,734 62,616,362 6,699,187,096 7,101,677,971 67,474,800 7,169,152,771 Less: Military 13,159,612 294,468 13,454,080 12,552,226 283,356 12,835,582 12,552,226 283,356 12,835,582 11,335,022 255,576 11,590,598 Plus: Gas & Electric 223,852,758 3,787,685 227,640,443 206,293,660 3,484,561 209,778,221 206,293,660 3,484,561 209,778,221 196,700,468 4,890,216 201,590,684

Total General Taxable Valuation 6,712,282,803 64,813,954 6,777,010,759 6,830,312,168 65,817,567 6,896,129,735 6,830,312,168 65,817,567 6,896,129,735$ 7,309,713,461 $ 72,620,592 $ 7,382,334,053 TIF Value 710,049,900 - 710,049,900 765,374,658 - 765,374,658 765,374,658 - 765,374,658 873,554,703 - 873,554,703

Total Debt & PPEL Taxable Valuation$ 7,422,332,703 $ 64,813,954 $ 7,487,146,657 $ 7,595,686,826 $ 65,817,567 $ 7,661,504,393 $ 7,595,686,826 $ 65,817,567 $ 7,661,504,393 $ 8,183,268,164 $ 72,620,592 $ 8,255,888,756

Property Tax Rates $18.51 $18.56 $18.60 $18.61

1/1/2019 1/1/2020 1/1/2021 1/1/2022 FY 2021 (Budget) FY 2022 (Forecast) FY 2023 (Forecast) FY 2024 (Forecast) Polk County Warren County Total Polk County Warren County Total Polk County Warren County Total Polk County Warren County Total

Residential$ 4,970,183,191 $ 66,732,362 $ 5,036,915,553 $ 5,168,990,519 $ 68,067,009 $ 5,237,057,528 $ 5,375,750,139 $ 69,428,349 $ 5,445,178,489 $ 5,590,780,145 $ 70,816,916 $ 5,661,597,061 Commercial 2,422,048,834 2,344,950 2,424,393,784 2,397,828,346 2,298,051 2,400,126,397 2,373,850,062 2,252,090 2,376,102,152 2,350,111,562 2,207,048 2,352,318,610 Industrial 203,210,911 - 203,210,911 203,210,911 - 203,210,911 203,210,911 - 203,210,911 203,210,911 - 203,210,911 Agricultural 2,374,242 1,545,814 3,920,056 2,397,984 1,576,730 3,974,715 2,421,964 1,608,265 4,030,229 2,446,184 1,640,430 4,086,614 Utilities (WO Gas & Electric) 24,056,056 717,137 24,773,193 23,093,814 717,137 23,810,951 22,170,061 717,137 22,887,198 21,283,259 717,137 22,000,396 Railroads 21,432,185 - 21,432,185 22,503,794 - 22,503,794 23,628,984 - 23,628,984 24,810,433 - 24,810,433

Total Valuation 7,643,305,419 71,340,263 7,714,645,682 7,818,025,368 72,658,928 7,890,684,295 8,001,032,122 74,005,841 8,075,037,963 8,192,642,493 75,381,532 8,268,024,025 Less: Military 10,681,410 248,168 10,929,578 10,254,154 243,205 10,497,358 9,843,987 238,341 10,082,328 9,450,228 233,574 9,683,802 Plus: Gas & Electric 188,420,325 4,340,739 192,761,064 186,536,122 4,297,332 190,833,453 184,670,761 4,254,358 188,925,119 182,824,053 4,211,815 187,035,868

Total General Taxable Valuation 7,821,044,334 75,432,834 7,896,477,168 7,994,307,336 76,713,054 8,071,020,390 8,175,858,895 78,021,859 8,253,880,754$ 8,366,016,318 $ 79,359,773 $ 8,445,376,091 TIF Value 873,554,703 - 873,554,703 882,290,250 - 882,290,250 891,113,153 - 891,113,153 900,024,284 - 900,024,284

Total Debt & PPEL Taxable Valuation$ 8,694,599,037 $ 75,432,834 $ 8,770,031,871 $ 8,876,597,586 $ 76,713,054 $ 8,953,310,640 $ 9,066,972,048 $ 78,021,859 $ 9,144,993,907 $ 9,266,040,602 $ 79,359,773 $ 9,345,400,375

Property Tax Rates $18.61 $17.39 $17.39 $17.39

page 98 BUDGET PROCESS

BUDGETING PRINCIPALS

This budget document presents analysis that continues to follow sound budgeting principles including presentation of a balanced budget, limited use of one-time funding to cover one-time costs as authorized by the board, use of ongoing funding to cover ongoing costs, determination of revenues and expenditures, alignment of expenditures incurred and related revenues earned in the same fiscal year, incorporation of Board Management Limitations and Board budgetary parameters, and the integration of reasonable financial assumptions.

School districts in Iowa must operate within their means. There are eight ways a budget can be balanced:

1. Revenues ≥ Expenditures 2. Revenues + Fund Balances ≥ Expenditures 3. Revenues + Transfers ≥ Expenditures 4. Revenues + Loans ≥ Expenditures 5. Revenues + Fund Balances + Transfers ≥ Expenditures 6. Revenues + Fund Balances + Loans ≥ Expenditures 7. Revenues + Transfers + Loans ≥ Expenditures 8. Revenues + Fund Balances + Transfers + Loans ≥ Expenditures

The district’s General Fund is balanced using methods #1 (Revenues ≥ Expenditures) and #2 (Revenues + Fund Balances ≥ Expenditures). The district’s combined budget is balanced using method #8 (Revenues + Fund Balances + Transfers + Loans ≥ Expenditures).

page 99 BASIS OF BUDGETING

In governmental accounting, the budgetary basis of accounting differs slightly from Generally Accepted Accounting Principles (GAAP) that is the basis used in preparation of the Comprehensive Annual Financial Report (CAFR).

The basis of budgeting (or “budgetary basis”) refers to the basis of accounting used to estimate financing sources in the budget. There are three general types of budgetary bases:

• Cash Basis indicates transactions are recognized only when cash is increased or decreased. • Accrual Basis indicates revenues are recorded when they are earned (whether or not cash is received at the time) and expenditures are recorded when goods and services are received (whether or not cash disbursements are made at the time). • Modified Accrual Basis is the method under which revenues and other financial resource increments are recognized when they become susceptible to accrual; that is, when they become both “measurable” and “available to finance expenditures of the current period.” Available means collectible in the current period or soon enough thereafter to be used to pay the liabilities of the current period.

The district uses modified accrual as the basis of budgeting.

Conversely, district management prepares a Comprehensive Annual Financial Report (CAFR) that utilizes the following principles:

Government- Wide Fund Financial Statements Statements Governmental Proprietary Fiduciary Funds Funds Funds Scope Entire district Activities that are Activities the Activities the (except Fiduciary not Proprietary or district operated district administers Funds) Fiduciary, such as similar to private on behalf of instruction, businesses, such as someone else, administration, and school nutrition such as building scholarships maintenance Required • Statement of • Balance Sheet • Statement of • Statement of Financial Net Assets • Statement of Net Assets Fiduciary Net Statements • Statement of Revenues, • Statement of Assets Activities Expenditures, Revenues, • Statement of and Changes in Expenditures, Changes in Fund Balances and Changes in Fiduciary Net Fund Balances Assets • Statement of Cash Flows

page 100 Accounting Accrual Modified Accrual Accrual Accrual Basis Accounting Accounting Accounting Accounting Measurement Economic Current Financial Economic Economic Focus Resources Resources Resources Type of All assets and Generally, assets All assets and All assets and Asset / liabilities, both expected to be liabilities, both liabilities, both Liability financial and capital used up and financial and short-term and Information and short-term liabilities that capital, and short- long-term and long-term come due during term and long- the year or soon term thereafter; no capital assets or long-term liabilities included Type of All revenues and Revenues for All revenues and All additions and Inflow / expenses during which cash is expense during the deductions during Outflow year, regardless of received during or year, regardless of the year, Information when cash is within specified when cash is regardless of when received or paid periods after year- received or paid cash is received or end of the year; paid expenditures when goods or services are received and liability is due and payable

The most recent CAFR can be found at: http://www.dmschools.org/departments/business- finance/financial-reports/.

The budgetary basis of accounting is not subject to the same provisions as GAAP. The differences between the two may be summarized by four important distinctions:

1) Basis: Generally Accepted Accounting Principles (GAAP) uses the accrual basis of accounting as the primary method for recording and calculating information. Accrual accounting is the idea that financial transactions are noted and recorded at essentially the same time that they take place. A budgetary basis of accounting uses either a modified accrual basis or the cash plus encumbrances method. Modified accrual accounting, which the district uses as the basis of budgeting, combines accrual accounting and cash basis accounting. This means that expenditures and liabilities are often recorded when they occur, but can also take place when physical cash is used as the basis for the transaction.

2) Timing: Timing is part of the difference between the various accrual methods. In GAAP accounting, transactions based on accrual methods are concurrent with the recording of those transactions. However, with budgetary basis accounting, this is not required. Instead, there can be a lapse between the budgetary period and the accounting period. In other words, the actual recording of the financial transactions and the reconciliation can take place at a later date.

page 101 3) Reporting: The reporting perspective of budgetary basis accounting can also differ somewhat from the reporting perspective of GAAP accounting. In budgetary basis accounting, certain items can be reported as part of the General Fund, whereas in GAAP accounting, these same items must be reported separately. This is simply a matter of the basis structuring of accounting methods.

4) Entities: The final major difference between GAAP and the budgetary accounting basis is in the reporting of entities for which funds are typically allocated. In GAAP accounting, each entity is noted and recorded. However, in budgetary basis accounting, not every entity for which funds have been appropriated will necessarily show up in the budget and in the general account. Whenever this occurs, it is referred to as an entity difference.

In Des Moines Public Schools, differences between the basis of accounting and the basis of budgeting methods include:

• The timing of revenue and expenditures. For example, in GAAP accounting, revenues are recognized in Governmental Funds as soon as they are both “measurable” and “available,” whereas revenues recognition under the budgetary basis of accounting may be deferred until amounts are actually received in cash. • Encumbered amounts are commonly treated as expenditures under the basis of budgeting, while encumbrances are never classified as expenditures under the GAAP basis of accounting. • Budgetary revenues and expenditures may include items classified as “other financing sources” and “other financing uses” under the GAPP basis of accounting. • Under the GAAP basis of accounting, changes in the fair value of investments are generally treated as adjustments to revenues, which is not commonly the case under the basis of budgeting. • Under the GAAP basis of accounting, an expenditure is recognized for the net present value of minimum lease payments at the time the district enters into a capital lease involving a governmental fund. Typically, no such expenditure is recognized under the basis of budgeting. • There may be differences between the fiscal year used for financial reporting and the budget period (e.g., grants from the U.S. Department of Education may operate on an October 1 – September 30 fiscal calendar). • The fund structure used in GAAP financial statements may differ from the fund structure used for budgetary purposes. • Under the GAAP basis of accounting used in proprietary funds, the receipt of long-term debt proceeds, capital outlays, and debt services principal payments are not reported in operations, but all allocations for depreciation and amortization expense are recorded. The opposite is true under the budgetary basis.

page 102 BUDGET PLANNING

Budget planning is a continuous process involving study and deliberation by the Board, administrative staff, faculty, other staff members, and citizens of the community. It is important to note there are two distinctive budget documents with uniquely different purposes and timelines: the Certified Budget and the Adopted Budget and Financial Statements.

Certified Budget The Superintendent submits an annual budget for consideration, deliberation, and approval by the Board of Directors no later than the first meeting in April. Iowa law requires the proposed budget (i.e., the certified budget) to be filed with the Polk County Auditor by April 15 of each year. The “proposed/certified budget” provides data that is the basis of the school property tax levy to begin on July 1 and run through June 30 of the following calendar year. In addition, the certified budget establishes the legal expenditure limit in each of the district’s various expenditure categories. The Superintendent and/or designated representative is authorized to administer specific expenditures only after the official adoption of the certified budget by the Board. The proposed budget for certification is included in the Appendix.

page 103 Summary of Proposed Budget for Certification The full adopted budget summary for certification is located on the final pages of this document.

Summary of Publication Revenue Total Revenue (line 21) $ 581,861,536 Beginning Balance (line 22) $ 217,190,695 Total Resources (line 23) $ 799,052,231 Expenditures Instruction (line 24) $ 276,154,087 Total Support Services (line 32A) $ 168,141,094 Non Instructional Programs (line 33) $ 29,231,586 Total Other Expenditures (line 36A) $ 71,888,389 Transfers Out (line 38) $ 22,996,380 Total Expenditures, Transfers, & Other (line 40) $ 568,411,536

Ending Fund Balance (line 41) $ 230,640,695

Total Requirements (line 42) $ 799,052,231

Proposed Tax Rate: 18.60751

Adopted Budget and Financial Statements In addition to the certified budget that is filed with the County Auditor, a detailed document, the Adopted Budget and Financial Statements, is developed for the same year and is released as soon as is practical. This document is the culmination of a multi-month budget development process (described below) a. The budget document is designed to serve as a management tool. It is a detailed analysis of all revenue sources and expenditures for all areas of operation to implement the Student Expectations/Board Beliefs set by the Board of Directors, achieve progress toward the Board SMART Goals, and ensure success of students. The information contained in the main body of this document is reflective of the budgeted plan to fund the district’s instructional programs and services and is more complete than the certified budget.

The purpose of the certified budget and the detailed Adopted Budget and Financial Statements is to provide timely information with which to make strategic decisions that ultimately affect the quality of education provided to students.

page 104 BUDGET DEVELOPMENT

District Budget Development The district-wide budget development process is a collaborative process involving many stakeholders including school personnel, Business & Finance, the CFO, the Superintendent, and the Board. The budget reflects the labor, materials, and resources required to fulfill the goals and objectives outlined by the Board. The budget serves as an operational plan, stated in financial terms, for carrying out the goals of the school system. The budget preparation process begins each year in the fall, continues through April 15 with the adoption of the certified budget by the Board, and culminates with revisions based on actual enrollment in October.

In previous years, a high-level overview of the collaborative process was as outlined below:

CFO charges Chiefs to work with their teams to develop recommendations

Chiefs provide recommendations to CFO

Chiefs discuss all recommendations

Superintendent / CFO present budget plan to Board

The district modified this process slightly to push the collaboration on the front-end, as outlined in the following high-level overview:

Engage Cabinet members in Budget Advisory Team

Budget Advisory Team develops recommendations

Recommendations presented to Chiefs

Chiefs discuss all recommendations

Superintendent / CFO present budget plan to Board

page 105 To achieve this modified process, the CFO convened a working group comprised of Cabinet members from every Chief’s office. The 13-member team met weekly develop recommendations that were presented to the Chiefs of how to reach the target of $14 M in reductions. The team consisted of:

Department Name Role Shashank Aurora Chief Financial Officer Financial Services Joel Etienne Accounting Specialist Human Resources Cathy McKay Director of Employee Services Amanda Miller Director of Food & Nutrition Operations Dan Warren Director of Technology Jason Allen Director of District Activities Schools Tim Schott Executive Director of Learning & Leadership Shelly Bosovich Executive Director of Student & Family Services Becky Curry Director of Special Education Student & Family Services Jake Troja Director of School Climate Transformation Allyson Vukovich Director of Community Schools Noelle Nelson Executive Director of Teaching & Learning Teaching & Learning Pablo Ortega Director of English Language Learner Program

The goal of the Advisory Team was to provide recommendations with minimal impact to employees. The approach to reach budget targets was to consider both cost reductions and revenue generating ideas, while keeping the financial targets for Spending Authority and Solvency ratios in mind. As a group, the Advisory Team brainstormed expenditure reductions or revenue generators. The Team determined if the idea could be implemented in FY 2021 or if the idea was too complicated and was more realistically a future-year idea. Thereafter, the Team determine if the return on implementing the idea would be worth the disruption to the system. Those ideas that remained after both of the initial funnels were assigned to a Team Member investigate further to determine the potential, realistic decrease in expenditure or increase in revenue. The assignments were made to align the idea to Team Members’ functional areas. After completing their investigations, the Team assembled again to analyze the entire list and prioritize the suggestions. The CFO presented this to Chiefs; that group made final decision.

Idea Cost Savings Reclass leases/repairs to PPEL/SAVE 5,500,000 Reduction of teacher contract days 1,690,000 Smaller increase to Medical Insurance costs than budgeted 1,250,000 Merit increase same as FY20 1,090,000 Software reduction 300,000 Program review 240,000 Lower textbook adoption budget 100,000 Savings in printing due to changes in contract 100,000 Self-insure vehicles repair. Transfer amount from GF to MF 50,000 TOTAL EXPENDITURE REDUCTION RECOMMENDATIONS $10,320,000

page 106

Cost Savings OR Idea New Revenue Expenditure Reduction Recommendations $10,320,000 New Revenue Recommendations $5,130,000 FY 2021 RECOMMENDATIONS $15,450,000

Committees formed to work on those ideas that were determined to be a “future-year” ideas. Those committees have been meeting since the FY 2021 recommendations were presented, and the large group with will pick up in early summer after start of FY 2021 to begin working on those ideas begin a new round of idea generation.

School Budget Development The development of a school budget is a critical component of the district-wide process. A school’s budget is often driven by allocation formula, contractual obligations, district-wide policies and procedures, and school-based initiatives.

The process starts with each school’s enrollment projections and programmatic requirements. Business & Finance staff sends each school a budget workbook showing its resources and allocations. The workbook contains various components such as staffing, prior year expenditures, and enrollment counts. School administrators review the budget and work with their administrative team to make decisions regarding staffing and resource allocation for the following year. Adjustments are made in October, once actual enrollments are certified. Decentralized funds are allocated to schools based on enrollment.

Timeline Building the district budget is a year-round process, beginning in the fall of the current fiscal year, and ending in October of the following fiscal year when the district and school budgets are revised per certified enrollment figures. All activities are influenced by variables including the state budget process, changes in employee compensation, and budget constraints. The following calendar of events more fully explains the budget development and approval process.

Budget Timeline Ongoing Performance monitored Revisions to current fiscal year; departments and schools submit requests for new fiscal Fall year Winter Input from the community and staff solicited for new fiscal year Proposed budget for new fiscal year released; public hearings held; budget for new fiscal Spring year approved Summer Close out of current fiscal year; startup of new fiscal year; projections for next fiscal year

page 107 Ongoing • The School Board monitors school system performance to ensure reasonable progress is made toward meeting student achievement goals and to ensure operational expectations are being met. Board Monitoring Reports are presented throughout the year.

September – November • CFO develops budget calendar. • Business & Finance reviews current fiscal year budget, begins updating five-year forecast, and refines estimates and recommendations for the next fiscal year. • CFO reviews financial outlook with Cabinet. • Business & Finance certifies enrollment for the current fiscal year and current fiscal year budgets are revised accordingly. • Business & Finance completes enrollment projections for the next fiscal year. • Business & Finance completes revenue projections and develops cost and program guidelines for budget areas. • Business & Finance completes staffing salary and benefit cost projections for the next fiscal year.

December – February • Superintendent and CFO solicit input on budget priorities. • Cabinet prioritizes recommended initiatives and changes to programs and services. • Superintendent and CFO (with Cabinet) make preliminary program and staffing additions/reductions decisions. • Board holds work sessions. • Business & Finance prepares proposed budget for certification.

March – April • Board holds work sessions. • Proposed budget is released for public review and presented to the Board. • CFO meets with community to discuss the proposed budget. • Board holds a public hearing. • Board adopts and certifies the budget. • Business & Finance files budget with the Polk County Auditor.

May – August • Business & Finance updates revenue estimates as new information becomes available from the tax assessor, state legislature, State Department of Education, and federal government agencies. • Business & Finance finalizes budget based on the most current information and the formal budget book is developed.

page 108 • Business & Finance closes out accounts for current fiscal year, enters appropriations for the new fiscal year into books of accounts, and opens new accounts for the next fiscal year. • Business & Finance completes startup for new fiscal year through the distribution of approved line item budget amounts for building principals and department heads. • Business & Finance develops a financial forecast for the following fiscal year, framing the underlying assumptions on expected costs, revenue, position turnover, inflations, and other issues that drive budget development.

page 109 FY 2021 Budget Calendar (Actual and Projected) 2020 September – Five year budget forecast revised with known factors October October 1 Board report: Financial Planning & Budgeting December 3 School Board budget work session: Budget Overview December 3 Budget Advisory Team meeting December 11 Budget Advisory Team meeting December 16 Budget Advisory Team meeting December 23 Budget Advisory Team meeting 2021 January 10 Budget Advisory Team meeting January 13 Legislature convened (100 day session) January 14 Governor’s budget recommendations released January 13-23 Meetings with Budget Advisory Team members January 24 Budget Advisory Team meeting Board Committee: Community Legislative Action Team: Presentation on school February 8 budgeting and FY 2020 budget February 15 Deadline for Legislature to set SSA March 3 FY 2021 Preliminary Budget & Financial Statements published April 21 100th day of the Legislative Session April Virtual Budget Public Forum Budged published in The Des Moines Register (Note: By law, the budget must be May 8 published 10 to 20 days before the Public Hearing) May 19 Board meeting: Public Hearing; Board Adoption & Certification of FY 2021 Budget May 20 FY 2021 budget submitted to Polk County Auditor for certification July 1 Fiscal Year 2020 begins July Budget Advisory Team convenes August 26 First day of the 2020-2021 school year Sept – Oct Five year forecast revised Student enrollment certified October FY 2021 district and school budgets revised based on actual enrollment June 2 Final days of the 2020-2021 school year June 30 Fiscal Year 2021 ends

page 110 FUND STRUCTURES & DESCRIPTIONS

FUND STRUCTURE

Fiscal operations of the district are organized on the basis of “funds” and “accounts.” A fund is a grouping of related accounts that is used to maintain control over resources that have been segregated for specific activities or objectives, and each fund is a separate accounting entity with a self-balancing set of accounts. District resources are allocated to and accounted in various funds according to the purpose for which they are spent and how they are controlled. Some funds are required by state law or bond covenants, others are established to control and manage money for particular purposes.

All of the district’s funds are divided into one of three categories: I) Governmental, II) Proprietary, and III) Fiduciary.

DMPS All Funds

Governmental Proprietary Fiduciary Funds Funds Funds

Special Revenue Capital Projects Debt Service Enterprise Internal Service Operating Fund Trust Funds Funds Funds Fund Funds Funds

SWP (Students Food & General Management Debt Service Self-Insurance Private Purpose First) Nutrition

Risk PPEL Child Care Pension Management

PERL Home Building Print Shop Agency

Student Auto Student Activity COLLAGE* Body/Mechanic

Governmental Trust

*Fund account closed.

page 111 FUND DESCRIPTION

I) GOVERNMENTAL FUNDS Governmental Funds account for activities typically associated with government operations. Property taxes and intergovernmental revenues, such as State Aid and federal funding, primarily support Governmental Funds. Expenditures are classified by function such as instruction, support services, operation and maintenance of plant, student transportation, operation of non-instructional services, and capital construction. The four fund types in the Governmental Fund category are:

A) The Operating Fund (i.e., General Fund) accounts for day-to-day operations of schools and is the general operating fund of the district. It is funded primarily by state funds, federal funds, and local revenues, including property taxes.

B) Special Revenue Funds account for and report the proceeds of specific revenue sources (other than Capital Projects or Debt Service) that are legally restricted or committed to expenditures for specified purposes.

C) Capital Projects Funds account for all revenues and expenditures generated through the collection of local option sales taxes and expenditures attributed to the Schools First or Students First renovation programs.

D) The Debt Service Fund accounts for all aspects of the incurrence and repayment of general long-term debt.

II) PROPRIETARY FUNDS Proprietary Funds account for activities similar to those found in the private sector where the intent of the governing body is to finance the full cost of providing services primarily through user charges. As described below, there are two fund types in the Proprietary Fund category:

A) Enterprise Funds account for operations that are financed and operated in a manner similar to private business enterprises or where the intent of the district is to finance or recover, primarily through user fees, the costs of goods or services on a continuing basis or where the district has determined that the revenue earned, cost incurred, and/or net income is necessary for management accountability.

B) Internal Service Funds account for business-like activities where related goods or services are provided by one district department to other departments on a cost reimbursement basis.

III) FIDUCIARY FUNDS Fiduciary Funds account for assets held by the district in a trustee capacity or as an agent for individuals, private organizations, other governments, or other funds. They provide information about the financial relationships in which the district acts solely as a trustee or agent for the benefit of others.

page 112 A) Trust or Agent Funds held by the district (e.g. Private-Purpose Trust, Pension Trust, and Agency Funds), while included in the budget book, are appropriated and, therefore, are not part of the total budget.

Within the three fund categories and the various fund types, the district maintains the following fund accounts:

I) GOVERNMENTAL FUNDS A) Operating Fund: 1. General Fund – The General Fund is the largest fund in the district. It is used to account for and report all financial resources not accounted for and reported in another fund.

B) Special Revenue Funds: 1. Management Fund – The Management Fund is authorized by Iowa Code Section 298.4. The Management Fund receives monies from a tax levy approved by the Board for the purpose of covering the costs of property and liability insurance, equipment breakdown insurance, unemployment, early retirement incentives, workers’ compensation claims, and judgments. Given the district’s re-evaluation of the early retirement program, the district intends to lower the tax rate in the Management fund to reflect this cost reduction.

2. Physical, Plant, and Equipment Levy Fund (PPEL) – PPEL is authorized by Iowa Code 298.2. Revenue is primarily generated from voter- and Board-approved property tax levies. The FY 21 PPEL levy will continue at the same rate as in past years. The voter portion of the PPEL levy was raised to the max of $1.34 for ten years in September 2019 and will go into effect with the FY 22 budget. The PPEL Fund accounts for transactions related to the improvement of facilities and grounds, construction of schools, certain equipment expenditures, and other authorized expenditures.

3. Public Education and Recreation Levy Fund (PERL) – PERL is authorized by Iowa Code 300.2. Revenue is primarily generated through a voter-approved property tax levy and community education fees. The PERL levy will continue at the same rate as in past years. The PERL Fund accounts for transactions related to school playgrounds and recreational activities within the district. These funds also pay for a portion of district activity directors’ compensation, certain middle school intramural athletic programs, and City of Des Moines summer recreation programs.

4. Student Activity Fund – The Student Activity Fund accounts for transactions that occur due to school-sponsored, student-related co-curricular and extra-curricular activities. For example, money received from admission fees for events such as athletic events, drama productions, yearbook purchases, student fundraising, and other student-related activities are accounted for in this fund. Expenditures from this fund must directly benefit students.

5. Governmental Trust Funds – Governmental Trust Funds can be used for general district purposes, unless otherwise stipulated by the trust. Within these funds, Expendable

page 113 Trust Funds account for transactions that are received in trust in which both the principal and interest earned can be used to support the district, while Permanent Trust Funds account for transactions that are received in trust in which only the interest earned, and not the principal itself, can be used to support the district.

C) Capital Projects Funds: 1. Statewide Penny: SAVE – SAVE accounts for monies received from a statewide sales tax for school infrastructure. In 2009, voters approved a Revenue Purpose Statement to enable the district to use its portion of a statewide one cent sales tax for school renovation. As outlined in the Revenue Purpose Statement, SAVE projects focus on:

• Safety and security • Replacement of obsolete, inefficient, or worn-out equipment or systems • Money saving strategies • Improvements to buildings which were not targeted with Schools First revenues • Technology infrastructure upgrades • Air conditioning classrooms • Improvements to enhance research-based student achievement • Changing program needs

D) Debt Service Fund: 1. Debt Service Fund – The Debt Service Fund accounts for and reports financial resources that are restricted, committed, or assigned to the expenditure of principal and interest. As required by law, funds will be transferred from the PPEL and the Statewide Penny funds to the Debt Service Fund to make principal and interest payments on the district’s notes and bonds as they come due.

II) PROPRIETARY FUNDS A) Enterprise Funds: 1. Food and Nutrition Fund – The Food and Nutrition Fund accounts for transactions related to the school lunch, breakfast, and summer food programs authorized by Iowa Code 283A. Funding for these programs is provided by student sales and state and federal reimbursement through the operation of the National School Lunch Program. These funds are used to pay for personnel, food, supplies, and equipment purchase and repair.

2. Child Care Fund – The Child Care Fund accounts for transactions for before-school, after-school, and summer child care programs authorized by Iowa Code 298A.12 and 279.49. The district provides before-school, after-school, and summer child care at various sites throughout the district through the Metro Kids program. Revenue is generated from fees, and the funds are primarily used to pay for staff.

3. Home Building Fund – The Home Building Fund accounts for transactions for home building activities performed by students as part of an instructional Career and Technical

page 114 Education (CTE) program. Students in the Home Building program receive hands-on training in the construction of residential homes. This fund also accounts for the sale of homes constructed in the program. Proceeds from the sale of completed houses finance the program.

4. Student Auto Body/Mechanic Fund – The Student Auto Body/Mechanic Fund accounts for transactions related to the service and repair of automobiles performed by students as part of an instructional Career and Technical Education (CTE) program. Students in the Auto Body/Mechanic program receive hands-on training in the repair and maintenance of automobiles. District employees and other community members allow students to work on damaged vehicles and perform regular service work on cars and trucks for a fee. These fees support and sustain the program.

B) Internal Service Funds: 1. Self-Insurance Fund – The Self-Insurance Fund accounts for the district’s self-insured medical plans including regular health, vision, and dental. This fund is supported by premiums charged to other funds based on employee payroll assignments. Medical, vision, and dental claims are paid in full from this fund.

2. Risk Management Fund – The Risk Management Fund accounts for the district’s premium-based insurance plans including life and long-term disability insurance. The fund is supported by premiums charged to other funds based on employee payroll assignments. Premiums are then paid from the fund to the life and long-term disability insurance carriers.

3. Print Shop Fund – The Print Shop Fund accounts for activities related to centralized printing operations of the district. Schools and departments use the Print Shop for large and complex print jobs and are charged a competitive rate for printing services. Fees are charged based on the services performed. Expenses include staffing, equipment, and costs of inventory items.

4. COLLAGE Fund – The COLLAGE Fund accounted for transactions related to materials and services provided by COLLAGE. This fund closed in FY 2017, and expenses and revenues were merged into the Print Shop fund.

page 115 III) FIDUCIARY FUNDS A) Trust or Agent Funds: 1. Private-Purpose Trust Funds – Private-Purpose Trust Funds account for transactions that are received in trust and are expended based on the donors’ wishes and designations. Most of the funds are designated for student scholarships based on criteria established by the donor.

2. Pension Trust Fund – The Pension Trust Fund (i.e. Des Moines Teachers Retirement System, DMTRS) accounts for the district’s defined contribution retirement plan for teachers. The fund provides pension benefits to eligible district teachers and administrators. While this fund is accounted for in the district’s Comprehensive Annual Financial Report, it is not a budget fund and, therefore, not included in the Budget Book.

3. Agency Funds – Agency Funds account for assets held in a custodial capacity by the district for individuals, private organizations, or other governments. PTAs and PTOs are generally accounted for in these funds. While this fund is accounted for in the district’s Comprehensive Annual Financial Report, it is not a budget fund and, therefore, not included in the Budget Book.

page 116 DEPARTMENT/FUND RELATIONSHIP

Fund Category Fund Description DMPS Fund Type Account(s) The primary operating fund which accounts for all financial resources Operating except those that are accounted for in • General Fund (Major) another fund. Expenditures are classified by function such as instruction, support services, and plant operations. Accounts for proceeds of specific • Management Special Governmental revenue sources, other than major • PPEL Revenue Funds account capital or debt projects, in which • PERL (Non- for operating and expenditures are restricted for a specific • major) Student Activity special revenue purpose. • Governmental Trusts activities. Tracks financial transactions used for the Capital acquisition, construction, or renovation • Statewide Penny Projects of school sites, buildings, and other (SAVE) (Major) major capital improvements. Debt Accounts for and reports financial Service resources that are restricted, committed, • Debt Service (Non- or assigned to expenditure for principal major) and interest. Operations financed and operated in a manner similar to private business or • Food & Nutrition Enterprise where the district has decided that the • Childcare (Non- determination of revenues earned, costs • Home Building Proprietary major) Funds account incurred, and/or net income is necessary • Student Auto Body for business-type for management accountability. activities. Internal Used to account for goods or services • Self-Insurance Service provided by one department to other • Risk Management (Non- departments of the district on a cost • Print Shop major) reimbursement basis. • COLLAGE* Fiduciary Funds account Fiduciary funds provide information • Private Purpose Trust Trust for resources about the financial relationships in which Funds (Non- held for others the district acts solely as a trustee or • Pension Trust major) by DMPS as an agent for the benefit of others. • Agency Funds agent or trustee. *Closed in FY 2017

page 117 PART 3 FINANCIAL SECTION

page 118 SUMMARY ALL FUNDS

DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET SUMMARY ALL FUNDS — HISTORICAL SUMMARY

Total Revenues 587,544,970 602,855,266 563,287,049 569,934,999

Total Expenditures 600,878,124 549,522,195 565,129,811 566,460,709

Excess of Revenues over Expenditures (13,333,154) 53,333,071 (1,842,761) 3,474,290 Beginning Fund Balance 175,559,255 162,226,102 215,559,173 213,716,412

Ending Fund Balance $ 162,226,102 $ 215,559,173 $ 213,716,412 $ 217,190,701

page 119 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET SUMMARY ALL FUNDS — BUDGET AND PROJECTIONS

Total Revenues 581,862,000 568,671,000 575,499,000 577,016,000

Total Expenditures 568,412,000 566,852,000 568,416,000 572,169,000

Excess of Revenues over Expenditures 13,450,000 1,818,000 7,082,000 4,847,000 Beginning Fund Balance 217,191,000 230,641,000 232,459,000 239,541,000

Ending Fund Balance $ 230,641,000 $ 232,459,000 $ 239,541,000 $ 244,389,000

page 120 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET SUMMARY ALL FUNDS — HISTORICAL SUMMARY

Total Revenues 587,544,970 602,855,266 563,287,049 569,934,999

Total Expenditures 600,878,122 549,522,195 565,129,813 564,607,498

Excess of Revenues over Expenditures (13,333,152) 53,333,071 (1,842,764) 5,286,501 Beginning Fund Balance 175,559,253 162,226,102 215,559,173 213,716,410

Ending Fund Balance$ 162,226,102 $ 215,559,173 $ 213,716,410 $ 219,002,911

page 121 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET SUMMARY ALL FUNDS — BUDGET AND PROJECTIONS

Total Revenues 581,385,000 568,199,000 574,956,000 576,542,000

Total Expenditures 568,550,000 566,998,000 568,562,000 572,314,000

Excess of Revenues over Expenditures 12,835,000 1,201,000 6,395,000 4,228,000 Beginning Fund Balance 219,003,000 231,838,000 233,039,000 239,433,000

Ending Fund Balance$ 231,838,000 $ 233,039,000 $ 239,433,000 $ 243,662,000

page 122 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET SUMMARY ALL FUNDS

FISCAL YEAR 2021 BUDGET

SPECIAL REVENUE CAPITAL PROJECTS ENTERPRISE STATEWIDE DEBT FOOD & CHILD GENERAL MANAGEMENT PPEL PERL ACTIVITY TRUST PENNY SERVICE NUTRITION CARE OTHER TOTAL Revenues Property Taxes$ 117,191,000 $ 26,249,000 $ 8,739,000 $ 1,094,000 $ - $ -$ -$ -$ -$ -$ -$ 153,272,000 Utility Replacement Tax 2,751,000 625,000 185,000 26,000 ------3,587,000 State Foundation Aid 208,162,000 ------208,162,000 AEA Flow Through 16,432,000 ------16,432,000 Teacher Quality Act 23,227,000 ------23,227,000 Universal 4 Year Old Preschool 5,674,000 ------5,674,000 Teacher Leadership Supplement 11,115,000 ------11,115,000 Early Intervention Supplement 3,079,000 ------3,079,000 Other State Sources 2,645,000 698,000 2,000 - - - - - 191,000 - - 3,536,000 Mobile Home Taxes 104,000 10,000 7,000 1,000 ------121,000 Commercial & Industrial State Replacement 5,509,000 553,000 298,000 47,000 ------6,407,000 Chapter 1 Grants 13,600,000 ------13,600,000 Other Federal Sources 20,100,000 ------19,702,000 - - 39,802,000 Tuition/Transportation Fees 8,070,000 ------8,070,000 Earnings on Investments: 2,500,000 - 35,000 - - 41,000 832,000 - - - - 3,408,000 Student Activities 100,000 - - - 2,400,000 ------2,500,000 Nutrition Program Sales ------1,596,000 - - 1,596,000 Sales and Use Tax ------34,810,000 - - - - 34,810,000 Other Revenue from Local Sources 13,797,000 - 83,000 28,000 - 59,000 - - - 4,600,000 40,000 18,607,000 Revenue from Intermediary Sources 737,000 ------737,000 Other Financing Sources - - - - - 24,000 - - - - - 24,000 General Long-Term Debt Proceeds ------Proceeds from Fixed Asset Disposition ------Transfers In 1,100,000 ------22,996,000 - - - 24,096,000

Total Revenues 455,893,000 28,135,000 9,349,000 1,196,000 2,400,000 124,000 35,642,000 22,996,000 21,489,000 4,600,000 40,000 581,862,000

