ANNUAL DISTRICT REPORT
Letter from the Superintendent
Dear Members of the DPS Community,
I am honored to share the 2023-24 District Annual Report. This report highlights the incredible achievements of our students and is a result of the tireless dedication of our incredible teachers, leaders, staff, students, parents and community members in pursuit of our mission of Every Learner Thrives.
This report serves as the second annual update to DPS Thrives: A Strategic Roadmap to the Denver Public Schools Experience. We are committed to achieving the goals and progress measures outlined here to ensure we are getting better at getting better and making meaningful progress toward our ultimate goal of accelerating the trajectory of our marginalized students.
Throughout the 2023-24 school year, we worked diligently to bring more alignment and coherence across the organization. We did that through directly aligning the Strategic Roadmap goals with the Ends Statements put forth to us by the Board of Education. The Ends Statements represent big picture, ambitious visions of what the Board of Education expects the district to achieve long-term. Each year, I develop Reasonable Interpretations to inform the Board of the progress we commit to achieving that school year in alignment with their Ends Statements. The 2024-25 Reasonable Interpreations will be submitted to and acknowledged by the Board of Education in October.
In order to be truly transparent, we have made some essential changes in this year’s report. We have included disaggregated data for all student groups. We have also articulated ambitious targets for what we aim to achieve next year and beyond.
In order to accomplish these ambitious goals, we are laserfocused on our Strategic Roadmap goals and the key initiatives that we believe will truly improve the Student, Adult and System Experiences. This report outlines significant accomplishments and celebrations from the 2023-24 school year as well as the goals for continuing the trajectory in the 2024-25 school year in service of Every Learner Thrives.
This annual report captures our collective vision for our students, team members and community. Thank you for your continued support and collaboration as we get better at getting better, accelerate the trajectory of our most marginalized communities and ensure Every Learner Thrives.
In Collaboration,
Dr. Alex Marrero
Denver Public Schools Superintendent
A Special Thank You to our DPS Board Members:
Dr. Carrie A. Olson
President and Board Director, District 3
Marlene De La Rosa
Vice President and Board Director, District 5
Kimberlee Sia
Treasurer and Board Director, District 1
John Youngquist
Secretary and Board Director, At Large
Scott Esserman
Board Director, At Large
Xóchitl Gaytán
Board Director, District 2
Michelle Quattlebaum
Board Director, District 4
Vision:
Mission:
Educational equity is our collective responsibility. We prepare students for career, college and life. We create conditions and partnerships where students, families and team members belong and thrive.
Shared Core Values:
Students First Integrity Equity Collaboration Accountability Fun
Accelerating the Trajectory
We have a collective responsibility to close the gap for our most underserved students.
Where We Are Now
Below is a snapshot of our district’s students, adults and system from 2023-24 and into the 2024-25 school year.
Our Students
2023-24 Student Overview & Demographics
Over 88,000 students attended DPS in 2023-24
Race/Ethnicity (All Students in the District)
Over 200 Languages are spoken by DPS students and families!
The 12 Most Widely Spoken Languages are: English, Spanish, Arabic, Amharic, Vietnamese, Somali, French, Nepali, Dari, Tigrigna, Russian and Swahili.
40.8% of Students Speak Another Language at Home (Multilingual Learners)
25.8% of Multilingual Learners Currently Receive Services
Our Adults
1,010+
4,500+ Seals of Billiteracy Earned in 2023
New Arrival K-12 students welcomed during the 202324 school year
Over 17,000 adults support our DPS students and community.
This includes charter school employees, seasonal coaches, guest/substitute teachers, etc. (Contractors are not included.)
Team Member Race/Ethnicity
Multiracial (two or more races) Asian
Native American or Alaskan Native
Native Hawaiian or Other Pacific Islander
*Roundingmaycause%tonotequal100%.Unknownandwithheldraceandethnicityisnotincluded.
Our System
Our Budget
$1,023.6M - School Budgets (e.g. salary, materials, etc. )
$266.3M - Field Supports (e.g. facilities, transportation, safety, textbooks, etc.)
$141.5M - Central School Supports and Headquarters (e.g. Family and Community Engagement, Career and College Success, Payroll, etc.)
