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Effective

September 1, 2016 - August 31, 2017

Conroe Independent School District

Official Budget

2016-2017

3205 West Davis Conroe, Texas 77304-2098

www.conroeisd.net

Effective

September 1, 2016 - August 31, 2017


Official Budget


I s s u e d b y F i n a n c e O f f i c e

D a r r i n R i c e

C h i e f F i n a n c i a l O f f i c e r

J a n i t h S t o w e r s

B u s i n e s s & A c c o u n t i n g M a n a g e r

K a r e n G a r z a

B u s i n e s s & A c c o u n t i n g M a n a g e r

C y n d i W e s t r u p

S e n i o r A c c o u n t a n t

R a c h a e l B a t a l l a

S t a f f A c c o u n t a n t

www.conroeisd.net

Table of Contents

2016-17 Budget Introductory Section Principal Officials ............................................................................................................................ 1 Executive Summary .................................................................................................. 3 Certificate for Meritorious Budget Award ...................................................................................... 18 Certificate for Distinguished Budget Presentation Award............................................................. 19 Organizational Section Organizational Chart ..................................................................................................................... 21 Vision Statement and Strategic Goals .......................................................................................... 22 2016-2017 Strategic Plan ............................................................................................................. 23 Financial Structure and Basis of Accounting ................................................................................ 49 Classification of Revenues and Expenditures .............................................................................. 50 Significant Financial Policies and Procedures .............................................................................. 54 Budget Policies and Development Procedures ............................................................................ 57 Budget Calendar ........................................................................................................................... 59 Budget Administration and Management Process ....................................................................... 62 Financial Section Financial Overview ....................................................................................................................... 65 Combined Budget Summary ........................................................................................................ 66 Combined Property Tax Rate Calculation Worksheet .................................................................. 68 Impact of Budget on Taxpayers .................................................................................................... 69 Tax Rate Comparisons ................................................................................................................. 70 General Fund General Fund Overview ................................................................................................................ 73 Budget Summary: 2016-2017 Summary by Major Object and Function ...................................... 78 Expenditure Summary by Major Object ........................................................................................ 79 Expenditure Summary by Major Object Within Function .............................................................. 80 Major Object Summary by Campus .............................................................................................. 84 Five Year Summary of Revenues and Expenditures ................................................................... 86 General Fund Organization Summaries Organizational Summaries ........................................................................................................... 87 Organizational Overview .............................................................................................................. 88 Superintendent Goals & Objectives.............................................................................................. 92 Deputy Superintendent of Operations Goals & Objectives .......................................................... 94 Deputy Superintendent of Schools Goals & Objectives ............................................................... 96 Financial Services Goals & Objectives ......................................................................................... 98 Legal Services Goals & Objectives ............................................................................................ 100 Security Goals & Objectives ....................................................................................................... 102 Campus Budget Summary ......................................................................................................... 104 Elementary / Intermediate Schools Budget Summary ................................................................ 105 Individual Elementary / Intermediate Schools Goals & Budgets ................................................ 106 Secondary Schools Budget Summary ........................................................................................ 189 Individual Secondary Schools Goals & Budgets ........................................................................ 190 Summer School Budget Summary ............................................................................................. 224

Table of Contents (continued) Debt Service Fund Debt Service Fund Overview ...................................................................................................... 225 Five Year Summary of Revenues and Expenditures ................................................................. 227 Revenue and Expenditure Summary by Major Object ............................................................... 228 Debt Retirement Summary ......................................................................................................... 229 Bond Schedule ........................................................................................................................... 230 Debt Service Requirements Until Maturity ................................................................................. 232 Debt Service Requirements to Maturity by Issue Date............................................................... 233 Capital Projects Fund Capital Projects Fund Overview ................................................................................................. 237 Five Year Summary of Revenues and Expenditures ................................................................. 241 Revenue and Expenditure Summary by Major Object ............................................................... 242 Capital Projects Summary .......................................................................................................... 243 Capacity, Enrollment and Age by Schools ................................................................................. 246 Food Service Fund Food Service Special Revenue Fund Overview ......................................................................... 249 Goals & Objectives .................................................................................................................... 250 Five Year Summary of Revenues and Expenditures ................................................................. 251 Revenue and Expenditure Summary by Major Object ............................................................... 252 Informational Section Long-Range Financial Forecasts................................................................................................ 253 Financial Projections and Forecasts........................................................................................... 258 Impact of Budget on Taxpayers .................................................................................................. 266 Assessed and Estimated Value of Taxable Properties – Ten Year Summary ........................... 267 Property Tax Rates, Levies, and Collections – Ten Year Summary .......................................... 268 Financial Projections & Forecasts .............................................................................................. 269 Personnel Salary Proposals......................................................................................................................... 273 General Fund Schedule of Payroll Expenditures by Function .................................................... 274 Position Counts by Year ............................................................................................................. 275 Budgeted Position Counts by Division and in Total.................................................................... 276 2016-17 Hiring Schedule ............................................................................................................ 277 Staffing Formulas........................................................................................................................ 278 Performance Measures Annual Accountability Summary ................................................................................................. 283 District Accountability Summary ................................................................................................. 284 Campus Accountability Summaries ............................................................................................ 285 Department Performance ........................................................................................................... 342 SAT / ACT Results..................................................................................................................... .344 Senior Exit Survey ...................................................................................................................... 345 Additional Information Location of Campuses ................................................................................................................ 349 2016-2017 Test Dates ................................................................................................................ 350 2016-2017 School Calendar ....................................................................................................... 352 Glossary of Terms .................................................................................................................... 353

Introductory Section


Principal Officials

BOARD OF TRUSTEES

Length of TermBoard of Trustees Service Expires Occupation

Mr. John Husbands 13 Years 2016 Insurance AgentPresident

Mr. Scott Kid 4 Years 2016 Attorney1st Vice President

Mr. Datren Williams 4 Years 2016 Financial Analyst2nd Vice President

Mrs. Melanie Bush 2 Years 2018 Business OwnerSecretary

Mr. Ray Sanders 6 Years 2018 Finance CounselorImmediate Past President

Ms. Jessica Powell 4 Years 2016 Instructional TechnologyTrustee

Mr. Skeeter Hubert 2 Years 2018 Financial ServicesTrustee

ADMINISTRATIVE OFFICIALS

LengthOfficial Position of Service

Dr. Don Stockton Superintendent of Schools 30 Years

Dr. Chris Hines Deputy Superintendent of Operations 15 Years

Dr. Curtis Null Deputy Superintendent of Schools 14 Years

Mr. Darrin Rice Chief Financial Officer 27 Years

Dr. Debbie Phillips Assistant Superintendent for Elementary Education 1 Year

Mr. James Kacur Assistant Superintendent for Secondary Education 2 Years

Mrs. Carrie Galatas General Counsel 19 Years

1


2

Executive Summary Conroe Independent School District

Fiscal Year 2016-2017

Budget Information

The following document represents the financial plan for the Conroe Independent School District for the 2016-17 fiscal year. This document culminates an intensive process involving input from parents, citizens, campus and administrative staff, the Superintendent and the Board of Trustees. This budget provides the financial resources necessary to maintain our existing facilities, and provide the necessary funds to operate our fifty-five existing campuses. This budget document and the year-end Comprehensive Annual Financial Report (CAFR) are the primary vehicles used to present the financial plan and the results of operations of the District. This document was prepared in the format necessary to meet the requirements of the Association of School Business Officials International (ASBO) Meritorious Budget Award Program and the Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award Program. ASBO and GFOA presented their Budget Presentation Awards to the Conroe Independent School District for its annual budget for the fiscal year beginning September 1, 2015. In order to receive these awards, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. These awards are valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to ASBO and GFOA to determine its eligibility for another award. However, the primary purpose of this document is to provide timely and useful information concerning the past, current, and projected financial status of the District in order to facilitate financial decisions that support the educational goals of the District.

Budget Overview & Highlights Federal, state and local guidelines guide the budget development process. The annually adopted budget includes the General, Debt Service, Capital Projects and Food Service. Total expenditures for all funds are 746,317,966. This plan provides the resources necessary for reaching the goals established in the District’s improvement plan.

Projected Budget Percent

2015-16 2016-17 Change

General Fund 426,229,201$ 447,580,555$ 5.01%

Debt Service Fund 84,233,299 88,077,713 4.56%

Capital Projects Fund 88,672,280 192,659,698 117.27%

Food Service Fund 19,287,501 18,000,000 -6.68%

Total 618,422,281$ 746,317,966$ 20.68%

Total Expenditures by Fund Comparison

3

Executive Summary (continued) As one of the largest employers in Houston’s northern suburbs, Conroe Independent School District has approximately 6,083 full time employees. The chart below will illustrate the changes in staffing levels proposed for 2016-17. In the past 5 years the district has added an additional 685 employees to meet student needs, maintain state and local class sizes, and provide a level of support for the various departments. The majority of the 685 added FTE’s occurred in the teacher category as a result of student growth.

Actual Actual Actual Projected Budgeted

Position 12-13 13-14 14-15 15-16 16-17

Administrators 174.0 179.0 185.0 186.0 190.0

Counselors 147.1 149.6 161.6 161.6 164.6

Librarians 57.0 59.0 61.0 61.0 62.0

Manual Trades 858.0 891.0 910.5 925.5 943.5

Nurses 54.2 56.2 59.2 60.2 61.2

Paraprofessionals/Aides 823.5 863.5 886.0 896.5 916.5

Professionals 76.0 86.9 99.9 107.4 111.4

Psych/OTPT Services - Paraprofessional 3.0 3.0 3.0 3.0 3.0

Psych/OTPT Services - Professionals 19.0 19.0 19.0 19.0 19.0

Special Ed - Paraprofessional 20.0 21.0 21.0 29.0 39.0

Special Ed - Professionals 21.8 22.8 22.8 22.8 24.8

Support Personnel 87.0 94.0 95.0 98.0 100.0

Teachers 3,057.1 3,157.6 3,264.1 3,358.6 3,447.6

Totals 5,397.7 5,602.6 5,788.1 5,928.6 6,082.6

Percentage Change 2.05% 3.80% 3.31% 2.43% 2.60%


Position Counts by Year

(General Fund only)

The District has experienced significant increases in enrollment over the last ten years of 1200-1600 students per year. This trend is expected to continue into the foreseeable future.

35,000

40,000

45,000

50,000

55,000

60,000

65,000

07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17

Enrollment Trend

A brief summary of each fund follows. Additional detailed information is included in the remainder of this document.

4

Executive Summary (continued)

General Fund

Revenues General Fund revenues are budgeted to decrease $21,269,667, or 4.5% under 2015-16 projected revenue. The following table provides a comparison of revenues by source for the current year (projected) and the 2016-17-budget year.


2015-16 2016-17 Change

Local Sources 314,016,139$ 325,498,681$ 3.66%

State sources 156,422,214 127,846,130 -18.27%

Federal sources 4,176,125 - -100.00%

Total 474,614,478$ 453,344,811$ -4.48%

General Fund Revenue Sources Comparison

The decrease in State revenue is due primarily to the Robin Hood effect in the funding formulas. As the district’s property values increase, the state recaptures that increase in value by decreasing funding proportionately in the following fiscal year. A portion of the recapture was offset by student enrollment growth. The federal revenue that the District receives is based on Medicaid reimbursement application and is subject to federal regulations, therefore the District does not include this as budgeted revenue. The District will continue to apply for this funding. For the 2016-76 fiscal year, approximately 28% of the General Fund expenditures will be funded through state contributions. The remaining 72% will be funded locally.

28%

72%

General Fund2016-17 Revenue Budget

State Revenue

Local Revenue

5


The Texas Legislature meets biennially unless the Governor requests a special session. Senate

Bill 1 (S.B.1) was passed by the 84th Regular Session of the Texas Legislature. S.B. 1 authorized

an increase of $1.5 billion in funding for enrollment growth over the biennium, to the formulas

used to calculate Foundation School Program funding for Texas school districts. For additional

information on the State of Texas budget visit this website. http://www.lbb.state.tx.us/. Although

the actual calculations for state funding are rather complicated, the basic calculations are as

follows:

The Tier I component of school funding represents the cost of providing basic educational services for students in the district. A school district’s entitlement in Tier 1 is determined by the various types of students that attend school in the district and the size of the district. Districts are entitled to a certain amount of revenue for each student, with those that are more expensive to educate generating more money through a series of “weights.” The total cost is divided between the state and the school district, with the district’s share determined by applying the district’s compressed maintenance and operations (M&O) tax rate (2005 adopted maintenance and operations [M&O] rate multiplied by 0.6667) to its taxable value, and the state paying the remaining portion. The district’s share remains the same regardless of how many additional students there are or what the total cost is, and property wealthy districts pay a larger percentage of their total entitlement than less wealthy districts. S.B. 1 increased the basic allotment to $5,140.

In Tier II, the state will subsidize tax receipts as needed to produce a guaranteed level of revenue per student per penny of property tax levy. The guaranteed yield program provides funds for educational services beyond the basic programs financed through Tier I. The first level of Tier II was collapsed into the basic allotment so that the guaranteed yield for enrichment is paid on the tax effort that exceeds the compressed rate. The Tier II, Level II yield per student in weighted average daily attendance (WADA) was increased to $77.53 for 2016-2017.

In addition to the funds received under Tier I and II, the District recognizes as revenue the amounts contributed by the State of Texas to the Teacher Retirement System (TRS) on behalf of the District’s employees. This amount is also recognized as an expenditure. The State contributed 6.8 of all employees’ eligible gross earnings except for those District employees subject to statutory minimum requirements and those employees being paid from and participating in federally funded programs. The statutory minimum requirements (locally funded portion) are based on the State teacher schedule and then adjusted based on local tax rates. After determining the necessary level of expenditures to meet District educational goals and facility requirements and estimating State aid utilizing the above funding formula, the tax rate necessary to fund remaining expenditures is calculated. This calculation is based on estimated property values, after giving consideration to exemptions, including the homestead exemption.

$- $5,000,000,000

$10,000,000,000 $15,000,000,000 $20,000,000,000 $25,000,000,000 $30,000,000,000 $35,000,000,000

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

Tax Base Trend

`

6

Executive Summary (continued) Expenditures

General Fund expenditures are budgeted to increase $21,351,354 or 5.0% over 2015-16 projected expenditures. The following table provides a comparison of expenditures by object for the current year (projected) and the 2016-17 budget year:


2015-16 2016-17 Change

Payroll cost 379,612,244$ 398,566,754$ 4.99%

Purchased services 23,555,684 23,543,236 -0.05%

Supplies 16,564,733 19,056,675 15.04%

Other operating 4,517,653 5,890,890 30.40%

Capital outlay 1,978,887 523,000 -73.57%

Total 426,229,201$ 447,580,555$ 5.01%

General Fund Expenditures by Object Comparison

Since the education of students is a labor-intensive process, payroll expenditures, including benefits comprise approximately 89.06% of the General Fund expenditures. Budgeted expenditures for salaries are determined in accordance with established staffing guidelines that are based on projected student enrollment at each individual campus.

89.06%

5.26%4.26%

1.32%

0.12%

General Fund Expenditures by Major Object

Payroll Cost

Purchase & cont. serv.

Supplies and materials

Other operating expend

Capital outlay

7

Executive Summary (continued) The following graph depicts the District’s budget emphasis on curriculum and instruction while continuing to control and monitor administrative expenditures.

84%

1%

2%

13% General Fund Expenditures by Major Function

Instruction

Instructional administration

General administration

Plant maintenance &operations

Debt Service Fund Debt Service fund revenue is budgeted to increase $6,461,204 or 8.85% over 2015-2016 projected revenue. The following table provides a comparison of revenues by source for the current year (projected) and the 2016-2017 budget year:


2015-16 2016-17 Change

Local Sources $71,447,109 77,915,916$ 9.05%

State Sources 1,555,365 1,547,762 -0.49%

Total 73,002,474$ 79,463,678$ 8.85%

Debt Service Fund Revenue Sources Comparison

Debt Service Fund expenditures are budgeted at $88,077,713, an increase of $3,844,414 or 4.56% over 2015-2016 projected expenditures.

8


Capital Projects Fund

The Capital Projects fund accounts, on a project basis, for projects financed by the proceeds from bond issues, or for capital projects otherwise mandated to be accounted for in this fund. The capital projects fund utilizes the modified accrual basis of accounting. Capital Projects fund expenditures are budgeted to increase $103,987,418 or 117% from 2015-2016 projected expenditures. This increase is a result of planned expenditures to continue approved projects from the 2015 bond referendum.

- 25,000,000 50,000,000 75,000,000

100,000,000 125,000,000 150,000,000 175,000,000 200,000,000

2012-13 2013-14 2014-15 2015-16 2016-17

Expenditures

Food Service Fund

Food Service fund revenue is budgeted to decrease $1,090,892 or approximately 5.7% less than the 2015-2016 projected revenue. The following table provides a comparison of revenues by source for the current year projected and the 2016-17 budget year.


2015-16 2016-17 Change

Local Source 7,287,364$ 7,705,214$ 5.73%

State Source 93,793 - -100.00%

Federal sources 11,709,735 10,294,786 -12.08%

Total 19,090,892$ 18,000,000$ -5.71%

Food Service Fund Revenue Sources Comparison

Federal revenue in the Food Service Fund is received from the U. S. Department of Agriculture under the National School Lunch Program, the School Breakfast Program and the Food Distribution Program. Food Service fund expenditures are budgeted at $18,000,000, a decrease of $1,287,501 or 6.6% less than 2015-2016 projected expenditures. The vast majority of the expenditures in the food service program are for labor and food costs. It is recommended that the fund balance for Food Service not exceed approximately three months of average food service operation expenditures. The current fund balance is projected at $2,431,806 which is within these guidelines. These balances must be used exclusively for allowable child nutrition program purposes.

9


Long Range Financial Forecasts

General Fund & Debt Service Fund The general and debt service funds have two primary sources of revenue, tax collections and state funding. Expenditures in the general fund are allocated primarily to personnel while expenditures incurred in the debt service fund are for the payment of bond principal and interest. Many factors are taken into consideration when developing long range forecasts including enrollment projections, taxable value estimates, State aid estimates, legislative changes, and economic conditions that may impact the district.

Budgeted Projected Projected Projected

2016-17 2017-18 2018-19 2019-20

Total Revenue 453,344,811$ 459,192,294$ 466,330,063$ 476,506,240

Total Expenditures (447,580,555) (464,720,041) (482,289,630) (500,542,219)

Other Uses - - - -

Change in Fund Balance 5,764,256$ (5,527,747)$ (15,959,568)$ (24,035,979)$

Fund Balance - Beg of Year 126,772,869$ 132,537,125$ 127,009,378$ 111,049,810$

Fund Balance - End of Year 132,537,125$ 127,009,378$ 111,049,810$ 87,013,831$

Budgeted Projected Projected Projected

2016-17 2017-18 2018-19 2019-20

Total Revenue 79,463,678$ 83,955,460 88,010,888$ 91,073,920

Total Expenditures (88,077,713) (88,073,213) (88,073,194) (88,079,875)

Other Uses - - - -

Change in Fund Balance (8,614,035)$ (4,117,753)$ (62,306)$ 2,994,045$

Fund Balance - Beg of Year 32,997,945$ 24,383,910$ 20,266,157$ 20,203,851$

Fund Balance - End of Year 24,383,910$ 20,266,157$ 20,203,851$ 23,197,896$

General Fund

Debt Service Fund

10


Tax Rate Impact

The District’s tax rate consists of two separate components — maintenance and operations rate (General Fund) and a debt service rate. The overall 2016-17 combined rate will remain at $1.28 due to the factors discussed above. Taxes are calculated by dividing the assessed property value (less the homestead exemption amount, if applicable) by 100 and multiplying by the tax rate. The Montgomery County Appraisal District determines property values.

0.80

1.00

1.20

1.40

1.60

1.80

Co

mb

ine

d T

ax

Ra

te

Fiscal Year

Tax Rate History

Debt Service Maintenance & Operations

Budget Process and Significant Changes The State, the TEA, and the local district formulate legal requirements for school district budgets. These requirements are stipulated in detail within the subsequent sections of this document. The budget process begins in December of each year with the preparation of the budget calendar and enrollment projections. These enrollment forecasts are used extensively during the budget development stage to determine campus allotments and staffing allocations. In order to decentralize the budget process, site-based decision making teams, working under the direction of each campus principal, contribute extensively to campus budget decisions. Each campus receives a basic allotment per student to be used for supplies, materials, equipment, staff development and other appropriate instructional costs. The basic allotment to campuses for the 2016-17 budget year has remained the same as the prior year. The site-based decision making teams make decisions concerning utilization of this allocation. Budgets for non-campus units are developed by department heads and reviewed by the Superintendent and the Chief Financial Officer. Established staffing guidelines are utilized to develop payroll budgets. Personnel units are allocated to each campus based on student enrollment following state mandated ratios as applicable. Non-campus personnel units are evaluated at each departmental budget. Additional personnel units are evaluated each year and after extensive review and analysis, recommendations are presented to the Board of Trustees. Following this development process, consolidated budgetary information is presented to the Board of Trustees in workshops and regular meetings.

11

Executive Summary (continued) This information is summarized in this draft document and line item detail is provided, as requested, through written and oral supporting information.

Encumbrance accounting is utilized in all funds. Encumbrances for goods or purchased services are documented by purchase orders or contracts. Under Texas law, General Fund appropriations lapse each August 31, and encumbrances outstanding at that time are to be either canceled or appropriately provided for in the subsequent year's budget. Significant Changes The budget development process has not significantly changed for the 2016-17 fiscal year. One of the priorities when developing the budget for 2016-17 was managing the increased property tax revenue as a result of continued growth in assessed values. While we will benefit from the tax revenue growth in this year our focus was on planning for future reductions in funding from the state due to the increased property values.

District Profile

Residents of the District elect a seven-member Board of Trustees (the Board), each of whom serves for three years. Monthly meetings of the Board are posted and advertised as prescribed under state laws so that the Board may fulfill its charge to the students, parents, staff, and taxpayers of the District. Special meetings or study sessions are scheduled as needed. The Board has final control over all school matters except as limited by state law. The District’s vision of where it is headed is the culmination of months of study, collective thought, and thoughtful activities by all constituent groups in the District. 2016: A Vision for CISD

CISD is a learning community united in its commitment to ensuring all students graduate with confidence and competence. The schools and communities work together to provide performance

standards which can be applied to the real world. This is achieved through the implementation of quality in instruction, operations, and leadership.

Conroe ISD has developed a District Improvement Plan as well as Campus Improvement Plans based on comprehensive needs assessments. These plans guide the District and Campus Level Planning and Decision Making Committees in determining specific strategies which will strengthen the attainment of the District's vision. District and campus goals include:

Student achievement & post-secondary success;

Fiscal responsibility;

Recruitment, development & retention of staff;

Parents & community;

Safe schools;

Technology;

Communication; The annual budget serves as the foundation for the District’s financial planning and control. The District maintains budgetary controls throughout all of its financial systems. The objective of these controls is to ensure compliance with legal provisions embodied in the annually appropriated budget approved by the Board of Trustees. Activities of the general fund, special revenue funds, debt service fund and capital projects funds are included in the annually appropriated budget. The level of budgetary control (the level at which expenditures cannot legally exceed the appropriated amount) is established by function within each individual fund. The District also maintains an encumbrance accounting system as one technique of

12

Executive Summary (continued) accomplishing budgetary control. Although encumbered amounts lapse at year-end, they are generally re-appropriated as part of the next year's budget through a Board-adopted budget amendment.

Factors Affecting Financial Condition The information presented in the budget is perhaps best understood when it is considered within the broader perspective of the specific environment in which the District operates. Located just north of Houston, Texas in Montgomery County, serving the communities of Conroe, The Woodlands, Oak Ridge North, Shenandoah, and Cut ‘n Shoot, the District’s boundaries encompass approximately 348 square miles in Montgomery County and is a dynamic factor in the quality of life and economic development efforts of the area. Residential properties account for approximately 68.2% of net taxable AV, followed by commercial and industrial properties, which account for nearly 16.8% of net taxable AV. While the oil-and-gas industry and mineral production have a substantial presence in the regional economy, these activities make up a minimal amount of the tax base. Furthermore, the district is bisected by the Houston-Dallas Freeway (Interstate 45), U.S. Highway 75, and state highways 105 and 242. These highways connect residents with employment opportunities in the rapidly expanding Houston MSA, which we consider broad and diverse. Therefore, district population growth remains strong. Likewise, there has been substantial AV growth within the district as market values have continued to increase. The following table provides information on the district’s top ten taxpayers and employers.

Total Assessed Top Ten Employers Employee Count

Anadarko Realty Co 387,528,750$ Conroe Independent School District 7209

Entergy Texas Inc 151,851,510$ Anadarko Petroleum Corporation 3867

McKesson Corporation 114,631,703$ Memorial Hermann The Woodlands Hospital 2001

The Woodlands Mall 110,787,296$ Montgomery County 1998

HL Champion Holding Company LLC 102,285,920$ ExxonMobil 1900

Wal-Mart 101,216,233$ Hewitt Associates 1800

Woodlands Land Dev 101,121,777$ CHI St. Luke's Health The Woodlands 1510

IMI Market Street LLC 89,596,510$ Conroe Regional Medical Center 1300

Ball Metal Container Corp 87,566,965$ CB & I 1008

CLPF Waterway Plaza LLC 77,479,560$ Hunstman Company LLC 894

Top Ten Tax Payers

Conroe Independent School District is the 13th largest district in the State and the 70th largest in the United States, serving over 59,000 students at 60 campuses. The Conroe Independent School District is among the fastest growing school districts in the state with a growth of approximately 1,200-1,600 additional students each year (which represents 2.3 % of the total 59,639 student population), and is projected to surpass an enrollment of 71,000 students by the year 2025. Conroe ISD covers almost one-third of Montgomery County, which is the 7th fastest growing county in the United States according to recent Census Bureau estimates. Employment Trends & Economy Unlike most of the State and nation, unemployment has remained fairly stable or has declined in both Conroe and Montgomery County over the past several years. The predominantly residential district is in one of the fastest-growing counties in the state. The district is experiencing healthy tax base expansion. The district's underlying economy continues to experience significant growth, spurred by new residential and commercial development, particularly along the I-45 corridor. About 5,000 acres of land are in various stages of master planning or construction, which should add thousands of new residences over the next several years and could significantly affect district AV and enrollment. The relocation of several major and large corporate office to The Woodlands and South Montgomery County – Anadarko, McKesson, Hewitt & Associates, Denbury Onshore

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Executive Summary (continued) LLC, Exxon Mobile etc. has had a positive impact on the tax base, while also bringing an influx of families and potential students to Montgomery Country and the schools of Conroe ISD. The chart below displays comparative employment statistics for the county, state and country.

Montgomery County

Year Personal Per Capita Percent Percent Percent

Ended Civilian Total Incomeª Personalª Unemployed Unemployed Unemployed

August 31 Labor Force Employment (In Thousands) Income County State U.S.

2007 198,773 191,405 17,562,064 42,704 3.7 4.1 4.6

2008 205,721 196,369 19,234,503 46,302 4.5 5.1 6.1

2009 210,934 194,632 20,366,481 45,490 7.7 8.1 9.6

2010 220,539 203,453 20,753,439 45,184 7.7 8.4 9.5

2011 227,955 210,846 22,882,899 48,508 7.5 8.4 9.1

2012 237,435 222,574 24,638,680 50,796 6.3 7.0 8.2

2013 244,071 231,189 26,549,916 53,192 5.3 6.3 7.3

2014 253,103 241,166 29,982,523 55,849 4.7 5.5 6.3

2015 250,993 240,362 29,982,523 55,849 4.2 4.4 5.2

2016 259,617 245,412 29,982,523 55,849 5.5 5.0 5.0

ª Personal & per capita income information is only available through 2014 therefore the same income was used through 2016

Labor Market Statistics

With strong collaborative ties with the chambers of commerce and the business community, with the other local governmental entities in the area and with the Lone Star College System, CISD is making new inroads in building support and targeting resources to achieve the greatest impact for all of our students. The financial, cultural, educational and recreational climate of the area is a testimony to the collective leadership and to the communities’ progressive attitude toward responsible growth and their vision of the future.

Major Indicators In looking at the most common indicators of quality in a school system, the following are examples of what is going on in the District: Test Scores In 2011-12 the TAKS test was replaced by a new standardized test called the State of Texas Assessment of Academic Readiness (STAAR). The district received a “Met Standard” accountability rating on the 2016 Accountability Summary. The district performed above state standards on all four Performance Indexes which include Student Achievement, Student Progress, Closing Performance Gaps and Postsecondary Readiness. In addition, the district met standard on all required safeguards which include Performance Rates, Participation Rates, Graduation Rates & Federal Limits on Alternative Assessments. Scholastic Aptitude Test (SAT) scores have also risen over the last several years and are above the national averages even when a higher percentage of District students take the test than their peers across the nation. In 2016 Conroe ISD continues to test a high number of students on the SAT (2,165) and ACT (1,606).

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Executive Summary (continued) Attendance Rate - Despite the rapid growth in the District and the problems facing families today, the attendance rate (96.3%) in the District remains high. Completion Rate - The District’s completion rate is 99.4% and is well above the State average, meaning more students are finishing high school and are entering college or the work force. Parental/Student Attitude - Eighty-eight percent of parents responding to a survey conducted by an outside polling company said they believe their children are receiving a quality education in the District. In a survey used to audit the District’s curriculum areas, students revealed that they, too, believe they are receiving a quality education.

Public Support - The 2015 Bond Referendum passed with a positive vote in every geographic area of the District. Patrons continue to be extremely supportive of the District’s efforts. The bond referendum includes the construction of new schools and classroom additions to accommodate student growth, improvements to aged buildings to sustain capacity, funding for robotics and Career and Technical Education facilities, and the continuation of safety and security upgrades. Other Information The District received its Financial Integrity Rating System of Texas (FIRST) score from the Texas Education Agency for fiscal year 2014-2015 and the District scored the highest rating attainable - “Superior”. Conroe ISD received the highest recognition for transparency from the Texas Comptroller of Public Accounts for seven years in a row. Conroe ISD was selected by the Educational Results Partnership (ERP) and the Institute for Productivity in Education (IPE) as one of nine public school districts in Texas to receive the title of 2015 Honor Roll District.

Conroe ISD has earned a 5‐Star Rating by the 2016 Texas Smart Schools. Conroe ISD is one of

only 3 ISD’s to receive a 5‐Star rating for all six years.

Conroe ISD received a 1.1 rating from the Education Resource Group (ERG) for high academic performance by students and efficiency in spending. The District is 1 of 10 school districts in Texas to receive this top ranking.

Key Factors and Summary Challenges The most significant challenge presented in forming the Conroe ISD budget is the continual increase in student enrollment of 1200-1600 per year. The continued increase of enrollment requires additional financial resources to fund areas such as, campus personnel, support staff, instructional facilities, equipment, and supplies. In addition to the recurring required increases that are necessary in every budget year, the opening of new campuses provides significant challenges. With these new costs the district has increased the 2016-17 General Fund budget by $21,351,354 or 5.0% over the projected expenditures for 2015-16. Payroll costs account for the largest portion of the increase at $18.9 million or 89% of the total budget increase.

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Executive Summary (continued) The District feels certain that even with these challenges the District will be able to maintain a constant and stable fund balance in the General Fund. Each section of this report will show how the challenges that face the District can be met due to the following factors.

Continued growth of the tax base (averaging 8.2% over past 10 yrs.)

Ability to raise the tax rate if necessary

State Funding being based on student attendance

Voter support for Bond Referendums Funding Sources

The General and Debt Service funds receive funding from two major sources: tax revenues and state funding. The District receives approximately 72% of its revenues from local sources. Although the District’s student population is growing, the District tax base is growing at an even faster rate. With the growth in the District’s tax base, the District is able to provide adequate funding to cover the increased cost due to student growth, and provide resources necessary for reaching the goals established by the District. The Capital Projects Fund receives its funding from the proceeds from the sale of bonds. These bonds are approved through bond referendums that are approved by the voters in Conroe ISD. The last bond referendum was approved in 2015 in the amount of $487,000,000. The Food Service Special Revenue Fund has two major sources of revenue, national school lunch and breakfast program and user fees –i.e. student payments for meals. The national school program accounts for approximately (57%) of the budget and user fees generate (43%). The 2016-17 budget was developed according to goals and directions established by the Board of Trustees and the Superintendent. These goals are evident in all areas of the budget as resources are allocated as necessary to meet the established criteria. Acknowledgments - We would like to express appreciation to the Board of Trustees for concern in providing fiscal accountability to the patrons of our District and for its leadership in the development of one of the best educational operations within the State of Texas. Many hours have been devoted to this District by teachers, principals and administrators, and thanks is extended to the entire Conroe Independent School District Team who have worked so hard to provide a high-quality, cost-efficient education to the students we serve. Additionally, the preparation of this report was accomplished through much time and effort on the part of the District’s Finance Department and special appreciation is expressed to them.

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This Meritorious Budget Award is presented to

CONROE INDEPENDENT SCHOOL DISTRICT

For excellence in the preparation and issuance of its budget for the Fiscal Year 2015-2016.

The budget adheres to the principles and standards of ASBO International’s Meritorious Budget Award criteria.

Mark C. Pepera, MBA, RSBO, SFO John D. Musso, CAE, RSBA President Executive Director

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Organization Section

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CTE

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Early Childhood/Language Arts PK-6

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Health & Physical Education

Social Studies/ROTC/Junior Achievement

Science

Student Support Services

Special Education

Special Education

Lead Nurse

Special Education

Bilingual/ESL

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Dyslexia

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Vision Statement

Conroe Independent School District is a learning community united in its commitment to ensuring all students graduate with confidence and competence. The schools and communities work together to provide performance standards which can be applied to the real world. This is achieved through the implementation of quality in instruction, operations, and leadership.

Strategic Goals

1. Student Achievement and Post-secondary SuccessCISD will maintain rigorous standards of achievement to prepare all students for graduationand post-secondary success.

2. Fiscal ResponsibilityCISD will maintain efficient and effective fiscal management of resources and operations tomaximize learning for all students.

3. Recruitment, Development, and Retention of StaffCISD will employ, develop, and retain highly qualified staff to maximize learning for allstudents.