Expenditures by Function Instruction 263,500,000 7,778,000 1,500,000 956,000 2,375,000 46,000 - - - - - 276,154,000 Student Support Services 26,000,000 3,131,000 ------29,131,000 Instructional Staff Support 27,500,000 ------27,500,000 General Administration 7,875,000 1,800,000 ------9,675,000 Building Administration 25,100,000 54,000 ------25,154,000 Business and Central Administration 17,800,000 15,000 2,400,000 ------20,215,000 Plant Operation & Maintenance 36,500,000 2,010,000 3,178,000 ------41,688,000 Student Transportation 12,110,000 1,818,000 850,000 ------14,778,000 Non-Instructional Expenditures 1,300,000 682,000 2,000 285,000 - - - - 21,757,000 5,160,000 46,000 29,232,000 Facilities Acquisition and Construction - - 4,000,000 - - - 28,460,000 - - - - 32,460,000 Debt Service ------22,996,000 - - - 22,996,000 Other Financing Uses ------AEA Support 16,432,000 ------16,432,000 Transfers Out ------22,996,000 - - - - 22,996,000

Total Expenditures 434,117,000 17,288,000 11,930,000 1,241,000 2,375,000 46,000 51,457,000 22,996,000 21,757,000 5,160,000 46,000 568,412,000

Excess of Revenues over Expenditures 21,776,000 10,846,000 (2,582,000) (45,000) 25,000 79,000 (15,815,000) - (268,000) (560,000) (7,000) 13,450,000 Beginning Fund Balance 122,676,000 2,791,000 5,318,000 624,000 1,551,000 2,651,000 82,856,000 - 275,000 (1,945,000) 393,000 217,191,000

Ending Fund Balance $ 144,452,000 $ 13,637,000 $ 2,736,000 $ 579,000 $ 1,576,000 $ 2,730,000 $ 67,042,000 $ - $ 7,000 $ (2,504,000) $ 387,000 $ 230,641,000

page 123 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET SUMMARY ALL FUNDS

FISCAL YEAR 2020 RE-ESTIMATED

SPECIAL REVENUE CAPITAL PROJECTS ENTERPRISE STATEWIDE DEBT FOOD & CHILD GENERAL MANAGEMENT PPEL PERL ACTIVITY TRUST PENNY SERVICE NUTRITION CARE OTHER TOTAL Revenues Property Taxes$ 119,488,662 $ 13,525,510 $ 8,052,218 $ 1,014,413 $ - $ - $ -$ - $ - $ - $ - $ 142,080,803 Utility Replacement Tax 3,167,364 362,890 193,527 27,215 ------3,750,996 State Foundation Aid 206,654,943 ------206,654,943 AEA Flow Through 15,108,730 ------15,108,730 Teacher Quality Act 22,860,024 ------22,860,024 Universal 4 Year Old Preschool 5,311,360 ------5,311,360 Teacher Leadership Supplement 10,926,212 10,926,212 Early Intervention Supplement 3,041,489 3,041,489 Other State Sources 3,026,444 1,451 1,656 - - - - - 189,083 - - 3,218,634 Mobile Home Taxes 103,767 10,000 6,600 985 121,352 Commercial & Industrial State Replacement 4,844,009 573,549 295,971 43,016 5,756,545 Chapter 1 Grants 14,083,173 ------14,083,173 Other Federal Sources 21,606,725 - 714 - - - - - 19,308,878 - - 40,916,317 Tuition/Transportation Fees 7,967,894 ------7,967,894 Earnings on Investments: 2,630,000 - 66,865 - - 41,228 1,200,000 - - - - 3,938,093 Student Activities 100,000 - - - 2,400,000 ------2,500,000 Nutrition Program Sales ------1,580,229 - - 1,580,229 Sales and Use Tax ------33,985,179 - - - - 33,985,179 Other Revenue from Local Sources 14,193,048 - 573,027 66,229 - 58,850 - - - 4,500,000 246,603 19,637,757 Revenue from Intermediary Sources 736,886 ------736,886 Other Financing Sources - - - - - 184,371 - - - - - 184,371 General Long-Term Debt Proceeds ------Proceeds from Fixed Asset Disposition 1,457,051 ------1,457,051 Transfers In 1,121,912 ------22,995,050 - - - 24,116,962

Total Revenues 458,429,693 14,473,400 9,190,578 1,151,858 2,400,000 284,449 35,185,179 22,995,050 21,078,190 4,500,000 246,603 569,934,999

Expenditures by Function Instruction 263,228,000 2,433,907 1,507,400 855,850 2,375,000 45,234 - - - - - 270,445,391 Student Support Services 26,184,000 315,266 ------26,499,266 Instructional Staff Support 27,553,000 ------27,553,000 General Administration 7,845,000 1,800,000 ------9,645,000 Building Administration 25,070,000 121,474 ------25,191,474 Business and Central Administration 17,750,000 1,615,120 60,000 ------19,425,120 Plant Operation & Maintenance 36,410,000 1,990,000 3,000,000 ------41,400,000 Student Transportation 12,107,000 1,800,000 857,708 ------14,764,708 Non-Instructional Expenditures 1,284,000 675,500 2,175 280,000 - - - - 21,537,165 5,153,000 51,807 28,983,647 Facilities Acquisition and Construction - - 6,500,000 285,000 - 59,274 34,610,000 - - - - 41,454,274 Debt Service ------22,995,050 - - - 22,995,050 Other Financing Uses ------AEA Support 15,108,730 ------15,108,730 Transfers Out ------22,995,050 - - - - 22,995,050

Total Expenditures 432,539,730 10,751,267 11,927,283 1,420,850 2,375,000 104,508 57,605,050 22,995,050 21,537,165 5,153,000 51,807 566,460,710

Excess of Revenues over Expenditures 25,889,963 3,722,133 (2,736,705) (268,992) 25,000 179,941 (22,419,871) - (458,975) (653,000) 194,796 3,474,290 Beginning Fund Balance 96,785,641 (931,303) 8,054,480 893,265 1,526,121 2,471,370 105,276,370 - 733,533 (1,291,768) 198,704 213,716,412

Ending Fund Balance $ 122,675,604 $ 2,790,830 $ 5,317,775 $ 624,273 $ 1,551,121 $ 2,651,310 $ 82,856,499 $ -$ 274,558 $ (1,944,768) $ 393,500 $ 217,190,70 2

page 124 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET SUMMARY ALL FUNDS

FISCAL YEAR 2019 ACTUAL

SPECIAL REVENUE CAPITAL PROJECTS ENTERPRISE STATEWIDE DEBT FOOD & CHILD GENERAL MANAGEMENT PPEL PERL ACTIVITY TRUST PENNY SERVICE NUTRITION CARE OTHER TOTAL Revenues Property Taxes$ 116,740,282 $ 11,508,824 $ 7,754,279 $ 971,052 $ - $ -$ -$ -$ -$ -$ -$ 136,974,437 Utility Replacement Tax 2,896,621 325,418 195,251 27,457 ------3,444,747 State Foundation Aid 203,948,433 ------203,948,433 AEA Flow Through 14,914,998 ------14,914,998 Teacher Quality Act 22,607,625 ------22,607,625 Universal 4 Year Old Preschool 5,206,928 ------5,206,928 Teacher Leadership Supplement 10,793,241 ------10,793,241 Early Intervention Supplement 3,017,810 ------3,017,810 Other State Sources 2,646,441 (367) 1,720 - - - - - 174,743 - - 2,822,537 Mobile Home Taxes 97,033 10,915 6,589 942 115,479 Commercial & Industrial State Replacement 4,864,245 489,307 293,585 41,285 5,688,422 Chapter 1 Grants 12,809,582 ------12,809,582 Other Federal Sources 23,046,171 ------19,060,860 - - 42,107,031 Tuition/Transportation Fees 8,711,756 ------8,711,756 Earnings on Investments 3,498,790 - 141,079 - - 262,638 2,256,961 - - - - 6,159,467 Student Activities 59,280 - - - 2,312,918 ------2,372,198 Nutrition Program Sales ------1,514,191 - - 1,514,191 Sales and Use Tax ------33,896,019 - - - - 33,896,019 Other Revenue from Local Sources 13,837,660 - 302,840 225,131 - 87,017 - - - 5,448,485 38,904 19,940,037 Revenue from Intermediary Sources 750,818 ------750,818 Other Financing Sources - - - - - 28,778 - - - - - 28,778 General Long-Term Debt Proceeds ------Proceeds from Fixed Asset Disposition 1,243,077 - 2,500 ------1,245,577 Transfers In 1,121,912 ------23,095,026 - - - 24,216,938

Total Revenues 452,812,702 12,334,097 8,697,843 1,265,868 2,312,918 378,432 36,152,980 23,095,026 20,749,794 5,448,485 38,904 563,287,049

Expenditures by Function Instruction 272,972,677 7,669,882 1,550,335 136,957 2,322,877 192,023 - - - - - 284,844,751 Student Support Services 28,219,316 3,336,179 ------31,555,495 Instructional Staff Support 26,963,041 ------26,963,041 General Administration 8,744,415 804,456 ------9,548,871 Building Administration 22,615,700 226,778 ------22,842,478 Business and Central Administration 17,491,730 607,878 57,216 ------18,156,824 Plant Operation & Maintenance 36,308,507 1,941,088 4,092,620 ------42,342,215 Student Transportation 10,574,960 1,750,337 837,272 ------13,162,569 Non-Instructional Expenditures 1,338,892 608,054 2,175 577,790 - - - - 21,210,691 5,589,520 47,037 29,374,158 Facilities Acquisition and Construction - - 3,819,950 187,546 - 898,783 20,315,047 - - - - 25,221,326 Debt Service ------23,095,026 - - - 23,095,026 Other Financing Uses ------3,500 - - - - 3,500 AEA Support 14,914,998 ------14,914,998 Transfers Out - - - - - 9,533 23,095,026 - - - - 23,104,559

Total Expenditures 440,144,236 16,944,652 10,359,568 902,292 2,322,877 1,100,338 43,413,573 23,095,026 21,210,691 5,589,520 47,037 565,129,811

Excess of Revenues over Expenditures 12,668,466 (4,610,555) (1,661,725) 363,575 (9,960) (721,906) (7,260,593) - (460,897) (141,035) (8,133) (1,842,762) Beginning Fund Balance 84,117,175 3,679,252 9,716,205 529,690 1,536,081 3,193,276 112,536,963 - 1,194,430 (1,150,734) 206,836 215,559,173

Ending Fund Balance $ 96,785,641 $ (931,303) $ 8,054,480 $ 893,265 $ 1,526,121 $ 2,471,370 $ 105,276,370 $ -$ 733,533 $ (1,291,768) $ 198,703 $ 213,716,41 2

page 125 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET SUMMARY ALL FUNDS

FISCAL YEAR 2018 ACTUAL

SPECIAL REVENUE CAPITAL PROJECTS ENTERPRISE STATEWIDE DEBT FOOD & CHILD GENERAL MANAGEMENT PPEL PERL ACTIVITY TRUST PENNY SERVICE NUTRITION CARE OTHER TOTAL Revenues Property Taxes$ 109,838,923 $ 8,664,336 $ 7,429,710 $ 903,085 $ - $ -$ -$ -$ -$ -$ -126836054 Utility Replacement Tax 3,053,514 275,520 203,559 28,634 ------3,561,227 State Foundation Aid 204,551,888 ------204,551,888 AEA Flow Through 14,751,903 ------14,751,903 Teacher Quality Act 22,343,408 ------22,343,408 Universal 4 Year Old Preschool 5,161,268 ------5,161,268 Teacher Leadership Supplement 10,661,186 ------10,661,186 Early Intervention Supplement 2,987,256 ------2,987,256 Other State Sources 2,087,719 2,466 1,821 - - - - - 180,854 - - 2,272,860 Mobile Home Taxes 93,411 8,499 6,427 984 ------109,320 Commercial & Industrial State Replacement 4,898,378 379,892 292,055 41,064 ------5,611,389 Chapter 1 Grants 14,844,628 ------14,844,628 Other Federal Sources 22,730,438 ------19,149,101 - - 41,879,539 Tuition/Transportation Fees 8,434,912 ------8,434,912 Earnings on Investments: 1,771,399 - 79,635 - - (36,009) 642,426 - - - - 2,457,451 Student Activities 86,375 - - - 2,541,466 19,145 - - - - - 2,646,986 Nutrition Program Sales ------1,809,971 - - 1,809,971 Sales and Use Tax ------30,706,896 - - - - 30,706,896 Other Revenue from Local Sources 13,775,238 - 193,838 355,903 - 59,322 9,351 - - 5,699,859 37,593 20,131,105 Revenue from Intermediary Sources 723,189 ------723,189 Other Financing Sources - - - - - 23,808 - - - - - 23,808 General Long-Term Debt Proceeds ------60,711,168 - - - - 60,711,168 Proceeds from Fixed Asset Disposition 229,931 - 10,000 - - - - - 3,252 - - 243,183 Transfers In 1,145,100 ------18,249,571 - - - 19,394,671

Total Revenues 444,170,064 9,330,713 8,217,045 1,329,670 2,541,466 66,266 92,069,841 18,249,571 21,143,179 5,699,859 37,593 602,855,266

Expenditures by Function Instruction 276,584,756 3,437,177 92,634 128,251 2,569,759 69,352 - - - - - 282,881,930 Student Support Services 28,562,342 537,756 ------29,100,098 Instructional Staff Support 26,687,023 ------26,687,023 General Administration 8,158,176 1,046,588 ------9,204,764 Building Administration 23,293,567 176,401 ------23,469,968 Business and Central Administration 15,620,584 - 900,000 ------16,520,584 Plant Operation & Maintenance 36,033,754 1,989,055 2,968,965 ------40,991,774 Student Transportation 11,546,061 1,840,003 787,685 ------14,173,749 Non-Instructional Expenditures 1,118,482 906,780 2,175 684,623 - - - - 21,737,208 5,843,522 39,050 30,331,840 Facilities Acquisition and Construction - - 3,048,130 419,342 - 82,521 20,887,708 - - - - 24,437,701 Debt Service ------18,249,571 - - - 18,249,571 Other Financing Uses ------469,511 - - - - 469,511 AEA Support 14,751,903 ------14,751,903 Transfers Out - - - - - 2,209 18,249,571 - - - - 18,251,780

Total Expenditures 442,356,648 9,933,760 7,799,588 1,232,217 2,569,759 154,082 39,606,790 18,249,571 21,737,208 5,843,522 39,050 549,522,195

Excess of Revenues over Expenditures 1,813,416 (603,047) 417,457 97,454 (28,294) (87,816) 52,463,051 - (594,029) (143,662) (1,458) 53,333,071 Beginning Fund Balance 82,303,759 4,282,299 9,298,748 432,236 1,564,375 3,281,092 60,073,912 - 1,788,459 (1,007,071) 208,293 162,226,102

Ending Fund Balance $ 84,117,175 $ 3,679,252 $ 9,716,205 $ 529,690 $ 1,536,081 $ 3,193,276 $ 112,536,963 $ -$ 1,194,430 $ (1,150,734) $ 206,836 $ 215,559,173

page 126 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET SUMMARY ALL FUNDS

FISCAL YEAR 2017 ACTUAL

SPECIAL REVENUE CAPITAL PROJECTS ENTERPRISE STATEWIDE DEBT FOOD & CHILD GENERAL MANAGEMENT PPEL PERL ACTIVITY TRUST PENNY SERVICE NUTRITION CARE OTHER TOTAL Revenues Property Taxes$ 107,647,646 $ 7,894,996 $ 6,958,495 $ 852,655 $ - $ -$ -$ -$ -$ -$ - 123,353,792 Utility Replacement Tax 3,189,531 277,463 213,092 29,966 ------3,710,052 State Foundation Aid 199,399,080 ------199,399,080 AEA Flow Through 14,162,548 ------14,162,548 Teacher Quality Act 21,845,838 ------21,845,838 Universal 4 Year Old Preschool 5,091,475 ------5,091,475 Teacher Leadership Supplement 10,417,085 10,417,085 Early Intervention Supplement 2,925,855 2,925,855 Other State Sources 4,187,499 370,875 1,916 - - - - - 175,800 - - 4,736,090 Mobile Home Taxes 97,636 8,554 6,650 982 113,822 Commercial & Industrial State Replacement 3,736,827 280,784 283,153 30,325 4,331,089 Chapter 1 Grants 12,536,398 ------12,536,398 Other Federal Sources 21,285,015 ------19,046,418 - - 40,331,433 Tuition/Transportation Fees 8,434,395 ------8,434,395 Earnings on Investments: 1,128,109 - 13,320 - - (97,826) 117,116 - - - - 1,160,719 Student Activities 110,622 - - - 2,755,316 24,806 - - - - - 2,890,744 Nutrition Program Sales ------1,810,790 - - 1,810,790 Sales and Use Tax ------31,187,038 - - - - 31,187,038 Other Revenue from Local Sources 14,499,363 - 628,315 430,139 - 50,969 306,000 - - 4,858,437 43,524 20,816,746 Revenue from Intermediary Sources 710,744 ------710,744 Other Financing Sources - - - - - 25,494 - - - - - 25,494 General Long-Term Debt Proceeds ------Proceeds from Fixed Asset Disposition 94,586 ------(77,277) - - 17,309 Transfers In 462 ------77,535,972 - - - 77,536,434

Total Revenues 431,500,714 8,832,672 8,104,941 1,344,066 2,755,316 3,443 31,610,154 77,535,972 20,955,732 4,858,437 43,524 587,544,970

Expenditures by Function Instruction 270,709,760 4,123,989 100,000 218,499 2,851,194 181,177 - - - - - 278,184,619 Student Support Services 24,674,885 711,454 ------25,386,339 Instructional Staff Support 25,963,423 ------25,963,423 General Administration 7,392,250 1,084,987 ------8,477,237 Building Administration 23,623,124 216,465 ------23,839,589 Business and Central Administration 16,726,541 - 503,918 ------17,230,459 Plant Operation & Maintenance 34,309,351 1,408,010 1,164,781 ------36,882,142 Student Transportation 11,409,435 1,273,305 947,307 ------13,630,047 Non-Instructional Expenditures 1,245,474 517,340 - 796,695 - - - - 20,519,482 4,829,288 25,453 27,933,733 Facilities Acquisition and Construction - - 2,948,924 157,679 - 9,583 24,654,858 - - - - 27,771,044 Debt Service ------77,535,972 - - - 77,535,972 Other Financing Uses ------AEA Support 14,162,548 ------14,162,548 Transfers Out ------23,880,972 - - - - 23,880,972

Total Expenditures 430,216,791 9,335,550 5,664,930 1,172,873 2,851,194 190,760 48,535,830 77,535,972 20,519,482 4,829,288 25,453 600,878,124

Excess of Revenues over Expenditures 1,283,923 (502,878) 2,440,011 171,193 (95,878) (187,317) (16,925,676) - 436,249 29,149 18,071 (13,333,154) Beginning Fund Balance 81,019,836 4,785,177 6,858,737 261,043 1,660,253 3,468,409 76,999,588 - 1,352,210 (1,036,220) 190,222 175,559,255

Ending Fund Balance $ 82,303,759 $ 4,282,299 $ 9,298,748 $ 432,236 $ 1,564,375 $ 3,281,092 $ 60,073,912 $ -$ 1,788,459 $ (1,007,071) $ 208,293 $ 162,226,10 2

page 127 CONSOLIDATED FUND BALANCES

DES MOINES PUBLIC SCHOOLS FY 2016 - 2020 FUND BALANCES

Governmental Funds

Fund Balances Fiscal Year ended Nonmajor Total Nonmajor Internal Service Private Purpose June 30, 2017 General Capital Projects Special Revenue Governmental Enterprise Funds Funds Trust Nonspendable $ 2,678,098 $ - $ 97,759 $ 2,775,857 $ - $ - $ - Restricted 20,113,274 60,073,912 18,760,990 98,948,176 - - 722,577 Committed 11,500,000 - - 11,500,000 - - - Invested in capital assets - - - - 2,522,174 13,162 - Assigned 2,747,894 - - 2,747,894 - - - Unassigned 45,264,493 - - 45,264,493 (1,532,493) 11,051,537 -

Total fund balances$ 82,303,759 $ 60,073,912 $ 18,858,749 $ 161,236,420 $ 989,681 $ 11,064,699 $ 722,577

Governmental Funds

Fund Balances Fiscal Year ended Nonmajor Total Nonmajor Internal Service Private Purpose June 30, 2018 General Capital Projects Special Revenue Governmental Enterprise Funds Funds Trust Nonspendable $ 2,545,106 $ - $ 95,216 $ 2,640,322 $ - $ - $ - Restricted 16,977,566 112,536,963 18,559,288 148,073,817 - - 716,477 Committed 11,500,000 - - 11,500,000 - - - Invested in capital assets - - - - 2,370,341 12,249 - Assigned 2,722,083 - - 2,722,083 - - - Unassigned 50,372,420 - - 50,372,420 (2,119,809) 8,776,292 -

Total fund balances$ 84,117,175 $ 112,536,963 $ 18,654,504 $ 215,308,642 $ 250,532 $ 8,788,541 $ 716,477

Governmental Funds

Fund Balances Fiscal Year ended Nonmajor Total Nonmajor Internal Service Private Purpose June 30, 2019 General Capital Projects Special Revenue Governmental Enterprise Funds Funds Trust Nonspendable $ 3,968,453 $ 84,370 $ 4,052,823 Restricted 15,816,459 105,276,370 11,929,563 133,022,392 1,116,440 Committed 11,500,000 11,500,000 Invested in capital assets - 2,445,207 18,252 Assigned 2,887,205 2,887,205 Unassigned 62,613,524 62,613,524 (2,804,740) 9,156,927

Total fund balances$ 96,785,641 $ 105,276,370 $ 12,013,933 $ 214,075,944 $ (359,533) $ 9,175,179 $ 1,116,440

Governmental Funds

Fund Balances Fiscal Year ended Nonmajor Total Nonmajor Internal Service Private Purpose June 30, 2020, Re-estimated General Capital Projects Special Revenue Governmental Enterprise Funds Funds Trust Nonspendable $ 1,200,000 $ 20,000 $ 1,220,000 Restricted 15,000,000 82,856,499 12,915,310 110,771,809 2,355,828 Committed 11,500,000 11,500,000 Invested in capital assets - 2,100,000 55,000 Assigned 2,887,205 2,887,205 Unassigned 92,088,399 92,088,399 (3,376,711) 5,836,387

Total fund balances$ 122,675,604 $ 82,856,499 $ 12,935,310 $ 218,467,413 $ (1,276,711) $ 5,891,387 $ 2,355,828

Governmental Funds

Fund Balances Fiscal Year ended Nonmajor Total Nonmajor Internal Service Private Purpose June 30, 2021, Budget General Capital Projects Special Revenue Governmental Enterprise Funds Funds Trust Nonspendable $ 1,200,000 $ 20,000 $ 1,220,000 Restricted 15,000,000 67,041,664 21,237,806 103,279,470 2,356,386 Committed 25,000,000 25,000,000 Invested in capital assets - 2,100,000 55,000 Assigned 2,887,205 2,887,205 Unassigned 100,364,338 100,364,338 (4,210,311) 2,910,712

Total fund balances$ 144,451,543 $ 67,041,664 $ 21,257,806 $ 232,751,013 $ (2,110,311) $ 2,965,712 $ 2,356,386

Notes: Nonspendable includes assets held in inventories and prepaid items. Restricted includes Federal, State, bonding for construction, and other funds received for specific purposes. Private Purpose Trust Funds are held in trust for scholarships. Unassigned includes the yearly addition of revenues in excess of expenditures.

page 128 FUND BALANCES

A fund balance is equal to the excess of a fund’s assets over its liabilities and reserves. A fund balance may be either negative or positive, depending on the current activities of the fund. The funds listed below are actively managed by the district:

Fund Category Fund Type DMPS Fund Account(s) Operating • General Fund • Management • PPEL Special Revenue • PERL Governmental Funds • Student Activity • Governmental Trusts • Secure an Advanced Vision for Education Capital Projects (SAVE) Debt Service • Debt Service • Food & Nutrition • Childcare Enterprise • Home Building • Student Auto Body Proprietary Funds • Self-Insurance • Risk Management Internal Service • Print Shop • COLLAGE* Fiduciary Funds Trust • Private Purpose Trust Funds *Closed FY 2017

page 129 GOVERNMENTAL FUNDS

DMPS All Funds

Governmental Funds

Special Revenue Operating Fund Capital Projects Fund Debt Service Fund Funds

Secure an Advanced General Management Vision for Education Debt Service (SAVE)

PPEL

PERL

Student Activity

Governmental Trust

page 130 Governmental Funds - Operating Fund (i.e. the General Fund)

DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GENERAL FUND SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Property Taxes$ 107,647,646 $ 109,838,923 $ 116,740,282 $ 119,488,662 Utility Replacement Tax 3,189,531 3,053,514 2,896,621 3,167,364 Mobile Home Taxes 97,636 93,411 97,033 103,767 State Foundation Aid 199,399,080 204,551,888 203,948,433 206,654,943 AEA Flow Through 14,162,548 14,751,903 14,914,998 15,108,730 Teacher Quality Act: Teacher Salary Supplement 19,422,396 19,867,000 20,103,858 20,332,335 Teacher Quality Professional Development 2,423,442 2,476,408 2,503,767 2,527,689 Early Intervention Supplement 2,925,855 2,987,256 3,017,810 3,041,489 Universal 4 Year Old Preschool 5,091,475 5,161,268 5,206,928 5,311,360 TLC Grant 10,417,085 10,661,186 10,793,241 10,926,212 Other State Sources 7,924,326 6,986,097 7,510,686 7,870,453 Title 1 Grants 12,536,398 14,844,628 12,809,582 14,083,173 Other Federal Sources 21,285,015 22,730,438 23,046,171 21,606,725 Tuition/Transportation Fees 8,434,395 8,434,912 8,711,756 7,967,894 Earnings on Investments: 1,128,109 1,771,399 3,498,790 2,630,000 Student Activities 110,622 86,375 59,280 100,000 Other Revenue from Local Sources 14,499,363 13,775,238 13,837,660 14,193,048 Revenue from Intermediary Sources 710,744 723,189 750,818 736,886 Proceeds from Fixed Asset Disposition 94,586 229,931 1,243,077 1,457,051 Transfers In 462 1,145,100 1,121,912 1,121,912

Total Revenues 431,500,714 444,170,064 452,812,702 458,429,693

Total Expenditures 430,216,791 442,356,648 440,144,236 432,539,730

Excess of Revenues over Expenditures 1,283,923 1,813,416 12,668,466 25,889,963 Beginning Fund Balance 81,019,836 82,303,759 84,117,175 96,785,641

Ending Fund Balance $ 82,303,759 $ 84,117,175 $ 96,785,641 $ 122,675,604

page 131 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GENERAL FUND SUMMARY — BUDGET AND PROJECTIONS

Total Revenues 455,893,000 437,577,000 438,375,000 439,116,000

Total Expenditures 434,117,000 436,048,000 439,004,000 447,021,000

Excess of Revenues over Expenditures 21,776,000 1,529,000 (629,000) (7,906,000) Beginning Fund Balance 122,676,000 144,452,000 145,980,000 145,352,000

Ending Fund Balance $ 144,452,000 $ 145,980,000 $ 145,352,000 $ 137,446,000

page 132 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GENERAL FUND SUMMARY — HISTORICAL SUMMARY

Total Revenues 431,500,714 444,170,064 452,812,702 458,429,693

Expenditures by Object Salary & Benefits 353,061,518 362,268,971 360,381,323 353,909,000 Purchased Services 38,809,007 41,063,430 44,298,683 39,247,000 Supplies 18,475,845 19,052,156 17,077,492 18,800,000 Property/Equipment 4,555,619 4,446,978 2,448,200 4,400,000 Miscellaneous 1,045,097 749,021 1,023,539 1,075,000 Other Items 14,269,706 14,776,091 14,914,998 15,108,730

Total Expenditures 430,216,791 442,356,648 440,144,235 432,539,730

Excess of Revenues over Expenditures 1,283,923 1,813,416 12,668,467 25,889,963 Beginning Fund Balance 81,019,836 82,303,759 84,117,175 96,785,642

Ending Fund Balance $ 82,303,759 $ 84,117,175 $ 96,785,642 $ 122,675,604

page 133 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GENERAL FUND SUMMARY — BUDGET AND PROJECTIONS

Total Revenues 455,893,000 437,577,000 438,375,000 439,116,000

Expenditures by Object Salary & Benefits 358,000,000 359,115,000 360,950,000 364,400,000 Purchased Services 36,600,000 37,000,000 37,500,000 39,500,000 Supplies 18,000,000 18,250,000 18,500,000 19,700,000 Property/Equipment 4,000,000 4,000,000 4,200,000 5,000,000 Miscellaneous 1,085,000 1,095,000 1,100,000 1,500,000 Other Items 16,432,000 16,588,000 16,754,000 16,921,000

Total Expenditures 434,117,000 436,048,000 439,004,000 447,021,000

Excess of Revenues over Expenditures 21,776,000 1,529,000 (629,000) (7,906,000) Beginning Fund Balance 122,676,000 144,452,000 145,980,000 145,352,000

Ending Fund Balance $ 144,452,000 $ 145,980,000 $ 145,352,000 $ 137,446,000

page 134 Governmental Funds - Special Revenue Funds

DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET MANAGEMENT FUND SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Property Taxes $ 8,175,780 $ 8,664,336 $ 11,508,824 $ 13,525,510 Utility Replacement Tax 277,463 275,520 325,418 362,890 Mobile Home Taxes 8,554 8,499 10,915 10,000 Other State Sources 370,875 382,358 488,940 575,000

Total Revenues 8,832,672 9,330,713 12,334,097 14,473,400

Expenditures by Function Instruction 4,123,989 3,437,177 7,669,882 2,433,907 Student Support Services 711,454 537,756 3,336,179 315,266 General Administration 1,084,987 1,046,588 804,456 1,800,000 Building Administration 216,465 176,401 226,778 121,474 Business and Central Administration 607,878 1,615,120 Plant Operation & Maintenance 1,408,010 1,989,055 1,941,088 1,990,000 Student Transportation 1,273,305 1,840,003 1,750,337 1,800,000 Non-Instructional Expenditures 517,340 906,780 608,054 675,500

Total Expenditures 9,335,550 9,933,760 16,944,652 10,751,267

Excess of Revenues over Expenditures (502,878) (603,047) (4,610,555) 3,722,133 Beginning Fund Balance 4,785,177 4,282,299 3,679,252 (931,303)

Ending Fund Balance $ 4,282,299 $ 3,679,252 $ (931,303) $ 2,790,830

page 135 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET MANAGEMENT FUND SUMMARY — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Property Taxes $ 26,249,000 $ 24,419,000 $ 29,303,000 $ 29,303,000 Utility Replacement Tax 625,000 581,000 697,000 697,000 Mobile Home Taxes 10,000 10,000 10,000 10,000 Other State Sources 1,251,000 1,154,000 1,386,000 1,386,000

Total Revenues 28,134,000 26,164,000 31,396,000 31,396,000

Expenditures by Function Instruction 7,778,000 7,385,000 7,338,000 7,329,000 Student Support Services 3,131,000 3,041,000 4,033,000 4,030,000 General Administration 1,800,000 1,800,000 1,800,000 1,800,000 Building Administration 54,000 18,000 15,000 16,000 Business and Central Administration 15,000 - - - Plant Operation & Maintenance 2,010,000 2,030,000 2,050,000 2,071,000 Student Transportation 1,818,000 1,836,000 1,855,000 1,873,000 Non-Instructional Expenditures 682,000 689,000 696,000 703,000

Total Expenditures 17,288,000 16,799,000 17,787,000 17,822,000

Excess of Revenues over Expenditures 10,846,000 9,364,000 13,609,000 13,574,000 Beginning Fund Balance 2,791,000 13,637,000 23,001,000 36,610,000

Ending Fund Balance $ 13,637,000 $ 23,001,000 $ 36,610,000 $ 50,185,000

page 136 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET MANAGEMENT FUND SUMMARY — HISTORICAL SUMMARY

Total Revenues 8,832,672 9,330,713 12,334,097 14,473,400

Expenditures by Object Salary & Benefits 7,323,491 8,005,518 14,847,290 8,117,767 Purchased Services 2,012,059 1,771,632 2,120,448 1,537,354 Supplies - 80,463 (80,464) - Property/Equipment - - - - Miscellaneous - 76,146 57,377 - Other Items - - - 1,096,146

Total Expenditures 9,335,550 9,933,760 16,944,652 10,751,267

Excess of Revenues over Expenditures (502,878) (603,047) (4,610,555) 3,722,133 Beginning Fund Balance 4,785,177 4,282,299 3,679,252 (931,303)

Ending Fund Balance $ 4,282,299 $ 3,679,252 $ (931,303) $ 2,790,830

page 137 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET MANAGEMENT FUND SUMMARY — BUDGET AND PROJECTIONS

Total Revenues 28,134,000 26,164,000 31,396,000 31,396,000

Expenditures by Object Salary & Benefits 10,640,000 10,137,000 10,110,000 10,130,000 Purchased Services 6,648,000 6,662,000 7,677,000 7,691,000 Supplies - - - - Property/Equipment - - - - Miscellaneous - - - - Other Items - - - -

Total Expenditures 17,288,000 16,799,000 17,787,000 17,822,000

Excess of Revenues over Expenditures 10,846,000 9,364,000 13,609,000 13,574,000 Beginning Fund Balance 2,791,000 13,637,000 23,001,000 36,610,000

Ending Fund Balance $ 13,637,000 $ 23,001,000 $ 36,610,000 $ 50,185,000

page 138 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET PPEL FUND SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Property Taxes $ 7,241,648 $ 7,429,710 $ 7,754,279 $ 8,052,218 Utility Replacement Tax 213,092 203,559 195,251 193,527 Mobile Home Taxes 6,650 6,427 6,589 6,600 Other State Sources 1,916 1,821 1,720 1,656 Federal Sources - - - 714 Earnings on Investments: 13,320 79,635 141,079 66,865 Other Revenue from Local Sources 628,315 485,893 596,425 868,998 Proceeds from Fixed Asset Disposition - 10,000 2,500 -

Total Revenues 8,104,941 8,217,045 8,697,843 9,190,578

Expenditures by Function Instruction 100,000 92,634 1,550,335 1,507,400 Business and Central Administration, Technology 503,918 900,000 57,216 60,000 Plant Operation & Maintenance 1,164,781 2,968,965 4,092,620 3,000,000 Student Transportation 947,307 787,685 837,272 857,708 Non-Instructional Expenditures - 2,175 2,175 2,175 Facilities Acquisition and Construction 2,948,924 3,048,130 3,819,950 6,500,000

Total Expenditures 5,664,930 7,799,588 10,359,568 11,927,283

Excess of Revenues over Expenditures 2,440,011 417,457 (1,661,725) (2,736,705) Beginning Fund Balance 6,858,737 9,298,748 9,716,205 8,054,480

Ending Fund Balance $ 9,298,748 $ 9,716,205 $ 8,054,480 $ 5,317,775

page 139 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET PPEL FUND SUMMARY — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Property Taxes $ 8,739,000 $ 14,929,000 $ 15,228,000 $ 15,533,000 Utility Replacement Tax 185,000 359,000 366,000 374,000 Mobile Home Taxes 7,000 12,000 12,000 13,000 Other State Sources 2,000 2,000 2,000 2,000 Federal Sources - - - - Earnings on Investments: 35,000 25,000 20,000 15,000 Other Revenue from Local Sources 381,000 594,000 560,000 571,000 Proceeds from Fixed Asset Disposition - - - -

Total Revenues 9,348,000 15,922,000 16,189,000 16,507,000

Expenditures by Function Instruction 1,500,000 6,100,000 6,100,000 6,100,000 Business and Central Administration, Technology 2,400,000 2,460,000 2,570,000 2,641,000 Plant Operation & Maintenance 3,178,000 3,178,000 3,180,000 3,180,000 Student Transportation 850,000 850,000 850,000 850,000 Non-Instructional Expenditures 2,000 2,000 2,000 2,000 Facilities Acquisition and Construction 4,000,000 3,330,000 3,480,000 3,733,000

Total Expenditures 11,930,000 15,920,000 16,182,000 16,506,000

Excess of Revenues over Expenditures (2,582,000) 2,000 6,000 1,000 Beginning Fund Balance 5,318,000 2,736,000 2,737,000 2,744,000

Ending Fund Balance $ 2,736,000 $ 2,737,000 $ 2,744,000 $ 2,744,000

page 140 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET PPEL FUND SUMMARY — HISTORICAL SUMMARY

Total Revenues 8,104,941 8,217,045 8,697,843 9,190,578

Expenditures by Object Salary & Benefits - - Purchased Services 4,028,242 6,141,266 7,873,626 9,156,482 Supplies 51,616 204,114 384,332 300,000 Property/Equipment 1,584,771 1,418,472 2,083,253 2,450,801 Miscellaneous 300 35,736 18,357 20,000 Other Items - - - -

Total Expenditures 5,664,929 7,799,588 10,359,568 11,927,283

Excess of Revenues over Expenditures 2,440,012 417,457 (1,661,725) (2,736,705) Beginning Fund Balance 6,858,737 9,298,748 9,716,205 8,054,480

Ending Fund Balance $ 9,298,748 $ 9,716,205 $ 8,054,480 $ 5,317,775

page 141 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET PPEL FUND SUMMARY — BUDGET AND PROJECTIONS

