---
title: "Denver Schools DPS-DSTI-AnnualReport-Final-2 (BoardBook)"
source_url: "https://meetings.boardbook.org/Documents/FileViewerOrPublic/915?file=3990455"
linked_from: "https://www.pps.net/about/portland-public-schools-information/rightsize/rightsizing-presentations"
retrieved: 2026-10-12
document_type: "PDF (meetings.boardbook.org)"
page_count: 12
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pdf_metadata_title: "Denver Schools Thrive Initiative (DSTI)"
pdf_creation_date: "D:20250917105148-06'00'"
download_url: "https://meetings.boardbook.org/Documents/DownloadPDF/3990455?org=915"
---

# Denver Schools DPS-DSTI-AnnualReport-Final-2 (BoardBook)

Unofficial text extraction of a public PPS document for accessibility and research. May contain extraction errors; consult the original at https://meetings.boardbook.org/Documents/FileViewerOrPublic/915?file=3990455.

## Page 1

Denver Schools 
Thrive Initiative 
(DSTI) 
Denver Public Schools 
Executive Limitation 18 
Annual Report 

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Denver Schools
Thrive Initiative
(DSTI)
Denver Public Schools
Executive Limitation 18
Annual Report

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## Page 2

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## Page 3

Executive Limitation 18 (EL-18) 
On Nov. 21, 2024, the Denver Public Schools Board of Education voted to approve the Superintendent’s 
recommendation to close seven schools and restructure grade levels at three more ahead of the 2025– 
26 school year. The recommendation was developed in alignment with Executive Limitation 18 (EL‑18): 
School Consolidation and Closure, which set guardrails for how the Superintendent would use data 
to inform recommendations, engage with the community, and implement closures in Denver Public 
Schools (DPS). EL-18 was adopted after earlier efforts to address declining enrollment were paused so 
DPS could rebuild the process around transparency, equity, and meaningful community input. 
In the spirit of transparency, this report outlines the District’s approach to the closures and 
restructures, the major milestones from EL‑18 adoption through implementation, and the initial data 
we have on the impacts of the closures on students, educators, schools, and district operations. 
Declining Enrollment 
Why Closing Schools Was Necessary 
Like many major cities across the country, Denver is experiencing demographic shifts caused by 
declining birth rates, reduced housing developments, and increased cost of living. These shifts have 
prompted enrollment declines in DPS. From 2019 to 2024, student enrollment dropped by 4%, with 
another 9% drop projected by 2028. These losses are concentrated in the Southwest, Northwest, and 
Central regions. 
Colorado utilizes a per‑pupil funding model, meaning funding follows individual students.  Schools 
with higher student enrollment receive more funding to pay for resources integral to the student 
experience, such as mental health resources and funding for programs like art, physical education, 
technology and music. Inversely, schools with lower enrollment receive less funding and are often 
unable to offer the same opportunities. 
During the last few years, DPS used federal pandemic relief funds (ESSER) to supplement the budgets 
of the underenrolled schools so they didn’t feel the full impact of declining resources. With ESSER 
funding ending at the end of the 2024‑2025 school year, the District was faced with the need to come 
up with a longer‑term solution to declining enrollment that maximizes resources and increases the 
percentage of students who attend a school offering a robust student experience. 
OVERVIEW 

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OVERVIEW
Executive Limitation 18 (EL-18)
On Nov. 21, 2024, the Denver Public Schools Board of Education voted to approve the Superintendent’s
recommendation to close seven schools and restructure grade levels at three more ahead of the 2025–
26 school year. The recommendation was developed in alignment with Executive Limitation 18 (EL‑18):
School Consolidation and Closure, which set guardrails for how the Superintendent would use data
to inform recommendations, engage with the community, and implement closures in Denver Public
Schools (DPS). EL-18 was adopted after earlier efforts to address declining enrollment were paused so
DPS could rebuild the process around transparency, equity, and meaningful community input.
In the spirit of transparency, this report outlines the District’s approach to the closures and
restructures, the major milestones from EL‑18 adoption through implementation, and the initial data
we have on the impacts of the closures on students, educators, schools, and district operations.
Declining Enrollment
Why Closing Schools Was Necessary
Like many major cities across the country, Denver is experiencing demographic shifts caused by
declining birth rates, reduced housing developments, and increased cost of living. These shifts have
prompted enrollment declines in DPS. From 2019 to 2024, student enrollment dropped by 4%, with
another 9% drop projected by 2028. These losses are concentrated in the Southwest, Northwest, and
Central regions.
Colorado utilizes a per‑pupil funding model, meaning funding follows individual students. Schools
with higher student enrollment receive more funding to pay for resources integral to the student
experience, such as mental health resources and funding for programs like art, physical education,
technology and music. Inversely, schools with lower enrollment receive less funding and are often
unable to offer the same opportunities.
During the last few years, DPS used federal pandemic relief funds (ESSER) to supplement the budgets
of the underenrolled schools so they didn’t feel the full impact of declining resources. With ESSER
funding ending at the end of the 2024‑2025 school year, the District was faced with the need to come
up with a longer‑term solution to declining enrollment that maximizes resources and increases the
percentage of students who attend a school offering a robust student experience.