4. Parents and CommunityCISD will work jointly with parents and the community to maximize learning for all studentsthrough collaborative partnerships and unity of purpose.

5. Safe SchoolsCISD will strive to ensure a safe and orderly environment conducive to learning for allstudents and staff.

6. TechnologyCISD will provide technology infrastructure, tools, and solutions to meet the administrativerequirements of the district and to maximize learning for all students.

7. CommunicationCISD will promote and enhance two-way communication among our staff and our communityto maximize the success of all students.

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Conroe Independent School District 2016-2017 Strategic Plan

Overview

Conroe Independent School District has developed a District plan that serves to guide District and campus staff in

the attainment of the District’s vision and goals through a continuous cycle of improvement. This plan

encompasses the goals of the District, the annual performance objectives, the improvement strategies to achieve

each objective, the project manager(s) responsible for the oversight of each strategy, a timeline for ongoing

monitoring of the strategies, the resources needed to implement the identified strategies, the formative evaluation

of each strategy, and the summative indicator for each performance objective.

As part of the continuous improvement cycle, a comprehensive performance evaluation is conducted annually to

study multiple types of data on student performance and targeted outcomes, to analyze trends and patterns within

and across the data, and to identify causal factors. The results of the Annual Performance Report are used in the

development of the annual performance objectives and strategies that will ensure the attainment of the District’s

goals.

Student performance data on the State of Texas Assessment of Academic Readiness (STAAR) and additional

information from the Texas Accountability System, the Performance Based Monitoring System (PBMAS), and INOVA

provided the preponderance of data for the annual District performance evaluation. Other sources of information

include the input of parents, community, business leaders, administrators and teachers through the District-Level

Planning and Decision-Making Committee, the PTO and PTA Presidents’ Council, the campus principals and

teachers, the curriculum and instruction teams, and the superintendent’s cabinet. A comprehensive demographic

study conducted by Population and Survey Analysts (PASA) also provided strategic planning information for our

student enrollment projections.

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District Improvement Plan 2016-2017

Rating: Met Standard

Goal 1: Student Achievement and Post-Secondary Success Conroe ISD will maintain rigorous standards of achievement to prepare all students for graduation and post-secondary success. Master Rigorous Academic Standards

Index 1: Student Achievement All subjects; all students meet STAAR satisfactory standard. Index 2: Student Progress Reading and Math; all students, 7 racial/ethnic groups, ELL, Sp Ed; weighted progress. Campus Academic Achievement Distinction Designation (AADD) indicator in Reading/ELA, Writing, Math, Science, and

Social Studies. K-8: Based on performance in top quartile for 50% of measures; HS: Based on performance in top quartile for 33% of measures

Campus Greater than Expected Growth (AADD Indicator) in Reading and Math Campus Top 25% Distinction, Top 25% of campus comparison group in Student Progress for Index 2

Close the Performance Gap Index 3: Closing Performance Gaps All subjects; eco dis and up to two of the lowest performing racial/ethnic group(s)

from the previous year; weighted performance rate (Level II and Level III) Campus Top 25% Distinction: Top 25% of campus comparison group in Closing Performance Gaps on Index 3

Successful Completion of High School Index 4: Postsecondary Readiness 4-year/5-year Graduation Rate (or annual dropout rate, if no graduation rate), all

students, 7 racial/ethnic groups, ELL, Sp Ed; RHSP/DAP annual rate, all students, 7 racial/ethnic groups; SAT/ACT, AP Algebra 1; STAAR % met final level II standard on two or more tests, all students, 7 race/ethnic groups, combined over all subject areas; Post-Secondary Indicator Score.

District Postsecondary Readiness Distinction

GOAL 1: STUDENT ACHIEVEMENT AND POST-SECONDARY SUCCESS

MASTER RIGOROUS ACADEMIC STANDARDS - Index1: STUDENT ACHIEVEMENT, Index 2: STUDENT PROGRESS CLOSE THE ACHIEVEMENT GAP and INDEX 3: CLOSING PERFORMANCE GAPS

Core Analysis CISD Curriculum & Best Practices

Conroe ISD disaggregates and analyzes performance on Texas Statewide Assessments (STAAR, TELPAS, PBMAS): by content, grade, campus (all students), student groups (African American, American Indian, Asian, Hispanic, White, two or More Races, Economically Disadvantaged, ELLs, and Students with Disabilities), and by program (Special Education, Bilingual or ESL, Gifted and Talented, Migrant, CTE, Dyslexia) to determine target areas of improvement. Conroe ISD implements the CISD Curriculum, which is aligned with the TEKS and has integrated the English Language Proficiency Standards (ELPS), College and Career Readiness Standards (CCRS), and the Technology Applications TEKS for grades K-12. The curriculum establishes rigorous standards through the depth and complexity of the content, processes, and assessment.

The Reading/ELA curriculum, CISD Reads, is a balanced literacy model that includes the instructional components of phonemic awareness, phonics, semantics and syntax, reading /thinking together, shared reading, guided reading, strategic reading, independent reading, modeled writing, shared writing, interactive writing, guided writing, and independent writing.

The Mathematics curriculum, CISD Solves, is a balanced math model that ensures the development of computational skills, mathematical reasoning and problem-solving abilities, conceptual understanding, and demonstration of mathematical understanding in a variety of assessment formats. CISD Solves includes the use of math review, mental math, problem solving, poster method, and math fluency. All mathematical skills are taught from a concrete, conceptual level to pictorial model representations and ending with the abstract numerical representation.

The Science curriculum, CISD Investigates, includes the use of the 5-E lesson model (Engage, Explore, Explain, Elaborate, and Evaluate), Marzano’s Six Step Process for Building Academic Vocabulary to build an understanding of science vocabulary, Science Interactive Notebooks, and Science Success, the review process.

The Social Studies curriculum, CISD Remembers, includes engagement through student centered instructional strategies based on History Alive! or Social Studies Alive!, integrates content literacy strategies K-12 and emphasizes the roles and responsibilities of global citizenship by recognizing the

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interconnectedness between global issues and the actions and decisions of ordinary citizens. The Interactive Student Notebook is a component of the Social Studies Model for all students grades K-12.

Conroe ISD implements and supports the following CISD best practices:

The Curriculum and Instruction Model (Conroe ISD Instructional Model) accommodates for the needs of all student populations through Tier 1 best practices of differentiating the content, process, product, and environment, and ensures that all students construct multiple representations of learning. The CISD Instructional Model incorporates the foundational research of Gardner’s Multiple Intelligences, Cooperative Learning, Brain-Based Learning, Understanding Poverty, and Marzano’s Research of Nine Instructional Strategies of Effective Teaching and Building Academic Vocabulary. The three components of the CISD Instructional Model include the alignment of the TEKS, the students’ Learning process of the required curriculum, and the ongoing Assessment in which both teachers and students evaluate their learning.

Tier I Differentiated Instruction is provided to all students and all student groups through strategies, techniques and resources that include tiered assignments, flexible groupings, anchor activities, scaffolding, frequent monitoring, Bloom’s Taxonomy of Critical Thinking, Quality Questioning, Thinking Maps, CRISS and Sheltered Instruction Using the SIOP Model.

Response to Intervention (RtI) is addressed through Tier I best practices for all students. Tier II and Tier III are more targeted, research-based interventions to meet the needs of individual students.

Gifted services are provided to students identified in alignment with CISD’s curriculum that provide challenging learning experiences and result in the creation of advanced-level products.

Dyslexia services are provided to students who meet the district guidelines for qualification as a student with dyslexia using Neuhaus dyslexia materials, an Orton Gillingham-based program. The qualification assessments and interventions are aligned with the Texas Dyslexia Handbook, Revised 2014.

Individualized Education Plans are designed to personalize learning based on student data and are used to inform instructional decisions and strategies with the goal of maximum access to the general curriculum.

Index 1: STUDENT ACHIEVEMENT OBJECTIVE

Index 1: Student Achievement In 2015-2016, 85% of All students combined over all subject areas met Level II standard. In 2021-2022, 90% of All students combined over all subject areas will meet Level II performance standard on STAAR. The 2016-2017 incremental progress will be 2%.

INDEX 2: STUDENT PROGRESS OBJECTIVES

Index 2: Student Progress Reading and Math; all students, seven racial/ethnic groups, ELL, Sp Ed; weighted progress In 2015-2016, the Index 2 Score was 42. In 2016-2017, the Index 2 Score will be 50.

READING/ELA Strategies

READING/ELA CURRICULUM, INSTRUCTION AND STAFF DEVELOPMENT

Provide training, support and materials for teachers with various researched based instructional strategies to address the unique academic needs of gifted and talented, special education, current and monitored ELLs, African American, and economically disadvantaged students in reading. (DSG)

Ensure greater emphasis in reading on critical analysis rather than literal understanding for all students and all student groups.

Provide staff development for teachers on organizing and facilitating small group instruction using short pieces of text to teach reading and reading strategies designed for students not reading on grade-level.

Implement small group reading instruction, using short, accessible texts, tracking student progress for all student populations, specifically those students receiving special education services, using anecdotal notes and implementing effective accommodations, support for RtI, and “customized” tutorial programs. (DSG)

Provide continued staff development for bilingual and ESL teachers in the areas of Spanish Word Study, building Spanish fluency and comprehension.(K-6)

Provide resources and staff development in addressing the reading and understanding of literary and informational text using higher level questioning strategies on the use of and instruction of

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informational text: expository, persuasive and procedural in the classroom and how to help students demonstrate the ability to access, comprehend and analyze these texts (targeting Reporting Category 3 on STAAR assessed curriculum). (DSG)

Provide supplemental instructional material and professional development to support pre-kindergarten Spanish phonics development through the instructional resource Estrellita.

Provide supplemental reading instructional resources and staff development for campuses with identified at-risk student groups.

Provide staff development, resources and support at eight pilot campuses to increase instructional practices and student reading performance in the area of K-2 reading.

Provide continued staff development and support through use of district instructional coaches on Seidlitz’s Seven Steps to a Language Rich Interactive Classroom for Second Language Acquisition of ELL’s

Provide staff development on how to implement strategies to help students better respond to the short answer questions that are included in the STAAR EOC reading assessments.

Support the integration of technology in language arts.

Support the emphasis on College Readiness and Advanced Academics through elementary and secondary ELA content.

WRITING Strategies

WRITING CURRICULUM, INSTRUCTION AND STAFF DEVELOPMENT

Provide staff development on the use of Writer’s Workshop to provide explicit instruction in writing focusing on developing the writer in addition to the writing, and supported with the Lucy Calkins Units of Study in Writing. (DSG)

Continue to provide strategies and staff development on the reciprocal aspects of reading and writing for grades 5 and 6.

Implementation of and training in a new genre based writing curriculum serving both Bilingual and Monolingual students to support instruction in all genres of writing. (DSG)

Provide strategies and staff development to support the focus on how to incorporate grammar in the context of writing, how to help students develop skill and craft in the revision process of writing, and how to move students from formulaic to authentic approaches in all modes of writing. (DSG)

Provide staff development for teachers on the inclusion of and teaching of Literary, Expository, and/or Persuasive writing.

Implement and staff develop the Writer’s Workshop approach to the teaching of writing, focusing on developing the writer in addition to the writing.

MATH Strategies

MATH CURRICULUM, INSTRUCTION AND STAFF DEVELOPMENT

Provide training and support for teachers with various researched based instructional strategies to address the unique academic needs of special education and current and monitored ELL students in math. (DSG)

Provide staff development for all math teachers in identifying individual academic needs of all student populations and using Differentiated Instruction to develop math strategies to modify for identified gifted math students and/or close learning gaps, such as vocabulary strategies using graphic organizers, math centers for anchor activities, and use of technology to improve skills, fact fluency, and problem solving strategies.

Monitor and reinforce implementation of the CISD Solves Math Structure.

Provide staff development and continuous classroom support to special education and general education co-teachers in math in Tier I Differentiated Instruction strategies. (DSG)

Continue to provide strategies and staff development in the use of age appropriate algebra readiness skills as part of CISD Solves Math Structure.

Provide staff development for development and implementation of common formative assessments to assist in monitoring achievement, including matching rigor of the questions to the requirements of the TEKS, using data to write and review common assessment items, and focusing on the benefits of teacher collaboration when developing and reviewing common assessments.

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Continue the emphasis on small group math instruction including Guided Math, trackingindividual progress through documentation (including At-Risk in mathematics) using anecdotalnotes and implementation of effective tutorial programs for teachers K-12.

Provide staff development in the incorporation of writing in the mathematics class and usingliterature and “math talk” in problem-solving activities for teachers K-12 as part of the CISDSolves Math Structure.

Provide targeted staff development in curriculum support for novice teachers in implementationof the CISD Solves Math Structure.

Provide staff development for teachers to enhance rigorous instruction through grade levelteam meetings.

Continue staff development for all math teachers on meeting the needs of African American,LEP, and special education students. (DSG)

Provide training and support for teachers with various researched based instructional strategiesto address immigrant student’s academic need in mathematics.

Build teacher capacity to ensure strong foundational best practices in math instruction for K, 1,and 2 math teachers.

Provide staff development to increase understanding with the math TEKS with a heightenedfocus on grades 5 through 8.

Ensure that teachers expect and encourage all students and all student groups to constructmultiple representations of learning in math including the use of manipulative models.

Provide staff development to ensure that processes standards are being incorporated in dailymathematics instruction.

SOCIAL STUDIES Strategies

SOCIAL STUDIES CURRICULUM, INSTRUCTION AND STAFF DEVELOPMENT

Integrate content literacy strategies K-12 with Pre-Reading, During Reading and After Readingsupport from the Social Studies Strategy Manual.

Implement and provide training on the Interactive Student Notebook K-12.

Emphasize the roles and responsibilities of global citizenship by recognizing theinterconnectedness between global issues and the actions and decisions of ordinary citizens.

Align instruction for social studies processing skills focusing on analyzing primary sources andinterpreting information.

Design units based on enduring understandings that answer essential questions.

Ensure that teachers plan and implement social studies lessons based on the district scope andsequence CISD Remembers.

Work with campus teams for the development and implementation of common formativeassessments to assist in monitoring achievement, including matching rigor of the questions tothe requirements of the TEKS. (DSG)

Use data to write and review common assessments, and focusing on the benefits of teachercollaboration when developing and reviewing common assessments.

Support Newcomer’s Sheltered Instruction Model for World Geography piloted at 9th gradecampuses.

Collaboration between the ESL and SS District Instructional Coaches to provide targetedintervention for novice teachers.

Continued supporting trainings to target campuses on Seidltz’s Seven Steps to a Language RichInteractive Classroom

Work with the Bilingual and ESL Programs department to provide staff development on TELPASdata disaggregation and the use of ELPS in Social Studies and academic content area vocabularyinstruction. (DSG)

Staff development provided to the campus to focus on the development of language and literacyskills for Long-Term ELLS in core content areas Talk, Read, Talk Write and 7 Steps to a languagerich interactive classroom. (DSG)

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SCIENCE Strategies

SCIENCE CURRICULUM, INSTRUCTION AND STAFF DEVELOPMENT

Ensure that teachers plan and implement TEKS aligned science lessons using the 5-E lesson model (Engage, Explore, Explain, Elaborate, and Evaluate).

Improve vocabulary building in science through the Science Word of the Week (WOW) for elementary and intermediate grades, Science Interactive Word Walls in elementary and secondary classrooms, and the use of Marzano Words in the Scope and Sequences.

Implement collaboratively developed science common assessments with TEKS aligned questions that assess at a high level of cognitive complexity.

Ensure that teachers require all students to utilize a Science Interactive Notebook as part of their learning process.

Implement CISD Science Success in grades 5-12, an intervention strategy to help close achievement gaps within student groups through the review of science process skills and reinforcement of science concepts identified on assessments.

Incorporate strategies to support writing in science as a means of synthesizing learning.

Collaboration between the Science Department and Bilingual/ESL Department to train science teachers in the development of language and literacy skills for ELLS in Talk Read, Talk Write.

Collaboration between the Science District Instructional Coaches and Special Education Staff to provide targeted intervention for teachers of Special Education students. (DSG)

Collaboration between the Science Department and Special Education Staff to provide targeted intervention for teachers of Special Education students. (DSG)

Collaboration between the Science Department and the Dyslexia Staff to provide targeted intervention for teachers of students with dyslexia. (DSG)

Index 3: CLOSING PERFORMANCE GAPS OBJECTIVES

Index 3: Closing Performance Gaps All subjects; economically disadvantaged and up to two of the lowest performing racial/ethnic group(s) from the previous year; weighted performance (Level II and Level III) In 2015-2016, the Index 3 Score was 46 and included the student groups of Eco Dis, African American, and Hispanic. In 2016-2017, the Index 3 Score will be 50 and will include the student groups of Eco Dis, African American, and Pacific Islander.

Program Focus Strategies

STRATEGIES AND PROGRAMS

Continue evening credit recovery classes for students (including LEP, ESL, Immigrant, Migrant, Homeless, Foster, and other at-risk students).

Raise the quality of Prekindergarten instructional practices through the implementation of the High Quality Pre-K Grant from the state of Texas, adding additional targeted staff development, family engagement opportunities, and additional resources in classrooms.

Identify LEP/SPED/CTE students who need assistance to improve their performance on the Reading/English Language Arts, Math, Social Studies, and Science STAAR tests and provide tutorial sessions prior to the scheduled testing dates with specialized instruction.

Continue the implementation of the CISD English Language Acquisition Bilingual Education model in grades Pre- Kindergarten through 6.

Provide all Bilingual Kindergarten teachers with Canciones y Cuentos, a supplemental instructional tool to help develop phonological awareness skills in their native language.

Implement the use of Leer Mas Spanish literacy instructional strategies to help build a strong native language foundation for bilingual students.

Provide all bilingual teachers in grades K-6 access to the Supplemental Resource Guide for the ELA curriculum which includes model lessons, recommended reading lists, formative assessments, and instructional strategies to help facilitate the implementation of the genre based curriculum.

Continue the implementation of Imagine Learning, a supplemental computer-based program to assist ELLs with the academic content language skills needed for success.

Continue the implementation of the secondary curriculum support guide for all core content areas at CHS 9th grade campuses and CHS senior campus with a continued focus on sheltered best practices for second language acquisition of immigrant ELLs.

Provide intensive, systematic, multisensory, research-based reading instruction to identified students with dyslexia.

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Provide intensive, sustained support of at-risk pregnant students through coordination of home instruction; counseling services; childcare; transportation of parent/child; career counseling; job readiness training; connections with community and government services; and instruction in child development and parenting to ensure students master STAAR.

Provide intensive instructional tutorial programs for at-risk students, individualized to meet the unique needs of the students and student groups at each campus before school hours, during, after school hours, and/or on Saturday, in the core content areas of Reading, English Language Arts, Math, Writing, Science and Social Studies, as identified in campus plans.

Provide materials, equipment, transportation from tutorials/home, and software for at-risk students to facilitate academic improvement in content areas.

Provide an academic alternative campus for secondary at-risk students (all students meeting one or more of the state/local criteria for at-risk) to ensure mastery of TEKS. (DSG)

Provide intensive, research-based instructional strategies for identified immigrant and special education students through direct instruction and modeling of instructional strategies in all content areas for teachers of immigrant and special education students. (DSG)

Provide a Discipline Alternative Educational Placement for students placed through mandatory or discretionary placement for disciplinary infractions with an academic focus aligned to the student’s home campus.

Provide credit recovery programs for at-risk students as identified in secondary campus plans.

Provide paraprofessionals to assist teachers who address the academic needs of at-risk students. (DSG)

Provide additional campus teachers for intensive instruction for secondary at-risk students who failed one or more core courses.

Provide elementary/intermediate/secondary teachers and coaches to accelerate the learning of at-risk students. (DSG)

Provide summer school for Title I students in grades 1 through 6, Grade 1 and 2 Bilingual students, and other at-risk students to improve reading ability of at-risk students to on-level by end of 3rd grade and to maintain on-level. Credit recovery for grades 7-12, initial and accelerated credit for grades 7-12, a STAAR Academy for 7th, 8th grade reading and math, an EOC Accelerated Instruction Course for Science, Math, Language Arts, and Social Studies, math and science students. (DSG)

Provide intensive instruction for secondary at-risk students through reduced class size at a high at-risk campus. (DSG)

Continue the Principles of Technology class in District high schools as an alternative to Physics I for students needing additional math support and who learn better in an applied environment.

Support the PASS Program for at risk students overage for their grade level by providing curriculum, instruction, staff development and support utilizing PASS Teachers, PASS Managers, and Curriculum and Instruction staff.

Closely track and monitor migrant student’s performance to ensure academic success.

Provide professional development and support for teachers with evidence based instructional strategies, universal design for learning and positive behavior supports to address the unique academic needs of student with disabilities in all content areas. (DSG)

Provide Teaching Up! 3-part series of staff development at the elementary and secondary level to include instructional strategies that challenge ALL students with rigor, depth/complexity and creative thinking.

Prepare teachers with an in-depth understanding of how to align curriculum, instruction and assessment for students with disabilities. (DSG)

Provide GT staff development in the area of Nature and Needs to under-identified campuses. STAFF DEVELOPMENT

Provide staff development in data analysis and strategies for Differentiated Instruction to increase representation of African American and Hispanic students in advanced courses (Pre-AP, AP) in all content areas.

Provide staff development to all special education teachers in the Standards Based IEP Process.

Provide staff development to focus on student access and progress related to the general curriculum academic content standards for students with disabilities

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Provide training on designing and implementing accommodations and modifications to facilitate access to the general curriculum.

Provide staff development on the effective use of In Class Support Models and Strategies for students with disabilities.

Provide training on Differentiating Instruction and Formative Assessments for students with disabilities.

Provide training on effect five strategies for students with Autism Spectrum Disorders (ASD).

Provide staff development for Structured Teaching for students with significant cognitive disabilities, specifically low incidence populations.

Provide staff development focusing on the nature and needs of and differentiation of curriculum for gifted students and students with disabilities to better support their achievement in all academic settings.

Provide systematic, sustained in-class support and staff development for Special Education teachers and paraprofessionals by focusing on the successful implementation of CISD’s core content initiatives to foster a rigorous, differentiated, developmentally appropriate classroom environment to increase student achievement.

Provide systematic, sustained in-class support and staff development for Prekindergarten and Kindergarten teachers by focusing on the successful implementation of CISD’s core content initiatives to foster a rigorous, differentiated, developmentally appropriate classroom environment to increase student achievement.

Provide staff development for teachers in cultural diversity and working with students from poverty.

Provide staff development in Positive Behavior Interventions and Support to address behavior Tier I best practices, classroom management, and behavior management.

Provide continued training and support for the LPAC decision-making process on alignment of STAAR and STAAR-L assessments.

Provide continued training and support in the LPAC and ARD collaboration process. (DSG)

Provide on-going training and support for Seidlitz’s Seven Steps to a Language-Rich Interactive Classroom. (DSG)

Provide on-going training on the cross-curricular implementation of the English Language Proficiency Standards, specifically related to how to deliver small group instruction based on individual students’ English language proficiency levels. (DSG)

Provide on-going training and support for core content teachers assigned to the secondary pilot curriculum guide. (DSG)

Provide continued training on the use of linguistic accommodations for ELLs based on their level of English language development in the classroom during daily instruction and assessments. (DSG)

Provide staff development for reading intervention teachers who deliver dyslexia intervention as well as staff development for teachers about how they can support struggling readers and students with dyslexia in their classrooms.

READING/ELA Performance Objectives

READING/ELA CURRICULUM, INSTRUCTION & STAFF DEVELOPMENT In 2015-2016, 70% of the Eco Dis students, 73% of the African American student group, and 76% of the Hispanic student group met Level II standard. In addition, 12% of Eco Dis students, 15% of the African American student group, and 19% of the Hispanic student group met Level III standard. In 2016-2017 90% of Eco Dis students, 90%of the African American student group, and 90% of the Pacific Islander student group will meet Level II standard. In addition, 50% of Eco Dis students, 50% of the African American student group, and 50% of the Pacific Islander student group will meet Level III standard. Target Reading/ELA Reporting Category : 3 Reading/ELA Performance Safeguard Target: Special Education

Focus Strategies Provide intensive, systematic, research-based accelerated reading instruction for identified at-risk students through direct instruction for students and modeling instructional strategies in reading for teachers of at-risk students

Collaboration between the ELA District Instructional Coaches and Special Education Staff to provide targeted intervention for teachers of students receiving special education services. (DSG)

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WRITING Performance Objectives

WRITING CURRICULUM, INSTRUCTION & STAFF DEVELOPMENT In 2015-2016, 65% of Eco Dis students, 71% of the African American student group, and 72% of the Hispanic student group met Level II standard. In addition, 9% of Eco Dis students, 15% of the African American student group, and 14% of the Hispanic student group met Level III standard. In 2016-2017 90% of Eco Dis students, 90% of the African American student group, and 90% of the Pacific Islander student group will meet Level II standard. In addition, 50% of Eco Dis students, 50% of the African American student group, and 50% of the Pacific Islander student group will meet Level III standard. Target Writing Reporting Category: 4 Writing Performance Safeguard Target: Special Education ELL Current and Monitored

Focus Strategies Provide training and support for teachers with various research-based instructional strategies to address ELL and special education students’ academic needs in writing.

Continue to provide strategies and staff development on the reciprocal aspects of reading and writing.

Collaboration between the ELA District Instructional Coaches and Special Education Staff to provide targeted intervention for teachers of students receiving special education services. (DSG)

MATH Performance Objectives

MATH CURRICULUM, INSTRUCTION & STAFF DEVELOPMENT In 2015-2016, 76% of Eco Dis students, 76% of the African American student group, and 82% of the Hispanic student group met Level II standard. In addition, 15% of Eco Dis students, 16% of the African American student group, and 23% of the Hispanic student group met Level III standard. In 2016-2017 90% of Eco Dis students, 90% of the African American 90% of student group, and 90% of the Pacific Islander student group will meet Level II standard. In addition, 50% of Eco Dis students, 50% of African American student group, and 50% of student group will meet Level III standard. Target Math Reporting Category: 2 Math Performance Safeguard Target: Special Education

Focus Strategies Provide intensive, systematic, research-based accelerated math instruction for identified at-risk students through direct instruction for students and modeling of instructional strategies in math for teachers of at-risk students.

The classroom teacher will provide small flexible grouping through Guided Math or small group instruction, tiered assignments and anchor stations to add value to all students.

Build teacher capacity to create more student-driven instruction in alignment with T-TESS goals.

Collaboration between the Math District Instructional Coaches and Special Education Staff to provide targeted intervention for teachers of student receiving special education services. (DSG)

SOCIAL STUDIES Index 3: CLOSING PERFORMANCE GAPS OBJECTIVES

SOCIAL STUDIES CURRICULUM, INSTRUCTION & STAFF DEVELOPMENT In 2015-2016, 76% of Eco Dis students, 79% of the African American student group, and 82% of the Hispanic student group met Level II standard. In addition, 18% of Eco Dis students, 23% of the African American student group, and 27% of the Hispanic student group met Level III standard. In 2016-2017 90% of Eco Dis students, 90% of the African American student group, and 90% of the Pacific Islander student group will meet Level II standard. In addition, 50% of Eco Dis students, 50% of the African American student group, and 50% of the Pacific Islander student group will meet Level III standard. Target Social Studies Reporting Category: 1 History Safeguard Target: Special Education and ELL Current and Monitored

Focus Strategies Provide intensive, systematic, research-based Social Studies interventions for identified at-risk students.

Implement the Social Studies Model best practices in direct instruction for students and model instructional strategies in Social Studies Skills and Content Literacy for teachers during professional development opportunities.

Ensure a vertical alignment of skills and government/citizenship concepts K-12 through the CISD Remembers Scope and Sequence.

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Collaboration between the Social Studies District Instructional Coaches and Special Education Staff to provide targeted intervention for teachers of students receiving special education services. (DSG)

Provide a District Instructional coach to campuses with high ELL populations. Provide specific vocabulary acquisition and mastery strategies in a professional development session empathizing increased performance of ELL students. (DSG)

SCIENCE Index 3: CLOSING PERFORMANCE GAPS OBJECTIVES

SCIENCE CURRICULUM, INSTRUCTION & STAFF DEVELOPMENT In 2015-2016, 79% of Eco Dis students, 80% of the African American student group, and 84% of the Hispanic student group met Level II standard. In addition, 12% of Eco Dis students, 14% of the African American student group, and 19% of the Hispanic student group met Level III standard. In 2016-2017 90% of Eco Dis students, 90% of the African American student group, and 90% of the Pacific Islander student group will meet Level II standard. In addition, 50% of Eco Dis students, 50% of the African American student group, and 50% of the Pacific Islander student group will meet Level III standard. Target Science Reporting Category: Biology - Reporting Category 2 (Mechanisms of Genetics) and Reporting Category 4 (Biological Processes and Systems); 8th Grade- Reporting Category 2 (Force, Motion, and Energy); 5th Grade- Reporting Category 1 (Matter and Energy) and Reporting Category 3(Earth and Space) Safeguard Target: Special Education

Focus Strategies Collaboration between the Science Department and Special Education Staff to provide targeted intervention for teachers of students receiving special education services. (DSG)

Collaboration between the Science Department and the Dyslexia Staff to provide targeted intervention for teachers of students with Dyslexia. (DSG)

HEALTH Performance Objective

HEALTH CURRICULUM, INSTRUCTION & STAFF DEVELOPMENT 80% of all students will meet a minimum of one Healthy Fitness Zone standard, as measured by the FitnessGram assessment.

Focus Strategies To ensure that 50% of class time, students are engaged in Moderate to Vigorous Physical Activity (MVPA).

To integrate core content curriculum into physical education curriculum.

To develop quality physical education programs that are developmentally and sequentially appropriate.

To ensure a safe and enjoyable climate for all students.

To provide state approved Coordinated School Health components into the curriculum.

To ensure that physical activity is not used as a punishment.

To ensure that student/teacher ratios meet the state standards.

SUCCESSFUL COMPLETION OF HIGH SCHOOL POSTSECONDARY READINESS (Index 4) DISTINCTIONS AND SAFEGUARD INDICATORS Index 4: POSTSECONDARY READINESS OBJECTIVES

INDEX 4: POSTSECONDARY READINESS In 2015-2016 80% all students and 7 race/ethnic groups met postsecondary readiness standards. In 2016-2017 85% all students and 7 race/ethnic groups will meet postsecondary standard on STAAR assessments. 4-Year/5-Year Longitudinal Graduation Rate 96% of students (all students, Sp Ed, ELL students, and 7 race/ethnic groups) will graduate on the four-year or five-year graduation plan. 4-Year/5-Year Longitudinal RHSP/DAP Rate 90% of students (all students and 7 race/ethnic groups) will graduate on the RHSP/DAP Plan. Postsecondary Indicator Score (college-ready graduates) 75% of students (all students, Sp Ed, ELL students, and 7 race/ethnic groups) will:

o meet or exceed the TSI criteria in both ELA and mathematics on the TAKS exit-level test, SAT, or ACT; or

o complete and earn credit on at least two advanced/dual credit enrollment courses; or o enroll in a CTE-Coherent Sequence of courses (including the Tech Prep program)

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Meet eligible Campus Academic Achievement Distinction Designations (AADD) 3-8 50% of indicators will be in top quartile at each campus HS 33% of indicators will be in top quartile at each campus Grade 3-12 Safeguard Indicators

Safeguard Target for Participation Rate (if applicable): Met Safeguard Target for Federal Graduation Rate (if applicable): Met

Safeguard Target for 1% and 2% Limits on Use of STAAR Alt 2 (if applicable): Met

Focus Strategies DROPOUT PREVENTION PROGRAM

Utilize consistent procedures for all campuses to identify, intervene, and monitor the progressof at-risk students, PK – 12.

Utilize procedures and strategies within the at-risk manual to assist in meeting the needs ofstudents in at-risk situations.

Provide staff development for teachers and staff in the instructional needs of studentsidentified as at-risk. (DSG)

Maintain the variety of credit recovery opportunities for secondary students who are over agefor grade level, including night school.

Provide systematic collaboration among departments participating in dropout preventionefforts. (DSG)

Provide crisis and violence prevention programs and counseling and crisis intervention for at-risk students.

Continue collaboration with community agencies such as Montgomery County Youth Servicesand Montgomery County Women’s Center, and to identify and seek similar connections withother agencies in order to meet the needs of CISD students.

Identify and monitor homeless students and provide community campus resource informationas needed to ensure student success.

Identify and provide support to junior high school students who are behind in math andreading.

Implementation of RtI at all grade levels to identify and provide interventions to supportstudents struggling in the areas of Languages Arts and Math, and Behavior.

Continue to use and refine usage of recently added career exploration programs, such as web–based programs like Hobson’s Naviance/Family Connection, and My Road, a Career searchprogram offered by College Board.

Continue expansion of licenses/certification offered to and earned by Career and TechnicalEducation (CTE) students in CISD CTE courses.

Continue expansion of Career and Technical Education (CTE) Dual Credit and AdvancedTechnical Credit opportunities offered to and earned by Career and Technical Education (CTE)students in CISD CTE courses.

Provide support for students who are parents to stay in school and graduate, includingparenting education and academic support during post-delivery.

Decrease the number of In School Suspension, Out of School Suspension and discretionaryplacements and repeaters in DAEP for specific student groups: African American, Hispanic,economic disadvantaged and special education. (DSG)

Identify and provide support for at-risk 9-12 grade students through the STAR program byincorporating personal support, college and career information and investigation andcommunity service projects.

Monitor and assist campuses in tracking and locating school leavers and potential dropouts forspecial education. (DSG)

Provide support to the PASS program for at-risk overage students.

Continue utilizing Social Workers and Social Services Liaison’s to recover drop-outs and workwith at-risk students with disabilities. (DSG)

Identify and monitor Newcomers, providing training to parents and students regarding theeducational system.

Continue training on transition planning with students, staff and parents to help students withdisabilities achieve post-secondary goals. (DSG)

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Provide instruction and services to students with disabilities in age appropriate environments through the Adult Transition Program.

ATTENDANCE

Review, revise, and implement daily attendance procedures to meet 96% average attendance (migrant, foster and homeless students shall receive special consideration).

Ensure each campus has a plan to meet accountability attendance expectations of 95% on testing days (participation).

