Springfield Public Schools Operating Budget

Springfield Public Schools

1550 Main Street

Springfield, MA 01103

www.sps.springfield.ma.us

Fiscal Year

2016


1550 Main Street


www.springfieldpublicschools.com

om

Fiscal Year

2017


1550 Main Street


www.springfieldpublicschools.com

Fiscal Year

2021

Springfield Public Schools Operating Budget

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3 ~ The Springfield Promise: A Culture of Equity & Proficiency ~

Springfield Public

Schools

July 1, 2020 ~ June 30, 2021

Fiscal Year 2021

Operating Budget

School Committee Members

Honorable Mayor Domenic Sarno, Chairman Christopher Collins, Vice Chairman (Wards 6 & 7)

Barbara Gresham (Wards 4 & 5)

Denise Hurst (At-Large Member) Attorney Peter Murphy (Wards 2 & 8)

LaTonia Monroe Naylor (At-Large Member)

Maria Perez (Wards 1 & 3)

Daniel J. Warwick Superintendent of Schools

May 7, 2020




T H E P U B L I C S C H O O L S of S P R I N G F I E L D, M A S S A C H U S E T T S 1550 Main Street, Springfield MA, 01103

A Message from the Superintendent of Schools Daniel J. Warwick:

In my more than 40 years working for Springfield Public Schools, never have I experienced anything like the coronavirus pandemic. The unprecedented event disrupted every aspect of our organization, including budget and finance. As the District faced unexpected expenditures while coping with COVID-19, the level of fastidiousness with which our budget is crafted each year, has never been so important. Cut or consolidated expenditures, carefully constructed investments in education programming and commitment to community laid a foundation strong enough to provide options and solutions as we weathered the global pandemic. Through it all, work to create the FY 2021 budget continued apace as challenges continued to emerge. Whereas we once expected $20 million of available funds to invest for FY 2021 as a result of the Student Opportunity Act, the funding recommended in the Governor’s budget left us with an allocation of just $3.5 million. In addition, charter school assessments and pension contributions continue to place a major strain on our budget. However, with a relentless eye turned towards students, I am proud that we have once again crafted a budget that allocates all available Student Opportunity Act (SOA) funds to schools, providing teachers and students with resources to ensure graduates exit Springfield Public Schools poised for success in their college or career path of the 21st. This budget allocates $3.5 million of SOA funds to schools to spend on evidence-based programs to support our highest need student subgroups. These programs include increased personnel and services to support holistic student needs, inclusion/co-teaching for students with disabilities and English learners, supporting educators to implement high-quality, aligned curriculum, and community partnerships for in-school enrichment and wraparound services. Additionally, the District continues to invest in Pre-K by converting 300 seats from half-day to full-day. I would like to thank the hardworking Budget and Finance team, under the leadership of Patrick Roach for their tireless efforts; our community partners for their dedication and commitment and our School Committee, chaired by Mayor Domenic Sarno for their continued support and leadership.

Sincerely,

Daniel J. Warwick Superintendent of Schools




Administrative Organization

The School Committee governs Springfield Public Schools, which is a department of the municipal

government of the City of Springfield. The School Committee is comprised of the Mayor as Chairperson,

six members elected directly by the public, and a non-voting student representative. According to M.G.L

Ch. 71, § 37, the School Committee is responsible for creating the District’s policies and goals as well as

evaluating the effectiveness of their implementation. To ensure their goals are achieved, the Committee

is also empowered with hiring a Superintendent to implement the policies and adopting an annual budget

that will align resources to accomplish the goals.

Made up of School Committee members, eight standing sub-committees meet to discuss the details of

various issues, and report to the full committee for official action. Functioning similarly to a corporate

board of directors, the School Committee is responsible for setting the District’s overall direction. The

eight standing sub-committees include:

1. Student, Parent Concerns Committee

2. Buildings and Maintenance Committee

3. Legislative and Contracts Committee

4. Curriculum and Programs Committee

5. Budget and Finance Committee

6. Vocational Education Committee

7. Technology Committee

8. School Safety Committee

9. Staff Demographics*

*Special sub-committee

SUPERINTENDENT

Hired by the School Committee, the Superintendent is responsible for managing the daily operations of

the District, as well as implementing the policies adopted by the School Committee. Functioning similarly

to a corporate chief executive officer, the Superintendent is empowered with the day-to-day decision

making authority, but remains accountable to the board.

ASSISTANT SUPERINTENDENT

The Assistant Superintendent of Schools reports directly to the Superintendent, providing leadership

assistance in the operational side of the school department. The Assistant Superintendent directly

supervises the Operation Leadership Team, School Redesign, Student Attendance, Extended Time

Instructional Programs, Adult Basic Education Services, Springfield School Volunteers, Athletics, Parent &

Community Engagement, Information Technology, and Student Services.


DIVISION CHIEFS (CABINET)

The Superintendent has structured the organization into nine divisions, including the Assistant

Superintendent. Each division has its own mission. All major decisions in the organization flow through

one of these nine channels. The nine channels are Curriculum & Instruction, Communications, Business

and Financial Services, Human Resources, Parent and Community Engagement, Special Education, Student

Services, Information Technology and School Operations. School Operations also includes Chief School

Officers (CSO) who each manage a zone of schools within the District.

INSTRUCTIONAL LEADERSHIP TEAM

The Instructional Leadership Team’s (ILT) purpose is to ensure that Springfield Public Schools’ curriculum

and instruction are rigorous, aligned, and assessed. The team reviews student and district data, and

provides guidance on how to improve outcomes.


Mission Statement

VISION

A Culture of Equity & Proficiency

MISSION: THE SPRINGFIELD PROMISE

The Springfield Promise is to:

➢ Develop global citizens that are productive 21st Century leaders;

➢ Graduate students ready for college and career, able to compete in today’s changing world;

➢ Attract knowledgeable, highly effective, diverse educators and staff who want to work in a high

performing district; and,

➢ Engage parents and community members as essential partners in sustaining

A Culture of Equity and Proficiency.

CORE VALUES

➢ A promise that all students graduate college and career ready

➢ Every student is known

➢ Safe learning environments

➢ Stakeholders are valued and treated with dignity, courtesy, and respect

➢ Open honest two-way communication

➢ Effective instruction using technology to personalize learning

➢ Equity, accountability, and trust

➢ Teamwork and kindness

THEORY OF ACTION

IF…there are highly effective, knowledgeable, and diverse principals and teachers in every school who can

create a learning environment of respect and mutual accountability, use data to differentiate instruction

and empower each student to achieve,

THEN…all students will graduate prepared to be successful in college and career in A Culture of Equity &

Proficiency.


