Effects of the Revenue
Caps on Wisconsin's
School Districts,
1997-98 School Year

Written Comments

All comments are included and presented as they were written, except for minor editing (which did not change the intent of the wording). All names of districts have been deleted.

“In a sentence or two, describe the impact of the revenue caps over the past four years on your school district.”

We are very tight and cannot go longer without student education suffering.
We’ve had to reduce supplies, equipment and maintenance projects. We’ve reduced staff. Since we have been in an increase in enrollment cycle, the budget has gone well.
District had successful referendum which included approval of $800,000 annually to exceed the caps.
These are a slowly throttling financial noise which subvert local control.
Inhibits technology growth. Revenue caps forces status quo. New programs require funds, professional growth for implementation.
The _______ School District has been in a no win situation for the past five years. This district is the only one left with a negative balance. We have tried to pass a referendum to exceed the revenue cap, but it failed. The district could no longer maintain the steam heating system, technology, wiring, or the roofing and did a major project to complete increasing the deficit spending, however, maintenance will be less expensive.
At this time, we have not reduced programs. It has limited our ability to add programs and service.
We have had to reduce overall budgets in professional development by 2/3 and teacher aides by 20%.
It has made everyone very cost conscious.
Actually no impact. It has made us more fiscally responsible.
It has not yet impacted us negatively. Next year will be difficult
Caps limit the district’s ability to provide the best education possible.
Have not had a negative impact to this point.
Last year we needed to use fund balance to supplement our budget. We will do that again this year, to a greater extent.
We have not been able to expand and build on programs for our kids.
Reduced money available for maintenance, equipment replacement, computer hardware purchase, and teacher salaries.
We have not been able to offer classes that our students need to stay competitive - also not able to reduce class size.
Revenue caps have kept salaries and benefits under control, but I question the judgment to do this over the long run. Education needs to attract quality personnel.
Our school district will struggle to maintain current status in programs. Program improvement is done only at the expense of another area. Capital projects/maintenance are in trouble!
(1) We were a low spending district and were able to exceed limit (2) Had growth also, however ; we have reached the average; therefore, will have impact from now on.
May notice greater restraints in year 2000-2001 and after when we no longer have consolidation.
Reduction in staff, programs, transportation.
It has been difficult to bring about educational reform in a small district with declining enrollment with the revenue caps determining our options.
As long as our enrollment increased , it was ok.
Facility needs have not been met - neither new buildings or maintenance. Unable to hire additional K teacher in 1998-99 due to lack of funds and classroom space.
Limits amount of money available for added technology and building maintenance.
Minimal impact in our district, as we receive only approximately 14$ state aid, and our enrollment has remained rather controlled.
The needs of students have changed dramatically during the past decade. Schools need to respond with significant changes in instructional environments and learning opportunities. The revenue caps make innovation, research and development, and staff training all but impossible without over extending all resources, especially human. Status quo becomes the viable alternative for everyone except the students.
We were doing okay until 1997-98 when we had to use $140,000 of fund balance.
It has created a tendency to focus on the status quo.
Because of the difference in the QEO 3.8%, each year the district falls behind .9%
Revenue caps and declining enrollment are not compatible. We will have less money and are expected to do more - youth options, standards and assessment, remediation.
Building maintenance issues are different to fix, i.e., roof leaks, asphalt holes, etc.
Must struggle to maintain current programs.
Things were good the first two years as enrollment climbed to 658 students in 1995 - now we are at 592 students, cutbacks in staffing and materials.
Reduced budget by 750,000 to stay with QEO for 2 years!
Have gone from adding to fund balance to subtracting, reduced ASC admin, reduced maintenance.
Steady slow growth of enrollment has lessened the impact of revenue caps. They have, however, hindered programs.
Lots of stress. Staff (additional) was put off even though there was a strong need.
Labor-management relations have been strained.
Up until this year there has been no impact. Now with declining enrollment, spending capacity is limited.
We are a low spending district. We have to stay there!
We have delayed or deferred maintenance and other improvements and not increased staff size as enrollment has increased.
None to this time. We anticipate problems in the future.
The budget is very tight - will have to explore alternative sources of money to continue current programming.
Revenue caps cause us to set priorities based on “what will have the least negative impact.”
Need for roof repair. Lost elementary principal, instruction suffered, need for computers.
Enrollment growth and increased valuations within the district have allowed us to overcome negative impacts of caps.
We have had to prioritize all spending and eliminate some.
We are just beginning to feel the crunch. We are a district that has enrollment growth, but the increase is not allowing the district to do all that is necessary to meet this growth.
Limited impact, enrollment is growing, programs are expanding.
Combined with lowered enrollments, low expectations to start with, and higher pupil teacher ratio - devastating.
They have reduced our ability to do scheduled maintenance, purchases of replacement equipment and adding staff to address curriculum needs.
Not able to keep up with essential curricular offers and meet the expectation of the community - eroding support!
As enrollment growth stagnates and EEN student growth continues, we are approaching a time when only new special education positions will be filled.
Areas of maintenance and remodeling have and will continue to take a hit, as well as other nonstaff costs will be diminished.
Minimal. The _______ School District has experienced moderate enrollment increases during the time period. However, we are now facing slightly declining enrollments. The impact will be negative.
Postponed m & o and purchases. Have not added staff to accommodate new numbers. Have not done as much as we would have liked with technology.
