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meetings in the fall and eventually included in the Superintendent’s budget recommendation. To add those positions, the district needed to make some hard choices and take some calculated risks, such as: increase turnover savings, move staff off either partially or completely to grant or revolving funds, and reduce expense lines. The latter can be accomplished by reducing inflationary rates used in the calculation, using greater amounts from special revenue, revolving or grant funds. Biggest Risks: Prior to the most recent addition of $1.7M in Chapter 70/Local Aid funds in the Governor’s House 1 Budget Proposal, the biggest risks were the following: • Increase Salary Turnover Savings by $300K. This is a calculated risk, but we have been experiencing greater turnover savings than the $750K to $850K that we have taken in the recent past. We have been faced with the need to fund the existing base, supplemental, and new positions to address the sharp upturn in student needs across the district, so this was a risk worth taking. While understanding this action would reduce the level of turnback that we have produced and that may have an impact on FY 2025 and beyond, the choice to increase salary turnover savings looks to be a relatively low-risk option in order to provide the services students need, maintain flexibility, and remain under budget. • Use a zero inflation factor to expense lines: Based on the inflation index this yielded up to $327.5K savings with the BLS 6% inflation rate. Again, this is a calculated risk because the schools are significant purchasers of a host of consumable items that are subject to an inflationary factor. However, we were comfortable in taking what appears to be a moderate risk after examining recent spending patterns, understanding procurement options where the district may save money, and knowing that these accounts are already significantly resourced. • Each year we receive a significant number of requests beyond what is identified on the items that make their way into the budget presentations. This year, that list was significantly winnowed down to a smaller list of requests to identify what will not be funded in the budget. If we listed all initial requests, the number likely would be around 50-100 additional FTE each year. o .10 FTE for 504 Counseling LHS – we are seeing an increase as more students/parents are requesting 504 plan accommodations. o 1.5 FTE SpEd Reading K-5 – Special Education indicated that while these positions are valuable to the repertoire of special education services, there are other positions that held a higher priority given the 3.89% budget. o .60 FTE LHS Social Studies – Enrollment at LHS is growing, but it was determined that this request could be held back until next budget season, pending enrollment and student class scheduling. o 1.5 FTE LHS Campus Monitoring/Traffic Control – The high school population is growing, and we have more cars, bikes, buses, vans and students walking than ever, so traffic safety is a concern. In addition, LHS was built for 1,850 fewer students and just under 2,400 students occupy it now. The management of students inside the building is becoming a more intensive job. However, given the overall size of the staff at LHS, it was determined that other options, such as exploring staggered scheduling, be more thoroughly reviewed before adding more staff in this area.