Strategic Priorities & Goals Strategic Priority #1

We will implement the following key initiatives:

➢ Recruiting and retaining a highly effective and diverse staff

➢ Expanding job-embedded professional development in support of

digitally enhanced instructional practices;

➢ Advancing mentoring programs at the teacher and administrator level;

➢ Implementing the educator evaluation system with fidelity;

➢ Monitoring progress using a performance management system

aligned with the school improvement plans; and,

➢ Providing digital tools that support the development and delivery of engaging and personalized

learning.

Strategic Priority #2

We will accomplish this strategic priority by:

➢ Expanding curricular resources (e.g., model lessons, e-textbooks and

digital content) aligned to Massachusetts curriculum standards;

➢ Focusing on literacy across all curriculum areas with an emphasis in

the early grades;

➢ Implementing a Literacy and Numeracy Plan emphasizing a multi-

tiered system of support to differentiate instruction at all levels;

➢ Increasing the alignment and rigor of formative and summative assessments;

➢ Implementing technology tools in support of instruction aligned to standards; and,

➢ Preparing students and teachers for next generation assessments, featuring online exams and

performance tasks.

➢ Expanding career pathways and vocational opportunities




➢ Expanding data dashboards for teachers, principals, and

administrators to include new sources of data and analytical tools;

➢ Developing predictive analytical models to track student progress at

all levels and identify students in need of support;

➢ Providing ongoing professional development and coaching to all staff

on the effective use of data and technology to improve instruction;

➢ Streamlining a program of formative and summative assessments;

➢ Enabling families to access real-time data on their student’s progress and performance; and,

➢ Making decisions for students, schools and the district based on timely, accurate and relevant

data.



➢ Increasing wraparound services to students and families (e.g., City

Connects, Wrap Around Zones, and other community agencies)

➢ Expanding Positive Behavioral Interventions and Supports (PBIS) with

fidelity;

➢ Providing all students with tiered academic and social/emotional

interventions based on student data;

➢ Implementing a community data partnership to better support our

students;

➢ Advancing alternative pathways for success for at-risk students:

o Online credit, grade and attendance recovery

o Extended learning opportunities

o Alternative school models

o 9th grade academies

➢ Strengthening parent and community engagement through the implementation of initiatives such

as:

o The Springfield Parent Academy


o Parent Facilitators

o Parent-Teacher Home Visit Project, and

o Parent and Community focus groups

The Springfield Promise requires organization, coordination, and focus. We have identified four essential

strategic priorities that collectively will raise student achievement. With a relentless focus on these four

priorities, we will ensure that: effective, rigorous instruction occurs in every class every day; that there

are shared high expectations for all students; that students achieve grade level proficiency, and that

students graduate college and career ready.

THE ESSENTIAL PIECES TO RAISING STUDENT ACHIEVEMENT


General Fund Operating Budget Overview

Springfield Public Schools’ general fund budget contains the day-to-day costs of providing preschool

through 12th grade and adult educational programs. Although there are mandates and minimum

requirements as to how the funds can be used, the general fund is for the most part unrestricted, and

used to support the goals and initiatives valued by the District.

CHAPTER 70, FOUNDATION BUDGET, AND NET SCHOOL SPENDING

Chapter 70 is the Massachusetts General Law that establishes funding requirements for public school

districts within the State. The law establishes a minimum funding requirement or “foundation budget,”

for each district that seeks to ensure an adequate education consistent with the Education Reform Act of

1993. The law also defines the payments that make up the foundation budget. The State uses a complex

formula to calculate an adequate funding level, which is based on many factors including each district’s

student demographics. Then, considering the community’s wealth, the formula calculates the City’s

required “local contribution” (the amount the municipality can afford). For FY 2021, this amount is $41.9

million. The State then funds the remaining amount with Chapter 70 Aid, which for FY 2021 is $390.3

million.

Ch. 70 Aid + Local Contribution = Required Net School Spending

Included in Chapter 70 is the calculation for meeting “net school spending,” or the minimum amount that

a municipality and school district must spend on education during the fiscal year. Required net school

spending is the sum of Chapter 70 aid and the required local contribution as determined by the

Department of Elementary and Secondary Education (DESE). Below is the preliminary net school spending

(NSS) requirement for FY 2021. Final numbers are determined upon approval of the State budget.

Net School Spending Requirement

FY 2018 FY 2019 FY 2020 FY 2021* Change % Chg. Foundation Enrollment 29,533 29,599 29,645 29,553 (92) (0.3%) Foundation Budget $370,375,983 $383,693,958 $411,555,996 $432,231,054 $20,675,058 5.0% Required Local Contribution $37,357,582 $38,246,693 $40,832,170 $41,873,391 $1,041,221 2.6% Chapter 70 Aid $333,018,401 $345,447,265 $370,723,826 $390,357,663 $19,633,837 5.3%

Required Net School Spending $370,375,983 $383,693,958 $411,555,996 $432,231,054 $20,675,058 5.0%

Ch. 70 as % of Foundation 89.9% 90.0% 90.1% 90.3% Required NSS as % of Foundation 100.0% 100.0% 100.0% 100.0%

*These numbers are estimates based on the Governor’s budget.


REVENUE

Pictured below is a chart depicting revenue trends for both Chapter 70 state aid and the required local

contributions. The main reason for the increase year over year is inflation, changes in foundation

enrollment, and changes to the funding formula for the Foundation Budget:

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

Required Local Contribution 36,682,622 37,357,582 38,246,693 40,832,170 41,873,391

Chapter 70 Aid 319,871,030 333,018,401 345,447,265 370,723,826 390,357,663

Net School Spending 356,553,652 370,375,983 383,693,958 411,555,996 432,231,054

Foundation Budget 356,553,652 370,375,983 383,693,958 411,555,996 432,231,054

0

50

100

150

200

250

300

350

400

450

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

(in

mill

ion

s)

State & Local General Operating Revenue Trends

Chapter 70 Aid


BUDGETARY APPROPRIATION

Springfield Public Schools’ general fund budget appropriation is based on the formula shown below. The

process begins by taking the Department of Elementary and Secondary Educations (DESE) net school

spending (NSS) requirement and reducing it by “Schedule 19,” a DESE allowable per pupil charge for

indirect costs of City administrative services provided to the District. To arrive at the District’s total

appropriation, the funding for adult education, building leases, and costs for transportation are added.

These amounts are broken out because expenditures for these items do not count towards the

expenditures required to meet net school spending and are therefore appropriated in addition to the net

school spending budget.