There has been very little impact because our enrollment is increasing. This will change over the next 2 or 3 years.
The district has significantly reduced the budget for supplies and equipment, programs will be cut from here on out!
During the first few years of revenue caps, we were able to tighten some budget areas without having a significant impact on education programs. However, we have reached a ceiling and will begin cutting educational programs to comply with revenue caps.
Fewer people trying to do more work, delayed, capital improvements (site buildings maintenance).
We have maintained full programming.
We have always been very conscious of the “cost-benefit ratio” for all our decisions in light of the primary district’s mission! We do not “carry” any employees if the data do not justify it. But we will encounter challenges by people who continue to subscribe to the “Deep Pockets” theory of the past 30 years that are having major problems now.
Until the last 3 years, we were forced to borrow heavily to meet our expenses. After doing without a number of services ,etc., we have finally been able to conduct school without a large loan.
Increased class size, limit in instructional materials.
Revenue caps will destroy our educational program. Things need to change or we will not be able to pay the bills.
It has helped us to work smarter, although at the same time, prohibits new ventures (extending school year, for example). We will not be forced into using fund equity.
Delayed maintenance, buildings and grounds, and equipment purchases.
Problems are coming? How soon? Who knows!
They have limited our expenditures.
More conservative spending.
Moving slowly on any new initiatives.
Increase in special education costs . . . taken from regular education!
With enrollments going up, we have not had much difficulty with the caps.
In addition to items checked in 1-25, the district is unable to fund any new initiative developed by building staff to support the instructional program.
Each year the results of revenue caps cause the budget to “tighten” what we can do. As long as other municipalities (technical colleges, cities, counties) continue to increase their levies, the public still believes it’s the fault of the schools
We have maintained a stable enrollment. That has helped us. For the 98-99 school year we are down 13 students. I hope this isn’t the trend.
Reduced fund balance.
It has delayed major maintenance projects and is beginning to limit programs.
We passed a referendum to exceed the caps by $500,000 two years ago - we will need to do it again in a couple of years.
Cap has limited maintenance and technology will result in layoffs next year.
Limits educational opportunities for students.
Devastating. We have had to reduce budget by more than 10%.
Fund balance has dropped $2 million; computers are obsolete; only minimal GT program; no K-8 foreign language.
There have been postponed expenditures in maintenance and technology.
Very negative. Only a referendum gave us temporary relief.
Very detrimental to restructuring effects, implementation of technology plan and caused elimination of grammar school which will be tough to reinstate even with greater need because of Gateway test.
Placed significant limits on the district’s ability to respond to student’s needs.
Helped to stabilize taxes, prevented local uprisings, made us be more efficient and creative with budgets.
This year we had a declining enrollment, we limited programs and personnel.
Devastating - our students have suffered from lack of resources due to the last 3 years. It cost our district $450,000 total of lost revenue. We can never replace that. Total budget $1,192,000.00 You do the math!!!!
Have forced us to take the approach of “maintaining” and not “progressing.”
Have had increasing enrollment, so minimal effect may change now that we are down.
It takes us longer to do things because we continually “stagger” the cost over 2-3 year intervals.
The revenue caps have caused us to go to referendum to get needed facilities and accompanying money to operate the new facilities. Our district was successful in passing both questions.
None.
The impact has been minimal at this point. However, if our enrollment growth remains at 2% or less, we will feel the pinch within three years.
We are fortunate to have increasing enrollment and increasing property tax value, so the impact has been minimal.
New programs not added. Less money for computers. Have started staff layoffs.
It has diminished expectations and reduced innovation/invention, major impact on maintenance
The impact will be felt during the 99-00 school year. Enrollments will level off.
Impact was not truly felt until 1997-98 fiscal year. It now is having significant impact.
We have not been able to purchase the necessary technology we need in order to offer an adequate program throughout this K-12 building.
Delays in making change and improvements for capital concentrated areas.
Bad news for kids.
Maintenance issues, technology and staffing have lagged.
Have had to have a 10 year reoccurring referendum for maintenance.
They have helped in negotiations.
Hindered development of new and more advanced courses.
Just beginning to feel the impact.
Caused delays in maintenance projects curriculum materials and technology purchases.
The most (only) significant impact is on teacher salaries - pay increases --about what has been the past practice.
Revenue caps have significantly reduced our ?? maintenance program.
The revenue caps have been a neutral influence since 1983. We have had modest student growth. Had the district fully spent the 1992-93 budget, we would be even in better shape financially.
We have scrutinized all purchases for instructional materials!
We have had to reduce or delay maintenance - cut staff.
There has been no impact because enrollment has increased over the past 5 years.
Declining enrollments have meant less money available to do more!
With increased state funding and increasing student enrollment the impact of revenue caps has been minor.
Does make for more exact financial projections and clearer priorities.
Increasingly negative; dollars eroded by personnel settlements and inflation.
Limited impact to date.
To the taxpayers it is seen as positive. However, it is a constant battle to keep the district in a progressive mode. The taxpayers will not approve any attempt to exceed the caps. Need to rely on grants.
Forced to “stay the same” rather than being innovative and contemporary, especially in technology.
The District has eliminated its summer school, frozen all supply and equipment allocations for five years and has reduced staff. The cap probably has made us scrutinize our spending and establish our priorities.
Revenue caps have limited our desire to expand curricular offerings, purchase and update technology (hardware), freeze staff and reduce maintenance and building improvements needed.
