Referendum

Moving Forward Together

OPERATIONAL REFERENDUM | FEBRUARY 18, 2025

At Kenosha Unified, we are proud of our local schools and the generations of students we have served over the years. Unfortunately, our district is facing serious financial challenges that we must address soon to maintain a quality educational experience for our students.

We are far from alone in facing these challenges. An increasing number of Wisconsin school districts are finding themselves in a similar situation due to rising costs, an outdated state education funding system, and a lack of state aid to public schools in recent years.

As expenses like curriculum, utilities, health insurance, transportation, and salaries continue to increase, our budget challenges will continue to grow. Despite closing multiple schools and reducing staff to balance the 2024-25 budget, we will still face a projected $19+ million deficit for the upcoming fiscal year and beyond.

Proposed Solution

On Tuesday, February 18, 2025, our community will vote on a proposed non-recurring referendum question for Kenosha Unified. If approved, the district will be able to increase its revenue limit by $23 million per year through the 2029-30 school year. This increase will address the $19+ million deficit and allow for additional safety enhancements.

This funding would allow us to:

  • Substantially reduce the structural deficit to protect class sizes, vital programs, and staff positions.
  • Implement and meet our district goal of increasing the percentage of students scoring proficient or advanced in reading and math by 12%.
  • Implement state-mandated programs, such as Act 20 and its science of reading practices, to enrich reading instruction and increase student proficiency.
  • Retain our high-quality staff, whose dedicated professional time is essential for delivering exceptional education.
  • Implement key upgrades to enhance the safety and security of students and staff, including upgrading controlled building entrances, modernizing surveillance systems, reinforcing exterior doors, installing shatter-resistant window film, upgrading digital video recorders, and implementing additional critical safety measures.

If the operational referendum is approved, it would have an estimated initial property tax impact of $1.25 per year on every $1,000 of equalized property value in our community. For example, the owner of a home worth $250,000 would see a property tax increase of $313 per year (or $26 per month).

An arrow pointing up, showing the rise of inflation among a large dollar sign.

The State Revenue Limit has not kept pace with the rate of inflation since Act 10 was enacted in 2011. If it had, KUSD would have $31 million more in its base operational budget.

Download our  Referendum Fact Sheet (PDF) for easy printing and sharing.

Frequently Asked Questions

Despite ongoing efforts to address our budget shortfalls, the Kenosha Unified School District is facing the same financial challenges as most other school districts across the state.

In fall 1993, the state of Wisconsin instituted a limit on the revenue a school district can receive each year. The control applies to revenue received from the two primary sources: (1) state aid and (2) local property taxes.

A district’s revenue limit is directly linked to two things: enrollment and state-approved adjustments. As a result of declines in enrollment in KUSD and minimal state adjustments, our district’s revenue limit has not kept pace with inflation. In fact, had state funding kept pace, KUSD would have an additional $31 million available and an operational referendum would not be necessary.

Additionally, expenses like curriculum, utilities, health insurance, transportation, and salaries continue to increase. Schools do not have the ability to raise prices. Instead, we must reduce our costs, meaning a reduced investment in our students.

Based on state funding formulas, an operational referendum is the only option to prevent additional cuts to programming and opportunities for students. We can no longer wait for the state to direct funding toward education.

For the 2025-26 school year, the district is projecting an estimated $19+ million deficit. This is despite the fact that we have engaged in numerous cost-cutting measures, including closing schools and reducing staff.

We fear that further cuts will harm our students and limit the educational opportunities available to them. The time has come to find a long-term solution to our financial needs.

Since the 2021-22 fiscal year, KUSD has:

  • Reduced staffing to align with declining enrollment
  • Reduced support staff
  • Closed 7 schools and merged two others
  • Eliminated the employer-paid HSA benefit
  • Modified the employee health benefit plan
  • Modified the prescription drug plan
  • Reduced discretionary spending
  • Reduced the major maintenance budget
  • Reduced the curriculum adoption budget
  • Reduced the technology refresh budget
  • Provided wage increases below CPI
  • Shifted costs temporarily to ESSER when possible

Staff reductions since 2019-20

  • Student Enrollments: -11.5%
  • Administrative, Supervisory, Technical: -10.1%
  • Teachers: -9.3%
  • Educational support professionals: -4.6%
  • Administrative support professionals: -15.3%
  • Interpreters: -14.3%
  • Service: -10.7%

Over the past year, the Board of Education and district administration have been examining the district’s operational needs and considering solutions. Through this process, the board and district leaders looked to:

  • Significantly reduce the structural deficit to avoid program and staff cuts that would negatively impact student learning.
  • Implement improvements to programs and services to enhance student academic success. 
  • Move ahead with enhanced safety measures to improve student safety, health, and wellbeing. 

Community input has been critical to the board’s decision-making process. Board members and district leaders have sought the input of our community, including through a communitywide survey that was available in fall 2024.

In fall 2024, we conducted a community-wide survey to share information on the district’s needs and seek the input of our community. The survey was open from September 25 to October 11, and a total of 4,273 people completed it.

The following were key takeaways from the survey results:

  • About 82% of respondents said they were very or somewhat familiar with the district’s budget needs and the process being used to find a solution.
  • About 83% indicated they believe the district’s most urgent financial needs must be addressed now.
  • About 70% said they would probably or definitely support an operational referendum on the February 2025 ballot.