2018 2019 2020 2021 FINAL FINAL FINAL* Budget Change % Chg. Net School Spending 370,375,983 383,693,958 411,555,996 432,231,054 20,675,058 5.0% - Schedule 19 (3,027,001) (3,048,668) (3,074,344) (3,083,863) (9,519) 0.3% + Other Revenue 791,336 657,699 756,532 944,800 188,268 24.9% + Charter Tuition 7,105,818 7,810,314 8,863,580 11,934,543 3,070,963 34.6%

Adjusted NSS Subtotal 375,246,136 389,113,303 418,101,764 442,026,534 23,924,770 5.7% + Adult Education 333,463 336,252 325,558 344,443 18,885 5.8% + Non-NSS Eligible Leases 999,005 1,017,230 1,600,261 1,780,914 180,653 11.3% + Transportation 30,236,020 32,050,181 32,487,339 35,053,568 2,566,230 7.9% + Pre-K Investment** 250,000 250,000 0 0 0 N/A

Total School Appropriation 407,064,624 422,766,965 452,514,922 479,205,459 26,690,538 5.9%

Total Operating Budget 407,064,624 422,766,965 452,514,922 479,205,459 26,690,538 5.9%

*Note: In the chart above, the FY 2020 overall budget number represents final figures from the State’s budget. This overall total

differs from subsequent reports in this document as the Chief pages include original adopted FY 2020 numbers.

**Beginning in FY 2020, the Pre-K Investment shifted to grant funding.


EXPENDITURES

Have you ever wondered where the largest costs and investments are in the District’s general fund

budget? The chart below depicts the breakdown of the general fund budget into $1 investments:

Amounts per Dollar Spent

2021 Budget

Instruction $0.67 $320,286,187 Fringe Benefits $0.15 $70,458,117 Transportation $0.07 $35,053,568 Facilities $0.06 $28,751,612 Other** $0.03 $14,731,267 Administrative* $0.02 $9,924,708

TOTAL $1.00 $479,205,459

*Includes the Central Office and other system-wide administrative expenses.

**Includes Information Technology ($7.7 million), School Health Services ($3.6 million), Safety & Security ($2.1 million), and Athletics ($1.3 million).

Other3₵

Instruction67₵

Admin.2₵

Fringe15₵

Facilities6₵

Transportation7₵FY 2021 Expenses

Source: Office of Business & Financial Services


WHERE THE MONEY IS MANAGED

Have you ever wondered who controls the District’s money? The chart below breaks down who controls

each dollar in the general fund. It is important to note that the Business & Financial Services section below

includes fringe benefits, facilities management, and transportation, which is mostly school based

spending.

Amounts per Dollar Spent

2021 Budget

School Operations $0.64 $308,404,199 Business & Financial $0.26 $122,733,243 Special Education $0.07 $33,135,832 Information Technology $0.01 $7,713,634 Other* $0.01 $4,379,924 Curriculum & Instruction $0.01 $2,838,627

TOTAL $1.00 $479,205,459

*Other includes Human Resources ($2.6 million), Student Services ($0.4 million), Superintendent ($0.4 million), Communications ($0.3 million), Parent & Community Engagement ($0.5 million), and the School Committee ($0.2 million).

School Operations64₵

Business & Financial26₵

Special Education7₵

IT1₵

Curriculum & Instruction1₵

Other*1₵FY 2021 Expenses





General Fund – Divisional Budget

2017

Actual 2018

Actual 2019

Actual 2020

Adopted 2021

Budget Change Chg. %

Business & Financial 112,331,254 109,361,448 115,839,348 114,925,643 122,733,243 7,807,600 6.8% Communications 365,733 337,460 342,072 350,829 364,710 13,881 4.0% Curriculum & Instruction 3,366,705 3,294,398 3,710,230 2,756,737 2,838,627 81,890 3.0% Human Resources 3,426,179 2,462,745 2,939,854 2,570,103 2,562,885 (7,218) (0.3%)

Information Technology 5,665,215 5,620,623 7,105,115 7,386,285 7,713,634 327,349 4.4% Parent & Community 405,383 298,746 312,351 327,345 468,647 141,302 43.2%

Special Education 29,249,507 29,369,794 25,699,235 27,137,514 33,135,832 5,998,318 22.1% Student Services 239,046 340,743 379,486 377,400 383,399 5,999 1.6%

School Operations 233,008,543 249,575,167 268,310,137 288,488,325 308,404,199 19,915,874 6.9% Superintendent 336,534 341,555 380,090 376,512 397,243 20,731 5.5% School Committee 513,039 553,645 189,372 193,307 203,040 9,733 5.0%

Total General Fund 388,907,138 401,556,324 425,207,290 444,890,000 479,205,459 34,315,459 7.7%

Business & Financial25.61%

Comm.0.08%

Curric. & Instr.0.59%

HR0.53%

IT1.61%PACE

0.10%

Special Education6.91%

Student Services0.08%

School Committee0.04%

School Operations64.36%

Superintendent0.08%

FY 2021 Projected Expenses by Chief



Business Operations & Financial Services MISSION

The Office of Business and Financial Services, under the direction of the Chief Financial & Operations

Officer (CFOO), and in collaboration with principals and administrative department heads, develops

individual school and department budgets, which comprise the operating budget for the District; provides

support and oversight; and maintains compliance with federal, state, and local laws as well as policies set

by the School Committee. In addition, the CFOO also oversees the Facilities, Transportation, Grants

Management, and Food Service Departments.

2017

Actual 2018

Actual 2019

Actual 2020

Adopted 2021

Budget Change %

Chg. Personnel Services 65,947,983 61,977,667 65,958,388 66,174,779 71,195,933 5,021,154 7.6% Supplies & Services 46,383,271 47,383,781 49,880,959 48,750,864 51,537,310 2,786,446 5.7%

Total Business & Financial 112,331,254 109,361,448 115,839,347 114,925,643 122,733,243 7,807,600 6.8%

2017 Actual

2018 Actual

2019 Actual

2020 Adopted

2021 Admin

2021 School

2021 Total

Change

General Fund 390.5 383.1 381.1 383.6 47.0 337.0 384.0 0.4 Special Revenue 8.0 9.0 9.0 10.0 9.0 1.0 10.0 0.0

Total FTE's 398.5 392.1 390.1 393.6 56.0 338.0 394.0 0.4


2017

Actual 2018

Actual 2019

Actual 2020

Adopted 2021

Budget Change % Chg. HR Suspense 265,049 202,144 264,991 200,000 250,000 50,000 25.0% Copy Operations 984,155 986,612 403,037 200,000 181,257 (18,743) (9.4%) Facilities & Physical Plant 20,697,237 20,489,943 20,233,533 21,117,984 21,391,074 273,090 1.3% Finance & Budget 2,996,755 3,850,948 4,800,613 5,529,516 5,714,460 184,944 3.3% Lost Time/Lapsed Salaries 0 0 0 (4,549,329) (4,011,698) 537,631 (11.8%) Fringe Benefits 56,401,802 52,889,132 57,016,719 59,198,017 63,412,466 4,214,449 7.1% Transportation Services 30,013,860 30,427,403 32,067,890 32,487,339 35,053,568 2,566,230 7.9% Legal Services 972,396 515,266 1,052,566 742,116 742,116 0 0.0%

Total Business & Financial 112,331,254 109,361,448 115,839,348 114,925,643 122,733,243 7,807,601 6.8%

Suspense0.2%

Copy Ops.0.1%

Facilities18.4%

Finance0.8%

Fringe Benefits 51.5%

Transp.28.3%

Legal0.6%

FY 2021 Business Operations & Financial Services

General Fund Budget by Department





Communications MISSION

The Communications Department drives the execution of internal/external communications strategies

that effectively describe and promote Springfield Public Schools to improve the image of the District and

foster public confidence, interaction and support for District programs. The Chief Communications Officer

(CCO) also serves as an advisor to the Superintendent in assessing community consequences relating to

proposed changes of existing programs and policies or adoption of new ones; and provides other

communication services for the District, including writing, editing, and photographic services as requested

or assigned for district wide projects.