Total Schools
*This count is of individual schools and separates 6-12 campuses into the 6-8 school and 9-12 school
School Budgets
Field Supports
Central School Supports & Headquarters
105 Traditional & 52 Innovation Schools
55 Charter Schools
Strategic Roadmap and Ends Statement
Alignment Overview
The DPS Thrives Strategic Roadmap articulates the progress we must make in shifting the DPS Experience so that Every Learner Thrives. The Strategic Roadmap consists of three Experiences: Student, Adult and System. Each Experience has three goals and three to four progress measures aligned to those goals. The Strategic Roadmap goals also align to the Ends Statements, which are the long-term objectives of the district as prescribed by the Board of Education.
DPS Ends Statements
The following sections provide a data review of each of the progress measures outlined in the Strategic Roadmap for each Experience. You will see current performance for the 2023-24 school year, previous performance and future goals for 2024-25 and beyond, as well as highlights from specific initiatives driving outcomes.
When we launched the Strategic Roadmap in the fall of 2022, we established ambitious, aspirational goals that hold us accountable to accelerating the trajectory of our marginalized students for each of our Strategic Roadmap progress measures. All of our actions are aimed at achieving our long-term aspirational goals while achieving the incremental progress expressed in the annualized Reasonable Interpretations.
Student Experience
The Student Experience calls on the district to prioritize students’ academic achievement, provide them with opportunities to identify and pursue their passions, and ensure we are supporting the whole child.
Goal #1: DPS learners of all identities, ages and abilities feel a strong sense of belonging, are emotionally supported in school and have the capacity to advocate for themselves and for justice.
Strategic Roadmap Progress Measure:
Improve Student Experience Index average by 10 percentage points. To increase the average across all students, we are accountable for closing gaps between student groups and accelerating the growth of some student groups by more than 10 percentage points.
a. Student experience index measures:
i. Student health and sense of safety
ii. Students feeling welcome and a sense of belonging
iii. Students feeling a sense of cultural and linguistic pride
iv. Student engagement
v. Student agency
vi. Student attendance
Student Experience Index (SEI): The Student Experience Index is a tool through which we monitor parts of the Student Experience, including perceptions of health and sense of safety, sense of belonging, sense of cultural and linguistic pride, engagement and agency. We also monitor student attendance and discipline. As you will see below, we exceeded all of our goals for our Student Experience Index with the exception of attendance which we fell just short of achieving.
Current Performance: Student Experience Index - Attendance
*Charter school attendance is included only for overall district attendance
Student Experience Index: Reduce Chronic Absenteeism
*Charter school attendance is included only for overall district attendance
Current Performance: Student Experience Index
Student Experience Index Information for District-managed Schools (n=28,507 students or 60% of students in district-managed schools). All student group participation exceeded 50% participation.
Future Goals: Student Experience Index
Student Group
Goal #2: Learners are on track to graduate ready for career, college and life in a post-pandemic global society, with an accelerated trajectory for marginalized students.
Strategic Roadmap Progress Measure:
Improve Grade-Level Achievement average by 10 percentage points. To increase the average across all students, we are accountable for closing gaps between student groups and accelerating the growth of some student groups by more than 10 percentage points.
Grade Level Achievement
Grade Level Achievement Goals measure our students’ proficiency on academic assessments such as READ Act, CMAS and CO P/SAT. Our goal is to increase proficiency averages by 10 percentage points and close gaps between student groups by accelerating growth by more than 10 percentage points over the course of the Strategic Roadmap.
Current Performance: READ Act
More
students are reading at grade level in kindergarten through third grade than last year!
Act Grade Level & Above
Future Goals: READ Act Grade Level and Above
Current Performance: CMAS
CMAS: Our grade level achievement targets were met for grades 3-8 mathematics for the 2022-23 school year. We were just shy of our goals for grades 3-8 literacy.
Literacy
CMAS MATH 3-8
Future Goals: CMAS
Current Performance: CO P/SAT
CO P/SAT EvidenceBased Reading and Writing (EBRW)
CO P/SAT EvidenceBased Math
Assessment Growth for CMAS, CO P/SAT, and ACCESS
In 2022-23, DPS students grew more on most state assessments compared to their peers around the state based on 2022-23 Median Growth Percentiles (MGP) (a normed measure of change in assessment scores over time). When compared to DPS MGPs in 2018-19, DPS has not returned to pre-pandemic growth rates.