Total Revenues 9,348,000 15,922,000 16,189,000 16,507,000

Expenditures by Object Salary & Benefits - - - - Purchased Services 7,105,000 11,035,000 11,087,000 11,340,000 Supplies 2,600,000 2,660,000 2,870,000 2,941,000 Property/Equipment 2,200,000 2,200,000 2,200,000 2,200,000 Miscellaneous 25,000 25,000 25,000 25,000 Other Items - - - -

Total Expenditures 11,930,000 15,920,000 16,182,000 16,506,000

Excess of Revenues over Expenditures (2,582,000) 2,000 6,000 1,000 Beginning Fund Balance 5,318,000 2,736,000 2,737,000 2,744,000

Ending Fund Balance $ 2,736,000 $ 2,737,000 $ 2,744,000 $ 2,744,000

page 142 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET PERL FUND SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Property Taxes $ 882,980 $ 903,085 $ 971,052 $ 1,014,413 Utility Replacement Tax 29,966 28,634 27,457 27,215 Mobile Home Taxes 982 984 942 985 Other Revenue from Local Sources 430,139 396,967 266,416 109,245

Total Revenues 1,344,066 1,329,670 1,265,868 1,151,858

Expenditures by Function Instruction 218,499 128,251 136,957 855,850 Non-Instructional Expenditures 796,695 684,623 577,790 280,000 Facilities Acquisition and Construction 157,679 419,342 187,546 285,000

Total Expenditures 1,172,873 1,232,217 902,292 1,420,850

Excess of Revenues over Expenditures 171,193 97,454 363,575 (268,992) Beginning Fund Balance 261,043 432,236 529,690 893,265

Ending Fund Balance $ 432,236 $ 529,690 $ 893,265 $ 624,273

page 143 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET PERL FUND SUMMARY — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Property Taxes $ 1,094,000 $ 1,100,000 $ 1,100,000 $ 1,100,000 Utility Replacement Tax 26,000 27,000 27,000 27,000 Mobile Home Taxes 1,000 1,000 1,000 1,000 Other Revenue from Local Sources 75,000 75,000 75,000 75,000

Total Revenues 1,196,000 1,203,000 1,203,000 1,203,000

Expenditures by Function Instruction 956,000 856,000 856,000 856,000 Non-Instructional Expenditures 285,000 285,000 285,000 285,000 Facilities Acquisition and Construction - - - -

Total Expenditures 1,241,000 1,141,000 1,141,000 1,141,000

Excess of Revenues over Expenditures (45,000) 62,000 62,000 62,000 Beginning Fund Balance 624,000 579,000 641,000 703,000

Ending Fund Balance $ 579,000 $ 641,000 $ 703,000 $ 765,000

page 144 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET PERL FUND SUMMARY — HISTORICAL SUMMARY

Total Revenues 1,344,066 1,329,670 1,265,868 1,151,858

Expenditures by Object Salary & Benefits 540,494 395,708 412,257 1,001,000 Purchased Services 498,895 480,860 375,327 385,000 Supplies 51,479 5,187 1,974 33,850 Property/Equipment 74 282,275 57,961 - Miscellaneous 81,932 68,186 54,775 1,000 Other Items - - - -

Total Expenditures 1,172,873 1,232,217 902,292 1,420,850

Excess of Revenues over Expenditures 171,193 97,454 363,575 (268,992) Beginning Fund Balance 261,043 432,236 529,690 893,265

Ending Fund Balance $ 432,236 $ 529,690 $ 893,265 $ 624,273

page 145 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET PERL FUND SUMMARY — BUDGET AND PROJECTIONS

Total Revenues 1,196,000 1,203,000 1,203,000 1,203,000

Expenditures by Object Salary & Benefits 1,101,000 1,001,000 1,001,000 1,001,000 Purchased Services 100,000 100,000 100,000 100,000 Supplies 39,000 39,000 39,000 39,000 Property/Equipment - - - - Miscellaneous 1,000 1,000 1,000 1,000 Other Items - - - -

Total Expenditures 1,241,000 1,141,000 1,141,000 1,141,000

Excess of Revenues over Expenditures (45,000) 62,000 62,000 62,000 Beginning Fund Balance 624,000 579,000 641,000 703,000

Ending Fund Balance $ 579,000 $ 641,000 $ 703,000 $ 765,000

page 146 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET STUDENT ACTIVITY FUND SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Student Activities $ 2,755,316 $ 2,541,466 $ 2,312,918 $ 2,400,000

Total Revenues 2,755,316 2,541,466 2,312,918 2,400,000

Expenditures by Function Instruction 2,851,194 2,569,759 2,322,877 2,375,000

Total Expenditures 2,851,194 2,569,759 2,322,877 2,375,000

Excess of Revenues over Expenditures (95,878) (28,294) (9,960) 25,000 Beginning Fund Balance 1,660,253 1,564,375 1,536,081 1,526,121

Ending Fund Balance $ 1,564,375 $ 1,536,081 $ 1,526,121 $ 1,551,121

page 147 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET STUDENT ACTIVITY FUND SUMMARY — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Student Activities $ 2,400,000 $ 2,400,000 $ 2,400,000 $ 2,400,000

Total Revenues 2,400,000 2,400,000 2,400,000 2,400,000

Expenditures by Function Instruction 2,375,000 2,375,000 2,375,000 2,375,000

Total Expenditures 2,375,000 2,375,000 2,375,000 2,375,000

Excess of Revenues over Expenditures 25,000 25,000 25,000 25,000 Beginning Fund Balance 1,551,000 1,576,000 1,601,000 1,626,000

Ending Fund Balance $ 1,576,000 $ 1,601,000 $ 1,626,000 $ 1,651,000

page 148 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET STUDENT ACTIVITY FUND SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Student Activities $ 2,755,316 $ 2,541,466 $ 2,312,918 $ 2,400,000

Total Revenues 2,755,316 2,541,466 2,312,918 2,400,000

Expenditures by Object Salary & Benefits 122,506 104,421 104,016 100,000 Purchased Services 924,359 859,688 715,719 760,000 Supplies 1,354,292 1,100,495 1,059,193 1,100,000 Property/Equipment 155,790 100,635 75,348 - Miscellaneous 294,248 404,520 368,601 415,000 Other Items - - - -

Total Expenditures 2,851,194 2,569,759 2,322,877 2,375,000

Excess of Revenues over Expenditures (95,878) (28,294) (9,960) 25,000 Beginning Fund Balance 1,660,253 1,564,375 1,536,081 1,526,121

Ending Fund Balance $ 1,564,375 $ 1,536,081 $ 1,526,121 $ 1,551,121

page 149 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET STUDENT ACTIVITY FUND SUMMARY — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Student Activities $ 2,400,000 $ 2,400,000 $ 2,400,000 $ 2,400,000

Total Revenues 2,400,000 2,400,000 2,400,000 2,400,000

Expenditures by Object Salary & Benefits 100,000 100,000 100,000 100,000 Purchased Services 760,000 760,000 760,000 760,000 Supplies 1,100,000 1,100,000 1,100,000 1,100,000 Property/Equipment - - - - Miscellaneous 415,000 415,000 415,000 415,000 Other Items - - - -

Total Expenditures 2,375,000 2,375,000 2,375,000 2,375,000

Excess of Revenues over Expenditures 25,000 25,000 25,000 25,000 Beginning Fund Balance 1,551,000 1,576,000 1,601,000 1,626,000

Ending Fund Balance $ 1,576,000 $ 1,601,000 $ 1,626,000 $ 1,651,000

page 150 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET COMBINED GOVERNMENTAL TRUST FUNDS SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Earnings on Investments: Interest $ 5,035 $ 12,630 $ 22,656 $ 9,000 Dividends 62,352 67,179 70,907 32,228 Change in Fair Market Value (165,213) (115,818) 169,074 - Student Activities 24,806 19,145 - - Other Financing Sources 25,494 23,808 28,778 184,371 Donations 50,969 59,322 87,017 17,850

Total Revenues 3,443 66,266 378,432 243,449

Expenditures by Function Instruction 181,177 69,352 192,023 45,234 Facilities Acquisition and Construction 9,583 82,521 898,783 59,274 Transfers Out - 2,209 9,533 -

Total Expenditures 190,760 154,082 1,100,338 104,508

Excess of Revenues over Expenditures (187,317) (87,816) (721,906) 179,941 Beginning Fund Balance 3,468,409 3,281,092 3,193,276 2,471,370

Ending Fund Balance $ 3,281,092 $ 3,193,276 $ 2,471,370 $ 2,651,310

In FY 2018, the remaining balance for the Fund for Excellence was transferred out to be used to support activities of the Districtwide Science Fair. This transfer closed out the fund. In FY 2019, the remaining balance for the Wegeke Fund was transferred out to be used to support activities of the district's Gay Straight Alliance. This transfer closed out the fund.

page 151 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET COMBINED GOVERNMENTAL TRUST FUNDS SUMMARY — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Earnings on Investments: Interest $ 9,000 $ 9,000 $ 9,000 $ 9,000 Dividends 32,000 32,000 32,000 32,000 Change in Fair Market Value - - - - Student Activities - - - - Other Financing Sources 24,000 24,000 24,000 24,000 Donations 59,000 60,000 61,000 61,000

Total Revenues 125,000 125,000 126,000 127,000

Expenditures by Function Instruction 46,000 46,000 47,000 47,000 Facilities Acquisition and Construction - - - - Transfers Out - - - -

Total Expenditures 46,000 46,000 47,000 47,000

Excess of Revenues over Expenditures 79,000 79,000 79,000 79,000 Beginning Fund Balance 2,651,000 2,730,000 2,809,000 2,889,000

Ending Fund Balance $ 2,730,000 $ 2,809,000 $ 2,889,000 $ 2,968,000

page 152 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET COMBINED GOVERNMENTAL TRUST FUNDS SUMMARY — HISTORICAL SUMMARY

Total Revenues 3,443 66,266 378,432 243,449

Expenditures by Object Salary & Benefits - 2,447 1,915 451 Purchased Services 60,503 106,067 943,836 70,241 Supplies 85,744 39,555 119,833 28,229 Property/Equipment 22,690 - 20,205 4,760 Miscellaneous 21,823 3,806 5,017 828 Other Items - 2,209 9,533 -

Total Expenditures 190,760 154,082 1,100,338 104,508

Excess of Revenues over Expenditures (187,317) (87,816) (721,906) 179,941 Beginning Fund Balance 3,468,409 3,281,092 3,193,276 2,471,369

Ending Fund Balance $ 3,281,092 $ 3,193,276 $ 2,471,370 $ 2,651,310

page 153 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET COMBINED GOVERNMENTAL TRUST FUNDS SUMMARY — BUDGET AND PROJECTIONS

Total Revenues 125,000 125,000 126,000 127,000

Expenditures by Object Salary & Benefits 400 400 400 400 Purchased Services 11,000 11,000 11,000 11,000 Supplies 29,000 29,000 29,000 29,000 Property/Equipment 5,000 5,000 5,000 5,000 Miscellaneous 1,000 1,000 1,000 1,000 Other Items - - - -

Total Expenditures 46,000 46,000 47,000 47,000

Excess of Revenues over Expenditures 79,000 79,000 79,000 79,000 Beginning Fund Balance 2,651,000 2,730,000 2,809,000 2,889,000

Ending Fund Balance $ 2,730,000 $ 2,809,000 $ 2,889,000 $ 2,968,000

page 154 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GOVERNMENTAL TRUST (EXPENDABLE TRUST): SMOUSE FUND — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Earnings on Investments: Interest $ 4,472 $ 10,290 $ 17,629 $ 6,748 Dividends 62,352 67,179 70,907 32,228 Change in Fair Market Value (165,213) (115,818) 169,074 - Other Financing Sources 25,494 23,808 28,778 184,371

Total Revenues (72,895) (14,541) 286,389 223,347

Expenditures by Function Facilities Acquisition and Construction 9,583 82,521 898,783 59,274

Total Expenditures 9,583 82,521 898,783 59,274

Excess of Revenues over Expenditures (82,478) (97,061) (612,394) 164,073 Beginning Fund Balance 3,048,963 2,966,485 2,869,423 2,257,029

Ending Fund Balance $ 2,966,485 $ 2,869,423 $ 2,257,029 $ 2,421,102

Fund Name: Davis W. Smouse Trust Fund Description: In 1931, this trust was endowed by David W. Smouse to help establish the Smouse Opportunity School for children with physical disabilities and sensory handicaps. This fund generates money for equipment and the improvement of the Smouse School.

page 155 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GOVERNMENTAL TRUST (EXPENDABLE TRUST): SMOUSE FUND — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Earnings on Investments: Interest $ 7,000 $ 7,000 $ 7,000 $ 7,000 Dividends 32,000 32,000 32,000 32,000 Change in Fair Market Value - - - - Other Financing Sources 24,000 24,000 24,000 24,000

Total Revenues 63,000 63,000 63,000 63,000

Expenditures by Function Facilities Acquisition and Construction - - - -

Total Expenditures - - - -

Excess of Revenues over Expenditures 63,000 63,000 63,000 63,000 Beginning Fund Balance 2,421,000 2,484,000 2,547,000 2,610,000

Ending Fund Balance $ 2,484,000 $ 2,547,000 $ 2,610,000 $ 2,673,000

page 156 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GOVERNMENTAL TRUST (EXPENDABLE TRUST): SMOUSE FUND — HISTORICAL SUMMARY

Total Revenues (72,895) (14,541) 286,389 223,347

Expenditures by Object Salary & Benefits - - - - Purchased Services 8,050 81,067 897,280 59,274 Supplies - - - - Property/Equipment - - - - Miscellaneous 1,534 1,455 1,503 - Other Items - - - -

Total Expenditures 9,583 82,521 898,783 59,274

Excess of Revenues over Expenditures (82,478) (97,061) (612,394) 164,073 Beginning Fund Balance 3,048,963 2,966,485 2,869,423 2,257,029

Ending Fund Balance $ 2,966,485 $ 2,869,423 $ 2,257,029 $ 2,421,102

page 157 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GOVERNMENTAL TRUST (EXPENDABLE TRUST): SMOUSE FUND — BUDGET AND PROJECTIONS

Total Revenues 63,000 63,000 63,000 63,000

Expenditures by Object Salary & Benefits - - - - Purchased Services - - - - Supplies - - - - Property/Equipment - - - - Miscellaneous - - - - Other Items - - - -

Total Expenditures - - - -

Excess of Revenues over Expenditures 63,000 63,000 63,000 63,000 Beginning Fund Balance 2,421,000 2,484,000 2,547,000 2,610,000

Ending Fund Balance $ 2,484,000 $ 2,547,000 $ 2,610,000 $ 2,673,000

page 158 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GOVERNMENTAL TRUST (EXPENDABLE TRUST): STUDENT RELATED FUNDS — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Earnings on Investments: Interest $ 546 $ 2,270 $ 4,953 $ 2,252 Student Activities 24,806 19,145 - - Donations 50,969 59,322 87,017 58,850

Total Revenues 76,321 80,737 91,969 61,102

Expenditures by Function Instruction 181,177 69,353 192,023 45,234

Total Expenditures 181,177 69,353 192,023 45,234

Excess of Revenues over Expenditures (104,856) 11,383 (100,053) 15,868 Beginning Fund Balance 407,866 303,010 314,393 214,340

Ending Fund Balance $ 303,010 $ 314,393 $ 214,340 $ 230,208

Description: This fund includes money generated and donated at indivudual school buildings with the investment eartnings to be used for either scholarships for graduating seniors or expenses designated by the donor.

page 159 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GOVERNMENTAL TRUST (EXPENDABLE TRUST): STUDENT RELATED FUNDS — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Earnings on Investments: Interest $ 2,000 $ 2,000 $ 2,000 $ 2,000 Student Activities - - - - Donations 59,000 60,000 61,000 61,000

Total Revenues 62,000 62,000 63,000 64,000

Expenditures by Function Instruction 46,000 46,000 47,000 47,000

Total Expenditures 46,000 46,000 47,000 47,000

Excess of Revenues over Expenditures 16,000 16,000 16,000 17,000 Beginning Fund Balance 230,000 246,000 262,000 279,000

Ending Fund Balance $ 246,000 $ 262,000 $ 279,000 $ 295,000

page 160 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GOVERNMENTAL TRUST (EXPENDABLE TRUST): STUDENT RELATED FUNDS — HISTORICAL SUMMARY

Total Revenues 76,321 80,737 91,969 61,102

Expenditures by Object Salary & Benefits - 2,447 1,915 451 Purchased Services 52,455 25,000 46,556 10,967 Supplies 85,743 39,555 119,833 28,229 Property/Equipment 22,690 - 20,205 4,760 Miscellaneous 20,289 2,351 3,514 828 Other Items - - - -

Total Expenditures 181,177 69,353 192,023 45,234

Excess of Revenues over Expenditures (104,856) 11,383 (100,053) 15,868 Beginning Fund Balance 407,866 303,010 314,393 214,340

Ending Fund Balance $ 303,010 $ 314,393 $ 214,340 $ 230,208

page 161 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GOVERNMENTAL TRUST (EXPENDABLE TRUST): STUDENT RELATED FUNDS — BUDGET AND PROJECTIONS

Total Revenues 62,000 62,000 63,000 64,000

Total Expenditures 46,000 46,000 47,000 47,000

Excess of Revenues over Expenditures 16,000 16,000 16,000 17,000 Beginning Fund Balance 230,000 246,000 262,000 279,000

Ending Fund Balance $ 246,000 $ 262,000 $ 279,000 $ 295,000

page 162 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GOVERNMENTAL TRUST (PERMANENT TRUST): WEGENKE FUND — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Earnings on Investments: Interest $ 15 $ 70 $ 74 $ -

Total Revenues 15 70 74 -

Expenditures by Function Transfers Out - - 9,533 -

Total Expenditures - - 9,533 -

Excess of Revenues over Expenditures 15 7 9,459 - Beginning Fund Balance 9,374 9,359 9,459 -

Ending Fund Balance $ 9,389 $ 9,366 $ - $ -

Fund Name: The Gary Wegenke Endowment For Educational Equity Description: This trust was created June 11, 1998 to honor former Superintendent Gary Wegenke for his 10 years of devoted service to Des Moines Public Schools. Its purpose is to support programs, training, research, and other activities that promote educational equity for students. At this time, the use of earnings has not been determined, but possibilities include educational grants and scholarships designed to reflect Dr. Wegenke's devotion to meeting the needs of a diverse learning population.

In FY 2019, the remaining balance for the Wegenke Fund was transferred out to be used to support activities of the district's Gay Straight Alliance. This transfer closed out the fund.

page 163 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GOVERNMENTAL TRUST (PERMANENT TRUST): WEGENKE FUND — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Earnings on Investments: Interest $ - $ - $ - $ -

Total Revenues - - - -

Expenditures by Function Transfers Out - - - -

Total Expenditures - - - -

Excess of Revenues over Expenditures - - - - Beginning Fund Balance - - - -

Ending Fund Balance $ - $ - $ - $ -

page 164 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GOVERNMENTAL TRUST (PERMANENT TRUST): WEGENKE FUND — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Earnings on Investments: Interest $ 15 $ 70 $ 74 $ -

Total Revenues 15 70 74 -

Expenditures by Object Salary & Benefits - - - - Purchased Services - - - - Supplies - - - - Property/Equipment - - - - Miscellaneous - - - - Other Items - - 9,533 -

Total Expenditures - - 9,533 -

Excess of Revenues over Expenditures 15 70 (9,459) - Beginning Fund Balance 9,374 9,389 9,459 -

Ending Fund Balance $ 9,389 $ 9,459 $ - $ -

In FY 2019, the remaining balance for the Wegenke Fund was transferred out to be used to support activities of the district's Gay Straight Alliance. This transfer closed out the fund.

page 165 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GOVERNMENTAL TRUST (PERMANENT TRUST): WEGENKE FUND — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Earnings on Investments: Interest $ - $ - $ - $ -

Total Revenues - - - -

Expenditures by Object Salary & Benefits - - - - Purchased Services - - - - Supplies - - - - Property/Equipment - - - - Miscellaneous - - - - Other Items - - - -

Total Expenditures - - - -

Excess of Revenues over Expenditures - - - - Beginning Fund Balance - - - -

Ending Fund Balance $ - $ - $ - $ -

page 166 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GOVERNMENTAL TRUST (PERMANENT TRUST): FUND FOR EXCELLENCE — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Earnings on Investments: Interest $ 2 $ - $ - $ -

Total Revenues 2 - - -

Expenditures by Function Transfers Out - 2,209 - -

Total Expenditures - - - -

Excess of Revenues over Expenditures 2 (2,209) - - Beginning Fund Balance 2,207 2,209 - -

Ending Fund Balance $ 2,209 $ - $ - $ -

Fund Name: Fund for Excellence Foundation Description: The original Fund for Excellence was dissolved in 1996. Since then, this fund has been used for the Marilyn Miller Memorial Trust, as well as other outside grants. Traditionally, most of the proceeds generated by this fund have been used to promote teacher education.

In FY 2018, the remaining balance for the Fund for Excellence was transferred out to be used to support activities of the Districtwide Science Fair. This transfer closed out the fund.

page 167 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GOVERNMENTAL TRUST (PERMANENT TRUST): FUND FOR EXCELLENCE — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Earnings on Investments: Interest $ - $ - $ - $ -

Total Revenues - - - -

Expenditures by Function Instruction - - - -

Total Expenditures - - - -

Excess of Revenues over Expenditures - - - - Beginning Fund Balance - - - -

Ending Fund Balance $ - $ - $ - $ -

page 168 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GOVERNMENTAL TRUST (PERMANENT TRUST): FUND FOR EXCELLENCE — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Earnings on Investments: Interest $ 2 $ - $ - $ -

Total Revenues 2 - - -

Expenditures by Object Salary & Benefits - - - - Purchased Services - - - - Supplies - - - - Property/Equipment - - - - Miscellaneous - - - - Other Items - 2,209 - -

Total Expenditures - 2,209 - -

Excess of Revenues over Expenditures 2 (2,209) - - Beginning Fund Balance 2,207 2,209 - -

Ending Fund Balance $ 2,209 $ - $ - $ -

In FY 2018, the remaining balance for the Fund for Excellence was transferred out to be used to support activities of the Districtwide Science Fair. This transfer closed out the fund.

page 169 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GOVERNMENTAL TRUST (PERMANENT TRUST): FUND FOR EXCELLENCE — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Earnings on Investments: Interest $ - $ - $ - $ -

Total Revenues - - - -

Expenditures by Object Salary & Benefits - - - - Purchased Services - - - - Supplies - - - - Property/Equipment - - - - Miscellaneous - - - - Other Items - - - -

Total Expenditures - - - -

Excess of Revenues over Expenditures - - - - Beginning Fund Balance - - - -

Ending Fund Balance $ - $ - $ - $ -

page 170 Governmental Funds - Capital Projects Funds

DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET SECURE AN ADVANCED VISION FOR EDUCATION (SAVE) FUND SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Earnings on Investments $ 117,116 $ 642,426 $ 2,256,961 $ 1,200,000 Sales and Use Tax 31,187,038 30,706,896 33,896,019 33,985,179 Other Revenue from Local Sources 306,000 9,351 - - General Long-Term Debt Proceeds - 60,711,168 - -

Total Revenues 31,610,154 92,069,841 36,152,980 35,185,179

Expenditures by Function Facilities Acquisition and Construction 24,654,858 20,887,708 20,315,047 32,610,000 Other Financing Uses - 469,511 3,500 - Transfers Out 23,880,972 18,249,571 23,095,026 22,995,050

Total Expenditures 48,535,830 39,606,790 43,413,573 55,605,050

Excess of Revenues over Expenditures (16,925,676) 52,463,051 (7,260,593) (20,419,871) Beginning Fund Balance 76,999,588 60,073,912 112,536,963 105,276,370

Ending Fund Balance $ 60,073,912 $ 112,536,963 $ 105,276,370 $ 84,856,499

page 171 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET SECURE AN ADVANCED VISION FOR EDUCATION (SAVE) FUND SUMMARY — HISTORICAL SUMMARY

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Earnings on Investments $ 832,000 $ 755,000 $ 689,000 $ 650,000 Sales and Use Tax 34,810,000 34,888,000 34,964,000 35,038,000 Other Revenue from Local Sources - - - - General Long-Term Debt Proceeds - - - -

Total Revenues 35,642,000 35,643,000 35,653,000 35,688,000

Expenditures by Function Facilities Acquisition and Construction 28,460,000 21,260,000 18,260,000 13,260,000 Other Financing Uses - - - - Transfers Out 22,996,000 22,994,000 22,993,000 22,993,000

Total Expenditures 51,457,000 44,254,000 41,254,000 36,254,000

Excess of Revenues over Expenditures (15,815,000) (8,611,000) (5,601,000) (565,000) Beginning Fund Balance 84,856,000 69,042,000 60,430,000 54,830,000

Ending Fund Balance $ 69,042,000 $ 60,430,000 $ 54,830,000 $ 54,264,000

page 172 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET SECURE AN ADVANCED VISION FOR EDUCATION (SAVE) FUND SUMMARY — HISTORICAL SUMMARY

Total Revenues 31,610,154 92,069,841 36,152,980 35,185,179

Expenditures by Object Salary & Benefits 482,903 473,487 484,789 505,000 Purchased Services 23,435,451 19,465,158 19,149,413 30,757,000 Supplies 63 44,772 6,672 40,000 Property/Equipment 734,025 978,410 605,012 1,200,000 Miscellaneous 2,415 395,393 69,164 108,000 Other Items 23,880,972 18,249,571 23,095,026 22,995,050

Total Expenditures 48,535,830 39,606,790 43,413,573 55,605,050

Excess of Revenues over Expenditures (16,925,676) 52,463,051 (7,260,593) (20,419,871) Beginning Fund Balance 76,999,588 60,073,912 112,536,963 105,276,370

Ending Fund Balance $ 60,073,912 $ 112,536,963 $ 105,276,370 $ 84,856,499

page 173 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET SECURE AN ADVANCED VISION FOR EDUCATION (SAVE) FUND SUMMARY — HISTORICAL SUMMARY

Total Revenues 35,642,000 35,643,000 35,653,000 35,688,000

Expenditures by Object Salary & Benefits 520,000 536,000 552,000 569,000 Purchased Services 25,540,000 18,324,000 15,308,000 10,291,000 Supplies 740,000 740,000 740,000 740,000 Property/Equipment 1,550,000 1,550,000 1,550,000 1,550,000 Miscellaneous 110,000 110,000 110,000 110,000 Other Items 22,996,000 22,994,000 22,993,000 22,993,000

Total Expenditures 51,457,000 44,254,000 41,254,000 36,254,000

Excess of Revenues over Expenditures (15,815,000) (8,611,000) (5,601,000) (565,000) Beginning Fund Balance 84,856,000 69,042,000 60,430,000 54,830,000

Ending Fund Balance $ 69,042,000 $ 60,430,000 $ 54,830,000 $ 54,264,000

page 174 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET DEBT SERVICE FUND SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Transfers In $ 77,535,972 $ 18,249,571 $ 23,095,026 $ 22,995,050

Total Revenues 77,535,972 18,249,571 23,095,026 22,995,050

Expenditures by Function Debt Service 77,535,972 18,249,571 23,095,026 22,995,050

Total Expenditures 77,535,972 18,249,571 23,095,026 22,995,050

Excess of Revenues over Expenditures - - - - Beginning Fund Balance - - - -

Ending Fund Balance $ - $ - $ - $ -

page 175 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET DEBT SERVICE FUND SUMMARY — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Transfers In $ 22,996,000 $ 22,994,000 $ 22,993,000 $ 22,993,000

Total Revenues 22,996,000 22,994,000 22,993,000 22,993,000

Expenditures by Function Debt Service 22,996,000 22,994,000 22,993,000 22,993,000

Total Expenditures 22,996,000 22,994,000 22,993,000 22,993,000

Excess of Revenues over Expenditures - - - - Beginning Fund Balance - - - -

Ending Fund Balance $ - $ - $ - $ -

page 176 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET DEBT SERVICE FUND SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Transfers In $ 77,535,972 $ 18,249,571 $ 23,095,026 $ 22,995,050

Total Revenues 77,535,972 18,249,571 23,095,026 22,995,050

Expenditures by Object Salary & Benefits - - - - Purchased Services - - - - Supplies - - - - Property/Equipment - - - - Miscellaneous - - - - Other Items 77,535,972 18,249,571 23,095,026 22,995,050

Total Expenditures 77,535,972 18,249,571 23,095,026 22,995,050

Excess of Revenues over Expenditures - - - - Beginning Fund Balance - - - -

Ending Fund Balance $ - $ - $ - $ -

page 177 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET DEBT SERVICE FUND SUMMARY — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Transfers In $ 22,996,000 $ 22,994,000 $ 22,993,000 $ 22,993,000

Total Revenues 22,996,000 22,994,000 22,993,000 22,993,000

Expenditures by Object Salary & Benefits - - - - Purchased Services - - - - Supplies - - - - Property/Equipment - - - - Miscellaneous - - - - Other Items 22,996,000 22,994,000 22,993,000 22,993,000

Total Expenditures 22,996,000 22,994,000 22,993,000 22,993,000

Excess of Revenues over Expenditures - - - - Beginning Fund Balance - - - -

Ending Fund Balance $ - $ - $ - $ -

page 178 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET DEBT SERVICE FUND SUMMARY

page 179 PROPRIETARY FUNDS

DMPS All Funds

Proprietary Funds

Enterprise Internal Funds Service Funds

Food & Self-Insurance Nutrition

Risk Child Care Management

Home Building Print Shop

Student Auto COLLAGE* Body/Mechanic

*Closed in FY 2017

page 180 Proprietary Funds - Enterprise Funds

DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET FOOD & NUTRITION FUND SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues State Sources $ 175,800 $ 180,854 $ 174,743 $ 189,083 Federal Sources 19,046,418 19,149,101 19,060,860 19,308,878 Nutrition Program Sales 1,810,790 1,809,971 1,514,191 1,580,229 Capital Contributions (77,277) 3,252 -

Total Revenues 20,955,732 21,143,179 20,749,794 21,078,190

Expenditures by Function Non-Instructional Expenditures 20,519,482 21,737,208 21,210,691 21,537,165

Total Expenditures 20,519,482 21,737,208 21,210,691 21,537,165

Excess of Revenues over Expenditures 436,249 (594,029) (460,897) (458,975) Beginning Fund Balance 1,352,210 1,788,459 1,194,430 733,533

Ending Fund Balance $ 1,788,459 $ 1,194,430 $ 733,533 $ 274,558

page 181 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET FOOD & NUTRITION FUND SUMMARY — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Projected Projected Projected Projected Revenues State Sources$ 191,000 $ 193,000 $ 195,000 $ 197,000 Federal Sources 19,702,000 20,099,000 20,500,000 20,905,000 Nutrition Program Sales 1,596,000 1,612,000 1,628,000 1,644,000 Capital Contributions - - - -

Total Revenues 21,489,000 21,904,000 22,323,000 22,746,000

Expenditures by Function Non-Instructional Expenditures 21,757,000 21,978,000 22,202,000 22,429,000

Total Expenditures 21,757,000 21,978,000 22,202,000 22,429,000

Excess of Revenues over Expenditures (268,000) (74,000) 121,000 318,000 Beginning Fund Balance 275,000 7,000 (67,000) 53,000

Ending Fund Balance$ 7,000 $ (67,000) $ 53,000 $ 371,000

page 182 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET FOOD & NUTRITION FUND SUMMARY — HISTORICAL SUMMARY

Total Revenues 20,955,732 21,143,179 20,749,794 21,078,190

Expenditures by Object Salary & Benefits 9,258,018 10,013,970 9,812,725 10,250,505 Purchased Services 607,541 154,082 163,420 155,000 Supplies 10,177,766 9,838,075 9,646,041 9,334,160 Property/Equipment 473,582 586,469 476,125 596,000 Miscellaneous 2,114 1,739 0 1,500 Other Items 462 1,142,874 1,112,380 1,200,000

Total Expenditures 20,519,482 21,737,208 21,210,691 21,537,165

Excess of Revenues over Expenditures 436,249 (594,029) (460,897) (458,975) Beginning Fund Balance 1,352,210 1,788,459 1,194,430 733,533

Ending Fund Balance $ 1,788,459 $ 1,194,430 $ 733,533 $ 274,558

Note: FY 2016 state reimburse meals with four payouts to cover only July - May. Rate calculated based on November and January payouts.

page 183 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET FOOD & NUTRITION FUND SUMMARY — BUDGET AND PROJECTIONS

Total Revenues 21,489,000 21,904,000 22,323,000 22,746,000

Expenditures by Object Salary & Benefits 10,357,000 10,465,000 10,574,000 10,686,000 Purchased Services 157,000 158,000 160,000 161,000 Supplies 9,428,000 9,522,000 9,617,000 9,711,000 Property/Equipment 602,000 608,000 614,000 620,000 Miscellaneous 2,000 2,000 2,000 2,000 Other Items 1,212,000 1,224,000 1,236,000 1,249,000

Total Expenditures 21,757,000 21,978,000 22,202,000 22,429,000

Excess of Revenues over Expenditures (268,000) (74,000) 121,000 318,000 Beginning Fund Balance 275,000 7,000 (67,000) 53,000

Ending Fund Balance$ 7,000 $ (67,000) $ 53,000 $ 371,000

page 184 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET CHILDCARE FUND SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Revenue from Local Sources $ 4,858,437 $ 5,699,859 $ 5,448,485 $ 4,500,000

Total Revenues 4,858,437 5,699,859 5,448,485 4,500,000

Expenditures by Function Non-Instructional Expenditures 4,829,288 5,843,522 5,589,520 5,153,000

Total Expenditures 4,829,288 5,843,522 5,589,520 5,153,000

Excess of Revenues over Expenditures 29,149 (143,662) (141,035) (653,000) Beginning Fund Balance (1,036,220) (1,007,071) (1,150,734) (1,291,768)

Ending Fund Balance $ (1,007,071) $ (1,150,734) $ (1,291,768) $ (1,944,768)

page 185 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET CHILDCARE FUND SUMMARY — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Projected Projected Projected Projected Revenues Revenue from Local Sources$ 4,600,000 $ 4,700,000 $ 4,800,000 $ 4,800,000

Total Revenues 4,600,000 4,700,000 4,800,000 4,800,000

Expenditures by Function Non-Instructional Expenditures 5,160,000 5,250,000 5,385,000 5,534,000

Total Expenditures 5,160,000 5,250,000 5,385,000 5,534,000

Excess of Revenues over Expenditures (560,000) (550,000) (585,000) (734,000) Beginning Fund Balance (1,945,000) (2,504,000) (3,054,000) (3,639,000)

Ending Fund Balance$ (2,504,000) $ (3,054,000) $ (3,639,000) $ (4,373,000)

page 186 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET CHILDCARE FUND SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Revenue from Local Sources $ 4,858,437 $ 5,699,859 $ 5,448,485 $ 4,500,000

Total Revenues 4,858,437 5,699,859 5,448,485 4,500,000

Expenditures by Object Salary & Benefits 4,290,753 5,269,767 4,693,945 4,500,000 Purchased Services 204,129 232,411 205,985 150,000 Supplies 287,814 311,789 280,439 240,000 Property/Equipment 15,311 3,458 4,737 3,000 Miscellaneous 31,280 26,096 35,845 30,000 Other Items - - 368,568 230,000

Total Expenditures 4,829,288 5,843,522 5,589,520 5,153,000

Excess of Revenues over Expenditures 29,149 (143,662) (141,035) (653,000) Beginning Fund Balance (1,036,220) (1,007,071) (1,150,734) (1,291,768)

Ending Fund Balance $ (1,007,071) $ (1,150,734) $ (1,291,768) $ (1,944,768)

page 187 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET CHILDCARE FUND SUMMARY — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Projected Projected Projected Projected Revenues Revenue from Local Sources$ 4,600,000 $ 4,700,000 $ 4,800,000 $ 4,800,000

Total Revenues 4,600,000 4,700,000 4,800,000 4,800,000

Expenditures by Object Salary & Benefits 4,635,000 4,774,000 4,917,000 5,065,000 Purchased Services 152,000 153,000 155,000 156,000 Supplies 240,000 240,000 240,000 240,000 Property/Equipment 3,000 3,000 3,000 3,000 Miscellaneous 30,000 30,000 30,000 30,000 Other Items 100,000 50,000 40,000 40,000

Total Expenditures 5,160,000 5,250,000 5,385,000 5,534,000

Excess of Revenues over Expenditures (560,000) (550,000) (585,000) (734,000) Beginning Fund Balance (1,945,000) (2,504,000) (3,054,000) (3,639,000)

Ending Fund Balance$ (2,504,000) $ (3,054,000) $ (3,639,000) $ (4,373,000)

page 188 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET HOME BUILDING FUND SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Revenue from Local Sources $ - $ 9,500 $ 100 $ 207,410

Total Revenues - 9,500 100 207,410

Expenditures by Function Non-Instructional Expenditures 3,363 1,112 2,229 6,550

Total Expenditures 3,363 1,112 2,229 6,550

Excess of Revenues over Expenditures (3,363) 8,388 (2,129) 200,860 Beginning Fund Balance 117,260 113,897 122,285 120,156

Ending Fund Balance $ 113,897 $ 122,285 $ 120,156 $ 321,016

FY 2016 Value includes CIP of $122,379 FY 2017 Value includes CIP of $143,279 FY 2018 Value inclues estimated CIP of $154,846 FY 2019 Value inclues estimated CIP of $178,474

page 189 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET HOME BUILDING FUND SUMMARY — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Projected Projected Projected Projected Revenues Revenue from Local Sources$ - $ - $ - $ -