2017

Actual 2018

Actual 2019

Actual 2020

Adopted 2021

Budget Change % Chg. Personnel Services 189,338 195,271 205,345 207,989 220,331 12,342 5.9% Supplies & Services 176,395 142,189 136,727 142,840 144,378 1,538 1.1%

Total Communications 365,733 337,460 342,072 350,829 364,710 13,880 4.0%

2017 Actual

2018 Actual

2019 Actual

2020 Adopted

2021 Admin

2021 School

2021 Total Change

General Fund 3.0 3.0 3.0 3.0 3.0 0.0 3.0 0.0

Special Revenue 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Total FTE's 3.0 3.0 3.0 3.0 3.0 0.0 3.0 0.0


Curriculum & Instruction MISSION

Curriculum and Instruction, under the direction of the Chief Instructional Officer, provides instructional

leadership and curriculum support across academic disciplines to impact student achievement and

promote lifelong learning. The department ensures the alignment and delivery of a variety of instructional

programs and support services for core instructional programs, targeted professional development for

teachers, remedial and accelerated learning opportunities for students, and exceptional student

education, to provide an optimal and equitable education for all students.

2017

Actual 2018

Actual 2019

Actual 2020

Adopted 2021

Budget Change % Chg.

Personnel Services 2,387,134 2,330,097 2,123,899 1,773,305 1,855,194 81,889 4.6% Supplies & Services 979,571 964,301 1,586,331 983,433 983,433 0 0.0%

Total Curriculum & Instruction 3,366,705 3,294,398 3,710,230 2,756,737 2,838,627 81,889 3.0%

2017 Actual

2018 Actual

2019 Actual

2020 Adopted

2021 Admin

2021 School

2021 Total Change

General Fund 25.8 25.5 25.6 24.7 15.4 6.0 21.4 (3.3) Special Revenue 20.5 15.6 17.6 15.6 2.4 15.3 17.7 2.1

Total FTE's 46.3 41.1 43.2 40.3 17.8 21.3 39.1 (1.2)


2017 Actual

2018 Actual

2019 Actual

2020 Adopted

2021 Budget Change % Chg.

Educational Media (Libraries) 47,983 59,569 50,093 51,777 51,777 0 0.0%

Professional Development 600,459 608,648 336,960 422,477 430,562 8,085 1.9%

Science 538,042 490,511 498,051 589,740 604,724 14,985 2.5%

Health Instructional 97,793 101,918 108,471 108,085 116,831 8,746 8.1%

Art 112,315 119,317 119,556 130,011 133,573 3,563 2.7%

Music 65,046 73,971 58,246 70,900 70,900 0 0.0%

Math 103,701 106,074 105,714 108,980 112,101 3,121 2.9%

Early Literacy 423,360 449,814 388,992 117,567 120,966 3,399 2.9%

Foreign Languages 108,122 56,093 67,064 64,493 65,910 1,417 2.2%

Humanities 94,974 98,047 107,715 107,378 111,136 3,758 3.5%

English/Language Arts 134,733 237,694 171,701 189,125 192,929 3,804 2.0%

Academics Office 523,418 471,447 1,243,914 346,863 355,959 9,096 2.6%

Int'l Baccalaureate 54,244 40,815 36,110 10,000 10,000 0 0.0%

Advanced Placement 89,204 82,759 103,569 134,518 135,935 1,417 1.1%

English Language Learners 356,705 277,747 303,815 293,888 314,388 20,500 7.0%

Physical Education 16,606 19,974 10,261 10,936 10,936 0 0.0%

Total Curriculum & Instruction 3,366,705 3,294,398 3,710,230 2,756,737 2,838,627 81,889 3.0%

1.8%

15.2%

21.3%

4.1%4.7%

2.5%3.9%

4.3%

2.3%3.9%

6.8%

12.5%

0.4%

4.8% 11.1%

0.4%

FY 2021 Curriculum & InstructionGeneral Fund Budget by Department

Libraries

Prof. Dev.

Science

Health Instr'l

Art

Music

Math

Early Literacy

Foreign Languages

Humanities

ELA

Academics Office

Int'l Baccalaureate

Advanced Placement

ELL

Phys Ed



Human Resources MISSION

Human Resources includes the Human Resources Department and the Safety and Security Department of

the Springfield Public Schools (SPS). Human Resources promotes the recruiting and retaining highly

qualified, effective and diverse staff and works on all matters related to employment. The Human

Resource Department also plays a major role in our collective bargaining and contractual compliance

efforts. In addition, acting through its Safety and Security Department, it is committed to provide a safe

and secure environment for all students, staff and visitors in the SPS. It supports school and non-school

sites, ensuring alignment of efforts towards achieving the SPS’ mission and strategic priorities. The Safety

and Security Department is continuously enhancing its efforts through review and revision of Safety and

Security protocols, technology, capital improvements, building strong community partners, and staff and

student training. Safety and Security initiatives include but are not limited to: utilizing the Disturbing

School in Session program; creating proactive Police interactions with students; providing School Resource

Officer training for Officers assigned to the Quebec Unit and training for Security Guards; utilizing photo

identification systems; monitoring preparedness and response plans; ensuring secure building access; and

continuous monitoring of school areas to prevent theft, vandalism, and unauthorized entry into the

building.