It causes you to manipulate your budget and delay needed expenditures.
We keep falling farther behind with our budget.
Mixed review--cap limit may have actually brought us up -- but am worried about future.
Class sizes have increased and strategic initiatives have been delayed or dropped.
Has allowed us to control with QEO salaries and allowed us to do other things to make the district work better.
With declining enrollments, our revenue caps have been reduced to less than the 3.8% increase necessary to cover salaries and benefits. We involuntarily transferred 1/3 of our staff to cover needs with current staff so as not to lay off employees.
With increased enrollment for first 2 years, we were ok; since declining enrollment, the revenue limits have caused cessation of services, maintenance, staff development, field trips, textbooks, supplies...
Limited amount to be spent on early intervention programs.
Little if any negative impact.
QEO has kept the salaries down somewhat so we could spend a little more on capital improvement.
We have reduced teaching positions by increasing class size. We have also overspent (expenditures have exceeded revenue) for each of the past 5 years by $70,000 to $210,000 each year. Now we have to borrow money and pay interest several times each year.
I am new to this district.
Mainly purchase of additional equipment.
The revenue caps have hurt students!
We have been forced to dip into our fund balance as never before causing a dangerously low amount to remain there.
It has been a struggle to maintain quality programs and not implement cuts.
We have not been able to keep pace with increasing maintenance and facilities improvement, and we cannot install our technology program.
I am not a good example: low spending school district; increasing enrollments; increasing property values.
Delay or limit services and improvements and has forced a focus on approving referendum to meet capitol and operational requirements.
Revenue caps do not keep pace with increasing operational costs.
Had it not been for ?? we would be light years behind in educational technology. Our bus fleet is also getting old.
Local control no longer exists except for coordinating the going-out-of-business activities.
Delayed (indefinitely) expansion of any recurring cost programs.
Revenue caps has resulted in the necessity of going out on referendum to fund basic preventive maintenance needs. Also has resulted in larger class sizes.
Reduced, maintenance and operational costs, restructuring of services to create greater efficiency, increased class size and delays in initiatives to improve programing.
Caused the district to make difficult decisions that affect the education of children.
We’ve really economized and cut to the bone - We reprioritize our needs annually.
The revenue caps have delayed the implementation of technology plans.
We have experienced increased enrollment - thus, minimal impact!
Shift from 70% of budget to instruction in 1992 to 76% in 98.
Typically, we have had twice the number of staffing and program requests than the revenue caps permit. There is a sense of competition for resources between and among departments.
In my brief term here, I note the fund balance to be changing.
The cap has hindered the ability of the school board to meet student needs. We are having trouble maintaining and cannot make improvements. In general, the cap will cause an excellent district to become mediocre.
Delayed larger capital projects.
A successful referendum combined with continual growth has situated us well even with revenue caps.
Very restrictive on 556 & 411 budget areas as costs increase and more money in salaries and benefits.
Very negative - it prevents us from having any money to implement, limitations - positive changes
We have been fortunate in that we are a growing school district. Our revenue cap has been growing. Impact has been ameliorated by growth.
No frills. $150,000 referendum to exceed the revenue cap.
The biggest impact has been on maintenance and improvements to facilities.
Restricts any type of a contingency fund to help large cap expenses that are coming in future years.
We have the lowest cost per pupil in _______ County. Stuck at the bottom.
Kept our necks above water until this year - while growing we were okay - some limitation - now we are declining slightly. Hit hard this year.
The increase in fixed costs exceeds the inflationary increase allowed by the state by upwards of 6%!
Declining enrollment districts that were already operating at “bare bones” levels before revenue caps are being punished for that frugality.
The impacts of revenue caps over the past five years are: (1) unable to reduce class size which would have greatest impact on student achievement and (2) unable to keep up with the maintenance on school facilities.
Reduction of staff - cause increase in student/teacher ratio - devastating.
Negative impact, particularly since we have experienced declining enrollment and we’re into tertiary aid - our state aids were reduced this year by nearly $200,000 above.
We have cut our maintenance budget by 35% and delayed repairs such as roofs. We have spent $700,000 from our fund balance to finance ADA compliance remodeling, adding a computer network and three labs. If we had not had a fund balance of 22%, we would have not kept up.
Impact just starting as enrollment begins to decline.
Operates much like a vise. As enrollment increases slow down, we will be ever more strapped.
District passed referendum for 4M operation, 14M construction and building.
We have been unable to implement or fully implement new programs: i.e., . Foreign language at primary grades and more use of technology.
General decrease in budget areas not directly controlled by contracts.
As a district, we were designating ?? mill per year to fund 41 for future maintenance and building needs; this is no longer possible for us under the revenue caps.
We are robbing Peter to pay Paul and it will catch up to us in 3 years. (We had a referendum to cover the cost of what we would have had to cut.)
Reduced problems with negotiators.
We have not been able to increase student offerings and (have had to ) increase staff to improve programs, (not) meeting needs of students and community.
This year will be extremely critical, coupled with declining enrollment.
The effects of revenue caps had not been great until 1997-98 and this year. We have experienced a drop in student enrollments and have projected a deficit budget for 1998-99.
We’re just getting by – like a Yugo.
The major impact will occur in two years.
Revenue caps have had little impact so far, but significant declining enrollment begins next year. Big time troubles are coming fast.