Communicate the attendance laws to parents annually.

Utilize auto-dialing phone system for contacting parents of student’s absence.

Increase the percentage of students completing high school in four years. COLLEGE READINESS Advanced Courses

Ensure core content area Advanced Placement and Pre-Advanced Placement course offerings at all secondary campuses for all students and student groups.

Use of Blackboard Connect and brochures to increase student and parent awareness of advanced programs, testing opportunities and benefits for post-secondary education.

Provide more dual credit courses at all high schools through a collaborative agreement with Lone Star College Montgomery.

Increase the number of students taking dual credit courses at all high schools.

Expand to more high school campuses the Accelerated College Program where students can earn an Associate’s degree while in high school.

Increase the number of students taking AP Exams in grades 11 and 12 (with an expectation that students enrolled in the AP class will take the AP Exam).

Increase the number of AP examinations with scores of 3, 4, and 5 in all subjects and at all secondary campuses.

Increase the number of students in all ethnic groups taking AP courses to more accurately reflect the diversity of each campus.

Continue a District-wide AP Prep Conference to prepare students for success on AP exams.

Ensure that teachers teaching Pre-AP and AP regularly attend training opportunities for advanced placement and pre-advanced placement.

Provide and use campus-based Advanced Programs Facilitators to coordinate and monitor advanced courses/programs and college readiness efforts.

Graduation Plans

Monitor current students on the 4 x 4 plan, and continue implementing the foundation graduation program with rising 9th and current 9th, 10th and 11th graders. Current students may also opt into the foundation program.

Build and monitor 4-year plans for all high school students.

Monitor LEP, special education, and CTE 4-year graduation plans on all high school campuses.

Increase awareness of Career Pathways for all students in grades 7-12.

Continue to hold a District Career Expo to increase awareness of Career Pathways for all students in grades 7-12.

College Admissions and Readiness

Maintain a rigorous curriculum that is aligned with PSAT, SAT, ACT, and EOC examinations.

Continue PSAT, SAT, ACT, and Texas Success Initiative Assessment preparation courses for high school students.

Increase the number of students taking the SAT by paying for 8th grade students to take the PSAT 8/9 and 10th and 11th grade students to take the PSAT.

Increase the number of students taking the SAT by paying for 10th and 11th grade students to take the PSAT.

Conduct campus summer programs and workshops to assist students with the college application protocol and process.

Continue to assist students in determining career interests, career pathways, and post-secondary choices.

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Continue to hold a District College Fair in conjunction with the TACRAO (Texas Association ofCollegiate Registrars and Admissions Officers) schedule.

Provide and use campus-based College Readiness Teams to evaluate, set goals, and monitorprogress of campus college readiness initiatives.

Higher Education Readiness

Provide timely information, test preparation and TSI testing opportunities for students to meetcollege entrance and placement requirements.

Increase the percentage of students demonstrating college readiness on ACT, SAT, STAAR andthe TSI Assessment.

Financial Resources General Operating, Elementary and Secondary State Compensatory Education Funds Title Funds IDEA, Part B High School Allotment Funds

Additional Resources Teacher Cadres and Coaches Curriculum: CISD Instructional Model, CISD Reads, CISD Solves, CISD Investigates, CISD Remembers, CISD English Language Acquisition Model for Bilingual Education Programs, Gifted & Talented Assessment: STAAR, STAAR A, STAAR L, STAAR Alt, STAAR Alt 2, TELPAS, INOVA, District Benchmark Results, District Curriculum Checkpoints, Campus Common Assessments, Universal Screeners, Stanford, BAS, DRA, OS, QPS, PAPI, SAT, ACT, CogAT IOWA, Logramos Systems: View It, Eduphoria, Dashboard, Curriculum Heat Maps, INOVA, Quintiles, Campus Improvement Plans Hobson’s Naviance/Family Connection for building 4-year plans, and researching and planning college and career options My Road Staff Development

Formative November, January Summative July

Formative Evaluation Item analysis and data disaggregation of Benchmark assessments CISD Benchmarks at passing rate Staff Development: track number attending per campus; target for specific campus needs Cadres: track meeting attendance by campus (# general, special, and bilingual/ESL teachers) and follow-up campus delivery

Summative Evaluation

TEA Accountability Summary, TAPR, PBMAS, AMAOs, DVM, Special Education Evaluation

Project Manager(s): Curriculum, Instruction and Staff Development Department including Reading/ELA, Math, Science, Social Studies, Guidance and Counseling, College Readiness; Advanced Programs; CTE; Federal Programs; Dropout Prevention; Gifted & Talented, Bilingual/ESL; Student Support; Section 504, Dyslexia and Reading Intervention; Early Childhood; Special Education; Assessment, Accountability and Evaluation.

Goal 2 FISCAL RESPONSIBILIY

CISD will maintain efficient and effective fiscal management of resources and operations to maximize learning for all students.

Objective 2.1 Effective and Efficient Use of Financial Resources

Strategies Maintain high academic results in a cost effective manner. Implement long-range revenue and budget plans. Maintain a fund balance of 16% to 24%. Provide essential positions needed to accommodate growth in student population. Provide competitive compensation to attract and maintain quality personnel.

Objective 2.2 Successful Implementation of Capital Projects

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Strategies Implement long-range master facilities plan. Conduct Bond Program Board Workshop. Continue to monitor student growth and adjust implementation timeline for capital projects, as

appropriate. Working with the CISD Board of Trustees.

Objective 2.3 Effective and Efficient Operations

Strategies Continue implementation of energy management program. Continue implementation of operations improvement plans. Continue to optimize campus allocations.

Financial Resources

General Fund, Fund Balance, Debt Service Fund, Capital Projects Fund, Special Revenue Funds: Food Service Fund; Instructional Materials Fund

Additional Resources Conroe ISD Employees

Monitoring Timeline

Formative November, January, February, April Summative July

Formative Evaluation

Financial Reports at Board meetings, Bond Update at Board meetings, Board Workshops

Summative Evaluation Meet Performance Indicators for FIRST Rating, , Texas Smart Schools, ERG, and District

Project Manager(s):

Primary: Chief Financial Officer, Deputy Superintendent of Operations Support: Accounting and Business Managers and Director of P&C

Goal 3 RECRUITMENT, DEVELOPMENT, AND RETENTION OF STAFF

CISD will employ, develop, and retain highly qualified staff to maximize learning for all students.

Objective 3.1 Recruitment of Staff

Strategies Ensure the appropriate certification for all professional and paraprofessional staff. Increase communication opportunities with high school students, minority candidates, shortage area

candidates, professionals, and paraprofessionals through partnerships with area colleges and universities, local Chambers of Commerce, College Educator Preparation Programs, CISD Education Foundation, and College Advisory Board(s).

Continue to offer and expand the CISD “Grow Our Own” initiative to increase the pool of applicants for bilingual professional positions and special education professional positions.

Ensure the CISD Recruitment Program is updated and includes revised recruiting materials, a variety of advertising, and training for all recruiters. Provide CISD link to colleges, universities, and education-related professional organizations.

Utilize university and regional service center data to assist in identification of critical certification shortage areas, critical teacher supply areas, and ACP local and state initiatives.

Participate in Region 4 Human Resources Services Assistance. Continue review of compensation incentives to attract applicants from outside CISD, as well as from

existing staff. Continually study the District’s ability to provide an ethnically and racially diverse staff, and continue to

develop a pool of minority applicants and shortage area applicants. Continue to develop pools of qualified candidates in specialized areas, such as school counselors,

academic shortage areas, and other designated pools. Coordinate the recruitment, selection, hiring, and campus placement of District pool of bilingual

teachers. Coordinate the recruitment selection, hiring, and campus placement of District pool of diagnosticians

and speech/language pathologists. Host the CISD Teacher Job Fair and the CISD Auxiliary Job Fair to encourage employment in CISD,

contingent upon staffing needs.

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Host a fall and spring Student Teacher Reception to encourage professional employment in CISD and build on the pool of qualified substitutes.

Conduct meetings for the Council for Minority Recruitment & Retention. Maintain database on student teachers’ placement, and develop an evaluation for recruiting purposes. Conduct electronic surveys at professional new hire orientation meetings to collect feedback on the

CISD recruitment and hiring processes. Continue to provide Sam Houston State University field level experience placement in all areas of CISD. Continue to expand the FirstClass conference for principals and supervisors, which provides immediate

access to information such as staffing, funding sources, and pertinent documents relating to T-TESS, Eduphoria Appraise, AESOP, recruiting, interviewing, and other resources essential to streamlining HR’s role as it relates to the principals.

Continue to create instructional guides and training presentations for principals regarding frequently used programs such as Eduphoria, WinOcular, and AESOP.

Coordinate and assist with applicant screening, and participate on interview committees. Provide specialized training for campus and District administrators based on current needs. Continue to offer visits to college and university campuses to speak with pre-service teachers about

obtaining a teaching position and the benefits of living and working in CISD. Continue to provide informational sessions for District paraprofessionals and auxiliary employees who

are interested in obtaining their teaching certification. Update recruitment video, which encourages minority and shortage area candidates to work for CISD. Utilize current technology to streamline Human Resources processes, such as electronic contracts and

letters of reasonable assurance, use of iPads during applicant screening, and utilize Skype for interviews.

Utilize the Laserfiche/Docunav software to work toward paperless records management and electronic personnel records.

Redesign the Human Resources website to provide ease of access to pertinent information and a more attractive, modern layout for prospective employees.

Collaborate with the high school campus sponsors of the Texas Association of Future Educators (TAFE) organization to promote interest in the field of education among high school students in Conroe ISD.

Objective 3.2 Staff Development

Strategies Provide staff development and support for beginning teachers through The Novice Teacher Academy (NTA) for novice teachers with 0-1 years’ experience.

Continue to offer the Building Leadership Capacity Training Series to develop leadership skills in current positions or in preparation to become assistant principals, curriculum coordinators, counselors, diagnosticians, specialists or other leadership roles. The workshop training series is offered in two phases. Phase 1 is for individuals seeking Masters and/or Doctorate Degrees and Phase 2 is for individuals with Masters and/or Doctorate Degrees.

Support cohorts with universities to develop Master of Education and Doctoral programs for professional staff members.

Assist employees by providing content area materials to any CISD employee for assistance with passing the appropriate TExES exams.

Provide through HR access to Performance-based Academic Coaching Teams (PACT), which is a side developed by The Texas A&M University System and made possible by funds from the Department of Education and the Texas Education Agency to provide review materials for the PPR exam, along with a full line of support for novice and veteran teachers, teacher candidates, and administrators.

Continue to provide programs/scholarships to assist instructional aides in becoming certified teachers. Offer 2-day TExES ESL preparation workshop to CISD teachers seeking ESL endorsement. Provide partial reimbursement to teachers who add the ESL endorsement to their teaching certificate. Provide a pre-screening interview process for bilingual teacher applicants to verify the quality of

language dominance proficiency. Provide updated information and materials to teachers and administrators regarding implementation,

transition, and general requirements of T-TESS.

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Provide opportunities for online staff development for instructional paraprofessionals and certified, long-term substitutes in best teaching practices to create a pool of knowledgeable, experienced teaching and instructional paraprofessional applicants for principals.

Create staff development modules that can be completed online to reduce the amount of time taken away from instruction on campuses.

Objective 3.3 Retention of Staff

Strategies Maintain a level of competitive salaries. Provide a benefits package to employees that is comparable to or better than that of our peer districts,

and provide access to the Conroe ISD Employee Health and Wellness Center at reduced costs. Provide option for employees to participate in a comprehensive Employee Wellness Program, and host

the annual Health Fair, which helps connect employees with health and wellness related providers in the community.

Conduct regular Substitute Feedback and Satisfaction Surveys. Retention of Novice Teacher Academy Participants ranges 90% or above. Greet new CISD teachers at the District’s New Teacher Staff Development Sessions to encourage

professional relationships with new staff. Maintain and analyze attrition data to identify trends by conducting an exit survey, which will be

designed to help the District make positive changes to reduce attrition.

Financial Resources

General Operating, Title Funds, IDEA, Part B

Additional Resources

Technology, Area colleges and universities, Advisory Boards, Chambers of Commerce, Region Service Centers, Employee Benefits Committee, Principals, Central Office Staff, CISD Mentor Teachers, Sam Houston State University, Student Teacher Supervisors, CISD Education Foundation, CISD High Schools, Human Resources Data

Monitoring Timeline



Position Control reports, Human Resources reports to CISD Board (at Board meetings and workshops), Agendas and data for Council for Minority Recruitment & Retention, Recruiting reports, University and Regional Service Center partnership meetings, Training and staff development agendas/reports, NTA agendas, TASB Salary Survey, Professional New Hire Surveys, Employee Exit Surveys, Substitute Feedback and Satisfaction Surveys

Summative Evaluation Meet Performance Indicators for TAPR, ESSA, and District

Project Manager(s):

Director of Human Resources, Assistant Director of Human Resource, Coordinator of Human Resources , Recruitment/Retention Specialist, Bilingual/ESL Coordinator, Director of Curriculum, Instruction, & Staff Development, and NTA Facilitators

Goal 4 PARENTS AND COMMUNITY

CISD will work jointly with parents and the community to maximize learning for all students through collaborative partnerships and unity of purpose.

Objective 4.1 Parent and Family Involvement

Strategies Sustain District-level parent advisory councils to enhance communication and collaboration (PTO/PTA Presidents’ Council, District-Level Planning and Decision-Making Committee, Hispanic Achievement Forum, Special Education, Parent Advisory Council, District Parental Involvement Meeting for Title I, District Safety Committee, School Health Advisory Council).

Retain CISD parent and community outreach programs to support the educational achievement of CISD students (ex: CISD Newcomer Center, parent education classes, parent technology classes, parent center at county library, GED classes, Hispanic Parent Nights, Parent Orientation sessions in Spanish, Family Learning Nights).

Support staff training in parent involvement/parenting models in order to build parental involvement.

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Showcase model programs and services to encourage quality parent and community involvement programs.

Ensure that Campus Improvement Plans address parent and community involvement. Disseminate information, in English and Spanish, about parent involvement, parenting and parent

education, adult education opportunities, and community resources to campuses and to community agencies/organizations.

Maintain Title I Parent Compacts for Title I Schoolwide campuses to support student success and parent involvement.

Facilitate education sessions for parents at various community/campus locations in order to address a variety of topics including study skills, child development, support programs within CISD, curriculum, assessment, etc.

Maintain the Parent Resource Center, with English and Spanish support, for parents of students with disabilities to provide information on CISD procedures, programs, resources, and contacts, and continue to provide the Transition and Resource Fair for students with disabilities.

Maintain the CISD Partners and Volunteers web page to share information on partnerships and volunteer opportunities.

Disseminate college admissions information in Spanish on each high school campus. Maintain parent resources on the District webpage. Host Youth Activity Fairs to encourage participation in community activities. Communicate District news through social media and webpage. Host parent information sessions at our Test Prep Boot Camp events.

Objective 4.2 Community and Business Partnerships

Strategies Retain and expand (as appropriate) CISD partnerships with community agencies, civic organizations, and governmental agencies to support the educational achievement of CISD students.

Develop and expand CISD CTE partnerships with community agencies, businesses, industry organizations, and governmental agencies to increase job shadowing and internship opportunities for CISD students.

Continue the development and distribution of the Student Activity Guide to better inform parents about non-school activities available to their students throughout the District.

Host Youth Activity Fairs to encourage participation in community activities. Continue to host CTE Career Expo to encourage business, community and parental involvement in

career planning for CISD students. Maintain district-wide and campus-based community partnerships and programs that support

educational achievement, career awareness and/or enhance the curriculum. Host a New Teacher Vendor Fair for community businesses and organizations. Provide a link on the website for nonschool-related organizations to post notices regarding special

events, programs, and activities designed for school-aged children.

Financial Resources

General Operating, Title Funds, IDEA, Part B

Additional Resources Technology, Education for Tomorrow Alliance, Junior Achievement, Conroe ISD Web Page

Monitoring Timeline



Web posting of communications, current information, student pictures, and events; minutes of district meetings, posted on website; distribution of Student Activity Guide; district brochures and informative literature; record of business and community partners; record of flyers posted on website


Meet Performance Indicators for District

Project Manager

Deputy Superintendent Assistant Superintendents, Principals, Director of Communications , Director of Community Outreach and Drop Out Prevention, Director of Special Education, Coordinator Federal Programs , Coordinator of Guidance and Counseling, Coordinator of PE/Health, College Readiness Specialist

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Goal 5 SAFE SCHOOLS

CISD will strive to ensure a safe and orderly environment conducive to learning for all students and staff.

Objective 5.1 Implement Safe Schools Plan

Strategies Maintain the CISD Safe Schools Committee and the Campus/Departmental Emergency Operations Team to review and make recommendations for the Safe Schools Plan.

Ensure that the CISD Safe Schools Plan addresses the areas of mitigation/prevention, preparedness, response, and recovery, as well as safety control, crisis management, facilities management, environmental control, transportation services, and health services.

Conduct a Safe Schools Audit on each campus and District facility every three years making recommendations for improvements.

Update students, parents, faculty, and staff annually on the CISD Student Code of Conduct as required. Implement the inclement weather/disaster/emergency procedures/continuation of operations for CISD

campuses and facilities. Implement a CISD Multi-Hazard Emergency Operations Plan, including command management,

preparedness, resource management, communications and information management, supporting technologies, ongoing management and maintenance, as well as suicide prevention, conflict resolution, and violence prevention.

Implement the Standard Response Protocol. This includes use of the following vocabulary used with first responders: Lockout, Lockdown, Evacuate, and Shelter.

Continue to improve campus safety and security through implementation of 2015 Bond projects and new projects from other revenue sources: burglar and surveillance systems; controlled access entrances; IP phone and intercom systems; fire alarm system replacements; exterior lighting improvements; visitor ID software.

Make recommendations for campus safety for all new campuses and new construction. Develop District standards regarding video cameras, controlled access, and communication systems.

Involve parents and community members to support a safe school environment. Provide training to District staff members to support the development of emergency operations and to

assist building leaders with Emergency Incident Command. Coordinate Emergency Operations Plans with local emergency management agencies. As required by HB 1942, the following CISD Board Policies relate to bullying: FDB; FO; FFH; FFI; FNC;

FNG; and FOF. Procedures addressing bullying are located on the CISD website. In addition, staff development regarding bullying has been provided to all campus teachers and administrators through the August 2016, online Safe Schools Training. District policies and procedures will be reviewed and revised, if appropriate, to ensure compliance with the new legislation.

Objective 5.2 Provide Resources and Training for Safety and Security

Strategies Review and expand educational and support programs that involve student partnerships with campus staff and police officers, including programs on resistance to tobacco, alcohol, and other drugs.

Provide training for teachers in discipline management, bullying, suicide prevention, conflict resolution, dating violence (CISD Policy FFH Local), violence prevention, sexual abuse of children, “Culture of Kindness”, and Crisis Prevention Intervention (CPI).

Provide anger management classes for students assigned to Alternative Education Program (AEP). Implement program on the elementary and intermediate campuses to address misbehavior and

improve life/coping skills, including the utilization of Differentiating the Environment training, the Texas Behavior Support Initiative (TBSI), and Crisis Prevention Intervention (CPI).

Continue the implementation of anti-victimization/bullying programs such as Child Lures, McKay’s Legacy, and Get Real About Violence, Challenge Day.

Provide random locker searches, walk-through metal detector searches, and canine searches to deter possession of weapons and drugs on campus.

Promote the KidChat 24-hour phone line to receive and react to information relating to drugs, weapons, fighting, bullying, and other crimes or fear of possible crimes occurring on our campuses.

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Provide police officers to assist school officials in identifying, documenting, and investigating gang-related incidents and assist local agencies in conducting gang-related investigations involving District students, staff, and property. (NCLB 4.1)

Provide Crisis Response Team training and support on campuses to teachers, counselors, and administration regarding potential crisis situations with students and staff.

Conduct safety, hazardous materials, blood-borne pathogen, bullying, cyberbullying, online predators, sexual harassment, suicide, and integrated pest management training to all staff members.

Provide staff training on the Standard Response Protocol. Conduct fire, disaster, lock-downs, evacuation, and emergency drills to ensure the effectiveness of

Emergency Operations Plans at the District and campus level. Provide student/staff awareness programs in sexual abuse and dangers of drugs, alcohol, and tobacco. Continue to train staff in CPR and AED procedures. Offer internet safety training and sexual abuse awareness training for parents at campus level. Ensure that American Disabilities Act (ADA) compliance is achieved as part of the scheduled

maintenance and renovation process in all CISD schools and educational programs.

Financial Resources

General Operating, Capital Projects Fund, Grants


Safe Schools Online, Dashboard, School Messenger, NOVA (National Organization of Victim Assistance), MSDS Online, Local Law Enforcement, Fire Departments, Offices of Emergency Management, Samuel McKay Everett Foundation, Montgomery County Crimestoppers, Texas School Safety Center, Texas Attorney General’s Office

Monitoring Timeline



CISD Emergency Operations Plan: procedures for weather, disaster, emergency; CISD Crisis Management Plan; Committee agendas and sign-in sheets; Results of Safe Schools Audits; Record of programs/presentations/trainings for students and staff; Quarterly reports of police activity and safety drills



Project Manager(s):

Deputy Superintendent for Operations, Assistant Superintendent for Secondary Schools, Assistant Superintendent for Elementary Schools, District Safety Coordinator, Chief of CISD Police, Safe Schools Committee, Guidance and Counseling Coordinator

Goal 6 TECHNOLOGY

CISD will provide technology infrastructure, tools, and solutions to meet the administrative requirements of the District and to maximize learning for all students.

Objective 6.1 Maximize Teaching and Learning

Technology Literacy Assessment Overall: 80% of eighth grade students will score at proficient or higher levels of performance on the Technology Literacy Assessment.

Strategies Increase student opportunities for utilizing technology across the curriculum areas. Think in meaningful ways to use the technology to represent what they know, and as a tool to promote

learning and to establish expectations. Seamlessly apply technology across all subject and content areas. Assure that technology is integral to all subject area instruction. Within each grade level cluster, all Technology Applications TEKS are met.

a. Create and integrate web-based lessons which include online TEKS-based content, resources, and learning activities;

b. Provide access to online-curriculum as appropriate.

Utilize technology as a tool for information management, problem solving, and communication.

Objective 6.2 Enhance Professional Practices

Strategies Professional Development training will include: a. integration of technology into teaching and learning;

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b. strategies to promote the regular creation and communication of new technology-supported learner-centered projects;

c. resources to ensure the vertical alignment of Technology Application TEKS; d. resources to provide anytime, anywhere use of online database resources.

Professional development will focus on the technological capabilities of educators to: a. use iPADs instructionally; b. encourage information literacy skills in their students; c. use Google Drive for administrative and instructional tasks; d. use Canvas to assist in anytime learning; e. teach students to use the internet safely.

Professional development will focus on the leadership capabilities of administrators to: a. recognize and identify exemplary use of technology in instruction; b. demonstrate and model use of technology in daily work; c. ensure the integration of appropriate technologies to maximize learning and teaching; d. involve and educate the school community around issues of technology integration.

Professional development opportunities will focus on online learning: a. teachers are provided professional development in the creation of online courses in Canvas; b. teachers are provided professional development in the use of Gradpoint.

Objective 6.3 Support Administration and Operations

Strategies District and campus leadership promote a shared vision with policies that encourage continuous innovation with technology leading to increased student achievement.

The District and campus administrators will provide vision and planning: a. teachers and administrators have a vision for technology use for direct instruction and student use; b. administrators use technology tools for planning; c. the campus plan addresses Technology Application TEKS and higher-order teaching and learning; d. the campus technology plan is focused on student success; is based on needs, research, proven

teaching and learning principles; and administrators use technology tools for planning and decision-making;

e. the campus technology plan is utilized to guide equipment expenditures and professional development focus; and

f. District Technology Steering committee meets regularly to review and recommend technology direction.

The District will allocate adequate funds to support district technology needs. Provide educators with access to student data for decision-making.

Objective 6.4 Infrastructure to Support All Functions

Strategies Student Technology: a. 2.5 or fewer students per Internet-connected device; b. provide for online student storage; c. provide desktop computers, iPad tablets, and Chromebooks;

d. provide the infrastructure to support students bringing their own technology. Internet Access:

a. direct connectivity to the Internet in 100% of the classrooms; b. adequate bandwidth within and between campuses; c. adequate bandwidth to the internet; d. minimum 1Gb connectivity to all classrooms within the campus.

The technology works consistently, which requires a sufficient staff to support the installed computer equipment base along with strategies and procedures to efficiently manage computer equipment.

Financial Resources

General Operating, Elementary & Secondary, Bond, E-Rate, Title Funds


Principals , Campus plans, ViewIt, Eduphoria, District Staff Development Plan

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Monitoring Timeline



Records of professional development in technology; Campus and District Technology Plans align with strategies District technology budget supports Technology Plans ; Record of staff development


District Developed Technology Measure

Project Manager(s):

Directors of Technology, Instructional Technology Coordinator, Technology Staff, Director of Curriculum and Instruction, Curriculum Coordinators, Principals

Goal 7 COMMUNICATION

CISD will promote and enhance two-way communication among our staff and our community to maximize the success of all students.

Objective 7.1 Effective Internal Communication

Strategies Maintain the District’s procedures and practices for communicating with employees, Board of Trustees, and patrons/media regarding daily campus/District activities/events, special campus/District activities/events, urgent non-life threatening situations, disaster/life-threatening situations, weather/natural disasters, and other special circumstances.

Provide communications regarding District initiatives, programs, meetings, activities, operations, and leadership within and among all departments and schools through a variety of media, including CISD website, newsletters, email announcements, campus/District meetings, newspaper, radio, television, and other sources.

Elicit comments and suggestions through committees, meetings, and surveys from within the CISD organization regarding improving communications through web page comments, CISD Newcomers Centers, email, District councils and committees, and campus personnel.

Continue vertical meetings to discuss curriculum alignment, program alignment, and departmental issues (cadres; staff development; principals’ meetings; etc.).

Continue horizontal meetings (grade level meetings by campus/feeder/or District; etc.) to discuss curriculum alignment, program alignment, and departmental issues.

Objective 7.2 Effective External Communication

Strategies Utilize the CISD website to promote campus and District events and information for parents, families, communities, and businesses.

Continue producing and distributing press releases to area news media to inform the community of events, educational programs, and information, and to elicit community input.

Provide factual, relevant information about District programs and initiatives to both the public and the District employees through a variety of media (print, website, newsletters, social media, campus meetings, social networks, etc.).

Provide information regarding demographic, financial, achievement, and student and staff data through published reports for parents, families, communities, and businesses.

Elicit comments, suggestions, and questions from parents/families/communities/businesses through CISD website, e-mail, Kid Chat, and the CISD Newcomers Centers.

Plan, coordinate, and advertise District-wide events.

Financial Resources General Operating


Campus Communicators, Campus Webmasters, Communications Specialist, Translation services, Local media, Safe Schools Plan, Technology

Monitoring Timeline



Record of contact with media, Record of press releases, Record of campus communication, Website information is current and accurate



Project Manager(s): Director of Communications, Curriculum and Instruction Director, Coordinator of Graphics and Printing, Directors of Technology

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Resources Allocated for State Compensatory Education Program

2016-2017 School Year

Strategy SCE Program/Service Funds Budgeted FTEs

Goal 1 Closing Performance Gaps Index 3 Strategy 14, 20

General Education Teachers for At-Risk Students Campuses District SCE Indirect Cost $30,525,441 533.98

Goal 1 Closing Performance Gaps Index 3 Strategy 14, 18, 19, 20

Secondary Campus Teachers and Paraprofessionals Serving At-Risk Students $4,929,083 92.27

Goal 1 Closing Performance Gaps Index 3 Strategy 12, 22 Dropout Prevention Index 4 Strategy 9 Academic Tutorials for At-Risk Students $498,285 9.06

Goal 1 Closing Performance Gaps Index 3 Strategy 11 Parent Education Specialist $60,786 1.00

Goal 1 Closing Performance Gaps Index 3 Strategy 24 Goal 1 Dropout Prevention Index 4 Strategy 4,10 PASS Overage Initiative $250,981 4.50

Goal 1 Closing Performance Gaps Index 3 Strategy 20 District At-Risk Instructional Coaches $278,707 5.00

Goal 1 Closing Performance Gaps Index 3 Strategy 20

Elementary/Intermediate Campus At-Risk Instructional Coaches and Intervention Teachers $1,021,312 19.00


Instructional Materials for At-Risk Students $193,994 0.00

Goal 1 Closing Performance Gaps Index 3 Strategy 13 Transportation for At-Risk Students $7,404 0.00

Total SCE $37,765,993 664.81

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Resources Allocated for Title I - III


Strategy Program/Service

Funds

Budgeted FTEs

Title IA

Goal 1 Close the Performance Gap Index 3 Strategy 12, 20 ELA: Strategy 1, 2 Writing Strategy 1, 2 Social Studies Strategy 4, 5 Science Strategy 1 Instructional Coaches and Support $804,841 11.15 Goal 1 Closing Performance Gaps Index 3 Strategy 12, 13, 21, 24

Program Administration Supplies, Administrator (85%) and Secretary (75%) $144,151 1.60

Goal 1 Successful Completion of High School Index 4

Strategy 8

Homeless Support Paraprofessional $12,879 0.50


Goal 1 Dropout Prevention Index 4 Strategy 3 PASS Overage Initiative Support $302,440 4.00 Goal 3 Recruitment, Development, and Retention of Staff Strategy 1

HR Title I Certifications Paraprofessional (33%) and Legal Fees $56,641 0.33

Goal 1 Closing Performance Gaps Index 3 Strategy 12 ELA Strategy 1 Writing Strategy 2 Private School Title I ELA Teacher for At-Risk PT $16,488 0.29 Goal 1 Closing Performance Gaps Index 3 Strategy 21

Summer School Materials, Extra Duty and Transportation $506,380 7.27

Goal 4 Parent and Family Involvement Strategy 1 Parent Involvement Materials and Extra Duty $70,144 0.01

TOTAL Title IA $1,913,964 25.15

Title IC

Goal 1 Close Performance Gaps Index 3 Strategy 25

Migrant Program Paraprofessional, Extra Duty, Mileage, and Materials $37,710 1.10

TOTAL Title IC $37,710 1.10

Title ID

Goal 1 Dropout Prevention Index 4

Strategy 1, 2, 7 Juvenile Delinquent Instructional Materials and Extra Duty $125,131 .30

TOTAL Title ID $125,131 .30

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Funds

Budgeted FTEs

Title IIA Goal 1 Instruction and Staff Development Index 2 ELA: Strategy 1 Writing Strategy 1, 2, 3 Math Strategy 1, 2, 4, 6 Social Studies Strategy 4, 5 Science Strategy 1, 2

Instructional Coaches and Support $312,654 4.85

Goal 1 Successful Completion of High School Index 4 Strategy 3

Goal 2 Fiscal Responsibility Strategy 1

Program Administration Administrator (15%) and Secretaries (25%) $62,499 1.15

Goal 1 Instruction and Staff Development Index 2 ELA: Strategy 1 Writing Strategy 1, 2, 3 Math Strategy 1, 2, 4, 6 Social Studies Strategy 4, 5 Science Strategy 1, 2 Private Schools Staff Development $15,000 0.00 Goal 1 Instruction and Staff Development Index 2 ELA: Strategy 1 Writing Strategy 1, 2, 3 Math Strategy 1, 2, 4, 6 Social Studies Strategy 4, 5 Science Strategy 1, 2

Goal 3 Recruitment, Development and Retention of Staff Strategy 1

Staff Development Materials, Extra Duty, and Contracted Services $611,271 4.79

TOTAL Title IIA $1,001,424 10.79

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Funds

Budgeted FTEs

Title III LEP

Goal 1 Instruction and Staff Development Index 2 Reading/ELA Strategy 1, 3, 5, 6, 8 Writing Strategy 1, 2, 3, 5, 6 Math Strategy 1, 2, 4, 6, 8 Social Studies Strategy 2, 4, 5, 12, 13 Index 3 Staff Development Strategy 12, 16, 17, 18, 19 Instructional Coaches (50%) and Support $116,615 1.50. Goal 1 Instruction and Staff Development Index 2 Reading/ELA Strategy 1, 6, 7, 8, 9 Writing Strategy 1 Math Strategy 4, 6 Social Studies Strategy 1, 4 Science Strategy 1 Goal 1 Close Performance Gaps Index 3 Strategy 12 Instructional Materials and Extra Duty $26,500 0.19

Goal 1 Successful Completion of High School Index 4

Strategy 1, 20 Newcomer Social Worker $34,518 0.50 Goal 1 Instruction and Staff Development ELA: Strategy 1, 5-8 Elementary Goal 1 Close Performance Gaps Index 3 Writing Strategy 1, 3 Math Strategy 3, 21, 49, 51 Social Studies Strategy 4, 5 Science Strategy 1

Staff Development Materials and Contracted Services $91,413 0.83

Goal 1 Closing Performance Gaps Index 3 Strategy 21 Summer School $256,000 3.90

Goal 1 Dropout Prevention Index 4 Strategy 1 Program Administration Secretary $14,753 0.25

TOTAL Title III LEP $539,799 7.17

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Funds

Budgeted FTEs

Title III IMM

Goal 1 Instruction and Staff Development ELA: Strategy 1, 5-8 Elementary Goal 1 Close the Performance Gap Index 2 Writing Strategy 1,3 Math Strategy 1, 12 Social Studies Strategy 13, 14 Science Strategy Index 3 Strategy 1

Instructional Coaches (50%) and Support $116,615 1.50

Goal 1 Closing Performance Gaps Index 3 Strategy 1, 13, 15 Instructional Materials $22,312 0.00

Goal 1 Successful Completion of High School Index 4 Strategy 1, 20

New Comer Social Worker and Paraprofessional $56,479 1.50

Goal 1 Closing Performance Gaps Index 3 Strategy 1, 13, 15 Summer School $7,937 0.14

Goal 1 Dropout Prevention Index 4 Strategy 1

Program Administration Secretary $10,623 0.25

TOTAL Title III IMM $213,966 3.39

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Financial Structure and Basis of Accounting

Description of Entity The Conroe Independent School District is an independent public educational agency operating under applicable laws and regulations of the State of Texas. A seven member Board of Trustees elected to staggered three-year terms by the District’s residents autonomously governs the District. The Texas Education Agency and Southern Association of Colleges and Schools provide the District’s K-12 education accreditation. The District includes 57 campuses. There are 29 elementary schools, 3 Kindergarten-6th grade schools, 9 intermediates, 7 junior highs, 5 high schools and 1 alternative high school. Three of the 5 High Schools have separate 9th grade campuses. The District occupies 348 square miles within Montgomery County, Texas and the 2016-2017 enrollment is estimated at over 59,000 students. Please refer to page 349 , in the Informational section, for a map of the District.