*Due to the COVID alternate grade testing schedule in 2020-21, the Elementary MGPs in 2021-22 were based on only fifth graders for ELA and only fourth graders for Math. Middle school 2021-22 MGPs were based on sixth and eighth graders in English Language Arts (ELA), and only seventh graders in Math
In 2022-23, DPS’ multilingual learners showed higher growth on ACCESS (based on MGPs) compared to their peers around the
CMAS Reading and Writing
CMAS MATH
COSAT Reading and Writing
COSAT MATH
In 2023-24, the overall ACCESS MGP for DPS of 52 exceeded the State MGP of 51, meaning that multilingual learners in DPS with two or more years of testing showed higher growth than peers across the state. Further, ACCESS MGPs for Elementary students increased in comparison to last year, while MGPs for Middle, and High school students decreased slightly
A Note on CDE Growth Metrics:
The CDE calculates a measure of year-over-year change in assessment scores as a measure of student growth. Every student with scores in consecutive years is assigned a Student Growth Percentile (SGP) based on how they scored compared to all Colorado students with similar prior year scores. SGPs are then aggregated at the state, district, school, and student group levels to calculate Median Growth Percentiles (MGP) to provide a normative measure of change in assessment scores over time.
Goal #2: Learners are on track to graduate ready for career, college and life in a post-pandemic global society, with an accelerated trajectory for marginalized students.
Strategic Roadmap Progress Measure:
Improve Post-Pandemic Workforce Readiness average on each of these measures by 10 percentage points. To increase the average across all students, we are accountable for closing gaps between student groups and accelerating the growth of some student groups by more than 10 percentage points.
i. Four-year graduation rate
ii. Five-year graduation rate
iii. Students graduating with college and apprenticeship and internship credit hours
iv. Students eligible for the Seal of Biliteracy at graduation
v. Students graduating with industry certificates
Current Performance and Future Goals: Four Year Graduation Rates
Future Goals: Graduation Rates
Goal #3: DPS learners grow in and pursue their areas of passion (as athletes, artists, scholars, etc.)
Strategic Roadmap Progress Measure:
Improve participation average in passion-sustaining programming in and beyond the classroom by 10 percentage points. To increase the average across all students, we are accountable for closing gaps between student groups and accelerating the growth of some student groups by more than 10 percentage points.
a. Participation will be measured by:
i. Students receiving robust diverse programming during the school day.
ii. Students participating in enrichments and/or extracurriculars outside of the school day.
Passion-Sustaining Programming In and Beyond the Classroom
Targets for participating in passion-sustaining programming (e.g., students receiving robust diverse programming during the school day and students participating in enrichments and/or extracurriculars outside of the school day.)
*NOTE: The data for passion-sustaining programming is for District-Run schools only because Charter schools provide their own programming.
Current Performance: Career Development Experiences (Internships and Apprenticeships)
Current Performance: Rigorous Course (Advanced Placement, International Baccalaureate, Concurrent Enrollment) Enrollment
Future Goal: Match or increase 23-24 internship and apprenticeship participation and meet or exceed district representativeness.
795 students have completed an Industry Certification in the 2023-24 school year. This is more than 200 more than in the 2022-23 school year.
Athletics
Across Denver Public Schools, high school participation increased from 6,469 students to 8,726. For Middle School programming, we increased our participation from 5,155 students to 8,091.
In addition, at the high school level, our programs averaged an outstanding 3.55 GPA and 93.7% attendance.
This year we celebrate:
• Rosie Mucharsky, Denver East, 5A State Cross Country Champion
• Ashley Savell, Northfield, 4A Gymnastics State Champion on the beam
• Northfield Boys Track 4A, State Champions
• Matthew Kwong, Northfield, State Champion in 4A Boys Triple Jump
• Rosie Mucharsky, Denver East, State Champion in 5A 800m run
• Karamoko Sacko, Northfield, State Champion in 4A 110 hurdles
• Kevin Sage, CHSAA 5A Diving Coach of the Year
• Sydney Price, CHSAA 4A Basketball Coach of the Year
• George Washington 5A Speech and Debate, State Champions
Student Experience initiatives that came to life in 2023-24:
Over 5,000 students graduated in the Class of 2024, with more than 1,000 of them receiving the Seal of Biliteracy, making every one in five graduates fluent in two or more languages.
This year, 11,860 students completed Career and Technical Education courses, an increase from 10,255 students in 2022-23. This indicates students are engaging in rigorous and high-interest courses, which typically lead to increased graduation rates.
The DPS Esports program launched at 19 schools and recently held its first Esports Tournament. With three teams already competing in the Colorado High Schools Activities Association (CHSAA) State Tournament and more interest growing, we’re enthusiastic about the prospects of our growing Esports community.