Facility care has slipped. New programs have virtually been eliminated.
We are just starting to feel the impact. Our enrollments have declined in the past two years. We will experience increasing difficulties ahead.
Limited - We have increased enrollment, however in the future. . .
The required action to postpone district maintenance projects. Summer school not funded in 98/99 as of 9/25/98.
We have to control our spending. We have to do with less, but we still have good programs.
More selective in how we spend our money.
No impact yet. We couldn’t possibly raise taxes to support the limit. We are one of the 12 poorest districts and we tax above the state average . . . . We support a fairer distribution of general aid.
Delaying normal maintenance projects are resulting in larger cost when they lead the top of the list of needs.
Little impact to date, but we expect an impact with the 1990-2000 budget.
The district passed a referendum for $180,000 three years ago. We must ask for another 155,000. Reoccurring Base referendum this year as we cannot keep up with costs of additional students and their needs.
Limited impact on the budget up til now, but negative impacts on the salaries of teachers and administrators. Difficult to retain administrative personnel.
We are a growing district - impact has been limited.
Enrollment increase has been stable, this has allowed the _______ District to work within the revenue cap without jeopardizing existing programs.
_______ School District is experiencing enrollment growth; thus, the impact of the revenue caps has been muted and potentially the reverse of the intent to maintain room for growth.
It has increased state aid from 3.5 million to 6.7 million, reduced the tax levy rate from $18.35/1,000 to $9.38/1,000 and allowed us to add new teachers - all to facilitate school growth and gain support of the local taxpayers.
Reduced services to students, building maintenance suffering.
Loss of local board control for capital projects.
At this point there has been no impact. However, with our declining enrollment starting this year and if SAGE & Title I are dropped, we will be in big trouble.
The district has delayed projects normally accounted for in Fund 10, such as roof repairs, etc.
We have had to use some of our fund balances for items such as replacing our septic system.
Revenue Caps/QEO have kept salaries down. Otherwise, we have done well because we are growing. Bad news is yet to come.
While program and staff reductions have not been necessary to this time, funds are not available for additional programs and staff that are needed.
Revenue caps have meant larger class sizes in the elementary school, fewer aides, and less planning. We are going year-to-year, which is not good.
Our enrollment has been increasing; therefore, we have not been hurt as bad as some schools. Revenue caps have definitely affected the maintenance of our facilities.
So far there has been very little impact, but if our enrollment declines another year we may have some difficulties.
Revenue caps have taken away the board’s ability to raise revenue to meet expenses. As a result, our fund balance is beginning to decrease.
Our enrollment figures, although rising, do not generate sufficient funds for comprehensive school improvement in the area of standards, technology and student services.
It has caused us to be more focused in our purchases. Due to tornado large referendum was passed that helped us with numerous maintenance projects.
It’s a slow death - we will feel the pinch in the next 5 years - declining enrollment, higher costs - trouble.
We were forced into a referendum situation to address capital, building and technical needs.
Due to increasing enrollment, our district is not severely impacted.
Little if any impact because we have been a growing district and a low spender prior to revenue caps.
The district has had to layoff six aides over the past two years. Declining enrollment with revenue caps is of great concern!
Keeping current programs going - very difficult to expand.
Four years ago was my initial year as District Admin. There was a substantial amount of excess money in that first budget which we have used for required increases each year since. We also have increasing enrollment at 25 students/year to 920 _______ HS current enrollment. In addition we have experienced several voluntary retirements over the past several years. We have experienced little or no impact from revenue caps.
The impact is a result of not passing a building referendum.
We rank order the highest needs, fund those from top down, and drop the rest.
The cap has steadily eroded our budget, forced program cuts, etc.
Planning is virtually impossible to complete on a program need basis . ? ? . . community morale low because people do not grasp the system.
Used fund balance & borrowed money for technology.
We can no longer avoid cutting basic services.
Declining fund balances and increased long and short term borrowing - increased costs in interest and total costs to district. Costs of deferred maintenance.
Revenue caps are hurting our children - I hope that was not the intent of that legislation.
Revenue caps have not affected us to any great degree. Our tax base is small and we depend more on impact aide - federal dollars. We would be hard pressed to get 40% of our budget from taxes.
Tight budget, less “frills.”
Little impact.
We have not completed remodeling for handicapped access. Delayed staffing to reduce elementary class size, delayed summer remedial programs, delayed 4 year pre-Kindergarten, delayed full day kindergarten.
In the coming years we will be doing many of the items on the first page. We will be running deficits 98-99, 99-00, 00-01 that are increasing in size. In three years our fund balance will be depleted.
No computers have been purchased over the last two years with general fund money. Maintenance projects have been delayed
Revenue caps have all but eliminated purchasing to improve technology, provide adequate building maintenance or replace aging, high mileage buses.
Limitations on spending for programs & services.
Revenue caps have limited staff addition and adversely affected the implementation of technology - reduced interest in budget at annual meeting.
Maintenance really suffers!
The wiggle room is totally gone; it’s hand to mouth. We lean on the fund balance to keep things afloat. Significant cuts are next.
To this point we have not been negatively affected by the caps.
We have been fortunate due to steady enrollment. However, I foresee problems in the future as our enrollment declines.
Basically it puts limitations on the development and progress of good programs.
We have had a successful bond referendum but have 11 empty rooms because we lack staff money.