Total Revenues - - - -

Expenditures by Function Non-Instructional Expenditures 400 400 400 400

Total Expenditures 400 400 400 400

Excess of Revenues over Expenditures (400) (400) (400) (400) Beginning Fund Balance 321,000 321,000 320,000 320,000

Ending Fund Balance $ 321,000 $ 320,000 $ 320,000 $ 319,000

page 190 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET HOME BUILDING FUND SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Revenue from Local Sources $ - $ 9,500 $ 100 $ 207,410

Total Revenues - 9,500 100 207,410

Expenditures by Object Salary & Benefits - - - - Purchased Services 2,191 414 662 2,713 Supplies 739 698 836 3,145 Property/Equipment - - - - Miscellaneous 434 - 731 693 Other Items - - - -

Total Expenditures 3,363 1,112 2,229 6,550

Excess of Revenues over Expenditures (3,363) 8,388 (2,129) 200,860 Beginning Fund Balance 117,260 113,897 122,285 120,156

Ending Fund Balance $ 113,897 ** $ 122,285 ** $ 120,156 $ 321,016

FY 2016 Value includes CIP of $122,379 FY 2017 Value includes CIP of $143,279 FY 2018 Value inclues estimated CIP of $154,846 FY 2019 Value inclues estimated CIP of $178,474

page 191 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET HOME BUILDING FUND SUMMARY — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Projected Projected Projected Projected Revenues Revenue from Local Sources$ - $ - $ - $ -

Total Revenues - - - -

Expenditures by Object Salary & Benefits - - - - Purchased Services - - - - Supplies 400 400 400 400 Property/Equipment - - - - Miscellaneous - - - - Other Items - - - -

Total Expenditures 400 400 400 400

Excess of Revenues over Expenditures (400) (400) (400) (400) Beginning Fund Balance 321,000 321,000 320,000 320,000

Ending Fund Balance$ 321,000 $ 320,000 $ 320,000 $ 319,000

page 192 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET STUDENT AUTO BODY / MECHANIC FUND SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Revenue from Local Sources $ 43,524 $ 28,093 $ 38,804 $ 39,192

Total Revenues 43,524 28,093 38,804 39,192

Expenditures by Function Non-Instructional Expenditures 22,090 37,938 44,807 45,255

Total Expenditures 22,090 37,938 44,807 45,255

Excess of Revenues over Expenditures 21,434 (9,845) (6,003) (6,063) Beginning Fund Balance 72,962 94,397 84,551 78,548

Ending Fund Balance $ 94,397 $ 84,551 $ 78,548 $ 72,485

page 193 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET STUDENT AUTO BODY / MECHANIC FUND SUMMARY — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Projected Projected Projected Projected Revenues Revenue from Local Sources$ 40,000 $ 40,000 $ 40,000 $ 41,000

Total Revenues 40,000 40,000 40,000 41,000

Expenditures by Function Non-Instructional Expenditures 46,000 46,000 47,000 47,000

Total Expenditures 46,000 46,000 47,000 47,000

Excess of Revenues over Expenditures (6,000) (6,000) (6,000) (6,000) Beginning Fund Balance 72,000 66,000 60,000 54,000

Ending Fund Balance$ 66,000 $ 60,000 $ 54,000 $ 48,000

page 194 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET STUDENT AUTO BODY / MECHANIC FUND SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Revenue from Local Sources $ 43,524 $ 28,093 $ 38,804 $ 39,192

Total Revenues 43,524 28,093 38,804 39,192

Expenditures by Object Salary & Benefits - - - - Purchased Services 3,070 6,347 5,869 5,928 Supplies 16,201 29,635 35,540 35,896 Property/Equipment 1,145 1,108 1,108 1,119 Miscellaneous 1,674 848 2,290 2,313 Other Items - - - -

Total Expenditures 22,090 37,938 44,807 45,255

Excess of Revenues over Expenditures 21,434 (9,845) (6,003) (6,063) Beginning Fund Balance 72,962 94,397 84,551 78,548

Ending Fund Balance $ 94,397 $ 84,551 $ 78,548 $ 72,485

page 195 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET STUDENT AUTO BODY / MECHANIC FUND SUMMARY — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Projected Projected Projected Projected Revenues Revenue from Local Sources$ 40,000 $ 40,000 $ 40,000 $ 41,000

Total Revenues 40,000 40,000 40,000 41,000

Expenditures by Object Salary & Benefits - - - - Purchased Services 6,000 6,000 6,000 6,000 Supplies 36,000 37,000 37,000 37,000 Property/Equipment 1,000 1,000 1,000 1,000 Miscellaneous 2,000 2,000 2,000 2,000 Other Items - - - -

Total Expenditures 46,000 46,000 47,000 47,000

Excess of Revenues over Expenditures (6,000) (6,000) (6,000) (6,000) Beginning Fund Balance 72,000 66,000 60,000 54,000

Ending Fund Balance$ 66,000 $ 60,000 $ 54,000 $ 48,000

page 196 Proprietary Funds - Internal Service

DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET SELF INSURANCE FUND SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Employee Benefits Deductions $ 62,620,724 $ 67,698,188 $ 68,542,835 $ 65,018,402

Total Revenues 62,620,724 67,698,188 68,542,835 65,018,402

Expenditures by Function Claims and Related Costs 65,781,675 69,996,514 68,146,608 68,321,656

Total Expenditures 65,781,675 69,996,514 68,146,608 68,321,656

Excess of Revenues over Expenditures (3,160,951) (2,298,326) 396,227 (3,303,254) Beginning Fund Balance 13,969,023 10,808,072 8,509,746 8,905,973

Ending Fund Balance $ 10,808,072 $ 8,509,746 $ 8,905,973 $ 5,602,719

page 197 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET SELF INSURANCE FUND SUMMARY — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Employee Benefits Deductions $ 67,500,000 $ 70,715,000 $ 72,755,000 $ 74,375,000

Total Revenues 67,500,000 70,715,000 72,755,000 74,375,000

Expenditures by Function Claims and Related Costs 70,446,000 71,689,000 73,086,000 74,644,000

Total Expenditures 70,446,000 71,689,000 73,086,000 74,644,000

Excess of Revenues over Expenditures (2,945,000) (974,000) (331,000) (269,000) Beginning Fund Balance 5,603,000 2,657,000 1,683,000 1,352,000

Ending Fund Balance $ 2,657,000 $ 1,683,000 $ 1,352,000 $ 1,084,000

page 198 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET SELF INSURANCE FUND SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Employee Benefits Deductions $ 62,620,724 $ 67,698,188 $ 68,542,835 $ 65,018,402

Total Revenues 62,620,724 67,698,188 68,542,835 65,018,402

Expenditures by Object Salary & Benefits 65,483,949 69,521,807 67,757,511 67,931,560 Purchased Services 277,358 353,312 432,600 353,711 Supplies 19,129 80,295 (47,166) 32,713 Property/Equipment 395 36,170 - - Miscellaneous 844 4,931 3,663 3,672 Other Items - - - -

Total Expenditures 65,781,675 69,996,514 68,146,608 68,321,656

Excess of Revenues over Expenditures (3,160,951) (2,298,326) 396,227 (3,303,254) Beginning Fund Balance 13,969,023 10,808,072 8,509,746 8,905,973

Ending Fund Balance $ 10,808,072 $ 8,509,746 $ 8,905,973 $ 5,602,719

page 199 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET SELF INSURANCE FUND SUMMARY — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Employee Benefits Deductions $ 67,500,000 $ 70,715,000 $ 72,755,000 $ 74,375,000

Total Revenues 67,500,000 70,715,000 72,755,000 74,375,000

Expenditures by Object Salary & Benefits 70,043,000 71,280,000 72,668,000 74,218,000 Purchased Services 365,000 371,000 378,000 386,000 Supplies 34,000 34,000 35,000 36,000 Property/Equipment - - - - Miscellaneous 4,000 4,000 4,000 4,000 Other Items - - - -

Total Expenditures 70,446,000 71,689,000 73,086,000 74,644,000

Excess of Revenues over Expenditures (2,945,000) (974,000) (331,000) (269,000) Beginning Fund Balance 5,603,000 2,657,000 1,683,000 1,352,000

Ending Fund Balance $ 2,657,000 $ 1,683,000 $ 1,352,000 $ 1,084,000

page 200 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET RISK MANAGEMENT FUND SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Revenue from local sources $ 933,932 $ 954,550 $ 936,443 $ 945,807

Total Revenues 933,932 954,550 936,443 945,807

Expenditures by Function Operations 933,471 948,870 933,015 942,345

Total Expenditures 933,471 948,870 933,015 942,345

Excess of Revenues over Expenditures 460 5,680 3,428 3,462 Beginning Fund Balance 189,701 190,162 195,842 199,270

Ending Fund Balance $ 190,162 $ 195,842 $ 199,270 $ 202,732

page 201 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET RISK MANAGEMENT FUND SUMMARY — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Revenue from local sources $ 955,000 $ 965,000 $ 974,000 $ 984,000

Total Revenues 955,000 965,000 974,000 984,000

Expenditures by Function Operations 952,000 961,000 971,000 981,000

Total Expenditures 952,000 961,000 971,000 981,000

Excess of Revenues over Expenditures 3,000 4,000 4,000 4,000 Beginning Fund Balance 203,000 206,000 210,000 213,000

Ending Fund Balance $ 206,000 $ 210,000 $ 213,000 $ 217,000

page 202 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET RISK MANAGEMENT FUND SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Revenue from local sources $ 933,932 $ 954,550 $ 936,443 $ 945,807

Total Revenues 933,932 954,550 936,443 945,807

Expenditures by Object Salary & Benefits 933,471 948,870 933,015 942,345 Purchased Services - - - - Supplies - - - - Property/Equipment - - - - Miscellaneous - - - - Other Items - - - -

Total Expenditures 933,471 948,870 933,015 942,345

Excess of Revenues over Expenditures 460 5,680 3,428 3,462 Beginning Fund Balance 189,701 190,162 195,842 199,270

Ending Fund Balance $ 190,162 $ 195,842 $ 199,270 $ 202,732

page 203 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET RISK MANAGEMENT FUND SUMMARY — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Revenue from local sources $ 955,000 $ 965,000 $ 974,000 $ 984,000

Total Revenues 955,000 965,000 974,000 984,000

Expenditures by Object Salary & Benefits 952,000 961,000 971,000 981,000 Purchased Services - - - - Supplies - - - - Property/Equipment - - - - Miscellaneous - - - - Other Items - - - -

Total Expenditures 952,000 961,000 971,000 981,000

Excess of Revenues over Expenditures 3,000 4,000 4,000 4,000 Beginning Fund Balance 203,000 206,000 210,000 213,000

Ending Fund Balance $ 206,000 $ 210,000 $ 213,000 $ 217,000

page 204 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET PRINT SHOP FUND SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Revenue from Local Sources $ 1,181,604 $ 1,413,600 $ 1,395,963 $ 1,575,000

Total Revenues 1,181,604 1,413,600 1,395,963 1,575,000

Expenditures by Function Operations 1,167,702 1,397,112 1,408,979 1,559,000

Total Expenditures 1,167,702 1,397,112 1,408,979 1,559,000

Excess of Revenues over Expenditures 13,902 16,488 (13,016) 16,000 Beginning Fund Balance 52,563 66,465 82,953 69,937

Ending Fund Balance $ 66,465 $ 82,953 $ 69,937 $ 85,937

page 205 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET PRINT SHOP FUND SUMMARY — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Revenue from Local Sources $ 1,607,000 $ 1,639,000 $ 1,671,000 $ 1,705,000

Total Revenues 1,607,000 1,639,000 1,671,000 1,705,000

Expenditures by Function Operations 1,590,000 1,622,000 1,654,000 1,688,000

Total Expenditures 1,590,000 1,622,000 1,654,000 1,688,000

Excess of Revenues over Expenditures 16,000 17,000 17,000 17,000 Beginning Fund Balance 86,000 102,000 119,000 136,000

Ending Fund Balance $ 102,000 $ 119,000 $ 136,000 $ 153,000

page 206 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET PRINT SHOP FUND SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Revenue from Local Sources $ 1,181,604 $ 1,413,600 $ 1,395,963 $ 1,575,000

Total Revenues 1,181,604 1,413,600 1,395,963 1,575,000

Expenditures by Object Salary & Benefits 282,250 353,210 402,624 445,493 Purchased Services 748,020 903,592 856,474 947,667 Supplies 97,606 134,752 141,085 156,107 Property/Equipment 23,735 5,559 8,796 9,732 Miscellaneous - - - - Other Items 16,092 - - -

Total Expenditures 1,167,702 1,397,112 1,408,979 1,559,000

Excess of Revenues over Expenditures 13,902 16,488 (13,016) 16,000 Beginning Fund Balance 52,563 66,465 82,953 69,937

Ending Fund Balance $ 66,465 $ 82,953 $ 69,937 $ 85,937

page 207 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET PRINT SHOP FUND SUMMARY — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Revenue from Local Sources $ 1,607,000 $ 1,639,000 $ 1,671,000 $ 1,705,000

Total Revenues 1,607,000 1,639,000 1,671,000 1,705,000

Expenditures by Object Salary & Benefits 454,000 463,000 473,000 482,000 Purchased Services 967,000 986,000 1,006,000 1,026,000 Supplies 159,000 162,000 166,000 169,000 Property/Equipment 10,000 10,000 10,000 11,000 Miscellaneous - - - - Other Items - - - -

Total Expenditures 1,590,000 1,622,000 1,654,000 1,688,000

Excess of Revenues over Expenditures 16,000 17,000 17,000 17,000 Beginning Fund Balance 86,000 102,000 119,000 136,000

Ending Fund Balance $ 102,000 $ 119,000 $ 136,000 $ 153,000

page 208 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET COLLAGE FUND SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Revenue from local sources $ 13,056 $ - $ - $ - Transfers In 73,864 - - -

Total Revenues 13,056 - - -

Expenditures by Function Operations 13,056 - - -

Total Expenditures 13,056 - - -

Excess of Revenues over Expenditures 73,864 - - - Beginning Fund Balance (73,864) - - -

Ending Fund Balance $ - $ - $ - $ -

The district eliminated the COLLAGE Fund through a General Fund transfer with the apporval of a School Board. Fund closed in FY 2017.

page 209 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET COLLAGE FUND SUMMARY — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Revenue from local sources - - - - Transfers In $ - $ - $ - $ -

Total Revenues - - - -

Expenditures by Function Operations - - - -

Total Expenditures - - - -

Excess of Revenues over Expenditures - - - - Beginning Fund Balance - - - -

Ending Fund Balance $ - $ - $ - $ -

page 210 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET COLLAGE FUND SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Revenue from local sources $ 13,056 $ - $ - $ - Transfers In 73,864 - - -

Total Revenues 13,056 - - -

Expenditures by Object Salary & Benefits 12,621 - - - Purchased Services 435 - - - Supplies - - - - Property/Equipment - - - - Miscellaneous - - - - Other Items - - - -

Total Expenditures 13,056 - - -

Excess of Revenues over Expenditures 73,864 - - - Beginning Fund Balance (73,864) - - -

Ending Fund Balance $ - $ - $ - $ -

The district eliminated the COLLAGE Fund through a General Fund transfer with the apporval of a School Board. Fund closed in FY 2017.

page 211 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET COLLAGE FUND SUMMARY — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Revenue from local sources - - - - Transfers In $ - $ - $ - $ -

Total Revenues - - - -

Expenditures by Object Salary & Benefits - - - - Purchased Services - - - - Supplies - - - - Property/Equipment - - - - Miscellaneous - - - - Other Items - - - -

Total Expenditures

Excess of Revenues over Expenditures - - - - Beginning Fund Balance - - - -

Ending Fund Balance $ - $ - $ - $ -

page 212 FIDUCIARY FUNDS

DMPS All Funds

Fiduciary Funds

Trust Funds

Private Purpose

Pension

Agency

page 213 Fiduciary Funds - Trust Funds

DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET COMBINED TRUST FUNDS SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Donations $ 13,417 $ 32,234 $ 457,903 $ 1,383,640 Investment Income: Interest and Dividends 1,143 5,635 15,821 21,248

Total Revenues 14,560 37,869 473,724 1,404,888

Expenditures by Function Scholarships 12,200 43,969 73,762 165,500

Total Expenditures 12,200 43,969 73,762 165,500

Excess of Revenues over Expenditures 2,360 (6,100) 399,962 1,239,388 Beginning Fund Balance 720,217 722,577 716,478 1,116,440

Ending Fund Balance $ 722,577 $ 716,478 $ 1,116,440 $ 2,355,828

page 214 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET COMBINED TRUST FUNDS SUMMARY — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Donations $ 145,000 $ 145,000 $ 145,000 $ 145,000 Investment Income: Interest and Dividends 21,000 21,000 21,000 21,000

Total Revenues 166,000 166,000 166,000 166,000

Expenditures by Function Scholarships 166,000 166,000 166,000 166,000

Total Expenditures 166,000 166,000 166,000 166,000

Excess of Revenues over Expenditures 1,000 1,000 1,000 1,000 Beginning Fund Balance 2,356,000 2,356,000 2,357,000 2,358,000

Ending Fund Balance $ 2,356,000 $ 2,357,000 $ 2,358,000 $ 2,358,000

page 215 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET COMBINED TRUST FUNDS SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Donations $ 13,417 $ 32,234 $ 457,903 $ 1,383,640 Investment Income: Interest and Dividends 1,143 5,635 15,821 21,248

Total Revenues 14,560 37,869 473,724 1,404,888

Expenditures by Object Salary & Benefits - - - - Purchased Services 12,200 43,969 73,762 165,500 Supplies - - - - Property/Equipment - - - - Miscellaneous - - - - Other Items - - - -

Total Expenditures 12,200 43,969 73,762 165,500

Excess of Revenues over Expenditures 2,360 (6,100) 399,962 1,239,388 Beginning Fund Balance 720,217 722,577 716,478 1,116,440

Ending Fund Balance $ 722,577 $ 716,478 $ 1,116,440 $ 2,355,828

page 216 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET COMBINED TRUST FUNDS SUMMARY — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Donations $ 145,000 $ 145,000 $ 145,000 $ 145,000 Investment Income: Interest and Dividends 21,000 21,000 21,000 21,000

Total Revenues 166,000 166,000 166,000 166,000

Expenditures by Object Salary & Benefits - - - - Purchased Services 166,000 166,000 166,000 166,000 Supplies - - - - Property/Equipment - - - - Miscellaneous - - - - Other Items - - - -

Total Expenditures 166,000 166,000 166,000 166,000

Excess of Revenues over Expenditures 1,000 1,000 1,000 1,000 Beginning Fund Balance 2,356,000 2,356,000 2,357,000 2,358,000

Ending Fund Balance $ 2,356,000 $ 2,357,000 $ 2,358,000 $ 2,358,000

page 217 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET NON-EXPENDABLE TRUST: HOYT FUND — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Investment Income: Interest and Dividends 23 114 243 243

Total Revenues 23 114 243 243

Expenditures by Function Scholarships - - 300 -

Total Expenditures - - 300 -

Excess of Revenues over Expenditures 23 114 (57) 243 Beginning Fund Balance 14,429 14,452 14,566 14,509

Ending Fund Balance $ 14,452 $ 14,566 $ 14,509 $ 14,752

Fund Name: Cress O. Hoyt Educational Fund Description: This fund was established on November 19, 1957 to provide an annual scholarship of $300 to a "worthy boy who needs such help." It was to last for at least 25 years and is now well beyond that timeframe.

page 218 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET NON-EXPENDABLE TRUST: HOYT FUND — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Investment Income: Interest and Dividends 200 200 200 200

Total Revenues 200 200 200 200

Expenditures by Function Scholarships - - - -

Total Expenditures - - - -

Excess of Revenues over Expenditures 200 200 200 200 Beginning Fund Balance 15,000 15,000 15,000 15,000

Ending Fund Balance $ 15,000 $ 15,000 $ 15,000 $ 16,000

page 219 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET NON-EXPENDABLE TRUST: HOYT FUND — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Investment Income: Interest and Dividends 23 114 243 243

Total Revenues 23 114 243 243

Expenditures by Object Salary & Benefits - - - - Purchased Services - - 300 - Supplies - - - - Property/Equipment - - - - Miscellaneous - - - - Other Items - - - -

Total Expenditures - - 300 -

Excess of Revenues over Expenditures 12 23 114 (408) Beginning Fund Balance 14,417 14,429 14,452 14,566

Ending Fund Balance $ 14,429 $ 14,452 $ 14,566 $ 14,159

page 220 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET NON-EXPENDABLE TRUST: HOYT FUND — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Investment Income: Interest and Dividends 200 200 200 200

Total Revenues 200 200 200 200

Expenditures by Object Salary & Benefits - - - - Purchased Services - - - - Supplies - - - - Property/Equipment - - - - Miscellaneous - - - - Other Items - - - -

Total Expenditures - - - -

Excess of Revenues over Expenditures 200 200 200 200 Beginning Fund Balance 15,000 15,000 15,000 15,000

Ending Fund Balance $ 15,000 $ 15,000 $ 15,000 $ 16,000

page 221 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET NON-EXPENDABLE TRUST: GENEVIEVE DAHL FUND — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Investment Income: Interest and Dividends $ 545 $ 2,688 $ 5,828 $ 3,776

Total Revenues 545 2,688 5,828 3,776

Expenditures by Function Scholarships - - - -

Total Expenditures - - - -

Excess of Revenues over Expenditures 545 2,688 5,828 3,776 Beginning Fund Balance 340,250 340,795 343,483 349,311

Ending Fund Balance $ 340,795 $ 343,483 $ 349,311 $ 353,087

Fund Name: Gevenieve Dahl Trust Fund Description: In March of 1974, Genevieve Dahl established a trust which was liquidated upon her death in 1989. The terms required that 50% of the proceeds of the trust be given to Des Moines Public Schools to begin a scholarship fund for physically handicapped high school graduates. This fund was established on July 24, 1989.

page 222 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET NON-EXPENDABLE TRUST: GENEVIEVE DAHL FUND — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Investment Income: Interest and Dividends $ 4,000 $ 4,000 $ 4,000 $ 4,000

Total Revenues 4,000 4,000 4,000 4,000

Expenditures by Function Scholarships - - - -

Total Expenditures - - - -

Excess of Revenues over Expenditures 4,000 4,000 4,000 4,000 Beginning Fund Balance 353,000 357,000 361,000 364,000

Ending Fund Balance $ 357,000 $ 361,000 $ 364,000 $ 368,000

page 223 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET NON-EXPENDABLE TRUST: GENEVIEVE DAHL FUND — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Investment Income: Interest and Dividends $ 545 $ 2,688 $ 5,828 $ 3,776

Total Revenues 545 2,688 5,828 3,776

Expenditures by Object Salary & Benefits - - - - Purchased Services - - - - Supplies - - - - Property/Equipment - - - - Miscellaneous - - - - Other Items - - - -

Total Expenditures - - - -

Excess of Revenues over Expenditures 545 2,688 5,828 3,776 Beginning Fund Balance 340,250 340,795 343,483 349,311

Ending Fund Balance $ 340,795 $ 343,483 $ 349,311 $ 353,087

page 224 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET NON-EXPENDABLE TRUST: GENEVIEVE DAHL FUND — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Investment Income: Interest and Dividends $ 4,000 $ 4,000 $ 4,000 $ 4,000

Total Revenues 4,000 4,000 4,000 4,000

Expenditures by Object Salary & Benefits - - - - Purchased Services - - - - Supplies - - - - Property/Equipment - - - - Miscellaneous - - - - Other Items - - - -

Total Expenditures - - - -

Excess of Revenues over Expenditures 4,000 4,000 4,000 4,000 Beginning Fund Balance 353,000 357,000 361,000 364,000

Ending Fund Balance $ 357,000 $ 361,000 $ 364,000 $ 368,000

page 225 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET NON-EXPENDABLE TRUST: EMPLOYEE DEPENDENT SCHOLARSHIP FUND — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Investment Income: Interest and Dividends $ 20 $ 95 $ 197 $ 123

Total Revenues 20 95 197 123

Expenditures by Function Scholarships 500 500 500 500

Total Expenditures 500 500 500 500

Excess of Revenues over Expenditures (480) (405) (303) (377) Beginning Fund Balance 12,938 12,458 12,053 11,750

Ending Fund Balance $ 12,458 $ 12,053 $ 11,750 $ 11,373

Fund Name: DM School Employees' Association Scholarship Fund Description: This fund was established on September 4, 1984 as a result of the dissolution of the School Employees' Association that had existed since the 1940s. The agreement stipulates that the income be paid annually as a college scholarship to the son or daughter of a full-time employee of Des Moines Public Schools. It is a permanent fund set up on an endowment basis.

page 226 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET NON-EXPENDABLE TRUST: EMPLOYEE DEPENDENT SCHOLARSHIP FUND — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Investment Income: Interest and Dividends $ 100 $ 100 $ 100 $ 100

Total Revenues 100 100 100 100

Expenditures by Function Scholarships 500 500 500 500

Total Expenditures 500 500 500 500

Excess of Revenues over Expenditures (400) (400) (400) (400) Beginning Fund Balance 11,000 11,000 11,000 10,000

Ending Fund Balance $ 11,000 $ 11,000 $ 10,000 $ 10,000

page 227 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET NON-EXPENDABLE TRUST: EMPLOYEE DEPENDENT SCHOLARSHIP FUND — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Investment Income: Interest and Dividends $ 20 $ 95 $ 197 $ 123

Total Revenues 20 95 197 123

Expenditures by Object Salary & Benefits - - - - Purchased Services 500 500 500 500 Supplies - - - - Property/Equipment - - - - Miscellaneous - - - - Other Items - - - -

Total Expenditures 500 500 500 500

Excess of Revenues over Expenditures (480) (405) (303) (377) Beginning Fund Balance 12,938 12,458 12,053 11,750

Ending Fund Balance $ 12,458 $ 12,053 $ 11,750 $ 11,373

page 228 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET NON-EXPENDABLE TRUST: EMPLOYEE DEPENDENT SCHOLARSHIP FUND — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Investment Income: Interest and Dividends $ 100 $ 100 $ 100 $ 100

Total Revenues 100 100 100 100

Expenditures by Object Salary & Benefits - - - - Purchased Services 500 500 500 500 Supplies - - - - Property/Equipment - - - - Miscellaneous - - - - Other Items - - - -

Total Expenditures 500 500 500 500

Excess of Revenues over Expenditures (400) (400) (400) (400) Beginning Fund Balance 11,000 11,000 11,000 10,000

Ending Fund Balance $ 11,000 $ 11,000 $ 10,000 $ 10,000

page 229 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET NON-EXPENDABLE TRUST: GABRIEL FUND — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Investment Income: Interest and Dividends $ 88 $ 433 $ 940 $ 609

Total Revenues 88 433 940 609

Expenditures by Function Scholarships - - - -

Total Expenditures - - - -

Excess of Revenues over Expenditures 88 433 940 609 Beginning Fund Balance 54,851 54,939 55,372 56,312

Ending Fund Balance $ 54,939 $ 55,372 $ 56,312 $ 56,921

Fund Name: Jennie R. Gabriel Award Trust Fund Description: This fund was established on November 23, 1959 by the three daughters of Jennie Gabriel in her memory. Jennie and her daughters were graduates of East High School, and this scholarship is directed to one East graduate annually. The individual is to have graduated in the top fifth of his/her class and be college bound. This award is not need-based. As the fund grows, so do its benefits to provide for additional scholarships.

page 230 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET NON-EXPENDABLE TRUST: GABRIEL FUND — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Investment Income: Interest and Dividends $ 600 $ 600 $ 600 $ 600

Total Revenues 600 600 600 600

Expenditures by Function Scholarships - - - -

Total Expenditures - - - -

Excess of Revenues over Expenditures 600 600 600 600 Beginning Fund Balance 57,000 58,000 58,000 59,000

Ending Fund Balance $ 58,000 $ 58,000 $ 59,000 $ 59,000

page 231 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET NON-EXPENDABLE TRUST: GABRIEL FUND — HISTORICAL SUMMARY

FY 2016 FY 2017 FY 2018 FY 2019 FY 2017 FY 2018 FY 2019 FY 2020 Revenues Actual Actual Actual Re-estimated Investment Income: Interest and Dividends $ 88 $ 433 $ 940 $ 609 Total Revenues 88 433 940 609 Expenditures by Object Salary & Benefits - - - - Purchased Services - - - - Supplies - - - - Property/Equipment - - - - Miscellaneous - - - - Other Items - - - -

Total Expenditures - - - -

Excess of Revenues over Expenditures 88 433 940 609 Beginning Fund Balance 54,851 54,939 55,372 56,312

Ending Fund Balance $ 54,939 $ 55,372 $ 56,312 $ 56,921

page 232 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET NON-EXPENDABLE TRUST: GABRIEL FUND — BUDGET AND PROJECTIONS

FY 2020 FY 2021 FY 2022 FY 2023 FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Investment Income: Interest and Dividends $ 600 $ 600 $ 600 $ 600

Total Revenues 600 600 600 600 Expenditures by Object Salary & Benefits - - - - Purchased Services - - - - Supplies - - - - Property/Equipment - - - - Miscellaneous - - - - Other Items - - - -

Total Expenditures - - - -

Excess of Revenues over Expenditures 600 600 600 600 Beginning Fund Balance 57,000 58,000 58,000 59,000

Ending Fund Balance $ 58,000 $ 58,000 $ 59,000 $ 59,000

page 233 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET NON-EXPENDABLE TRUST: MISCELLANEOUS PRIVATE PURPOSE FUNDS — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Donations $ 13,417 $ 32,234 $ 457,903 $ 1,383,640 Investment Income: Interest and Dividends 466 2,304 8,613 16,497

Total Revenues 13,883 34,539 466,516 1,400,137

Expenditures by Function Scholarships 11,700 43,469 72,962 165,000

Total Expenditures 11,700 43,469 72,962 165,000

Excess of Revenues over Expenditures 2,183 (8,930) 393,554 1,235,137 Beginning Fund Balance 297,750 299,933 291,003 684,557

Ending Fund Balance $ 299,933 $ 291,003 $ 684,557 $ 1,919,694

Description: This is a summary of other miscellaneous private purpose trust funds. Most of these funds are for student scholarships based on criteria defined by the donor.

page 234 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET NON-EXPENDABLE TRUST: MISCELLANEOUS PRIVATE PURPOSE FUNDS — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Donations $ 145,000 $ 145,000 $ 145,000 $ 145,000 Investment Income: Interest and Dividends 16,000 16,000 16,000 16,000

Total Revenues 161,000 161,000 161,000 161,000

Expenditures by Function Scholarships 165,000 165,000 165,000 165,000

Total Expenditures 165,000 165,000 165,000 165,000

Excess of Revenues over Expenditures (4,000) (4,000) (4,000) (4,000) Beginning Fund Balance 1,920,000 1,916,000 1,912,000 1,909,000

Ending Fund Balance $ 1,916,000 $ 1,912,000 $ 1,909,000 $ 1,905,000

Description: This is a summary of other miscellaneous private purpose trust funds. Most of these funds are for student scholarships based on criteria defined by the donor.

page 235 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET NON-EXPENDABLE TRUST: MISCELLANEOUS PRIVATE PURPOSE FUNDS — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Donations $ 13,417 $ 32,234 $ 457,903 $ 1,383,640 Investment Income: Interest and Dividends 466 2,304 8,613 16,497

Total Revenues 13,883 34,539 466,516 1,400,137

Expenditures by Object Salary & Benefits - - - - Purchased Services 11,700 43,469 72,962 165,000 Supplies - - - - Property/Equipment - - - - Miscellaneous - - - - Other Items - - - -

Total Expenditures 11,700 43,469 72,962 165,000

Excess of Revenues over Expenditures 2,183 (8,930) 393,554 1,235,137 Beginning Fund Balance 297,750 299,933 291,003 684,557

Ending Fund Balance $ 299,933 $ 291,003 $ 684,557 $ 1,919,694

Description: This is a summary of other miscellaneous private purpose trust funds. Most of these funds are for student scholarships based on criteria defined by the donor.

page 236 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET NON-EXPENDABLE TRUST: MISCELLANEOUS PRIVATE PURPOSE FUNDS — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Donations $ 145,000 $ 145,000 $ 145,000 $ 145,000 Investment Income: Interest and Dividends 16,000 16,000 16,000 16,000

Total Revenues 161,000 161,000 161,000 161,000

Expenditures by Object Salary & Benefits - - - - Purchased Services 165,000 165,000 165,000 165,000 Supplies - - - - Property/Equipment - - - - Miscellaneous - - - - Other Items - - - -

Total Expenditures 165,000 165,000 165,000 165,000

Excess of Revenues over Expenditures (4,000) (4,000) (4,000) (4,000) Beginning Fund Balance 1,920,000 1,916,000 1,912,000 1,909,000

Ending Fund Balance $ 1,916,000 $ 1,912,000 $ 1,909,000 $ 1,905,000

Description: This is a summary of other miscellaneous private purpose trust funds. Most of these funds are for student scholarships based on criteria defined by the donor.

page 237 REVENUES & EXPENDITURES

ALL FUNDS

District revenues and expenditures are accounted for in five fund types (Operating, Special Revenue, Capital Projects, Debt Service, and Enterprise). Within these five fund types, the district maintains multiple fund accounts to account for revenues from a variety of sources and expenditures.

Fund Category Fund Type: DMPS Fund Account(s) Governmental Funds account for operating and special revenue activities. Operating: General Fund Special Revenue: Management, PPEL, PERL, Student Activity, and Governmental Trusts Capital Projects: Secure an Advanced Vision for Education (SAVE) Debt Service: Debt Service Proprietary Funds account for business-type activities. Enterprise: Food & Nutrition, Childcare, Home Building, and Student Auto Body Internal Service: Self-Insurance, Risk Management, Print Shop, and COLLAGE* Fiduciary Funds account for resources held for others by DMPS as an agent or trustee. Trust: Private Purpose Trust Funds, Pension Trust, and Agency Funds *Closed FY 2017

Revenue Sources State Local (including Property Taxes) Federal Intermediary Other Sources

Expenditures by Function Expenditures by Object Instruction Salaries & Benefits Student Support Purchased Services Plant Operations & Maintenance Supplies Central Administration Property/Equipment Non-Instruction Miscellaneous Facilities Other Items Debt Service AEA Support Transfers Out

page 238 The graphs below outline all district revenues by fund type and fund account.

page 239 The graphs below outline all district expenditures by fund type and fund account.

FY 2021 EXPENDITURES: ALL FUNDS BY FUND ACCOUNT

page 240 GENERAL FUND

The General Fund is the largest fund in the district. All funds that are not required to be accounted for in a different fund are accounted for in the General Fund. 78.30% of all revenues budgeted for by the district in FY 2021. The sources of General Fund revenue are: • State Funds • Local Funds (including Property Tax)

78.30% of Total Revenues • Federal Funds • Intermediary Sources These revenue sources are explained in greater detail on the following pages

The General Fund accounts for 76.37% of all FY 2021 budgeted expenditures. The FY 2021 General Fund budgeted expenditures by function encompass: Instruction – 60.7%, Student Support – 22.7%, Plant Operations & Maintenance – 8.4%, Central Administration – 4.1%, AEA flow through – 3.8%, and Non- Instruction Expenses – 0.3%.

General Fund budgeted expenditures by object encompass: 76.37% of Total Expenditures Salaries & Benefits – 82.5%, Purchased Services – 8.4%, Supplies – 4.1%, AEA flow through – 3.8%, Property/Equipment – .09%, and Miscellaneous – 0.2%.

page 241 General Fund Revenue Sources FY 2021 GENERAL FUND REVENUE SOURCES

State, 60.7% Local Funds, 31.8% Federal, 7.4% Intermediary, 0.2%

General Fund Revenue Sources, 10 Year Comparison

SOURCES OF GENERAL FUND REVENUES, BY PERCENT 100%

80%

60%

40%

20%

0% FY FY FY FY FY FY FY FY FY FY 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Intermediary 0.1% 0.1% 0.2% 0.2% 0.2% 0.2% 0.2% 0.2% 0.2% 0.2% Federal 12.9% 10.2% 7.8% 8.3% 7.5% 7.8% 8.1% 8.0% 7.8% 7.4% Local Funds 32.8% 32.0% 32.3% 30.5% 31.1% 31.3% 31.1% 32.4% 32.4% 31.8% State 54.2% 57.7% 59.7% 61.0% 61.2% 60.7% 60.6% 59.5% 59.6% 60.6%

page 242

General Fund Revenues: State Funds State funds account for 59.6% of General Fund revenues. State Aid is the single largest source of revenue for the General Fund. State revenues include State Foundation Aid, Teacher Salary Supplement, and Universal Preschool. Other sources of state revenues include grants from the Iowa Department of Education. Details on state revenues in the General Funds are included in the General Fund Revenues by Source: State schedule.

FY 2021 GENERAL FUND REVENUE SOURCES: STATE

State, 59.6%

State Foundation Aid budgets are based on the initial “Aid & Levy” documents released by the Iowa Department of Education each year in early February. The Aid & Levy projects Foundation Aid based on a per student funding formula which has been in place for years and is administered by the Iowa Department of Education. Property tax rates and subsequent revenues are part of the Aid & Levy and can be adjusted with School Board approval, within limits defined by the State. The district developed a balanced budget, using all known factors. After the Aid & Levy is finalized in June, the district may amend the budget, if needed.