After carefully reviewing the survey results and other feedback provided by the community, the Board of Education decided to place an operational referendum question on the ballot for February 18, 2025.

On Tuesday, February 18, 2025, our community will vote on a proposed non-recurring referendum question for Kenosha Unified. If approved, the district will be able to increase its revenue limit by $23 million per year through the 2029-30 school year. This increase will address the $19+ million deficit and allow for additional safety enhancements.

The additional funding provided through an approved referendum would allow KUSD to:

  • Substantially reduce the structural deficit to protect class sizes, vital programs, and staff positions.
  • Implement and meet our district goal of increasing the percentage of students scoring proficient or advanced in reading and math by 12%.
  • Implement state-mandated programs, such as Act 20 and its science of reading practices, to enrich reading instruction and increase student proficiency.
  • Retain our high-quality staff, whose dedicated professional time is essential for delivering exceptional education.
  • Implement key upgrades to enhance the safety and security of students and staff, including upgrading controlled building entrances, modernizing surveillance systems, reinforcing exterior doors, installing shatter-resistant window film, upgrading digital video recorders, and implementing additional critical safety measures.

Preliminary FY 2025-26 Budget Positions

Projected Revenues
Description Amount
Revenue Limit Change (+$325 PP, -335 3rd Friday) $3,770,000
Per Pupil Categorical Aid (PPCA) Decline -$246,344
Total Revenues $3,523,656
Projected Expenses
Description Amount
Structural Deficit Carried from FY24-25 (range $790K to $2.8MM) $1,800,000
Restore ESSER Funded Tech Refresh Budget $1,000,000 ESSER-Related
Restore Major Maintenance $1,000,000
Restore ESSER Funded Summer School plus other costs $2,225,000
Curriculum Adoption $2,000,000
Health Insurance 11% $4,090,000 Staff-related
Salary Schedule Increases ~ 1.5% $2,400,000
Salary CPI Increases 2% $3,200,000
HS Prep Time $3,417,000
EL Prep Time $909,500
Transportation Contract Increase 3% $300,000 Inflationary-related
Property Insurance Increase $12,000
Liability Insurance Increase $30,000
Nursing Contract Increase $50,000
Debt Service to Fund 7 Remaining Controlled Entrances ($12.5 MM) $3,000,000 Safety enhancements
Security Hardware (e.g. Cameras) Annual Update Cycle $100,000
Upgraded Security DVR and Software Lease Budget $350,000
Total Expenses $25,883,500
Net Budget Position -$22,359,844

The last referendum passed was the athletics facilities referendum of 2015, which was a capital campaign. This referendum supported the constructing and improving of outdoor facilities at Bradford, Indian Trail High School and Academy, and Tremper. We remain incredibly grateful for the support of our community.

Around 2010, the district expanded Indian Trail High School and Academy. This project consisted of both operational and capital components. 

The measure on the ballot in February 2025 is an operational referendum.

In Wisconsin, school boards can ask voters to approve two types of referendums: an operational referendum and a capital (or bond) referendum.

  • Levy = Learning: In an operating referendum, the amount is levied each year from the taxpayers to be used for operating costs of the district.
    • An operational referendum is used to fund the ongoing day-to-day expenses of running a school district. This can include salaries and benefits for teachers and staff, utilities, classroom supplies, transportation, and other operating costs. This is the proposed measure on the ballot in February 2025.
  • Bonds = Building: In a capital referendum, funds are borrowed through bonds and paid back with interest. This is most often used for building projects.

A capital referendum is used to fund major building projects and improvements. This can include the construction of new school buildings, significant renovations or additions to existing facilities, purchasing land, or major equipment expenditures.

Yes. Because of an outdated state funding formula and insufficient financial support from the state legislature in recent years, more Wisconsin school districts are relying on their communities to help address budget shortfalls.

In 2024, 147 operational referendums were proposed by Wisconsin school districts to their communities, seeking to raise their revenue limits.

Over the past 10 years, a majority of Wisconsin school districts have successfully passed operational referendums, allowing them to exceed revenue limits with voter approval. Given the current funding formula, operational referendums remain the only viable solution to avoid further cuts to programs and student opportunities.

The state allocated $50 million to implement this research-based, high-quality instructional program across 421 school districts and over 800,000 students. However, the funding is inadequate for the program’s full implementation, which includes staff training, developing individualized reading plans, and adapting instruction based on progress. While the exact cost for our district is still being calculated, it will be included in our upcoming budget proposal.

Maximum class sizes per policy are:

  • Grades K-1: 22 students
  • Grades 2-3: 24 students
  • Grades 4-5: 26 students
  • Secondary core classes: 30 students

A security committee is reviewing policies and potential enhancements, including weapons detection systems and staff training. Updates will be shared at a special board meeting. A successful referendum would support these improvements.

Specific costs include: 

  • Debt service for controlled entrances: $3 million annually
  • Additional safety upgrades: $450,000

If the operational referendum is approved, it would have an estimated initial property tax impact of $1.25 per year on every $1,000 of equalized property value in our community. For example, the owner of a home worth $250,000 would see a property tax increase of $313 per year (or $26 per month).

While property owners directly pay property taxes, landlords may pass increased costs onto renters in the form of higher rent.