No growth in programs - reductions in many limited maintenance being done - no technology until 3 years ago. Teach has helped.
We develop our budget priorities backwards. We start with sizable funds.
This is the most severe blow to school districts. Second is the open enrollment - both are very poor choices by our legislature and Governor.
Simply makes it difficult to maintain programs at effective levels and certainly infringes on ability to restructure.
Has not allowed district to respond to changing needs, especially in regards to declining enrollment.
We have been a growing district so the budget has remained intact...until this year - we are cutting a lot at our October Board Meeting.
Used fund balance in 1996-97 and 1997-98. Cut back on maintenance budget both years.
Program has discouraged potential new teachers from seeking employment into the field.
When we had increases in enrollment, we were able to offer more services to students. With decreases, services decreased.
As the administrator for only 1 year, I believe the enrollment is going to be the greater impact.
We have been very fortunate that the 3 year rolling average has allowed us to keep pace with expenditures. However beginning in 1999-2000 we will see our student population decrease significantly. Bad News!!
Our enrollment continues to grow - however, we are not able to do all the things that we feel need to be done for our staff & students.
We face greater problems in the future as we have become a declining enrollment district.
It has set long-term maintenance and technology into the dark ages.
We have been ok - but will suffer with a steady decline in enrollment.
Reduced maintenance, outdated technology - we are unable to improve our services to kids, making it difficult to meet the standards.
The revenue cap is slowly eroding the ability to fund the educational program.
It has kept us from expanding our programs.
Devastating.
Revenue caps have made us allocate resources more carefully, considering all financial requests.
Making us choose tough priorities. Cannot expand programs we need to fund. Budget not keeping up with costs and needs.

30. If you marked “Positive” or “Somewhat Positive” in question 29 (asking about the long-term effects of the revenue caps), briefly explain your answer.

Bargaining restrictions were easier to apply without contention.
It has made bargaining somewhat easier and reasonable demands.
Held down spending.
We enjoy more support or at least less opposition, because of tax impact.
Forced us to be more fiscally responsible.
Helped control teacher salary.
Teacher dissatisfaction is a problem.
We have been able to lower our MR with revenue caps and QEO.
Negotiations with teachers has been much more positive. Budgeting has been more difficult.
The bashing of teachers by the public has disappeared!
Until the current school year (1998-99), the school district has been experiencing moderate enrollment increases.
Less negative pressure from property tax payers.
The line must be held.
The tax levy is higher than it would be without caps.
During early years actually aided in upping the budget but terrible if declining enrollment
Our school board was more restrictive with finances before revenue caps were in existence. QEO with revenue caps has put money in the bank. We are also increasing enrollment.
We have learned to live with the “caps,” and have done a lot of soul searching.
People in our community are less critical of our school since property taxes declined.
Without them, we would have had a property tax revolt; community blamed teachers for property taxes.
As a component of “three legged” stool - keeps the QEO in place and allows educational dollars to support more than teacher salaries.
It has helped us greatly in bargaining with the teachers. We have grown for 8 years in a row so we have not been hurt (yet).
Revenue caps were needed, along with negotiation QEO changes.
Less negative response from taxpayers - more acceptance of building referendum given state’s 2/3's funding.
Up to now, we have been stable or growing. Declining enrollment starts next year.
Keeps salaries and fringes combined with QEO law at a fair amount.
Very little impact thus far except to contain bargaining table positions on both sides.
It only helped in the negotiation with teachers.
We have been able to reduce taxes with minimal inconvenience due to funds from referendum passage and use of interest money.
We have what we need - there is no limit on wishes, however.
We have had the money to do what was needed. The taxpayers have had a more positive attitude toward schools.
We have been limited to the quality and quantity of services provided.
It has made our district choose our priorities and think of ways to do the job better and more efficiently. In other words, it has forced us to look for new ways.
OK up to now - will depend on what Madison will do with declining enrollment district re : cushions.
Growing District: By keeping salary and benefits in check extra money could be reallocated to adding staff and maintenance - repair of buildings! Fear future if we stabilize or start declining in enrollment.
We are in good shape at this point, but we can only guess about the future.
While we are growing, we have had declining increases in overall budget additions each year.

31. If you marked “Negative” or “Somewhat Negative” in question 29, briefly explain your answer.

The district is unable to fund necessary programs in the areas described in #26 above plus we have made significant reductions in purchases for educational materials and supplies.
We have been a frugal spending district with declining enrollment - it’s taking its toll on us.
Wage and price controls do not work. Savings on schools have been offset by increases elsewhere - cutting property taxes is a poor choice.
This district was too much in need of repair and being a new administrator in the district in 1993, I did not have enough time to find out by July 12 what extra bills could be paid off such as lighting, lease and CESA facility purchase.
Inhibits program changes or adding programs to meet new state demands.
Mostly facility problem from 93 to passing a building referendum in 97.
Teacher morale: they do very little for nothing!
We have been limited but not severely.
It has delayed necessary maintenance, and it has delayed purchase of textbooks.
We have not been able to address state initiatives adequately.
District has not been able to proceed with a building program.
Teacher salaries have fallen behind.
Decrease can’t be made solely on what is in the best interest of students - revenue cap consideration often is the determining factor.
Cut $180,000 from budget. Lots of pressure on the administration because of Tommy Thompson’s program. He should get the opportunity to hear the nation.
Programs cannot be enhanced with limited resources.