2017 Actual

2018 Actual

2019 Actual

2020 Adopted


Personnel Services 1,149,838 1,198,373 1,187,330 1,325,261 1,378,642 53,381 4.0%

Supplies & Services 2,276,341 1,264,372 1,752,525 1,244,841 1,184,243 (60,599) (4.9%)

Total Human Resources 3,426,179 2,462,745 2,939,854 2,570,103 2,562,885 (7,218) (0.3%)

2017 Actual

2018 Actual

2019 Actual

2020 Adopted

2021 Admin

2021 School

2021 Total Change

General Fund 18.0 18.0 19.0 18.9 18.9 0.0 18.9 0.0

Special Revenue 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Total FTE's 18.0 18.0 19.0 18.9 18.9 0.0 18.9 0.0


2017 Actual

2018 Actual

2019 Actual

2020 Adopted


Human Resources 1,150,720 1,119,920 1,034,383 1,210,764 1,236,141 25,377 2.1%

Safety & Security 2,275,459 1,342,825 1,905,471 1,359,339 1,326,744 (32,595) (2.4%)

Total Human Resources 3,426,179 2,462,745 2,939,854 2,570,103 2,562,885 (7,218) (0.3%)

Human Resources

48.2%

Safety & Security51.8%

FY 2021 Human ResourcesGeneral Fund Budget by Department



Information, Instructional Technology, & Accountability MISSION

The Office of Information, Technology, and Accountability is composed of four units: Digital Learning &

Assessment, including oversight of digital learning initiatives, professional development on classroom

technology integration, implementation of learning management systems, coaching on digital learning

models, student assessment, MCAS appeals, and vetting external research requests; Information Systems,

including student information systems (PowerSchool), data warehouse, and internal systems and process

development; Strategic Data, including internal research, report development, data coaching, and

response to data requests; and, Technology Operations, including computer networks, infrastructure

development and maintenance, help desk support, and software provisioning. Most this work is

accomplished by providing leadership, expertise, and guidance in the strategic use of technology and

information (data) to support high student achievement.

2017 Actual

2018 Actual

2019 Actual

2020 Adopted


Personnel Services 1,762,414 1,750,887 1,980,026 1,978,768 2,060,937 82,169 4.2%

Supplies & Services 3,902,801 3,869,736 5,125,090 5,407,517 5,652,697 245,180 4.5%

Total OITA 5,665,215 5,620,623 7,105,115 7,386,285 7,713,634 327,349 4.4%

2017 Actual

2018 Actual

2019 Actual

2020 Adopted

2021 Admin

2021 School

2021 Total Change

General Fund 30.0 29.0 29.7 29.8 29.7 0.0 29.7 (0.1)

Special Revenue 9.5 9.5 10.0 9.6 10.0 0.0 10.0 0.4

Total FTE's 39.5 38.5 39.7 39.4 39.7 0.0 39.7 0.3


2017 Actual

2018 Actual

2019 Actual

2020 Adopted


OITA Management 597,121 740,040 728,060 738,025 535,301 (202,724) (27.5%)

Digital Learning/Assess. 37,157 7,730 8,127 7,000 7,000 0 0.0%

Information Management 1,060,023 963,107 1,107,116 1,142,012 1,150,553 8,541 0.7%

Technical Operations 3,970,914 3,909,746 5,261,813 5,499,248 6,020,780 521,532 9.5%

Total OITA 5,665,215 5,620,623 7,105,115 7,386,285 7,713,634 327,349 4.4%

OITA6.9%

Digital Learn./Assess.

0.1%Information

Management14.9%

Technical Operations

78.1%

FY 2021 OITA General Fund Budget by Department



Parent & Community Engagement MISSION

Parent & Community Engagement (PACE) will continue to build on the skills, talents, and abilities of staff

for continuous improvement and exemplary customer service. Continued capacity building and cross

training, school-based and district teams, will remain core work.

PACE’s professional development at the school level will continue into and through FY 2021. Helping

principals, teachers and counselors implement research-based parent and community engagement

strategies with fidelity, is an overarching goal. Being an effective resource and support team for Strand

III of the Educator Evaluation is a priority.

Building capacity of families and other caring adults is essential. The Springfield Parent Academy

continues to offer parents and families FREE learning opportunities, while expanding course offerings.

These workshops are designed to help children succeed and help parents and caring adults attain personal

and professional goals. We have expanded the home visit project district-wide, as an effective research-

based strategy for engaging families. As ongoing work, we will continue to expand partner and family

participation, while making some modifications to ensure we are effectively and efficiently meeting the

needs of our families.

2017

Actual 2018

Actual 2019

Actual 2020

Adopted 2021

Budget Change % Chg. Personnel Services 275,847 273,940 284,625 309,868 441,514 131,646 42.5% Supplies & Services 129,536 24,806 27,726 17,477 27,133 9,656 55.2%

Total PACE 405,383 298,746 312,351 327,345 468,647 141,302 43.2%

2017 Actual

2018 Actual

2019 Actual

2020 Adopted

2021 Admin

2021 School

2021 Total

Change

General Fund 4.2 4.2 4.2 4.2 9.3 0.0 9.3 5.1

Special Revenue 16.8 14.8 18.6 18.6 12.5 0.0 12.5 (6.1)

Total FTE's 21.0 19.0 22.8 22.8 21.8 0.0 21.8 (1.0)


2017

Actual 2018

Actual 2019

Actual 2020

Adopted 2021

Budget Change % Chg. Chief PACE 186,842 187,397 196,041 205,238 112,429 (92,808) (45.2%) PACE Operations 156,188 57,761 58,726 57,480 31,122 (26,358) (45.9%) Student Assignment Services 62,353 53,588 57,585 64,627 325,096 260,469 403.0%

Total PACE 405,383 298,746 312,351 327,345 468,647 141,302 43.2%

Chief PACE24.0%

PACE Ops.6.6%

Student Assign. Svcs.

69.4%

FY 2021 Parent & Community Engagement General Fund Budget by Department



Special Education MISSION

The Special Education Department oversees compliance related to students with special needs, Health

Related Services, Psychological Services, Home/Hospital Tutoring, Translation Services, and Crisis Teams.

Special Education is the largest of all the units in the department and is charged with meeting the

educational needs of over 6,000 students with disabilities in the District while maintaining compliance

with state and federal regulations. The Special Education Department also oversees all related services

such as physical/occupational therapy, speech and language therapy and school psychology services, and

provides on-going professional development throughout the district to teachers and staff. Other

compliance issues relevant to the Office of Civil Rights are also handled through the Special Education

Department.

2017

Actual 2018

Actual 2019

Actual 2020

Adopted 2021


Personnel Services 14,455,721 14,538,234 15,250,033 16,245,093 18,961,196 2,716,104 16.7%

Supplies & Services 14,793,786 14,831,560 10,449,202 10,892,421 14,174,636 3,282,215 30.1%

Total Special Education 29,249,507 29,369,794 25,699,235 27,137,514 33,135,832 5,998,319 22.1%

2017 Actual

2018 Actual

2019 Actual

2020 Adopted

2021 Admin

2021 School

2021 Total Change

General Fund 211.8 200.0 200.0 210.0 18.8 267.4 286.2 76.2 Special Revenue 61.8 60.7 70.1 67.7 0.2 9.0 9.2 (58.5)