Fund Accounting The Funds and accounts of the District have been established under the rules prescribed in the Financial Accounting and Reporting Module of the Texas Education Agency Financial Accountability System Resource Guide. This budget document contains detailed information for all funds for which the Board of Trustees is required to adopt annual budgets. Budgets for all funds are prepared using the same method of accounting as for financial reports (modified accrual). Under the modified accrual basis of accounting, revenues are recognized in the accounting period in which they become both measurable and available. Expenditures are recognized in the accounting period in which the fund liability is incurred, if measurable, except for principal and interest on general long-term debt which is recognized when due. Following is a description of the funds for which annual budgets are adopted.

General Fund The General Fund is used to account for all financial transactions not properly includable in other funds. The principal sources of revenue include local property taxes, state funding allocations and interest on fund investments. The District does receive other revenues; however they are not considered material or sustaining. Expenditures include all costs necessary for the daily operation of the schools.

Special Revenue Funds Special Revenue Funds are used to account for funds awarded to the District for the purpose of accomplishing specific educational tasks as defined by grantors in contracts or other agreements.

Food Service – used to account for the District’s Food Services Program including local, state and federal revenue sources and all costs associated with the operation of the program.

Debt Service Fund The Debt Service Fund is used to account for the payment of interest and principal on all bonds of the District. The primary source of revenue for the debt service fund is local property taxes.

Capital Projects Fund The Capital Projects Fund is used to account, on a project basis, for projects financed by the proceeds from bond issues, or for capital projects otherwise mandated to be accounted for in this fund. The capital projects fund utilizes the modified accrual basis of accounting.

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Classification of Revenues and Expenditures

Section 44.007 of the Texas Education Code requires that a standard school district fiscal accounting system be adopted by each school district. The system must meet at least the minimum requirements prescribed by the State Board of Education and also be subject to review and comment by the state auditor. Additionally, the accounting system must conform with Generally Accepted Accounting Principles (GAAP). This section further requires that a report be provided at the time that the school district budget is filed showing financial information sufficient to enable the state board of education to monitor the funding process and to determine educational system costs by school district, campus and program. A major purpose of the accounting code structure is to establish the standard school district fiscal accounting system required by law. Although certain codes within the overview may be used at local option, the sequence of the codes within the structure and the funds and chart of accounts are to be uniformly used by all school districts in accordance with GAAP. Basic System Expenditure Code Composition

• Fund Code – A mandatory three digit code used for all financial transactions to identify the fund group and specific funds. The first digit refers to the fund group and the second and third digits specify the fund.

• Function Code – A mandatory two digit code which identifies the purpose of the transaction is applied to expenditures. The first digit identifies the major service area and the second digit refers to the specific function within the area.

• Object Code – A mandatory four digit code identifying the nature and object of an account, a transaction or a source. The first of the four digits identifies the type of account or transaction, the second digit identifies the major area and the third and fourth digits provide further sub-classifications.

• Sub-Object – Optional code. At Conroe ISD this code is used to provide special accountability for certain programs or areas.

• Organization Code – A mandatory three digit code identifying the organization, i.e., campus, department.

• Fiscal Year Code – A mandatory single digit code which identifies the fiscal year of the transaction or the project year of inception of a grant project.

• Program Intent Code – A two digit code used to designate services provided to students.

• Optional Code 3, 4 and 5 – Optional code that may be used to further describe the transaction.

District revenues are classified by fund and object or source. There are three major sources: local sources, state sources and federal sources. Expenditure budgets are legally adopted at the fund and function level; however, within this document we have included several additional presentations of expenditures. These presentations segregate expenditures by either organization or by major object. Major object codes are used to describe the type of items purchased or services obtained. The major object codes used in this document are: payroll and related costs, purchased and contracted services, supplies and materials, other operating expenditures and capital outlay. Fund codes have been previously described in the preceding Financial Structure section. Following is a description of the function codes used throughout this document.

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Function Codes

General Descriptions

Function codes are grouped according to related activities in the following major areas:

10 Instruction and Instructional Related Services- This function series is used for expenditures/expenses that provide direct interaction between staff and student to achieve learning. It includes expenses for the resources to achieve the appropriate student learning outcomes.

11 Instruction- This function is used for activities that deal directly with the interaction between teachers and students. This function includes expenditures for direct classroom instruction and other activities that deliver, enhance, or direct the delivery of learning situations to students.

12 Instructional Resources and Media Services- This function is used for expenditures that are directly and exclusively used for resource center, establishing and maintaining libraries, and other major facilities dealing with educational resources and media.

13 Curriculum Development and Instructional Staff Development- This function is used for expenditures that are directly and exclusively used to aid instructional staff in planning, developing, and evaluating the process of providing learning experiences for students.

20 Instructional and School Leadership- This function series is used for expenditures/expenses that relate to the managing, directing, supervising and leadership of staff who are providing either instructional or instructional-related services.

21 Instructional Leadership- This function encompasses those district-wide activities that have as their purpose managing, directing, and supervising the general and specific instructional programs and activities. For example, function 21 includes instructional supervisors and Assistant Superintendent for Instruction but does not include principals.

23 School Leadership- This function includes expenses for directing, managing and supervising a school. It includes salaries and supplies for the principal, assistant principal and other administrative and clerical staff including attendance clerks.

30 Student Support Services- This function series is used for expenditures/expenses that directly support students.

31 Guidance, Counseling and Evaluation Service- This function includes expenses for testing and assessing students’ abilities, aptitudes, and interests with respect to career and educational goals and opportunities. It includes psychological services, testing, and counseling.

32 Social Work Services- This function includes expenditures that directly and exclusively promote and improve school attendance. Examples include visiting teachers, home visitor aides, and truant officers.

33 Health Services- This function embraces the area of providing health services that are not a part of direct instruction. It includes medical, dental, and nursing services.

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Function Codes

General Descriptions 34 Student Transportation- This function includes the cost of providing management and

operational services for transporting students to and from school. Function 34 includes transportation supervisors and bus drivers but does not include field trips.

35 Food Services- This function includes the management of the food service program at

the schools and the serving of meals, lunches, or snacks in connection with school activities. Function 35 includes cooks and food purchases but does not include concession stands.

36 Cocurricular/Extracurricular Activities- This function incorporates those activities that are

student and curricular related but are not necessary to the regular instructional services. Function 36 includes athletic salary supplements paid exclusively for coaching, directing, or sponsoring extracurricular athletics but does not include salaries for teaching physical education .

40 Administrative Support Services- This function series is used to account for

expenditures/expenses that relate to the overall general administrative support services of the district.

41 General Administration- This function includes expenses incurred for the overall

administrative responsibilities of the school district. It includes expenses for the school board, superintendent’s office, personnel services, financial services, and administrative attendance personnel.

50 Support Services- This function series is used for expenditures/expenses that are used

for school district support services.

51 Facilities Maintenance and Operations- This function includes expenses incurred to keep the facilities and grounds open, clean, comfortable and in good working condition and state of repair, and insured. This function also includes expenses associated with warehousing and receiving services.

52 Security and Monitoring Services- This function is used for expenditures to keep student

and staff surroundings safe whether in transit to or from school, on a campus or participating in school-sponsored events at another location.

53 Data Processing Services- This function is used for expenditures for data processing

services, whether in-house or contracted. 60 Ancillary Services- This function series is used for expenditures/expenses that are for

school district support services supplemental to the operation of the school district.

61 Community Services- This function encompasses all other activities of the school district that are designed to provide a service or benefit to the community as a whole or a portion of the community.

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Function Codes

General Descriptions

70 Debt Service- This function series is used for expenditures/expenses that are used for the payment of debt principal and interest.

71 Debt Service- This function is used for expenditures that are for the retirement of recurring bond, capital lease principal, and other debt, related debt service fees, and for all debt interest.

80 Capital Outlay - This function series is used for expenditures/expenses that are for acquisitions, construction, or major renovation of school district facilities.

81 Facilities Acquisition and Construction- This function includes expenses for acquisition of land and building, the remodeling of buildings, additions to buildings, and installation and extension of service systems and other built-in systems.

90 Intergovernmental Charges- This function series is used for the transfer of resources from one governmental unit to another.

99 Other Intergovernmental Charges- This function is used for expenditures to other governmental entities, such as county appraisal districts, for costs related to the appraisal of property.

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Significant Financial Policies and Procedures The following financial policies and procedures of the District significantly influence the development of the annual budget. Cash Management The District’s cash management goals are as follows:

• Insure proper collateralization of deposits.

• Ensure adequate balances to cover cash disbursement needs.

• Maximize interest earnings.

• Minimize bank changes. These goals are accomplished by keeping bank balances as low as possible through transferring all available dollars into an investment pool. Additionally, treasuries, government discount notes, and commercial paper are purchased after considering yield and cash flow projections. Cash balances are monitored daily by the District through on-line banking. Using this system allows accounting personnel to minimize bank balances by only transferring into the accounts the funds necessary to cover the dollar amount of checks that have been presented to the bank each day. This keeps the low interest bearing bank balances at a minimum, thus maximizing interest earnings. Investment Policies The Board of Trustees has adopted a written investment policy regarding the investment of its funds as defined in the Public Funds Investment Act of 1995. This policy authorizes the District to invest in obligations of the U. S. Treasury, the State of Texas or certain U. S. agencies, certificates of deposit, repurchase agreements, commercial paper, money market and no-load mutual funds and public funds investment pools as permitted by Chapter 2256, Texas Government Code. The main goal of the investment program is to ensure its safety as well as to maximize financial returns within current market conditions in accordance with the District’s investment policy. Assets of the District shall be invested in instruments whose maturities do not exceed three years from the time of purchase. The Board may specifically authorize a longer maturity for a given investment, within legal limits. The investment portfolio shall be diversified in terms of investment instrument, maturity scheduling, and financial institutions to reduce the risk of loss. Monitoring is performed monthly as investment reports are submitted to the Board of Trustees for review. In addition, the District investment officer annually presents a comprehensive report on the investment program and investment activity. Debt Administration Debt service is a major area of cost due to the District’s building program that is primarily financed by the sale of general obligation bonds. The ratio of net bonded debt to assessed value for the District is 3.87%. Educational legislation has eliminated limits on outstanding debt; however, prior law limited debt to 10% of the assessed value and the District is well below that level. All principal and interest payments are due February 15th and August 15th of each year. On February 1st of each year, outstanding taxes become delinquent which permits the collection of a large majority of taxes levied before the long-term debt payments are due. The District’s bonds presently carry a favorable rating of “Aaa” with Moody’s Investment Service and “AAA” with Standard and Poor’s Investor Service.

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Significant Financial Policies and Procedures (continued)

Debt Service Policy The Board of Directors may obtain funds to construct, acquire or equip school buildings, to purchase necessary sites, to purchase school buses, or to acquire, or refinance property financed under a contract entered under the Public Property Finance Act by issuing bonds and assessing annual ad valorem taxes sufficient to pay the principal and interest on the bonds as they come due. Before issuing bonds, the District must demonstrate to the Attorney General that, with respect to the proposed issuance, the District has a projected ability to pay the principal of and interest on the proposed bonds and all previously issued bond. The District has adopted the provisions of section 45 of the Texas Education Code requiring the levy each year of a tax rate, unlimited as to amount, sufficient to meet principal and interest requirements during the fiscal year. Resources from the property taxes for servicing bonded debt principal and interest are accumulated in, and expended from the Debt Service Fund (Article 278e-1, VCS). Texas statutes do not prescribe a debt limit; however, a practical economic debt limit of 10% of the assessed valuation is used by the district. Fund Balances and Net Position The District has adopted the provisions of GASB Statement No. 54, Fund Balance Reporting and Governmental Fund Type Definitions (GASB 54). In accordance with GASB 54 the District classifies governmental fund balances as follows: Non-Spendable – includes amounts that cannot be spent because they are either not in spendable form, or, for legal or contractual reasons, must be kept intact. This classification includes inventories, prepaid items and long term receivables. Restricted – includes fund balance amounts that are constrained for specific purposes which are externally imposed by providers, such as creditors or amounts restricted due to constitutional provisions or enabling legislation. This classification includes the child nutrition program, retirement of long term debt, construction programs and other federal and state grants. Committed – Committed fund balances are amounts constrained to specific purposes by the District itself, using a resolution passed by its highest decision making authority (the Board of Trustees). To be reported as committed, amounts cannot be used for any other purpose unless the District takes the same highest level of action to remove or change the constraint.

Assigned – includes fund balance amounts that are self imposed by the District to be used for a particular purpose. Fund balance can be assigned by the District’s Board, the Superintendent or the Chief Financial Officer pursuant to the District’s fund balance policy.

Unassigned – amounts that are available for any purpose are considered unassigned fund balance. Positive numbers can only be reported in the general fund. Net Position may serve over time as a useful indication of a government’s financial position. Net position on the Statement of Net Position includes the following: Net Investment in Capital Assets – this component of net position reports the difference between capital assets less both the accumulated depreciation and the outstanding balance of debt, excluding unspent proceeds, that is directly attributable to the acquisition, construction or improvement of these capital assets; Restricted –this component of net position reports the difference between assets and liabilities of the District that consist of assets with constraints placed on their use by external parties; Unrestricted –the difference between the assets and liabilities that is not reported in Net Investment in Capital Assets, or Restricted Net Position.

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Significant Financial Policies and Procedures (continued) Reserve Policies

• General Fund & Debt Service Fund– The District strives to maintain a fund balance equal to 16-24% of operating expenditures for the general and debt service funds.

• Debt Service Fund – The District maintains a debt service fund balance of not more than 1/2 of the previous year’s required principal and interest payments for all outstanding bonds. If the fund balance exceeds this level, the excess is considered a reserve and is subject to rebate under arbitrage regulations.

• Food Service Fund – The fund balance for food service should not exceed three months of average food service operations expenditures. Average monthly food service expenditures are calculated by dividing the subsequent year’s budgeted expenditures by ten months since the food service department only operates for ten months out of the year.

Accounting Pronouncements The District has adopted the provisions of GASB Statement No. 68, Accounting and Financial Reporting for Pensions (GASB 68). I detailed calculation will be performed in conjunction with the preparation of the District’s annual financial statements. Risk Management The District’s risk management program encompasses various means of protecting the District against loss. Property and casualty, health, and workers’ compensation insurance is provided by commercial carriers and liability insurance coverage is provided by the Texas Association of School Boards. The District also has local Safety Programs, a District Police Department and a written Investment Policy which ensures the safety of funds as well as maximizing the financial returns. Independent Audit and Financial Reporting In accordance with Section 221.256, Texas Education Code, public school districts in Texas shall have their accounts audited annually. The audit shall be made on an organization-wide basis and shall involve all funds types and accounts groups of the school district. In addition to meeting the requirements set forth in state statutes, the audit is also designed to meet the requirements of the federal Single Audit Act of 1984 and the related provisions of OMB Circular A-133 “Audits of State, Local Governments and Non-Profit Organizations.” Once the annual audit is complete, an Annual Financial and Compliance Report is prepared and submitted to the Texas Education Agency for review. The Annual Financial and Compliance Report is designed to meet the specific monitoring needs of the Texas Education Agency. Thus, a Comprehensive Annual Financial Report conforming to standards of both the Association of School Business Officials International and the Government Finance Officers Association is also prepared to better serve the needs of the taxpayers and other financial statement users.

56


Budget Policies and Development Procedures

The State, the Texas Education Agency (TEA) and each local district formulate legal requirements for school district budgets. Legal Requirements Sections 44.002 through 44.006 of the Texas Education Code establish the legal basis for budget development in school districts. The following items summarize the legal requirements from the code:

• The Superintendent is the budget officer for the District and prepares or causes the budget to be prepared.

• The District budget must be prepared by a date set by the State Board of Education, currently August 20th.

• The President of the Board of Trustees must call a public meeting of the Board of Trustees giving ten days public notice in a newspaper for the adoption of the District budget. Any taxpayer in the District may be present and participate in the meeting.

• No funds may be expended in any manner other than as provided for in the adopted budget. The Board does have the authority to amend the budget or adopt a supplementary emergency budget to cover unforeseen expenditures.

• The budget must be prepared in accordance with GAAP (generally accepted accounting principles) and State guidelines.

• The budget must be legally adopted before the adoption of the tax rate. Annual budgets must be prepared for the following funds: General Fund, Debt Service Fund, Technology Fund, Food Service and Special Revenue Funds. Budget Development Process Teachers, principals, community members and other staff of the District, under the direction of the Chief Financial Officer and the Superintendent, develop the budget. All expenditure allocations are determined based on projected revenue from state and local sources with the goals of maintaining an appropriate fund balance and combined tax rate while still meeting District educational goals. The budget process begins in December each year with the preparation of the budget calendar and enrollment projections. The enrollment projections contained in this plan form the basis for significant budgetary decisions including per pupil allocations to each campus, instructional staffing allocations and other required service levels. The Chief Financial Officer prepares revenue projections for all funds. These projections are based on enrollment projections, estimates of local tax revenue, State funding formulas, and other significant factors. The State funding formulas are extremely complex. The Texas Legislature meets every other year. Salaries and benefits comprise approximately 89.06% of the annual operating budget. Therefore, the Board of Trustees gives careful consideration to staffing allocations for both instructional and non-instructional positions. Additional personnel units are evaluated each year and, after extensive review and analysis, recommendations are presented to the Board of Trustees. Personnel units are allocated to each campus based on projected student enrollment following State mandated ratios as applicable. The budget amounts are then developed utilizing approved staffing guidelines and estimates of cost for each position. Projected costs for each position are based on the average cost of employees currently filling each position. Supplemental pay (coaches, department heads, etc.) is approved on a year-to-year basis and does not become part of the base salary of an employee. A salary supplement may be changed upward, downward or eliminated as the Board of Trustees deems is in the best interest of the District.

57

Budget Policies and Development Procedures (continued)

In order to decentralize the budget process for non-payroll related budget allocations, site-based decision making teams, working under the direction of each campus principal, contribute extensively to campus budget decisions. Each campus receives a basic allotment per student to be used for supplies, materials, equipment, staff development and other appropriate instructional costs. The site-based decision making teams make decisions concerning utilization of this allocation. Budgets for non-campus units are developed by department heads and reviewed by the Superintendent and the Chief Financial Officer. The Chief Financial Officer develops the Debt Service Fund budget. This budget is constructed based primarily on tax base assumptions (for local revenue projections), State funding estimates, and required and projected debt retirement requirements. The Food Service Fund budget is prepared by the Director of Child Nutrition. The Superintendent and Chief Financial Officer then review the budget for approval. Following this development process, consolidated budgetary information is presented to the Board of Trustees in workshops and regular meetings. This information is summarized in a variety of different presentations and line item detail is provided, as requested, through written and verbal supporting information. Significant dates and events included in the budget development process are summarized on the budget calendars on the following pages of this document. Capital Improvement Budget Policies Capital Projects Funds are used to account for the proceeds of general obligation bonds and related interest earnings and the expenditures of these funds for the construction and equipping of new school facilities, to purchase school sites, and renovations or repair of existing facilities. The Board of Trustees does not formally adopt the Capital Projects Funds budgets annually. These budgets are prepared on a project basis based on the proceeds available from bond issues and planned expenditures outlined in applicable bond ordinances. Capital Projects Fund equity is re-appropriated in each year’s budget through budget amendments until all available funds for acquisition and construction of facilities are utilized. Each major construction contract is approved based on the existing availability of bond proceeds and/or approved but not issued bonds. However, the impact of the Capital Projects Funds budgets must be considered during development of the annual budgets for all other funds. Future operating costs (staffing, utilities, etc.) associated with capital improvements and new facilities must be projected and included in the General Fund budget. Repayment of bonds issued for capital projects must be included in Debt Service Fund projections Additionally, certain capital outlay expenditures are budgeted in the General Fund. Other capital needs (buses, computers, etc.) are provided for in both the General Fund and the Technology Fund based on department head requests during the budget hearings. Before any Capital Improvement Projects are considered, a detailed demographic/enrollment study, and a review of existing facilities for optimization must be conducted by a competent demographer. These studies will determine if a new building is necessary to relieve existing buildings in demographic areas of the District. Whenever these assessments are being conducted, a District wide long-range facility master plan with associated cost and time frame must be considered and coordinated with District Financial Advisors.

58

December 2, 2015 Preliminary budget meeting of the Finance Office to discuss

budget development process

February 2, 2016 First meeting with the Board to discuss budget projections

and goals

January - February Projected enrollment figures developed and ready for use in

budget preparation

February, 2016 Preliminary budget meeting with Finance Office and Deputy

Superintendent and Assistant Superintendents for

Secondary & Elementary Education to discuss budget

meetings with department heads and principals and overall

budget process

April 20, 2016 ELEMENTARY/INTERMEDIATE PRINCIPALS MTG

Distribute budget packets to elementary and intermediate

campus principals. Discuss per pupil allocations, specific

budget needs, and mechanics of budgeting.

April 20, 2016 SECONDARY PRINCIPALS MEETING

Distribute budget packets to secondary campus principals.

Discuss per pupil allocations, specific budget needs, and

mechanics of budgeting.

April 20, 2016 CURRICULUM & INSTRUCTION

Distribution of budget packets to Curriculum group

April-May Staffing allocation meetings with principals

59

April-May Finance Office to meet with individual support department

heads to distribute budget packets, and discuss budget

development process

May 12, 2016 Campus budgets due to Assistant Superintendents for

Secondary and Elementary Education

May 19, 2016 Campus budgets due to Finance Office

All departmental budgets due to the Finance Office

May-June Review campus and department budgets. Develop payroll

budgets.

June 3, 2016 Tax Collection Certification for 2015-2016 to TEA

June 24, 2016 Revenue budgets developed based on estimated tax values.

Expenditure estimates based on submitted requests

including staffing changes and salary adjustments.

May - August Schedule meetings and review budget with the Board of

Trustees.

July 15, 2016 I M P O R T A N T

Official Notification Received for Chapter 41

July 19, 2016 Regular Board Meeting (1st Budget Proposals)

July 20, 2016 Post Notice of public hearing on budget and tax rate.

60

July, 2016 Meeting with District-Level Planning & Decision-Making

Committee to discuss 2016-17 Budget

July 25, 2016 FOR INFORMATION ONLY

District receives certified appraisal roll. Adjust revenue

projections.

August 2, 2016 Public hearing on 2016-17 Budget and Tax Rate. Special

Board Meeting to discuss budget

August 6, 2016 Publish “NOTICE OF PUBLIC MEETING TO DISCUSS

BUDGET AND TAX RATE”

(must be at least 10 days prior to public meeting).

August 16, 2016 REGULAR BOARD MEETING

1. Public hearing on 2016-17 Budget and Tax Rate.

2. Adopt 2016-17 Budget (Must be before adoption of tax

rate)

3. Set 2016-17 Tax Rate (Must adopt by component, i.e.

M&O and I&S).

August 26, 2016 Last date to complete and return the 2016-17 Chapter 41

choice selection form.

61


Budget Administration and Management Process

Adoption of the official budget by the Board of Trustees is only the first step in the budgetprocess. Following adoption, the budget administration and management process begins. Thebudget administration and management process is the process of regulating expendituresthroughout the fiscal year to ensure that they do not exceed authorized amounts and that they areused for intended, proper, and legal purposes.

Expenditure Control and Approvals

Expenditure appropriations are allocated between approximately 80 organizations or cost centers(campuses, departments, divisions, etc.). Each organization is assigned a budget manager (i.e.,principal, department head). The budget manager is accountable for his organization’s portion ofthe General Fund budget. Each budget manager is authorized to approve the expenditure offunds within their respective organization provided that the funds are expended in accordancewith District purchasing procedures and legal requirements.

This is accomplished through the use of the Standard Account Code System prescribed by theTexas Education Agency, which includes an organization code. This code system is described indetail within this document. Each budget manager (or designee) is granted on-line access to theaccounting codes for their organization. This access includes purchase order, check requisition,account inquiry and reporting capabilities.

Purchase Orders The Board of Trustees approves all bid awards and contracts. Purchase orders are prepared forall tangible goods. Once a purchase order is entered and approved at the campus/departmentallevel, administrative regulations require that all purchase orders be forwarded to the PurchasingDepartment for verification of availability of funds, proper account coding, and compliance withlegal purchasing procedures. Purchasing then sends the P.O. to the appropriate vendor. Oncethe P.O. is printed and mailed, an encumbrance is entered into the account code. Encumbrancesare reservations of appropriations for open purchase orders for goods that have not yet beenreceived. The purpose of the encumbrance is to insure that obligations are recognized as soonas financial commitments are made in order to prevent inadvertent over-expenditure of funds dueto lack of information about future commitments.

The majority of goods are received at our Central Warehouse. The warehouse personnelprepare a receiving report either on-line or manually. Once the Accounts Payable Departmentmatches the P.O., receiving report and vendor invoice, payment is made.

Check Requisitions Check requisitions are used for payment for services, employee travel, and relatively small dollarreimbursements. Check requisitions, along with the appropriate supporting documentation, areforwarded to the Finance Office for verification, approval, and payment.

Amending the Budget

The budget is legally adopted at the fund and function level. The Board of Trustees must,therefore, approve budget amendments that transfer funds between funds or functions. Forexample, appropriations for instruction cannot be transferred to administration without Boardapproval. All other required transfers that do not involve fund or function changes are reviewed,approved, and processed by the Finance Office.

62

Budget Administration and Management Process (continued)

Amending the Budget (continued)

To reduce the number of transfers that require processing by the Finance Office, budgetarycontrol accounts have been established so that budget managers are able to utilize theirorganization’s funds as necessary within the same fund and function without submitting an officialbudget amendment. Control accounts link several detail expenditure accounts to the samebudgetary control balance. For example, assume that the general supplies detail account at aparticular campus had no remaining budgetary balance and the warehouse supplies detailaccount in the same fund and function had a remaining budget balance. An expenditure could bemade from the general supplies account without doing a budget transfer because the controlaccount (which includes the warehouse supplies account) had enough funds to cover theexpenditure.

Monitoring the Budget

The District’s interactive, on-line budgetary accounting and control system provides many usefulreports to assist Board Members, Finance Office personnel, and budget managers inadministering, monitoring, and controlling the implementation of the budget. This systemprovides many checks on account balances to insure that funds are not over-expended at thebudgetary control account level. If sufficient funds are not available at the budgetary controlaccount level, purchase order and check requisitions cannot be generated. The ExecutiveDirector of Finance carefully monitors comparisons between budget and actual expenditures tomaintain cost control and to insure against over-spending for payroll and related accounts.

On a monthly basis, management reviews financial projection reports generated by the District’saccounting system. At any period of time during the year, financial projections through the end ofthe fiscal year can be generated. This is done by taking the expenditures through a certainspecified period in the current year divided by the percent of expenditures through this sameperiod in the prior year divided by total actual expenditures in the prior year. This process ofreviewing projected year-end expenditure levels, as well as current expenditure levels, providesan increased level of comfort in assuring budgetary compliance.

Relevant financial reports are submitted to the Board of Trustees on a monthly basis. The finalstep in the budget monitoring process is the evaluation of the results of operations that arepresented annually in the District’s Comprehensive Annual Financial Report (CAFR).

Reporting to the Texas Education Agency (TEA)

The District budget must be submitted to TEA via the Public Education Information ManagementSystem (PEIMS) transmission process as of the date established in the annual instructions for thesystem. TEA monitors for compliance at the district level only. This monitoring is a legalrequirement to ensure mandatory expenditure levels in certain areas. In addition, amendedbudgets are reflected on the schedule comparing budget and actual results in the AnnualFinancial and Compliance Report. The requirement for filing the amended budget with TEA isformally met when the District submits its Annual Financial and Compliance Report.

63


64

Financial Section

Financial Overview

Combined revenues for all funds are budgeted to decrease to $551 million for budget year2016-2017. This decrease is $16.3 million less than the combined projected revenues for 2015-2016. The majority of the decrease is in State revenue in the General Fund due to the RobinHood effect in the funding formulas. As the district’s property values increase, the staterecaptures that increase in value by decreasing funding proportionately in the following fiscalyear. A portion of the recapture was offset by student enrollment growth.

The majority of General and Debt Service fund revenues are generated by tax collections. TheDistrict has experienced dramatic increases in its tax base, averaging 8.2% over the past tenyears.

$-$5,000,000,000

$10,000,000,000$15,000,000,000$20,000,000,000$25,000,000,000$30,000,000,000$35,000,000,000

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

Tax Base Trend

`

We have provided several supporting schedules that show the Tax Rate effects for the District onpages 68-69.

Revenues for the Capital Projects fund will be earned by investment income. Additional proceedswill be provided in the Capital Projects Fund from the sale of bonds approved in the 2015 bondreferendum. In the Food Service Fund approximately (57%) of the revenue in this fund isreceived from the United States Department of Agriculture (USDA) under the National SchoolLunch Program and the School Breakfast Program. The remaining revenue (43%) is primarilygenerated from user fees i.e. student payments for meals. The Food Service revenue isbudgeted to decrease by $1 million or 5.7% less than the 2015-2016 projected revenues.

The total 2016-2017 combined fund expenditures are budgeted to increase to $746 million or20% over 2015-2016 projected expenditure levels. The majority of the increase in expendituresis in the Capital Projects fund for projects approved in the 2015 Bond Referendum. Our numberone goal as a district is student achievement so it is a priority in the budget process to provide thenecessary funding to put an adequate number of teachers in the classroom as well as maintain acompetitive pay structure to retain high quality teachers.


2015-16 2016-17 Change

General Fund 426,229,201$ 447,580,555$ 5.01%

Debt Service Fund 84,233,299 88,077,713 4.56%

Capital Projects Fund 88,672,280 192,659,698 117.27%

Food Service Fund 19,287,501 18,000,000 -6.68%

Total 618,422,281$ 746,317,966$ 20.68%

Total Expenditures by Fund Comparison

65

2016-17

General Fund Debt Service Capital Pojects Food Service Total

Revenues

5710 Tax Collections 320,698,681$ 77,915,916$ -$ -$ 398,614,597$

5742 Investment earnings 500,000 - - - 500,000

5749 Miscellaneous 4,300,000 - 57,030 - 4,357,030

5751 Food service-meals - - - 7,705,214 7,705,214

Total Local Revenues 325,498,681 77,915,916 57,030 7,705,214 411,176,841

5810 Foundation school program 106,046,130 - - - 106,046,130

5829 Miscellaneous state revenue - 1,547,762 - - 1,547,762

5831 Teacher retirement on-behalf 21,800,000 - - - 21,800,000

Total State Revenues 127,846,130 1,547,762 - - 129,393,892

5921 School breakfast program - - - 2,082,484 2,082,484

5922 National school lunch program - - - 8,212,302 8,212,302

5929 Misc. Federal Revenues - - - - -

Total Federal Revenues - - - 10,294,786 10,294,786

Total Revenues 453,344,811 79,463,678 57,030 18,000,000 550,865,519

Expenditures

11 Instruction 286,530,704 - - - 286,530,704

12 Instructional resources & media 5,302,485 - - - 5,302,485

13 Staff development 3,424,184 - - - 3,424,184

21 Instructional administration 3,862,470 - - - 3,862,470

23 School administration 28,626,120 - - - 28,626,120

31 Guidance and counseling 15,216,342 - - - 15,216,342

32 Social work services 561,501 - - - 561,501

33 Health services 4,855,515 - - - 4,855,515

34 Student transportation 21,604,901 - - - 21,604,901

35 Food services - - - 16,566,000 16,566,000

36 Co-curricular activities 10,367,083 - - - 10,367,083

41 General administration 8,005,664 - - - 8,005,664

51 Plant maintenance & operations 43,264,267 - - 1,434,000 44,698,267

52 School police 5,927,712 - - - 5,927,712

53 Technology 6,313,007 - - - 6,313,007

61 Community service 18,600 - - - 18,600

71 Debt service - 88,077,713 - - 88,077,713

81 Facilities acquisition & const. - - 192,659,698 - 192,659,698

99 Other Intergovernmental 3,700,000 3,700,000

Total Expenditures 447,580,555 88,077,713 192,659,698 18,000,000 746,317,966

Excess Revenues Over Expenditures 5,764,256 (8,614,035) (192,602,668) - (195,452,447)

Other Resources (Uses) - - 148,116,196 - 148,116,196

Fund Balance-Beginning-Projected 126,772,869 32,997,945 117,274,223 2,431,806 279,476,843

Fund Balance-Ending-Projected 132,537,125$ 24,383,910$ 72,787,751$ 2,431,806$ 232,140,592$

Expenditures By Major Object

2016-17

General Fund Debt Service Capital Pojects Food Service Total

6100 Payroll Costs 398,566,754 - - 7,200,000 405,766,754

6200 Purchase & Cont Service 23,543,236 - - 1,439,000 24,982,236

6300 Supplies and Materials 19,056,675 - - 9,270,000 28,326,675

6400 Other Operating Expend 5,890,890 - - 30,000 5,920,890

6500 Debt Service - 88,077,713 - - 88,077,713

6600 Capital Outlay 523,000 - 192,659,698 61,000 193,243,698


Note: Please see individual fund sub-sections for more detailed explanations of revenues, expenditures and fund balance.