We’re losing ground in program areas and building maintenance
It has created a negative work atmosphere or climate.
Our enrollment has increased which has enabled us to do some things - but not as much as we would like to do for kids.
Without greater latitude to address some issues outside of the caps and/or waivers more readily available re: standards/mandates, our local creative options can’t produce quality in a cost effective manner.
Revenue limits have had a negative impact on employee-employer relations.
Money is tight, class sizes and programs are impacted as a result.
Referenda have mediated to negative impact.
The caps have negatively impacted student achievement and our ability to provide a quality education..
Class sizes keep increasing, and we cannot support new initiatives.
Makes budgeting a win/lose proposition - favors specialized services.
We are combining positions when a vacancy occurs, fewer staff - less service can’t move ahead with educational needs due to declining enrollment and the revenue caps.
If your enrollment declines, revenue caps don’t work.
When a district is facing declining enrollment, it is impossible to maintain programs.
Caused us to defer some program and maintenance.
It has limited our district’s ability to increase spending on needed programs.
No provision for revenue cap enrollment, high property ?? distributed.
Lack financial resources to implement/maintain needed programs.
Limits options, causes everyone to make tough choices.
If one stops rowing when heading upstream,. . . you don’t stay in the same place!!! We are losing ground!!!!
Morale problems of high class sizes.
Academic needs have been placed on hold.
Staff morale has declined as work load increases.
Reduced administrator positions - lack of building maintenance (roof repair).
Cut back on building maintenance of school buildings and purchase new equipment and ??.
We have had to limit our expenditures, which will be viewed as negative or positive depending on your perspective.
Limiting programs, staff addition, major maintenance.
The long range effect will be larger class sizes; delays in replacing instructional equipment; and delayed building maintenance.
More increases are needed due to high stakes testing and curriculum needs.
Restricts initiative, poor morale, delayed education and capital projects.
We can maintain but cannot add needed new programs in parent involvement and parent education, tech ed, etc .The cap has constantly decreased our discretionary funds to the point that revenues now will not meet needed expenses - referendum..
We’ve had less money for equipment and repairs. Have added no new programs.
Programs have suffered , and we’ve lost 40% of our fund balance.
District is way behind with maintenance and technology.
It helps with negotiations, but it also slows down our “progress.”
Limited hiring, reduced needed maintenance.
Not enough money to service students.
Increased class size, problem serving at risk and gifted.
It has caused us to reduce some support staff positions and to postpone program expansion. We have also worked very hard to write grants that have helped to fund some of our technology on staff development efforts
We have had to decrease staff overall. This is not a benefit to children.
The Revenue limits hit districts very hard which have declining enrollments, which began in our district in 1998-99.
Fund balance has disappeared/no new programs.
We are operating with ?? less teachers than we need to run an efficient schedule.
Programs for kids have been limited.
Note the negative strategies used on the facing page.
Increase in Impact Aid has helped to offset the “cap.”
We are pinched for funds.
We are also in a precarious position as we attempt to open a new building.
Delayed equipment purchases - it’s causing us to use our fund balance.
We have lost $450,000 - building declining - our fund balance is just over $100,000! We have suffered more than anyone else!
Buildings and program (curriculum) have fallen behind community concerns on taxes appeased - school issues in neutral.
We are facing a devastating drop in revenue the year after next.
Many budget requests were not funded.
The annual allowed increase is not realistic with inflationary costs.
The impact in our district has not been that significant yet. However we will be losing 25-30 students per year off our three year average enrollments over the next two years. This will have a devastating impact on our district.
The building is in need of repair - can’t afford it.
We have not been able to advance our curriculum and have appropriate staff.
We have larger classes - unable to fund newly needed sessions - unable to adequately maintain buildings.
Revenue caps put you in a “holding” pattern with a cumulative longer term effect.
It has created a mind-set of status quo in all that is possible.
Building maintenance reduced.
With declining enrollment, our revenue caps suffer greater while other increasing enrollment district flourish.
We have not been able to modify or add programs to meet student needs.
Revenue caps will have an impact beginning this school year.
Some limits are necessary; however, schools need to be able to meet basic needs.
We were spending conservatively and now are “stuck” with past decisions, unable to change.
Community passed referendums for new facilities but not to exceed revenue cap for operational costs of new facilities.
Delayed indefinitely expansion of any recurring cost programs.
We have been forced to tighten spending in an already very conservative district. We are on the brink of this really having a negative impact.
Quality of programs has suffered; accessibility to student services has become more difficult.
Delayed the implementation of education programs.
Things haven’t been all bad, there have been controls; however, we can’t go where we would really like to go.
It has put limitations that are harmful to children
We cannot implement a technology program.
We’ve opened a new building and were required to reduce elsewhere for staffing and utility costs.
Our staff is feeling overworked with increased tasks and no dollars to secure additional help.
Increased property value, coupled with declining enrollment means more difficulty in passing referendum which before could be done at annual meeting.
Limits resources to service the special/challenged student.
It causes program limitations.
Cannot move forward - cannot keep pace with educational costs.
Lack of resources. Textbooks, supplies, material - no increase in five years. Starting to affect staff/student ratios negatively.
With static or declining enrollments - quality education will suffer.
Revenue caps have slowly but surely squeezed the operational budget to the point where a large referendum is necessary.
Increased workload is apparent. Layoffs and cuts will come next year and when referendum expires.
