• GENERAL QUESTIONS


    "DNR"=Did Not Respond; "[...]"=trimmed response exceeding 600 characters including spaces


    Question 1

    Please outline your top three goals, objectives, or issues for your campaign—the reasons why you are running for Dripping Springs ISD School Board.

    Kay Kizziar

    DNR

    Lynn Henson

    1. Restore trusted connections between the school board, the community & families it serves, and district administration, teachers, and employees through increased access, acknowledgement, and transparent communication.

    2. Initiate results driven conversations focused on producing problem solving action items with definitive timelines for completion.

    3. Advocate for public-facing, strategic, measurable goals that meet the ever-changing needs of our quickly growing district.

    Stephanie Holtzendorf

    My three objectives are to ensure fiscal responsibility for costs made on behalf of the school district, to ensure transparency of decisions made by the board on behalf of the school district, and to provide a solid and equal education to all students.

    Tricia Quintero

    As trustee, I will make it a priority to lower taxes, spend smarter, and improve communication with constituents.

    Shannon O'Connor

    DNR

    Stefani Reinold

    I am running for school board to (1) uphold honest and transparent communication in order to unify the community and schools and re-instill trust in our board while bringing parents back into the conversations around their children’s learning, (2) return to a safe and emotionally healthy environment for students and staff post-pandemic, and (3) prioritize fiscal restraint and responsibility amidst unprecedented growth.

    Mary Jane Hetrick

    DNR

    Jeffrey Aylstock

    I want to be a leader and help restore the integrity, the accountability and the transparency to the board. I believe that there is a lack of trust between our board members and the community and I want to set us on a path to regain that trust. This has to start with being very transparent in our actions, listening to our community and school employees and most of all reacting accordingly to those concerns. With time we can show positive progress and start to regain harmony with the public.

    Thaddeus Fortenberry

    DNR

  • Lynn Henson

    The first step to resolving underperformance is to have a strong understanding of the specific gaps. Sometimes the smallest of details can have large impacts. It doesn't have to be expensive of time intensive. It takes proper data analysis and isolation of problem areas. Finally, bring together those in a position of direct influence (especially parents) who will collaborate to problem-solve, find solutions, turnaround, and not only execute those solutions but get others' buy-in to ensure maximum impact across multiple areas.

    Stephanie Holtzendorf

    I would ensure that teachers and students have the resources they need. I would look into alternative methods of teaching (example: Project Based Learning or Integrated Study where history, literature, and art can be interwoven and studied together). Teachers could have a student teacher from a local college as an intern, giving the teacher more time with students.

    Tricia Quintero

    Identify waste, fraud, and abuse in the current budget and, in part, redirect a portion of the excess proceeds to hire high-quality teachers. Having excellent teachers in the classroom is the best way to improve student outcomes.

    Shannon O'Connor

    DNR

    Stefani Reinold

    There is a clear connection between emotional well-being and academic excellence. It’s not surprise that with the current environment at school, students are not allowed to perform optimally. We do not need more added mental health initiatives, but we do need to prioritize a return to traditional normal and shed the fear and shame that has dominated our schools this year.

    Mary Jane Hetrick

    DNR

    Jeffrey Aylstock

    I believe our new metrics with the recent STAAR Testing may tell an even more compelling story. We are slowly shifting backwards in our commitments to our students and need to dive deeper into why. Our teachers are amazing and the work they put in is on par with other highly successful districts. We need to form an excellence committee that can analyze each of these metrics and cross compare with those more successful ISD’s. The hope is that we can find those specific outliers that pull our overall score downward and then can start to focus on improving those areas.

    Thaddeus Fortenberry

    DNR

    Kay Kizziar

    Tailor the delivery of curriculum to student needs. Have parents, students, and classroom teachers provide input on curriculum determination. Then have parents and classroom teachers on the actual voting committee. Provide supplemental resources for subject enhancement. If after the first testing, students underperform, provide tutoring for the student and evaluation of needs for teacher improvement. Additionally, hire experienced teachers and pay them enough to retain. Then expect only the best teachers to flourish in a supportive but results-driven environment.

  • Question 3

    Regarding the Dripping Springs ISD School Board and how it operates and conducts its business, what do you believe is the biggest change that is needed?

    Stephanie Holtzendorf

    The biggest change needed is to reduce the number of closed meetings and enabling community/teacher/parent input for decisions that affect the district. Another change would be to reduce building and construction costs to ease the burden on taxpayers.