Yes. The proposed operational referendum is a non-recurring, three-year referendum. This means it would expire at the end of the 2029-30 school year unless voters approve a new operational referendum before that time.

The five-year term aligns with enrollment projections and was chosen with input from the community. It offers a balance between long-term planning and flexibility.

Without the financial support provided through an operational referendum, KUSD will face a $19+ million budget deficit in the 2025-26 school year. This means the district would need to continue to cut programs, services, and staffing for students. The district would also face further budget deficits in the ensuing school years.

We have already made significant cuts to staffing, closed schools, reduced staff benefits, cut discretionary funds, and more in recent years. We fear that more reductions will further harm our students and jeopardize the high-quality educational experience our community has come to expect from KUSD.

If the referendum does not pass, everything would be under review for potential cuts, including low-enrollment courses such as some AP classes. For example, running a class with 12 students costs significantly more per student than a regular class with 25-30 students.

All options are on the table. However, the initial proposals aim to balance priorities across academics, extracurriculars, and fiscal responsibility.

Sports and extracurricular funding represent a relatively small portion of the district’s expenses. While all options are being considered, cutting sports alone would not significantly address the budget deficit.

The referendum would remain in place, but the school board could choose not to levy the full amount if state funding offsets the deficit. The referendum assumes the current state increase of $325 per pupil will continue. If state funding increases, the district will adjust plans accordingly, but the referendum is essential to address the current $19 million deficit.

Federal funding is tied to specific grants like Title I (poverty-related) and IDEA (special education). These supplemental funds cannot replace local funding and are limited in scope.

Federal funding cuts, if implemented, could reduce grants for Title I and special education. While supplemental, these funds impact key student programs.

Title I funds are designated for supporting low-income students and cannot legally be used to cover general budget shortfalls.

Kenosha Unified cannot remain competitive with districts that have passed operational referendums. Limited funding impacts the district’s ability to offer higher wages.

Election day is Tuesday, February 18, 2025.

District residents can find their polling location for Tuesday, February 18, by searching with their home address.

Yes. Early voting will be held Feb. 4-14 at the Municipal Building. See the dates and times below:

  • Tuesday, February 4, 2025: 8 a.m. to 4:30 p.m.
  • Wednesday, February 5, 2025: 8 a.m. to 7 p.m. (Extended Hours)
  • Thursday, February 6, 2025: 8 a.m. to 4:30 p.m.
  • Friday, February 7, 2025: 8 a.m. to 4:30 p.m.
  • Monday, February 10, 2025: 8 a.m. to 4:30 p.m.
  • Tuesday, February 11, 2025: 8 a.m. to 4:30 p.m.
  • Wednesday, February 12, 2025: 8 a.m. to 7 p.m. (Extended Hours)
  • Thursday, February 13, 2025: 8 a.m. to 4:30 p.m.
  • Friday, February 14, 2025: 8 a.m. to 5 p.m.

Yes, voters may request that an absentee ballot be mailed to them for any reason. However, you must be registered before you can request an absentee ballot.

If you are registered, you can request an absentee ballot by visiting https://myvote.wi.gov/en-us/VoteAbsentee. Note that you must provide a photo ID with your absentee ballot request.

Eligible voters can register up to election day, and can even register at the polls.

The deadline to register by mail is January 29, 2025. If you miss that deadline, you can still register in person at your municipal clerk’s office until 5 p.m. on February 14. You may also register at your polling place on Election Day itself.

To learn more about registering to vote, visit https://myvote.wi.gov/register-To-Vote.

Voters will see the following question on their ballots on Tuesday, February 18:

Shall the Kenosha School District No. 1, Kenosha County, Wisconsin be authorized to exceed the revenue limit specified in Section 121.91, Wisconsin Statutes by $23,000,000 per year beginning with the 2025-2026 school year and ending with the 2029-2030 school year, for non-recurring purposes and consisting of operational expenses and debt service for safety and security improvements?

Maintaining the programs currently offered and preserving manageable class sizes are crucial for ensuring the quality of education for our students. These programs provide students with opportunities to explore their interests, develop critical skills, and engage in meaningful learning experiences. Similarly, manageable class sizes allow educators to provide individualized attention, build strong relationships with students, and address diverse learning needs effectively. Together, these elements create an environment where students receive the quality education they deserve and expect.

In addition, KUSD has a comprehensive District Improvement Plan that is guiding our efforts to ensure students continue to have access to an exceptional educational experience. Through this plan, we aim to provide excellent, challenging learning opportunities and experiences that prepare each student for success. This will result in KUSD being Wisconsin’s top-performing urban school district, highly regarded for continuously exceeding all expectations.

Driving this effort is the moral imperative that all students must have an equal opportunity to prepare for college and/or careers with the support of highly qualified educators in a learning environment that is resource rich, safe, and welcoming.

The plan outlines three critical goals for KUSD:

  • By spring 2027, the district will increase the percentage of students scoring proficient or advanced in reading and math by 12% as measured by the state assessment.
  • Engage in an inclusive and transparent process with the school board, staff, administration, and public to create recommendations that result in an annually balanced budget.
  • Retain and recruit highly qualified staff who work to ensure the success of every student.

KUSD must have the financial resources and support in place to truly implement this ambitious plan for our students, families, and community.