Details of the initial Aid & Levy are included in the State and Local Funds: Aid & Levy worksheet.

State grants are usually determined in advance, and projections are based on grant documents.

page 243 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GENERAL FUND REVENUES BY SOURCE

STATE — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Revenue Source Actual Actual Actual Re-estimated

Aid and Levy: State Foundation Aid $ 199,399,080 $ 204,551,888 $ 203,948,433 $ 206,654,943 Teacher Quality Act: Teacher Salary Supplement 19,422,396 19,867,000 20,103,858 20,332,335 Teacher Quality Professional Development: Iowa Core Curriculum Professional Development 722,781 - - - Professional Development Supplement 1,700,661 2,476,408 2,503,767 2,527,689 Early Intervention Supplement 2,925,855 2,987,256 3,017,810 3,041,489 Universal 4 Year Old Preschool 5,091,475 5,161,268 5,206,928 5,311,360 AEA Flow Through 14,162,548 14,751,903 14,914,998 15,108,730 Teacher Leadership Supplement 10,417,085 10,661,186 10,793,241 10,926,212 Commercial & Industrial Tax Replacement 4,498,709 4,210,659 4,325,577 4,844,009 Shelter Chare Foster Care Aid 179,653 164,320 200,579 200,000 Shelter Chare Juvenile Home Aid 105,711 119,106 105,571 105,000 Beg Mentoring Program 297,274 - - - Vocational Aid 104,057 - 183,481 98,561 Non-public Textbook Aid 44,226 39,776 42,931 43,000 Non-public School Transportation Aid 429,108 413,753 420,561 425,000 At Risk Early Elementary K-3 1,277,795 1,207,732 1,285,856 1,315,727 Child Development - Age 3-5 349,120 302,472 296,819 292,298 IA Arts Council 500 1,000 - - ELL Literacy 167,916 - - - Successful Progression Early Readers 281,590 271,219 277,828 275,027 Early Access SPED 92,096 93,238 88,919 98,241 Miscellaneous 96,571 162,822 282,564 173,590

Total State Revenues$ 261,766,207 $ 267,443,006 $ 267,999,721 $ 271,773,211

page 244 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GENERAL FUND REVENUES BY SOURCE

STATE — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Revenue Source Budget Projected Projected Projected

Aid and Levy: State Foundation Aid $ 208,162,000 $ 208,662,000 $ 209,162,000 $ 209,662,000 Teacher Quality Act: Teacher Salary Supplement 20,664,000 20,870,000 21,079,000 21,290,000 Teacher Quality Professional Development: Iowa Core Curriculum Professional Development - - - - Professional Development Supplement 2,564,000 2,590,000 2,615,000 2,642,000 Early Intervention Supplement 3,079,000 3,110,000 3,141,000 3,173,000 Universal 4 Year Old Preschool 5,674,000 5,730,000 5,788,000 5,846,000 AEA Flow Through 16,432,000 16,596,000 16,762,000 16,930,000 Teacher Leadership Supplement 11,115,000 11,226,000 11,339,000 11,452,000 Commercial & Industrial Tax Replacement 5,509,000 5,564,000 5,620,000 5,676,000 Shelter Chare Foster Care Aid 200,000 150,000 150,000 150,000 Shelter Chare Juvenile Home Aid 105,000 75,000 75,000 75,000 Beg Mentoring Program - - - - Vocational Aid 99,000 75,000 75,000 100,000 Non-public Textbook Aid 43,000 43,000 43,000 43,000 Non-public School Transportation Aid 425,000 425,000 425,000 425,000 At Risk Early Elementary K-3 1,316,000 1,300,000 1,300,000 1,343,000 Child Development - Age 3-5 292,000 290,000 290,000 298,000 IA Arts Council - - - 1,000 ELL Literacy - - - - Successful Progression Early Readers - - - - Early Access SPED 98,000 98,000 98,000 98,000 Miscellaneous 67,000 67,000 67,000 67,000

Total State Revenues$ 275,843,000 $ 276,871,000 $ 278,028,000 $ 279,268,000

page 245 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET STATE AND LOCAL FUNDS: AID & LEVY WORKSHEET

FY 2020 FY 2021 New Dollars

District Dollars Summary Total Combined District Dollars $ 341,610,952 $ 350,197,685 $ 8,586,733 Less: AEA Flow-through 15,108,730 16,431,661 1,322,931 Sub-Total District Dollars 326,502,222 333,766,024 7,263,802 Instructional Support 14,031,502 15,958,613 1,927,111 Total District Dollars 340,533,724 349,724,637 9,190,913

Special Weighted Programs Special Education 41,846,894 42,742,614 895,720 Instructional Support 14,031,502 14,611,466 579,964 Dropout Prevention 8,849,106 11,311,264 2,462,158 Supplemental Weighting 11,478,095 10,912,945 (565,150) Special Program Subtotal 76,205,597 79,578,289 3,372,692

Gifted and Talented 2,098,483 2,119,436 20,953 Regular Program Dollars 225,390,211 229,257,707 3,867,496 Regular Program Subtotal 227,488,694 231,377,143 3,888,449

Categorical Fund Roll-In Teacher Quality Compensation 20,332,335 20,663,518 331,183 Educational Excellence Phase II (included in Teacher Quality Compensation) Teacher Quality Professional Development 2,527,689 2,563,865 36,176 Iowa Core Curriculum Professional Development (included in Teacher Quality Professional Development) Class Size/Early Intervention Block Grant 3,041,489 3,079,377 37,888

Audit Enrollment Adjustment - - -

Total District Dollars $ 329,595,804 $ 337,262,192 $ 7,666,388

Reserved For: Special Education $ 895,720 Instructional Support 579,964 Dropout Prevention - Supplemental Weighting (565,150) Teacher Quality Compensation 331,183 Teacher Quality Professional Development 36,176 Class Size/Early Intervention Block Grant 37,888 Total Reserved for Specific Purpose 1,315,781

Dollars Remaining After Reservations 6,350,607 Less: Local Match - Talented/Gifted & DOP 1,122,674

Dollars Remaining $ 5,227,933

page 246 General Fund Revenues: Local Funds, Including Property Taxes The second largest source of General Funds is from local revenues, which comprises 32.4% of all General Fund revenues. Details on local revenues in the General Funds are included in the General Fund Revenues by Source: Local schedule.

FY 2021 GENERAL FUND REVENUE SOURCES: LOCAL

Local Funds, 32.4%

The primary local revenue source is property taxes, and in FY 2021 property taxes are projected to account for 26.3% of all General Fund revenues. Tax rate changes must be voted on or approved by the School Board.

GENERAL FUND DOLLARS GENERATED FROM PROPERTY TAXES 100%

75%

50%

25%

0% FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

All Other General Fund Sources Property Taxes

page 247 Per the Aid & Levy report, the district property tax rates for FY 2017 – FY 2020 and the projected FY 2021 (per the preliminary Aid & Levy) are:

District Property Tax Rates FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total Tax Rate 18.50586 18.56349 18.60074 18.60686 18.60751

Details on the components of the tax rate are included on the Local Funds: Property Tax Rates schedule. ANNUAL PROPERTY TAX RATE $30.00 $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 (budget)

To ensure a budget that meets the district’s needs and provides adequate programming for students, the district is proposing a tax rate of $18.606751.

The tax rate is based on a per $1,000 of assessed valuation, in most instances, per the Aid and Levy, as determined by the State of Iowa. Using a $100,000 home as an example, the average taxpayer would have the following annual obligation:

Calculation: FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 $100,000 home value = 100 x Annual Tax Rate $ 1,850.59 $ 1,856.35 $ 1,860.07 $ 1,861.00 $ 1,861.00 $1,000

page 248 Property tax rates will normally only change slightly from year-to-year; therefore, fluctuations in revenue from year-to-year are mainly caused by changes in property valuations. Details on the components of the property valuations within the district are included on the Local Funds: Property Valuations schedule.

The value of property is established by a County Assessor (or the Iowa Department of Revenue) estimating the value of each property, which is called the “assessed value.” Residential, commercial, and industrial real estate is assessed at 100% of market value, and the Assessor must determine the fair market value of the property. To do this, the Assessor generally uses three approaches:

• Market Approach: Analyze sales of similar properties that were recently sold, and determine the most probable sales price of the property being appraised. • Cost Approach: Estimate how much money at current labor and material prices it would take to replace the property with one similar to it. This is useful when no sales of comparable properties exist. • Income Approach: If the property produces income, such as an apartment or office building, estimate its ability to produce income.

Agricultural real estate is assessed at 100% of productivity and net earning capacity value. The Assessor considers the productivity and net earning capacity of the property. Agricultural income as reflected by production, prices, expenses, and various local conditions is taken into account. The utilities/railroad class of property is assessed at the state level.

The Assessor totals the assessed value in each classification (residential, commercial, industrial, agricultural, or utilities/railroad) and reports it to the County Auditor. Each Assessor sends the reports — called “abstracts” — to the Iowa Department of Revenue. The abstract shows the total taxable values of all real property in each jurisdiction by classification of property, not by individual property. The state then examines total assessed values and equalizes them. The “equalization” process is applied every two years to ensure that property values are comparable among jurisdictions and according to law. The state compares the Assessors’ abstracts to a “sales assessment ratio study” it has completed independently of the Assessors. If the assessment (by property class) is 5% or more above or below the sales ratio study, the state increases or decreases the assessment. There is no sales ratio study for agricultural and industrial property. Equalization occurs on an entire class of property, not on an individual property. Also, equalization occurs on an assessing jurisdiction basis, not on a statewide basis. Equalization is important as it helps maintain equitable assessments among classes of property and among assessing jurisdictions. This contributes to a fairer distribution of state aid, such as aid to schools. It also helps to equally distribute the total tax burden within an area. In addition, an “assessment limitation” is applied every year. This process is commonly called “rollback” and is used to adjust for inflation.

page 249 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GENERAL FUND REVENUES BY SOURCE

LOCAL — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Revenue Source Actual Actual Actual Re-estimated

Property Taxes $ 93,982,651 $ 95,934,466 $ 102,442,061 $ 105,773,576 Instructional Support Property Tax 13,664,995 13,904,457 14,298,221 13,715,086 Mobile Home Taxes 97,636 93,411 97,033 103,767 Utility Replacement Tax 3,189,531 3,053,514 2,896,621 3,167,364 Subtotal: 110,934,813 112,985,847 119,733,936 122,759,793 Tuition: Regular Program & Preschool 877,551 809,537 827,336 850,000 Special Education 2,188,954 2,245,528 2,457,892 1,737,894 Open Enrollment 3,925,542 4,293,529 4,438,196 4,560,000 Sharing Arrangements 397,191 257,967 219,338 220,000 Transportation 1,045,157 828,351 768,993 600,000 Investment Income 1,128,109 1,771,399 3,498,790 2,630,000 Textbook Fees 278,743 302,312 323,580 280,000 Rental Fees 288,817 225,066 219,021 240,000 Student Activities 110,622 86,375 59,280 100,000 Contributions and Donations 1,087,153 1,426,494 1,165,263 1,100,000 United Way of Central Iowa 977,769 955,048 953,473 1,032,000 Prairie Meadows 645,667 480,585 513,408 650,000 Area Education Agency 9,083,282 9,492,748 9,508,029 9,810,251 Microsoft Agreement 830,126 - - - Refund of Prior Year Expenditures 12,375 20,451 1,584 5,000 Miscellaneous 1,295,430 872,534 1,153,302 1,075,797

Total Local Revenues $ 135,107,302 $ 137,053,772 $ 145,841,421 $ 147,650,735

page 250 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GENERAL FUND REVENUES BY SOURCE

LOCAL — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Revenue Source Budget Projected Projected Projected

Property Taxes $ 102,882,000 $ 84,293,000 $ 84,293,000 $ 84,293,000 Instructional Support Property Tax 14,308,000 14,206,000 14,239,000 14,239,000 Mobile Home Taxes 104,000 104,000 104,000 104,000 Utility Replacement Tax 2,751,000 2,398,000 2,307,000 2,307,000 Subtotal: 120,046,000 101,001,000 100,943,000 100,943,000 Tuition: Regular Program & Preschool 850,000 850,000 850,000 850,000 Special Education 1,790,000 1,790,000 1,790,000 1,790,000 Open Enrollment 4,560,000 4,560,000 4,560,000 4,560,000 Sharing Arrangements 220,000 220,000 220,000 220,000 Transportation 650,000 650,000 650,000 650,000 Investment Income 2,500,000 2,500,000 2,500,000 2,500,000 Textbook Fees 280,000 280,000 280,000 280,000 Rental Fees 240,000 240,000 240,000 240,000 Student Activities 100,000 100,000 100,000 100,000 Contributions and Donations 1,100,000 1,100,000 1,100,000 1,100,000 United Way of Central Iowa 912,000 912,000 912,000 912,000 Prairie Meadows 500,000 500,000 500,000 500,000 Area Education Agency 9,810,000 9,810,000 9,810,000 9,810,000 Microsoft Agreement - - - - Refund of Prior Year Expenditures 5,000 5,000 5,000 5,000 Miscellaneous 950,000 950,000 950,000 950,000

Total Local Revenues $ 144,513,000 $ 125,468,000 $ 125,410,000 $ 125,410,000

page 251 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET LOCAL FUNDS: PROPERTY TAX RATES — HISTORICAL SUMMARY, BUDGET, AND PROJECTIONS

FY 2017 FY 2018 FY 2019 FY 2020 Per Final Aid and Levy Per Final Aid and Levy Per Final Aid and Levy Per Final Aid and Levy

Regular Valuation (with Utilities) $ 6,777,096,757 4.54%$ 6,896,129,735 1.76%$ 7,410,150,207 7.45%$ 7,715,762,964 4.12% TIF Valuation 710,049,900 2.52% 765,374,658 7.79% 897,768,845 17.30% 873,554,703 -2.70% Regular and TIF Valuation $ 7,487,146,657 4.34%$ 7,661,504,393 2.33%$ 8,307,919,052 8.44%$ 8,589,317,667 3.39%

Dollars Generated Tax Rate Dollars Generated Tax Rate Dollars Generated Tax Rate Dollars Generated Tax Rate General: Regular Program $ 64,770,196 9.55722 $ 64,651,494 9.37504 $ 68,556,542 9.25171 $ 70,250,411 8.94697 Instructional Support 13,414,796 1.79171 13,463,025 1.75723 13,822,550 1.66378 14,031,509 1.63360 Dropout Prevention 10,611,925 1.56585 10,980,425 1.59226 11,127,121 1.50161 8,849,106 1.14689 Cash Reserve 21,999,000 3.24608 23,750,000 3.44396 25,851,400 3.48865 29,525,000 3.98440 Total General 110,795,917 16.16086 112,844,944 16.16849 119,357,613 15.90574 122,656,026 15.71186

Management 8,471,370 1.25000 8,965,000 1.30000 11,856,275 1.60000 13,888,373 1.80000

PPEL: Regular 2,470,758 0.33000 2,528,296 0.33000 2,741,613 0.33000 2,834,475 0.33000 Voted 4,716,902 0.63000 4,826,748 0.63000 5,233,989 0.63000 5,411,270 0.63000 Total PPEL 7,187,660 0.96000 7,355,044 0.96000 7,975,602 0.96000 8,245,745 0.96000

PERL 914,908 0.13500 930,978 0.13500 1,000,370 0.13500 1,041,628 0.13500

Debt Service ------

Total $ 127,369,855 18.50586 $ 130,095,966 18.56349 $ 140,189,860 18.60074 $ 145,831,772 18.60686 Increase $ 0.07777 Increase $ 0.05763 Increase $ 0.03725 Increase $ 0.00612

FY 2021 FY 2022 FY 2023 FY 2024 Preliminary Aid and Levy Estimated Estimated Estimated

Regular Valuation (with Utilities) $ 8,293,471,718 7.49%$ 8,253,880,754 -0.48%$ 8,253,880,754 0.00%$ 8,445,376,091 2.32% TIF Valuation 1,002,372,633 14.75% 891,113,153 -11.10% 891,113,153 0.00% 900,024,284 1.00% Regular and TIF Valuation $ 9,295,844,351 8.23%$ 9,144,993,907 -1.62%$ 9,144,993,907 0.00%$ 9,345,400,375 2.19%

Dollars Generated Tax Rate Dollars Generated Tax Rate Dollars Generated Tax Rate Dollars Generated Tax Rate General: Regular Program $ 73,519,156 8.86470 $ 75,464,986 9.03163 $ 75,243,615 9.00768 $ 75,128,228 8.99370 Instructional Support 14,611,466 1.57183 14,024,678 1.56062 14,024,678 1.56062 14,024,678 1.56062 Dropout Prevention 11,311,264 1.36388 11,424,377 1.38412 11,538,620 1.39796 11,654,007 1.41194 Cash Reserve 20,500,000 2.47182 5,000,000 0.60578 - - - - Total General 119,941,886 14.27223 105,914,041 12.58215 100,806,913 11.96626 100,806,913 11.96626

Management 26,873,150 3.24028 24,890,000 3.00116 30,000,000 3.61730 30,000,000 3.61730

PPEL: Regular 3,067,629 0.33000 3,067,629 0.33000 3,067,629 0.33000 3,067,629 0.33000 Voted 5,856,382 0.63000 12,456,431 1.34000 12,456,431 1.34000 12,456,431 1.34000 Total PPEL 8,924,011 0.96000 15,524,060 1.67000 15,524,060 1.67000 15,524,060 1.67000

PERL 1,119,619 0.13500 1,119,619 0.13500 1,119,619 0.13500 1,119,619 0.13500

Debt Service ------

Total $ 156,858,666 18.60751 $ 147,447,720 17.38831 $ 147,450,592 17.38856 $ 147,450,592 17.38856 Increase $ 0.00065 Decrease $ (1.21920) Increase $ 0.00025 Flat $ (0.00000)

page 252 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET LOCAL FUNDS: PROPERTY VALUATIONS — PREVIOUS YEAR AND BUDGET YEAR

1/1/2018 1/1/2019 FY 2020 FY 2021 One Year Change Polk County Warren County Total Polk Warren Total Polk Warren Total

Residential$ 4,979,725,824 $ 63,170,563 $ 5,042,896,387 $ 4,970,183,191 $ 66,732,362 $ 5,036,915,553 -0.2% 5.6% -0.1% Commercial 2,244,320,196 2,464,740 2,246,784,936 2,422,048,834 2,344,950 2,424,393,784 7.9% -4.9% 7.9% Industrial 185,892,893 - 185,892,893 203,210,911 - 203,210,911 9.3% NA 9.3% Agricultural 2,243,824 1,445,127 3,688,951 2,374,242 1,545,814 3,920,056 5.8% 7.0% 6.3% Utilities (WO Gas & Electric) 26,280,184 809,645 27,089,829 24,056,056 717,137 24,773,193 -8.5% -11.4% -8.6% Railroads 19,409,882 - 19,409,882 21,432,185 - 21,432,185 10.4% NA 10.4%

Total Valuation 7,457,872,803 67,890,075 7,525,762,878 7,643,305,419 71,340,263 7,714,645,682 2.5% 5.1% 2.5% Less: Military 11,335,022 255,576 11,590,598 10,681,410 248,168 10,929,578 -5.8% -2.9% -5.7% Plus: Gas & Electric 196,700,468 4,890,216 201,590,684 188,420,325 4,340,739 192,761,064 -4.2% -11.2% -4.4%

Total General Taxable Valuation 7,643,238,249 72,524,715 7,715,762,964 7,821,044,334 75,432,834 7,896,477,168 2.3% 4.0% 2.3% TIF Value 873,554,703 - 873,554,703 873,554,703 - 873,554,703 0.0% NA 0.0%

Total Debt & PPEL Taxable Valuation$ 8,516,792,952 $ 72,524,715 $ 8,589,317,667 $ 8,694,599,037 $ 75,432,834 $ 8,770,031,871 2.1% 4.0% 2.1%

page 253 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET LOCAL FUNDS: PROPERTY VALUATIONS — HISTORICAL SUMMARY, BUDGET, AND PROJECTIONS

Property Tax Rates $18.51 $18.56 $18.60 $18.61

Property Tax Rates $18.61 $17.39 $17.39 $17.39

page 254 General Fund Revenues: Federal Funds Federal funds are the third largest source of General Fund revenues. In FY 2021, federal funds are projected to comprise 7.4% of General Fund revenues. Details on federal revenues in the General Funds are included in the General Fund Revenues by Source: Federal schedule.

FY 2021 GENERAL FUND REVENUE SOURCES: FEDERAL

Federal, 7.4%

Federal funds include Title funds, Special Education funds, and various grants. In many cases, federal funds and grants cover multiple years and levels of funding, as defined in program and grant documents.

Revenue projections are based on documentation and expected additions or discontinuance of specific programs and grants.

page 255 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GENERAL FUND REVENUES BY SOURCE

FEDERAL — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Revenue Source Actual Actual Actual Re-estimated

Title I $ 12,536,398 $ 14,844,628 $ 12,809,582 $ 14,083,173 Title I Migrant - - - 63,904 Title II 882,446 2,182,811 1,594,355 1,593,862 Title III - ELL/LEP 1,305,424 931,366 907,681 1,033,345 Title I School Improvement Funds 1,358,830 2,087,759 2,261,218 663,438 Title IV - - 580,842 1,229,206 Title IV Foster Care Transportation - - 49,679 - Title VI Assessment 63,218 - - - Special Education IDEA/Part B 8,217,673 8,124,116 8,271,428 8,614,323 Special Education - Preschool 167,320 165,239 152,780 154,274 Special Education - Infants/Disabilities 160,499 167,598 167,599 174,953 21st Century Community 1,630,281 1,269,364 1,123,088 1,126,956 Advanced Placement 55,964 - - - AmeriCorp 221,730 279,861 277,002 118,000 Basics Grant 183,693 188,856 175,960 190,290 Carl D. Perkins 584,993 519,898 472,933 500,000 Education for Homeless 36,000 40,000 40,000 36,943 Full Service Community Grant - - 223,557 489,290 Gear Up Iowa 265,877 321,469 295,374 317,722 Head Start 1,714,871 1,891,253 2,140,515 1,943,551 High Cost Fund 127,095 101,689 - - Immigrant Education 51,657 70,140 - - Medicaid Direct Billing 3,299,826 3,555,045 3,160,089 3,150,000 Project Search 75,954 79,999 77,254 77,000 Refugee Grant 134,286 43,515 136,485 - ROTC 81,058 100,173 128,439 125,000 SAMHSA Project Aware 5,632 - - - School Climate 606,269 533,873 593,141 School Wellness 5,273 16,452 2,291 - Miscellaneous 49,146 59,962 214,461 4,668

Total Federal Revenues$ 33,821,413 $ 37,575,066 $ 35,855,753 $ 35,689,898

page 256 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GENERAL FUND REVENUES BY SOURCE

FEDERAL — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Revenue Source Budget Projected Projected Projected

Title I $ 13,600,000 $ 13,600,000 $ 13,600,000 $ 13,600,000 Title I Migrant 64,000 64,000 64,000 64,000 Title II 1,600,000 1,600,000 1,600,000 1,600,000 Title III - ELL/LEP 1,035,000 1,035,000 1,035,000 1,035,000 Title I School Improvement Funds - - - - Title IV 775,000 775,000 775,000 775,000 Title IV Foster Care Transportation - - - - Title VI Assessment - - - - Special Education IDEA/Part B 8,650,000 8,650,000 8,650,000 8,650,000 Special Education - Preschool 154,000 154,000 154,000 154,000 Special Education - Infants/Disabilities 175,000 175,000 175,000 175,000 21st Century Community 1,000,000 700,000 400,000 400,000 Advanced Placement - - - - AmeriCorp 118,000 118,000 118,000 118,000 Basics Grant 190,000 190,000 190,000 190,000 Carl D. Perkins 500,000 500,000 500,000 500,000 Education for Homeless 37,000 37,000 37,000 37,000 Full Service Community Grant 499,000 499,000 500,000 - Gear Up Iowa - - - - Head Start 1,950,000 1,950,000 1,950,000 1,950,000 High Cost Fund - - - - Immigrant Education - - - - Medicaid Direct Billing 3,150,000 3,150,000 3,150,000 3,150,000 Project Search 77,000 77,000 77,000 77,000 Refugee Grant - - - - ROTC 125,000 125,000 125,000 125,000 SAMHSA Project Aware - - - - School Climate - - - - School Wellness - - - - Miscellaneous - - - -

Total Federal Revenues$ 33,700,000 $ 33,400,000 $ 33,100,000 $ 32,600,000

page 257 General Fund Revenues: Intermediary Funds The final, and smallest, source of General Fund revenues comes from intermediary sources. Intermediary sources comprise 0.2% of the district’s General Fund revenues in FY 20201. Details on intermediary revenues in the General Funds are included in the General Fund Revenues by Source: Intermediary Sources schedule.

FY 2021 GENERAL FUND REVENUE SOURCES: INTERMEDIARY Intermediary, 0.2%

Intermediary sources of revenue are generally received from other local government agencies with fundraising and revenue generation potential that operate between the state and local government levels.

page 258 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GENERAL FUND REVENUES BY SOURCE

INTERMEDIARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Revenue Source Actual Actual Actual Re-estimated

Community Betterment $ 627 $ 12,560 $ 17,202 $ - Early Childhood Iowa 551,456 548,700 570,097 570,097 Grants Through Area Education Agency 158,661 161,929 163,519 166,789

Total Intermediary Revenues $ 710,744 $ 723,189 $ 750,818 $ 736,886

page 259 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GENERAL FUND REVENUES BY SOURCE

INTERMEDIARY — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Revenue Source Budget Projected Projected Projected

Community Betterment $ - $ - $ - $ - Early Childhood Iowa 570,000 570,000 570,000 570,000 Grants Through Area Education Agency 167,000 167,000 167,000 167,000

Total Intermediary Revenues $ 737,000 $ 737,000 $ 737,000 $ 737,000

page 260 SPECIAL REVENUE FUND

The Special Revenue Fund accounts for 7.1% of all FY 2021 budgeted revenues. Revenue derived for the Management, PPEL, and PERL funds is based upon the property tax rates per the Aid & Levy. The revenue for the Student Activity Fund is derived from fees and transactions that occur due to student-related activities from groups and organizations such as athletic events, fundraising, and other 7.1% of Total Revenues extracurricular or co-curricular activities. Governmental Trust revenues are derived from the principal and/or interest earned by trusts established to support the district.

The Special Revenue Fund accounts for 5.8% of all FY 2019 budgeted expenses. The FY 2021 Special Revenue Fund budgeted expenditures by function encompasses: Instruction – 38.8%, Student Support – 23.2%, Facilities Acquisition & Construction – 15.8%, Plant Operations & Maintenance – 12.2%, Central Administration – 7.3%, Non-Instruction – 2.9%.

5.8% of Total Expenditures Special Revenue Fund budgeted expenditures by object encompass: Purchased Services – 44.5%, Salary & Benefits – 35.9%, Supplies – 11.5%, Property/Equipment – 6.7%, and Miscellaneous – 1.3%.

page 261

CAPITAL PROJECTS FUND

The Capital Projects Fund is the second largest fund in the district and accounts for 6.1% of all FY 2021 budgeted revenues. The Capital Projects Fund is funded primarily by a statewide penny sales tax; all funds are used for capital projects. Additionally, revenues for the Capital Projects Fund come from earnings on investments, other revenue from local sources, and general long-term debt proceeds. 6.1% of Total Revenues

The Capital Projects Fund accounts for 9.1% of all FY 2021 budgeted expenses. The FY 2021 Capital Projects Fund budgeted expenditures by function encompasses: Facilities Acquisition & Construction – 55.3% and Transfers Out – 44.7%. Capital Projects Fund budgeted expenditures by object encompass: Purchased Services – 49.6%, Transfers Out – 44.7%, 9.1% of Total Expenditures Property/Equipment – 3.0%, Supplies – 1.4%, Salaries & Benefits – 1.0%, Miscellaneous – 0.2%.

page 262

DEBT SERVICE FUND

The Debt Service Fund accounts for 4.0% of all FY 2021 budgeted revenues. Proceeds are transferred into the Debt Service Fund from the Statewide Penny Fund pertaining to revenue bonds issued for the Statewide Penny capital projects. The Debt Service Fund accounts for and reports financial resources that are restricted, committed, or assigned to expenditure for principal and interest. 4.0% of Total Revenues

The Debt Service Fund accounts for 4.0% of all FY 2020 budgeted expenses.

The FY 2020 Debt Service Fund budgeted expenditures by function encompasses: Debt Service – 100%. Debt Service Fund budgeted expenditures by object encompass: Other Items – 100%.

4.0% of Total Expenditures

page 263 ENTERPRISE FUND

The Enterprise Fund accounts for 4.5% of all FY 2021 budgeted revenues. Enterprise Funds rely on fees, donations, and federal grants for funding. Revenue projections in the Enterprise Fund are based on participation levels and proposed fee increases.

4.5% of Total Revenues

The Enterprise Fund accounts for 4.7% of all FY 2021 budgeted expenses. The FY 2019 Enterprise Fund budgeted expenditures by function encompasses: Non-Instruction – 100% Enterprise Fund budgeted expenditures by object encompass: Salaries & Benefits – 55.6%, Supplies – 36.0%, Other Items – 4.9%, Property/Equipment – 2.2%, Purchased Services – 1.2%, and 4.7% of Total Expenditures Miscellaneous – 0.1%.

page 264 LONG-RANGE FINANCIAL PLANS

PURPOSE

There is a two-part purpose for long-range financial planning. First, it provides a forward looking view of the General Fund operating budget, which is the fund that accounts for 81% of all revenues received by the district and has the least expenditure restrictions. It is from this account that the majority of salaries are funded. With a forward-thinking view, the Board and the district is able to evaluate the long-term sustainability of the annual operating budget. Second, long-range planning provides a reference point for future budgetary decisions budget by weighting potential spending needs and projected revenue.

The long-range forecast, which projects General Fund revenues and expenses for the budget year plus an additional five years based on a series of assumptions, is a key tool used for financial planning. Multi-year financial planning can potentially avoid the budgetary cycle of simply putting out the next fire by providing a longer term perspective on what problems are coming and thus preventing or minimizing them. Multi-year budgeting can also end the “us vs. them” dynamic that can plague the budget process. Multi-year planning helps build understanding and consensus for change in the district. Long-term forecasting helps the district budget for areas of operation to implement achieve Student Expectations, while staying within the annual Budget Parameters set by the Board of Directors. The Business & Finance department reviews financial data on daily, monthly, quarterly, and annual basis. If an analysis determines that an initiative is not effective, corrective steps are taken. The Business & Finance department also completes and presents quarterly monitoring reports to the Board to demonstrate the district’s fiscal condition.

APPROACH TO FINANCIAL PLANNING

The following guidelines from the GFOA steered the development of the district’s long-range financial plans: 1. Baseline Assessment — What is the current fiscal/financial condition, and, after careful analysis of revenue and expenditure trends and related budget drivers, what is the fiscal/financial condition likely to be in the future if no policy changes or corrective actions are made? • The baselines assessment helps to: o Communicate a clear picture of the district’s financial strengths, weaknesses, and potential future with no corrective action. o Quantify the impact of key budget drivers. o Identify hidden and emerging problems. o Provide a framework for addressing intermediate and longer-range considerations in budget discussions.

page 265 2. Initiatives Development — Given this baseline assessment, what initiatives (on both the expenditure and revenue side of the budget) should be pursued, and what are the fiscal implications of those initiatives? • The multi-year planning process includes development of a menu of options, generally quantified, that represent the best available approach to achieving and maintaining balance. Approaches would typically involve some (or all) of the following: o Workforce strategy. o Management and productivity initiatives (e.g., transportation, facilities, technology). o Program prioritization. o State legislative agenda. o Tax rates and cost recovery. o Debt management. 3. Implementation — What institutional/organizational measures will ensure that initiatives are put in place? What performance measures are appropriate to monitor the success of these initiatives, and are the necessary data collections/systems in place? Revisit and revise based on results. • Once a plan has been adopted and implementation of initiatives has begun, it is important to find practical ways to do the following: o Measure: “That which gets measured gets done.” What are the performance measures that track the progress made toward implementing an initiative? How do you measure whether the initiative had the desired impact(s)? o Monitor: What are the most effective way to communicate with staff in charge of implementing changes to discuss challenges, successes and failures? How will those lessons and the progress achieved be communicated? o Manage: It is okay to change strategies mid-course as the nature of the problem, available resource levels, etc. change. Measurement and monitoring will indicate when those changes are appropriate.

Alliance for Excellence in School Budgeting Des Moines Public Schools is one of 35 school district members of the Government Finance Officers Association (GFOA) Alliance for Excellence in School Budgeting. The Alliance, composed of school districts from 21 states across the United States serving anywhere from a thousand students up to several hundred thousand students, is working with the GFOA to implement the Best Practices in School Budgeting. The Best Practices outline a budget process that centers on aligning resources with areas of greatest impact on student achievement.

As a member of the Alliance, the district is working to implement the Best Practices with support from the GFOA in the form of collaborative meetings, newly developed eLearnings, networking with peer organizations, and other supports. The district’s ultimate goal for this endeavor is to improve the budget process and focus on aligning, evaluating, and prioritizing initiatives to maximize student achievement.

page 266 KEY ISSUES

Supplemental State Aid The district is budgeting for FY 2021 with a final Supplemental State Aid at 2.3%.

MAINTAINING THE FINANCIAL HEALTH OF THE DISTRICT

The district is facing some significant financial issues that must be addressed to maintain the long- term financial health of the district, while continuing to take steps to improve student outcomes. One of the priorities of the school district is to maintain a vital, fiscally sound organization so that students continue receive education in a robust, supportive environment that is conducive to teaching and learning. The district strives to make student-centered decisions in all areas of operation.

Maintaining the financial health of the district is accomplished through a variety of factors including: (1) Maintaining a spending authority ratio within the recommended guidelines of 10-20%. (2) Maintaining a solvency ratio within the recommended guidelines of 5-17%. (3) Following GFOA recommendations of 60 days of cash reserves on hand. (4) Managing the district’s investment portfolio and debt. (5) Conducting trend/forecast analysis including the various impacts tax rates can have on the district.

To maintain long-term financial health, current expenditures should not exceed current revenues. The district must avoid dipping into “savings” to manage the year-to-year budget. Consequently, the district must make strategic decisions to align expenditures with revenues in the most effective and

page 267 efficient way possible. There are two, associated dynamics spurring these efforts: the district’s Spending Authority and the amount of Supplemental State Aid (i.e., Allowable Growth) received from the state.

Spending Authority The state controls the maximum amount each district can spend each year through the spending authority function. Under the spending authority control, it is illegal for a school district to exceed its maximum authorized budget. (To reach the maximum budget authority level, the Board would have to authorize and levy additional property taxes.) It is important to understand that the limit on spending is the amount of spending authority a district has, not the amount of cash or fund balance a district has. The district’s total spending authority includes the current-year authorized budget (which consists of the district’s combined cost and miscellaneous income) plus the unspent authorized budget from the prior year (i.e., the amount of money that a district was authorized to spend in a fiscal year but did not, similar to “savings”).

The unspent spending authority ratio is a measure of the district’s unbudgeted authorized spending capacity (not cash reserves) and is defined as the district’s unspent spending authority divided by the district’s maximum budget authority. The IASB recommends this ratio be in the target range of 10- 20%. The Board adopted guidelines in FY 2012 setting the target for the district’s unspent spending authority ratio at 10%; in 2015 the Board raised this target to 15%.

Spending authority is directly tied to student enrollment, and there are only three general means by which the district’s spending authority can increase: (1) increased State Supplemental Aid (i.e., Allowable Growth), (2) increased enrollment, or (3) increased miscellaneous income. The district does not anticipate significant growth is any of those three areas.

Supplemental State Aid The General Fund is the largest fund in the district and accounts for 76.35% of all revenues received by the district. The sources General Fund of revenue are: state funds, local funds (including property tax), federal funds, and intermediary sources. Collectively, 92.4% of General Revenue funds come from state or local sources (60.6% and 31.8%, respectively). The vast majority of those dollars are allocated by the State Foundation Formula, which is driven by Supplemental State Aid. Supplemental State Aid is the annual percent of growth that is calculated into the foundation formula.

Supplemental State Aid has been abysmal over the past decade. Given the political climate in the state, the real fear is that 0-2% Supplemental State Aid (i.e., Allowable Growth) is the “new normal” school district are facing, and the years of regular 4% increases to Supplemental State Aid (i.e., Allowable Growth) are a thing of the past. School districts have also experienced an increase in categorical funding from the state (such as TLC funding) that can only be spent on certain programs, not for general education purposes. Supplemental State Aid (Allowable Growth) is vital as costs paid for with funding from the General Fund — such as health care, other compensation components, fuel costs, and cost of goods and services — continue to rise.

page 268 In recent years, the amount of Supplemental State Aid (i.e., Allowable Growth) allocated by the state has not covered the compensation settlements with employee groups. This has caused the district to use unspent spending dollars to cover the costs of operations.