Total FTE's 273.5 260.7 270.1 277.7 19.0 276.4 295.4 17.7


2017

Actual 2018

Actual 2019

Actual 2020

Adopted 2021

Budget Change % Chg. Preschool 164,428 161,690 181,456 198,398 198,578 180 0.1% Psychology 1,687,013 1,691,148 2,215,307 2,262,190 2,310,643 48,453 2.1% School Health Services 467,102 572,648 528,693 630,962 586,129 (44,833) (7.1%) Special Education Office* 13,817,456 14,356,699 6,896,774 7,618,771 8,981,818 1,363,047 17.9% Out of District Tuition 13,113,508 12,587,608 8,917,089 8,637,131 12,561,846 3,924,715 45.4% Related Services & Technology* 0 0 1,860,514 1,950,464 2,130,249 179,785 9.2% Speech/Language/Vision* 0 0 4,472,923 5,178,448 5,766,366 587,918 11.4% Translation Services* 0 0 450,710 481,151 420,203 (60,948) (12.7%) Home/Hospital Tutoring* 0 0 175,769 180,000 180,000 0 0.0%

Total Special Education 29,249,507 29,369,794 25,699,235 27,137,514 33,135,832 5,998,318 22.1%

*Beginning in FY 2019, additional Special Education departments were broken out from the Special Education Office line to provide

greater insight as to the specific services the department is providing.

Preschool0.6%

Psychology7.0%

School Health1.8%

Special Education Office27.1%

OOD Tuition37.9%

Related Svcs. & Tech.6.4%

Speech/Lang./Vision17.4%

Translations1.3%

Home/Hospital0.5%

FY 2021 Special EducationGeneral Fund Budget by Department





Student Services

MISSION

The Office for Student Services provides a broad spectrum of interventions and supports to ensure student

success. Student Services is responsible for services related to guidance and counseling, dropout

prevention, multi-tiered systems of support, Student Teacher Assistant Teams (STAT), online credit

recovery, bullying prevention and college and career readiness.

2017 Actual

2018 Actual

2019 Actual

2020 Adopted


Personnel Services 121,568 147,195 164,853 164,266 170,265 5,999 3.7%

Supplies & Services 117,478 193,548 214,632 213,134 213,134 0 0.0%

Total Student Services 239,046 340,743 379,486 377,400 383,399 5,999 1.6%

2017 Actual

2018 Actual

2019 Actual

2020 Adopted

2021 Admin

2021 School

2021 Total Change

General Fund 1.5 1.5 1.6 1.6 1.6 0.0 1.6 0.0

Special Revenue 0.0 6.0 7.4 7.4 7.4 0.0 7.4 0.0

Total FTE's 1.5 7.5 9.0 9.0 9.0 0.0 9.0 0.0


School Operations

MISSION

School Operations ensures the alignment and delivery of instructional programs and support services to

61 schools. Of these schools, 11 are Empowerment Zone schools and the other 50 schools are overseen

by the Chief Schools Officers. The Chief Schools Officers are assigned by zones. School operations focuses

on student achievement, home school connections, school safety and improved school performance

through their work with assigned schools to provide teachers and principals with the supervision,

mentoring, technical support services need to deliver a quality education to our students.

2017

Actual 2018

Actual 2019

Actual 2020

Adopted 2021

Budget Change %

Chg. Personnel Services 179,556,016 188,869,833 198,254,128 209,172,575 225,040,731 15,868,156 7.6% Supplies & Services 53,452,527 60,705,334 70,056,009 79,315,750 83,363,469 4,047,719 5.1%

Total School Operations 233,008,543 249,575,167 268,310,137 288,488,325 308,404,199 19,915,874 6.9%

2017 Actual

2018 Actual

2019 Actual

2020 Adopted

2021 Admin

2021 School

2021 Total

Change

Total FTE's 3,890.8 3,811.0 3,855.7 3,937.4 11.4 3,997.2 4,008.6 71.2


2017 Actual

2018 Actual

2019 Actual

2020 Adopted


Elementary Schools 87,986,211 91,548,017 96,925,491 105,540,471 112,070,711 6,530,240 6.2% Secondary Schools 41,010,632 44,061,674 46,446,820 48,398,233 51,893,515 3,495,282 7.2% Alternative Schools 8,319,208 9,228,235 9,818,510 10,521,897 10,611,873 89,976 0.9% Empowerment Zone 42,642,505 48,833,558 52,228,954 54,041,313 57,202,859 3,161,546 5.9% Charter & School Choice 46,294,566 50,506,356 57,044,111 63,774,404 70,294,787 6,520,383 10.2% Substitutes/Class Coverage 3,904,969 3,236,004 3,539,432 3,750,000 3,775,000 25,000 0.7% Meal Coverage 385,022 375,460 394,051 0 0 0 100.0% School Support Office 1,383,271 772,887 878,706 1,480,176 1,500,142 19,966 1.3% Adult Education Center 299,909 306,231 250,684 325,558 344,443 18,885 5.8% Athletics 782,249 706,745 783,379 656,272 710,869 54,597 8.3%

Total School Operations 233,008,543 249,575,167 268,310,137 288,488,325 308,404,199 19,915,874 6.9%

Elementary Schools36.3%

Secondary Schools16.8%

Alt. Schools3.7%

Empowerment Zone

18.5%

Charter/School Choice22.8%

Subs/Class Cov1.2%

School Support0.5%

Adult Ed0.1%

Athletics0.2%

FY 2021 School Operations General Fund Budget by Department



Superintendent MISSION

The Superintendent attempts to maintain clear direction of Springfield Public Schools’ vision of A Culture

of Equity and Proficiency through the closure of the achievement gap. His actions are directly

representative of the District’s progress and success. The Superintendent is also responsible for the

adherence and oversight of the District priorities.

2017

Actual 2018

Actual 2019

Actual 2020

Adopted 2021




Total Superintendent 336,534 341,555 380,090 376,512 397,243 20,731 5.5%

2017 Actual

2018 Actual

2019 Actual

2020 Adopted

2021 Admin

2021 School

2021 Total Change

General Fund 2.0 2.0 2.0 2.0 2.0 0.0 2.0 0.0

Special Revenue 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Total FTE's 2.0 2.0 2.0 2.0 2.0 0.0 2.0 0.0


School Committee

The School Committee is an oversight board which, according to M.G.L. Ch. 71 §37, is responsible for

creating school policies and appointing a superintendent to manage the day-to-day operations of the

District. They monitor and maintain the proficiency of the school department operations and approve the

general fund budget.

2017

Actual 2018

Actual 2019

Actual 2020

Adopted 2021




Total School Committee 513,039 553,645 189,372 193,307 203,040 9,733 5.0%

2017 Actual

2018 Actual

2019 Actual

2020 Adopted

2021 Budget Change

General Fund 7.0 7.0 7.0 7.0 7.0 0.0

Special Revenue 0.0 0.0 0.0 0.0 0.0 0.0

Total FTE's 7.0 7.0 7.0 7.0 7.0 0.0




All Funds Overview

The next few pages contain the District’s overall budget, including all funding sources. By presenting the

District’s budget through an all funds approach, the reader can attain the complete fiscal picture of the

District because they are able to see all available revenues and projected expenditures, rather than just a

limited area. There are two main categories of funds available to the District, the general fund, and special

revenue funds.

