Presenter proposes 3.9% tax increase to fund Downingtown Area SD budget and full‑day kindergarten rollout

Presenter S2 proposed a 3.9% tax increase for 2024–25 to shore up the district’s construction reserves and begin implementing full‑day kindergarten in 2025–26. "What we're proposing for tonight is a tax increase of 3.9% for next year," Presenter S2 said, linking the increase to a plan for transfers into capital and program startup costs.

The presenters said the district projects to end the current school year with about a $1.3 million positive fund balance and estimated a 3.9% increase would yield a roughly $4.2 million fund balance next year. Under the revised plan, administrators proposed transferring $5.7 million into capital in 2024–25, about $1.7 million in 2025–26 and $2.4 million in 2026–27, and setting aside roughly $2 million to launch full‑day kindergarten staffing in 2025–26.

Presenter S2 described the district’s longer construction picture: a prior construction nest egg of about $122 million has been largely expended on East/West projects, leaving an estimated remaining balance of roughly $3 million. The presenters said combined transfers and remaining funds could produce approximately $14 million over the plan horizon to seed future elementary projects, but cautioned that construction inflation and planning costs add uncertainty.

Presenter S1 contrasted two models for full‑day kindergarten: opening a new 1,100‑student fifth–sixth center (which the presenters earlier estimated would require about $7 million in staffing) versus implementing full‑day K within existing schools. "We already have at least half of that staff here," Presenter S1 said, arguing the in‑school model requires fewer new hires and lowers initial staffing costs.

On staffing needs for full‑day K, Presenter S2 estimated hiring 16–20 kindergarten teachers and additional paraprofessionals/encore faculty, with total new positions and related costs amounting to about $2.1 million. Presenters said those costs assume some kindergarten classes move from split sessions to full‑day attendance and noted possible enrollment gains from students returning from charter schools.

Presenters also emphasized expense drivers: salaries and benefits account for roughly 72% of the budget, debt service and transportation add substantially to fixed costs, and special education enrollment (partly driven by a state change in eligibility age) remains a major cost pressure.

Administrators said the budget still faces a roughly $1.2–$1.5 million gap between projected revenues and the transfers they want to make into capital. To close that gap they will seek updated health‑care and insurance estimates, examine special‑education legal spending and transportation efficiencies, and expect updated county assessed‑value figures to refine revenues.

The presentation closed with a calendar of next steps: an additional budget presentation on April 3, a request the board consider approval of a proposed budget on April 8, and a May 8 request to authorize moving forward with the full‑day kindergarten plan and consider a final budget.

The presenters said they will continue outreach to stakeholders (including senior residents) via the district’s initiative pages and are considering a hard‑copy mailing to communicate the proposal and timeline.