    Tricia Quintero

    The district must do a much better job managing its finances. Sky-high property taxes and excessive debt threaten to tax long-time residents out of their homes, are an obstacle for prospective buyers, and signal priorities that are out-of-whack.

    Shannon O'Connor

    DNR

    Stefani Reinold

    Honest and open communication. We need to hold more open meetings and encourage participation and feedback in decision-making. And rather than voting unanimously after closed sessions, we must stay true to our unique skills and expertise and represent the views of our specific constituents in our votes while also working together as a team for the greater vision of the district.

    Mary Jane Hetrick

    DNR

    Jeffrey Aylstock

    I have been very clear in my mission to leverage my breadth of skills to improve the boards success. I want to extend my leadership skills to take on new projects and ensure we keep an open mind to new solutions and encourage discussions within the community so anyone can follow our decision making process. I want to create new avenues of transparency with the existing mediums of communication we rely on with our public today as well as enhance our document control so it is simpler to find those critical data points within DSISD.

    Thaddeus Fortenberry

    DNR

    Kay Kizziar

    Transparency. During my interim stint at DSISD, I was surprised that budget amendments, purchasing approval and financial reporting were on the consent agenda. That information belongs to all. I disagree with DSISD budgeting methodology. In my years of budgeting, I allocated 100% of expected revenue to student needs on a per pupil basis, so each school and each program received equal treatment. I also amended the budget when revenue was confirmed and provided additional funding to school initiatives. Current taxes should benefit current students.

    Lynn Henson

    More transparency in action and communication. There has to be more explanation for decisions and/or policies that are put into place. Being able to articulate key information/factors considered helps provide context and understanding for decisions. Create additional opportunities to leverage innovators, problem solvers, and professionals in the community with the various committees. Ensure diversity of thought and experience by having a more structure process to procure volunteer applicants and follow-up once they've applied to either invite them onto a committee or if not seated on a com[...]

  • Question 4

    What, if anything, should DSISD officials have changed or improved in their response to the COVID-19 pandemic? If nothing, what was DSISD officials’ biggest success in their COVID-19 pandemic response? 600 character limit

    Tricia Quintero

    District leaders were slow to decide and share with parents a plan to return to school. This created a logistical nightmare for working parents, like myself, and led to a lot of unnecessary uncertainty. Neighboring districts actually had plans so it could have been done. We could have also allowed more options in the first 4 weeks. Other districts allowed the use of school buildings and had boots on the ground supervising, letting working families keep open a critical avenue.

    Shannon O'Connor

    DNR

    Stefani Reinold

    Our DSISD officials should have listened to feedback from parents and the community, allowed for medical exemptions when necessary without intervening in medical decisions for children, made rapid changes as conditions remained stable and worked to lessen restrictions whenever possible when harms outweighed benefits.

    Mary Jane Hetrick

    DNR

    Jeffrey Aylstock

    At the onset of the pandemic, The boards attempt to create a committee to analyze the incoming health information was one of the good decisions the board made at the start. The subsequent failures followed within that committee and the reaction by the board to accept tainted recommendations shows us that our model for committee’s decision-making process is broken. Regardless of how the pandemic trended this COVID committee pushed members out that had differing opinions on the recommendations, and those actions reduced the ability to discover alternative strategies to combat COVID. This one-[...]

    Thaddeus Fortenberry

    DNR

    Kay Kizziar

    Technology and access. I believe education's future classroom will rely on multiple methods of access. Need for additional technological "backbone" resources will only continue to increase and parent/teacher/student frustration should be eliminated. I think any future building recommendations should include a robust technology component.

    Lynn Henson

    Planning with circumstances that changed daily was hard and unenviable. The most important piece was getting schools open - credit to the board for making that happen. But, it's taken too long to revisit protocols for flexibility.

    Children have been playing sports without masks since last summer, but they're still required at recess, PE, and at their desks even while socially distant.

    Children shouldn't be isolated from one another at lunch.

    Combining in-person and virtual teaching in the same classrooms is problematic. Teachers have to straddle two completely different audience needs requiri[...]

    Stephanie Holtzendorf

    Better communication was needed from the board to the students/parents/teachers regarding how the virtual learning would be handled.