The general fund is the main budgetary fund for the District; it is appropriated annually and available to

support the operations of the District with few restrictions. The general fund primarily consists of Chapter

70 State Aid and the City’s minimum local contribution.

Special Revenue Funds are funds that are legally allowed to be accounted for separately from the general

fund. Most special revenues are designated for specific purposes and their use is restricted to those

purposes. Special revenue funds primarily consist of grant funds, including entitlement, competitive, and

private grants; and revolving funds, including food service.

REVENUES

Springfield Public Schools rely on multiple revenue sources including federal, state, local, and private

revenue to fund the District’s operations. As shown on the next page, most the District’s funding (86.9%)

is comprised of general funds, which comes from both the State and City, and are based on the State’s

net school spending requirement. General funds for the District increased 7.7% from FY 2020 to FY 2021,

and total revenues ($551.4 million) increased 6.6%. Most of the grants that the District receives are

federally funded entitlements that are allocated based on financial need. Federal grants make up 6.6% of

the total all funds revenue and for FY 2021 are estimated to be $36.4 million, which is a 7.5% increase

from FY 2020. This significant increase is due to the increase in amounts received for federal entitlement

grants. State grants are expected to be $3.0 million, which is 0.5% of the total revenue. Private grants

are decreasing 25.6% due to the District receiving less private funding from organizations. Revolving

funds, including the $24 million Food Service Program, make up 5.6% of the total revenue and are

expected to be $31.1 million for FY 2021.


2018

Actual 2019

Actual 2020

Adopted 2021


General Funds $401,556,325 $425,207,290 $444,890,000 $479,205,459 $34,315,459 7.7%

Federal Grants $36,742,078 $35,520,671 $33,892,273 $36,420,618 $2,528,345 7.5%

State Grants $1,408,501 $2,608,441 $2,762,142 $2,992,687 $230,545 8.3%

Private Grants $544,060 $1,399,403 $2,227,326 $1,656,514 ($570,812) (25.6%)

Revolving Funds $31,331,361 $39,723,627 $33,353,700 $31,146,500 ($2,207,200) (6.6%)

TOTAL: $471,582,325 $504,459,433 $517,125,441 $551,421,778 $34,296,336 6.6%

EXPENDITURES

As for expenses, most the District’s expenses relate to salaries and fringe benefits. Personnel services

represents 63.4% of the District’s all funds budget, and 36.6% is spent on supplies and services. A large

portion of the supplies and services budget is comprised of charter tuition, school choice, out-of-district

tuition, transportation, and facilities maintenance expenses. The industry norm for personnel services is

approximately 80% of total budget and supplies and services are typically 20%. The reason for the

variance between Springfield Public Schools’ percentage of supplies and services and the industry norm,

are large service-related expenses that the District outsources, including charter/choice, busing and food

service. Typically, these contracted services are provided in-house, therefore counting towards personnel

services, which explains the District’s deviation from the industry norm.

For FY 2021, both personnel services and supplies and services are increasing, $17.2 million and $8.9

million respectively. The table below summarizes the projected expenditures for all funds in FY 2021:

General Funds$479.2M

86.9%

Federal Grants $36.4M

6.6%

State Grants$3.0M 0.5%

Private Grants$1.7M 0.3%

Revolving Funds

$31.1M 5.6%

FY 2021 Projected Revenues


2018

Actual 2019

Actual 2020

Adopted 2021


Personnel Services $307,458,525 $326,316,199 $333,212,109 $350,453,491 $17,241,382 5.2%

Supplies & Services $164,123,800 $178,143,233 $193,184,232 $202,097,387 $8,913,155 4.6%

TOTAL: $471,582,325 $504,459,432 $526,396,341 $552,550,878 $26,154,537 5.0%

All funds revenues and expenditures are different due to change in fund balances for revolving accounts. These accounts are specific in nature and can only be used for specific intended purposes per Massachusetts General Laws.

Personnel Services$350.5M

63.4%

Supplies & Services$202.1M

36.6%

FY 2021 Projected Expenses



Full-Time Employee History

Full-time equivalent (FTE) is a measure of the

amount of time employees work related to the

full-time compliment normally worked in an

equivalent position. A teacher who works 3.5

hours out of a 7-hour workday is considered a

0.5 FTE, while a teacher who works a 7-hour

workday is an FTE of 1.0. The FTE measurement

tool provides a means of determining how an

organization’s labor resources are allocated and

determining budgeting and operational

accountability.

Springfield Public Schools utilizes cost centers to

help distribute the workload of managing the

budget. Each cost center is an organizational

unit headed by a manager who is accountable for the FTE’s assigned to them. Each FTE employed by

Springfield Public Schools must belong to a cost center. Individual schools comprise most of the cost

centers and the Principal is the manager in charge of the FTE’s allocated to their school. In the District,

there are a total of 139 cost centers, 66 are school based, and the remaining 73 are managed by various

supervisors and directors. All cost centers are divided amongst the divisional Chiefs designated by the

Superintendent.

As seen in the chart above, overall staffing is up across the District, primarily at the school level. Staffing

increases at the schools are driven due to the opening of new full day Pre-K classrooms, schools using

Student Opportunity Act (SOA) allocations to hire additional teaching staff, and expanding programs, like

City Connects, across additional schools.

3,000

3,500

4,000

4,500

5,000

FY17 FY18 FY19 FY20 FY21

Overall Staffing Trends

Schools Central Office


FY FY FY FY FY 2017 2018 2019 2020 2021 Business Operations 398.5 392.1 390.1 393.6 394.0

Communications 3.0 3.0 3.0 3.0 3.0

Curriculum & Instruction 46.3 41.1 43.2 40.3 39.1

Human Resources 18.0 18.0 19.0 18.9 18.9

Information Technology 39.5 38.5 39.7 39.4 39.7

Parent & Community 21.0 19.0 22.8 22.8 21.8

Special Education Dept. 273.5 260.7 270.1 277.7 295.4

Student Services 1.5 7.5 9.0 9.0 9.0

School Committee 7.0 7.0 7.0 7.0 7.0

School Operations 3,890.8 3,811.0 3,855.7 3,937.4 4,008.6

Superintendent 2.0 2.0 2.0 2.0 2.0

TOTALS 4,701.1 4,599.9 4,661.6 4,751.1 4,838.5

0

20

40

60

80

100

120

140

160

180

FY19 FY20 FY21

Administrative Staffing Trends(all funds)

General Fund Special Revenue




Enrollment Trends & Projections

Being a large urban school district, Springfield Public Schools naturally has a high transient population.

This characteristic makes it quite difficult to accurately track and project student enrollment between

schools. Although the task can be difficult, estimating student enrollment is a critical function necessary

for the District to appropriately staff buildings and project funding.