Caps have negatively impacted ability to expand programs/technology
Declining enrollment and less money for programs.
We didn’t need revenue caps to keep us frugal - that is the local sentiment. Continued restriction will decrease the quality of instruction - long term. It is the sheer strength of our veteran teachers that allows us to ?weather this storm.’ What will happen as they retire!??
The district cannot reduce class size because buildings can’t be built and operating costs of new buildings are not affordable.
Special Ed costs should never have been allowed in cap calculation. There should be flexibility in cap for emergency maintenance.
We have not had the money to implement needed programs.
We have had to choose between instructional program or CIP’s. Reduce ability to manage capital improvements projects.
Needed referendum to avoid major cuts in programs.
Revenue caps have helped with negotiations with staff, however, it has squeezed the instructional budget, eliminated fund 41 funding and caused us to use some of our fund balance.
Because we were a low spending district before caps, we will always have less to spend on programs and students, etc.
We were trapped in a low spending district and are stuck there.
Increases in teachers’ salaries have been very limited and we are no longer competitive, making it difficult to hire the new teachers we need, especially the top candidates.
We have not provided the same level of programs and materials we had in the past.
Large class size and inability to plan future maintenance is not healthy. It is going to get worse each year.
We have had to make some hard decisions in how we spend our money.
_____ school district has always been forward thinking in their educational programs. The revenue caps have found the _______ district to not consider some educational opportunities because of lack of space. The need for a referendum to exceed the revenue cap contributed to the failure of a building referendum.
Two referenda to exceed revenue caps 5/12/98, 9/8/98 failed; facilities and programs will suffer.
District is having increased number of students. Three year average is hard to live with, with ever increasing population.
Maintenance has suffered, loss of local control.
Students have suffered.
Program growth to meet needs has been stunted. Facility repair and upkeep is suffering.
It has put us in a reactive posture, not a positive proactive planning made.
Our enrollment has been increasing; therefore, we have not had to take as big a hit as some schools.
Technology isn’t available to kids.
With fairly rapid growth we are hindered by 3-year enrollment averages.
Have not been able to add desired new programs and staff.
I think we have been punished enough! Give back local control!
It has required some delays and more focus on prioritizing but not sure that was all bad. Bigger problem is declining enrollment.
As a declining enrollment district, we levy less every year and therefore have not been able to keep pace with technology.
We have been forced to reduce staff, materials, and maintenance.
The district change in leadership came after law unable to take ad vantage of change.
As costs have increased, revenues have not. Increase in special needs - increase in teacher aids - no money to help support the increase.
Programs, services & projects delayed, reduced, canceled.
Teacher willingness to help; we’ve delayed programs for children.
All revenue caps do is force erosion of programs.
The tie to enrollments makes the cap too volatile for realistic budgeting, and negative ?? aids pass a promised state burden to local tax payers.
Our enrollments grow; the impact is delayed - but will come! We spent prior to caps being implemented also.
We’ve set priorities, reallocated fiscal resources, lost the safety net (AODA Coor, 6/T Coor, Soc Wkr, At-Risk Coor).
Restricted growth of programs.
We cut at-risk, G&T, Reading Specialist, school to work.
Maintenance has been delayed. Example - flooring, roofs.
Limited programs, increased workloads.
Hinders acting on good things for kids.
We are trapped with the caps over our history of very conservative fiscal policy.
We are slowly reducing services to children.
Limits us to increase programs.
We are losing local control over our district. He who gives us the gold, makes the rules.
See item 26, above.
Maintenance has been delayed, lack of technology.
Haven’t maintained maintenance programs.
Limited resources to maintenance and improvement - limited resources for technology.
Revenue caps limit growth, maintenance and response to school, student and community needs.
We have lost our local control.
We are a low spending and low achieving district. We need people to teach remedial reading but cannot afford new staff.
The yearly per student increase does not keep pace with increases in fixed costs - i.e., heat, electric, gas, textbooks, etc.
Reduced programs for students.
It’s very difficult to plan ahead without knowing where the money comes from.
Limits flexibility.
We feel we need to look at our budget closer. We have been ok because of increasing enrollment, but it is leveling off.
Delay of maintenance reduction in state developments, unable to meet specialty staffing needs (ex. G/T).
Reduced overall services, purchases, etc.
Caps have negatively impacted ability to expand programs/technology.
Our district has suffered in every area!
QEO’s do not limit increases to the CPI given step and ____ changes. There are no counters to limit vendor increases - the revenue limits at the CPI are ridiculous when compared to outside effects! Increases in expenditures far exceed maximum allowable revenue limit increase. Revenue limits are stifling progress!!!
Our maintenance budget and support for technology is inadequate.
Our fund balance is cut in half, we are in need of technology, and we need technology exemptions from cap.
Has started to impact education for students.
We have not been able to modify or add programs to meet student needs.
Not being able to move forward, focused attention on school spending.
Our budget for personnel services is up from 72% to 78% the building will be affected.
No needed services or changes in programming is possible.
Has not helped staff -board relationships - putting off projects.
The revenue cap has sharply increased competition between and among critical programs in the district.
It is harder to cover costs of major repair projects i.e., elementary roof.
With a projected decline in enrollment and “revenue caps,” the future looks challenging.
Revenue caps do not meet the increased costs of current personnel (balance/_____) thus, requiring the differences to come from other areas (maintenance, supplies, textbook).