Nearly 1,000 students and staff participated in this year’s Hispanic/Latine Student Alliance and Black Student Alliance Banquet and Awards. Over 400 awards were presented to recognize and celebrate the diverse identities, cultures, voices and leadership within our community.
The Culture, Equity and Leadership Team (CELT) and Activities departments collaborated to host the First Annual LGBTQ+ and Allies Student Banquet, which served approximately 200 students from 17 high schools. The day included a keynote speaker, empowerment sessions, student awards and student performances.
ADULT EXPERIENCE
Adult Experience
Goal #1: Every member of Team DPS is an educator: each member of Team DPS sees themsleves and each other as valued contributors and works together to achieve our vision of Every Learner Thrives.
Strategic Roadmap Progress Measure:
Improve Culture Vitality Index by 10 percentage points
a. Improve Culture Vitality Index by 10 percentage points:
i. Equity mindsets in employees
ii. How valued employees feel
iii. Employee perception of collaboration
iv. Employee perception of trust
v. Employee perception of support
This year, DPS established a Culture Vitality Index to measure employee perceptions of value, collaboration, trust and equitable mindsets. The goal is to improve this measure by 10 percentage points.
Current Performance and Future Goal
Current performance and goals are based on district-managed employees (n=5,874 employees, 48%.) Charter school employees are not included in this measure.
Goal #2: Our workforce reflects the diverse identities of our learners so our students and families see themsleves reflected in our schools and among our leadership.
Strategic Roadmap Progress Measure:
Continuous, positive movement toward a more reflective workforce: Over the next 12 months, the Office of Talent will work collaboratively across the district to more deeply understand what student and staff needs are for a reflective workforce and develop a clear definition. After we have a clear definition, we will identify measures and targets over the following three years (2023-26) to include:
Retention
a. Annual retention rates of staff of all identities.
b. Measures of recruitment and hiring efforts for staff with diverse identities.
c. A 10 percentage-point increase in students who report in surveys that they see themselves reflected by the adults in their schools.
By Job Type
By Demographic
Goal #3: Families of all identities participate in making decisions that affect their child’s education experience.
Strategic Roadmap Progress Measure:
Improve Family Experience Index for families of all identities by 10 percentage points
a. Family Experience Index Measures:
i. How welcomed families feel.
ii. Families being informed about their student(s)’ progress.
iii. Families’ ability to participate in decisionmaking at the district and school levels.
The Family Experience Index is designed to measure how welcomed families feel, families’ sense of their access to information about their student’s progress and families’ perceived ability to participate in decision-making at the district and school levels. This index is measured through data from the annual Your Voice/Tu Voz Survey.
Current Performance and Future Goal: Data included is for families with students in district-managed schools (n = 14,769 completes).
Family Experience Index Items
Adult Experience initiatives that came to life in 2023-24:
We hired over 200 international educators, 73 of whom are part of the recently launched International Educator Institute. This initiative provides extended onboarding, professional development, cultural transition assistance and social and emotional support to our new and current international educators.
DPS and the Denver School Leaders Association (DSLA) came to an agreement on a new three-year contract. This is a historical agreement making our leaders the most compensated in Colorado.
This year, 15 new assistant principals and one new principal participated in the Denver Lead Today program. The program is a tuition-free, alternative principal preparation program that leads to licensure, as outlined by the Colorado Department of Education.
The Ritchie Program for School Leaders is a customized program that is mentored by University of Denver faculty and DPS leaders. It aligns with the DPS LEAD Framework and allows graduates to pursue a Colorado principal license. We are proud to share that 15 Ritchies recently graduated with their principal certificates.
The Learn to Lead Denver Principal Residency cultivates future DPS principals by providing aspiring leaders with tools and skills to effect positive change in school communities. Throughout the program’s lifetime, an average of 65% of participants secured principal positions within six months to one year, and 90% secured principal positions within two years.
Starting next school year, all education support professionals will receive a minimum of $20 per hour and student employees will start at the new minimum wage of $18.29 per hour.
System Experience
Goal #1: DPS disrupts, dismantles and redesigns systems and practices for equity and excellence.
Strategic Roadmap Progress Measure:
Ten systems audited for equity.
Equity Audits
In 2023-24 two systems were identified for equity audits to ultimately dismantle systems of oppression in DPS. The superintendent commissioned ”La Raza Report” to study the experience of Latine students and staff in DPS.