  • Shannon O'Connor

    DNR

    Stefani Reinold

    It’s important in any decision to think of unique and innovative solutions prior to furthering the debt of the district. I enjoy the safe sidewalks provided and also, I acknowledge that busing should also continue to be provided in these areas. Nonetheless, prior to these projects commencing in the future, we have to take a big picture look at all necessary projects and prioritize most crucial.

    Mary Jane Hetrick

    DNR

    Jeffrey Aylstock

    I would start with a city council conversation around this. Sidewalks and easy access to public areas are a huge benefit for creating a scalable downtown infrastructure. Whether there is a decrease in bus capacity can only be determined after the sidewalk is implemented. Lastly, there really shouldn’t be a reason to reduce the bus stop routes unless there is an overwhelming decrease in ridership.

    Thaddeus Fortenberry

    DNR

    Kay Kizziar

    Children's safety is the primary concern of any school district. Bus the children safely. This looks to be a disaster waiting to happen.

    Lynn Henson

    There should not be an expectation that kids are walking along Hwy 290, and it should certainly not be considered a substitute for bus transportation. Hwy 290 is fare too dangerous for regular pedestrian or bicycle traffic, not in the short term, and definitely not in the long term with the planned expansions of the roadway.

    Stephanie Holtzendorf

    Having safe sidewalks for children to walk to school is good in that it would relieve some of the transportation costs by discontinuing the busing for those within two miles of the school. However, the sidewalks are on/by dangerous roads and some parents would not want their children to use these sidewalks which would then increase the already congested traffic.

    Tricia Quintero

    Student safety is paramount. I believe students should continue to have busing provided by the district, at least initially. Once the situation has settled, then it's entirely appropriate to revisit the issue with real-world data and analysis.

  • FISCAL QUESTIONS

     

    "DNR"=Did Not Respond; "[...]"=trimmed response exceeding 600 characters including spaces


    Question 6

    Many education experts believe COVID-19 is a paradigm shift for teaching, learning, and education as well as permanently reshaping America’s economy, workplaces, workforce, employers, and more.

     

    Recognizing this time of rapid change, what, if anything, should DSISD be doing to reform/improve/reimagine our District’s system of education?

     

    And should DSISD continue to plow tens to hundreds of millions of our community’s hard-earned tax dollars into new schools that were designed under a pre-COVID-19 understanding of education/the previous paradigm?

    Or should DSISD instead take a pause to reorient to this new normal before going to bond for and committing to spending our community's limited tax dollars?

    Stefani Reinold

    While I’m impressed with how our schools were able to quickly innovate and adapt, I view public education functions most optimally under a traditional curriculum where technology is used as an enhancement or supplement to education rather than a substitute for education. Any future use of permanent technology should have to meet rigorous budget approval standards prior to initiation.

    Mary Jane Hetrick

    DNR

    Jeffrey Aylstock

    The Hope and desire of every person is to return back to a pre-covid structure. We have seen that online learning is not a sustainable model for this age range and there are many downsides to removing the human element to teaching that our teachers provide in the classroom. There may be new costs to address sanitization procedures in our schools but a full reevaluation of how our schools are laid out should not be warranted at this time. We have a bigger problem at hand and that is our high growth rate and that issue will be at the forefront of everyone’s mind as we start the new school yea[...]

    Thaddeus Fortenberry

    DNR

    Kay Kizziar

    I have already advocated for a breathing space to determine what future schools should look like. I think the community should thoughtfully address what worked and didn't work during the COVID period (and look at each student, since needs varied) and then re-engineer the schools that will benefit our students. Then we can determine how to serve the needs of our students.

    Lynn Henson

    The PASA presentation did not address the long-term impact of COVID on enrollment. Planning for growth cannot be stopped, but hard questions have to be asked about the use of current space/resources before making the determination that another bond must be passed to build more. IF, a determination is made that there needs to be some kind of expansion at MS and/or HS, there has to be conversation about creating flexible/functional spaces that can accommodate multiple learning formats (moveable walls, light weight/functional tabletops/desks and chairs, learning/study pods).

    Stephanie Holtzendorf

    DSISD should halt all new building/construction and re-evaluate what is truly needed. Growth of the district may not be as much as predicted since many have lost jobs and can no longer afford to move to the district and for the same reason many will be moving out of the district. It is possible that future building/construction will not be needed and if needed, it certainly should be scaled down.

    Tricia Quintero

    The district should take this moment to pause and reassess its pre-pandemic plans before asking voters to approve more debt. District officials need a firm grasp of current and future enrollment trends, student needs, and what, if any, legislative changes are on the horizon. Each of these issues could dramatically alter the district's earlier assessment and require change.