## Page 4

APPROACH 
Value Statements 
DPS Commitments to Denver Students and Families 
Academics and Programs 
Every student attends a school 
that provides safe and welcoming 
learning environments, with 
high‑quality instruction and 
programs to meet the needs of 
every learner. 
Facilities 
All students will learn in top‑
quality school buildings. 
Enrollment Stability 
Schools will be adjusted to 
maintain steady enrollment 
aligned with Denver’s future 
population changes. 
Long-Term Support 
The district will ensure that key 
systems like transportation and 
essential services are in place to 
keep schools running smoothly 
for the long term. 
Neighborhood Schools 
Families across all Denver 
communities have access to a 
well‑resourced neighborhood 
school close to home. 

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APPROACH
Value Statements
DPS Commitments to Denver Students and Families
Academics and Programs
Neighborhood Schools
Every student attends a school
that provides safe and welcoming Families across all Denver
learning environments, with communities have access to a
high‑quality instruction and well‑resourced neighborhood
programs to meet the needs of school close to home.
every learner.
Enrollment Stability
Facilities
Schools will be adjusted to
All students will learn in top‑
maintain steady enrollment
quality school buildings.
aligned with Denver’s future
population changes.
Long-Term Support
The district will ensure that key
systems like transportation and
essential services are in place to
keep schools running smoothly
for the long term.

## Page 5

Essential Data 
Equity Guardrails 
DPS commitments to eliminating the predictability 
of outcomes based on demographic factors. 
• 
Schools with facility utilization under 65%. 
• 
Facility condition and planned upgrades. 
• 
Family choice patterns. 
• 
Proximity to other schools. 
• 
School demographics. 
• 
School enrollment trends (historic, current, future projections). 
• 
School performance. 
• 
Special programming (Bilingual programming, Center programs, Gifted & Talented). 
• 
Sub‑regional enrollment trends. 
APPROACH 
1 
2 
3 
Ensuring well‑rounded educational experiences of all students with a focus 
on meeting the needs of our diverse learners. 
Expanding access to quality programs and schools regardless of zip code. 
Financial investment to ensure high‑quality programming across our schools. 

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APPROACH
Equity Guardrails
DPS commitments to eliminating the predictability
of outcomes based on demographic factors.
Ensuring well‑rounded educational experiences of all students with a focus
1
on meeting the needs of our diverse learners.
2 Expanding access to quality programs and schools regardless of zip code.
3 Financial investment to ensure high‑quality programming across our schools.
Essential Data
• Schools with facility utilization under 65%.
• Facility condition and planned upgrades.
• Family choice patterns.
• Proximity to other schools.
• School demographics.
• School enrollment trends (historic, current, future projections).
• School performance.
• Special programming (Bilingual programming, Center programs, Gifted & Talented).
• Sub‑regional enrollment trends.