“La Raza Report” emerged from a research project conducted by The Multicultural Leadership Center, LLC and examines the experiences of the Latino community in Denver Public Schools (DPS) over several decades. The report offers recommendations for improving experiences for Latino students, families and employees in DPS. The research engaged thousands of people representing all demographics within our Latino community (geographic location, primary language, socio-economic status, etc.) The researchers gathered insights from these people through a survey and focus groups.
The research identified several important themes, such as the importance of culturally responsive curricula, enhancing school resources, tackling safety issues and bullying, managing cultural dissonance and language challenges, promoting Latino leadership, incorporating Latino culture in education and boosting parental engagement.
DPS is committed to taking significant steps to enhance the academic, personal and professional experiences of its Latino community. Last year, we initiated the Latine Education Advisory Council. This year, we will establish a Latine Student Success team to address the recommendations of the report. We value partnerships involving DPS, the Latino community and external partners to create effective and equitable educational opportunities for students, families, employees and the community.
Read the full report and the executive summary at dpsk12.org/laraza.
The district has also audited our Section 504 Compliance Processes. The district completed research and created new compliance systems to improve Section 504 compliance. The district identified and addressed gaps in process that resulted in more complete formal documentation and documented provision of services. The district identified training and data resources as other gaps and addressed that by increasing summer and school year training for staff, and accountability therein, and building additional reporting tools to monitor compliance.
Goal #2: DPS provides resources and services equitably and transparently, as directed by the Strategic Roadmap and consistent with the Ends Statements set by the Board of Education.
Strategic Roadmap Progress Measure:
Implementation Measures
a. Implementation measures:
i. Budgets are aligned to the priorities named in the Strategic Roadmap.
ii. Creation of annual targets that align with the Strategic Roadmap.
iii. School-based strategic plans have connections to the Strategic Roadmap, District Annual Targets and Board Ends Statements
Implementation Measures:
The district has completed the realignment of our budget prioritization and categorization process to be aligned with both the Strategic Roadmap and Board of Education Ends Policies. Further, the work of internal alignment is further demonstrated within this report, which outlines progress toward our priorities that will ensure Every Learner Thrives.
Student Experience includes school-based budgets, pursuit of passion work, career and college success, curriculum, specialized supports for students with disabilities and multilingual learners, and student health supports.
Adult Experience budget includes resources for employees such as Office of the Ombuds, professional learning, culture, equity and leadership programs, and safety supports.
Systems Experience budget includes Climate Action work and equity work resulting from the Bailey Report and La Raza Project.
For more information on the 2024-25 school year budget, including alignment to the Board of Education Ends Statements, see the Denver Public Schools 2024-25 Proposed Budget.
Goal #3: DPS is recognized locally, regionally and nationally as a leader in practices for equity and sustainability.
Strategic Roadmap Progress Measure:
Six community hubs operating to meet community needs
Enact Climate Action Plan
Community Hubs
Since the fall of 2022, our six Community Hubs have served families across all regions throughout the city. In their second year, Community Hubs served over 3,900 families. The amount of offerings at the Community Hubs has increased by 60% this program year. Community Hubs offer services such as English as a Second Language classes, GED classes (in English and Spanish), workforce programs, Spanish classes, Medicaid, Benefits in Action, and dental care, and financial literacy classes at all hubs. Community Hubs also continue to offer citizenship preparation, early literacy courses, multilingual support for newcomer, immigrant, and refugee families, parenting classes and workshops, basic needs assistance such as food pantries, markets, and clothing boutique services, and pipelines into roles in DPS. Lastly, in collaboration with Denver Health, Community Hubs are now offering mobile health services at four Community Hubs.
On June 8, 2024, we held our second-ever GED graduation for individuals through our Community Hubs. We had 62 amazing graduates of all ages. Additionally, we celebrated the achievement of a husband and wife who earned their GED together and are proud to have supported a new arrival student as the first student with special needs in Community Hubs GED class.
Climate Action
DPS builds its first all-electric school
DPS’ new Responsive Arts and Steam Academy (RASA) is an all-electric school. The heating and kitchen equipment, which is traditionally served with natural gas, will run on electricity. This is a big win for climate action because electricity can be, and increasingly is, provided by renewable sources. Additionally, going all-electric saved DPS about $500,000 in upfront costs compared to building with natural gas infrastructure. RASA incorporates additional sustainability features including energy efficiency, heat pumps, daylighting, and mass timber roofing.