    Shannon O'Connor

    DNR

  • Question 7

    According to our analysis, but using DSISD data:

    Do you believe that DSISD’s significant tax and spending increases are sustainable?

     

    Are these taxes and spending increases appropriate and fair to taxpayers?

     

    Does increased taxes and spending always result in improved schools?

    Mary Jane Hetrick

    DNR

    Jeffrey Aylstock

    The next few years are going to result in a lot of critical choices that need to be made in terms of financial stability and conservancy. With The federal reserve being allowed to pump a lot of money into the economy our value for the dollar is shrinking and thereby inflation will continue to accelerate. It will be more difficult to estimate both the operating and facilities costs with the market trends we are seeing today. As well due to the overwhelming demand of housing in the area home values as well as their taxable value will push hard working people to the limit of their finances. W[...]

    Thaddeus Fortenberry

    DNR

    Kay Kizziar

    Having budgeted for a fast-growth school district and dealt with the issues where growth did not meet proposed levels, I do not believe the tax and spending increases are sustainable. Spending increases are only appropriate when the provide critical services for the stakeholders. At one time, the State proposed to cut property taxes and provide additional funding by increasing the franchise tax base. The program failed and property taxes continue to finance schools. Is this fair to all? No. During my time in public education, multiple doctoral dissertations were written about the lack of [...]

    Lynn Henson

    Even if the tax/spending increases are sustainable, it doesn't mean you have to spend it. If the need exists, most communities are open to the investment, but they deserve to place their money in the hands of thoughtful stewards who will ensure every dollar is put to 100% use. However, too often the lines are blurred between "needs" and "wants" which always increase the prices tag and erodes the trust of taxpayers making them less inclined to be open to future investments, regardless of the true need. It doesn't matter if it is $5 or $500, if the return on investment isn't realized, it's a [...]

    Stephanie Holtzendorf

    The tax and spending increases are not sustainable and certainly not fair to the taxpayers. In our district it is over spending that is causing the over taxing. The over spending and over taxes has only resulted in ornate buildings that are not designed to function as schools.

    Tricia Quintero

    Trustees must do more to rein in soaring tax bills. If elected, I will fight to adopt the no-new-revenue tax rate, which will give struggling taxpayers a property tax time-out of sorts. Trustees cannot continue to increase taxes as they did in the past. Homeowners and businesses cannot afford it in today's economic environment.

    Shannon O'Connor

    DNR

    Stefani Reinold

    Our current rate of spending is absolutely unsustainable. Spending does not always result in improved schools. We must prioritize appropriate allocation of funds and take a big picture approach to conserve spending while preserving excellence.

  • Question 8

    The compensation of Dripping Springs ISD teachers lags behind many area districts. In fact, at the April 2020 DSISD Board Meeting, a TASB study was presented to the Board that showed that DSISD continues to pay teachers less than market rates. The six categories analyzed and DSISD's respective rank are as follows:

    • First-year teacher pay ranks 13 of 17 (@ bottom 24%) 
    • Fifth-year teacher pay ranks 13 of 17 (@ bottom 24%) 
    • Tenth-year teacher pay ranks 15 of 17 (@ bottom 12%) 
    • Fifteenth-year teacher pay ranks 13 of 17 (@ bottom 24%) 
    • Twenty-year teacher pay ranks 9 of 17 (@ bottom 53%) 
    • And Average teacher pay ranks 12 of 17 (@ bottom 29%) 
    • Across all six categories, that's an average rank of 12.5 of 17, and at bottom 26%. 

    DSISD's uncompetitive compensation is failing to attract or driving away too many high-performing teachers each year—because they cannot afford to live within expensive DSISD, which necessitates burdensome and discouraging commutes, or cannot afford to live on less than market rate pay.

     

    In order to keep and increase the number of high-performing teachers, does DSISD need direct additional funding to students and teachers in the classroom, including increasing teacher compensation?

     

    If so and in order to increase teacher compensation, will you seek new dollars primarily in the form of additional tax revenues, or will you primarily work to re-prioritize DSISD's current expenditures?

    Jeffrey Aylstock

    We need the fiscal audit that was proposed back in 2020 to be completed. This audit needs to address where our financials are and what is going to be the biggest issues for the district going forward. I hope that we can balance our debt burden, our growth rate and our need to accelerate teacher pay back to where they should be based on local and regional scales.