Solvency Ratio The district’s solvency ratio is a moment-in-time (June 30) measurement of the district’s General Fund financial health. The solvency ratio is measure of the district’s fund equity position and is defined as the unreserved, undesignated fund balance (commonly referred to as the cash reserves) divided by the district’s total General Fund revenues, less AEA flow-through. The Iowa Association of School Boards (IASB) considers a solvency ratio of 5-10% within “Target” or “Good” and therefore “can handle the unexpected.” GFOA guidelines are 10-17%. During the 2012-13 school year, the School Board approved a minimum target of 15.0% for the district’s solvency ratio. Board guidelines state that the solvency ratio should not go below 3%, without prior knowledge of the Board. The solvency ratio for the district increased at year end 2019 to 15.1%, up from 12.7% in the prior year. The solvency ratio is for FY 2020 projected to end at 21.4%, and the solvency ratio is forecasted to be at 23.5% for FY 2021

page 269 GENERAL FUND FISCAL OUTLOOK

To develop the budget for FY 2020 and beyond, the district modeled out numerous scenarios that outlined the impact Supplemental State Aid, Inflation, Compensation, and Expenditure Reductions have on district’s Unspent Authorized budget. Thereafter, the district settled on one set of likely variables and modeled out multiple scenarios with the focus on returning the district to a Spending Authority Ratio that meets the Board’s target of 15% if the trends for Supplemental State Aid, Student Enrollment, Negotiated Salary & Benefit Packages, Health Care Costs, and Costs of Goods & Services continued as they have done for the past several years. Based on those models, the district determined that implementing aggressive reductions of $24 M each year for three years, for a cumulative reduction of $74 M, would reach the Board target.

Going into budget planning for FY 2021, the district reviewed conditions to determine if things had improved, deteriorated, or remained unchanged to establish adjustments to targets and goals for the budget and the district’s Spending Authority. The revised targets to meet the Board’s goal for Spending Authority evolved to a cumulative reduction of $66 M over four years, which equates to $16 M reduction for the next three fiscal years.

To achieve this modified process, the CFO convened a working group comprised of Cabinet members from every Chief’s office. The 13-member team met weekly develop recommendations that were presented to the Chiefs of how to reach the target of $14 M in reductions.

page 270 Idea Cost Savings Reclass leases/repairs to PPEL/SAVE 5,500,000 Reduction of teacher contract days 1,690,000 Smaller increase to Medical Insurance costs than budgeted 1,250,000 Merit increase same as FY20 1,090,000 Software reduction 300,000 Program review 240,000 Lower textbook adoption budget 100,000 Savings in printing due to changes in contract 100,000 Self-insure vehicles repair. Transfer amount from GF to MF 50,000 TOTAL EXPENDITURE REDUCTION RECOMMENDATIONS $10,320,000

Idea New Revenue Additional e-Rate rebate 2,200,000 Larger increase to SSA funding than budgeted 2,000,000 Smaller enrollment decrease than budgeted 480,000 Increase Medicaid billing 250,000 Increased fees for Climate Summit 200,000 TOTAL NEW REVENUE RECOMMENDATIONS $5,130,000

Cost Savings OR Idea New Revenue Expenditure Reduction Recommendations $10,320,000 New Revenue Recommendations $5,130,000 FY 2021 RECOMMENDATIONS $15,450,000

In conjunction, the district is continuing to implement efforts to improve efficiencies across the district. Efficiencies can be gained in areas such as business processes, and the district employs a continuous improvement environment using Lean methodologies across multiple areas of the organization. At the same time, the district continues to invest in a professional development program to improve the efficiency and effectiveness of the of district’s largest investments: the teaching force. Finally, the district is closely monitoring the Iowa Revenue Estimating Conference, mandates from the Governor, Legislative actions, and federal programs for fiscal impacts.

page 271 The forecast makes the following assumptions for revenues: (1) Enrollment decreases by 250 students per year. (2) The percent of growth for Supplemental State Aid is projected at a 2.3% for FY 2021 and 1.00% for FY 2022-2024. (3) Standard federal programs will decrease by 8% for FY 2021, then stabilize for the out years.

page 272 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET GENERAL FUND FORECAST

Expenditures Total Expenditures & Other Uses 430,216,791 442,356,648 440,144,236 432,539,730 434,117,000 # 436,048,000 # 439,004,000 # 447,021,000

Ending Fund Balance 82,303,759 84,117,175 96,785,641 122,675,604 144,452,000 145,980,000 145,352,000 137,446,000

page 273 CAPITAL PROJECTS

CAPITAL EXPENDITURES

Capital expenditures are funds used by a company to acquire or upgrade physical assets such as property, buildings, or equipment. This type of outlay is made by school districts to maintain or increase the scope of operations. Capital expenditures can include everything from constructing a student drop-off to a building brand new school.

Sources of Capital Funds DMPS Fund Fund-type Examples of Capital Expenditures SAVE Major Construction, renovation PPEL Non-major Routine maintenance of buildings; bus purchases Smouse Expendable Trust Non-major Renovation and design for Smouse Opportunity School PERL Non-major Purchase of playground equipment

Recurring vs. Nonrecurring Expenses The district has both recurring and nonrecurring capital expenditures. The manner in which the district determines whether an expenditure is recurring or nonrecurring is dependent upon the nature of the project/item. Below is a general outline of how the district determines whether an expenditure is recurring or nonrecurring: 1. An expenditure that benefits the district for several accounting years is regarded as nonrecurring; an expenditure that benefits the district for only one accounting year is considered recurring. 2. An expenditure that is not incurred repeatedly and regularly is a nonrecurring expenditure, while an expenditure which is incurred routinely is a recurring expenditure. Example: a school bus is not bought routinely (nonrecurring), but oil required to drive it is bought at regular intervals (recurring). 3. An expenditure incurred to improve the district or to increase its cost effectiveness is a nonrecurring expenditure. In contrast, an expenditure incurred to sustain routine operations is considered recurring. 4. An expenditure incurred after buying a second-hand asset to bring it into proper working order is a nonrecurring expenditure. 5. An expenditure incurred on the purchase and installation of a new asset is regarded as a nonrecurring expenditure. 6. An expenditure incurred to extend or make an addition to an existing asset is considered nonrecurring.

The most significant nonrecurring capital expenditures are funded through the Secure an Advanced Vision for Education (SAVE) fund. Capital expenditures are also funded through PPEL, PERL, and the Smouse Expendable Trust. Capital projects involve major expenditures for land acquisition, construction of new schools, or additions and renovations to existing facilities.

page 274 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET CAPITAL EXPENDITURES

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated SWP Total Expenditures Facilities Acquisition and Construction General Administration $ 482,903 $ 473,487 $ 490,000 $ 505,000 Design Costs 1,221,228 1,502,161 1,285,000 1,300,000 Engineering/Inspections 50,393 155,693 150,000 150,000 Building Demolition - - - - Construction Costs 21,391,604 17,520,371 22,464,000 18,580,000 Technology Equipment 194,435 134,023 200,000 200,000 Furniture 446,361 251,300 575,000 575,000 Computers - - 1,000,000 5,000,000 Buildings 93,229 593,087 - - Abatement 238,147 185,862 321,000 200,000 Miscellaneous 42,833 70,145 110,000 100,000 Other Financing Uses 493,725 471,093 - - Transfers Out 23,880,972 18,249,571 23,095,026 22,995,050

Total SWP Capital Expenditures 48,535,830 39,606,792 49,690,026 49,605,050

PPEL Capital Expenditures Instruction Music Instruments 100,000 92,634 100,000 100,000 Plant Operation & Maintenance / Technology Technology 330,092 900,000 1,400,000 1,400,000 Energy Conservation Strategies 524,092 1,091,092 1,620,000 800,000 Facilities and Custodial Equipment Replacement 107,784 98,811 145,000 200,000 Vehicles 174,835 72,070 235,000 175,000 Painting 176,496 413,777 700,000 600,000 Property Leases 2,175 2,175 2,175 2,175 Security Upgrades 199,258 455,146 1,200,000 900,000 Fencing Replacement 30,622 25,643 75,000 75,000 Flooring Replacement 177,205 164,201 345,000 150,000 Student Transportation Equipment 798,403 787,683 837,272 800,000 Other Financing Uses - - - - Facilities Acquisition and Construction Roofing 612,252 488,020 1,050,000 700,000 Masonry 871,494 729,082 1,600,000 875,000 Asphalt (Playground) and Concrete Replacement/Repairs 280,079 168,547 660,000 900,000 Emergency Repairs 9,548 8,218 10,000 300,000 Educational Needs 181,563 130,286 230,000 450,000 HVAC Repairs/Upgrades 303,046 295,178 430,000 500,000 Asbestos Abatement - 758 200,000 200,000 Contingencies 785,986 1,876,264 2,200,000 2,675,000

Total PPEL Capital Expenditures 5,664,930 7,799,586 13,039,447 11,802,175

Expendable Trust - Smouse Fund Capital Expenditures Construction Services 8,050 81,067 673,997 170,000 Equipment - - - -

Total Expendable Trust Capital Expenditures 8,050 81,067 673,997 170,000

PERL Capital Expenditures Construction Services 157,679 137,194 84,000 85,500 Equipment 48,296 282,147 196,000 199,500

Total PERL Capital Expenditures 205,975 419,341 280,000 285,000

Total Capital Expenditures $ 54,414,785 $ 47,906,785 $ 63,683,470 $ 61,862,225

page 275 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET CAPITAL EXPENDITURES

FY 2021 FY 2022 FY 2023 FY 2024 Projected Projected Projected Projected SWP Total Expenditures Facilities Acquisition and Construction General Administration $ 520,000 $ 536,000 $ 552,000 $ 552,000 Design Costs 1,200,000 1,000,000 1,000,000 1,000,000 Engineering/Inspections 150,000 150,000 150,000 150,000 Building Demolition - - - - Construction Costs 18,255,000 17,239,000 14,248,000 14,248,000 Technology Equipment 200,000 200,000 200,000 200,000 Furniture 575,000 575,000 550,000 550,000 Computers - - - - Buildings - - - - Abatement 200,000 200,000 200,000 200,000 Miscellaneous 100,000 100,000 100,000 100,000 Other Financing Uses - - - - Transfers Out 22,996,380 22,993,997 22,993,249 22,993,249

Total SWP Capital Expenditures 44,196,380 42,993,997 39,993,249 39,993,249

PPEL Capital Expenditures Instruction Music Instruments 100,000 100,000 100,000 100,000 Plant Operation & Maintenance / Technology Technology 5,000,000 5,000,000 5,000,000 5,000,000 Energy Conservation Strategies 250,000 250,000 250,000 250,000 Facilities and Custodial Equipment Replacement 200,000 200,000 200,000 200,000 Vehicles 175,000 175,000 175,000 175,000 Painting 600,000 600,000 600,000 600,000 Property Leases 2,175 2,175 2,175 2,175 Security Upgrades 200,000 200,000 200,000 200,000 Fencing Replacement 75,000 75,000 75,000 75,000 Flooring Replacement 150,000 150,000 150,000 150,000 Student Transportation Equipment 800,000 800,000 800,000 800,000 Other Financing Uses - - - - Facilities Acquisition and Construction Roofing 700,000 700,000 700,000 700,000 Masonry 1,000,000 1,000,000 1,000,000 1,000,000 Asphalt (Playground) and Concrete Replacement/Repairs 350,000 350,000 350,000 350,000 Emergency Repairs 300,000 300,000 300,000 300,000 Educational Needs 450,000 450,000 450,000 450,000 HVAC Repairs/Upgrades 500,000 500,000 500,000 500,000 Asbestos Abatement 200,000 200,000 200,000 200,000 Contingencies 3,615,000 3,600,000 3,590,000 3,590,000

Total PPEL Capital Expenditures 14,667,175 14,652,175 14,642,175 14,642,175

Expendable Trust - Smouse Fund Capital Expenditures Construction Services - - - - Equipment - - - -

Total Expendable Trust Capital Expenditures - - - -

PERL Capital Expenditures Construction Services 76,500 97,500 45,000 45,000 Equipment 178,500 227,500 105,000 105,000

Total PERL Capital Expenditures 255,000 325,000 150,000 150,000

Total Capital Expenditures $ 59,118,555 $ 57,971,172 $ 54,785,424 $ 54,785,424

page 276 CAPITAL IMPROVEMENTS

Thanks to community support, Des Moines Public Schools has made more than $500 million in improvements to district facilities since the turn of the 21st century, from the renovation of historic structures to the construction of brand new facilities. There has been a concentrated effort to improve and replace existing building equipment, improve energy efficiency, and provide a safe, comfortable environment for students.

Secure an Advanced Vision for Education (SAVE) Comprehensive improvements have been made possible primarily through two initiatives: Schools First, a local option sales tax (LOST) approved by Polk County voters in 1999, and Students First, a statewide sales tax (i.e., the Statewide Penny (SWP), also now known as Secure an Advanced Vision for Education (SAVE)) created by the General Assembly in 2008 through the grouping of the local option sales taxes. By 2008, voters in all 99 Iowa counties had approved a local option sales tax to support school infrastructure improvements. The Statewide Penny earmarked a dedicated source of revenue to support improvements to public schools for 20 years.

The original Schools First local option sales tax resulted in both new construction and significant, long-overdue improvements to existing school facilities. Schools First renovations yielded positive changes for students, teachers, parents, and neighborhoods across the entire community. In many projects, renovation budgets were augmented with grants (both state and federal), incentives from local utility companies for the use of energy efficient construction systems and materials, revenue from Physical Plant and Equipment Levy (PPEL), and revenue from fund raising activities by individual schools. Under Schools First, 32 buildings were renovated and three new schools were built. The final LOST-funded projects were completed and paid out in FY 2013.

In September 2009, Des Moines voters approved the district’s Revenue Purpose Statement for the use of statewide sales tax funds for school infrastructure through 2029. The district began receiving funds to implement the Students First initiative for school renovations in FY 2011. As in prior years, in FY 2016, DMPS received the maximum Statewide Average Revenues Per Student, which is calculated based on the projected statewide sales tax receipts, divided by the statewide enrollment. As the vast majority of the district is in Polk County (a retail-heavy county), it is projected that the district will continue to receive the maximum Statewide Average Revenues Per Student. Funding has also been augmented with grants (both state and federal), incentives from local utility companies for the use of energy efficient construction systems and materials, PPEL funds, and fund raising activities by individual schools.

The Board, district, and DMPS community have been actively engaged in legislative advocacy over the past three legislative sessions to extend the sunset. The extension would ensure a secure, dedicated funding source for capital projects and allow future bonding for capital improvement projects. On May 24, 2019 Governor Kim Reynolds signed House File 546 into law, which extended the program through 2050.

page 277 Five Year Plan: Part I (FY 2010 – FY 2015) The Superintendent’s Facility Advisory Committee recommended DMPS implement a five-year plan with a ten-year vision, representing a back-to-basics approach to facilities improvement, for the first five years of the Students First program. Priorities for SAVE expenditures that were established by the Superintendent’s Facilities Advisory Committee and approved in the district’s Revenue Purpose Statement include:

• Improving safety and security (e.g., student drop-offs / pick-ups; security equipment). • Replacing obsolete, inefficient, or worn-out equipment or systems (e.g., heating and ventilation equipment; air conditioning). • Strategies to reduce costs (e.g., improvements that reduce energy costs). • Upgrading technology infrastructure (e.g., high speed internet wiring and equipment). • Making improvements to enhance research-based student achievement (e.g., classroom technology). • Adjusting to educational program changes (e.g., preschool expansion). • Improving buildings that did not receive major improvements during the Schools First program. Note: Examples include, but are not limited to, the projects in italics

To develop the five year plan, individual projects were weighted using a priority list. The higher the priority, the higher the weighting. To help alleviate potential overcrowding, schools with large enrollment growth and classroom addition needs were placed on the list before other buildings. As part of the planning process, the Chief Operating Officer met with district administration to include an overall district vision in planning and also met with individual building administrators, who had already met with their staff, to develop a needs list for buildings targeted for renovation. Once this list was complete, a five year plan with a ten year vision was established.

This initial five year plan (FY 2010 - FY 2015) was broken into three phases; all projects from Phase 1, 2, and 3 have been completed. To minimize inflationary increases, the Board approved the sale of Revenue Bonds in FY 2014 for Phase 3 projects. The district sold $8.8 million in bank-qualified bonds in December 2013 and $70.7 million in non-bank qualified bonds in May 2014. Common projects completed in Phases 1 -3 of Students First include additions, asbestos abatement, data and communications upgrades, new exterior doors and windows, mechanical/electrical upgrades, security additions, and improved student drop-offs. The chart on the following page outlines the common projects completed. In addition to the common projects outlined in the chart, the following Phase 1 -3 projects were completed:

• Jesse Franklin Taylor EC – New building • Edmunds ES – New elementary school to replace the original Edmunds building. • Brody MS – Kitchen and restroom improvements; new elevator. • McCombs MS – Bleacher replacement.

page 278 • Merrill MS – Restroom upgrades, elevator • Hoover HS – Addition for new media center; administrative office improvements; kitchen/cafeteria improvements. • Lincoln RAILS – Gym Bleacher replacement, ADA compliance • North HS – Auditorium upgrade • Roosevelt HS – Fine Arts addition: band, vocal, and practice rooms; offices and storage. • Central Campus – Skywalk connection to Central Academy, main entry renovation, first floor renovations (Downtown School), second floor renovations (culinary classrooms, kitchen/cafeteria, and multipurpose room), fire sprinkler, and Downtown School playground, fourth floor renovations; Aviation building, fifth floor renovations. • District-Wide – Security • District-Wide Admin – HVAC upgrades

page 279 Completed Common Projects (Phases 1 & 2 & 3) Asbestos Data and Exterior Exterior Mechanical/ Student Building* Addition Security Parking abatement communications doors windows electrical drop-off McKee EC    Mitchell EC  Woodlawn EC        Asbestos Data and Exterior Exterior Mechanical/ Student Building* Addition Security Parking abatement communications doors windows electrical drop-off

Carver ES  Cattell ES  Cowles ES        Findley ES         Hanawalt ES  Howe ES        Jefferson ES         Lovejoy ES         Madison ES        Mitchell ES       Moore ES    Moulton ES  Park ES        Park ES 70’s wing        Perkins ES  Pleasant Hill ES        Riverwoods ES   Smouse ES†   Studebaker ES         Wright ES      

page 280 Asbestos Data and Exterior Exterior Mechanical/ Student Building* Addition Security Parking abatement communications doors windows electrical drop-off Brody MS          Harding MS       Hiatt MS       Hoyt MS        McCombs MS         Meredith MS       Merrill MS        Asbestos Data and Exterior Exterior Mechanical/ Student Building* Addition Security Parking abatement communications doors windows electrical drop-off Hoover HS    Lincoln RAILS HS      North HS         Van Meter HS   Asbestos Data and Exterior Exterior Mechanical/ Student Building* Addition Security Parking abatement communications doors windows electrical drop-off Central Campus       Prospect Bldg       *EC = Education Center, ES = Elementary School, MS = Middle School, HS = High School

†Included $1.5 million in funding from the Smouse Trust Fund

page 281 Five Year Plan: Part II (FY 2016 – FY 2020) The Superintendent’s Facility Advisory Committee began meeting in 2013 to develop a new five year plan to cover FY 2016 - 2020. In this work, the committee reviewed the Students First program to date, maintenance and operations data, operational costs, the demographic study, school boundaries, and the district facility needs assessment (Board agenda item 14-039). The new five year plan maintains the priorities established by the Revenue Purpose Statement approved by voters in 2009. Under the new five year plan, schools will be revisited to provide “like spaces” at all buildings, and flexibility is included in the plan with contingencies to adjust to growth, matching contributions, etc. The plan presented to the Board outlines work that will be completed over the course of the next five years; however, all projects will come back to the Board individually for review and approval. An archive of reviewed and approved plans can be found online. Under the new five year plan, approximately $30 million will be spent each year. Over the course of the five years, more than 60 facilities will be impacted by the new five year plan.

SAVE, Part II – New Projected Five Year Plan FY FY FY FY FY Building Notes 2016 2017 2018 2019 2020 Elementary Schools Security  Brubaker Exterior School Sign  Additional Parking  Security  Capitol View Exterior school sign  Security  Carver Additional Entrance  Security  Site improvements  Exterior school sign  Cattell HVAC upgrades  Additional classrooms  Kitchen remodel  Multipurpose room addition  Elevator  Cowles Exterior school sign  Security  Downtown Security  Café addition  Findley Additional parking  Continued on next page

page 282 Continued from previous page FY FY FY FY FY Building Notes 2016 2017 2018 2019 2020 Garton Playground Surfacing  Exterior school sign  Greenwood Security  Walk‐in cooler installation  Exterior school sign  Security  Hanawalt Café acoustics  Student drop‐off  Hillis Exterior school sign  Gym addition  Elevator  Security  Howe Restroom upgrades  Exterior school sign  Renovation of pedestrian bridge  Exterior school sign  Hubbell HVAC upgrade - boiler replacement  Security  Exterior school sign  Jackson Gym addition  Multipurpose room addition  Jefferson Exterior school sign  Student drop‐off  Exterior school sign  King Kitchen equipment  Gym/kitchen addition  Lovejoy Exterior school sign  Gym addition  Exterior school sign  Madison Move office to front entrance  Restroom fixture upgrades  Walk‐in cooler installation  Continued on next page

page 283 Continued from previous page FY FY FY FY FY Building Notes 2016 2017 2018 2019 2020 Exterior school sign  Playground surfacing  McKinley Gym acoustics  HVAC upgrade  Exterior school sign  Monroe Auditorium upgrade  Security  Site improvements  Exterior school sign  Morris Security  Walk‐in cooler installation  Site improvements  Exterior school sign  Moulton Security  Student drop‐off  Walk‐in cooler installation  Exterior school sign  Security  Oak Park Gym acoustics  Student drop‐off  Elevator  Exterior school sign  Student drop‐off / pedestrian bridge  Park Ave Auditorium seating  Flooring renovation  Restroom upgrades  Renovation of pedestrian bridge  Exterior school sign  Phillips Hallway and office lighting upgrade  Terrazzo refresh  Exterior school sign  Pleasant Hill Café addition  Gym acoustics  Continued on next page

page 284 Continued from previous page FY FY FY FY FY Building Notes 2016 2017 2018 2019 2020 River Woods Walk‐in cooler installation  Samuelson Exterior school sign  Exterior school sign  South Union Security  Additional parking  Stowe Retaining wall  Exterior school sign  Cafe addition  Studebaker Exterior school sign  Renovate 5th floor  Walnut Street Renovate 6th floor  Exterior school sign  Acoustics in gym  Willard Acoustics in library & computer room  Security  Exterior school sign  Acoustics in gym  Windsor Security  Renovation of pedestrian bridge  Cafe addition/kitchen  Wright Hill Security  Exterior school sign  Middle Schools Exterior school sign  Security  Auditorium renovation  Brody Family Consumer Sciences upgrade  Science upgrades  Interactive projectors  Continued on next page

page 285 Continued from previous page FY FY FY FY FY Building Notes 2016 2017 2018 2019 2020 Exterior school sign  Security  Lighting upgrade in halls  Family Consumer Sciences upgrade  Science upgrades  Interactive projectors  Callanan ‐ Auditorium renovation Seats and  systems, ADA Gym floor refinish  Lower level hallway acoustics  Storm sewer installation  HVAC upgrade of '90s addition  Upgrading exterior lighting (LED)  Exterior school sign  Interactive projectors  Goodrell Security  Auditorium renovation  Upgrading exterior lighting (LED)  Exterior school sign  Interactive projectors  Auditorium upgrades  Harding Exterior lighting upgrade  Security  Family Consumer Sciences upgrade  Science upgrades  Exterior school sign  Family Consumer Sciences upgrade  Hiatt Science upgrades  Interactive projectors  Auditorium ADA upgrades  Continued on next page

page 286 Continued from previous page FY FY FY FY FY Building Notes 2016 2017 2018 2019 2020 Exterior school sign  Cafe panel wall  Expand Nurse office  Hoyt Family Consumer Sciences upgrade  Science upgrades  Upgrading exterior lighting (LED)  Exterior school sign  Security  Cafeteria expansion  Kitchen boiler replacement  McCombs Family Consumer Sciences upgrade  Science upgrades  Interactive projectors  Upgrading exterior lighting (LED)  Exterior school sign  Storm sewer extension to include  intakes on south side Security  Meredith Interactive projectors  Family Consumer Sciences upgrade  Science upgrades  Upgrading exterior lighting (LED)  Exterior school sign  ‐ Auditorium renovation Seats and  systems Student drop‐off on Grand 

Merrill Music room acoustics  Interactive projectors  Family Consumer Sciences upgrade  Science upgrades  Upgrading exterior lighting (LED)  Continued on next page

Continued from previous page

page 287 FY FY FY FY FY Building Notes 2016 2017 2018 2019 2020 Exterior school sign  Security  ‐ Auditorium renovation Seats and  systems, ADA Interactive projectors  Weeks Upgrade science rooms  Upgrade facility consumer science  rooms Redesign old wood shop to  appropriate classrooms Upgrading exterior lighting (LED)  Expand student drop‐off on Park  High Schools Gym flooring replacement  Security  Interactive projectors  Window replacement in courtyards  and Industrial Arts areas Wrestling facility/multipurpose building  East Family Consumer Science upgrades  HVAC upgrades  Industrial Technology upgrades  Pool upgrades  Upgrading exterior lighting (LED)  Upgrade auditorium  Continued on next page

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page 288 FY FY FY FY FY Building Notes 2016 2017 2018 2019 2020 Auditorium upgrade  Vocal, band, orch classroom upgrades  Exterior school sign  Student pickup lane  Security  Hoover Pool upgrades  Family Consumer Sciences upgrade  Science upgrades  Art room upgrades  Interactive projectors  Upgrading exterior lighting (LED)  Parking lot replacement  Auditorium upgrade  Security  Lincoln Pool upgrades  HVAC upgrade  Interactive projectors  Replace dishwashing machine  Auditorium upgrade  Science room upgrades  Lincoln RAILS Family Consumer Science upgrades  Upgrading exterior lighting (LED)  Pool upgrades  Science room upgrades  Family Consumer Science upgrades  North Interactive projectors  Gym moving door replacement  Auditorium balcony seating  replacement Upgrade exterior lighting (LED)  Continued on next page

Continued from previous page

page 289 FY FY FY FY FY Building Notes 2016 2017 2018 2019 2020 Auditorium upgrade  Security  Pool upgrades  Roosevelt Science room upgrades  Family Consumer Science upgrades  Gym Floor replacement  Interactive projectors  Special Education and District-Wide Programs Renovate lowest level  Interactive projectors  Central Campus Security  Gym HVAC upgrade  Upgrading exterior lighting (LED)  Window replacement north building  Interactive projectors  Central Academy Parking garage renovation  HVAC upgrade  Upgrading exterior lighting (LED)  Central Ag Lab Replace mobile classrooms  Pool upgrade  Smouse ES Upgrading exterior lighting (LED)  Upgrading exterior lighting (LED)  Van Meter HS Waterproofing (major)  Pool upgrade  Auxiliary HVAC, Elevator, Window  Replacement, Remove Mobile Units Mann Move SPED program from Prospect to  Mann Exterior school sign  McKee EC Upgrading exterior lighting (LED)  Exterior school sign  Mitchell EC Security  Continued on next page

page 290 Continued from previous page FY FY FY FY FY Building Notes 2016 2017 2018 2019 2020 Exterior school sign  Woodlawn EC Security  CNC HVAC upgrade  HVAC upgrade  Operations Trench drains in warehouse  Upgrading exterior lighting (LED)  Prospect Upgrade fuel storage  Remove mobiles  Security  Walker Street HVAC upgrade  Upgrading exterior lighting (LED)  Welcome Center Upgrading exterior lighting (LED) 

page 291 In FY 2019, DMPS initially budgeted for approximately $30,000,000 in capital improvement projects using Secure an Advanced Vision for Education (SAVE) funds.

FY 2019 SAVE Capital Improvement Projects Building Notes Initial Budget Elementary Schools Greenwood Walk-in cooler installation 80,000 Gym addition/FEMA rated 3,000,000 Howe Elevator 400,000 Renovation of pedestrian bridge over Indianola 250,000 King Kitchen equipment (dish machine) 50,000 Gym/kitchen addition FEMA rated 3,000,000 Lovejoy Exterior school sign 45,000 Madison Restroom fixture upgrades 200,000 McKinley Playground surfacing 180,000 Site improvements 130,000 Morris Walk-in cooler installation 80,000 Moulton Site improvements 140,000 Flooring renovation 260,000 Park Renovation of pedestrian bridge over SW 9th 250,000 Studebaker Cafe addition/FEMA rated 2,250,000 Windsor Renovation of pedestrian bridge across University 250,000 Middle Schools Brody Family Consumer Sciences upgrade 250,000 Science upgrades 300,000 Hiatt Family Consumer Sciences upgrade 250,000 Science upgrades 200,000 Hoyt Family Consumer Sciences upgrade 75,000 Science upgrades 300,000 McCombs Family Consumer Sciences upgrade 250,000 Kitchen boiler replacement 50,000 Meredith Storm sewer extension to include intakes on south side 150,000 Science upgrades 300,000 Family Consumer Sciences upgrade 250,000 Merrill Student drop-off on Grand 150,000 Exterior school sign 45,000 Upgrade science rooms 350,000 Weeks Upgrade facility consumer science rooms 200,000 High Schools East Pool upgrades 250,000 Hoover Art room upgrades 150,000 Lincoln Replace dishwashing machine 125,000 Pool upgrades 250,000 North Family Consumer Science upgrades (2 CR) 250,000 Science room upgrades 125,000 Pool upgrades 250,000 Roosevelt Replace gym floor 250,000

page 292 Other Central Campus Security 1 100,000 Kurtz Science room upgrades 250,000 Prospect Upgrade fuel storage 150,000 Van Meter Pool upgrade 250,000

Construction Mgmt. 540,000 Additions 5,000,000 Initial (2015) estimate 21,975,000 Contingency 2,724,900 Cost Escalation from 2015 5,335,178 TOTAL 30,035,078

The district has also budgeted approximately $30.4M in capital improvement projects using Secure an Advanced Vision for Education (SAVE) funds for FY 2020. This will be the final year of the new five year plan.

FY 2020 SAVE Capital Improvement Projects Building Notes Initial Budget Elementary Schools Add parking by building new playground surface to the 125,000 Brubaker north Multipurpose room addition/FEMA rated 3,000,000 Jefferson Exterior school sign 45,000 Student drop-off 175,000 Monroe Auditorium upgrade 200,000 Moulton Walk-in cooler installation 80,000 Gym acoustics 25,000 Oak Park Student drop-off 250,000 Auditorium seating 50,000 Park Restroom upgrades 225,000 Exterior school sign 45,000 Pleasant Hill Café FEMA addition 2,250,000 Gym acoustics 25,000 River Woods Walk-in cooler installation 80,000 Stowe Additional parking 400,000 Walnut Street Renovate additional floor 2,000,000 Windsor Acoustics in gym 25,000 Wright Exterior school sign 45,000 Middle Schools Auditorium renovation - Seats and systems, ADA 965 550,000 Callanan seats Family Consumer Sciences upgrade 250,000 Harding Science upgrades 300,000 Hoyt Cafe panel wall 125,000 Meredith Family Consumer Sciences upgrade 250,000

page 293 Science upgrades 300,000 Auditorium renovation - Seats and systems, 400,000 Merrill Music room acoustics 75,000 Weeks Auditorium renovation - Seats and systems, ADA 350,000 High Schools Gym flooring replacement 400,000 East Upgrade auditorium 800,000 Family Consumer Sciences upgrade 300,000 Hoover Science upgrades 500,000 Lincoln Parking lot replacement 500,000 Science room upgrades 350,000 Roosevelt Family Consumer Science upgrades 300,000 Other Auditorium upgrade 300,000 Kurtz Family Consumer Science upgrades 175,000 Pool upgrade 250,000 Smouse Upgrading exterior lighting (LED) 16,000

Construction Mgmt. 540,000 Additions 5,000,000 Initial (2015) estimate 21,076,000 Contingency 2,760,956 Cost Escalation from 2015 6,579,000 TOTAL 30,415,956

As noted, FY 2020 will be the final year of the current five year plan. The district conducted a needs assessment listing which identified more than $300 million in needs. The district is in the process of finalizing the next five-year plan based on the results of the needs assessment for FY 2021-25. Schools, staff, and the Superintendent’s Facility Advisory Committee (SFAC) submit their requests for building needs to the Chief Operations Officer. The COO then reviews and submits the list of needs to the SFAC. The SFAC then decides which projects to include in the next five-year plan based on the SFAC and Community approved priorities within the district’s revenue purpose statement and within available budget based on needs such as increasing safety, replacing obsolete, inefficient or worn-out systems, upgrading technology, etc. Once this list is complete and presented to the SFAC, the Operations Directors then meet to prioritize the projects and assign a timeline. In efforts to stay ahead of inflation increases the goal is to accelerate the project timeline to provide additional opportunities for students sooner by completing more projects in the first few years of the next five-year plan.

page 294 Physical, Plant, and Equipment Levy (PPEL) PPEL funds are used for purposes such as energy improvements, payment of energy and QZAB notes, building repairs and improvements, musical instruments, ADA compliance, security upgrades, property acquisition, buses, abatement of hazardous materials, emergency repairs, telecommunications equipment, technology, and purchases of vehicles and other large equipment.

The district forecasts a repair and maintenance schedule by building a five-year (minimum) district- wide cycle for flooring, masonry, painting, paving, and roofing projects. Within the five-year PPEL plan, the district plans out a robust plan for years one – three; some project areas remain to be prioritized for years four and five. In addition to the forecasted paving needs by school, the district also allocates an additional $100,000 per year for emergency paving repairs. Painting costs are budgeted for a total of $400,000 per year for the entire district, rather than per school. There is not a set schedule for emergency, HVAC, asbestos abatement, contingency, and other projects; repairs and maintenance for these areas are completed as the need arises. The district allocates a specific amount to these categories each fiscal year; the amount takes into account previous expenses. Finally, $800,000 is budgeted each year to buy new busses.

PPEL – Projected Five Year Plan Building Category FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Masonry 100,000 Brubaker Painting 75,000 Cattell Masonry 100,000 75,000 Masonry 100,000 Cowles Painting 50,000 Paving 50,000 Edmunds Painting 50,000 Masonry 75,000 Findley Painting 50,000 Roofing 175,000 Flooring 80,000 Greenwood Painting 50,000 Painting 50,000 Hanawalt Paving 50,000 Roofing 225,000 Hillis Roofing 500,000 Painting 50,000 Howe Roofing 250,000 Continued on next page

page 295 Continued from previous page Building Category FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Flooring 50,000 Hubbell Paving 50,000 Masonry 50,000 Jackson Painting 50,000 Masonry 150,000 Jefferson Painting 50,000 Paving 100,000 Flooring 30,000 Masonry 150,000 Lovejoy Painting 50,000 Roofing 150,000 McKinley Painting 50,000 Painting 50,000 Monroe Paving 50,000 Roofing 225,000 Morris Masonry 150,000 Painting 50,000 Moulton Paving 50,000 Oak Park Roofing 250,000 Flooring 50,000 Park Ave Masonry 100,000 Painting 50,000 Phillips Masonry 200,000 Masonry 150,000 Pleasant Hill Painting 50,000 Masonry 100,000 River Woods Painting 50,000 Samuelson Masonry 50,000 Stowe Painting 50,000 Masonry 75,000 Painting 50,000 Studebaker Paving 75,000 Roofing 400,000 Continued on next page

page 296

Continued from previous page Building Category FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Walnut Street Paving 50,000 Willard Flooring 50,000 50,000 Middle Schools Masonry 100,000 Brody Paving 75,000 Flooring 50,000 Callanan Roofing 400,000 150,000 Goodrell Masonry 200,000 Harding Painting 150,000 Hiatt Painting 150,000 Hoyt Painting 50,000 Flooring 100,000 McCombs Painting 150,000 Roofing 650,000 Flooring 35,000 Meredith Painting 150,000 Paving 50,000 Merrill Masonry 200,000 High Schools East Flooring 60,000 Hoover Painting 200,000 Paving 100,000 Lincoln Masonry 200,000 Flooring 100,000 North Masonry 150,000 Painting 225,000 Flooring 100,000 Masonry 350,000 Roosevelt Painting 200,000 Paving 75,000 Continued on next page

page 297

Continued from previous page Building Category FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Other Walker St Flooring 60,000 Masonry 200,000 Kurtz Painting 100,000 Masonry 200,000 Central Campus Paving 150,000 Central Academy Masonry 150,000 Smouse Painting 50,000 CNC Masonry 100,000 150,000 Mitchell EC Painting 50,000 Prospect Masonry 200,000 Mann Masonry 75,000 Masonry 100,000 Woodlawn EC Painting 50,000 District-Wide Repairs Paving 100,000 100,000 100,000 100,000 100,000 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024

Total per Fiscal Year 2,410,000 2,555,000 2,590,000 2,625,000 1,930,000

Category Budget Per Year $270,000 / year Flooring 160,000 180,000 165,000 150,000 150,000 $1 million / year Masonry 875,000 850,000 875,000 900,000 500,000 $400,000 / year Painting 500,000 600,000 600,000 450,000 330,000 $400,000 / year Paving 250,000 300,000 300,000 300,000 300,000 $600,000 / year Roofing 625,000 625,000 650,000 825,000 650,000

page 298 Public Education and Recreation Levy (PERL) The PERL fund accounts for transactions related to school playgrounds and recreational activities within the district, including Community Education programming. All capital expenditures from the PERL fund are for playgrounds. Typically, the district has approximately $200,000 per year in PERL funds that are used on playground improvements.