Schools are the basis of a strong community, and investing in their success benefits everyone.

Here are some key points to consider:

  • Schools are where our children learn and grow.
    They are the foundation for developing the next generation of leaders, innovators, and community members. Every student deserves access to quality education, which this referendum helps sustain.
  • Economic growth is tied to quality schools.
    Businesses looking to relocate or expand often prioritize communities with robust educational systems. Great schools attract businesses and ensure a well-prepared workforce, strengthening Kenosha’s economic future.
  • Homebuyers are influenced by school success.
    Families seek neighborhoods with reputable schools, boosting demand for housing and stabilizing property values. Investing in our schools is investing in our community.

Supporting this referendum isn’t just about funding education—it’s about fostering a community where children, families, and businesses flourish. By ensuring our schools are properly funded, we can move Kenosha Unified Forward Together.

Yes, the revenue limit can be raised either by state legislative action during biennial cycles or through additional referenda approved by voters.

Like many districts, KUSD has been facing declining enrollment for many years, mainly due to a declining birthrate. This trend will impact KUSD for at least the next decade. To maintain the services and opportunities currently offered and offset the 2024-25 deficit, KUSD underwent a rightsizing process. 

While closing schools and reducing staff saved roughly $10 million annually and allowed us to have a balanced budget for the 2024-25 school year, our foundational issues persist as we now face a $19 million deficit for the 2025-26 school year and beyond due to a lack of funding support from the state and rising costs. Had these changes not occurred, the projected deficit for 2025-26 would be closer to $30 million.

In addition, ESSER funds (COVID relief funds) expired in September 2024, and the district must now absorb all operational costs covered by these funds in the district budget.

Schools were selected based on a rubric that considered factors such as age, major maintenance needs, boundary changes, and the presence of controlled entrances. The district also used a capacity rate of at least 80% in its decision making process to ensure buildings were not being underutilized. 

Closed buildings are being preserved and maintained with minimal utilities at this current time.

One building—the Dimensions of Learning property—was sold for $200,000. The sale price reflected a market study. Public-use zoning limits the marketability of such properties, impacting their value.

Hillcrest will be moved to the closed Wilson building because it is in better condition and the Hillcrest site is more marketable.

The city will rezone, market, and cover demolition costs. Profits from sales, after the city recoups costs, will be split 50/50 between the city and the school district. Some properties, like the Hillcrest site, may generate revenue, but most are not expected to yield significant profits.

Disparities stem from historical spending patterns set in the 1990s, which locked districts into revenue limits based on their prior spending. Districts that had higher spending historically or that passed operating referendums continue to receive more funding.

Kenosha receives $11,349 per student, while others receive $12,000 or more per student.

  • Green Bay: $11,327
  • Kenosha: $11,349
  • Burlington: $11,405
  • Racine: $11,460
  • Milwaukee: $12,316 (will increase with recently passed referendum)
  • Westosha Central: $12,340 
  • Union Grove: $12,482
  • WI Parental Choice Program (vouchers): $12,731 (grades 9-12)
  • Wlimot: $13,053
  • Madison: $14,741 (will increase with recently passed referendum)

While districts like Madison and Milwaukee differ in size, we compete with them for staff recruitment and retention. However, comparisons are also made with similar-sized districts, like Racine, to ensure balanced analysis.

Schools have discretionary budgets to support classroom needs. Teachers are encouraged to request resources from these budgets from the building administrator before paying out-of-pocket. However, budget constraints have affected discretionary funding in recent years.

Yes, tenured teachers can be non-renewed. As part of the staffing process, Kenosha Unified begins planning in February. According to state statute, teachers must be notified of non-renewal on or before May 15.

If the referendum does not pass, the district will have sufficient time to make necessary staffing adjustments and issue non-renewal notices by the required deadline.

At this time, offering severance pay for non-renewed teachers has not been pursued because it would result in additional costs for the district during an already challenging financial period.

The decline in enrollment reflects statewide and national trends driven by lower birth rates and shifting population demographics. Despite these challenges, Kenosha Unified actively promotes its programs and opportunities to both current and prospective families during registration periods. The district also highlights the achievements of its schools and celebrates student success stories to keep the community informed and engaged.

To further support student success, Kenosha Unified has implemented a three-year District Improvement Plan focused on enhancing outcomes in key areas such as reading and math. This commitment to continuous improvement ensures better academic achievement and strengthens family satisfaction.

Surplus capital is managed weekly to take advantage of high interest rates. This generates several million dollars annually, which are reinvested into district operations.

Private school voucher funding does not directly contribute to the deficit, but it increases the tax levy. However, in Wisconsin, public schools must provide certain services to eligible private school students. These services include transportation, Title I services, and special education services.

School vouchers are mandated at the state level and impact tax levies rather than the school budget. In the last year, $6.7 million was levied from the community for vouchers, which was then transferred to private schools as required by state law.

Not exactly. The $23 million added by the referendum will be removed, but other factors like property values and enrollment changes will influence the final tax amount.

Special education costs are part of the operational budget. The district receives about 33% reimbursement for special education from the state, with the general fund covering the remainder.

The district consistently meets reporting deadlines for state and federal requirements. Transparency and accountability are priorities. Regular, transparent financial reports are shared with the Board of Education and community, ensuring accountability.