    Thaddeus Fortenberry

    DNR

    Kay Kizziar

    Along with needed changes in school finance, this is an issue of mine. DSISD is known state wide for underpaying their teachers and staff, which precluded hiring and retaining the best staff available. Per audit, DSISD put $5 million in fund balance. In a district this size, that would have funded a decent raise for our campus and cafeteria workers. There is plenty of room in the current funds to pay our teachers. I can see it standing out in the budget now. It can and should happen with current funding.

    Lynn Henson

    The answer is a combination of all scenarios listed. I would start with the administrators, teachers, and staff to identify their list of needs, large and small to see what might be immediately addressed, what may never be fully resolved because of realistic limitations, and what are items that are achievable but will take a multi-step approach to accomplish. Finally, ensuring emphasis is placed on the work environment to keep teachers and staff in DSISD because they feel connected to the community. Parents and leadership must demonstrate appreciation for the value those working with our c[...]

    Stephanie Holtzendorf

    I would not seek additional tax revenues. I would re-prioritize the current expenditures. Funds could be re-allocated from construction and building and made available for teacher compensation. There are excessive costs incurred in the design and construction of elaborate buildings when a more conservative, economic and functional building would reduce the costs involved in design and construction, which would make funds available for competitive teacher compensation.

    Tricia Quintero

    If elected, I will push for the district to voluntarily undergo a third-party efficiency audit of its budget and operations. Once we have identified waste, fraud, and abuse in the existing budget structure, then trustees can redirect a portion of the proceeds to increase teacher pay for high-performers. We can increase teacher compensation using existing resources by diverting funds not currently well spent.

    Shannon O'Connor

    DNR

    Stefani Reinold

    As best as possible, we must prioritize re-allocation of funds. That said, teachers' salaries are absolute priority. Their salaries must be prioritized over other potentially superfluous expenses.

    Mary Jane Hetrick

    DNR

  • Question 9

    The DSISD School Board voted to dedicate the current Administration Complex/former High School’s land to the TIRZ/proposed Town Center, and apparently did so without due diligence/fulfill their fiduciary duty regarding the disposition of this property, which our supporters raised in public comment.

    Specifically, the Board did not—to the best of our knowledge—conduct any independent market analysis (for the market now or in the future) or explore any land swaps that might have saved taxpayers money, and in order to best meet the long-term education needs of the District!

     

    Instead, the Board appeared to treat the Town Center as philanthropic endeavor without any apparent understanding of opportunity-costs—and this Town Center was also part of the 2020 Hays County Parks Bond at a cost to taxpayers of an estimated $4.5 million for the purpose of purchasing land developing infrastructure (roads, utilities, etc).

    This Town Center was also the subject of an investigative news report regarding systemic conflict-of-interests among Dripping Springs public officials.

     

    And in fact, the City of Dripping Springs, Dripping Springs Community Library, and County Commissioner Walt Smith's joint response to DSISD cancelling the Town Center's Interlocal Agreement at the City and Library's request appears to indicate that the KXAN investigation was accurate in alleging systemic conflicts-of-interest to the benefit of certain local officials financial, if not ownership, stakes in nearby/adjacent (or nearly so) planned developments.

     

    Recognizing above and that the combined cost for relocating the current Walnut Springs Elementary to the Dripping Springs Middle School Campus and that renovating the current WSE into a new Admin Facility now totals nearly $45 million due to the increased new Admin renovation budget (and the relocation of current WSE, a school, was apparently necessary to avoid conflict with the City's alcohol ordinances, in order for the new Town Center to become an entertainment district), do you support or oppose using the current Administration Building campus's land—the former High School—for a Town Center that is allegedly intended to be a new, modern, and multi-story government offices and retail park?

     

    Or should DSISD Admin remain in their current facilities?

     

    Or should the DSISD School Board seek the opportunity to sell at full market value in order to recoup WSE relocation costs or swap in order to protect existing investments? (If swapping, the currently available land to the immediate west of the landlocked current high school would seem a prime candidate.)

    Thaddeus Fortenberry

    DNR

    Kay Kizziar

    I do not believe that the school district should fund any City project. I am distressed that Walnut Springs is being relocated with needs for an additional campus on the eastern side of town. Additionally, I find fault with decreasing the instructional size of any school in a high growth district (DSMS). We are now at a conundrum of what to do with "old' Walnut Springs (which is too big for the Administration Building) and what to do with the current Administration Building. Having worked there, the current Administration Building is sufficient for the current level of administration. Ther[...]