PERL Projected 5 Year Playground Plan Building FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Greenwood 85,000 Howe 75,000 Jefferson 75,000 75,000 Monroe 50,000 Findley 50,000 King 80,000 Park Avenue 100,000 River Woods 25,000 Moore 75,000 Phillips 100,000 South Union 75,000 Windsor 75,000 Stowe 150,000 Jackson 50,000 Wright 100,000 Total per Fiscal Year 285,000 255,000 325,000 150,000 225,000

page 299 IMPACT OF CAPITAL INVESTMENTS

Ongoing expenses for existing and new mechanical and control systems are paid for out of the General or Special Revenue funds. For example, installation of a new elevator requires regular maintenance and inspection; the installation of grease interceptors necessitates quarterly pumping and cleaning; and CO2 sensors must be calibrated quarterly. Capital improvements have necessitated additional training for personnel, but there has not been an impact on FTE. While these improvements have resulted in recurring maintenance costs, they have also improved the health and safety of the school building environment.

Creating Centers for 21st Century Learning Renovations and capital investments are bringing improvements — large and small — to schools in every neighborhood in Des Moines. And that means improvements in the quality of education for students. From the construction of new schools to the renovation of historic structures to a wide array of facility upgrades, capital investments are helping ensure every school building in Des Moines is prepared for education in the 21st century.

The basics-first approach of the Students First program means all students have access to the essentials: new windows and doors, safer drop-off areas for students, updated lighting, improved technology capabilities, air conditioning, and upgraded mechanical and electrical systems. Highlights of the impact capital investments — from decreased energy use to increased security measures — have had in the district are included on the following pages.

page 300 Air Conditioning Increased In Iowa, the lack of air conditioning can create dangerous conditions due to extreme heat situations. Early dismissal of classes due to heat are a thing of the past as district is at 100% air-conditioned classrooms. These mechanical and electrical upgrades not only provide for more comfortable and efficient classrooms, but the increased and improved ventilation also provides for healthier spaces in which students learn. While the number of air conditioned classrooms has increased by 35% as compared to 2008, the district’s energy consumption has decreased by 34% over the same period.

Open Classrooms Eliminated “Open classrooms” were a popular trend in education in the 1970s, and many schools built during that time adopted the open classroom philosophy. However, it was soon realized that such schools were distracting for teachers and students alike. For the past 30 years, schools have created ad-hoc walls from bookcases and other available materials. Renovation projects in Des Moines have created more traditional, yet modern, classrooms at schools which were originally “open,” giving students and teachers a better learning environment with fewer disruptions to classes. The photo on the left shows an elementary classroom with makeshift walls, compared to the bright, airy classrooms in the Edmunds building shown on the right.

Safety and Security Measures The safety and security of students and staff was a top priority identified by the Superintendent’s Facilities Advisory Committee. True to that goal, renovation projects have put safety and security front and center in both the renovation of existing buildings and the construction of new schools. Examples of security measures implemented include new secure entrances, intruder locks for classrooms, access control systems at all schools, and a 651% increase in the number of security cameras. All buildings now have at least one security card access point, and all buildings have at least one security camera.

The use of modular classrooms has also been reduced through construction efforts. Temporary buildings used as modular classrooms create two issues. First, students must leave the school building to attend class, creating a potential security issue. Second, modular units are inefficient to heat and cool, making them more expensive to operate than a typical classroom. Des Moines Public Schools has reduced the number of modular units used by 94% from 34 units in 2008 to two units.

page 301 Technology Improved With each passing year, technology plays a bigger and bigger role in the work of teachers and the education of students. For example, more than 35,000 computers and 8,000 tablets are used in Des Moines Public Schools.

Consequently, the improved use of and access to technology has been a major component of the district’s recent capital investments. Technology upgrades have included infrastructure, wireless and hard wired systems, IP phone and PA systems, and updated teacher computers and student labs.

DMPS taken steps to upgrade the district’s network infrastructure and equipment for current and future needs. Making the network more efficient brings a wide range of benefits to the district, including improved communication, data sharing, and cost savings. The district has taken steps to have the ability to increase bandwidth capacity to 10 GB (10,000 MB), which will provide a faster, more reliable network across the school district. This is a vital component to implementing additional technology in the classrooms. Ultimately, a stronger network — coupled with additional devices — will allow students to participate in online assessments as a part of Core Curriculum requirements.

DMPS achieved 100% managed wireless capacity in all building. Managed wireless enables the entire network to be managed from a single station, rather than having to physically go to or log into each device. In addition, buildings have been saturated with the latest wireless technologies that will allow up to 30 wireless devices per classroom, preparing schools for future 1:1 computer or tablet initiatives.

New technology is paid for from multiple funds, including the General Fund, Activity Fund, Child Care Funds, Federal Funding, Food Service Fund, PERL Fund, PPEL Fund, SAVE Fund, Special Education, and State Categorical funds. At a minimum, the district has one computer lab per elementary school, two labs per middle school, and up to three labs per high school, in addition to providing a laptop for every teacher.

Improved Building Efficiencies & Environmental Stewardship Schools are the center of a community, affording opportunities to model energy efficiency practices and to provide quality education and learning environments for students, staff, and the community. Managers in commercial and institutional facilities use the phrase “triple bottom line” to describe an initiative’s impact on building occupants, the environment, and an organization’s finances. For Des Moines Public Schools, students, energy efficiency, and environmental stewardship are top of mind for managers before, during, and after every building renovation and system upgrade undertaken.

page 302 Energy Conservation The Students First program pushed the district to develop and implement efficiencies district-wide, from micro strategies regarding personal habits to macro strategies such as forward-thinking construction methods. At the micro level, personal appliances (e.g., mini-fridges) have been removed, lights and computers are turned off when not used, and each school has an energy plan.

At the macro level, the school district has tackled numerous renovations and mechanical and electrical upgrades. While it takes dedication and hard work to modify historic structures into efficient energy models, DMPS is committed to accomplishing this goal and strives to be an environmental leader. One of the first steps the district takes before starting these projects is to benchmark energy use. Benchmarking has helped identify the poorest energy-performing schools, enabling the district to target the most inefficient buildings first.

Energy efficiency is a priority for capital investment projects, and ENERGY STAR designation is one of the goals of every major renovation project. With the average age of buildings exceeding 60 years, DMPS is committed to improving energy efficiency through equipment and system upgrades. Through aggressive bonding measures, the district has been able to accelerate renovation plans and is nearing the end of major construction/renovation projects. However, DMPS is committed to a continuous process of improvement and is unwilling to become stagnant, particularly in the areas of energy management and conservation. Consequently, the district is revisiting schools to re-evaluate overall building system effectiveness and implement smaller conservations projects. This is being done by engaging a testing and balancing contractor to assess the operation of building systems. This work is being done in conjunction with the application of the EPA’s Energy Saving Plus Health Guidelines, with the results being both improved energy efficiency and indoor air quality.

Mechanical Systems The district has aggressively replaced mechanical systems in schools in buildings. Where possible, a building’s heating and cooling systems are retrofitted with geothermal systems, replacing traditional boiler systems. In addition, the district undertook efforts to rehabilitate the geothermal ground loops at six buildings to increase efficiencies, reduce mechanical wear, and improve occupant comfort.

page 303 When a geothermal system is not feasible, outdated boilers are replaced with energy-efficient ones. Another key component to the district’s HVAC upgrades is building controls, particularly replacing pneumatic controls with direct-digital- control (DDC) technology, which has allowed the district to create temperature set points, set back temperatures for unoccupied periods, and implement staggered equipment startup to avoid peak demand charges. The new controls tie into the district’s building-automation system, which allows the district to control equipment that previously was controlled at the building level. The building automation system allows the district to schedule equipment to run when needed and cycle off when not needed. The district is also able to implement a 2-3 degree set back at night and over weekends to save energy. In addition, some ventilation equipment can be shut down during times when classrooms are unoccupied.

Lighting One of the major areas of focus over the past few years has been lighting. Previously, the district invested in new lighting infrastructure and transitioned from T12 to reduced-wattage T8 fixtures and lamps. The district has since standardized to LED lighting for all future interior lighting replacement work. Facility management also converted all exterior light fixtures on district buildings to high-efficiency LED devices, specifically ENERGY STAR-equipment, which can last up to 25 times longer than incandescent bulbs. The transition to LED has improved building efficiencies and also increased site security. Many installed lights feature integrated occupancy sensors with bi-level dimming capabilities. This permits the fixtures to operate with very low electricity consumptions (less than 10 watts in some cases) when motion in the vicinity of the fixture is not detected. When active movement occurs near these fixtures, light levels temporarily increase to provide additional illumination and discourage unwanted behaviors. On average, electricity consumption for exterior lighting has been reduced by more than 50%. The photos to the right show before (T) and after (B) the switch to LED exterior lighting at King elementary.

Renovation designs also maximize natural lighting to decrease the use of artificial lights. For example, the library renovation at Moore incorporated a wall of windows. In addition to reducing

page 304 energy requirements and bettering the bottom line, studies have reported that natural light can have an impact on the attitude, performance, and well-being of people in various settings.

The building renovations, mechanical and electrical upgrades, and change in habits undertaken by district have resulted in positive outcomes. Over the past several years, the district has substantially reduced its utilities costs and energy consumption. The cumulative energy savings have allowed the district to direct more funding toward educational programming.

Environmental Stewardship The district also leads by example on environmental issues. For example, water retention is built into every renovation plan the district undertakes. Every plan includes storm water retention ponds to capture excess run off and maintain it on site. DMPS has also implemented rain gardens in many of the renovation projects over the past few years.

In addition, the district has taken various steps to decrease landfill waste and increase recycling efforts, including:

• Implementing single stream recycling and purchasing additional classroom and large recycling containers for each school. • Reducing the size of the waste receptacles and increasing the size of recycling receptacles for several schools. • Implementing milk carton recycling. • Recycling florescent bulbs in all district buildings and all light ballasts when replaced. When major lighting upgrades are completed, the district works hard to make sure all recyclable materials are recycled and not sent to landfill. • Collecting and disposing of all chemicals from science labs and maintenance areas according to regulations. • Scrapping out metal from broken desks and other furniture.

page 305 DEBT

The district does not have any general obligation debt, nor does the district have any plans to issue general obligation debt in the future. Through difficult financial times and economic uncertainty, the district has been able to manage without having to issue general obligation debt. This is a testament to the discipline of the district to continue to improve the educational environment without sacrificing long-term financial resources.

CAPITAL IMPROVEMENTS & REVENUE BONDING

The Iowa legislature enacted a statewide one-cent sales tax to benefit school districts across Iowa in 2008, and the governor signed it into law that same year. A Revenue Purpose Statement indicating how this funding could be used by the district was approved by voters on September 9, 2009.

In most cases, a district incurs long-term debt for capital projects, and the amounts are often sizable. There are several options for financing capital projects that have both pros and cons:

Type of Financing Applications Positive Points Negative Points Pay As You Go Recurring expenses No interest issuance Not normally feasible Pay for projects with or small projects. costs; lesser demands for larger projects; current, recurring revenues on management’s possible slow during the life of the project. time and shorter timeframe in period necessary to completing projects: initiate projects. Current users paying to benefit future users. Lease/Lease Purchases Small and medium Low issuance costs Interest rates higher Rental payments over time, projects on small routine than if taxing power may include an option to (equipment/rolling financing; no pledge is pledged; potentially buy. stock). of taxing power; fast no equity interest in availability. the asset. Installment Purchases Small and medium Low issuance costs Interest rates higher Purchases over time with a projects (equipment/ on small routine than if taxing power security pledged in the rolling stock); financing; no pledge is pledged; high property; same as certificate construction of taxing power; fast issuance costs and participation. financing, in some availability. great time demands cases. on complex financings. Continued on next page

page 306 Continued from previous page Type of Financing Applications Positive Points Negative Points General Obligation Medium and large Lowest interest rate, Issuance costs higher Bonds projects. flexible terms; no than short-term type Faith and credit financings; restrictive covenants of financial, but lower requires preparation of involved; requires than revenue bonds; offering statements and bond voter approval, simpler than complex ratings. thereby confirming negotiated financings; public support. requires time and expenses for voter approval of referendum. Revenue Bonds Large projects. No faith and credit High interest and Pledge of designated pledged; voter issuance costs; revenues; requires approval not restrictive covenants preparation of complex required. usually involved, great offerings statements, bond demands on ratings, and feasibility management’s time, studies. funds not readily available. Capital Reserves Fund Any size project and Interest income Current users pay for The setting aside of current in combination with earned while funds the benefits of future revenues for future needs. any other financing, accumulate; no users. especially for funding issuance costs. depreciation.

One of the priorities of the district’s Revenue Purpose Statement was to introduce money-saving strategies, and one strategy evaluated by the district was the sale of revenue bonds to minimize the impact of inflation on renovation and construction budgets. A bond credit rating assesses the credit worthiness of governmental debt issues and is a financial indication to potential investors of debt securities. Bond credit ratings are assigned by credit rating agencies such as Standard & Poor’s, Fitch, and Moody’s.

The bond rating process is a comprehensive analysis of the district’s financial practices and performances (past and current). Forecasts of future performance and projected long-term planning practices are also reviewed. The following data is typically requested and analyzed by the bond rating agencies:

Board & District Management Goals & Objectives Major employers in the Des Moines area Strategic planning Contingency planning / healthy reserve balances Local economic climate Budget documents / performance to budget Major programs Trends of demographic / economic information Financial policies and procedures Projections of future performance Major initiatives Capital improvement program Financial audits

page 307 Standard & Poor’s top four rating categories (AAA, AA, A, BBB) are generally regarded as eligible for bank investment (AAA is the highest rating). An obligation rated AA+ differs from the highest– rated obligations only slightly. The obligor’s capacity to meet its financial commitment on the obligation is very strong. An obligation rated A+ is somewhat more susceptible to the adverse effects of changes in circumstances and economics conditions than obligations in higher-rated categories; however, the obligor’s capacity to meet its financial commitment on the obligation is still strong.

Fitch Duff & Phelps uses a rating system very similar to that of Standard & Poor’s. “+” or “-” may be appended to ratings by Fitch to denote relative status within a major rating category. Fitch also considers the historical and prospective financial condition, quality of management, operating performance of the issuer and of any guarantor, any special features of a specific issue or guarantee, the issue’s relationship to other obligations of the issuer, as well as the likelihood of developments in the economic and political environment that might affect the issuer’s financial strength and credit quality.

Moody’s bond ratings range from Aaa (highest quality) to C (lowest quality) for long term obligations. Moody’s applies numerical modifiers 1-high, 2-mid, 3-low in each generic rating classification from Aa to Caa.

Des Moines Public schools has maintained excellent ratings for many years. The district’s most recent (April 5, 2018) bond ratings are:

Standard & Poor’s Fitch Duff & Phelps Moody’s General obligation bonds n/a n/a n/a Revenue bonds A+ n/a n/a

page 308 Bonding Analysis Prior to bonding, the district worked with its external financial and investment advisory group, PFM, to evaluate the feasibility and benefits/drawbacks of bonding to fund the district’s Students First SAVE program. According to the report developed by PFM, there were two critical areas in which issuing revenue bonds could serve as a major benefit to completing school infrastructure projects: project timing and construction cost savings.

Project Timing Revenue bonds allow the school district to leverage future Secure an Advanced Vision for Education (SAVE) revenues to complete projects today. Several years ago, DMPS completed construction and renovation projects on a pay-as-you-go basis. While that was a fine slogan, it tied district’s hands by limiting spending to only the renovation revenues received each year. This annual revenue constraint required the district to delay projects. As illustrated in the graphs below, the Bonding Program will enable the district to complete construction projects up to six years faster compared to the pay-as-you-go approach.

CONSTRUCTION TIMELINE: BONDING PROGRAM Construction Cost Savings 60000000 A Pay-As-You-Go In addition to improving project timing, the report also indicated that through bonding, the district 50000000 program would have could significantly impact construction costs. Each year a construction project is delayed, overall 40000000 delayed projects up construction costs increase. Industry literature suggested constructionto six costs years. have increased up to 7% just30000000 in the past year. However, to be conservative, the analysis assumed a 5% projected construction cost20000000 inflation rate for each year a project is delayed. 10000000 As illustrated in the graph below, total construction costs were projected to be approximately $48 0 million less when financed through revenue bonds and cash-on-hand. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Bonding Phase 1 Construction Costs Phase 2 Construction Costs Phase 3 Construction Costs Phase 4 Construction Costs Phase 5 Construction Costs

CONSTRUCTION TIMELINE: PAY-AS-YOU-GO PROGRAM 50000000

40000000

30000000

20000000

10000000

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Bonding Phase 1 Construction Costs Phase 2 Construction Costs Phase 3 Construction Costs Phase 4 Construction Costs Phase 5 Construction Costs

page 309 A "Pay-As-You-Go" Program would delay projects up to six years, leading to increased construction costs of $67,692,620 for Phase 1, 2, 3, 4 & 5 projects.

*Based on a 5% construction cost inflation rate.

One of the priorities of the Revenue Purpose Statement was to introduce money-saving strategies, and armed with this analysis, the school district aggressively bonded ahead for the Students First program. Issuing revenue bonds has allowed the district to complete more school projects, while saving tax dollars. The bonding program has provided additional opportunities to students as quickly as possible, while at the same time getting the most “bang for the buck” from tax dollars. Issuing revenue bonds — paid for by the revenue from the statewide sales tax, not property taxes — has allowed DMPS to:

• Minimize inflationary increases on a portion of the construction program. • Add flexibility to the construction schedule. • Develop the most optimal construction plan. • Lock up a portion of the revenue stream for debt service (and/or projects). • Move up projects to benefit students earlier. • Lock in projects at a borrowing cost lower than the average inflationary factor. • Continue the plan created by the Superintendent’s Facilities Advisory Committee. • Continue to provide operational efficiencies that will have a direct impact on the general fund in the form of reduced energy costs. The School Board approved the sale of $70 million in Sales Tax Revenue Bonds in March 2010, a second round for $71.9 million in March 2012, a third round in December 2013 for $8.8 million, and a fourth round in May 2014 for $61.9 million. The district refunded the Series 2010 revenue bonds (with a call date of June 1, 2018) with the Series 2016 Bonds, which saved the district $14.8 million; restructured payments will save an additional million dollars. The district and PFM will monitor future options for the series 2012, 2013, and 2014 all the call dates are closer.

page 310 With the passage of House File 546, which extended the Secure an Advanced Vision for Education (SAVE) the program through 2050, the district will evaluate the benefits of bonding ahead for future capital improvement projects.

Current Debt Levels The total principal outstanding bond debt at the end of FY 2019 will be approximately $174,670 million, consisting entirely of revenue bonds. Beginning in December 2010 and continuing through June 2029, principal and interest payments will be made on these debts. As required by Iowa law, funds are transferred from the SAVE and PPEL funds to the Debt Service Fund to make principal and interest payments as they come due.

There is no legal debt limit on revenue bonds, only a coverage requirement limitation that is set as part of the issuing resolution.

The district utilizes a parity test to determine what the current revenues will yield within the coverage requirements. The current coverage requirement for the district’s sales tax bonds is at least 1.25 times. This means the revenues must be at least 125% of the maximum annual debt service in any upcoming year.

The district performed the following calculation to determine the district is within the coverage requirement:

FY 2019 Estimated Sales Tax Revenues = $31,911,353 FY 2019 Maximum Annual Debt Service = $23,095,026 Current Debt Service Coverage = 1.38 times

Given the fact that the district is well within the current coverage requirement, there are not any anticipated issues in meeting the coverage requirement on either a current or ongoing basis.

Debt service includes only principal and interest on bonded indebtedness. The debt service category includes amounts paid by the district directly, as well as those paid on behalf of the district by the county or city. Many districts have both types. This category does not include principal or interest payments on notes, which are usually issued for shorter terms and for more immediate purposes.

page 311 Debt Limit Article XI, Section 3 of the Iowa Constitution limits the amount of debt outstanding at any time of any county, municipality, or other political subdivision to no more than 5% of the actual value of all taxable property within the corporate limits, as taken from the last certified state and county tax list. The debt limit for the district as of June 30, 2019 (most recent) is as follows:

Net Valuation for Debt Limit Purposes $12,796,130,290 Legal Debt Limit of 5% 0.05 Legal Debt Limit $638,806,515 Less: General Obligation Debt Subject to Limit ($0) Less: District’s School Infrastructure Sales, Services, and Use Tax Bonds ($190,685,000) * Net Debt Limit $448,121,515 *It has not been determined whether or not the district’s School Infrastructure Sales, Services, and Use Tax Bonds do or do not count against the constitutional debt limit; therefore, the district included it above for presentation purposes. If these are not counted, the net debt limit would be $638,806,515.

DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET DEBT SERVICE FUND SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Re- Actual Actual Actual estimated Budget Revenues

Transfers In 77,535,972 18,249,571 23,095,026 22,995,050 22,996,050

Total Revenues 77,535,972 18,249,571 23,095,026 22,995,050 22,996,050

Expenditures

Debt Service 77,535,972 18,249,571 23,095,026 22,995,050 22,996,050

Total Expenditures 77,535,972 18,249,571 23,095,026 22,995,050 22,996,050

Excess of Revenues over Expenditures - - - - - Beginning Fund Balance - - - - -

Ending Fund Balance - - - - -

page 312 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET DEBT SERVICE FUND SUMMARY

page 313 DISCLOSURES

POST-EMPLOYMENT BENEFITS

Plan Description The District sponsors a single-employer health care plan that provides three self-funded medical plans including prescription drug benefits to all active and retired employees and their eligible dependents. Retiree coverage begins for employees who have attained age 55 prior to the beginning of the subsequent contract year and have at least 10 consecutive contract years of employment and continues until the retiree is Medicare eligible at age 65. The plan is administered by the District and the District has the authority to establish or amend the plan provisions or contribution requirements within the sections of the Code. The plan does not issue a stand-alone financial report.

Funding Policy The current funding policy of the District is to pay health claims as they occur through internal allocated funds. For employees who retired on or before June 30, 2002, the District provides a 100 percent subsidy to the full cost of coverage for both retiree and dependent coverage. For employees who retire on or after June 30, 2002, Des Moines School District provides no subsidy. The health insurance plan contributions on behalf of employees are established and amended through negotiation by management and the union and governed by the District’s union contracts.

The required contribution is based on projected pay-as-you-go financing. For fiscal year 2019, the District contributed $1,406,697. Retiree and active members receiving benefits contributed through their required monthly contributions of:

Rate Tier FY 2019 Alliance Select FY 2019 Blue Access Employee 563.75 543.72 Employee + One 1,075.18 1,036.98 Family 1,713.80 1,652.91

Annual OPEB Cost & Net OPEB Obligation The district’s annual other postemployment benefit (OPEB) cost (expense) is calculated based on the annual required contribution (ARC) of the employer, an amount actuarially determined in accordance with the parameters of GASB Statement No. 45. The ARC represents a level of funding that, if paid on an ongoing basis, is projected to cover the normal cost each year and amortize any unfunded actuarial liabilities over a period not to exceed 30 years. The net OPEB obligation would be resolved by the fund that incurred the compensation and then the General Fund, once the fund is exhausted.

page 314 The following table shows the components of the district’s annual OPEB cost for the year, the amount actuarially contributed to the plan, and changes in the district’s annual OPEB obligation:

Total OPEB Liability as of June 30, 2018 $69,452,570 Change for the year: Service Cost 5,612,753 Interest 2,877,808 Change in benefit terms (4,273,106) Differences between expected and actual (16,056,500) experience Changes in Assumptions or Other Inputs (10,863,757) Contributions & Payments Made (1,406,697)

Total OPEB Liability as of June 30, 2019 $45,343,071

Sensitivity of the Total OPEB Liability to Changes The district adopted GASB Statement 75 during FY17 as a result it had an impact to the total OPEB liability.

The following presents the approximate total OPEB liability of the district, as well as what the district’s approximate total OPEB liability would be if it were calculated using a discount rate that is 1-percentage-point lower (2.5 percent) or 1-percentage-point higher (4.5 percent) than the current discount rate: 1% Decrease Discount Rate 1% Increase (2.5%) (3.5%) (4.5%) Total OPEB Liability $ 49,280,511 $ 45,343,071 $ 41,168,494

The following presents the approximate total OPEB liability of the district, as well as what the district’s approximate total OPEB liability would be if it were calculated using healthcare cost trend rates that are 1-percentage-point lower (5.50 percent decreasing to 3.50 percent) or 1-percentage- point higher (7.50 percent decreasing to 5.50 percent) than the current healthcare cost trend rates:

Healthcare Costs 1% Decrease Discount Rate 1% Increase (5.50% decreasing to (6.50% decreasing to (7.50% decreasing to 3.50%) 4.50%) 5.50 %) Total OPEB Liability $ 35,741,821 $ 45,343,071 $ 51,919,715

Actuarial valuations of an ongoing plan involve estimates of the value of reported amounts and assumptions about the probability of occurrence of events far into the future. Examples include assumptions about future employment, mortality, and the health care cost trend. Amounts determined regarding the funded status of the plan and annual required contributions of the employer are subject to continual revision as actual results are compared with past expectations and new estimates are made about the future. The schedule of funding progress, presented as required supplementary information following the notes to the financial statements in the district’s most

page 315 recent CAFR, presents multi-year trend information about whether the actuarial value of plan assets is increasing or decreasing over time relative to the actuarial accrued liabilities for benefits.

Actuarial Methods & Assumptions Projections and benefits for financial reporting purposes are based on the substantive plan (the plan as understood by the employer and the plan members) and included in the types of benefits provided at the time of each valuation and the historical pattern of sharing of benefit costs between the employer and plan members to that point. The actuarial methods and assumptions used include techniques that are designed to reduce the effects of short-term volatility in actuarial accrued liabilities and the actuarial value of assets, consistent with the long-term perspective of the calculations.

At June 30, 2019 the following employees were covered by the benefit terms:

Current Retirees, beneficiaries and dependents 146 Current Active Members, fully eligible for benefits 876 Current Active Members, not yet fully eligible for benefits 4,008 5,030

The district’s total OPEB liability of $45,343,071 was measured as of June 30, 2019 and was determined by an actuarial valuation as of that date.

The total OPEB liability in the June 30, 2019 actuarial valuation was determined using the following actuarial assumptions and other inputs, applied to all periods included in the measurement, unless otherwise specified: Inflation - 3.00% Salary increases - 2.00% Discount rate - 3.50% Healthcare cost trend rates - 6.0% for medical and prescription benefits for 2019 and 4.5% for administrative fees for 2019, decreasing 0.50% per year to an ultimate rate of 4.00% for 2022 and later years

page 316 CLASSIFICATION OF FUND BALANCES PER GASB STATEMENT NO. 54

DES MOINES PUBLIC SCHOOLS FUND BALANCES GOVERNMENTAL FUNDS June 30, 2019

Non-Major Total General Capital Projects Governmental Governmental Nonspendable: Inventories $ 1,028,373 $ - $ 57 $ 1,028,430 Prepaids 2,940,080 - 84,313 3,024,393 Total Nonspendable 3,968,453 - 84,370 4,052,823

Restricted: Student activities - - 1,525,584 1,525,584 Management levy purposed - - (931,303) (931,303) Physical plant and equipment - - 8,054,480 8,054,480 Public education and - - 809,932 809,932 recreation DMPS expendable trust - - 2,470,869 2,470,869 Capital projects - 105,276,369 - 105,276,369 Categorical funding 13,807,072 - - 13,807,072 Shared programs 1,661,684 - - 1,661,684 Grants 347,703 - - 347,703 Total Restricted 15,816,459 105,276,369 11,929,562 133,022,390

Committed: Common core projects 5,000,000 - - 5,000,000 Technology 6,500,000 - - 6,500,000 Total Committed 11,500,000 - - 11,500,000

Assigned: Technology 1,247,971 - - 1,247,971 Parent pay reserve 1,639,234 - - 1,639,234 Total Assigned 2,887,205 - - 2,887,205

Unassigned: 62,613,523 - - 62,613,523

TOTAL FUND BALANCES $ 96,785,640 $ 105,276,369 $ 12,013,932 $ 214,075,941

page 317

Fund Balance: In the governmental fund financial statements, fund balances are classified as follows: Amounts which cannot be spent either because they are in a nonspendable form Nonspendable or because they are legally or contractually required to be maintained intact. Amounts restricted to specific purposes when constraints placed on the use of the Restricted resources are either externally imposed by creditors, grantors, or state or federal laws or imposed by law through constitutional provisions or enabling legislation. Amounts which can be used only for specific purposes pursuant to constraints formally imposed by the Board through resolution approved prior to year-end. Committed Those committed amounts cannot be used for any other purpose, unless the Board removes or changes the specified use by taking the same action it employed to commit those amounts. Amounts constrained by the district’s intent to use them for a specific purpose. It is the district’s policy that the authority to assign fund balance has been delegated Assigned by the district’s Board of Directors to the Chief Financial Officer and Controller, through the adoption of the budget. All amounts not included in other spendable classifications. The General Fund is the only fund that would report a positive amount in unassigned fund balance. Unassigned Residual deficit amounts of the governmental funds would also be reported as unassigned. When an expenditure is incurred in governmental funds which can be paid using either restricted or unrestricted resources, the district’s procedure is to pay the expenditure from restricted fund balance and then from less-restrictive classifications – committed, assigned, and then unassigned fund balances.

page 318 PART 4 INFORMATIONAL SECTION

page 319 DES MOINES PUBLIC SCHOOLS: AT A GLANCE

ENROLLMENT

DMPS ENROLLMENT 34,000 33,000 32,000 31,000

30,000 32,607 29,000

While the Iowa Department of Education is projecting a continued enrollment growth, the district is budgeting under the assumption that as in the 2018-19 school year, enrollment will decrease for the next four years. This district is basing this assumption on an analysis of live births of Des Moines residents. The analysis indicated that during the Great Recession citizens of Des Moines has fewer babies; the lower birth rate is impacting enrollment at the elementary level. The lower birth rate coupled with decreased enrollment from refugees and immigrants has led the district to budget under the assumption that there will be 250 students enrolled each year for the next four years. DMPS ENROLLMENT PROJECTION 36,000 35,000 33401 34,000 33,020 33245 33344 32,607 33,000 32,000 32,357 32,107 31,000 31,857 31,607 30,000

Actual Enrollment DE Projection DMPS Assumption

page 320 The breakdown of students by level in the 2018-19 school year is 46.8% elementary school, 23.2% middle school, and 30.0% high school.

ENROLLMENT BY SCHOOL LEVEL 35,000

30,000

25,000

20,000

15,000

10,000

5,000

- 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20

Elementary Middle High

In addition to serving students in grades K-12, the district also has a robust Early Childhood program. DMPS Early Childhood programs provide quality learning experiences to help promote the growth of young children and their families. This is done by offering free, quality preschool with several options to best meet the needs of families, including a variety of locations, class times, and half- or full-day plans. All DMPS preschool programs adhere to state and national program standards to facilitate the district goal of improving Kindergarten readiness.

There are a number of preschool options for families in Des Moines: Universal Preschool — A state-funded program designed to provide voluntary, universal access to high-quality preschool education programs for the state’s four-year-olds. This is the largest DMPS preschool program. Classrooms are located throughout Des Moines in neighborhood elementary schools, DMPS Education Centers, and partner locations.

Head Start — A federally-funded comprehensive child development program that serves income- eligible children ages three to five and their families. The Des Moines Head Start program is a delegate of the Drake University Head Start program.

page 321 Shared Visions — The district is the recipient of three grants from the Iowa Department of Education to implement the Shared Visions program at preschool programs located in three Des Moines elementary schools: McKinley, Capitol View, and Moulton. The Shared Visions preschool program provides comprehensive quality preschool program experiences for at-risk children who are ages three to five years.

Early Childhood Special Education (ECSE) — Services are available for eligible children three to five years of age. ECSE staff assist in the identification, assessment, and development of an Individualized Educational Plan for eligible children. A continuum of services are available, tailored to meet the individual needs of each student, including integrated classroom settings with Head Start, Universal Preschool, and self-contained programming. ECSE classrooms are located throughout Des Moines in neighborhood elementary schools and in DMPS Education Centers.

Nearly 2,000 students were enrolled in preschool programs through a variety of funding sources in 2019-20. Students in Des Moines participate in early childhood education programs in district buildings or in partnering religious, childcare, and other organizations.

PRESCHOOL ENROLLMENT BY FUNDING SOURCE

Universal Preschool, 59% Head Start, 22% Early Childhood Special Education, 11% Early Childhood Iowa, 5% Shared Visions 3%

page 322 DISTRICT DEMOGRAPHICS

Low-Income Students DMPS is an urban school district that serves an increasingly diverse student population. Seventy- four percent of the students in the district are low-income, based on eligibility for the Free or Reduced-Price Lunch (FRPL) program. The percentage of DMPS students enrolled in the FRPL program is substantially higher than the state average, and Des Moines Public Schools has the highest poverty rate in Polk County (based on FRPL enrollment).

2019-20 FRPL ENROLLMENT: POLK COUNTY DISTRICTS 35,000

30,000

25,000

20,000

15,000

10,000

5,000

- West Des Southeast Bondurant North DMPS Ankeny Johnston Urbandale Saydel Moines Polk Farrar Polk % FRPL 76% 17% 37% 24% 31% 33% 19% 11% 59% Non-FRPL Students 6,748 10,052 5,617 5,516 4,753 2,688 1,920 1,629 573 FRPL Students 24,654 1,951 3,282 1,677 2,145 1,310 425 189 749

FRPL RATES: DMPS VS. STATE OF IOWA 80%

70%

60%

50%

40%

30%

20% 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19

DMPS State of Iowa

page 323 Minority Students DMPS is a “majority-minority” school district, and minority enrollment has steadily increased to 63.2% of all students. Latino families are the fastest growing demographic segment of both the city and the schools.

ENROLLMENT BY RACE/ETHNICITY

White, 36.8% Latino, 27.2% African American Asian, 8.2% Multiple Races, 6.8% Native American, 0.4% Pacific Islander, 0.1%

ENROLLMENT BY RACE/ETHNICITY

2019-20 2018-19 2017-18 2016-17 2015-16 2014-15 2013-14 2012-13 2011-12 2010-11

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

White Latino African American Asian Multi-Racial Other

page 324 English Language Learners In the last decade, DMPS has experienced a 58% increase in the number of students enrolled in English Language Learner (ELL) classes and a 565% increase since 1993. DMPS students speak more than 100 different native languages and dialects, and currently 21.8% of the entire student body is ELL. Funding for the ELL program is provided by the State through supplemental weighted funding, and the district strongly advocates for legislation to extend the weighted funding.

ENGLISH LANGUAGE LEARNERS 8,000

6,000

4,000

2,000

- 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20

ENGLISH LANGUAGE LEARNERS 8,000

6,000

4,000

2,000

- 1993 1994 1995 1996 1997 1998 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 1999-2000

page 325 Special Education Approximately 15% of DMPS students receive Special Education (SPED) services for disabilities ranging from mild behavioral or learning disorders to severe and profound disabilities. The district will continue to provide quality services that families and students with disabilities have come to expect from the district and as required by law. Funding for the SPED program is provided by the State through supplemental weighted funding and through State and Federal grants.

SPECIAL EDUCATION ENROLLMENT 8,000

7,000

6,000

5,000

4,000

3,000

2,000

1,000

- 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20

page 326 STUDENT PERFORMANCE MEASURES

Graduation and Dropout Rates School improvement efforts across the district are having a real impact in Des Moines Public Schools. Beginning with the graduating class of 2009, graduation rates in Iowa have been calculated with a new formula established by the U.S. Department of Education. Unique student identification numbers are assigned to ninth-grade students, allowing school districts to carefully account for students as they move through high school. At the state level, the method helps determine when a student graduates, even if the student has moved to a different district in Iowa during high school.

The 4-year graduation rate for Des Moines has increased eight percentages points since Iowa began using its current graduation rate formula in 2009. The DMPS Class of 2019 had a graduation rate of 83%. The five year graduation rate was 85%.

FOUR & FIVE YEAR GRADUATION RATES 100%

80%

60%

40%

20%

0% Class Class Class Class Class Class Class Class Class Class Class of of of of of of of of of of of 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Four-Year Rate 73% 78% 76% 79% 79% 82% 78% 81% 82% 81% 83% Five-Year Rate 77% 83% 81% 83% 84% 82% 84% 85% 86% 85%

Des Moines Public Schools saw a decrease in the dropout rate, which was 3.8% for the 2018-19 school year compared to 4.3% for the 2017-18 school year.

GRADE 7-12 DROPOUT RATE

5.5%

4.5%

3.5% 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18

page 327 Student Proficiency Reading and mathematics assessments are administered to students in grades 3-11 in the spring each year. In 2012, the Iowa Assessments replaced the ITBS and ITED tests students previously took. The Iowa Statewide Assessment of Student Progress (ISASP) replaced the former Iowa Assessments, with students taking the new tests for the first time in spring 2019. English Language Arts and Math tests were given to students in grades 3 through 11. ISASP better reflects what’s being taught in Iowa classrooms and how students are progressing toward the grade-level expectations outlined in Iowa’s academic standards. Because the new state test is more aligned to Iowa’s academic standards, it is more challenging. These results will re-set the baseline for future progress on the new state test. They should not be compared to results from previous years’ Iowa Assessments because the new state test measures Iowa’s academic standards aligned to the appropriate grade level.