Solar carport installed at Northeast Early College
DPS and the City and County of Denver partnered to install a 309 kW solar carport and two charging stations at Northeast Early College. The solar carport will provide multiple benefits to the community including: producing clean energy, donating bill credits to DPS families who need relief on their energy bills, and providing shade. This solar carport is fully funded by the City and County of Denver’s Climate Protection Fund and supports the city’s renewable energy goals while also addressing DPS’s environmental justice goals.
Electric buses coming to town
DPS was awarded funding from the Colorado Electric School Bus Grant Program to purchase 20 electric school buses and 12 charging stations (for a total of 24 charging ports). Each electric bus is estimated to have an 82% reduction in greenhouse gas emissions annually compared to its gas-powered alternative. With these 20 electric buses, DPS is estimated to save 42 metric tons of carbon dioxide equivalent annually (source: Xcel Energy’s Fleet Electrification Advisory Program). Upon receiving the grant funding and purchasing these buses, DPS will have 8% of buses be zero “tailpipe” emissions. The Climate Action Plan 2028 goal is to have 12% of buses be zero “tailpipe” emissions.
System Experience initiatives and awards in the last year to celebrate:
Schools, teams and Community Hubs across the district came together to support our 3,500+ newcomer students through multilingual education programs, the recruitment of bilingual and newcomer teachers, reliable transportation, nutritious meals and essential learning resources.
The Black Student Success (BSS) team was formed and is now led by former Stedman Elementary principal, Michael Atkins. The BSS team will continue its work with a small cohort of schools with impactful numbers of Black students.
DPS launched “La Raza Report”, which offers thorough recommendations for improving experiences for Latino students, families and employees. Work has already begun with the Latine Student Success (LSS) team, which will be led by current Grant Ranch Elementary Principal, Dr. Patricia Hurrieta. The LSS team will strive to meet the recommendations outlined in the “La Raza Report” and amplify Latine student achievement.
DPS achieved a perfect score in the compliance category of the Colorado Department of Education’s (CDE) Special Education District Yearly Determination Report. This report evaluates how well school districts follow the rules and regulations for special education and the Individuals with Disabilities Education Act.
More than 200 DPS and charter schools in the district were part of a comprehensive safety audit. Each building assessment was incredibly detailed and included a thorough review, giving schools clear guidance on how to immediately improve their buildings’ safety.
As a result of the Colorado Electric School Bus Grant program, DPS added 20 new electric buses to our fleet for a total of 23 buses. This improved air quality and saved the district money on fuel and maintenance costs.
DPS was one of several school districts invited to attend the first-ever White House Summit for Sustainable and Healthy K-12 Buildings and Grounds. Executive Director of Sustainability, LeeAnn Kittle, was a panelist in a conversation focused on equity and justice in school facilities and infrastructure.
DPS Foundation
DPS Foundation helps ensure that investment in DPS schools is directed in the most effective, impactful and lasting way. Public funds simply are insufficient to provide the equitable education that every child deserves. That’s why, DPS Foundation leverages its unique access to the district as well as its ability to fund students across Denver at scale to be the trusted partner to mobilize the community to meaningfully support DPS in providing the best public education for every child.
The 84,000 students in DPS are our future leaders, innovators, contributors and change-makers. DPS Foundation works to also ensure that DPS educators and families have what they need so students can become societal contributors. The foundation supports student well-being and success in a variety of ways.
Initiatives DPS Foundation supports include afterschool programs, A to Z Fund Classroom Grants for Teachers, career and workforce development, and Community Hubs. DPS Foundation also supports many service days and supply drives with nearly 13,000 supplies donated and more than 320 volunteers at schools this past school year.
New this year, the foundation also supports educators with its new Educators Take Flight program, in partnership with United Airlines, that provides flight vouchers for educators to travel for professional development opportunities. This winter, DPS Foundation kicked off its first Student Grantmaking Committee where six high school students helped determine where funds for their fellow students should be directed. In response to an immediate community need, DPS Foundation also created the New Arrivals Student & Family Fund and directed nearly $455,000 to schools to support the community’s new to country students and families.
Learn more about DPS Foundation and how to get involved at dpsfoundation.org.
Updated Bond and Mill Levy Investments Promises Made, Promises Kept
View the annual bond report here or by scanning the QR code.