The district focused on “right-sizing” to optimize efficiency before seeking public support. Additionally, $0 state increases during 2021-2023 exacerbated financial challenges, making the referendum essential now.

Yes. If the state legislature moves ahead with significantly more funding for schools that helps alleviate our budget deficit, the KUSD Board of Education could opt to levy for less than what our increased revenue limit allows.

At this time, the district does not plan on restoring the staff positions that have been reduced over the past several years. The budget deficit we are facing exists even with these significant cuts in place.

However, the rightsizing we have completed in recent years has allowed us to serve our students more efficiently and cost effectively. An approved referendum would enable KUSD to continue to provide an exceptional educational experience to our students.

Kenosha Unified is currently aligned with most surrounding districts. However, with the referenda passed last year and those on upcoming ballots, the district has the potential to fall behind if pay if the referendum does not pass. One of the tools the district may need to implement if the referendum does not pass is pay freezes.

There is a long list of major maintenance projects that facilities reviews and prioritizes each year, including roof repairs, hvac/boiler/chiller upkeep, parking lot repairs and more. If the referendum fails, they will review this list and reprioritize based on the funding they will have in upcoming years.

The actual percentage varies by municipality, but in 2024, KUSD’s levy accounted for approximately 26% of the total property tax bill in our largest area, the city of Kenosha—not 49%. Despite changes in property values, KUSD’s overall tax revenue has not increased since the 2020 tax year. In fact, it has declined by approximately 15%, dropping from $95.6 million to $81.4 million.

KUSD is fortunate to have strong support from community partners, and we actively work to strengthen these relationships to benefit our students. While we appreciate these contributions, they are not consistent or sustainable sources of funding and fall far short of the amount needed to address our budget shortfalls for the coming year and beyond. Our financial challenges require long-term, stable solutions.

Outsourcing these services would likely increase costs due to the scale of our operations. The district already operates with a lean staff, making outsourcing inefficient and costly.

The district has provided salary increases at only half of the Consumer Price Index. Over the past few years, the district has reduced staff by approximately 10%, with over 200 positions cut last year alone.

There have been pay freezes, but salary reductions have not been implemented due to concerns about retaining and attracting quality staff amid a nationwide teacher shortage. In fact, salary increases for district staff have been below inflation for the past two negotiation cycles. Given the competitive labor market, further pay cuts or freezes could risk losing experienced staff.

Salaries for all administrators and school staff are publicly available on the Department of Public Instruction (DPI) website.

The state budget is determined by the Joint Finance Committee, a bipartisan group responsible for budget allocations. The district has engaged in lobbying efforts to advocate for increased funding alongside many districts throughout the state, but these efforts have not been successful.

Individuals can contact members of the Joint Finance Committee by visiting docs.legis.wisconsin.gov/2025/committees/joint/2920

There have been no discussions about changing Ruether’s programming.

All staff would be affected in some way, with an estimated 60 positions potentially being eliminated.

Approximately $5.6 million is designated for salary increases, $4.1 million for health insurance, $2 million for curriculum, and $1 million for technology.

Funds from the former KTEC instrumentality charter school reserves will be used for this project to improve drop-off and pick-up around Lakeview K-8 Academy.

The replacement was funded through federal ESSER grants before the decision to close the school was made. At the time, Washington Middle School required approximately $40 million in additional repairs.

Security hardware and controlled entrance costs are planned over five years, with $3 million per year allocated to pay off the debt. Other costs, like technology and security upgrades, require ongoing funding.

No. The school closures were a necessary step to ensure efficient resource use. Even with additional funding, keeping underutilized schools open would not be fiscally responsible.

Budget size is determined by enrollment and per-pupil funding. Wisconsin set revenue limits in the 1990s based on historical spending to the disadvantage of fiscally conservative districts. Some districts also receive more per student due to successful operational referenda. For example, Kenosha Unified receives approximately $11,349 per student, while some Milwaukee-area districts spend around $18,000 per student.

Act 20 is driving a redesign of K-3 reading instruction, aligning professional learning for teachers and administrators with new standards. The initiative includes curriculum development, assessments, and data-driven decisions to support students who test below the 25th percentile.

The district has set a 12% proficiency increase goal. Strategies include district and school improvement plans, instructional shifts, content rounds, and engagement initiatives.

The 12% improvement goal was established in coordination with the state as part of a three-year school improvement plan. This is the most aggressive target the district has set and is considered both challenging and realistic.

The total premium for a family plan is approximately $35,822. Most employees contribute 10% ($3,582), while food service and support staff pay 6% ($2,149).

Around 200 staff were reduced as a result of the rightsizing process.

Publicly available district report card data can be found on the Department of Public Instruction (DPI) website. Staff-to-student ratio information is also available, but class size specifics may require direct district inquiries.

State budget processes can take a long time and are unpredictable. Additionally, referendums can only be held during scheduled election cycles. A February referendum aligns with staffing cycles, allowing for timely hiring and course selection planning.

No. The district sets a total levy, which is then proportionally distributed to municipalities based on property values. Individual property taxes are determined by municipal assessments.

The transition to a district-run choice school could save up to $1 million, depending on staffing adjustments. LakeView K-8 Academy will continue operating in its current location in the Lincoln neighborhood.