Combined Budget Summary: 2016-17 Including 2015-16 Projected and 2014-15 & 2013-14 ActualGeneral Fund, Debt Service Fund, Capital Projects & Food Service Fund

66

2016-17 2015-16 2014-15 2013-14

Total Projected Actual Actual

Revenues

5710 Tax Collections 398,614,597$ 379,125,322$ 344,360,198$ 307,041,674$

5742 Investment earnings 500,000 2,049,597 1,401,637 619,606

5749 Miscellaneous 4,357,030 4,692,617 4,244,960 4,036,629

5751 Food service-meals 7,705,214 7,287,364 7,031,534 7,181,150

Total Local Revenues 411,176,841 393,154,900 357,038,329 318,879,059

5810 Foundation school program 106,046,130 134,757,556 134,575,901 134,153,720

5829 Miscellaneous state revenue 1,547,762 1,745,398 181,219 173,792

5831 Teacher retirement on-behalf 21,800,000 21,568,418 20,170,567 18,440,337

Total State Revenues 129,393,892 158,071,372 154,927,687 152,767,849

5921 School breakfast program 2,082,484 2,107,325 1,982,691 1,976,320

5922 National school lunch program 8,212,302 8,307,723 7,953,730 7,352,284

5929 Misc. Federal Revenues - 5,470,812 4,899,707 4,859,865

Total Federal Revenues 10,294,786 15,885,860 14,836,128 14,188,469

Total Revenues 550,865,519 567,112,132 526,802,144 485,835,377

Expenditures

11 Instruction 286,530,704 269,561,120 247,267,817 228,827,225

12 Instructional resources & media 5,302,485 5,018,660 4,951,934 4,748,783

13 Staff development 3,424,184 3,657,659 3,145,356 2,299,315

21 Instructional administration 3,862,470 3,935,070 3,286,308 2,930,811

23 School administration 28,626,120 28,107,499 26,886,312 24,645,865

31 Guidance and counseling 15,216,342 13,768,281 16,109,307 15,393,597

32 Social work services 561,501 571,904 418,316 325,277

33 Health services 4,855,515 4,960,117 4,727,352 4,165,231

34 Student transportation 21,604,901 20,377,940 19,892,018 18,638,779

35 Food services 16,566,000 17,840,912 17,473,807 17,709,366

36 Co-curricular activities 10,367,083 10,001,132 9,747,914 9,565,486

41 General administration 8,005,664 7,652,233 7,032,406 6,181,130

51 Plant maintenance & operations 44,698,267 43,339,094 45,926,656 41,557,680

52 School police 5,927,712 6,646,406 5,580,730 5,309,822

53 Technology 6,313,007 5,938,024 5,738,640 4,720,848

61 Community service 18,600 10,913 18,202 13,163

71 Debt service 88,077,713 84,233,299 82,992,639 79,448,606

81 Facilities acquisition & const. 192,659,698 89,719,277 36,040,328 64,470,897

99 Other Intergovernmental 3,700,000 3,082,741 2,760,118 2,293,905

Total Expenditures 746,317,966 618,422,281 539,996,160 533,245,786

Excess Revenues Over Expenditures (195,452,447) (51,310,149) (13,194,016) (47,410,409)

Other Resources (Uses) 148,116,196 135,321,085 37,373,212 42,558,113

Fund Balance-Beginning-Projected 279,476,843 195,465,907 171,286,711 176,139,007

Fund Balance-Ending-Projected 232,140,592$ 279,476,843$ 195,465,907$ 171,286,711$

2016-17 2015-16 2014-15 2013-14

Total Projected Actual Actual

6100 Payroll Costs 405,766,754$ 387,091,644$ 359,599,759$ 331,188,585$

6200 Purchase & Cont Service 24,982,236 25,071,782 29,948,638 26,064,930

6300 Supplies and Materials 28,326,675 26,789,974 28,852,163 30,702,531

6400 Other Operating Expend 5,920,890 4,553,597 4,237,144 4,042,313

6500 Debt Service 88,077,713 84,233,299 82,420,693 79,448,606

6600 Capital Outlay 193,243,698 90,681,985 34,937,763 61,798,821



General Fund, Debt Service Fund, Capital Projects & Food Service FundCombined Budget Summary: 2016-17 Including 2015-16 Projected and 2014-15 & 2013-14 Actual

67

General Debt Service Memo

Fund Fund Total

Requirements

Proposed Expenditure Budget 447,580,555$ 88,077,713$ 535,658,268$

Fund Balance Requirement 132,537,125 24,383,910 156,921,035

Total Requirements 580,117,680 112,461,623 692,579,303

Resources

Other Than Tax Levy:

Projected Fund Balance, 8/31/16 126,772,869 32,997,945 159,770,814

State Revenue 106,046,130 1,547,762 107,593,892

TRS On-behalf 21,800,000 - 21,800,000

Other Local Revenues 4,800,000 - 4,800,000

Operating Transfer - - -

Total Non-Tax Resources 259,418,999 34,545,707 293,964,706

Revenue Required From Current Tax Levy 320,698,681 77,915,916 398,614,597

Computation of Tax Rate

Revenue Required From Property Tax Levy 320,698,681 77,915,916 398,614,597

Estimated Taxable Value 32,423,298,323 32,423,298,323 32,423,298,323

Collection Rate Factor 95.30% 100.00% 95.30%

Adjusted Net Estimated Taxable Value 30,899,403,302 32,423,298,323 30,899,403,302

Tax Rate Needed Per $100 Valuation 1.04 0.240 1.280

Tax Rate Recommended 1.04$ 0.240 1.280

Prior Year Tax Rate 1.04$ 0.240 1.280


Combined Property Tax Rate Calculation Worksheet2016-2017

68

2012-13 2013-14 2014-15 2015-16 2016-17

Assessed/Market value of a home 218,246$ 226,515$ 252,948$ 283,155$ 296,236$

Less: Homestead exemption 15,000 15,000 15,000 15,000 25,000

Taxable value 203,246 211,515 237,948 268,155 271,236

Total property tax rate 1.2900 1.2850 1.2800 1.2800 1.2800

Property tax due 2,622$ 2,718$ 3,046$ 3,432$ 3,472$

Percent of property tax due increase 0.02% 3.67% 12.06% 12.69% 1.15%

(decrease) from prior year

Each year the Montgomery County Appraisal District appraises property based on market conditions such as sales in

the surrounding areas. The above schedule shows how market conditions & tax rates would affect the amount of

property tax due through 2016-17 based on the overall trends of the District.


Impact of Budget on Taxpayers

$1,000

$1,500

$2,000

$2,500

$3,000

$3,500

$4,000

2012-13 2013-14 2014-15 2015-16 2016-17

Property Tax Due

69

District County Total Rate General Debt Service

New Caney Montgomery 1.67000 1.170000 0.50000

Crosby Harris 1.67000 1.170000 0.50000

Splendora Montgomery 1.60000 1.170000 0.43000

Galena Park Harris 1.56330 1.243300 0.32000

Deer Park Harris 1.55670 1.236700 0.32000

Humble Harris 1.52000 1.170000 0.35000

Katy Harris 1.51660 1.126600 0.39000

Spring Harris 1.46996 1.040000 0.42996

Cy-Fair Harris 1.44000 1.040000 0.40000

Goose Creek Harris 1.43189 1.040000 0.39189

Klein Harris 1.43000 1.040000 0.39000

LaPorte Harris 1.42000 1.040000 0.38000

Sheldon Harris 1.41000 1.170000 0.24000

Huffman Harris 1.40000 1.040000 0.36000

Channel View Harris 1.39600 1.040000 0.35600

Spring Branch Harris 1.39450 1.090000 0.30450

Willis Montgomery 1.39000 1.040000 0.35000

Magnolia Montgomery 1.37950 1.040000 0.33950

Montgomery Montgomery 1.37000 1.040000 0.33000

Pasadena Harris 1.35000 1.070000 0.28000

Tomball Harris 1.34000 1.020000 0.32000

Aldine Harris 1.32339 1.133388 0.19000

Alief Harris 1.30500 1.125000 0.18000

Conroe Montgomery 1.28000 1.040000 0.24000

Houston Harris 1.20670 1.026700 0.18000

Average Tax Rate 1.43334 1.09447 0.33887

Conroe Tax Rate 1.28000 1.04000 0.24000

Tax Rate ComparisonAll Harris and Montgomery County School Districts

Sorted by Combined Tax Rate

Fiscal Year 2016-2017

70

Combined Tax Rate Comparisonwith area School Districts

1.20

1.25

1.30

1.35

1.40

1.45

1.50

1.55

Humble Katy Spring Cy-Fair Klein Conroe

71


72

Financial Section General Fund

General Fund

The General Fund is the District’s principal fund, accounting for the majority of current operatingexpenditures. Recorded in the General Fund are transactions encompassing the approvedcurrent operating budget, related revenues, expenditures, assets, liabilities, and fund balance.Financial transactions of the District are recorded in detail in the general ledger by objects andfunctions within projects and programs. This fund has often been described as an operating orcurrent fund and includes revenues from an ad valorem local maintenance tax, state funding, andother sources such as tuition, fees, and investment earnings.

Revenue Trends and Assumptions

Enrollment Trend

The major estimate necessary to build the General Fund budget is student enrollment. Staterevenue estimates, as well as the campus expenditure budget allocations, rely heavily onenrollment data. The District has experienced significant increases in enrollment over the last tenyears of approximately 13,000 students. This trend is expected to continue for the foreseeablefuture. Enrollment growth presents District personnel with significant challenges includingadditional personnel, instructional facilities, supplies, and materials.

35,000

40,000

45,000

50,000

55,000

60,000

65,000

07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17

Enrollment Trend

State Funding Trend

State funding provides 28% of the revenue necessary to fund operating expenditures. The TexasLegislature meets biennially unless the Governor requests a special session. Senate Bill 1(S.B.1) was passed by the 84th Regular Session of the Texas Legislature authorized a healthyincrease, $1.5 billion over the biennium, to the formulas used to calculate Foundation SchoolProgram funding for Texas school districts.

For additional information on the State of Texas budget visit this website.http://www.lbb.state.tx.us/.

The two primary components of the funding formula are (Tier I and II). The Tier I component ofschool funding represents the cost of providing basic educational services for students in thedistrict. Tier I provides funding for regular education, special education, compensatory education,bilingual education, gifted and talented education, career and technology education andtransportation. Under Tier I, the State subsidizes tax receipts as needed to produce a basicallotment for each student in average daily attendance. The district’s portion is calculated byusing the compressed tax rate (2005 adopted maintenance and operations [M&O] rate multipliedby 0.6667). S.B.1 increased the basic allotment to $5,140 per average daily attendance A.D.A.

73

http://www.lbb.state.tx.us/

State Funding Trend (continued)

In Tier II, the state will subsidize tax receipts as needed to produce a guaranteed level of revenueper student per penny of property tax levy. The guaranteed yield program provides funds foreducational services beyond the basic programs financed through Tier 1. The first level of Tier IIwas collapsed into the basic allotment so that the guaranteed yield for enrichment is paid on thetax effort that exceeds the compressed rate. The Tier II, Level II yield per student in weightedaverage daily attendance (WADA) was maintained at $77.53.

Detailed calculations of State revenue estimates are located in the Informational Section of thisdocument and summarized below.

Projected Budget

2015-16 2016-17

Tier I :

Total allocation 379,367,322$ 386,045,466$

Less: Local Share (259,787,276) (293,904,641)

State share of Tier I 119,580,046 92,140,825

Tier II 13,124,497 12,500,995

Other Programs 2,149,253 1,404,310

Total state revenue 134,853,796$ 106,046,130$

Tax Base Trend

The largest portion of funding in the General Fund is derived from local funding sources, primarilyproperty taxes, which accounts for 71% of total budgeted funds. In order to budget both Stateand local revenues, the District must accurately estimate the taxable value of property within theDistrict. The Montgomery County Appraisal District (MCAD) appraises all District property. Taxesare calculated by dividing the assessed property value (less the homestead exemption amount, ifapplicable) by 100 and multiplying by the tax rate. The District’s tax base continues to grow at avery healthy rate averaging 8.2% growth over the last 10 years. Conroe ISD’s maintenance andoperations tax rate will remain unchanged at $1.04 for 2016-17.

$-$5,000,000,000

$10,000,000,000$15,000,000,000$20,000,000,000$25,000,000,000$30,000,000,000$35,000,000,000

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

Tax Base Trend

`

74

Revenue Trends and Assumptions (continued)

The State revenue sources discussed above and local revenue from property tax collectionsmake up approximately 94% of total revenue. The majority of the remaining 6% is amountscontributed by the State to the Teacher Retirement System (TRS) on behalf of the District’semployees. This amount is also recognized as an expenditure. The revenue estimate is setequal to the expenditure estimation, which is calculated at 7.8% of eligible earnings.


2015-16 2016-17 Change

Local Sources 314,016,139$ 325,498,681$ 3.66%

State sources 156,422,214 127,846,130 -18.27%

Federal sources 4,176,125 - -100.00%

Total 474,614,478$ 453,344,811$ -4.48%

General Fund Revenue Sources Comparison

Student Demographics

The District’s student demographics consist of 50% White, 35.9% Hispanic, 6.7% AfricanAmerican, and 7.4% other. The District’s demographics are illustrated in the chart below.

The District has an economically disadvantaged rate of 36%.

50.0%

35.9%

6.7%

7.4%

Conroe ISD Student Demographics

White Hispanic African American Other

75

Expenditure Summary

The total General Fund expenditure budget for 2016-17 is $447,580,555. This is an increase of$21,351,354 or 5% over projected 2015-16 expenditure levels. As always, the majority of aschool district’s expenditures are for personnel costs (89.1%).

The compensation package provided for in the budget includes a competitive salary increase of$1,650 for teachers, librarians and nurses. Support personnel received a 3.0% increase on themidpoint. The approximate cost of these salary increases is $11.8 million

Other major General Fund expenditures include:

• Additional personnel related to growth $8.1 million

• Supplies and materials for enhancements related to the District’s Career & Technologyprograms of $2 million.

• Additional contribution to the Health Insurance Fund of $750 thousand.

Impact on Fund Balance

The District’s fund balance in fiscal year 2015-16 is projected to be $126,772,869. This projectedbalance represents approximately three months of expenditures or 28% of the annual budgetedexpenditures and provides needed stability given significant uncertainty in projections of futurerevenues and expenditures. Fund balance is budgeted to increase by $5.7 million in 2016-17 asa result of increased revenue from property tax collections. While we will benefit from the taxrevenue growth in this year our focus was on planning for future reductions in funding from thestate due to the increased property values and as a result the budget was adopted with a knownsurplus.

0

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

60,000,000

70,000,000

80,000,000

90,000,000

100,000,000

110,000,000

120,000,000

130,000,000

140,000,000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

General Fund Balances

Required Minimum Balance Fund Balance in Excess of Minimum

The District goal is to maintain an unassigned fund balance of 16% to 24% of the annual budget.The district is currently at 28% which is well over our high end of our target.

76


77

2015-16

2014-15 Amended 2015-16 2016-17 Percent

Actual Budget Projected Proposed Inc/Dec

Revenues

5710 Tax collections 279,980,073$ 294,339,111$ 308,040,076$ 320,698,681$ 4.11%

5742 Investment earnings 692,090 250,000 1,283,446 500,000 -61.04%

5749 Miscellaneous 4,244,960 4,309,389 4,692,617 4,300,000 -8.37%

Total Local Revenues 284,917,123 298,898,500 314,016,139 325,498,681 3.66%

5810 Foundation school program 134,675,271 123,296,322 134,853,796 106,046,130 -21.36%

5831 Teacher retirement on-behalf 20,170,567 21,800,000 21,568,418 21,800,000 1.07%

Total State Revenues 154,845,838 145,096,322 156,422,214 127,846,130 -18.27%

5929 Misc. federal revenues 3,929,257 561,906 4,176,125 - -100.00%

Total Revenues 443,692,218 444,556,728 474,614,478 453,344,811 -4.48%

Expenditures

11 Instruction 247,267,817 271,660,961 269,561,120 286,530,704 6.30%

12 Instructional resources & media 4,951,934 5,235,114 5,018,660 5,302,485 5.66%

13 Staff development 3,145,356 3,922,184 3,657,659 3,424,184 -6.38%

21 Instructional administration 3,286,308 4,192,486 3,935,070 3,862,470 -1.84%

23 School administration 26,886,312 28,230,394 28,107,499 28,626,120 1.85%

31 Guidance and counseling 16,109,307 15,154,730 13,768,281 15,216,342 10.52%

32 Social work services 418,316 592,664 571,904 561,501 -1.82%

33 Health service 4,727,352 5,543,111 4,960,117 4,855,515 -2.11%

34 Student transportation 19,892,018 21,269,501 20,377,940 21,604,901 6.02%

36 Co-curricular activities 9,747,914 10,383,450 10,001,132 10,367,083 3.66%

41 General administration 7,032,406 8,532,077 7,652,233 8,005,664 4.62%

51 Plant maintenance & operations 41,821,469 43,705,813 41,892,505 43,264,267 3.27%

52 School police 5,580,730 7,052,922 6,646,406 5,927,712 -10.81%

53 Technology 5,738,640 6,825,623 5,938,024 6,313,007 6.31%

61 Community service 18,202 18,733 10,913 18,600 70.44%

81 Facilities acquisition & const. 571,946 1,252,093 1,046,997 - -100.00%

99 Other Intergovernmental 2,760,118 3,200,000 3,082,741 3,700,000 20.02%

Total Expenditures 399,956,145 436,771,856 426,229,201 447,580,555 5.01%

Other Financing Sources & Uses

Other 23,300,000 43,300,000 43,300,000 - 100.00%

Total Other Financing Sources & Uses 23,300,000 43,300,000 43,300,000 - 100.00%

Total 423,256,145 480,071,856 469,529,201 447,580,555 -4.67%

Excess Revenues Over Expenditures 20,436,073$ (35,515,128)$ 5,085,277$ 5,764,256$

General Fund

Budget Summary: 2016-2017Summary by Major Object and Function

78

2015-16

2014-15 Amended 2015-16 2016-17 Percent Percent

Actual Budget Projected Proposed Inc/Dec of Total

6100 Payroll Cost 352,362,322$ 380,286,888$ 379,612,244$ 398,566,754$ 4.99% 89.06%

6200 Purchase & cont. serv. 25,615,061 27,613,722 23,555,684 23,543,236 -0.05% 5.26%

6300 Supplies and materials 15,601,150 21,085,826 16,564,733 19,056,675 15.04% 4.26%

6400 Other operating expend 4,215,875 5,211,845 4,517,653 5,890,890 30.40% 1.32%

6600 Capital outlay 2,161,737 2,573,575 1,978,887 523,000 -73.57% 0.12%

Total Expenditures 399,956,145$ 436,771,856$ 426,229,201$ 447,580,555$ 5.01% 100%

Budget Summary: 2016-2017Expenditure Summary by Major Object

General Fund

89.06%

5.26%4.26%

1.32%

0.12%

Expenditures by Major Object

Payroll Cost




Capital outlay

79

General Fund

2015-16 2016-17

2014-15 Amended 2015-16 Proposed

Actual Budget Projected Budget

Instruction

11 61-Payroll 239,871,891$ 261,270,693$ 261,209,026$ 276,637,576$

62-Contracted Services 1,730,718 1,800,419 1,379,762 1,089,184

63-Supplies 4,905,116 7,628,073 6,127,960 7,951,015

64-Other 550,588 712,259 614,840 762,929

66-Equipment 209,504 249,517 229,532 90,000

247,267,817 271,660,961 269,561,120 286,530,704

Instructional Resources

and Media Services

12 61-Payroll 4,342,285 4,531,677 4,412,309 4,629,349

62-Contracted Services 40,935 66,522 29,619 53,095

63-Supplies 566,924 634,577 576,079 619,941

64-Other 1,790 662 653 100

66-Equipment - 1,676 - -

4,951,934 5,235,114 5,018,660 5,302,485

Staff Development

13 61-Payroll 2,960,502 3,389,075 3,490,607 3,349,944


63-Supplies 63,489 319,705 53,709 12,450

64-Other 30,026 31,312 28,228 39,790

66-Equipment - - - -

3,145,356 3,922,184 3,657,659 3,424,184

Instructional Administration

21 61-Payroll 2,720,582 3,038,382 3,161,787 3,146,725


63-Supplies 254,527 576,503 383,811 365,384

64-Other 127,695 174,054 140,826 140,570


3,286,308 4,192,486 3,935,070 3,862,470

Budget Summary: 2016-2017Expenditure Summary by Major Object within Function

80

General Fund

2015-16 2016-17




School Administration

23 61-Payroll 26,700,541 27,966,169 27,907,219 28,372,613


63-Supplies 109,523 173,122 122,368 186,019

64-Other 62,517 71,559 64,024 58,000

66-Equipment - 75 - -

26,886,312 28,230,394 28,107,499 28,626,120

Guidance and Counseling

31 61-Payroll 15,538,727 13,584,215 13,078,201 14,631,846


63-Supplies 345,048 1,328,452 495,292 359,463

64-Other 38,923 58,833 48,107 68,154


16,109,307 15,154,730 13,768,281 15,216,342

Social Work Services

32 61-Payroll 401,340 574,817 555,066 551,901

62-Contracted Services 6,445 185 185 -

63-Supplies 10,531 4,433 4,418 7,300

64-Other - 13,229 12,235 2,300


418,316 592,664 571,904 561,501

Health Services

33 61-Payroll 4,415,789 4,718,898 4,739,299 4,726,815


63-Supplies 81,477 578,648 98,064 125,700

64-Other 19,348 14,903 12,627 500

66-Equipment 6,885 5,975 5,975 -

4,727,352 5,543,111 4,960,117 4,855,515

81

General Fund

2015-16 2016-17




Student Transportation

34 61-Payroll 15,686,305 17,844,706 17,719,302 18,348,114


63-Supplies 3,480,395 2,462,123 1,933,914 2,793,587

64-Other 328,018 415,774 383,952 289,700

66-Equipment - 160,452 14,365 -

19,892,018 21,269,501 20,377,940 21,604,901

Co-Curricular Activities

36 61-Payroll 6,168,393 6,119,394 6,223,534 6,181,056


63-Supplies 1,179,999 1,408,251 1,297,898 864,511

64-Other 2,038,203 2,295,952 2,073,815 2,796,321

66-Equipment 24,790 21,090 565 9,000

9,747,914 10,383,450 10,001,132 10,367,083

General Administration

41 61-Payroll 5,264,186 5,530,869 5,629,181 5,999,463

62-Contracted Services 1,207,881 1,598,607 1,374,740 576,897

63-Supplies 149,337 716,388 238,091 368,239

64-Other 352,742 677,659 401,667 1,053,565

66-Equipment 58,260 8,554 8,554 7,500

7,032,406 8,532,077 7,652,233 8,005,664

Plant Maintenance

and Operation

51 61-Payroll 19,964,035 22,104,611 22,304,248 22,608,849


63-Supplies 3,486,669 3,622,688 3,693,432 4,088,414

64-Other 625,337 682,256 679,302 620,111

66-Equipment 991,257 497,355 343,444 416,500

41,821,469 43,705,813 41,892,505 43,264,267

82

General Fund

2015-16 2016-17




School Police

52 61-Payroll 5,046,661 5,872,426 5,486,901 5,529,723


63-Supplies 228,638 796,286 784,364 259,652

64-Other 27,222 33,025 28,922 39,000

66-Equipment 168,647 216,661 216,661 -

5,580,730 7,052,922 6,646,406 5,927,712

Technology

53 61-Payroll 3,274,108 3,739,823 3,693,589 3,851,780


63-Supplies 737,578 834,577 754,703 1,053,000

64-Other 11,145 26,768 26,764 16,250

66-Equipment 130,448 160,127 112,794 -

5,738,640 6,825,623 5,938,024 6,313,007

Community Service

61 61-Payroll 6,977 1,133 1,975 1,000


63-Supplies 1,899 2,000 630 2,000

64-Other 2,321 3,600 1,691 3,600


18,202 18,733 10,913 18,600

Facilities Acquisition

and Construction

81 66-Equipment 571,946 1,252,093 1,046,997 -

571,946 1,252,093 1,046,997 -

Other Intergovernmental

99 62-Contracted Services 2,760,118 3,200,000 3,082,741 3,700,000

2,760,118 3,200,000 3,082,741 3,700,000

Other Uses 23,300,000 43,300,000 43,300,000 -

Total 423,256,145$ 480,071,856$ 469,529,201$ 447,580,555$

83

Contracted Supplies & Capital

Payroll Services Materials Other Outlay

Organization 6100 6200 6300 6400 6600 Total

101 Anderson Elementary 4,023,633$ 117,833$ 113,219$ 12,075$ -$ 4,266,760$

102 Austin Elementary 5,315,289 141,918 149,781 8,175 - 5,615,163

103 Runyan Elementary 4,113,032 114,598 107,449 6,625 - 4,341,704

104 Sam Houston Elementary 4,138,145 100,928 111,673 8,175 - 4,358,921

105 Milam Elementary 4,316,871 135,633 114,550 6,125 - 4,573,179

106 Creighton Elementary 4,975,366 108,778 107,169 18,686 - 5,209,999

107 Armstrong Elementary 3,890,448 100,353 95,826 15,875 - 4,102,502

108 Lamar Elementary 3,645,274 134,883 82,868 1,525 - 3,864,550

109 Oak Ridge Elementary 3,708,106 190,243 93,363 4,550 - 3,996,262

111 Houser Elementary 4,365,162 187,673 105,960 3,125 - 4,661,920

112 Ford Elementary 4,923,636 222,478 122,940 550 - 5,269,604

113 Hailey Elementary 3,751,491 122,293 82,531 2,625 - 3,958,940

114 B. B. Rice Elementary 3,844,114 106,168 94,218 4,462 - 4,048,962

115 San Jacinto Elementary 3,813,916 109,393 100,286 3,575 - 4,027,170

116 Glen Loch Elementary 3,680,759 96,998 85,980 550 - 3,864,287

117 Sally Ride Elementary 3,732,668 93,163 77,553 921 - 3,904,305

118 David Elementary 3,252,895 107,223 76,997 505 - 3,437,620

119 Giesinger Elementary 3,124,611 114,648 79,752 415 - 3,319,426

120 Galatas Elementary 3,633,233 107,488 83,058 1,436 - 3,825,215

121 Barbara Bush Elementary 3,921,011 110,773 82,371 675 - 4,114,830

122 Colin Powell Elementary 4,027,570 104,048 82,527 975 - 4,215,120

123 Buckalew Elementary 3,593,756 134,208 82,626 2,265 - 3,812,855

124 Reaves Elementary 3,800,572 135,853 107,634 2,925 - 4,046,984

125 Kaufman Elementary 4,371,871 186,813 105,915 2,225 4,666,824

126 Wilkinson Elementary 3,533,856 156,863 88,045 975 - 3,779,739

127 Broadway Elementary 5,386,236 217,053 130,383 5,175 - 5,738,847

128 Patterson Elementary 3,935,851 170,516 116,730 825 - 4,223,922

129 Birnham Woods Elementary 5,115,280 173,548 131,614 3,076 - 5,423,518

130 Stewart Elementary 4,410,204 171,171 100,381 2,375 - 4,684,131

131 Snyder Elementary 4,902,035 183,463 124,443 555 - 5,210,496

Total Elementary Schools 123,246,891 4,157,001 3,037,842 122,021 - 130,563,755

General Fund

Budget Summary: 2016-2017Major Object Summary by Campus

84

Contracted Supplies & Capital

Payroll Services Materials Other Outlay

Organization 6100 6200 6300 6400 6600 Total

General Fund

Budget Summary: 2016-2017Major Object Summary by Campus

045 Wilkerson Intermediate 4,234,891 123,698 95,699 175 - 4,454,463

050 Collins Intermediate 3,510,290 102,348 89,480 175 - 3,702,293

067 Mitchell Intermediate 6,038,680 183,143 131,337 3,350 - 6,356,510

068 Grangerland Intermediate 5,574,651 345,878 147,628 7,515 - 6,075,672

069 Dolly Vogel Intermediate 5,586,811 255,843 133,082 2,275 - 5,978,011

070 Travis Intermediate 3,789,935 242,073 129,127 765 - 4,161,900

071 Coulson Tough K-6 5,333,929 251,898 123,026 3,775 - 5,712,628

073 Cryar Intermediate 3,991,938 179,323 92,940 575 - 4,264,776

074 Joel Deretchin K-6 5,325,329 171,833 113,192 4,675 - 5,615,029

077 Tom Cox Intermediate 6,133,645 184,145 135,527 4,872 - 6,458,189

078 Bozman Intermediate 4,690,334 164,033 120,750 415 - 4,975,532

Total Intermediate Schools 54,210,433 2,204,215 1,311,788 28,567 - 57,755,003

041 Peet Junior High 7,426,819 297,628 304,643 36,098 - 8,065,188

043 Washington Junior High 5,834,699 218,453 237,342 42,125 - 6,332,619

046 Knox Junior High 6,784,671 273,403 278,040 27,550 - 7,363,664

049 York Junior High 6,043,013 300,151 297,073 26,696 - 6,666,933

051 Moorhead Junior High 6,898,029 312,353 300,676 36,980 - 7,548,038

053 McCullough Junior High 10,742,200 389,037 430,043 36,640 - 11,597,920

054 Irons Junior High 6,344,873 204,220 286,328 28,846 6,864,267

Total Junior High Schools 50,074,304 1,995,245 2,134,145 234,935 - 54,438,629

001 Conroe High 21,935,488 1,076,995 1,532,597 267,775 9,000 24,821,855

002 Hauke Alternative 1,990,680 78,827 125,527 2,500 - 2,197,534

003 The Woodlands High 22,476,489 968,717 1,411,308 351,029 - 25,207,543

005 Oak Ridge High 21,280,693 989,578 1,297,684 252,698 - 23,820,653

006 Academy of Science & Technology 767,165 9,572 52,143 4,850 - 833,730

010 Discipline Alternative - JJAEP 1,765,638 14,224 63,689 4,000 - 1,847,551

011 Caney Creek High 12,839,935 410,505 844,420 219,626 - 14,314,486

013 Academy of Science & Health 738,033 3,250 85,770 4,900 - 831,953

014 The Woodlands College Park High 15,694,578 729,885 1,008,072 225,250 - 17,657,785

201 Juvenile Detention 430,935 10,200 1,802 - - 442,937

Total High Schools 99,919,634 4,291,753 6,423,012 1,332,628 9,000 111,976,027

Total Campus Costs 327,451,262$ 12,648,214$ 12,906,787$ 1,718,151$ 9,000$ 354,733,414$

Percent of Total 92.31% 3.57% 3.64% 0.48% 0.00% 100.00%

85


2012-13 2013-14 2014-15 2015-16 2016-17

Revenues

Local sources 234,580,314$ 252,830,483$ 284,917,123$ 314,016,139$ 325,498,681$

State sources 132,087,800 152,693,932 154,845,838 156,422,214 127,846,130

Federal sources 2,113,628 3,829,629 3,929,257 4,176,125 -

Total Revenues 368,781,742 409,354,044 443,692,218 474,614,478 453,344,811

Expenditures

Instruction 212,240,758 228,827,225 247,267,817 269,561,120 286,530,704

Instructional resources & media 4,605,708 4,748,783 4,951,934 5,018,660 5,302,485

Staff development 1,321,864 2,299,315 3,145,356 3,657,659 3,424,184

Instructional administration 2,315,046 2,930,811 3,286,308 3,935,070 3,862,470

School administration 22,764,530 24,645,865 26,886,312 28,107,499 28,626,120

Guidance and counseling 13,758,736 15,393,597 16,109,307 13,768,281 15,216,342

Social work services 282,461 325,277 418,316 571,904 561,501

Health service 3,847,072 4,165,231 4,727,352 4,960,117 4,855,515

Student transportation 17,945,772 18,638,779 19,892,018 20,377,940 21,604,901

Co-curricular activities 8,924,041 9,565,486 9,747,914 10,001,132 10,367,083

General administration 6,006,312 6,181,130 7,032,406 7,652,233 8,005,664

Plant maintenance & operations 34,749,588 38,466,230 41,821,469 41,892,505 43,264,267

School police 4,366,340 5,309,822 5,580,730 6,646,406 5,927,712

Technology 4,271,988 4,720,848 5,738,640 5,938,024 6,313,007

Community service 19,538 13,163 18,202 10,913 18,600

Facilities acquisition & const. 105,748 71,290 571,946 1,046,997 -

Other Intergovernmental 2,011,439 2,293,905 2,760,118 3,082,741 3,700,000


Revenues Over Expenditures 29,244,801 40,757,287 43,736,073 48,385,277 5,764,256

Other Financing Sources

Operating transfers in (out) (28,156,151) (40,500,000) (23,300,000) (43,300,000) -

Other resources - - - - -

Bond proceeds - - - - -

Total Other Financing Sources (28,156,151) (40,500,000) (23,300,000) (43,300,000) -

Revenues and Other Sources Over

Expenditures and Other 1,088,650 257,287 20,436,073 5,085,277 5,764,256

Fund Balance, beginning 99,905,582 100,994,232 101,251,519 121,687,592 126,772,869

Fund Balance, ending 100,994,232$ 101,251,519$ 121,687,592$ 126,772,869$ 132,537,125$

General Fund

Five Year Summary of Revenues and Expenditures

Years Ended August 31, 2013 - August 31, 2017 (Budgeted)

86

Organization Summaries

The organizations within Conroe Independent School District are divided into seven major divisions listed below.

Superintendent of Schools Deputy Superintendent Deputy Superintendent Finance

Board of Trustees Communications Elementary Education Central Warehouse

Internal Auditor Graphics/Printing Secondary Education

Planning & Construction Athletics/Natatorium

Maintenance Health Services

Grounds Maintenance Curriculum & Instruction

Custodial Services Guidance & Counseling

Transportation Assessment & Research

Technology / MIS Special Education

Staff Development

Community Outreach

Human Resources

Legal Police Department 5 Senior High Schools

2 High School Academies

7 Junior High Schools

9 Intermediate Schools

3 Elem/Inter School (K-6)

29 Elementary Schools

1 Alternative High School

1 Disciplinary Alternative School

Juvenile Detention

Summer School

of Schools

Deputy SuperintendentSuperintendent/

Legal Services

Board of Operations

Security Campuses

Financial Services

Deputy Superintendent

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Organizational Overview In the following pages of this document is an overview of the seven organizational divisions of the Conroe Independent School District. Each of the eight divisions has departments that are essential to the success of that area of expertise or responsibility. Each division may consist of one department or multiple departments. The overview will describe the activities, services, or functions of each division as well as the district employee who leads the division.