## Page 6

METHODOLOGY 
Applying Criteria 
DPS started with all schools and narrowed them 
down to schools that have been affected by 
declining enrollment. 
Elementary School Cluster Analysis 
Secondary School Cluster Analysis 
A list of 70 schools were generated that met the following criteria: 
• 
Building utilization rate is 65% or lower. 
• 
Located in a sub‑region experiencing declining enrollment. 
All DPS elementary schools were divided into 31 clusters that met the following criteria: 
• 
Travel between locations of schools avoids hazardous roads, defined by DPS transportation. 
• 
Schools are a maximum of three miles from each other. 
Of those 31, there are 11 clusters with a seat utilization rate of less than 75% AND which contain 
more than one school. These are the clusters we advanced for further consideration. 
• 
All secondary (middle and high) schools were grouped into clusters based on existing boundaries. 
This created 14 middle school clusters and 11 high school clusters. 
• 
Because there are fewer middle and high schools than elementary schools, these clusters weren’t 
subdivided further. 
• 
One single, distinct cluster of schools that crosses four zones/boundaries was advanced for 
further consideration. 
DPS then examined each cluster of schools and the holistic, collective state of the schools therein, 
and crafted reconfiguration recommendations in alignment with our Values Statements and Equity 
Guardrails. 

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METHODOLOGY
Applying Criteria
DPS started with all schools and narrowed them
down to schools that have been affected by
declining enrollment.
A list of 70 schools were generated that met the following criteria:
• Building utilization rate is 65% or lower.
• Located in a sub‑region experiencing declining enrollment.
Elementary School Cluster Analysis
All DPS elementary schools were divided into 31 clusters that met the following criteria:
• Travel between locations of schools avoids hazardous roads, defined by DPS transportation.
• Schools are a maximum of three miles from each other.
Of those 31, there are 11 clusters with a seat utilization rate of less than 75% AND which contain
more than one school. These are the clusters we advanced for further consideration.
Secondary School Cluster Analysis
• All secondary (middle and high) schools were grouped into clusters based on existing boundaries.
This created 14 middle school clusters and 11 high school clusters.
• Because there are fewer middle and high schools than elementary schools, these clusters weren’t
subdivided further.
• One single, distinct cluster of schools that crosses four zones/boundaries was advanced for
further consideration.
DPS then examined each cluster of schools and the holistic, collective state of the schools therein,
and crafted reconfiguration recommendations in alignment with our Values Statements and Equity
Guardrails.

## Page 7

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## Page 8

Policy Establishment and Interpretation 
Phase 1 
Phase 2 
Phase 3 
Regional Engagement 
Recommendation, School-Based Engagement and Vote 
• 
June 13, 2024: Board approved version 1 of Executive Limitation 18 ‑ School Consolidation and 
Closure. 
• 
Aug. 15, 2024: Board discussed and revised Executive Limitation 18 in service of clarity. 
• 
Aug. 29, 2024: Superintendent provided update on timeline associated with EL‑18. 
• 
Sept. 23 through Oct. 22, 2024: Hosted six regional meetings to discuss enrollment trends, 
implications of consolidations closures, and gather input. 
• 
Nov. 7, 2024: Superintendent shared recommendation at Board of Education Meeting. 
• 
Nov. 11-15, 2024: Board of Education Engagement. 
• 
Nov. 18-21, 2024: Superintendent Engagement. 
• 
Nov. 21, 2024: Board voted to approve recommendation. 
TIMELINE 

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TIMELINE
Phase 1
Policy Establishment and Interpretation
• June 13, 2024: Board approved version 1 of Executive Limitation 18 ‑ School Consolidation and
Closure.
• Aug. 15, 2024: Board discussed and revised Executive Limitation 18 in service of clarity.
• Aug. 29, 2024: Superintendent provided update on timeline associated with EL‑18.
Phase 2
Regional Engagement
• Sept. 23 through Oct. 22, 2024: Hosted six regional meetings to discuss enrollment trends,
implications of consolidations closures, and gather input.
Phase 3
Recommendation, School-Based Engagement and Vote
• Nov. 7, 2024: Superintendent shared recommendation at Board of Education Meeting.
• Nov. 11-15, 2024: Board of Education Engagement.
• Nov. 18-21, 2024: Superintendent Engagement.
• Nov. 21, 2024: Board voted to approve recommendation.