    Lynn Henson

    Full transparency, I don't think I have enough contextual information to fully and properly answer this question. I have more questions than answers related to the state of the administration building, plans for the former WSE campus, and true costs associated with all options - for example, are there alternate options that haven't been considered? On it's face, many of the challenges related to this project seem self-inflicted, and that perception is causing frustration on all sides. While the added friction is certainly unfortunate, it also doesn't change current circumstances which will [...]

    Stephanie Holtzendorf

    I do not support the use of the land for a Town Center. The board should look into swapping since there is current land available. The DSISD school board should not be involved in funding or building a Town Center but focusing on what is needed for the education of students and the resources that are needed for teachers.

    Tricia Quintero

    I believe the Board should sell the property at full market value and recoup any sunk costs. Ideally, any savings realized or profit generated will be returned to taxpayers, spent to pay down debt, or used to reward high-performing teachers.

    Shannon O'Connor

    DNR

    Stefani Reinold

    We have to prioritize fiscally conservative measures in current times. Given recent decisions, it could make the most sense to sell existing land and property for full market value and use intermittent administrative space or other innovative solutions that re-allocates spending rather than adds additional spending burden to an overtaxed budget.

    Mary Jane Hetrick

    DNR

    Jeffrey Aylstock

    This issue has been like a watching a slow train derail. All sides have walked away from the table and now everyone is left with sour taste in their mouth. I believe there was some good in the partnership we had with building a town center and it is definitely worth restarting the conversations with the city and county leaders. A more focused approach reducing outside influences and only addressing a few components may allow the partnership to get back on track. There may be options there to even increase the land availability of that town center and find common ground with a possible com[...]

  • Question 10

    At the November 2019 Board Meeting, Board President Carrie Kroll admitted that the new $35+ million Walnut Springs Elementary School is:

    Kroll also noted that in this combined new WSE and Dripping Springs Middle School campus project that DSMS is a "red-headed step child"—Kroll effectively acknowledged that this current plan is putting lipstick on a pig!

    Interim Superintendent Wellman then responded that the Board merely need to decide that despite those many failings if the new WSE's design was "sufficient" rather than "ideal."

     

    Then, despite the new WSE project's major systemic deficiencies and widespread community and teacher opposition, the Board nevertheless decided to bulldoze ahead with this new WSE project, despite it's barely passing grade being apparently undisputed by the current School Board.

     

    While this was perhaps the most stark, similar situations of broken promises have occurred throughout the implementation of DSISD’s 2018 Bond:

    • DSISD officials had repeatedly suggested that Elementary #5 would be near Headwaters, and it was instead built on Darden Hill Road due to delays in DSISD’s secretive Headwaters Land Deal (which has detrimentally-affected elementary and middle school attendance zones for much of the next decade).
    • In order to avoid split feeder patterns, the 2018 Bond developed a  new Long Range Facilities Plan, Path 2, that was projected to cost taxpayers an extra $53 million across the 2018 Bond and the next one—and even more over time.  Yet the DSISD School Board appears ready in April 2021 to approve a new attendance zone plan that sends roughly one-half of Sycamore Springs Elementary Students to Dripping Springs Middle School, while the other half attends Sycamore Springs Middle School.
    • Dripping Springs Elementary students had to attend school in a construction zone for over FOUR MONTHS after the contractor stopped regularly showing up for work and both School Officials and the School Board failed to ensure that the Project’s Contract included a common-place, and common-sense, Liquidated Damages Clause, which would have required the construction contractor to pay specified damages for failing to substantially complete projects on time—and would have required the contractor to continue to repay DSISD and accordingly taxpayers until the project was substantially completed.
    • The apparent doubling, or more, of the construction budget for an opulent and unnecessary Administration Relocation/Renovation to the current Walnut Springs Elementary (that a DSISD employee admitted at a March  had its TRUE COST deliberately misrepresented and underreported in the 2018 Bond, while at the same time the Board has begun planning for multiple classrooms of portables for Sycamore Springs Middle School (up to 350 students or more worth!)—instead of building brick and mortar classrooms onto a middle school that was already designed for and intended to be cost-effectively expanded to 1,200 students.