The longer the caps are in place, the more the cuts affect students.
We’ve had to reduce materials, equipment and delay maintenance and technology.

32. If you marked “Neutral” in question 29, briefly explain your answer.

We have had to rethink our needs and wants.
We were growing , and that has helped offset the effects others see.
Limits to teacher salaries has led to staff unrest.
We have yet to reach revenue caps.
If the “OPEN ENROLLMENT” students continue to come and stay enrolled, we can stay even.
We built a new building and the operation cost increase was greater than the revenue limit.
Our enrollment has grown enough to allow our budget to increase. We are just now starting to cut back because of caps.
Our revenue caps have been continually increasing because we are a growing district.
We started in 93 in good financial shape. Enrollment has toned down slightly. Our resources are being depleted; the cuts are mainly coming in the next 3-4 years.
Our tax base is small, we depend on federal dollars - impact aide - Title 1 etc. Our tax revenue is a little over 10% of budget.
To date revenue caps haven’t hampered the district because of projects the year before revenue caps and slight enrollment increases.
Again - increasing enrollment has helped us.
Prior to my arrival the board was extremely financially conservative. . . There were large surplus. I’ve had the good fortune to spend to the caps . . . I am not really sure of the impact of the caps.
Hasn’t been a factor.
With staff aids and grants we have not had problems. However, we will be affected severely if we loose SAGE & Title I with our declining enrollment.
_______ had a cushion in their budget before revenue caps.
We’ve had increased enrollment - that has delayed our pinch.
_______ is growing. Growth allows flexibility in fund allocation.
As stated earlier, the revenue cap has had little impact on district.
We have high state aid, increased enrollment, and before caps were a high spending district.
The revenue limit can make it much easier for administration. We always know how much we have for our budget.
Increased enrollments.
We have been in great financial shape and are just beginning to feel the effects of the revenue cap this year for the first time.
We are beginning to feel the pinch for the first time this year.
Zero based budget practices have kept us in control.
Increased enrollment has held us on track.
This school district has traditionally been very frugal spending and probably would not have done business much different than has happened.
Growth has ameliorated “revenue cap” constraints.
We are a very low cost district; no frills, but, solid opportunities for kids.
It has not affected our ability to provide what is needed and function effectively.
Forced to make better priority decisions - reduced resources for a growing diverse population.
It is unfair to put QEO limits only on instructional staff and administrators - Overall tax levies have been reasonable for school tax, but county and other taxes have picked up the slack when we’ve had a decrease. Schools still are blamed for high taxes. We have been able to survive, however.
Keeps negotiations simple - controls spending.
The QEO has to stay with revenue caps.
Little or no impact because we are growing slightly each year.
We have typically spent significantly under the cap.
We have been able to maintain our programs and services to this point.
Adding full time 5K and a new 4K program have helped increase FTE.
Impact reality is anticipated over the next 5 years based on declining enrollment projections and 1st year impact public school choice participation.
Our enrollment increases have allowed us to maintain quality.
I am concerned about the future.
Poor districts get poorer; rich get richer.
We enjoyed a transfer of services from HCBB to local operation - exemption helps.
It has had us be more responsible and resourceful - the declining enrollment clause has helped us.
Promoted stronger business/fiscal management.
Not hurt us yet.
Had increasing enrollment - spent under limit each year. Carried over 75% of excess.
We are a growing district. Money is available each year.
Increases have allowed us to “slowly tighten the belt.” Like the student enrollment story about the “frog that has the temperature slowly turned up,” most people don’t foresee the upcoming crisis.
Has not been difficult with enrollments increasing.
Although painful at first, it allowed us to gain control of spending - one primary reason is that it forces QEO for wage/benefit increases that correlates with inflation.
Spending more wisely and local property taxes have held or declined; perpetuates status quo.
The district (last 23 yrs) posed decisions on “Cost-Benefit,” not “Wish list” and personal agendas. This has assisted us in meeting this challenge.
Because of increasing enrollment, the revenue caps have not had an effect on programs.
Although we have had an impact on maintenance of buildings our ability to provide an outstanding educational program for children without increased taxes has been OK.
Due to successful referendum the impact has been lessened.
We have had gradual enrollment growth so we’ve been ok!
Essential growth, increased valuations.
Enrollment grew until this year. The impact in the past was not severe; now we are in a serious problem unless enrollment increases again.
We haven’t had to make any changes because of the caps.
It has greatly relieved citizen pressure in regards to taxes being too high. It has had a negative effect on maintenance this past year.
It hasn’t affected ________ yet, however, next year programs may need to be cut.
So far we have been able to operate within the limits but it is getting extremely difficult.
It has forced us to focus on our mission.
Student growth has limited both the negative and positive impacts.
We have not cut services , and , therefore, feel fortunate.
I know our limit for 1999-2000 is already $119,000 less than this year.
The district experienced enrollment increases so was able to fair ok under the caps even when we had the middle school addition. We did have one building principal for 2 elementary schools.
It has not yet caused us to lose programs or staff but only because we are a growing district. If we start losing students, it will hurt.
Revenue cap increases have increased but not at same rate as expenditures.
Need to limit taxes balanced by need to maintain quality schools.

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Effects of the Revenue Caps on Wisconsin's School Districts, 1997-98 School Year

Written Comments

Effects of the Revenue
Caps on Wisconsin's
School Districts,
1997-98 School Year