## Page 9

Supporting School Communities Through Change 
• 
Choice and Enrollment: 
• 
100% of families of impacted students were contacted by a representative from Choice 
and Enrollment to support transitions to new schools. Application help was also provided 
through liaisons, helplines, and exploration events. 
• 
Priority in SchoolChoice and guaranteed seats within new enrollment zones were provided. 
• 
A 98% top‑choice match rate was reported overall for the 92% of students who participated 
in SchoolChoice Round 1 in Spring 2025 or live in a boundary school. 
• 
Based on Round 1 results, 54% of students are expected to attend a higher‑rated SPF 
school, 34% attend a school with the same rating, and only 4% a school receiving a lower 
rating. The movement of 8% is undetermined. 
• 
Building Utilization: 
• 
A districtwide survey on future uses of closing buildings was conducted, and 250 responses 
were collected. ECE centers and libraries emerged as top preferences. 
• 
Community meetings were held for Castro, Palmer, and Columbian. Planning for Harrington 
and Schmitt was deferred to Fall 2025. 
• 
Community‑supported reuse plans were shared, including Summit Academy at Castro and 
ECE and library uses at Palmer. Steps to preserve school history were initiated. 
• 
Principal Support: 
• 
One‑on‑one support for principals leading transitions was provided. Regular roundtables, 
toolkits, and targeted operational guidance were made available. Stipends were provided to 
recognize added workload. 
TIMELINE 
Phase 4 
Schools Identified for Closure 
• 
Elementary Closures 
• 
Columbian Elementary 
• 
Castro Elementary 
• 
Schmitt Elementary 
• 
International Academy 
of Denver at Harrington 
• 
Palmer Elementary 
• 
Grade Level Restructures 
• 
Kunsmiller becomes 6‑12 only (remove 1‑5) 
• 
Dora Moore becomes ECE‑5 only (remove 6‑8) 
• 
DCIS Baker 6‑12 becomes DCIS Baker MS (remove 
9‑12) 
• 
Secondary Closures 
• 
West Middle School 
• 
Denver School of Innovation and Sustainable Design 

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TIMELINE
Schools Identified for Closure
• Elementary Closures • Grade Level Restructures
• Columbian Elementary • Kunsmiller becomes 6‑12 only (remove 1‑5)
• Castro Elementary • Dora Moore becomes ECE‑5 only (remove 6‑8)
• Schmitt Elementary • DCIS Baker 6‑12 becomes DCIS Baker MS (remove
9‑12)
• International Academy
of Denver at Harrington • Secondary Closures
• Palmer Elementary • West Middle School
• Denver School of Innovation and Sustainable Design
Phase 4
Supporting School Communities Through Change
• Choice and Enrollment:
• 100% of families of impacted students were contacted by a representative from Choice
and Enrollment to support transitions to new schools. Application help was also provided
through liaisons, helplines, and exploration events.
• Priority in SchoolChoice and guaranteed seats within new enrollment zones were provided.
• A 98% top‑choice match rate was reported overall for the 92% of students who participated
in SchoolChoice Round 1 in Spring 2025 or live in a boundary school.
• Based on Round 1 results, 54% of students are expected to attend a higher‑rated SPF
school, 34% attend a school with the same rating, and only 4% a school receiving a lower
rating. The movement of 8% is undetermined.
• Building Utilization:
• A districtwide survey on future uses of closing buildings was conducted, and 250 responses
were collected. ECE centers and libraries emerged as top preferences.
• Community meetings were held for Castro, Palmer, and Columbian. Planning for Harrington
and Schmitt was deferred to Fall 2025.
• Community‑supported reuse plans were shared, including Summit Academy at Castro and
ECE and library uses at Palmer. Steps to preserve school history were initiated.
• Principal Support:
• One‑on‑one support for principals leading transitions was provided. Regular roundtables,
toolkits, and targeted operational guidance were made available. Stipends were provided to
recognize added workload.

## Page 10

• 
Transportation Programming: 
• 
All existing transportation policies will apply to families impacted by the recommendation. 
Route plans for 2025‑26 were developed to align with new enrollment zones and a net 
increase of 17 bus routes was projected. 
• 
Programming Shifts: 
• 
A two‑way dual language program was added at DCIS Baker. 
• 
Montclair and Denver Green School SE offering transitional native language acquisition 
(TNLI) services. 
• 
Continuation and expansion of ECE programming at Palmer. 
• 
Reallocation of closing school ECE programs to nearby schools including Centennial, Beach 
Court, Goldrick and Swansea. 
• 
Location Determination Process and movement of center programs to ensure continuum of 
services by grade levels. 
• 
West High School will offer additional world languages of Chinese, Japanese and Lakota. 
• 
Staffing: 
• 
As of June 2025, 123 of 223 active impacted team members had secured new roles in the 
district. 
• 
All collective bargaining agreements were upheld. 
• 
Support for affected staff was provided by Human Resources including access to the 
Employee Assistance Program (EAP), resume writing assistance, and interview training. 
TIMELINE 