Superintendent/Board Superintendent of Schools – Dr. Don Stockton

This division consists of three areas: The Superintendent of Schools’ Office, the Board of Trustees, and the Internal Auditor. The Superintendent of Schools’ Office provides leadership, direction, coordination, and management of the District including the supervision of all employees, schools, and students. This office also presides over and facilitates meetings of the Board of Trustees, including the preparation of official minutes of the Board meetings. This division is also responsible for holding school district elections. The Board of Trustees conducts official meetings, legally required hearings, and work sessions to govern the District in all areas. The Board is also responsible for approving the budget and amendments to the budget, district policies, certifying legal documents, and signing all contracts. The office of the Internal Auditor provides the audit function for all areas of the District. These duties include auditing student activity funds, capital projects, and other areas of concern as requested by the Superintendent or the Audit Committee.

Deputy Superintendent of Operations

Deputy Superintendent of Operations – Dr. Chris Hines The Deputy Superintendent of Operations division is comprised of nine areas: the Deputy Superintendent of Operations’ office, Communications, Graphics and Printing, Planning and Construction, Maintenance, Grounds Maintenance, Custodial Services, Transportation, and Technology/MIS. The Deputy Superintendent oversees these nine departments, assists the Superintendent, as well as coordinates several district activities. The Communication Services department is comprised of three components: Communications, Graphics, and the District Print Shop. The Conroe ISD Communications Department provides factual information representing the programs and people of CISD to all patrons in a timely and efficient manner. The Communications Office produces district-level publications and maintains and updates information daily on the CISD Website. General information items produced by the Communications Office include the CISD Overview and the CISD Campus Profiles, among others. The Communications Office is also responsible for the assembly and publication of the CISD Board Agenda, Board Book, and Board Meeting Summary. The Communications Department also serves as a direct liaison to the media, and fields media calls and inquiries on a daily basis. The department also addresses general information requests from those within and beyond the district boundaries who seek information on the District. The Graphics Department designs and creates district documents, as well as campus and departmental publications. The District’s Print Shop prints district publications and various projects requested by campuses and departments. The Print Shop is also in charge of the collection and delivery of the mail, both externally and internally. Planning and Construction supports the District by providing services to plan, construct, renovate, remodel, and maintain the physical facilities of the District. The Maintenance and Ground Maintenance departments provide the repair and upkeep of the District’s facilities, grounds, and equipment to ensure that a safe, functional environment is available for the education of all students. Custodial Services provides for the training, coordination, and supervision of the daily cleaning activities for all custodial personnel. Additional functions of the Custodial Services department includes the coordination of the District’s biannual auction. The Transportation Department is charged with the safe transport of students to and from school as well as

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the maintenance of the District’s buses. The Technology Department provides the acquisition, implementation, and utilization of all technologies that relate to instruction, instructional support, and administration. In addition, Technology plans, installs, and maintains the hardware, software, and communications infrastructure for the network systems upon which instructional and administrative applications are run. Technology provides systems and applications software services to the District for the Management Information Systems such as data processing support of central departments such as Payroll, Human Resources, Purchasing, Finance, and all campuses. The Director of Technology also oversees PEIMS (Public Education Information Management System) and Pupil Accounting as well as Library Services. The PEIMS department collects student, financial, and personnel data required for state reporting. Pupil Accounting provides oversight for student admissions and collects, maintains, and distributes student inactive and archival records.

Deputy Superintendent of Schools

Deputy Superintendent of Schools – Dr. Curtis Null

The Deputy Superintendent of Schools division consists of several departments including: the office of the Deputy Superintendent of Schools, the offices of the Assistant Superintendents for Elementary and Secondary Education, Athletics, Health Services, Curriculum & Instruction, Guidance and Counseling, Assessment and Evaluation, Special Education, Staff Development, Community Outreach, and Human Resources. The Deputy Superintendent of Schools oversees all areas of the department. The Assistant Superintendents for Elementary and Secondary Education oversee the campus principals and all departmental heads of curriculum and ensure that all district, state, and federal guidelines are being met. In addition, the Assistant Superintendents make presentations to the Board of Trustees updating them on the educational status of the Districts’ students. The Athletics department provides a comprehensive program of competitive athletics for students in grades seven through twelve. The following sports are available for the students: boys – baseball, basketball, cross country, football, golf, power lifting, soccer, swimming, tennis, track, and wrestling; girls – basketball, cross country, golf, soccer, softball, swimming, tennis, track, and volleyball. The Athletics department schedules all events, arranges for the transportation of the students, and buys all equipment. Health Services oversees the nurses and nurses’ aides, and provides all necessary supplies to the campus clinics. The Curriculum department is comprised of departmental heads of each subject area, including Language Arts, Math, Science and Health, Social Studies, Career and Technology, Gifted and Talented, Fine Arts, Early Childhood, Parent Involvement, Bilingual and ESL, and Textbooks. These department heads are responsible for planning and implementing the District’s challenging comprehensive curriculum, which is aligned with the Texas Essential Knowledge and Skills and state and national assessments, to ensure that every student is prepared to pass the state assessment tests. They provide administrative leadership and guidance functions of their respective departments. Many of the department heads are also responsible for applying, budgeting, implementing, and administering state and federal grant programs. Guidance and Counseling promotes and supports the academic success and personal well-being of all students. One of the responsibilities of the Assessment and Evaluation department is overseeing the mandatory assessments testing of the District’s students. The Special Education department is responsible for meeting the needs of all special needs children in the District. In addition this department applies, budgets, implements, and administers state and federal special education grant programs. The Staff Development Department is responsible for coordinating CISD activities, Organizational Health program activities, graduate degree cohort programs with several universities, TxBESS first year teacher mentor program, and first year administrators mentor program. In addition, the Staff Development Department coordinates activities of numerous consultants; coordinates activities associated with the professional development library; coordinates activities associated with the National Board Certification Program; coordinates and publishes the CISD Staff Development Catalog; coordinates all activities held in the Professional Development Center; and coordinates the implementation of a wide variety of staff development programs for the District. The Human Resources department serves the District through multiple functions. Such services include the recruitment, interviewing, hiring, and processing activities to fill teacher and all job classification vacancies. In addition, the Human Resources department oversees

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the maintaining of personnel records, certification, and employee benefits for all district employees as well as maintaining a computerized system to provide substitute employees.

Financial Services Chief Financial Officer – Darrin Rice

The Financial Services division is comprised of two departments: Finance and Central Warehouse. The Finance department is responsible for all cash and investing functions, accounting for special revenue and bond funds, accounting and financial reporting, payroll, accounts payable, purchasing, and fixed asset management. In addition, the Finance Department coordinates, develops, and controls the District’s annual budget based on district policies and TEA guidelines. The Central Warehouse is charged with the receiving and delivering of district purchases, as well as maintaining an inventory of supplies, which may be ordered by district campuses and departments.

Legal Services General Counsel – Carrie Galatas

The Legal department provides legal advice to the Board of Trustees and Administration, develops and monitors the implementation of Board Policy, and represents the District in litigation. The department also responds on behalf of the District to complaints and grievances filed with state and federal administrative agencies, complies with requests made pursuant to the Texas Public Information Act, and manages the District’s records retention and destruction policies. The department oversees interdistrict transfers, reviews all District contracts, monitors litigation assigned to outside counsel, provides training in related areas to employees, monitors complaints filed in accordance with Board Policy, presides over expulsion hearings, and conducts investigations of violations of Board Policy.

Security Chief of Police – William Harness

The Security division is comprised solely of the Conroe ISD Police Department. The Police Department is responsible for the safety of the students and staff of the District. The department is in charge of the hiring and training of officers, patrolling of campuses, monitoring of parking lots, as well as patrolling and monitoring athletic and extracurricular events. The Police Department is also instrumental in the District’s campaign for a “Drug-Free” environment, which includes the use of the District’s K-9 unit. Along with this includes the issuing of citations for tobacco use, truancy, and other district violations.

Campuses School Principals

The Conroe Independent School District consists of five senior high schools, two high school academies, seven junior high schools (grades 7 and 8), nine intermediate schools (grades 5 and 6), three elementary/intermediate schools (grades K – 6), twenty-nine elementary schools (grades K – 4), one alternative high school, one disciplinary alternative school, and Juvenile Detention. The summer school program is also included in the campuses division. These campuses deliver instruction in regular program basic skills, bilingual and ESL programs, compensatory, remedial or tutorial programs, gifted and talented programs, special education programs, and vocational educational programs. In addition, students are offered the opportunity to participate in fine arts, athletics, and other extracurricular activities.

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Superintendent Goals & Objectives

Dr. Don Stockton, Superintendent of Schools

GOAL 1: Student Achievement and Post Secondary Success – CISD will maintain rigorous standards of achievement to prepare all students for

graduation and post secondary success.

Objectives: Master rigorous academic standards; close the achievement gap; and successful completion of high school.

GOAL 2: Fiscal Responsibility – CISD will maintain efficient and effective fiscal management of resources and operations to maximize learning for all students.

Objectives: Effective and efficient use of financial resources; successful implementation of capital projects; and effective and efficient operations.

GOAL 3: Recruitment, Development, and Retention of Staff – CISD will employ, develop, and retain highly qualified staff to maximize learning for all students (NCLB Goal 3).

Objectives: Recruitment of staff; staff development; and retention of staff.

GOAL 4: Parents and Community – CISD will work jointly with parents and the community to maximize learning for all students through collaborative partnerships and unity of purpose.

Objectives: Parent and family involvement and community and business partnerships.

GOAL 5: Safe Schools – CISD will strive to ensure a safe and orderly environment conducive to learning for all students and staff (NCLB Goal 4).

Objectives: Implement safe schools plan and provide resources and training for district safety and security.

GOAL 6: Technology – CISD will provide technology infrastructure, tools, and solutions to meet the administrative requirements of the district and to maximize learning for all students.

Objectives: Maximize teaching and learning; enhance professional practices; support administration and operations; and infrastructure to support all functions.

GOAL 7: Communication – CISD will promote and enhance two-way communication among our staff and our community to maximize the success of all students.

Objectives: Effective internal communication and effective external communication.

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Superintendent / Board2016-2017 General Fund Budget

Payroll cost: By position

Budgeted Staff Actual Amended Budget Projected Proposed Budget % of

2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

1.0 1.0 Administrators 361,918$ 399,014$ 419,027$ 438,028$ 36.80%

2.0 2.0 Professionals 175,002 145,225 138,228 185,088 15.55%

2.0 2.0 Paraprofessionals 84,980 96,754 75,442 79,195 6.65%

5.0 5.0 621,900 640,993 632,697 702,311 59.01%

Payroll related and benefits costs: 63,115 59,191 76,678 75,014 6.30%

Non-payroll cost: By functional area

41 General Administration 333,651 841,349 528,380 412,930 34.69%

51 Plant Maintenance & Operations 390 500 309 - 0.00%

334,041 841,849 528,689 412,930 34.69%

Total Annual Operating Budget 1,019,056$ 1,542,033$ 1,238,064$ 1,190,255$ 100.00%

Enrollment 56,392 57,792 58,239 59,639

Total Annual Operating Cost per Student 18.07$ 26.68$ 21.26$ 19.96$ -6.12%

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Deputy Superintendent of Operations Goals & Objectives

Dr. Chris Hines, Deputy Superintendent of Operations

Transportation

GOAL: To provide safe, reliable, efficient transportation for qualified students to and from school and school related activities.

Objective 1: Continue to maintain and/or improve transportation policies: walk-to-stop policy, maintenance procedures, accident procedures & new hire procedures.

Objective 2: Maintain transportation website with up-to-date information and add Shop link.

Objective 3: Continue to follow-up on selected items in Transportation’s review.

Objective 4: Continue to utilize the CISD phone messaging system for employee notifications.

Objective 5: Continue to research and implement new and existing technologies that will improve safety and day-to-day operations.

Objective 6: Meet the department’s allotted budget and continue to research ways to effectively reduce spending.

Objective 7: Continue to improve I.P. phone answering systems and procedures.

Objective 8: Seek out grants and new funding sources that are beneficial to CISD and Transportation. Objective 9: Maintain fleet projections for all District vehicles. Objective 10: Redevelop the Safe Bus Rider Program in order to educate students in Bus Safety. Objective 11: Conduct analysis and make recommendations for Administration as needed. Objective 12: Research and make recommendations on the purchase of new and used school buses. Objective 13: Continue to improve morale and hire new employees to fill vacancies.

Custodial

GOAL 1: Maintain a minimum of 22,480 sq. feet cleaned per custodian with reduced number of staff.

GOAL 2: Maintain modified “every other day” cleaning schedule for elementary and secondary campuses.

Maintenance

GOAL 1: To maintain all schools to their optimum potential for creating a safe learning environment.

GOAL 2: To maintain a safe working environment for all maintenance craft areas.

GOAL 3: The maintenance warehouse will provide superb parts and service at the best possible cost to the taxpayers of Conroe Independent School District.

Facilities Planning and Construction

GOAL 1: To provide solutions to everyday problems that arise in the district.

GOAL 2: To prioritize project schedules that allows cost effective measures to be utilized.

GOAL 3: To implement a task force that oversees quality, work force staff, and time completion of capital improvement projects.

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Deputy Superintendent of Operations Division2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

1.5 1.5 Administrators 187,180$ 190,252$ 195,985$ 200,461$ 0.35%

43.4 45.4 Professionals 3,512,060 3,887,931 4,258,578 4,639,450 8.04%

57.1 57.1 Paraprofessionals 1,843,885 2,005,812 2,285,570 2,312,289 4.01%

6.0 6.0 Support Personnel 174,916 184,734 183,646 191,389 0.33%

925.5 943.5 Manual Trades 26,377,058 28,563,982 28,078,702 29,164,242 50.57%

1,033.5 1,053.5 32,095,099 34,832,711 35,002,481 36,507,831 63.30%

Payroll related and benefits costs: 7,444,900 8,403,750 8,645,042 8,719,391 15.12%


11 Instruction 245,572 187,877 183,531 256,900 0.45%

13 Curriculum & Instruction 5,580 9,467 8,427 4,000 0.01%

21 Instructional Leadership 17,618 13,550 12,437 13,550 0.02%

34 Student Transportation 4,205,713 3,424,795 2,658,638 3,256,787 5.65%


51 Plant Maintenance & Operations 6,108,597 7,022,712 7,314,170 6,186,140 10.73%

53 Data Processing 2,455,267 3,083,802 2,243,029 2,461,227 4.27%

81 Facilities Acq & Construction - 819,290 747,241 - 0.00%

13,347,181 14,817,274 13,358,268 12,445,732 21.58%


Enrollment 56,392 57,792 58,239 59,639

Total Annual Operating Cost per Student 937.85$ 1,004.53$ 978.83$ 967.03$ -1.20%

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Deputy Superintendent of Schools Goals & Objectives

Dr. Curtis Null, Deputy Superintendent of Schools

GOAL 1: Student Achievement and Post Secondary Success – CISD will maintain rigorous standards of achievement to prepare all students for

graduation and post secondary success.

Objectives: Master rigorous academic standards; close the achievement gap; and successful completion of high school.

GOAL 2: Fiscal Responsibility – CISD will maintain efficient and effective fiscal management of resources and operations to maximize learning for all students.

Objectives: Effective and efficient use of financial resources; successful implementation of capital projects; and effective and efficient operations.

GOAL 3: Recruitment, Development, and Retention of Staff – CISD will employ, develop, and retain highly qualified staff to maximize learning for all students (NCLB Goal 3).

Objectives: Recruitment of staff; staff development; and retention of staff.

GOAL 4: Parents and Community – CISD will work jointly with parents and the community to maximize learning for all students through collaborative partnerships and unity of purpose.

Objectives: Parent and family involvement and community and business partnerships.

GOAL 5: Safe Schools – CISD will strive to ensure a safe and orderly environment conducive to learning for all students and staff (NCLB Goal 4).

Objectives: Implement safe schools plan and provide resources and training for district safety and security.

GOAL 6: Technology – CISD will provide technology infrastructure, tools, and solutions to meet the administrative requirements of the district and to maximize learning for all students.

Objectives: Maximize teaching and learning; enhance professional practices; support administration and operations; and infrastructure to support all functions.

GOAL 7: Communication – CISD will promote and enhance two-way communication among our staff and our community to maximize the success of all students.

Objectives: Effective internal communication and effective external communication.

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Deputy Superintendent of Schools Division2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

48.0 49.0 Professionals 4,152,911$ 5,098,804$ 4,619,883$ 4,776,822$ 25.66%

40.5 40.5 Paraprofessionals 1,307,585 1,385,053 1,438,498 2,012,651 10.81%

13.5 15.5 Counselors 868,146 867,205 827,135 882,849 4.74%

19.0 19.0 Psych/OTPT Services - Professional 1,415,571 1,603,038 1,081,985 1,444,045 7.76%

3.0 3.0 Pysch/OTPT Services - Paraprofessional 210,487 310,579 208,642 214,901 1.15%

22.8 24.8 Special Ed - Professional 2,414,273 2,611,230 1,722,187 1,921,460 10.32%

29.0 39.0 Special Ed - Paraprofessionals 554,879 765,775 659,876 679,672 3.65%

1.0 2.0 Nurses 9,125 70,000 69,878 71,974 0.39%

42.5 47.5 Teachers 1,660,873 1,927,253 1,816,189 1,935,666 10.40%

219.3 240.3 12,593,850 14,638,937 12,444,273 13,940,040 74.89%



11 Instruction 1,051,744 1,617,206 1,524,382 508,325 2.73%


21 Instructional Leadership 548,108 1,140,554 760,846 702,195 3.77%

31 Guidance, Counseling & Eval. 400,212 904,555 382,333 480,673 2.58%

32 Social Work Services 11,107 13,847 12,841 5,600 0.03%

33 Health Services 265,761 706,584 173,229 75,050 0.40%

36 Co-curricular Activities 409,203 497,428 397,344 171,227 0.92%


51 Plant Maint. & Operations 851,506 779,324 522,572 691,474 3.71%

61 Community Service 11,225 17,600 8,938 17,600 0.09%

81 Facilities Acquisition & Const. 5,993 - - - 0.00%

4,056,932 6,782,328 4,296,073 2,822,705 15.16%


Enrollment 56,392 57,792 58,239 59,639


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Financial Services Goals & Objectives

Darrin Rice, Chief Financial Officer

GOAL: Conroe ISD will maintain efficient and effective fiscal management of resources and operations to maximize learning for all students.

Objective 1: Effective and Efficient Use of Financial Resources

Maintain high academicresults in a cost effective manner. Implement long-range revenue and budget plans. Maintain a fund balance of 16% to 24%. Provide essential positions needed to accommodate growth in student

population. Provide competitive compensation to attract and maintain quality personnel.

Objective 2: Successful Implementation of Capital Projects

Implement long-range master facilities plan. Continue to monitor student growth and adjust implementation timeline for

capital projects, as appropriate.

Objective 3: Effective and Efficient Operations

Continue to optimize campus allocations.

GOAL 2: Meet Performance Indicators for FIRST rating, Texas Smart Schools, ERG, and the District.

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Financial Services2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

12.0 14.0 Professionals 1,032,962$ 1,035,923$ 1,051,951$ 1,140,918$ 14.53%


12.0 12.0 Support Personnel 324,927 343,315 342,280 356,929 4.55%

44.0 45.0 2,111,099 2,187,372 2,158,256 2,238,475 28.51%



41 General Administration 464,576 915,666 609,431 1,022,729 13.03%

51 Plant Maintenance & Operations 613,001 642,392 637,130 601,677 7.66%

99 Other Intergovernmental Charges 2,760,118 3,200,000 3,082,741 3,700,000 47.13%

3,837,695 4,758,058 4,329,302 5,324,406 67.82%


Enrollment 56,392 57,792 58,239 59,639

Total Annual Operating Cost per Student 110.07$ 125.11$ 116.26$ 131.64$ 13.23%

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Legal Services Goals & Objectives

Carrie Galatas, General Counsel

GOAL: To provide legal advice and training on legal matters affecting schools to District

staff members in order to comply with State and Federal laws and regulations thus reducing the District’s litigation exposure and in turn reducing costs associated with litigation.

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Legal Services Division2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

1.0 1.0 Administrators 173,766$ 175,868$ 183,557$ 181,482$ 41.96%


2.5 2.5 218,707 220,146 223,792 269,545 62.32%




286,071 345,305 294,815 150,353 34.76%

Total Annual Operating Budget 519,377$ 581,122$ 532,659$ 432,493$ 100.00%

Enrollment 56,392 57,792 58,239 59,639


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Security Goals & Objectives

William Harness, Chief of Police

GOAL: To protect the district’s students, employees, visitors, and properties. In tandem with the district’s management team, provide an orderly and safe learning environment where teachers may teach and students may have the opportunity to learn.

Objective 1: To establish and maintain effective and efficient police strategies through the deployment of its personnel and positive communication with students, parents, and campus administrators, district personnel and patrons.

Objective 2: To establish and maintain proactive measures that include prevention, intervention,

and safety strategies to students, parents, district personnel, and CISD patrons. Objective 3: To establish and maintain first responder readiness when managing crisis events

through monitoring campus safety plans, and providing site assessments, training, evaluating campus safety plans and crisis drills.

Objective 4: To establish and maintain communications with other law enforcement, emergency

medical and social agencies to enhance school and community safety while ensuring the most efficient use of district resources.

Objective 5: To establish and continue providing quality leadership and training to police

personnel that enhances officers’ skill level, whereas police personnel may be positive role models for students, as well as assist in attainment of the district’s mission of providing education while enhancing the professionalism of educational policing.

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Security Division2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

1.0 1.0 Professionals 80,496$ 81,631$ 101,405$ 124,116$ 2.06%


80.0 82.0 Support Personnel 4,145,433 4,898,733 4,506,554 4,518,909 74.95%

82.0 84.0 4,266,814 5,029,668 4,637,505 4,674,573 77.53%




52 Security and Monitor Service 534,069 1,180,496 1,159,505 397,989 6.60%

618,924 1,276,496 1,222,946 499,823 8.29%


Enrollment 56,392 57,792 58,239 59,639


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Campuses2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2014-2015 2015-2016 2016-2017 Total

182.5 186.5 Administrators 15,178,384$ 16,156,495$ 15,730,880$ 16,296,788$ 4.59%

775.4 795.4 Paraprofessionals / Aides 16,773,589 18,049,533 18,719,129 19,603,944 5.53%

148.1 149.1 Counselors 10,511,177 8,721,222 8,752,769 9,031,675 2.55%

61.0 62.0 Librarians 3,478,753 3,662,087 3,482,063 3,793,542 1.07%

59.2 59.2 Nurses 3,037,203 3,099,361 3,129,018 3,220,867 0.91%

3,316.1 3,400.1 Teachers 196,225,398 212,399,510 213,181,932 224,771,728 63.36%

4,542.3 4,652.3 245,204,504 262,088,208 262,995,791 276,718,544 78.01%



11 Instruction 6,054,093 8,522,285 6,593,603 9,052,203 2.55%

12 Instructional Resources 609,649 703,437 606,351 673,136 0.19%


23 School Leadership 185,771 264,225 200,280 253,507 0.07%



33 Health Services 45,802 117,629 47,589 53,650 0.02%

36 Co-curricular Activities 3,170,318 3,766,628 3,380,254 4,014,800 1.13%


53 Data Processing 9,265 1,998 1,406 - 0.00%

81 Facilities Acquisition & Const. 565,953 432,803 299,756 - 0.00%

25,068,462 27,600,758 22,536,286 27,282,152 7.69%


Enrollment 56,392 57,792 58,239 59,639

Total Annual Operating Cost per Student 5,576.20$ 5,849.24$ 5,744.03$ 5,948.01$ 3.55%

***Note: For STAAR Testing Results, please refer to the Texas Education Agency 2016 Accountability Summaries by campus located in the

Information Section under Performance Measures.

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Elementary / Intermediate Schools2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2014-2015 2015-2016 2016-2017 Total

97.0 101.0 Administrators 7,776,899$ 8,258,415$ 8,145,174$ 8,540,985$ 4.54%


60.6 60.6 Counselors 4,208,718 3,086,345 3,577,803 3,633,184 1.93%

41.0 41.0 Librarians 2,344,257 2,474,588 2,401,605 2,568,240 1.36%

41.5 41.5 Nurses 2,160,725 2,203,406 2,216,949 2,289,255 1.22%

1,826.9 1,867.4 Teachers 107,050,252 116,248,889 115,430,959 122,639,086 65.12%

2,514.0 2,576.0 132,692,640 142,298,271 142,004,284 150,465,708 79.90%



11 Instruction 2,168,306 3,519,935 2,705,568 3,675,027 1.95%





33 Health Services 32,606 85,755 35,145 37,400 0.02%

36 Co-curricular Activities 153 1,527 1,471 3,130 0.00%


53 Data Processing - 1,998 1,406 - 0.00%


9,407,920 10,983,340 8,927,719 10,861,434 5.77%


Enrollment 31,655 32,127 32,593 33,159


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Anderson Elementary Campus Goals & Objectives

Viviana Harris, Principal

GOAL 1: Anderson Elementary will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.

Index 1: Student Achievement Objective

All subjects; all students; % met Level II standard 90% of all students combined over all subject areas will meet Level II performance standard in STAAR, STAAR A and STAAR Alternate; STAAR L by the 2017-2018 school year.

Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math,

Grade 5 Science. 2. Will achieve a CASE rating of Exemplary in Fine Arts, GT, and ELL.

Index 2: Student Progress Objective

Reading, Math and Writing; all students, 7 racial/ethnic groups, ELL, Sp Ed; weighted

progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress) in Reading and Math, earning an Index 2 score of 60.

Distinctions: 1. Will meet Top 25% Student Progress Distinction in Reading/ELA and Math.

2. Will meet AADD indicator for greater than expected growth in Reading and Math.

Index 3: Closing Performance Gaps

All subjects; eco dis and 2 lowest performing racial/ethnic groups from the previous

year; weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (Hispanics and ELL) will meet the weighted performance Level II and III, earning an Index 3 score of 55.

Distinctions: Will meet Top 25% Closing Performance gaps Distinction in Reading/ELA and Math.

Index 4: Post‐Secondary Readiness

40% all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas.

Distinctions: 1. Reading/ELA and Math: 50% of measures will be in top quartile

2. Increase Attendance Rate from 97.1% to 97.5%

3. Post‐secondary Readiness Distinction K‐8: Performance in top 25% of comparison group;

GOAL 2: Anderson Elementary will employ, develop, and retain highly qualified staff to maximize learning for all students.

Objective: To recruit, retain, and develop highly qualified teachers and staff for all students.

GOAL 3: Anderson Elementary will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.

Objective: CASE: will achieve a CASE rating of Exemplary in Parent Involvement.

GOAL 4: Anderson Elementary will provide a safe and orderly environment conducive to learning for all students and staff.

Objective: CASE: will achieve a CASE rating of Exemplary in Safety.

GOAL 5: Anderson Elementary will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.

Objective: CASE: will achieve a CASE rating of Exemplary in Technology.

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Anderson Elementary School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 2.0 Administrators 163,999$ 178,861$ 168,108$ 172,483$ 4.04%

14.0 13.0 Paraprofessionals / Aides 270,406 313,140 298,372 306,996 7.20%

1.0 1.0 Counselors 88,688 66,497 66,392 61,436 1.44%

1.0 1.0 Librarians 53,995 56,202 56,221 58,442 1.37%

1.0 1.0 Nurses 52,269 53,155 53,925 55,395 1.30%

37.3 39.3 Teachers 2,397,090 2,560,226 2,540,700 2,742,424 64.27%

56.3 57.3 3,026,447 3,228,081 3,183,718 3,397,176 79.62%



11 Instruction 66,287 88,729 75,075 100,743 2.36%




33 Health Services 1,164 2,630 1,099 1,100 0.03%


188,212 225,568 199,942 243,127 5.70%


Enrollment 673 671 681 695




107

Austin Elementary Campus Goals & Objectives

Dr. Serena Pierson, Principal

GOAL 1: Austin Elementary will maintain rigorous standards of achievement to prepare students for graduation and post-secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.

Index 1: Student Achievement

All subjects; all students; % met Level II standard 90% of all students combined over all subject areas will meet Level II performance standard in STAAR,STAAR A and STAAR Alternate; STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math, Grade 5

Science 2. Will achieve a CASE rating of Exemplary in Fine Arts, GT, and ELL.

Index 2: Student Progress


progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress) in Reading and Math, earning an Index 2 score of 35. Distinctions: 1. Will meet Top 25% Student Progress Distinction in Reading/ELA and Math.



All subjects; Eco Dis and 2 lowest performing racial/ethnic groups from the previous year;

weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (Hispanic only) will meet the weighted performance Level II and III, earning an Index 3 score of 30. Distinctions: Will meet Top 25% Closing Performance gaps Distinction in Reading/ELA and Math.

Index 4: Post Secondary Readiness

20% all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: 1. Reading/ELA and Math: 50% of measures will be in top quartile


3. Postsecondary Readiness Distinction K‐8: Performance in top 25% of comparison group.

GOAL 2: Austin Elementary will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Austin Elementary will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Austin Elementary will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Austin Elementary will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


108

Austin Elementary School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

3.0 3.0 Administrators 238,026$ 258,138$ 244,594$ 249,800$ 4.45%


1.0 1.0 Counselors 128,415 100,203 128,419 130,437 2.32%

1.0 1.0 Librarians 55,698 57,930 57,938 60,442 1.08%

1.0 1.0 Nurses 47,617 50,325 51,225 51,975 0.93%

56.9 60.9 Teachers 3,151,681 3,444,092 3,242,978 3,629,371 64.64%

74.9 79.9 3,916,092 4,223,023 4,077,299 4,488,285 79.93%



11 Instruction 68,935 112,067 98,246 128,417 2.29%





33 Health Services 679 1,434 599 750 0.01%

36 Co-curricular Activities 153 - - - 0.00%


240,049 283,819 245,739 299,874 5.34%


Enrollment 873 889 913 945




109

Runyan Elementary Campus Goals & Objectives

Tracy Voelker, Principal

GOAL 1: Runyan Elementary will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.


All subjects; all students; % met Level II standard 90% of all students combined over all subject areas will meet Level II performance standard in STAAR,STAAR A and STAAR Alternate; STAAR L by the 2017-2018 school year. Distinctions: Reading/ELA

1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math 2. Will achieve a CASE rating of Exemplary in Fine Arts, GT, and ELL.






All subjects; eco dis and 2 lowest performing racial/ethnic groups from the previous year;

weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (Hispanic and African American) will meet the weighted performance Level II and III, earning an Index 3 score of 55. Distinctions:

Will meet Top 25% Closing Performance gaps Distinction in Reading/ELA and Math.


90% all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: Post‐secondary Readiness 1. Reading/ELA and Math: 50% of measures will be in top quartile

2. Increase Attendance Rate from 97% to 98%

3. Post‐secondary Readiness Distinction K‐8: Performance in top 25% of comparison group

GOAL 2: Runyan Elementary will employ, develop, and retain highly qualified staff to maximize learning for all students.

Objective: To recruit, retain, and develop 100% highly qualified teachers and staff for all students.

GOAL 3: Runyan Elementary will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Runyan Elementary will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Runyan Elementary will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


110

Runyan Elementary School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 2.0 Administrators 166,599$ 181,517$ 170,949$ 174,903$ 4.03%


1.5 1.5 Counselors 109,717 85,199 74,377 70,139 1.62%

1.0 1.0 Librarians 57,566 59,655 55,944 57,942 1.33%

1.5 1.5 Nurses 55,558 56,608 57,423 59,395 1.37%

41.6 44.1 Teachers 2,257,909 2,560,184 2,573,042 2,849,356 65.63%

60.6 63.1 2,860,613 3,179,740 3,182,930 3,476,969 80.08%



11 Instruction 68,907 90,669 78,383 90,277 2.08%


13 Curriculum & Instruction 348 3,400 2,763 650 0.01%



33 Health Services 1,606 3,825 1,571 1,600 0.04%


250,565 244,891 204,796 228,672 5.27%


Enrollment 653 695 690 702




111

Sam Houston Elementary Campus Goals & Objectives

Christina Upshaw, Principal

GOAL 1: Sam Houston Elementary will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.


All subjects; all students; % met Level II standard 90% of All students combined over all subject areas will meet Level II performance standard in STAAR, STAAR A and STAAR Alternate; STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math,

Grade 5 Science 2. Will achieve a CASE rating of Exemplary in Fine Arts, GT, and ELL.


Reading, Math and Writing; all students, 7 racial/ethnic groups, ELL, Sp Ed;

weighted progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress) in Reading and Math, earning an Index 2 score of 48. Distinctions: 1. Will meet Top 25% Student Progress Distinction in Reading/ELA and Math. 2. Will meet AADD indicator for greater than expected growth in Reading and Math.



year; weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (African American and Hispanic) will meet the weighted performance Level II and III, earning an Index 3 score of 42. Distinctions: Will meet Top 25% Closing Performance gaps Distinction in Reading/ELA and Math.


30% all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: 1. Reading/ELA and Math: 50% of measures will be in top quartile 2. Increase Attendance Rate from 96.9% to 97.5% 3. Post‐secondary Readiness Distinction K‐8: Performance in top 25% of comparison group;

GOAL 2: Sam Houston Elementary will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Sam Houston Elementary will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Sam Houston Elementary will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Sam Houston Elementary will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


112

Sam Houston Elementary School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

3.0 3.0 Administrators 237,759$ 254,321$ 232,509$ 236,465$ 5.42%


0.5 0.5 Counselors 101,448 74,533 58,567 59,416 1.36%

1.0 1.0 Librarians 58,142 59,655 60,362 62,442 1.43%

1.0 1.0 Nurses 50,295 50,765 51,432 52,415 1.20%

41.9 38.9 Teachers 2,781,366 3,131,837 2,875,570 2,833,503 65.00%

60.6 56.6 3,498,961 3,820,489 3,526,444 3,464,394 79.48%



11 Instruction 49,437 98,641 84,273 96,868 2.22%


13 Curriculum & Instruction - 3,070 2,412 - 0.00%


31 Guidance, Counseling & Eval. 2,402 4,346 2,153 675 0.02%

33 Health Services 599 1,434 596 600 0.01%


190,289 226,793 206,052 220,776 5.06%


Enrollment 842 867 797 740




113

Ben Milam Elementary Campus Goals & Objectives

Gilberto Lozano, Principal

GOAL 1: Milam Elementary will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.






weighted progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress)in Reading and Math, earning an Index 2 score of 55. Distinctions: 1. Will meet Top 25% Student Progress Distinction in Reading/ELA and Math. 2. Will meet AADD indicator for greater than expected growth in Reading and Math.



year; weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (Economically Disadvantaged and Hispanic) will meet the weighted performance Level II and III, earning an Index 3 score of 45. Distinctions: Will meet Top 25% Closing Performance gaps Distinction in Reading/ELA and Math.