Yes, a bipartisan Blue Ribbon Panel in 2018 proposed comprehensive solutions, which remain relevant today. However, legislative action is required to implement these changes and that has not occurred to date. Learn more in this 2019 WPR article.

Student enrollment projections do not indicate a need for additional schools in the near future. Maintaining vacant buildings is costly, increases security risks, and is not financially sustainable.

The district maintains operational reserves necessary for day-to-day expenses. These funds are not a long-term solution and are required to ensure financial stability.

The board would need to deliberate on this matter. They would still have the option to move forward with borrowing, but it would come at the expense of other priorities.

Yes, but research from the 1990s and early 2000s showed that it negatively impacted collaboration among staff and did not effectively improve outcomes. Additionally, it would not solve the district’s budget issues.

No. As a public school district, we cannot charge tuition. Fees can only be applied to consumable items used by students.

Prep/professional time is used for lesson planning, assessments, and other instructional tasks. The cost is tied to the number of teachers required to cover courses while allowing for adequate prep/professional time.

All groups are expected to receive a 2% salary increase. An additional 1.5% is allocated for movement within the salary schedule, though not all employees qualify for this increase depending upon where they fall on the pay scale.

The cost involves major renovations to move main offices closer to entrances, moving classrooms, enhancing visitor screening, and security. The total $12.5 million estimate covers seven schools and was determined through a competitive bidding process.

KUSD paid approximately $124,000 to Davis Demographics for their work gathering data to aid in decision-making, and for their work geocoding files, locations, and future planning artifacts after the decisions were made.

We contracted with and paid Davis Demographics, which is now MGT consulting. There were no separate fees for services provided under that contract.

Davis Demographics did not make recommendations, they provided data that the KUSD administration used to make recommendations to the Board of Education. The recommendations and detailed presentations can be reviewed on our website. For example, multiple options regarding changes at Reuther Central High School were proposed that could have saved up to $2.8 million. However, the final approved changes resulted in approximately $1 million in savings, which is part of the total $10 million in savings that allowed us to have a balanced budget for the 2024-25 fiscal year.

We contracted with and paid Davis Demographics, which is now MGT consulting. There were no separate fees for services provided under that contract.

Unknown factors such as property value growth, state aid, and revenue limit variables will all impact future years, but in general, the tax impact for years 3-5 will be similar to year 2.

The long-term solution to school funding depends on changes at the state level. The Joint Finance Committee, which writes the state budget, determines funding for public education. The current referendum is non-recurring, meaning it lasts for five years and provides flexibility in case state funding changes. If no changes occur, another referendum may be necessary.

Teachers will gain increased professional and preparation time, which is crucial for planning, grading, collaborating with colleagues, and meeting student needs. This is particularly important at the elementary and high school levels to improve instructional quality and student outcomes.

New growth can help distribute the tax burden, potentially reducing the impact on existing taxpayers. The school board adopts a fixed tax levy, which is then spread across all taxable property within the district. As property values increase, the levy is distributed more broadly, potentially lowering individual tax obligations.

These materials are funded by a separate 501(c)(3) organization that is not affiliated with Kenosha Unified School District.

No. The state mandates a minimum number of instructional minutes per year. The district maximizes efficiency with bus routes and scheduling while meeting these requirements. Reducing school days would not significantly reduce costs.

The district recognizes the financial strain on fixed-income residents. Annual external audits are completed to ensure transparency, and financial reports are publicly available on the district website. The district has taken steps to minimize tax increases, including a comprehensive rightsizing process.

The district received approximately $72 million in federal COVID-19 relief funds, which were used for:

  • Personnel Costs ($22.6 million): Hiring additional teachers, counselors, behavioral specialists, and building substitutes.
  • Purchased Services: HVAC upgrades, air filtration improvements, and window replacements to improve air quality.
  • Technology Upgrades ($11 million): Chromebooks, Promethean boards, internet hotspots for remote learning.
  • Indirect Costs ($4.7 million): Budget relief and operational costs.

These funds were temporary and were intended to address COVID-19-related expenses, not ongoing operations. These funds expired in September 2024.

Community members can volunteer to mentor or tutor students through community partner programs offered by KABA and KAFASI. Also, parents, grandparents, and other family members can participate in family education programs to further support student learning and engage with our schools and staff.

Our revenue limit is approximately $11,350 per student. However, when students unenroll, the district does not experience a direct and immediate financial reduction due to the complexities of the revenue limit formula, which includes a three-year rolling average and safeguards. The challenge is that while revenue decreases, our expenditures, such as classroom and transportation costs, remain relatively fixed, making it more expensive to operate with fewer students.

A major initiative in our district is the implementation of Act 20, a state-mandated reading program providing individualized reading plans for elementary students below the 25th percentile. The referendum would ensure adequate funding for support staff, such as reading interventionists, social workers, and counselors, who play a crucial role in addressing both academic and behavioral disparities.

Recent updates to school lunch program guidelines have allowed for improved caloric intake and meal options. The district continues to prioritize providing nutritious meals to students, ensuring they receive well-balanced options throughout the school day.

  • Elementary schools: Increased from 66% to 85% utilization after boundary adjustments.
  • Middle schools: Increased from 62% to 82% utilization.
  • High schools: No boundary changes were made; utilization has decreased from 78% to 76% and is expected to decline by 1.5-2% annually due to lower birth rates.