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TIMELINE
• Transportation Programming:
• All existing transportation policies will apply to families impacted by the recommendation.
Route plans for 2025‑26 were developed to align with new enrollment zones and a net
increase of 17 bus routes was projected.
• Programming Shifts:
• A two‑way dual language program was added at DCIS Baker.
• Montclair and Denver Green School SE offering transitional native language acquisition
(TNLI) services.
• Continuation and expansion of ECE programming at Palmer.
• Reallocation of closing school ECE programs to nearby schools including Centennial, Beach
Court, Goldrick and Swansea.
• Location Determination Process and movement of center programs to ensure continuum of
services by grade levels.
• West High School will offer additional world languages of Chinese, Japanese and Lakota.
• Staffing:
• As of June 2025, 123 of 223 active impacted team members had secured new roles in the
district.
• All collective bargaining agreements were upheld.
• Support for affected staff was provided by Human Resources including access to the
Employee Assistance Program (EAP), resume writing assistance, and interview training.

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## Page 11

• 
Bond Impacts: 
• 
Closing schools were expected to receive approximately $20 million in 2024 through bond 
funding. 
• 
Maintenance and critical facility and safety needs are still planned for the impacted school 
buildings for a total of $11.4 million. An additional funding allocation of $8.7 million for arts, 
athletics, technology and focused learning environment program FLEP) will be evaluated 
over the next several school years as determination is made on future facility use of the 
buildings. 
• 
Remaining or unallocated funds will be assessed by the 2024 Bond Oversight Committee to 
determine funding use. 
• 
Additional bond funding for schools impacted by grade level changes are expected to 
maintain the same planned 2024 bond funding. 
• 
Expected Cost Savings: 
What’s Next? 
In June 2025, the Board amended its policy to add a four-year pause on 
closing or consolidating schools for low enrollment. The pause is not an 
absolute ban: the Board or the Superintendent may still bring forward 
a proposal if there is a substantial shift in enrollment or funding, or an 
unexpected emergency. Absent those conditions, the board could take 
up another round of closures in 2029, with any approved closures taking 
effect at the end of the 2029–30 school year. 
School Description 
Amount 
Total Budget Savings
• 
School Budgets 
• 
Transportation
• 
Facilities 
• 
Food Services 
$29.9M 
Total Reinvested 
• 
School Budgets 
• 
Transportation
• 
Facility Management, Utilities 
$23.3M 
Net Savings 
$6.6M 
TIMELINE 

### Reconstructed table(s) on page 11 (from the text above; verify against the original)

| Amount |  |
|---|---|
| $29.9M |  |
| $23.3M |  |
| $6 | .6M |


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TIMELINE
• Bond Impacts:
• Closing schools were expected to receive approximately $20 million in 2024 through bond
funding.
• Maintenance and critical facility and safety needs are still planned for the impacted school
buildings for a total of $11.4 million. An additional funding allocation of $8.7 million for arts,
athletics, technology and focused learning environment program FLEP) will be evaluated
over the next several school years as determination is made on future facility use of the
buildings.
• Remaining or unallocated funds will be assessed by the 2024 Bond Oversight Committee to
determine funding use.
• Additional bond funding for schools impacted by grade level changes are expected to
maintain the same planned 2024 bond funding.
• Expected Cost Savings:
School Description Amount
Total Budget Savings $29.9M
• School Budgets
• Transportation
• Facilities
• Food Services
Total Reinvested $23.3M
• School Budgets
• Transportation
• Facility Management, Utilities
Net Savings $6.6M
What’s Next?
In June 2025, the Board amended its policy to add a four-year pause on
closing or consolidating schools for low enrollment. The pause is not an
absolute ban: the Board or the Superintendent may still bring forward
a proposal if there is a substantial shift in enrollment or funding, or an
unexpected emergency. Absent those conditions, the board could take
up another round of closures in 2029, with any approved closures taking
effect at the end of the 2029–30 school year.

## Page 12

dpsk12.org 
720‑423‑3200 
info@dpsk12.org 

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dpsk12.org
720‑423‑3200
info@dpsk12.org

[Note: this page contains a map, chart or other graphic. Only its text labels are captured above; the map's lines, shading, boundaries and imagery are not captured in text.]