FOUNDATION ENROLLMENT

Foundation enrollment is a count of

the number of pupils for whom a

school district is financially

responsible on October 1st of any

given year. It is comprised primarily

of local resident school children

attending their community’s local

or regional school district.

However, it also includes students

for whom the District is paying

tuition, such as those at

Commonwealth Charter Schools,

other school districts, special

education schools, and other

settings. To be included, a student

must be officially enrolled on

October 1st. Those who leave in September or arrive after October 1st are not counted. A student who

happens to be absent on October 1st is included nonetheless; this is a measure of enrollment, not

attendance. DESE computes foundation enrollment using pupil-specific data submitted by each district

through the Student Information Management System. A district’s foundation pupil headcounts are

applied to specific cost rates to arrive at the upcoming year’s foundation budget.

To forecast future enrollment, Springfield Public Schools uses a trend-analysis method for both the District

enrollment and enrollment at charter schools and school choice. Adjustments to these trends are made

for factors known at the time the projections are done. As represented in the chart above, the District

anticipates charter school enrollment to continue to increase as new charter schools open and existing

charter schools expand. In-district (SPS enrollment) is projected to remain relatively flat, though slight

increases are assumed due to the expansion of Pre-K programs in the District. Understanding how

foundation enrollment is calculated is essential to understanding school finance, specifically for

Springfield Public Schools. When students leave the District to attend a Commonwealth Charter School,

they take with them all per pupil funding provided by the State. This practice adds pressure to the

District’s budget.

20

23

25

28

30

Stu

de

nt

Po

pu

lati

on

(in

th

ou

san

ds)

Foundation Enrollment History & Projections

SPS Enrollment Spfld. Charter School Choice


ACTUAL ENROLLMENT

Actual enrollment is a headcount of students attending Springfield Public Schools on October 1st of any

given year. This enrollment differs from foundation enrollment because it only includes students in the

District as opposed to all students the District is financially responsible for.

For FY 2021, the District’s foundation enrollment per the Governor’s budget, is 29,553, while actual

enrollment in Springfield Public Schools is projected to be closer to 25,007. Below is a breakdown of our

enrollment projections by school as well as an overall view of enrollment including charter and choice.

*Note: In-district enrollment will differ from foundation enrollment, as Pre-K students are counted as a 0.5 FTE in the foundation enrollment and charter school enrollment are viewed separately.

ACTUALS PROJECTED

Enrollment for Fiscal Years FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24

In-District Enrollment 25,685 25,575 25,633 25,604 25,297 25,007* 25,343 25,398 25,501

Thomas M Balliet 333 294 323 318 324 323 323 323 323

Alice B Beal Elem 244 235 276 261 253 256 255 255 255

Boland School 844 799 788 786 764 697 731 731 714

Samuel Bowles 336 328 333 338 327 322 325 325 323

Milton Bradley School 573 556 576 545 565 523 523 523 523

Brightwood 372 328 323 317 337 357 380 380 380

Elias Brookings 333 379 379 343 336 325 331 331 328

Daniel B Brunton 470 470 477 466 445 425 480 480 480

William N DeBerry 296 295 298 261 234 261 248 248 380

Hiram L Dorman 340 357 323 307 283 262 273 273 267

Dryden Memorial 353 339 332 371 338 336 337 337 337

Margaret C Ells 231 231 219 240 229 188 209 209 198

Frank H Freedman 294 299 315 352 324 290 307 307 299

Gerena 713 702 731 720 712 695 704 704 699

Glenwood 285 312 301 298 285 261 273 273 267

Glickman Elementary 326 340 359 333 329 318 324 324 321

Frederick Harris 604 608 594 634 625 654 654 654 654

Homer Street 472 428 436 444 395 407 401 401 404

Indian Orchard Elementary 696 693 666 638 656 644 644 644 644

Rebecca M Johnson 831 795 775 749 760 763 790 790 817

Kensington Avenue 363 369 306 310 314 285 285 285 285

Liberty 283 273 288 283 282 273 278 278 275

Lincoln 415 411 404 404 399 400 400 400 400

Mary M Lynch 278 252 266 266 265 247 256 256 252

Mary O Pottenger 453 437 446 425 437 473 455 455 464

Sumner Avenue 564 562 576 589 530 548 600 600 600

Arthur T Talmadge 286 275 270 254 240 233 237 237 235

Mary M Walsh 291 305 308 295 296 276 286 286 281

Warner 319 336 279 290 266 240 253 253 247


Washington 541 502 434 417 420 392 392 392 392

White Street 352 366 449 456 449 444 447 447 445

Alfred G Zanetti 404 423 411 434 438 432 435 435 434

Chestnut Campus 800 818 900 964 1006 1059 1033 1033 1046

John J Duggan Academy 653 680 672 766 759 776 796 796 816

Forest Park Middle 682 689 714 712 725 711 718 718 715

John F Kennedy Middle 512 460 435 450 491 481 486 486 484

M Marcus Kiley Middle 681 693 643 659 683 733 708 708 721

South End Middle School 291 239 246 240 229 239 234 234 237

STEM Middle Academy 287 290 288 293 296 274 285 285 280

Van Sickle Campus 780 759 695 618 581 554 568 568 561

Spfld. Conservatory of the Arts 239 351 337 368 344 330 420 420 420

Renaissance 686 725 713 694 688 650 665 720 720

Springfield Central High 1980 1931 2055 2049 2104 2063 2063 2063 2063

High School of Commerce 1375 1310 1250 1079 1015 1096 1000 1000 1000

Putnam Voc. Tech. High 1352 1428 1442 1436 1415 1393 1404 1404 1399

High School of Science-Tech 1307 1286 1366 1304 1260 1245 1253 1253 1249

Spfld. Academy for Excellence 576 499 472 658 536 501 519 519 510

Early Childhood Center 0 130 144 170 155 169 180 180 180

Springfield Vocational Academy 0 0 0 0 97 107 107 107 107

International Academy - Johnson 0 0 0 0 25 25 25 25 25

International Academy - Sci-Tech 0 0 0 0 31 51 51 51 51

FY

2016 FY

2017 FY

2018 FY

2019 FY

2020 FY

2021 FY

2022 FY

2023 FY

2024 SPS (In-District) Enrollment 25,685 25,575 25,633 25,604 25,297 25,007 25,343 25,398 25,501

Charter Schools 3,337 3,535 3,528 3,750 4,043 4,260 4,510 4,510 4,760 School Choice 800 774 817 829 851 878 903 903 928

Foundation Enrollment 28,970 29,109 29,533 29,599 29,645 29,553 29,612 29,612 29,671



Fiscal Year 2021

The Springfield Promise: A Culture of Equity & Proficiency

Documents

Springfield Public Schools Operating Budget