The state of Iowa has adopted three performance levels for the ISASP: Advanced, Proficient, and Not-Yet-Proficient. These performance levels were recommended by a committee of Iowa educators and define the range of standard scores for each of the three categories. The standard score is a number that describes a student’s location on the achievement continuum.

Performance Level Descriptor Students performing at the Advanced level demonstrate thorough Advanced competency over the knowledge, skills, and abilities that meet the requirements for their grade level associated with academic readiness for college and careers in the subject. Students performing at the Proficient level demonstrate adequate Proficient competency over the knowledge, skills, and abilities that meet the requirements for their grade level associated with academic readiness for college and careers in the subject area. Students performing at the not-yet-proficient level have not yet Not-Yet- Proficient demonstrated the knowledge and skills to the classified as Proficient.

page 328 READING: PROFICIENCY ON THE IOWA STATEWIDE ASSESSMENT OF STUDENT PROGRESS (PROFICIENT & ADVANCED) 60% 51.0% 45.9% 48.1%

40%

20%

0% Grades 3-5 Grades 6-8 Grades 9-11

2019

MATHEMATICS: PROFICIENCY ON THE IOWA STATEWIDE ASSESSMENT OF STUDENT PROGRESS (PROFICIENT & ADVANCED) 60% 49.8% 51.1% 46.7%

40%

20%

0% Grades 3-5 Grades 6-8 Grades 9-11

2019

page 329 PROPERTY TAXES

PROPERTY TAX RATE

Per the Aid & Levy report, the district property tax rates for FY 2017 – FY 2020 and the projected FY 2021 (per the preliminary Aid & Levy) are:

District Property Tax Rates FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Total Tax Rate 18.50586 18.56349 18.60074 18.60600 18.60597

Details on the components of the tax rate are included on the Local Funds: Property Tax Rates schedule. ANNUAL PROPERTY TAX RATE $30

$25

$20

$15

$10

$0 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 (budget)

To ensure a budget that meets the district’s needs and provides adequate programming for students, the district is proposing a tax rate of $18.60751.

page 330 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET LOCAL FUNDS: PROPERTY TAX RATES — HISTORICAL SUMMARY, BUDGET, AND PROJECTIONS

FY 2017 FY 2018 FY 2019 FY 2020 Per Final Aid and Levy Per Final Aid and Levy Per Final Aid and Levy Per Final Aid and Levy

Management 8,471,370 1.25000 8,965,000 1.30000 11,856,275 1.60000 13,888,373 1.80000

PERL 914,908 0.13500 930,978 0.13500 1,000,370 0.13500 1,041,628 0.13500

Debt Service ------

Total $ 127,369,855 18.50586 $ 130,095,966 18.56349 $ 140,189,860 18.60074 $ 145,831,772 18.60686 Increase $ 0.07777 Increase $ 0.05763 Increase $ 0.03725 Increase $ 0.00612

FY 2021 FY 2022 FY 2023 FY 2024 Preliminary Aid and Levy Estimated Estimated Estimated

Management 26,873,150 3.24028 24,890,000 3.00116 30,000,000 3.61730 30,000,000 3.61730

PERL 1,119,619 0.13500 1,119,619 0.13500 1,119,619 0.13500 1,119,619 0.13500

Debt Service ------

Total $ 156,858,666 18.60751 $ 147,447,720 17.38831 $ 147,450,592 17.38856 $ 147,450,592 17.38856 Increase $ 0.00065 Decrease $ (1.21920) Increase $ 0.00025 Flat $ (0.00000)

page 331 IMPACT ON TAXPAYER

The tax rate is based on a per $1,000 of assessed valuation, in most instances, per the Aid and Levy, as determined by the State of Iowa. Using a $100,000 home as an example, a taxpayer would have the following annual obligation:

Calculation: $100,000 home value = 100 x Annual Tax Rate $1,000

FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 $1,799.48 $ 1,842.81 $ 1,850.59 $ 1,856.35 $ 1,860.07 $ 1,861.00 $ 1,861.00

Property Valuations Generally, property tax rates will only change slightly from year-to-year; therefore, fluctuations in revenue from year-to-year are mainly caused by changes in property valuations. The value of property is established by a County Assessor (or the Iowa Department of Revenue) estimating the value of each property, which is called the “assessed value.”

Residential, commercial, and industrial real estate is assessed at 100% of market value, and the Assessor must determine the fair market value of the property. To do this, the Assessor generally uses three approaches:

Assessments are conducted in Iowa in odd-numbered years. The new 2017 assessments show that Polk County residential property values increased 8.3% on average, the biggest jump since 2005 and roughly double the increase in 2015. Home values increased slightly more in Des Moines (8.9%), as compared to the rest of the county (8.1%). The increase is a significant upswing over the past decade, when home prices stagnated amid the fallout from the 2008 housing crash. Home values dropped in both 2011 and 2013 before increasing in 2015. Prior to the housing crash, home values in Polk County grew by 10.2% (2001), 10% (2003), and 8.6% (2005).

The utilities/railroad class of property is assessed at the state level.

page 332

Source: City of Des Moines, Community Development Department

The Assessor totals the assessed value in each classification (residential, commercial, industrial, agricultural, or utilities/railroad) and reports it to the County Auditor. Each Assessor sends the reports — called “abstracts” — to the Iowa Department of Revenue. The abstract shows the total taxable values of all real property in each jurisdiction by classification of property, not by individual property. The state then examines total assessed values and equalizes them. A process called “equalization” is applied every two years to ensure that property values are comparable among jurisdictions and according to law. The state compares the Assessors’ abstracts to a “sales assessment ratio study” it has completed independently of the Assessors. If the assessment (by property class) is 5% or more above or below the sales ratio study, the state increases or decreases the assessment. There is no sales ratio study for agricultural and industrial property. Equalization occurs on an entire class of property, not on an individual property. Also, equalization occurs on an assessing jurisdiction basis, not on a statewide basis. Equalization is important as it helps maintain equitable assessments among classes of property and among assessing jurisdictions. This contributes

page 333 to a fairer distribution of state aid, such as aid to schools. It also helps to equally distribute the total tax burden within an area. In addition, an “assessment limitation” is applied every year. This process is commonly called “rollback” and is used to adjust for inflation.

Details on the components of the property valuations within the district for the past three years, the current year, and the budget year are included on the Local Funds: Property Valuations schedule on the following page.

page 334 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET LOCAL FUNDS: PROPERTY VALUATIONS — HISTORICAL SUMMARY, BUDGET, AND PROJECTIONS

Property Tax Rates $18.51 $18.56 $18.60 $18.61

Property Tax Rates $18.61 $17.39 $17.39 $17.39

page 335 As a taxing authority, the district has a limited amount of property from which it can draw taxes. More than 38% of land within the city is for “public use” for city, county, and state government offices; parks; churches; universities, etc. The property, with an equivalent value of $1.3 billion, is tax exempt.

Source: City of Des Moines, Community Development Department

page 336 CAPITAL IMPROVEMENT & BONDING

In 1999, voters in Polk County approve a local one-cent sales tax for school infrastructure improvements. By 2008, voters in all 99 Iowa counties had voted for the local sales tax increase. In 2008, the Iowa legislature enacted a statewide one-cent sales tax — called the Statewide Penny, SWP — to benefit school districts across Iowa to replace the local option sales taxes, and the governor signed it into law that same year. The SWP created a dedicated source of revenue to support improvements to public schools. A Revenue Purpose Statement indicating how this SWP funding could be used by the district was approved by voters on September 9, 2009. In most cases, a district incurs long-term debt for capital projects, and the amounts are often sizable. One of the priorities of the Revenue Purpose Statement was to introduce money-saving strategies, and one strategy enacted by the district has been the sale of revenue bonds to minimize the impact of inflation on renovation and construction budgets. This strategy saves money by getting ahead of the cost of inflation, accelerating the projects schedule, and supporting jobs in the construction trades. Issuing revenue bonds has allowed the district DMPS to complete more school projects, while saving tax dollars, and providing additional opportunities to students. Issuing revenue bonds — paid for by the revenue from the statewide sales tax, not property taxes — has allowed DMPS to:

• Minimize inflationary increases on a portion of the construction program. • Add flexibility to the construction schedule. • Develop the most optimal construction plan. • Lock up a portion of the revenue stream for debt service (and/or projects). • Move up projects to benefit students earlier. • Lock in projects at a borrowing cost lower than the average inflationary factor. • Continue the plan created by the Superintendent’s Facilities Advisory Committee. • Continue to provide operational efficiencies that will have a direct impact on the district’s General Fund in the form of reduced energy costs. The School Board approved the sale of $70 million in Sales Tax Revenue Bonds in March 2010, a second round for $71.9 million in March 2012, a third round in December 2013 for $8.8 million, and a fourth round in May 2014 for $61.9 million. The District refunded the Series 2010 revenue bonds with the Series 2016 Bonds, which saved the district $14.8 million, and restructured payments will save an additional million dollars. The district issued a final round of revenue bonds on May 15, 2018 for $56.2 million to coincide with the program sunset. The Debt Service Fund Summary and the Debt Service Fund Schedule are included on the following pages.

page 337 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET DEBT SERVICE FUND SUMMARY — HISTORICAL SUMMARY

FY 2017 FY 2018 FY 2019 FY 2020 Actual Actual Actual Re-estimated Revenues Transfers In $ 77,535,972 $ 18,249,571 $ 23,095,026 $ 22,995,050

Total Revenues 77,535,972 18,249,571 23,095,026 22,995,050

Expenditures by Object Salary & Benefits - - - - Purchased Services - - - - Supplies - - - - Property/Equipment - - - - Miscellaneous - - - - Other Items 77,535,972 18,249,571 23,095,026 22,995,050

Total Expenditures 77,535,972 18,249,571 23,095,026 22,995,050

Excess of Revenues over Expenditures - - - - Beginning Fund Balance - - - -

Ending Fund Balance $ - $ - $ - $ -

page 338 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET DEBT SERVICE FUND SUMMARY — BUDGET AND PROJECTIONS

FY 2021 FY 2022 FY 2023 FY 2024 Budget Projected Projected Projected Revenues Transfers In $ 22,996,000 $ 22,994,000 $ 22,993,000 $ 22,993,000

Total Revenues 22,996,000 22,994,000 22,993,000 22,993,000

Expenditures by Object Salary & Benefits - - - - Purchased Services - - - - Supplies - - - - Property/Equipment - - - - Miscellaneous - - - - Other Items 22,996,000 22,994,000 22,993,000 22,993,000

Total Expenditures 22,996,000 22,994,000 22,993,000 22,993,000

Excess of Revenues over Expenditures - - - - Beginning Fund Balance - - - -

Ending Fund Balance $ - $ - $ - $ -

page 339 DES MOINES PUBLIC SCHOOLS 2020 - 2021 BUDGET DEBT SERVICE FUND SUMMARY

page 340 PERSONNEL

MAJOR DES MOINES METRO EMPLOYERS

Key industries in the greater Des Moines region include financial services, insurance, government, retail, manufacturing, and healthcare.

Des Moines Public Schools is central Iowa’s sixth largest employer with more than 4,800 FTE teachers and other employees and is the largest local governmental employer (excluding State employees).

Largest Des Moines Area Employers Rank Employer Product or Service Employees Financial services, home 1 Wells Fargo & Co 13,500 mortgage 2 Unity Point Health – Des Moines Healthcare 8,026 3 Principal Financial Group Financial services 6,500 Retail grocery and drugstore 4 Hy-Vee Food Stores, Inc. 6,400 chain 5 Des Moines Public Schools Public Education 4,880 FTE 6 Nationwide Insurance 4,525 7 MercyOne Healthcare 4,276 Agricultural machinery, GPS/ag 8 John Deere equipment software, 3,500 consumer financial services Crop inputs for worldwide 9 Corteva Agriscience 2,500 agribusiness 10 Kum & Go Convenience store chain 2,000 Sources: Greater Des Moines Partnership Major Employers, 2019; DMPS Employee Schedule, FY 2020.

Largest Des Moines Area Local Governmental Employers Rank Employer Service Employees 1 Des Moines Public Schools Public Education 4,880 FTE 2 City of Des Moines City Government 1,562 3 Polk County County Government 1,312 Sources: City of Des Moines 2019 CAFR; and Polk County 2019 CAFR; DMPS Employee Schedule, 2020.

page 341 TEN YEAR EMPLOYMENT TRENDS

Economic Crisis During the first years of the 21st century, the country faced tremendously difficult economic times. The Des Moines community was dramatically affected by a deep global, national, state, and local economic crisis. The impact on this district could be seen in falling interest rates on short-term investments and low rates of Supplemental State Aid in State Foundation Aid followed by across- the-board state budget cuts.

Today, Iowa’s economy stands on firm ground as it recovers from the deep recession that began in 2008. A steady employment outlook resulted in Iowa’s unemployment rate increased slightly from 2.5% in December 2018 to 2.9% in December 2018.

The Iowa Legislative Services Agency (LSA) issued its projections for the FY 2021 budget for state of Iowa. The estimates for FY 2021 are based on the following factors and assumptions: The Governor’s FY 2021 budget includes total General Fund resources of $8.474 billion. This includes the December REC estimate of $8.249 billion (estimated growth rate of 2.9%), net revenue adjustment of negative $7.3 million, and $232.6 million in surplus carryforward dollars. The Expenditure Limitation under the Governor’s proposed budget totals $8.383 billion. The Governor is recommending General Fund appropriations totaling $8.093 billion, which is $289.9 million below the Expenditure Limitation. The Governor’s FY 2021 General Fund appropriations budget represents an increase of $342.9 million (4.4%) compared to the Governor’s revised FY 2020 appropriations recommendations. The Governor’s FY 2021 budget results in an estimated surplus of $386.5 million.

page 342 Enrollment & Staffing After the turn of the century, peak enrollment occurred in FY 2002, followed by eight years of declining enrollment. Since 2011-12, DMPS has seen an increase in enrollment, bucking the trend in urban districts nationwide. The 2018-19 was the first year since 2014-15 that enrollment has decreased in the district. This is the fourth straight year the district has had declining enrollment.

ENROLLMENT VS. ALL DMPS EMPLOYEES 5,500 34,000

5,000 33,000

4,500 32,000

4,000 31,000 Employees Enrollment 3,500 30,000

3,000 29,000 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2018-19 2017-18 2019-20 2020-21 (est.)

All Staff Enrollment

Compared to ten years ago, the district workforce is projected to be 221 FTE higher in FY 2021. The majority of the increase (83%) is in classroom staff. Classroom staff is projected to be 183 FTE higher in FY 2021 than it was in 2012.

page 343 TEN YEAR TREND: ALL DMPS EMPLOYEES 3,000

2,500

2,000

1,500

1,000

500

0 FY FY FY FY FY FY FY FY FY FY 2021 2012 2013 2014 2015 2016 2017 2018 2019 2020 (est.) Instructional Staff (Certified) 2,333 2,329 2,403 2,418 2,526 2,494 2,497 2,477 2,422 2,419 Support Staff (Certified) 357 359 370 385 404 401 412 403 402 407 Associates 513 519 521 518 515 510 510 535 543 537 Specialists, Clerical, 495 509 542 552 564 546 559 553 566 570 Paraprofessionals Food Service, Operations, 826 817 804 811 828 836 856 829 842 846 Transportation, Childcare Administrators 117 123 124 123 126 122 127 123 104 102

TEN YEAR TREND: CLASSROOM STAFF 100% 608 620 624 619 619 613 614 627 636 657 80% 357 359 370 385 404 401 412 403 402 407

60%

40% 2526 2494 2497 2403 2333 2418 2477 2329 2422 2419 20%

0% FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 (est.)

Instructional Staff (Certified) Support Staff (Certified) Other Classroom Associates & Paras

page 344 STAFFING ANALYSIS BY THE COUNCIL OF THE GREAT CITY SCHOOLS

In 2012, the district contracted with the Council of the Great City Schools, the nation’s primary coalition of large urban school systems, to study staffing levels in the district and determine whether they were appropriate. The full report can be found at on the district web site.

Among the findings, the report revealed that the district has a higher number of total staff per student and a higher number of teachers per student than the median Council district or district with at least 15,000 students, but a lower number of total staff compared to districts of similar size. Given the district’s low number of school and central administrators, teachers make up a higher percentage of the total district staff than all of the selected comparison districts except one.

In FY 2012, the district implemented student-based formulas to allocate funding according to enrollment of students and student types.

The idea behind student-based allocation is that instead of allocating staff and paying their costs, the district would simply allocate these dollar amounts to each school based on its mix of students. Ideally, the system targets sum funds to certain pupil types according to their different educational needs and the cost to provide services. Every year, as the mix of students at each school changes, so does the allocation, according to the formulas…

In some cases, the district computes the dollar amount by student types in terms of “weights,” reflecting an added percentage increment on top of the base regular education amount. The student types receiving additional “weight” depend on the district but should specify characteristics of students, not programs or services. Districts may find that students who are poor or who have limited English proficiency may require extra funding, but the districts don’t designate participation in a language immersion program or in a magnet school as student characteristic… Student characteristics may include:

• Poverty • Limited English proficiency • Disability • Grade level • Vocationally bound • Gifted • Other vulnerable students (homeless, transient, adjudicated, etc.)”

--Margeurite Rosa and Suzanne Simburg, 2013

The funding formula has impacted how staffing decisions are made, and schools across the district are staffed systematically according to student enrollment and composition. FY 19 culminated a

page 345 months-long review of scheduling at the high school level that increased students’ time in class while saving resources. Master scheduling will continue to be utilized to build student schedules responsive to the educational needs and wants of students resulting in minimal disruption to student choices.

The report from the Council of the Great City Schools also revealed that in 2012, the district was someone understaffed, specific to central administrative and support staff, as compared to similar urban school districts across the country:

It appears that the Des Moines Public Schools is somewhat understaffed compared to other major urban school systems across the country. This understaffing was specific to the number of administrators and support staff—particularly at the central office level. The district has less district administrators and support staff per student and a lower percentage of its staff devoted to district administration than the median of Council district, district with at least 15,000 students, and selected comparison district of similar size.”

--Council of the Great City Schools, Staffing Levels in Des Moines Public Schools (2012).

Armed with this information, the district took steps to adjust staffing levels at the central administrative and support levels. For example, the district changed the structure of central support for elementary and secondary schools.

page 346 PERSONNEL: PAST YEAR, CURRENT YEAR, & BUDGET YEAR

ALL DMPS EMPLOYEES 5,000

4,000

3,000

2,000

1,000

Staffing Changes for FY 2021 As a district, there will not be large increases or decreases in staffing for FY 2021. The biggest change the district is planning for is the future of alternative education in Des Moines. The creation and expansion of new educational programs for high school students at Des Moines Public Schools has provided the school district with an opportunity to restructure and modernize its approach to alternative education.

• OPTIONS ACADEMY: Options Academy is a high school program for current or reengaged Des Moines Public Schools students who would like to earn their high school

page 347 diploma by combining their current credits with the High School Equivalency Test (HiSET). In addition to a personalized teaching and learning plan for each student, Options Academy also provides students with career coaching and post-secondary opportunities. The program serves students 17-21 years old.

The School Board approved a plan to change the designation of Scavo from a comprehensive high school to an academic program. What that means is, starting with the 2020-21 school year, Scavo Program students will be enrolled at their home high school while doing all or part of their academic work through Scavo. Students will also earn their diploma from their home high school. This arrangement is similar to how Central Academy and Central Campus operate. Scavo will be smaller – with five teachers and a counselor – as more and more students are participating in other alternative programs. Former Scavo faculty members will be offered new positions in the district.

page 348 The largest employee groups in the district in FY 2020 were certified instructional (i.e., teachers) and operations (i.e., food service, custodial, transportation, and childcare) at 50% and 17% of the workforce, respectively. Staffing ratios for FY 2021 are projected to remain virtually unchanged.

FY 2020 DMPS STAFF

Instructional Staff (Certified), 50% Support Staff (Certified), 8%

Associates, 11%

Specialists, Clerical, Paraprofessionals, 12% Food Service, Operations, Transportation, Childcare, 17% Administrators, 2%

FY 2021 DMPS STAFF (ESTIMATED)

Instructional Staff (Certified), 50% Support Staff (Certified), 8%

Associates, 11%

Specialists, Clerical, Paraprofessionals, 12% Food Service, Operations, Transportation, Childcare, 17% Administrators, 2%

page 349 Classroom staff (which encompasses certified instructional, certified support, and other classroom associates and paraprofessionals) comprised 71% of all DMPS employees in FY 2020 and is projected to be virtually unchanged in FY 2021.

FY 2020 DMPS STAFF

Classroom Staff, 71% All Other Staff, 29%

FY 2021 DMPS STAFF (ESTIMATED)

Classroom Staff, 71% All Other Staff, 29%

page 350 The student to instructional or student to classroom staff ratios are projected to remain steady in FY 2021. STUDENTS TO STUDENTS TO ALL INSTRUCTIONAL STAFF CLASSROOM STAFF

2020-21 (est.) 2020-21 (est.)

2019-20 2019-20

2018-19 2018-19

2017-18 2017-18

2016-17 2016-17

2015-16 2015-16

2014-15 2014-15

2013-14 2013-14

2012-13 2012-13

2011-12 2011-12

0.0 5.0 10.0 15.0 0.0 5.0 10.0

page 351 Continued from previous page Support Staff (Certified) Counselors 82.0 81.4 80.9 Dean of Students 1.0 1.0 - Gifted and Talented 21.0 21.0 21.0 Library/Media specialists 1.0 1.0 1.0 Non-classroom teachers 73.6 73.6 79.6 Nurses 59.9 59.9 59.9 Special Ed consultants 29.0 29.0 29.0 Special Ed support 135.3 135.3 135.3 Support Staff (Certified) 402.8 402.2 406.7

Associates Central Office 50.0 50.0 50.0 Elementary Schools 214.0 214.0 213.5 Middle Schools 57.0 57.0 54.0 High Schools 62.0 64.0 64.0 Special Schools 152.0 158.0 155.0 Associates 535.0 543.0 536.5

Total 4919.9 4,878.8 4,879.9

page 352 Employee Compensation The district will continue to hire and retain highly qualified staff and fully fund total compensation agreements. Compensation costs represent 81.5% of the district’s General Fund budget. Components of compensation include salary (including base pay, steps, and longevity), teacher salary supplements, health insurance, payroll taxes, retirement (IPERS or DMTRS), dental and vision insurance, and long-term disability.

As the chart below demonstrates, the compensation package for DMPS teachers was greater than the statewide average package in FY 2008, FY 2009, FY 2010, FY 2013, FY 2014, FY 2015, FY 2016, FY 2018, FY 2019, and FY 2020. (Given teachers comprise 51% of the DMPS workforce, that employee group is used for illustration purposes.)

Compensation Package: Teachers (DMEA) State Average % District Package % FY 2008 4.67% 4.77% FY 2009 4.50% 5.00% FY 2010 3.26% 3.65% FY 2011 2.84% 1.98% FY 2012 3.33% 3.11% FY 2013 3.71% 3.95% FY 2014 3.70% 3.98% FY 2015 3.65% 4.09% FY 2016 2.96% 3.33% FY 2017 3.33% 2.92% FY 2018 2.16% 3.35% FY 2019 1.93% 3.28% FY 2020 2.52% 2.66% FY 2021 2.69% 2.30%

While adequate compensation is always the minimum standard, it is difficult to sustain when state funding is insufficient and grows at historically low rates. In recent years, negotiated increases in compensation packages have been more than the increases in State Foundation Aid, measured by the rate of Supplemental State Aid, thus creating a growing budget gap from one year to the next.

page 353 SUPPLEMENTAL INFORMATION

GLOSSARY

ACADEMIC SUPPORT LAB (ASL) – A non-traditional classroom environment designed to support students who need alternative programming for credit recovery and/or academic intervention. ASL teachers collaborate with student support staff to determine if additional support services are necessary for students to be successful.

ALLOWABLE GROWTH – The amount by which state cost per pupil and district cost per pupil will increase from one budget year to the next, as of FY 2015 it is known as Supplemental State Aid.

AREA EDUCATION AGENCY (AEA) – A service bureau that provides a variety of programs, services, and other resources including special education to local education agencies located in a certain geographical area.

AREA EDUCATION AGENCY (AEA) SUPPORT – State funding for AEAs that passes through local a school district’s budget.

AT-RISK FUNDING – Funding generated by the supplementary weighting plan for at-risk students used to develop or maintain at-risk programs.

AT-RISK STUDENT – Any identified student who needs additional support and who is not meeting or not expected to meet the established goals of the educational program (academic, personal/social, career/vocational). At-risk students include but are not limited to students in the following groups: homeless children and youth, dropouts, returning dropouts, and potential dropouts.

BOARD BELIEFS – Board-defined goals regarding the governance of school operations that focus the district’s work on behalf of the education of students in Des Moines. Together, Board Beliefs and Student Expectations serve as the overarching goals for the district. The Board Beliefs and Student Expectations were developed in part as the result of public input at a series of Community Conversations.

BOARD OF DIRECTORS (BOARD, SCHOOL BOARD) – The elected or appointed body that has been created according to state law and is vested with responsibilities for the educational mission of the district. In Iowa, the Board is elected by voters.

BOND – A written promise to pay a specific sum of money — called the face value — at a fixed time in the future — called the maturity date — and carrying interest at a fixed rate, usually payable periodically.

BUDGET – A plan of financial operation embodying an estimate of proposed expenditures for a given period or purpose and the proposed means of financing them.

page 354 BUDGET GUARANTEE – The minimum amount of budget authority given to the district by the State, regardless of enrollment declines and changes to the State-calculated cost per pupil. The guarantee is a calculation based on the previous year’s budget wherein the new budget cannot be less than 101% of the previous year’s budget authority.

BUILDING ADMINISTRATION – Activities concerned with overall administrative responsibility for a school.

BUSINESS AND CENTRAL ADMINISTRATION – Activities concerned with paying, transporting, exchanging, and maintaining goods and services for the district. Included are fiscal, human resources, and internal services necessary for operating the district. Also included are activities, other than general administration, which support each of the other instructional and supporting services programs. These activities include planning, research, development, evaluation, information, staff, and data processing services.

CABINET – Superintendent and senior district administrators.

COMMUNITY EDUCATION – Activities that develop knowledge and skills that meet the immediate and long-range educational objectives of adults who, having completed or interrupted formal schooling, have accepted adult roles and responsibilities. Programs include activities to foster the development of fundamental tools of learning, prepare students for a post-secondary career, prepare students for post-secondary education programs, upgrade occupational competence, prepare students for a new or different career, develop skills and appreciation for special interests, or to enrich the aesthetic qualities of life.

DEBT – An obligation resulting from the borrowing of money or from the purchase of goods and services. Debts of local education agencies include bonds, warrants, and notes.

DEBT SERVICE FUND – A fund established to account for the accumulation of resources used to pay long-term debt, including principal and interest.

DISTRICT COST PER PUPIL – A calculated amount of dollars set by the State Foundation Aid Formula that represents the maximum amount of expenditures per student available to the district.

DROPOUT PREVENTION – Dropout Prevention interventions are school- and community- based initiatives that aim to keep students in school and encourage them to complete their high school education. Interventions and services, such as counseling, monitoring, school restructuring, curriculum redesign, financial incentives, and community services are provided to eliminate barriers so students may be successful academically, personally and in a career or vocation. Resources are focused on outcomes in the following three domains: 1) Staying in school, 2) Progressing in school, and 3) completing school.

EARLY INDICATOR SYSTEM (EIS) – A system used to identify students who may be at risk of dropping out of school or who may need social or emotional interventions to improve academic performance.

page 355 ENGLISH LANGUAGE LEARNER (ELL) – A student who is in the process of acquiring English proficiency and has a first language other than English or in addition to English.

EXPENDITURES – Obligations incurred for services rendered and/or goods received that result in decreases in net financial resources.

FIDUCIARY FUNDS – Funds held in a custodial capacity such as Trust Funds.

FISCAL YEAR – An accounting period equal to twelve months. For the district, the fiscal year begins July 1 and ends June 30.

FULL-TIME EQUIVALENT POSITION (FTE) – A measuring unit equal to one full-time position; not necessarily one person (e.g. two 0.5 FTE positions equal 1.0 FTE).

FUND – A self-balancing set of accounts. The accounts of a fund constitute a complete entity, and all of the financial transactions for the particular fund are recorded in them.

FUND BALANCE – A balance that is equal to the excess of a fund’s assets over its liabilities and reserves. A fund balance may be either negative or positive depending on the current activities of the fund.

GENERAL ADMINISTRATION – Activities concerned with establishing and administering policy for operating the district.

GENERAL FUND – The chief operating fund of the district, which accounts for all financial resources of the district except for those required to be accounted for in a different fund.

INSTRUCTION – Teaching activities dealing with direct interaction between teachers and students provided for in or outside of the classroom or any other approved medium, such as a computer.

INSTRUCTIONAL STAFF SUPPORT – Activities associated with assisting instructional staff with the content and process of providing learning experiences for students and staff.

INSTRUCTIONAL SUPPORT LEVY – A levy placed on property values that provides additional funding for district instructional programs including elementary counseling; class-size reduction; and reading, writing, and math recovery.

INTERNAL SERVICE FUNDS – Funds that account for the financing of goods or services provided by one department to other departments on a cost reimbursement basis.

INVESTMENT INCOME – Revenue earned on the investment of idle school district funds. Investments are statutorily limited to money markets and government backed securities.

LEVY – (Verb) To impose taxes or special assessments. (Noun) The total of taxes or special assessments imposed by a governmental unit.

page 356 MISSION STATEMENT – The Des Moines Public Schools Exist So That Graduates Possess the Knowledge, Skills and Abilities to Be Successful at the Next Stage of Their Lives.

NON-INSTRUCTIONAL EXPENDITURES – Activities concerned with providing non- instructional services — such as food services — to students, staff, or the community.

OPERATIONS – Activities concerned with keeping the physical plant clean and ready for daily use. Activities include operating heating, cooling, lighting, and ventilating systems; repairing and replacing facilities and equipment; and the costs of building rental and property insurance.

OTHER FINANCING SOURCES – Other financing sources encompassing all other revenues received from the local level such as refund of prior year expenditures, transfers, etc.

PLANT OPERATION AND MAINTENANCE – Activities concerned with keeping the physical plant open, comfortable, and safe for use; keeping the grounds, buildings, and equipment in effective working condition and state of repair; and maintaining safety in buildings, on the grounds, and in the vicinity of schools.

POLICY GOVERNANCE – A system for organizational governance that defines the role of a board, emphasizing values, vision, and empowerment of both board and staff.

PROPERTY RICH/POOR – A term used to describe the property tax base of a school district based on taxable valuation per student in that district. The higher the valuation per student the more “property rich” the district is, as it can generate more tax dollars than a “property poor” district given the same tax rate.

PROPERTY TAXES – The second largest source of revenue for the district. Property taxes are based on the taxable valuation of all taxable property within the school district. They are certified (independently) by the district, levied by the County Board of Supervisors, and collected and remitted by the County Treasurer.

QUALIFIED ZONE ACADEMY BONDS (QZAB) – A U.S. government debt instrument that allows qualified schools to borrow at nominal interest rates (as low as zero percent) for costs incurred in connection with the establishment of special programs in partnership with the private sector.

REGULAR PROGRAM BUDGET– The district cost per pupil times the certified enrollment.

SOLVENCY RATIO – Calculated ratio equal to the Unreserved/Undesignated fund balance divided by total revenues.

SPECIAL EDUCATION – Education primarily for students with special needs. The programs include pre-kindergarten, kindergarten, elementary, and secondary services for the mentally challenged, physically challenged, emotionally disturbed, and students with learning disabilities.

page 357 SPECIAL PROGRAMS – Activities primarily for students with special needs. Special Programs include pre-kindergarten, kindergarten, elementary, and secondary services for talented and gifted, the mentally and physically handicapped, emotionally disturbed, at-risk, students with learning disabilities, limited English speaking students, and special programs for other types of students.

SPENDING AUTHORITY – The maximum amount of spending allowed under law based on the combination of district cost per pupil, miscellaneous income, and unspent authority from the previous fiscal year.

STATE (FOUNDATION) AID – Funding provided by the State as part of the state foundation aid formula.

STUDENT EXPECTATIONS – Board-defined deliverables that address educational goals and specific desired outcomes for students. Together, Student Expectations and Board Beliefs serve as the overarching goals for the district. The Student Expectations and Board Beliefs were developed in part as the result of public input at a series of Community Conversations.

STUDENT SUPPORT SERVICES – Activities designed to assess and improve the well- being of students and to supplement the teaching process.

STUDENT TRANSPORTATION – Activities concerned with conveying students to and from school, as provided by State and Federal law. This includes trips between home and school and trips to school activities.

SUPPLEMENTAL STATE AID – Formerly known as Allowable Growth, Supplemental State Aid is the amount by which state cost per pupil and district cost per pupil will increase from one budget year to the next.

SUPPLEMENTAL WEIGHTING – This additional weighting is designed to encourage a particular type of activity by school districts. Supplemental weighting is currently available for activities such as concurrent enrollment, special education, gifted learners, at-risk students, and for non-English speaking students.

TAXES – Compulsory charges levied by a governmental unit for the purpose of financing services performed for the common benefit, such as schools.

TITLE PROGRAMS – Provides federal funding to schools that have high poverty levels. The funding is meant to help students who are at risk of falling behind academically. The funding provides supplemental instruction for students who economically disadvantaged or at risk for failing to meet state standards

UNSPENT SPENDING AUTHORITY – The remaining amount of spending authority at the end of a fiscal year that is carried over into the following fiscal year to determine that year’s maximum amount of spending authority.

page 358 ACRONYMS

The following is a list of the commonly used acronyms used in Des Moines Public Schools.

~A~ ACT American College Testing ADA Americans with Disabilities Act ADA Average Daily Attendance ADM Average Daily Membership AEA Area Education Agency AP Advanced Placement ARRA American Recovery and Reinvestment Act ASBO Association of School Business Officials AVID Advanced Via Individual Determination AYP Adequate Yearly Progress

~B~ BCOW Bilingual Community Outreach Worker BEDS Basic Educational Data Survey BF Business & Finance BRI Basic Reading Inventory

~C~ CARF Comprehensive Annual Financial Report CFA Common Formative Assessment CFO Chief Financial Officer CGI Cognitively Guided Instruction CHRO Chief Human Resources Officer CIA Curriculum, Instruction & Assessment COO Chief Operating Officer CSIP Comprehensive School Improvement Plan CTE Career & Technology Education

~D~ DE Department of Education DHS Department of Human Services DINA District in Need of Assistance DM Des Moines DMACC Des Moines Area Community College DMICSD Des Moines Independent Community School District DMPS Des Moines Public Schools DMTRS Des Moines Teacher Retirement System DSM Des Moines

page 359 ~E~ EC Education Center ECE Early Childhood Education ECSE Early Childhood Special Education ED Executive Director EEO Equal Employment Opportunity ELA English Language Arts ELDA English Language Development Assessment ELL English Language Learner ES Elementary School ESEA Elementary & Secondary Education Act

~F~ FAA Federal Aviation Administration FAY Full Academic Year FERPA Family Educational Rights and Privacy Act FMLA Family & Medical Leave Act FRPL Free & Reduced Price Lunch FTE Full-Time Equivalency FY Fiscal Year

~G~ GAAP Generally Accepted Accounting Principals GFOA Governmental Finance Officers Association GPA Grade Point Average GT Gifted & Talented

~H~ HBAC Health Benefits Advisory Committee HF House File HR Human Resources HS High School HVAC Heating, Ventilation & Air Conditioning

~I~ IASBO Iowa Association of School Business Officials IB International Baccalaureate IC Infinite Campus IDE Iowa Department of Education IDEA Individuals with Disabilities Education Act IDHS Iowa Department of Human Services IDPH Iowa Department of Public Health IELC Intensive English Language Center IEP Individualized Education Plan / Program IHE Institute of Higher Education IPDM Iowa Professional Development Model IPERS Iowa Public Employees Retirement System ISD Independent Community School District

page 360 ISEA Iowa Science Teachers Association ISU Iowa State University

~K~ K Kindergarten

~L~ LEA Local Education Agency LEP Limited English Proficiency LOST Local Option Sales Tax LRE Least Restrictive Environment

~M~ ML Management Limitation MTSS Multi-Tiered System of Supports

~N~ NCES National Center for Education Statistics NCLB No Child Left Behind NPR National Percentile Rank NSS National Standard Score

~P~ PBIS Positive Behavior Intervention & Support PD Professional Development PERL Public Education & Recreation Levy PK Pre-Kindergarten, Preschool PLAS Persistently Low Achieving School PLC Professional Learning Community PLTW Project Lead the Way PMIC Psychiatric Medical Institute for Children PPEL Physical, Plant & Equipment Levy PTA Parent Teacher Association PTO Parent Teacher Organization

~Q~ QZAB Qualified Zone Academy Bond

~R~ RFP Request for Proposal RTI Response to Intervention

~S~ SAT Scholastic Aptitude Test SE Special Education SEA State Education Association SINA School in Need of Assistance SIP School Improvement Plan

page 361 SIS Student Information System SLC Smaller Learning Communities SPED Special Education SRI Scholastic Reading Inventory SRG Standards Referenced Grading SSA Supplemental State Aid STEM Science, Technology, Engineering & Mathematics SWP Statewide Penny SAVE Secure an Advanced Vision for Education

~T~ TLC Teacher Leadership & Compensation

~U~ UEN Urban Education Network USDA U.S. Department of Agriculture

~Y~ YTD Year to Date

page 362 FY 2021 CERTIFIED BUDGET

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