90% all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: 1. Reading/ELA and Math: 50% of measures will be in top quartile 2. Increase Attendance Rate from 96.6% to 98% 3. Post‐secondary Readiness Distinction K‐8: Performance in top 25% of comparison group

GOAL 2: Milam Elementary will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Milam Elementary will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Milam Elementary will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Milam Elementary will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


114

Ben Milam Elementary School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 2.0 Administrators 227,960$ 178,859$ 168,033$ 170,229$ 3.72%


1.8 1.8 Counselors 93,288 77,820 69,431 75,378 1.65%

1.0 1.0 Librarians 58,725 64,485 4,283 66,420 1.45%

1.0 1.0 Nurses 50,470 51,520 52,588 53,170 1.16%

43.8 41.8 Teachers 2,809,004 3,043,469 2,917,019 2,971,410 64.97%

62.6 60.6 3,526,203 3,702,191 3,490,815 3,631,695 79.41%



11 Instruction 66,363 84,296 70,482 98,043 2.14%


13 Curriculum & Instruction 2,422 465 419 - 0.00%



33 Health Services 595 1,434 552 1,200 0.03%


53 Data Processing - 518 518 - 0.00%

334,781 283,716 249,466 256,308 5.60%


Enrollment 816 807 813 799




115

Creighton Elementary Campus Goals & Objectives

Jennifer Watson, Principal

GOAL 1: Creighton Elementary will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.


All subjects; all students; % met Level II standard 90% of all students combined over all subject areas will meet Level II performance standard in STAAR; STAAR A and STAAR Alternate; STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math, Grade 5 Science 2. Community and School Engagement (CASE): Will achieve a CASE rating of Exemplary in Fine Arts, GT and ELL.



progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress) in Reading and Math, earning an Index 2 score of 90. Distinctions: 1. Will meet Top 25% Student Progress Distinction in Reading/ELA and Math. 2. Will meet AADD indicator for greater than expected growth in Reading and Math.



weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (Hispanic and White) will meet the weighted performance Level II and III, earning an Index 3 score of 90. Distinctions: Will meet Top 25% Closing Performance gaps Distinction in Reading/ELA and Math.

Index 4: Post-Secondary Readiness

90% of all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: 1. Reading/ELA and Math: 50% of measures will be in top quartile 2. Increase Attendance Rate from 95.9% to 97% 3. Post‐secondary Readiness Distinction K‐8: Performance in top 25% of comparison group

GOAL 2: Creighton Elementary will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Creighton Elementary will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Creighton Elementary will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Creighton Elementary will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


116

Creighton Elementary School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 3.0 Administrators 176,013$ 193,094$ 188,151$ 268,368$ 5.15%


2.2 2.2 Counselors 97,176 64,464 105,110 113,626 2.18%

1.0 1.0 Librarians 54,084 56,202 55,991 58,442 1.12%

1.0 1.0 Nurses 54,211 55,497 56,413 57,895 1.11%

53.2 56.7 Teachers 2,760,894 3,285,490 3,009,617 3,391,442 65.09%

74.9 79.4 3,451,099 4,000,087 3,716,456 4,200,098 80.62%



11 Instruction 61,297 105,139 88,293 102,135 1.96%


23 School Leadership 2,184 1,643 851 2,181 0.04%


33 Health Services 600 2,869 1,197 1,800 0.03%


148,795 239,047 204,791 234,633 4.50%


Enrollment 845 838 887 942




117

Neil A. Armstrong Elementary Campus Goals & Objectives

Patricia Thacker, Interim Principal

GOAL 1: Armstrong Elementary will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.


All subjects; all students; % met Level II standard 90% of All students combined over all subject areas will meet Level II performance standard in STAAR, STAAR A and STAAR Alternate; STAAR L by the 2017-2018 school year.. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math,







year; weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (Hispanic) will meet the weighted performance Level II and III, earning an Index 3 score of 45. Distinctions: Will meet Top 25% Closing Performance gaps Distinction in Reading/ELA and Math.


40% of all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: 1. Reading/ELA and Math: 50% of measures will be in top quartile 2. Increase Attendance Rate from 97% to 98%. 3. Postsecondary Readiness Distinction K-8: Performance in top 25% of comparison group.

GOAL 2: Armstrong Elementary will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Armstrong Elementary will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Armstrong Elementary will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Armstrong Elementary will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


118

Neil A. Armstrong Elementary School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 2.0 Administrators 143,704$ 167,435$ 157,887$ 160,764$ 3.92%


0.9 0.9 Counselors 85,245 59,767 69,159 66,292 1.62%

1.0 1.0 Librarians 57,407 59,655 59,892 62,442 1.52%

1.0 1.0 Nurses 49,647 50,325 53,051 53,995 1.32%

40.5 41.0 Teachers 2,402,510 2,492,077 2,444,343 2,637,731 64.30%

61.4 61.9 3,025,260 3,130,675 3,083,686 3,274,670 79.82%



11 Instruction 53,415 72,109 59,694 87,718 2.14%


13 Curriculum & Instruction 2,070 430 430 2,000 0.05%



33 Health Services 1,346 1,434 587 600 0.01%


197,163 201,250 204,539 212,054 5.17%


Enrollment 694 715 684 683




119

Lamar Elementary Campus Goals & Objectives

Mary Jane Kirbo, Principal

GOAL 1: Lamar Elementary will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.


All subjects; all students; % met Level II standard 90% of all students combined over all subject areas will meet Level II performance standard in STAAR, STAAR A and STAAR Alternate; STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math,



Reading, Math and Writing; all students, 7 racial/ethnic groups, ELL, Sp. Ed;




year; weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (Hispanic and African American) will meet the weighted performance Level II and III, earning an Index 3 score of 50. Distinctions: Will meet Top 25% Closing Performance gaps Distinction in Reading/ELA and Math.


60% of all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: 1. Reading/ELA and Math: 50% of measures will be in top quartile 2. Increase Attendance Rate from 96.6% to 98% 3. Post‐secondary Readiness Distinction K‐8: Performance in top 25% of comparison group.

GOAL 2: Lamar Elementary will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Lamar Elementary will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Lamar Elementary will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Lamar Elementary will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


120

Lamar Elementary School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 2.0 Administrators 166,303$ 179,003$ 169,583$ 172,535$ 4.46%


2.0 2.0 Counselors 108,642 88,007 77,849 79,007 2.04%

1.0 1.0 Librarians 63,334 66,061 65,255 68,522 1.77%

1.0 1.0 Nurses 55,884 54,102 56,284 57,895 1.50%

42.5 42.5 Teachers 2,469,969 2,529,623 2,438,391 2,472,916 63.99%

60.5 60.5 3,066,806 3,134,060 3,022,347 3,072,385 79.50%



11 Instruction 51,436 54,772 44,583 67,968 1.76%


23 School Leadership 520 1,772 1,709 1,603 0.04%


33 Health Services 601 1,437 601 600 0.02%


237,279 234,956 184,669 219,276 5.67%


Enrollment 713 719 701 671




121

Oak Ridge Elementary Campus Goals & Objectives

Tami Eldridge, Principal

GOAL 1: Oak Ridge Elementary will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.


All subjects; all students; 90% met Level II standard 90% of all students combined over all subject areas will meet Level II performance standard in STAAR, STAAR A and STAAR Alternate; STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math,







year; weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (Economically Disadvantaged and Hispanic) will meet the weighted performance Level II and III, earning an Index 3 score of 60. Distinctions: Will meet Top 25% Closing Performance gaps Distinction in Reading/ELA and Math.



GOAL 2: Oak Ridge Elementary will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Oak Ridge Elementary will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Oak Ridge Elementary will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Oak Ridge Elementary will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


122

Oak Ridge Elementary School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 2.0 Administrators 166,440$ 178,874$ 171,591$ 174,087$ 4.36%


1.5 1.5 Counselors 104,046 86,692 77,699 79,007 1.98%

1.0 1.0 Librarians 60,983 63,583 63,405 65,342 1.64%

1.0 1.0 Nurses 53,976 54,883 56,014 57,395 1.44%

32.1 39.1 Teachers 1,863,026 2,128,854 2,071,594 2,556,202 63.96%

48.0 57.0 2,419,069 2,683,528 2,629,217 3,170,943 79.35%



11 Instruction 42,666 72,835 29,306 78,247 1.96%




33 Health Services 590 1,434 595 600 0.02%


81 Facilities Acquisition & Const. - 35 - - 0.00%

218,916 289,035 193,803 288,156 7.21%


Enrollment 563 584 554 690

Total Annual Operating Cost per Student 5,457.05$ 5,927.03$ 5,953.51$ 5,791.68$ -2.72%



123

Houser Elementary Campus Goals & Objectives

Angela Lozano, Principal

GOAL 1: Houser Elementary will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.











50% all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: 1. Reading/ELA and Math: 50% of measures will be in top quartile 2. Increase Attendance Rate from 97% to 98% 3. Post‐secondary Readiness Distinction K‐8: Performance in top 25% of comparison group;

GOAL 2: Houser Elementary will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Houser Elementary will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Houser Elementary will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Houser Elementary will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


124

Houser Elementary School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

3.0 3.0 Administrators 165,147$ 195,636$ 239,812$ 243,836$ 5.23%


1.5 1.5 Counselors 84,520 63,433 64,192 61,850 1.33%

1.0 1.0 Librarians 57,867 60,111 59,284 63,042 1.35%

1.0 1.0 Nurses 50,780 51,745 52,653 53,395 1.15%

42.6 39.6 Teachers 2,760,863 2,998,047 3,089,257 3,007,216 64.51%

59.1 57.1 3,351,999 3,618,071 3,770,263 3,696,822 79.30%



11 Instruction 53,867 68,574 55,124 85,762 1.84%




33 Health Services 976 2,630 953 1,100 0.02%


299,476 284,099 141,930 296,758 6.37%


Enrollment 848 855 867 819




125

Ford Elementary Campus Goals & Objectives

Paola Gorman, Principal

GOAL 1: Ford Elementary will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.











50% of all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: 1. Reading/ELA and Math: 50% of measures will be in top quartile 2. Increase Attendance Rate from 96.7% to 97% 3. Post‐secondary Readiness Distinction K‐8: Performance in top 25% of comparison group;

GOAL 2: Ford Elementary will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Ford Elementary will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Ford Elementary will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Ford Elementary will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


126

Ford Elementary School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

3.0 3.0 Administrators 201,190$ 167,528$ 236,506$ 231,601$ 4.40%


2.0 2.0 Counselors 94,048 64,061 65,232 66,292 1.26%

1.0 1.0 Librarians 61,293 63,583 65,325 65,342 1.24%

1.0 1.0 Nurses 52,600 53,736 54,612 55,895 1.06%

50.1 44.1 Teachers 3,339,582 3,501,317 3,529,744 3,398,630 64.49%

71.1 64.1 4,036,966 4,157,699 4,281,696 4,148,404 78.72%



11 Instruction 61,203 89,718 65,810 99,787 1.89%




33 Health Services 1,745 3,347 1,320 600 0.01%


224,500 373,289 265,010 345,968 6.57%


Enrollment 991 986 1,010 921




127

Hailey Elementary Campus Goals & Objectives

Tracy Horne, Principal

GOAL 1: Hailey Elementary will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.









year; weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (White and Hispanic) will meet the weighted performance Level II and III, earning an Index 3 score of 55. Distinctions: Will meet Top 25% Closing Performance gaps Distinction in Reading/ELA and Math.


75% of all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: 1. Reading/ELA and Math: 50% of measures will be in top quartile 2. Increase Attendance Rate from 97% to 97.5% 3. Post‐secondary Readiness Distinction K‐8: Performance in top 25% of comparison group

GOAL 2: Hailey Elementary will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Hailey Elementary will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Hailey Elementary will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Hailey Elementary will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


128

Hailey Elementary School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 2.0 Administrators 163,737$ 177,419$ 172,833$ 171,231$ 4.33%


1.0 1.0 Counselors 91,831 70,923 69,534 67,027 1.69%

1.0 1.0 Librarians 55,573 57,855 53,606 60,642 1.53%

1.0 1.0 Nurses 54,441 55,382 57,036 57,895 1.46%

39.2 39.7 Teachers 2,429,409 2,504,984 2,444,217 2,580,544 65.18%

52.4 52.9 2,991,639 3,079,162 3,035,064 3,194,359 80.69%



11 Instruction 64,724 72,731 56,519 66,778 1.69%


13 Curriculum & Instruction - 591 591 - 0.00%

23 School Leadership 3,403 1,237 1,224 772 0.02%


33 Health Services 597 2,869 1,191 600 0.02%


200,359 222,693 169,937 207,449 5.24%


Enrollment 720 733 722 687




129

B. B. Rice Elementary Campus Goals & Objectives

Malinda Stewart, Principal

GOAL 1: Rice Elementary will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.











35% all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: 1. Reading/ELA and Math: 50% of measures will be in top quartile 2. Increase Attendance Rate from 97.0% to 97.3% 3. Post‐secondary Readiness Distinction K‐8: Performance in top 25% of comparison group

GOAL 2: Rice Elementary will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Rice Elementary will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Rice Elementary will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Rice Elementary will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


130

B. B. Rice Elementary School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 2.0 Administrators 155,883$ 169,365$ 159,406$ 162,700$ 4.02%


1.0 1.0 Counselors 64,478 32,318 95,476 96,974 2.40%

1.0 1.0 Librarians 57,275 59,825 59,584 62,742 1.55%

1.0 1.0 Nurses 51,434 52,245 53,233 53,995 1.33%

37.2 35.7 Teachers 2,336,020 2,613,830 2,577,821 2,571,035 63.50%

47.7 45.2 2,874,164 3,181,966 3,208,032 3,221,427 79.56%



11 Instruction 60,164 66,277 57,691 79,324 1.96%





33 Health Services 595 1,434 600 600 0.01%


190,539 244,014 210,273 204,848 5.06%


Enrollment 666 687 654 613




131

San Jacinto Elementary Campus Goals & Objectives

Renee O’Neal, Principal

GOAL 1: San Jacinto Elementary will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.

Index 1: Student Achievement Grades 3‐4; all subjects; all students; % met phase‐in

Level II standard 90% of all students combined over all subject areas will meet Level II performance standard in STAAR 3‐4,STAAR A and STAAR alternate; STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math,



Reading, Math and Writing; all students, 7 racial/ethnic groups, ELL, Special Ed;

weighted progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress) in Reading and Math, earning an Index 2 score of 40. Distinctions: Will meet Top 25% Student Progress Distinction in Reading/ELA and Math.

Will meet AADD indicator for greater than expected growth in Reading and Math.


all subjects; eco dis and 2 lowest performing racial/ethnic groups from the previous

year; weighted performance ( Level II and Level III) Economically disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year White and Hispanic will meet the weighted performance Level II and III, earning an Index 3 score of 45. Will meet Top 25% Closing Performance gaps Distinction in Reading/ELA and Math.


40% of all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: 1. Reading/ELA and Math: 50% of measures will be in top quartile 2. Increase Attendance Rate from 94% to 96% 3. Post‐secondary Readiness Distinction K‐8: Performance in top 25% of comparison group

GOAL 2: San Jacinto Elementary will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: San Jacinto Elementary will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: San Jacinto Elementary will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: San Jacinto Elementary will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


132

San Jacinto Elementary School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 2.0 Administrators 168,227$ 183,480$ 172,670$ 176,785$ 4.39%


1.0 1.0 Counselors 69,713 43,754 97,167 98,577 2.45%

1.0 1.0 Librarians 53,625 56,783 55,967 58,942 1.46%

1.0 1.0 Nurses 56,272 57,064 58,337 59,995 1.49%

41.9 39.4 Teachers 2,315,223 2,686,361 2,648,514 2,653,696 65.89%

60.4 57.9 2,857,881 3,273,592 3,261,500 3,286,092 81.60%



11 Instruction 41,560 78,390 47,889 86,222 2.14%




33 Health Services 598 1,434 599 600 0.01%


189,805 206,094 165,369 213,254 5.30%


Enrollment 724 774 702 688




133

Glen Loch Elementary Campus Goals & Objectives

Cassie Hertzenberg, Principal

GOAL 1: Glen Loch Elementary will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.


All subjects; all students; % met Level II standard 88% of All students combined over all subject areas will meet Level II performance standard in STAAR, STAAR A and STAAR Alternate; STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Math, Grade 5 Science 2. Will achieve a CASE rating of Exemplary in Fine Arts, GT, and ELL.






year; weighted performance (Level II and Level III) Economically Disadvantaged students and the lowest performing racial/ethnic groups from the prior year (Hispanic) will meet the weighted performance Level II and III, earning an Index 3 score of 45. Distinctions: Will meet Top 25% Closing Performance gaps Distinction in Reading/ELA and Math.


50% of all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: 1. Reading/ELA and Math: 50% of measures will be in top quartile 2. Increase Attendance Rate from 96.4% to 97.5% 3. Post‐secondary Readiness Distinction K‐8: Performance in top 25% of comparison group

GOAL 2: Glen Loch Elementary will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Glen Loch Elementary will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Glen Loch Elementary will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Glen Loch Elementary will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


134

Glen Loch Elementary School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 2.0 Administrators 173,645$ 191,035$ 178,193$ 182,240$ 4.72%


2.0 2.0 Counselors 108,706 83,831 61,678 62,668 1.62%

1.0 1.0 Librarians 53,344 55,502 50,983 57,442 1.49%

1.0 1.0 Nurses 49,851 50,765 51,432 52,415 1.36%

45.8 46.8 Teachers 2,136,406 2,269,837 2,309,367 2,531,910 65.52%

67.8 69.8 2,728,233 2,886,964 2,865,360 3,133,462 81.09%



11 Instruction 54,785 40,920 25,082 70,458 1.82%


23 School Leadership 367 1,190 1,140 445 0.01%


33 Health Services 598 1,434 571 600 0.02%



177,823 160,490 124,993 183,528 4.75%


Enrollment 640 632 631 666




135

Sally K. Ride Elementary Campus Goals & Objectives

Megan Burnham, Principal

GOAL 1: Ride Elementary will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.










Index 4: Post‐Secondary Readiness 90% of all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: Distinction Earned 1. Reading/ELA and Math: 50% of measures will be in top quartile. 2. Increase Attendance Rate from 97% to 98%. 3. Post‐secondary Readiness Distinction K‐8: Performance in top 25% of comparison group.

GOAL 2: Ride Elementary will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Ride Elementary will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Ride Elementary will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Ride Elementary will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


136

Sally K. Ride Elementary School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 2.0 Administrators 167,053$ 181,458$ 174,333$ 175,482$ 4.49%


1.5 1.5 Counselors 87,862 67,100 64,450 65,495 1.68%

1.0 1.0 Librarians 57,428 59,655 60,082 62,442 1.60%

1.0 1.0 Nurses 57,103 58,124 59,316 60,995 1.56%

35.0 38.0 Teachers 2,087,025 2,425,225 2,350,439 2,617,851 67.05%

49.7 52.7 2,618,324 2,997,336 2,886,903 3,160,791 80.96%



11 Instruction 46,580 103,770 86,534 63,151 1.62%


23 School Leadership 791 740 740 3,260 0.08%


33 Health Services 1,975 4,722 1,974 750 0.02%


165,616 221,546 188,852 171,637 4.40%


Enrollment 568 600 656 726




137

David Elementary Campus Goals & Objectives

Lee Allen, Principal

GOAL 1: David Elementary will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.


All subjects; all students; % met Level II standard 98% of All students combined over all subject areas will meet Level II performance standard in STAAR,STAAR A and STAAR Alternate; STAAR L by the 2017-2018 school year.. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math,







year; weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (Hispanic and White) will meet the weighted performance Level II and III, earning an Index 3 score of 70. Distinctions: Will meet Top 25% Closing Performance gaps Distinction in Reading/ELA and Math.


90% all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: 1. Reading/ELA and Math: 50% of measures will be in top quartile. 2. Increase Attendance Rate from 97.6% to 97.7% 3. Post‐secondary Readiness Distinction K‐8: Performance in top 25% of comparison group.

GOAL 2: David Elementary will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: David Elementary will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: David Elementary will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: David Elementary will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


138

David Elementary School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 2.0 Administrators 169,511$ 181,037$ 175,809$ 176,049$ 5.12%


1.0 1.0 Counselors 115,130 99,102 81,005 82,498 2.40%

1.0 1.0 Librarians 55,598 57,930 58,148 60,442 1.76%

1.0 1.0 Nurses 50,955 51,520 53,010 53,170 1.55%

36.9 35.9 Teachers 1,962,883 2,160,024 2,143,223 2,194,724 63.84%

51.9 52.9 2,521,696 2,754,584 2,704,395 2,775,118 80.73%



11 Instruction 29,830 92,051 70,807 63,583 1.85%





33 Health Services 598 1,434 595 600 0.02%


145,308 210,125 174,044 184,725 5.37%


Enrollment 626 643 629 615




139

Giesinger Elementary Campus Goals & Objectives

Melissa Hammond, Principal

GOAL 1: Giesinger Elementary will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.






weighted progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress) in Reading and Math, earning an Index 2 score of 61. Distinctions: 1. Will meet Top 25% Student Progress Distinction in Reading/ELA and Math.




year; weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (Economically Disadvantaged and White) will meet the weighted performance Level II and III, earning an Index 3 score of 65. Distinctions:



70% of all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: 1. Reading/ELA and Math: 50% of measures will be in top quartile 2. Increase Attendance Rate from 96.4 % to 97%


GOAL 2: Giesinger Elementary will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Giesinger Elementary will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Giesinger Elementary will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Giesinger Elementary will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


140

Giesinger Elementary School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 2.0 Administrators 186,832$ 182,486$ 162,906$ 166,178$ 5.01%


1.0 1.0 Counselors 59,316 40,994 61,617 64,178 1.93%

1.0 1.0 Librarians 59,940 62,685 62,228 65,214 1.96%

1.0 1.0 Nurses 49,164 50,325 51,112 51,975 1.57%

28.2 31.7 Teachers 1,835,713 1,971,974 1,888,880 2,131,772 64.22%

41.2 44.7 2,358,315 2,496,941 2,396,907 2,648,115 79.78%



11 Instruction 49,751 76,532 54,918 60,146 1.81%




33 Health Services 577 1,434 592 600 0.02%


173,444 211,230 161,403 194,815 5.87%


Enrollment 509 542 541 575




141

Galatas Elementary Campus Goals & Objectives

Denae Wilker, Principal

GOAL 1: Galatas Elementary will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.


All subjects; all students; % met Level II standard 100% of all students combined over all subject areas will meet Level II performance standard in STAAR, STAAR A and STAAR Alternate; STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math, Grade 5 Science 2. Will achieve a CASE rating of Exemplary in Fine Arts, GT, and ELL.









GOAL 2: Galatas Elementary will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Galatas Elementary will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Galatas Elementary will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Galatas Elementary will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


142

Galatas Elementary School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 2.0 Administrators 163,990$ 177,265$ 168,878$ 171,741$ 4.49%


2.1 2.1 Counselors 101,524 83,378 65,232 66,292 1.73%

1.0 1.0 Librarians 57,767 60,111 60,094 63,042 1.65%

1.0 1.0 Nurses 56,030 56,219 57,366 58,895 1.54%

44.0 44.0 Teachers 2,254,477 2,282,327 2,374,845 2,492,588 65.16%

60.1 61.1 2,862,323 2,906,269 2,964,475 3,103,291 81.13%



11 Instruction 32,820 67,001 34,706 70,716 1.85%





33 Health Services 599 1,434 595 600 0.02%


141,327 198,195 139,094 191,982 5.02%


Enrollment 660 619 669 671




143

Barbara Bush Elementary Campus Goals & Objectives

Judy Mills, Principal

GOAL 1: Bush Elementary will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.


All subjects; all students; % met Level II standard 100 % of All students combined over all subject areas will meet Level II performance standard in STAAR, STAAR A and STAAR Alternate; STAAR L by the 2017-2018 school year.. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math, Grade

5 Science 2. Will achieve a CASE rating of Exemplary in Fine Arts, GT, and ELL.







year; weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (Hispanicand White) will meet the weighted performance Level II and III, earning an Index 3 score of 60. Distinctions:



100% of all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: 1. Reading/ELA and Math: 50% of measures will be in top quartile 2. Increase Attendance Rate from 97.3% to 98%


GOAL 2: Bush Elementary will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Bush Elementary will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Bush Elementary will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Bush Elementary will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


144

Barbara Bush Elementary School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 2.0 Administrators 172,741$ 182,434$ 172,355$ 176,425$ 4.29%


2.3 2.3 Counselors 63,588 39,427 65,952 67,027 1.63%

1.0 1.0 Librarians 54,931 57,505 57,043 59,942 1.46%

1.0 1.0 Nurses 51,498 51,945 53,342 53,695 1.30%

51.3 51.3 Teachers 2,377,306 2,465,356 2,602,917 2,764,855 67.19%

73.1 73.1 2,914,232 3,045,324 3,135,304 3,357,638 81.60%



11 Instruction 17,710 50,404 40,832 64,070 1.56%


23 School Leadership 850 900 900 1,187 0.03%


33 Health Services 1,200 2,869 1,199 1,600 0.04%



226,118 219,339 191,131 193,819 4.71%


Enrollment 698 668 724 694




145

Colin L. Powell Elementary Campus Goals & Objectives

Lisa Garrison, Principal

GOAL 1: Powell Elementary will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.

Index 1: Student Achievement:

All subjects; all students; % met Level II standard 99% of all students combined over all subject areas will meet Level II performance standard in STAAR , STAAR A, and STAAR ALTERNATE; STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math, Grade 5 Science. 2. Will achieve a CASE rating of Exemplary in Fine Arts, GT, and ELL.



weighted progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities, and ELLs will meet student progress measures (weighted progress) in Reading and Math; earning an index 2 score of 70%. Distinctions: Will continue to meet Top 25% Student Progress Distinction in Reading and Math


All subjects; eco dis and 2 lowest performing racial/ethnic groups from the

previous year; weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (White) will meet the weighted performance Level II and Level III, earning and Index 3 score of 70%. Distinctions: Will continue to meet Top 25% Closing Performance gaps Distinction in Reading and Math.

Index 4: Post‐Secondary Readiness 90% of all students and 7 race/ethnic groups will meet final Level II standard on two or more test combined over all subject areas. Distinctions: 1. Reading/ELA and Math: 50% of measures will be in the top quartile 2. Increase Attendance Rate from 97.2% to 98%. 3. Will continue to meet Postsecondary Readiness Distinction K-8: Performance in top 25% of comparison group.

GOAL 2: Powell Elementary will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Powell Elementary will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Powell Elementary will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Powell Elementary will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


146

Colin L. Powell Elementary School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 2.0 Administrators 174,627$ 182,815$ 172,069$ 175,530$ 4.16%


1.5 1.5 Counselors 70,189 43,531 74,621 73,793 1.75%

1.0 1.0 Librarians 55,588 57,930 57,948 60,442 1.43%

1.0 1.0 Nurses 56,805 57,629 54,501 51,700 1.23%

38.2 39.2 Teachers 2,648,187 2,835,791 2,709,587 2,843,485 67.46%

56.2 57.2 3,193,142 3,378,285 3,272,158 3,420,383 81.15%



11 Instruction 40,264 60,206 50,219 69,118 1.64%




33 Health Services 594 1,442 575 600 0.01%


147,612 188,307 148,384 187,550 4.45%


Enrollment 807 760 772 741




147

Buckalew Elementary Campus Goals & Objectives

Jill Price, Principal

GOAL 1: Buckalew Elementary will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.












GOAL 2: Buckalew Elementary will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Buckalew Elementary will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Buckalew Elementary will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Buckalew Elementary will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


148

Buckalew Elementary School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 2.0 Administrators 170,280$ 183,448$ 173,642$ 178,224$ 4.67%


1.5 1.5 Counselors 77,944 54,221 107,874 110,248 2.89%

1.0 1.0 Librarians 52,868 54,992 58,193 60,442 1.59%

1.0 1.0 Nurses 57,621 58,124 59,724 60,995 1.60%

41.2 40.2 Teachers 2,291,713 2,293,059 2,343,355 2,399,063 62.92%

56.9 56.9 2,839,606 2,839,403 2,977,604 3,061,889 80.30%



11 Instruction 37,393 63,250 48,341 69,968 1.84%




33 Health Services 599 1,434 600 600 0.02%


81 Facilities Acquisition & Const. 29,310 - - - 0.00%

207,627 227,145 173,625 219,099 5.75%


Enrollment 698 645 673 660




149

O. A. Reaves Elementary Campus Goals & Objectives

Nicole Walker, Principal

GOAL 1: Reaves Elementary will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.












GOAL 2: Reaves Elementary will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Reaves Elementary will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Reaves Elementary will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Reaves Elementary will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


150

O.A. Reaves Elementary School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 2.0 Administrators 162,775$ 177,527$ 167,384$ 171,231$ 4.23%


1.0 1.0 Counselors 66,115 41,608 68,492 69,617 1.72%

1.0 1.0 Librarians 64,889 66,872 67,189 69,298 1.71%

1.0 1.0 Nurses 54,148 54,883 56,552 57,395 1.42%

33.2 35.2 Teachers 2,405,840 2,496,676 2,426,991 2,639,076 65.21%

46.2 47.2 2,958,944 3,055,307 2,980,775 3,192,452 78.88%



11 Instruction 52,497 92,053 71,597 95,746 2.37%




33 Health Services 590 1,434 590 600 0.01%


213,818 261,749 234,463 246,412 6.09%


Enrollment 685 705 716 721




151

George C. Kaufman III Elementary Campus Goals & Objectives

Tina Oliver, Principal

GOAL 1: Kaufman Elementary will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.


All subjects; all students; % met Level II standard 95 % of all students combined over all subject areas will meet Level II performance standard in STAAR, STAAR A and STAAR Alternate; STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math,




weighted progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress) in Reading and Math, earning an Index 2 score of 55. Distinctions: Will meet Top 25% Student Progress Distinction in Reading/ELA and Math. Will meet AADD indicator for greater than expected growth in Reading and Math.


All subjects; Eco. Dis. and 2 lowest performing racial/ethnic groups from the

previous year; weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year. (Per the TEA Accountability Manual, any campus with only 2 student groups will only count Economically Disadvantaged and the lowest performing group, which is Hispanic). These groups will meet the weighted performance Level II and III, earning an Index 3 score of 55. Distinctions: Will meet Top 25% Closing Performance gaps Distinction in Reading/ELA and Math.



GOAL 2: Kaufman Elementary will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Kaufman Elementary will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Kaufman Elementary will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Kaufman Elementary will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


152

George C. Kaufman III Elementary2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

3.0 3.0 Administrators 237,097$ 254,813$ 244,269$ 248,969$ 5.33%


1.0 1.0 Counselors 70,175 41,724 72,572 73,778 1.58%

1.0 1.0 Librarians 57,168 59,655 59,362 62,442 1.34%

1.0 1.0 Nurses 59,101 60,536 61,316 62,295 1.33%

48.0 48.0 Teachers 2,894,143 2,947,867 2,913,679 2,997,419 64.23%

61.5 63.5 3,517,636 3,578,761 3,623,938 3,709,322 79.48%



11 Instruction 47,932 66,073 53,773 88,497 1.90%


23 School Leadership 4,120 323 323 1,009 0.02%


33 Health Services 597 1,913 744 800 0.02%


258,645 275,982 231,910 294,953 6.32%


Enrollment 864 859 832 817




153

Bonnie Wilkinson Elementary Campus Goals & Objectives

Victor Uher, Principal

GOAL 1: Wilkinson Elementary will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.











90% all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: 1. Reading/ELA and Math: 50% of measures will be in top quartile 2. Increase Attendance Rate from 96.7% to 97.5% 3. Post‐secondary Readiness Distinction K‐8: Performance in top 25% of comparison group

GOAL 2: Wilkinson Elementary will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Wilkinson Elementary will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Wilkinson Elementary will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Wilkinson Elementary will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


154

Bonnie Wilkinson Elementary School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 2.0 Administrators 168,776$ 181,100$ 173,137$ 177,216$ 4.69%


1.0 1.0 Counselors 64,616 40,796 63,389 63,296 1.67%

1.0 1.0 Librarians 57,877 60,111 60,944 63,042 1.67%

1.0 1.0 Nurses 49,857 52,245 52,370 53,995 1.43%

27.0 31.0 Teachers 2,014,567 1,933,579 2,140,896 2,448,788 64.79%

37.0 42.0 2,495,163 2,420,695 2,655,810 2,992,486 79.17%



11 Instruction 30,671 53,985 38,597 71,458 1.89%




33 Health Services 601 1,434 599 600 0.02%


81 Facilities Acquisition & Const. - 44,000 2,500 - 0.00%

212,977 264,585 213,345 245,883 6.51%


Enrollment 613 599 620 712




155

Sue Park Broadway Elementary Campus Goals & Objectives

Nikki Conley, Principal

GOAL 1: Broadway Elementary will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.


All subjects; all students; % met Level II standard 95% of all students combined over all subject areas will meet Level II performance standard in STAAR, STAAR A and STAAR Alternate; STAAR L by the 2017-2018 school year.. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math,







year; weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (Hispanic) will meet the weighted performance Level II and III, earning an Index 3 score of 50. Distinctions: Will meet Top 25% Closing Performance gaps Distinction in Reading/ELA and Math.