      To the point:
    • Do you find DSISD officials’ many broken promises and brazen disregard of promises made—in order to barely and only questionably pass the 2018 Bond—troubling?
    • Do you believe DSISD should revisit and revise its current Long Range Facilities Plan and seek to prioritize student needs and optimize efficiency and effectiveness BEFORE spending any excess 2018 Bond Funds, especially including on new Administration Facilities?
    • In addition to student needs—is paying down existing bond debt (thereby saving taxpayers payments for bond debt interest) or otherwise refunding that excess to taxpayers also acceptable alternative uses?
    • Or in the interest of prioritizing bond dollars for student needs and avoiding the need to go to voters for a new bond proposition, should DSISD Administration Staff stay in their current facilities at the former high school until a plan for disposing of property previously planned for the recently-cancelled Town Center has been developed?

    Kay Kizziar

    During my public school career when I handled the finances for Dallas ISD's bond funding, I was known for requiring construction contracts to be fulfilled before payment authorized. In fact, administrators told contractors proposals, "That's never going to fly with Kay." Yes, misuse of bond funds trouble me, as do the debt costs and the debt structure. The Long Range Facilities Plan should be updated with community input and based on our changing world. Funding for upgrading the Administration Building, any interest earned, and any potential project savings should be frozen until we can deter[...]

    Lynn Henson

    I have questions about why/how bond funds were used, and I definitely think that priorities should be re-examined and re-prioritized before any additional spending. Similar to the previous answer, without having more specific information about what was supposed to happen versus what actually happened, I have a hard time committing to what I think we should do with the current administration building. I sincerely hope that this won't end up being a hard/expensive lesson learned that costs more to fix because of incomplete planning, however well-intentioned it may have been at the time.

    Stephanie Holtzendorf

    Yes, I find it troubling, and I think the current Long Range Facilities plan should be revisited and revised. Student needs and paying down bond debt should take priority over spending more money on an already over budget project. All contracts for any construction should have Liquidated Damages clause as well as a Time is of the Essence clause. There has been no oversight on this project.

    Tricia Quintero

    The Bond Advisory Committee’s mission should be expanded to monitor the progress of the 2018 bond and also team up with district staff and the long range planning committee to make recommendations to the Board on all future bond projects. Smarter, more strategic planning will mitigate things like redrawing elementary school boundaries.

    Shannon O'Connor

    DNR

    Stefani Reinold

    DNR

    Mary Jane Hetrick

    DNR

    Jeffrey Aylstock

    The current administration facilities are severely in disrepair. We may have gotten an extra year due to most people working from home but returning to a full district office will only complicate matters. I am hoping we can find available office space that we can leverage offsite for our admins while we develop a longer term plan. There also could be extra space on each of our campuses for our administrators to work at. As well the issue with a board meeting room can be satisfied with either DSHS or SSMS auditoriums. I feel the best thing we can do is to start to move out of that space an[...]

    Thaddeus Fortenberry

    DNR

  • Question 11

    In the past 8 completed fiscal years, taxes levied by DSISD on an average residence have increased by nearly 50%—48.2% exact, from $3,746 for the 2010-2011 fiscal year to $5,551 for the 2018-2019 fiscal year.

     

    Who is responsible for those tax increases: the Central Appraisal District or the DSISD School Board?

    Lynn Henson

    Both, but I would also add the taxpayers that don't take available/appropriate steps to check the system - we all have a role to play. Bureaucratic entities by nature seek to expand oversight which is generally what leads to increased costs. When no one is asking questions, challenging decisions/appraisals, etc. the system goes unchecked and it is easier for Appraisal Districts and the School Board to operate autonomously however they see fit.

    Stephanie Holtzendorf

    In my opinion they are both responsible. DSISD School Board will raise the rate in one year and the Central Appraisal District will raise the assessments in another year causing taxes to increase each year.

    Tricia Quintero

    The DSISD school board bears the primary responsibility of setting the tax rate. It has enormous discretion to raise, lower, or keep the tax rate stagnant. Hence, trustees are the ones largely responsible for your tax bills.

    Shannon O'Connor

    DNR

    Stefani Reinold

    The DSISD school board has a responsibility to taxpayers and constituents to help buffer spending and balance the budget in the district that affects the entire community. They serve alongside city council and central appraisal district to reach appropriate budget and spending for the community.