The $11,350 figure is determined by the state revenue limit formula and does not simply reflect the total budget divided by enrollment. Some funds, such as vouchers and independent charter school levies, pass through the district but do not contribute to actual per-student funding. Additionally, federal grants, like IDEA and Title I, come with specific spending restrictions and cannot be used for general operations.

Technology funding was previously supplemented through ESSER grants, which are now expiring. The district is working to reintegrate technology costs into the regular budget to maintain and enhance technology competency among students.

The district has implemented a new three-year improvement plan with a 12% academic growth goal. Recent years have seen double-digit improvements in high school performance on the state report card. The district is focusing on student engagement strategies, professional learning, and targeted interventions to continue this positive trend.

In 2015 our community gathered the support required to push our district to upgrade our outdoor athletic facilities and construct a new stadium so that Bradford High School would have their own identity. That was a community-driven referendum which passed by an overwhelming majority, 7,945 yes votes to 4,726 no votes.

Night school was not discussed as part of our planning. Implementing a program like this would require additional staffing and resources, which would come at an added cost.

Our district does not have formal restrictions on travel distances for athletic teams, nor do we dictate who they play against other than following rules set by WIAA. Our goal is to provide student-athletes with meaningful competition and experiences comparable to other top programs across Wisconsin.

Many districts, including ours, often use two buses for away games due to scheduling and team size constraints.

For example, during basketball season, JV games typically start at 4 p.m., while varsity games don’t begin until 7-8 p.m. To accommodate this, one bus transports JV1 and JV2 earlier in the day, and another bus brings the varsity team later, usually between 5-6 p.m. This also minimizes missed class time while ensuring teams have access to competitive opportunities. If varsity teams always traveled with JV, it would increase the time students miss school.

For sports with larger rosters, such as football and track, two buses are often required simply due to the number of athletes traveling.

During peak afternoon hours (2:30-4:30 p.m.), bus and driver availability is limited. This sometimes requires us to combine teams from multiple schools for away events, particularly in the spring. Our athletic programs work hard to coordinate transportation efficiently while ensuring all athletes can compete.

We appreciate everyone’s flexibility as we navigate these logistics to support our student-athletes!

It is difficult to speculate what the overall impact of the dissolution of the Federal Dept. of Ed would be until we have a better understanding of what would happen to the programs that are currently administered by them. For example, we have heard rumors and speculation that programs like Title I and IDEA for Special Ed could be moved to the Department of Treasury. Something to keep in mind is that the referendum is a local government decision and Act 20 is a State level law, not Federal, so neither would not be directly impacted.

The school board just approved the next summer school proposal/budget on January 28th, 2025 (Board Meeting Agenda) so it would not be impacted by the referendum result for at least this upcoming year. The board does review and approve the summer school proposal/budget every year so there could be adjustments in the future.

In order to properly survey the community, we needed to focus on the February election. We would not have had enough time to gather community input had we focused on November.

If it doesn’t pass, administration will be making alternative recommendations to the school board. Some items in the currently proposed budget may continue to be deferred and others may simply not be plausible. Drawing from reserves for on-going expenses is not a viable option that would be recommended.

If it passes, the projected per pupil amount for 2025/26 would be approximately $12,940 assuming the Governor’s $325 increases are also applied.

We don’t have this number available, but information for all districts is available on the Wisconsin DPI website.

Yes there have been cuts to the AST group over the last 10 years, but in 2017 there was a reclassification of over 76 FTE from the Miscellaneous group and around 35 of those FTE were added to the AST group. The total AST count in 2015 was 127 FTE and it is 152 FTE today in 2025 including the added 35 FTE. Had those not been reclassified, you would see a 10 FTE reduction overall.

Yes, salary freezes are a consideration if the referendum fails.

About 5% of the 2024-25 total net expenditures are budgeted for Administrative, Supervisory, and Technical salaries.

Yes, we had 1 assistant principal, 10 dedicated building substitute teachers, 4 Pre-K ESPs and other direct instruction grade level classroom positions that we had used ESSER to fund previously.

The previous Jane Vernon building now holds the eSchool program (134 full time students, approximately 1,200 part-time students), the Early Learner program (145 students and 29 staff members who are either Early Learner staff or diagnosticians), and Ruth Harman Academy (425 students).

Kenosha School of Language, KUSD’s dual language program, occupies the previous Stocker Elementary building. The Even Start adult learning program is also at this building.

The seven schools without secured entrances that will undergo construction include Bose, Curtis Strange, Forest Park, Harvey, Jeffery, Lance and Whittier. These projects are currently in the planning phase.

All student opportunities could potentially be impacted.

Student progress is monitored closely and decisions are made on a student to student basis. Students struggle both behaviorally and academically and strategies are put in place to support students. There are school processes for addressing lack of progress. Retention is a rare occurrence with potentially significant negative consequences for students.

The academy has courses designed specifically for each academy. If the academies are converted to pathways, students would be accessing courses aligned with a pathway. All comprehensive students would access all courses.

Kenosha aligns itself with “like” urban districts. In comparison to the “Big Five” the rankings as reported by the 2023 State Report card are as follows:

  1. Madison
  2. Kenosha
  3. Green Bay
  4. Milwaukee
  5. Racine

If it does not pass, the Indian Trail Academies will be converted to pathways.