    Mary Jane Hetrick

    DNR

    Jeffrey Aylstock

    A district's property tax rate consists of a maintenance and operations (M&O) tax rate and, if applicable, an interest and sinking (I&S) tax rate. The M&O tax rate provides funds for maintenance and operations. The I&S tax rate provides funds for payments on the debt that finances a district's facilities. Our M&O tax rate has been steadily declining since 2005 and our I&S tax rate has been cyclical. Overall though our current combined rate for 2020 is 1.33% vs the highest it has been which was in 2005 1.83%. The cost of housing though in our region has drastically increased the overall taxa[...]

    Thaddeus Fortenberry

    DNR

    Kay Kizziar

    The Central Appraisal District sets the value of the real estate taxed and proposes the tax at market value. The market value of land in this area, has skyrocketed (a good or bad thing whether you are buying or selling). The DSISD School Board sets the tax rate based on the projected appraised value. The property values are increasing the taxes. The actual total rate per $100 value ranged from $1.49 (2013-14) to $1.52 (2015-2019) then fell to $1.4184 last year and $1.4084 for the current year. The truth in taxation document shows how the value of the property increases the taxes.

  • Question 12

    According to DSISD Administrators’ presentations to the School Board during 2020-2021 budget planning, DSISD’s next bond in 2021 or 2022 will require a Bond (I&S) Property Tax Rate increase of at least 14% to 29%—from 35 cents per $100 valuation to 40 or 45 cents per $100 valuation.
    And a $400 million bond would require a Bond (I&S) Property Tax Rate increase of 55 cents per $100 valuation, which would be a tax rate increase of 57%
    .

     

    Recognizing such a significant and imminent tax rate increase for the DSISD community, is DSISD doing enough to constrain costs and identify cost-savings with their current bond projects?

     

    What would you do to reduce the financial burden of future school facility and construction needs for DSISD taxpayers?

    Stephanie Holtzendorf

    There is not enough being done to constrain costs. In order to save costs, the same acceptable design could be used for all future schools, realizing elevation tweaks would be needed, which would eliminate design time and costs. Designing efficient, conservative and functional buildings instead of elaborate structures that do not house enough students and have so much wasted space would decrease construction costs as well as maintenance costs.

    Tricia Quintero

    DSISD is deep in debt. District taxpayers currently owe $60,000-plus for every student currently enrolled. The Board must better manage its finances. One way to do this is to conduct a third-party efficiency audit and identify ways that we can operate programs and services more effectively. Doing so will free up resources to use now and enable us to set aside those funds for future projects.

    Shannon O'Connor

    DNR

    Stefani Reinold

    We must begin to restrain spending to what is most critical to infrastructure needs rather than wants and desires, given the debt and rapid increase spending that is unsustainable. In recent years, we have accommodated many wants and desires in building capacity without constraint of budget, spending, and efficiency.

    Mary Jane Hetrick

    DNR

    Jeffrey Aylstock

    We need to keep a close eye on our I&S tax rate that is currently set at 0.35% This bucket is for facilities and loan repayment and is starting to move in an upward direction. We need to cap this and ensure we can slowly reduce it. The majority of school districts in the state have a lower I&S Tax rate than us, and when focusing on top tier districts they have I&S tax rates at or below 0.33% and a combined tax rate of 1.32 or lower. We are trending in the wrong direction and need to complete the fiscal audit to understand both operational, facilities, and loan repayment costs.

    Thaddeus Fortenberry

    DNR

    Kay Kizziar

    One of the major factors to the increase in I & S taxes is the district's use of Capital Appreciation Bonds (bonds that capitalize part of the interest due for a period of years). The years of moving interest to principal ends in 2021 and that all current debt payments increase to cover the additional costs. I am a major opponent of CAB bonds and this is a reason I decided to run for the School Board. Dripping Springs ISD approved a TRE (Tax Rollback Election) for the 2016-2017 school year, which authorized the district to increase the Maintenance & Operations tax rate to $1.17 per hundred dollar value. I asked a former board member if the district had intended to utilize the additional "pennies" for debt payment in the [...]

    Lynn Henson

    We can all be more fiscally responsible. I'm a proponent of multiple smaller bond offerings. Smaller increments will naturally require a more disciplined approach to completing identified projects within the constraints of the available funds. Smaller/more specific projects also help to ensure a timeline for completion that will stay within the bounds of anticipated costs/budget. A huge amount with multiple large projects can't all be started at once - the more time that passes, the more likely estimated costs will deviate from the original proposal. Taxpayer buy-in is easier when there is[...]