  • 2015 Adopted ALiCE (Alert, Lockdown, Inform, Counter Evacuate)
    • All new hires trained
    • Annual refresher training
    • School lesson plans
    • Regular drills with students and staff
  • 2018 Department of Justice School Safety Grant 1:
    • Adding shatter resistant security film on the glass at the main entrances to all elementary schools – this was a requirement in grant 1
    • Also added shatter resistant film on the glass at all entrances at middle and high schools
    • Replaced all of the camera intercoms at the main entrances to all schools to move from analog cameras to digital cameras
    • Added RAPTOR Visitor Management system
    • Added blue visual lights to hallways and large noisy spaces like cafeterias and gyms to supplement the audio alert system we had installed after Sandy Hook
    • Added gunshot detection systems that alert if a gun is fired in a school
    • Provided various training required by the grant or to support meeting the requirements of the law – threat assessment, digital threat assessment, performing physical security assessments of schools, and training associated with youth mental health.
  • 2018 Department of Justice School Safety  Grant 2:
    • This grant was larger and more open as to how districts could use the funds.
    • Installed controlled entrances at 12 schools. They were the 12 least expensive projects. 
    • Adding panic buttons in the main offices as another (faster) trigger of our active threat alert system
    • Replacing door locks on classrooms at several schools with older door locks
    • Purchasing additional two-way radios for every school
    • Upgrading the security camera system to replace the old cameras remaining in the district and adding several hundred new cameras throughout the district as well as expanding the video retention system to handle the massive increase in the number of cameras
  • Controlled entrances:
    • Prior to the 2012 Sandy Hook school shooting, KUSD had six schools with controlled entrances, which were new schools or schools that received large referendum funded additions from 2002 on.
    • After Sandy Hook, three more controlled entrances were installed with modifications in-house
    • With the 2018 grants above, 12 more controlled entrances were installed. 
    • Five schools have been updated as part of larger major maintenance projects since Sandy Hook, and one update is underway with Federal funds.
    • Seven schools remain without a controlled entrance and the cost to address this need totals more than $12.5 million.
  • Other:
    • Emergency Operations Plan that is reviewed with law enforcement
    • Law enforcement, fire and emergency management partnerships
    • Member of School Threat Assessment Coalition of Kenosha (STACK)
    • Remote intercom system allows staff to communicate with buildings in an emergency situation 
    • Card access system for staff to badge into areas safely and securely
    • Promotion of Speak Up, Speak Out anonymous tip line through the Department of Justice

No, the district would still be eligible for applicable per pupil adjustment currently at $325 per year. However, under 2017 Act 141, if a district failed to pass an operating referendum in one of the three school years prior to a given school year, and it does not subsequently succeed in passing an operating referendum, the Low Revenue Ceiling (LRC) amount to which that district is subject is frozen for three years at the amount of the applicable LRC in the year in which the referendum failed.

We cannot speculate on these changes. If anything is changed, we will review and adjust as needed.

The Governor’s official proposals have not been released yet in order for us to analyze them, however as we have seen in prior state budget cycles, most proposals never make it through the Joint Finance Committee process required to make it into the budget.

Hypothetically, we know that the Governor supports a DPI proposal to increase the reimbursement rate on special education funding from about 32% to 60%. If that would happen, that would mean around $13 MM annually for KUSD.

It is fixed. Please scroll down to use the Tax Impact Calculator to see your impact for year 1 and year 2. Your year 3, 4 and 5 impact will be the same amount as year 2.

Philanthropic support does exist and we are grateful for those partnerships, however, they are not sustainable or anywhere near the level of funding that we need for next year and beyond.

A user tax has not been considered as it is not within the scope of authority of our school board.

Questions were carefully reviewed for similar themes and, when appropriate, paraphrased to ensure clarity and efficiency. This allowed us to address as many inquiries as possible during the event while maintaining the accuracy and intent of each question.

More Questions?

We understand that our community may have questions about the referendum and why it’s necessary, and we want to answer them so you can make an informed decision on Feb. 18. If you have questions about the referendum, please submit them below.

Submit a Question

Tax Impact Estimator

Year 1 (2025-26)

The initial property tax impact of the KUSD referendum would be approximately $125 per every $100,000 of assessed property at fair market value for the 2025-26 school year. For example, a home valued at $250,000 (the average home price in the City of Kenosha) could expect to see an impact of $313 per year as compared to the current year 2024-25.

Year 2 (2026-27)

The following year, property values are projected to grow by 5.86% and we expect to be aided 16% on the additional $23 MM of spending so the property tax impact of the KUSD referendum would change to approximately $91 per every $100,000 of assessed property at fair market value for the 2026-27 school year. For example, a home valued at $264,650 (the adjusted average home price in the City of Kenosha) could then expect to see an impact of $241 per year as compared to the current year 2024-25.

Fair Market Value (Enter Value):

$

Year 1

  • Mill Rate (Tax per Thousand): $1.25
  • Estimated Annual Tax Increase:

Year 2

  • Estimated Fair Market Value:
  • Mill Rate (Tax per Thousand): $0.91
  • Estimated Annual Tax Increase:

Videos

Presentations

Information about the referendum process has been presented at board meetings. The presentations are available below.


Brochures