GOAL 2: Broadway Elementary will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Broadway Elementary will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Broadway Elementary will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Broadway Elementary will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


156

Sue Park Broadway Elementary2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

3.0 3.0 Administrators 239,394$ 258,522$ 255,319$ 250,553$ 4.37%


1.0 1.0 Counselors 116,760 88,761 76,020 77,294 1.35%

1.0 1.0 Librarians 54,324 56,202 56,321 58,442 1.02%

1.0 1.0 Nurses 49,682 50,325 51,068 51,975 0.91%

38.5 43.5 Teachers 3,110,319 3,410,043 3,448,066 3,844,020 66.98%

52.5 57.5 3,831,529 4,172,333 4,172,928 4,577,625 79.77%



11 Instruction 40,055 168,708 140,311 108,283 1.89%


23 School Leadership 1,383 623 373 1,781 0.03%


33 Health Services 1,957 5,083 2,123 3,100 0.05%


53 Data Processing - 518 518 - 0.00%

255,029 441,011 351,696 352,611 6.14%


Enrollment 974 1,055 1,060 1,162




157

Charlie Patterson Elementary Campus Goals & Objectives Julie Miller, Principal

GOAL 1: Patterson Elementary School will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.

Index 1: Student Achievement Grades 3‐4; all subjects; all students; 83% met phase‐in Level II standard

90% of all students combined over all subject areas will meet phase‐in Level II performance standard in STAAR, STAAR , STAAR Alternate; STAAR L by the 2017-2018 school year. 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math 2. Will achieve a CASE rating of Exemplary in Fine Arts, GT, and ELL. Index 2: Student Progress Reading, Math and Writing; all students, 7 racial/ethnic groups, ELL, Sp. Ed; weighted progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities, and ELLs will meet student progress measures (weighted progress) in Reading and Math earning an index 2 score of 55. 1. Will meet Top 25% Student Progress Distinction in Reading/ELA and Math 2. Will meet AADD indicator for greater than expected growth in Reading and Math. Index 3: Closing Performance Gaps All subjects; eco dis and 2 lowest performing racial/ethnic groups from the previous

year; weighted performance (phase‐in Level II and III) Economically Disadvantaged students and the 2 lowest performing racial/ethnic groups from the previous year (White and Hispanic) will meet the weighted performance phase‐in Level Ii and III, earning an Index 3 score of 53. Will meet Top 25% Closing performance gaps Distinction in Reading/ELA and Math INDEX 4: POST‐SECONDARY READINESS 90% of all students and 7 race/ethnic groups will meet final level II standard on one or more test combined over all subjects. Distinctions: 1. Reading/ELA and Math: 50% of measures will be in top quartile 2. Establish Attendance Rate from 98% 3. Post‐secondary Readiness Distinction K‐8: Performance in top 25% of comparison group

GOAL 2: Patterson Elementary School will employ, develop, and retain highly qualified staff to maximize

learning for all students.


GOAL 3: Patterson Elementary School will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Patterson Elementary School will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Patterson Elementary School will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


158

Charlie Patterson Elementary2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 2.0 Administrators 166,195$ 180,977$ 174,291$ 174,277$ 4.13%


1.0 1.0 Counselors 89,233 67,409 63,798 61,850 1.46%

1.0 1.0 Librarians 54,179 56,202 56,326 58,442 1.38%

1.0 1.0 Nurses 52,708 53,736 54,943 55,895 1.32%

41.0 42.0 Teachers 2,249,742 2,614,761 2,558,197 2,705,679 64.06%

54.0 55.5 2,800,597 3,192,895 3,129,776 3,320,273 78.61%



11 Instruction 50,679 74,476 63,676 102,638 2.43%

12 Instructional Resources 6,147 1,250 995 1,329 0.03%



33 Health Services 601 2,391 985 1,600 0.04%


153,577 252,221 145,593 288,071 6.82%


Enrollment 686 726 747 774




159

Birnham Woods Elementary Campus Goals & Objectives

Dr. Christine Butler, Principal

GOAL 1: Birnham Woods Elementary will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.

Index 1: Student Achievement Grades 3‐8; all subjects; all students; % met phase‐in

Level II standard

95% of All students combined over all subject areas will meet phase‐in Level II performance standard in STAAR 3‐4; STAAR 3‐4 Alternate; STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, and

Math. 2. Will achieve a CASE rating of Exemplary in Fine Arts, GT, and ELL.






year; weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (White and African American) will meet the weighted performance Level II and III, earning an Index 3 score of 60. Distinctions: Will meet Top 25% Closing Performance gaps Distinction in Reading/ELA and Math.



GOAL 2: Birnham Woods Elementary will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Birnham Woods Elementary will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Birnham Woods Elementary will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Birnham Woods Elementary will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


160

Birnham Woods Elementary School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 2.0 Administrators 220,713$ 255,505$ 248,604$ 248,111$ 4.57%


1.0 1.0 Counselors 120,097 28,590 62,814 64,178 1.18%

1.0 1.0 Librarians 62,377 64,485 65,262 67,014 1.24%

1.0 1.0 Nurses 51,947 52,245 52,489 53,995 1.00%

49.5 52.5 Teachers 2,902,893 3,367,740 3,440,686 3,664,351 67.56%

62.0 65.0 3,594,160 4,049,039 4,128,858 4,361,030 80.41%



11 Instruction 47,533 82,065 71,737 106,076 1.96%


13 Curriculum & Instruction 4,212 2,985 985 - 0.00%

23 School Leadership 560 1,468 925 2,756 0.05%


33 Health Services 899 1,674 700 1,100 0.02%


228,051 276,152 235,065 308,238 5.68%


Enrollment 940 1,042 1,045 1,154




161

Jean Stewart Elementary K-6 Campus Goals & Objectives

Carrie Fitzpatrick, Principal

GOAL 1: Stewart Elementary School will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close achievement gap; and successful completion of high school.

Index 1: Student Achievement All subjects; all students; % met Level II standard 93% of all students combined over all subject areas will meet Level II performance standard in STAAR, STAAR A and STAAR Alternate; STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math, Grade 5 Science 2. Will achieve a CASE rating of Exemplary in Fine Arts, GT, and ELL.



progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress) in Reading and Math, earning an Index 2 score of 45.. Distinctions: 1. Will meet Top 25% Student Progress Distinction in Reading/ELA and Math

2. Will meet AADD indicator for greater than expected growth in Reading and Math



year; weighted performance (Level II and Level III) Economically Disadvantaged students and lowest performing racial/ethnic group from the prior year (Hispanic) will meet the weighted performance Level II and III, earning an index 3 score of 47.. Will meet Top 25% Closing Achievement Gaps Distinction in Reading/ELA and Math


90% of all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: 1. Reading/ELA and Math: 50% of measures will be in top quartile 2. Establish Attendance Rate of = 95%


GOAL 2: Stewart Elementary School will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Stewart Elementary School will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Stewart Elementary School will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Stewart Elementary School will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


162

Jean E. Stewart K-6 School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 2.0 Administrators 167,920$ 180,901$ 183,600$ 175,909$ 3.76%


2.0 2.0 Counselors 83,743 59,394 89,027 91,538 1.95%

1.0 1.0 Librarians 54,455 56,386 57,000 58,545 1.25%

1.0 1.0 Nurses 55,110 56,219 57,194 58,895 1.26%

36.0 45.0 Teachers 1,850,279 2,259,080 2,458,639 3,102,185 66.23%

47.0 58.5 2,383,869 2,788,094 3,047,444 3,742,355 79.89%



11 Instruction 76,932 66,064 59,465 91,864 1.96%

12 Instructional Resources 2,216 2,750 2,721 532 0.01%

13 Curriculum & Instruction 626 1,026 1,025 1,000 0.02%



33 Health Services 580 2,510 1,049 600 0.01%


246,777 245,939 209,599 273,927 5.85%


Enrollment 423 512 601 811




163

Ann K. Snyder Elementary Campus Goals & Objectives

Lindsay Ardoin, Principal

GOAL 1: Snyder Elementary will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.









year; weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (White and Hispanic) will meet the weighted performance Level II and III, earning an Index 3 score of 60. Distinctions: Will meet Top 25% Closing Performance gaps Distinction in Reading/ELA and Math.


90% of all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: 1. Reading/ELA and Math: 50% of measures will be in top quartile 2. Increase Attendance Rate from 97.1% to 97.5% 3. Post‐secondary Readiness Distinction K‐8: Performance in top 25% of comparison group;

GOAL 2: Snyder Elementary will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Snyder Elementary will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Snyder Elementary will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Snyder Elementary will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


164

Ann Snyder Elementary School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

3.0 3.0 Administrators 166,926$ 194,209$ 237,778$ 241,556$ 4.64%


1.0 1.0 Counselors 96,069 67,268 109,994 111,726 2.14%

1.0 1.0 Librarians 57,622 60,130 60,384 63,061 1.21%

1.0 1.0 Nurses 49,916 50,765 52,150 52,415 1.01%

48.5 53.5 Teachers 2,729,631 3,012,915 3,192,544 3,423,113 65.70%

66.0 73.5 3,312,612 3,604,069 3,921,782 4,184,970 80.32%



11 Instruction 48,573 68,749 59,432 108,166 2.08%


13 Curriculum & Instruction 864 - - - 0.00%

23 School Leadership 3,198 400 373 451 0.01%


33 Health Services 604 1,434 600 600 0.01%


235,776 294,799 194,268 308,461 5.92%


Enrollment 862 929 956 1,028




165

Coulson Tough K-6 Campus Goals & Objectives

Shawn Creswell, Principal

GOAL 1: Coulson Tough K-6 School will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close achievement gap; and successful completion of high school.


All subjects; all students; % met Level II standard 100% of all students combined over all subject areas will meet Level II performance standard in STAAR,STAAR A and STAAR Alternate; STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math, Grade 5 Science 2. Will achieve a CASE rating of Exemplary in Fine Arts, GT, and ELL.







year; weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (White and Hispanic) will meet the weighted performance Level II and III, earning an Index 3 score of 72. Distinctions: Will meet Top 25% Closing Achievement Gaps Distinction in Reading/ELA and Math.


100% of all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: 1. Reading/ELA and Math: 50% of measures will be in top quartile

2. Increase Attendance Rate from 97% to 98%


GOAL 2: Coulson Tough K-6 School will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Coulson Tough K-6 School will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Coulson Tough K-6 School will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Coulson Tough K-6 School will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


166

Coulson Tough K-6 School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

4.0 4.0 Administrators 249,744$ 264,645$ 262,231$ 256,005$ 4.48%


1.0 1.0 Counselors 131,809 88,807 162,566 167,341 2.93%

1.0 1.0 Librarians 60,820 62,611 61,805 64,542 1.13%

1.0 1.0 Nurses 58,838 58,578 61,357 61,495 1.08%

53.0 50.0 Teachers 3,589,914 3,702,606 3,638,491 3,664,644 64.15%

72.5 71.5 4,344,873 4,440,126 4,471,178 4,551,553 79.68%



11 Instruction 11,284 136,750 112,712 103,533 1.81%


23 School Leadership 53 2,600 373 3,087 0.05%


33 Health Services 600 2,938 1,229 1,600 0.03%


81 Facilities Acquisition & Const. 5,814 190 - - 0.00%

272,921 419,223 339,386 378,699 6.63%


Enrollment 1,011 928 1,008 925




167

Joel Deretchin K-6 Campus Goals & Objectives

Alicia Reeves, Principal

GOAL 1: Deretchin K-6 School will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.


All subjects; all students; % met Level II standard 100% of all students combined over all subject areas will meet Level II performance standard in STAAR,STAAR A and STAAR Alternate; STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math, Grade 5

Science

2. Will achieve a CASE rating of Exemplary in Fine Arts, GT, and ELL.



progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress) in Reading and Math, earning an index 2 score of 66. Distinctions: 1. Will meet Top 25% Student Progress Distinction in Reading/ELA and Math.




weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (Hispanic and White) will meet the weighted performance Level II and III, earning an Index 3 score of 70. Distinctions: Will meet Top 25% Closing Performance gaps Distinction in Reading/ELA and Math.


100% of all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: 1. Reading/ELA and Math: 50% of measures will be in top quartile



GOAL 2: Deretchin K-6 School will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Deretchin K-6 School will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Deretchin K-6 School will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Deretchin K-6 School will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


168

Joel Deretchin K-6 School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

4.0 4.0 Administrators 239,176$ 259,352$ 243,858$ 249,873$ 4.45%


2.0 2.0 Counselors 124,867 86,759 162,023 166,920 2.97%

1.0 1.0 Librarians 69,179 69,912 71,668 73,188 1.30%

1.0 1.0 Nurses 52,999 53,155 55,755 55,395 0.99%

48.3 44.3 Teachers 3,772,045 3,948,039 3,798,011 3,711,701 66.10%

66.3 64.3 4,479,201 4,637,149 4,583,910 4,548,246 81.00%



11 Instruction 71,541 87,502 63,536 97,862 1.74%




33 Health Services 1,197 1,434 595 600 0.01%


81 Facilities Acquisition & Const. - 6,500 - - 0.00%

286,849 277,579 245,114 289,700 5.16%


Enrollment 1,121 1,035 1,067 988




169

Wilkerson Intermediate Campus Goals & Objectives

J. J. Daw, Principal

GOAL 1: Wilkerson Intermediate will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.


All subjects; all students; % met Level II standard 94% of all students combined over all subject areas will meet Level II performance standard in STAAR, STAAR A and STAAR Alternate; STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math, Grade

5 Science 2. Will achieve a CASE rating of Exemplary in Fine Arts, GT, and ELL.









GOAL 2: Wilkerson Intermediate will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Wilkerson Intermediate will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Wilkerson Intermediate will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Wilkerson Intermediate will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


170

Wilkerson Intermediate School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 2.0 Administrators 172,736$ 188,398$ 177,985$ 181,185$ 4.07%


1.0 1.0 Counselors 78,438 36,952 66,358 67,441 1.51%

1.0 1.0 Librarians 55,688 57,930 57,908 60,442 1.36%

1.0 1.0 Nurses 55,120 55,829 52,447 58,395 1.31%

51.4 53.4 Teachers 2,583,617 2,763,699 2,644,537 2,935,967 65.91%

68.9 70.9 3,212,273 3,382,499 3,265,797 3,581,010 80.39%



11 Instruction 49,199 72,795 57,089 82,709 1.86%




31 Guidance, Counseling & Eval. 503 1,045 175 675 0.02%

33 Health Services 592 1,408 589 600 0.01%


227,964 207,210 181,163 219,572 4.93%


Enrollment 702 688 683 698




171

Collins Intermediate Campus Goals & Objectives

Shelli LeBlanc, Principal

GOAL 1: Collins Intermediate will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close achievement gap; and successful completion of high school.


All subjects; all students; % met Level II standard 100% of all students combined over all subject areas will meet Level II performance standard in STAAR, STAAR A and STAAR Alternate; STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math, Grade 5 Science. 2. Will achieve a CASE rating of Exemplary in Fine Arts, GT, and ELL.



progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress)in Reading and Math, earning an Index 2 score of 60. Distinctions: 1. Will meet Top 25% Student Progress Distinction in Reading/ELA and Math. 2. Will meet AADD indicator for greater than expected growth in Reading and Math.



weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year White and Hispanic will meet the weighted performance Level II and III, earning an Index 3 score of 70. Distinctions: Will meet Top 25% Closing Achievement Gaps Distinction in Reading/ELA and Math.



GOAL 2: Collins Intermediate will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Collins Intermediate will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Collins Intermediate will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Collins Intermediate will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


172

Collins Intermediate School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 2.0 Administrators 172,074$ 185,894$ 177,153$ 180,933$ 4.89%


1.0 1.0 Counselors 101,376 82,817 76,751 80,022 2.16%

1.0 1.0 Librarians 28,567 61,691 60,472 63,542 1.72%

1.0 1.0 Nurses 51,268 51,945 52,982 53,695 1.45%

42.7 44.7 Teachers 2,072,397 2,250,029 2,178,448 2,401,851 64.87%

53.7 55.7 2,572,146 2,808,049 2,756,914 3,018,015 81.52%



11 Instruction 44,349 70,501 51,773 71,153 1.92%





33 Health Services 597 1,434 506 600 0.02%

36 Co-curricular Activities - 40 - - 0.00%


53 Data Processing - 592 - - 0.00%

160,839 184,656 159,179 192,003 5.19%


Enrollment 674 657 697 711




173

Mitchell Intermediate Campus Goals & Objectives

Paula Klapesky, Principal

GOAL 1: Mitchell Intermediate will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.

Index 1: Student Achievement Grades 3‐8; all subjects; all students; % met phase‐in Level

I standard

100% of all students combined over all subject areas will meet phase‐in Level I performance standard in STAAR; STAAR A and Alternate; STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Grade 5 Science. 2. Will achieve a CASE rating of Exemplary in Fine Arts, GT, and ELL.

Index 2: Student Progress Grades 3‐8; Reading, Math and Writing; all students, 7

racial/ethnic groups, ELL, Sp Ed; weighted progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities, and ELLs will meet student progress measures (weighted progress) in Reading and Math earning an Index 2 score of 55. Distinctions: 1. Will meet Top 25% Student Progress Distinction in Reading/ELA and Math. 2. Will meet AADD Indicator for greater than expected growth in Reading/ELA and Math.

Index 3: Closing Performance Gaps All subjects; Economically Disadvantaged and 2

lowest performing racial/ethnic groups (Hispanic and Two or More Races) from the

previous year; weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the previous year (Hispanic and Two or More Races) will meet the weighted performance Level II and III, earning an Index 3 score of 66. 1. Will meet Top 25% Distinction in Reading/ELA and Math

Index 4: Post‐Secondary Readiness 100% all students and 7 race/ethnic groups will meet final level II standard on one or more tests combined over all subject areas. Distinctions: 1. Reading/ELA and Math: 50% of measures will be in top quartile. 2. Increase Attendance Rate from 97.4% to 98%. 3. Post-secondary Readiness Distinction K-8: Performance in top 25% of comparison group;

Grade 3-12.

GOAL 2: Mitchell Intermediate will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Mitchell Intermediate will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Mitchell Intermediate will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Mitchell Intermediate will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


174

Mitchell Intermediate School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

3.0 4.0 Administrators 249,687$ 268,753$ 261,244$ 343,427$ 5.40%


3.0 3.0 Counselors 164,421 105,760 148,041 150,511 2.37%

1.0 1.0 Librarians 62,355 65,734 65,157 68,263 1.07%

1.0 1.0 Nurses 46,481 51,145 53,400 53,500 0.84%

66.6 67.6 Teachers 3,762,656 4,083,388 3,946,994 4,144,682 65.20%

93.5 95.5 4,543,591 4,856,444 4,833,241 5,120,059 80.55%



11 Instruction 72,424 95,320 62,673 113,163 1.78%



23 School Leadership 458 500 500 594 0.01%


33 Health Services 597 6,216 2,482 3,100 0.05%


274,924 305,867 246,505 317,830 5.00%


Enrollment 1,208 1,200 1,244 1,222




175

Grangerland Intermediate Campus Goals & Objectives

Karen Jones, Principal

GOAL 1: Grangerland Intermediate will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.


All subjects; all students; 83% met Level II standard 88% of all students combined over all subject areas will meet Level II performance standard in STAAR, STAAR A and STAAR Alternate; STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math,




progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress in Reading and Math, earning an Index 2 score of 38. Distinctions: 1. Will meet Top 25% Student Progress Distinction in Reading/ELA and Math. 2. Will meet AADD indicator for greater than expected growth in Reading and Math.





90% all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: 1. Reading/ELA and Math: 50% of measures will be in top quartile 2. Increase Attendance Rate from 95.7% to 97% 3. Post‐secondary Readiness Distinction K‐8: Performance in top 25% of comparison group;

GOAL 2: Grangerland Intermediate will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Grangerland Intermediate will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Grangerland Intermediate provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Grangerland Intermediate will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


176

Grangerland Intermediate School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

3.0 3.0 Administrators 245,941$ 267,933$ 253,262$ 258,599$ 4.26%


2.0 2.0 Counselors 200,614 180,323 139,907 142,662 2.35%

1.0 1.0 Librarians 60,098 62,611 63,185 64,942 1.07%

1.0 1.0 Nurses 54,129 54,458 55,044 56,895 0.94%

59.5 58.5 Teachers 3,327,517 3,655,322 3,698,450 3,806,391 62.65%

77.0 76.0 4,173,169 4,527,021 4,514,055 4,651,102 76.55%



11 Instruction 68,931 132,529 105,271 119,757 1.97%


13 Curriculum & Instruction 1,658 70 70 - 0.00%


31 Guidance, Counseling & Eval. 786 2,154 1,074 925 0.02%

33 Health Services 596 1,434 600 600 0.01%

36 Co-curricular Activities - 385 385 1,953 0.03%


440,517 482,043 457,770 501,021 8.25%


Enrollment 990 1,015 1,014 1,039




177

Dolly Vogel Intermediate Campus Goals & Objectives

Tara Vandermark, Principal

GOAL 1: Vogel Intermediate will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.


All subjects; all students; % met Level II standard 95% of All students combined over all subject areas will meet Level II performance standard in STAAR, STAAR A and STAAR Alternate; STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Math, Grade 5 Science 2. Will achieve a CASE rating of Exemplary in Fine Arts, GT, and ELL.



progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress)in Reading and Math, earning an Index 2 score of 50. Distinctions: 1. Will meet Top 25% Student Progress Distinction in Reading/ELA and Math. 2. Will meet AADD indicator for greater than expected growth in Reading and Math.



weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (African American and Hispanic) will meet the weighted performance Level II and III, earning an Index 3 score of 52. Distinctions: Will meet Top 25% Closing Performance gaps Distinction in Reading/ELA and Math.



GOAL 2: Vogel Intermediate will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Vogel Intermediate will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Vogel Intermediate will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Vogel Intermediate will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


178

Dolly Vogel Intermediate School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 2.0 Administrators 253,233$ 269,866$ 256,118$ 260,019$ 4.35%


3.0 3.0 Counselors 183,858 153,791 134,030 135,957 2.27%

1.0 1.0 Librarians 58,282 60,727 60,580 63,542 1.06%

1.0 1.0 Nurses 53,991 54,458 57,404 56,895 0.95%

70.2 68.2 Teachers 3,598,052 3,830,541 3,925,825 3,936,506 65.85%

91.6 89.6 4,439,775 4,718,758 4,708,694 4,742,218 79.33%



11 Instruction 89,581 117,704 53,983 113,007 1.89%


13 Curriculum & Instruction 932 70 70 - 0.00%



33 Health Services 597 1,434 599 600 0.01%


290,244 426,520 231,855 391,200 6.54%


Enrollment 1,072 1,072 1,078 1,042




179

Travis Intermediate Campus Goals & Objectives

Tamika Taylor, Principal

GOAL 1: Travis Intermediate will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.











90% all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: 1. Reading/ELA and Math: 50% of measures will be in top quartile 2. Increase Attendance Rate from 97.3% to 98.5% 3. Post‐secondary Readiness Distinction K‐8: Performance in top 25% of comparison group;

GOAL 2: Travis Intermediate will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Travis Intermediate will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.

Objective: CASE: will achieve a CASE rating of Exemplary in Parent Involvement. GOAL 4: Travis Intermediate will provide a safe and orderly environment conducive to learning for all

students and staff.


GOAL 5: Travis Intermediate will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


180

Travis Intermediate School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 2.0 Administrators 166,260$ 182,809$ 174,047$ 176,479$ 4.24%


1.8 1.8 Counselors 115,732 100,168 69,991 71,146 1.71%

1.0 1.0 Librarians 53,497 55,852 55,481 57,942 1.39%

1.0 1.0 Nurses 50,952 51,745 51,994 53,395 1.28%

37.3 37.3 Teachers 2,254,893 2,530,371 2,471,164 2,581,036 62.02%

47.6 47.6 2,835,726 3,124,742 3,058,894 3,174,701 76.28%



11 Instruction 66,599 103,100 73,442 101,660 2.44%


13 Curriculum & Instruction 2,486 146 70 240 0.01%



33 Health Services 593 1,434 598 600 0.01%

36 Co-curricular Activities - 1,102 1,086 1,177 0.03%


360,282 342,571 282,452 371,965 8.94%


Enrollment 558 586 596 626




181

Cryar Intermediate Campus Goals & Objectives

Dr. Lloyd Swanson, Principal

GOAL 1: Cryar Intermediate will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.










weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year Hispanic and African‐American will meet the weighted performance Level II and III, earning an Index 3 score of 50. Distinctions:



45% of all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: 1. Reading/ELA and Math: 50% of measures will be in top quartile 2. Increase Attendance Rate from 96% to 97% 3. Post‐secondary Readiness Distinction K‐8: Performance in top 25% of comparison group;

GOAL 2: Cryar Intermediate will employ, develop, and retain highly qualified staff to maximize learning for all students.

Objectives: To recruit, retain, and develop highly qualified teachers and staff for all students.

GOAL 3: Cryar Intermediate will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Cryar Intermediate will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Cryar Intermediate will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


182

Cryar Intermediate School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

3.0 3.0 Administrators 176,339$ 191,625$ 181,292$ 185,213$ 4.34%


2.0 2.0 Counselors 94,989 71,139 107,213 113,124 2.65%

1.0 1.0 Librarians 69,662 71,679 72,158 74,013 1.74%

1.0 1.0 Nurses 45,716 52,245 26,645 56,895 1.33%

47.8 48.8 Teachers 2,326,016 2,538,065 2,458,454 2,693,969 63.17%

67.8 69.8 2,945,726 3,164,087 3,099,481 3,392,159 79.54%



11 Instruction 40,165 67,260 43,586 77,987 1.83%



23 School Leadership 400 2,156 1,950 475 0.01%


33 Health Services 598 1,434 597 600 0.01%


53 Data Processing - 370 370 - 0.00%

255,789 249,557 223,025 272,838 6.40%


Enrollment 606 611 630 673




183

Tom Cox Intermediate Campus Goals & Objectives

Debbie Spoon, Principal

GOAL 1: Tom Cox Intermediate will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.


All subjects; all students; % met Level II standard 95% of all students combined over all subject areas will meet Level II performance standard in STAAR, STAAR A and STAAR Alternate; STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math, Grade 5 Science 2. Will achieve a CASE rating of Exemplary in Fine Arts, GT, and ELL.






weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year Hispanic and African‐American will meet the weighted performance Level II and III, earning an Index 3 score of 55. Distinctions: Will meet Top 25% Closing Performance gaps Distinction in Reading/ELA and Math.


90% of all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: 1. Reading/ELA and Math: 50% of measures will be in top quartile 2. Increase Attendance Rate from 97.0% to 97.1% 3. Post‐secondary Readiness Distinction K‐8: Performance in top 25% of comparison group;

GOAL 2: Tom Cox Intermediate will employ, develop, and retain highly qualified staff to maximize learning for all students.

Objectives: To recruit, retain, and develop highly qualified teachers and staff for all students.

GOAL 3: Tom Cox Intermediate will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Tom Cox Intermediate will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Tom Cox Intermediate will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


184

Tom Cox Intermediate School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

3.0 4.0 Administrators 231,706$ 182,930$ 258,405$ 329,542$ 5.10%


2.0 2.0 Counselors 186,097 161,821 139,334 141,631 2.19%

1.0 1.0 Librarians 56,783 62,611 57,303 59,942 0.93%

1.0 1.0 Nurses 52,602 53,736 53,172 55,895 0.87%

62.0 69.0 Teachers 3,359,340 3,763,144 3,876,709 4,380,581 67.83%

83.0 91.0 4,118,047 4,468,679 4,666,028 5,250,927 81.31%



11 Instruction 61,346 121,215 93,640 118,294 1.83%


13 Curriculum & Instruction 1,142 600 589 600 0.01%


31 Guidance, Counseling & Eval. 775 2,026 1,010 850 0.01%

33 Health Services 599 1,434 600 600 0.01%


271,098 319,549 308,770 324,544 5.03%


Enrollment 1,093 1,181 1,229 1,320




185

Bozman Intermediate Campus Goals & Objectives

Bethany Medford, Principal

GOAL 1: Bozman Intermediate will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close achievement gap; and successful completion of high school.


All subjects; all students; % met Level II standard 90% of All students combined over all subject areas will meet Level II performance standard in STAAR, STAAR A and STAAR Alternate; STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math, Grade 5

Science 2. Will achieve a CASE rating of Exemplary in Fine Arts, GT, and ELL.



progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress in Reading and Math, earning an Index 2 score of 55. Distinctions: Student Progress 1. Will meet Top 25% Student Progress Distinction in Reading/ELA and Math.




weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic group from the prior year (Hispanic) will meet the weighted performance Level II and III, earning an Index 3 score of 60. Distinctions: Closing the Performance Gaps

Will meet Top 25% Closing Achievement Gaps Distinction in Reading/ELA and Math.


90% of all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: Post‐Secondary Readiness 1. Reading/ELA and Math: 50% of measures will be in top quartile 2. Increase Attendance Rate from 97.2% to 98%

3. Post‐secondary Readiness Distinction K‐8: Performance in top 25% of comparison group; GOAL 2: Bozman Intermediate will employ, develop, and retain highly qualified staff to maximize learning

for all students.


GOAL 3: Bozman Intermediate will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Bozman Intermediate will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Bozman Intermediate will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


186

Bozman Intermediate School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 3.0 Administrators 170,541$ 187,148$ 184,380$ 264,232$ 5.31%


1.0 1.0 Counselors 114,195 93,203 64,450 65,495 1.32%

1.0 1.0 Librarians 53,404 55,292 55,324 57,042 1.15%

1.0 1.0 Nurses 51,679 53,155 54,638 55,395 1.11%

45.0 45.0 Teachers 2,578,135 2,957,040 3,088,758 3,285,403 66.03%

58.5 59.5 3,194,533 3,592,054 3,712,208 3,970,799 79.81%



11 Instruction 78,621 134,005 106,468 103,675 2.08%


13 Curriculum & Instruction - 2,292 2,237 - 0.00%



33 Health Services 580 1,434 599 600 0.01%


266,240 260,486 288,719 285,198 5.73%


Enrollment 746 798 800 793




187


188

Secondary Schools2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

85.5 85.5 Administrators 7,401,485$ 7,898,080$ 7,585,706$ 7,755,803$ 4.66%


87.5 88.5 Counselors 6,302,459 5,634,877 5,174,966 5,398,491 3.24%

20.0 21.0 Librarians 1,134,496 1,187,499 1,080,458 1,225,302 0.74%

17.7 17.7 Nurses 876,478 895,955 912,069 931,612 0.56%

1,489.2 1,532.7 Teachers 89,175,146 96,150,621 97,750,973 102,132,642 61.37%

2,028.3 2,076.3 112,511,864 119,789,937 120,991,507 126,252,836 75.87%



11 Instruction 3,885,787 5,002,350 3,888,035 5,377,176 3.23%






33 Health Services 13,196 31,874 12,444 16,250 0.01%

36 Co-curricular Activities 3,170,165 3,765,101 3,378,783 4,011,670 2.41%


53 Data Processing 9,265 - - - 0.00%


15,660,542 16,617,418 13,608,567 16,420,718 9.87%


Enrollment 24,737 25,665 25,646 26,480


189

Peet Junior High School Campus Goals & Objectives

Rotasha Smith, Principal

GOAL 1: Peet Junior High School will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.


All subjects; all students; % met Level II standard 90% of all students combined over all subject areas will meet Level II performance standard in STAAR; STAAR A; STAAR Alternate, STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math, Grade 8 Science and Grade 8 Social Studies. 2. Math: will meet AADD indicators for performance and participation in Algebra 1. 3. Science will meet AADD indicators for performance. 4. Social Studies will meet AADD indicators for performance.

Index 2: Student Progress; Reading, Math and Writing; all students, 7 racial/ethnic groups,

ELL, Sp Ed; weighted progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress) in Reading, Writing, and Math, earning an Index 2 score of 42. Distinctions: 1. Will meet Top 25% Student Progress Distinction in Reading/ELA, Writing, and Math. 2. Will meet AADD indicator for greater than expected growth in Reading, Writing, and Math.

Index 3: Closing Performance Gaps; all subjects; eco dis and 2 lowest performing

racial/ethnic groups from the previous year; weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (Hispanic and African American) will meet the weighted performance Level II and III, earning an Index 3 score of 50. Distinctions: 1. Will meet Top 25% Closing Performance gaps Distinction in Reading/ELA and Math.


Post-secondary Readiness Standard: 45% all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas.

Additional AADD Indicators: Increase Attendance Rate from 95.6% to 97%

GOAL 2: Peet Junior High School will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Peet Junior High School will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Peet Junior High School will provide a safe and orderly environment conducive to learning for all students and staff.

Objective: CASE: will achieve a CASE rating of Exemplary in Safe Schools.

GOAL 5: Peet Junior High School will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


190

Peet Junior High School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

4.0 4.0 Administrators 326,360$ 345,835$ 329,441$ 334,355$ 4.15%


2.0 2.0 Counselors 236,655 206,510 149,570 150,852 1.87%

1.0 1.0 Librarians 70,455 73,179 72,834 75,513 0.94%

1.0 1.0 Nurses 58,271 59,564 60,556 61,895 0.77%

73.0 76.0 Teachers 4,364,904 4,623,749 4,922,446 5,184,580 64.28%

96.4 99.4 5,481,526 5,753,800 6,035,414 6,256,371 77.57%



11 Instruction 144,180 196,054 170,204 223,442 2.77%




33 Health Services 595 1,554 650 1,200 0.01%



492,021 576,115 471,589 638,369 7.92%


Enrollment 1,211 1,240 1,256 1,313




191

Washington Junior High School Campus Goals & Objectives

Hartwell Brown, Principal

GOAL 1: Washington Junior High School will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.


All subjects; all students; % met Level II standard 78% of all students combined over all subject areas will meet Level II performance standard in STAAR; STAAR A; STAAR Alternate, STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math, Grade 8 Science, and Grade 8 Social Studies.


ELL, Sp. Ed; weighted progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress) in Reading and Math, earning an Index 2 score of 45. Distinctions: 1. Will meet Top 25% Student Progress Distinction in Reading/ELA, Writing, and Math. 2. Will meet AADD indicator for greater than expected growth in Reading, Writing, and Math.


racial/ethnic groups from the previous year; weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year, Hispanic and African American, will meet the weighted performance Level II and III, earning an Index 3 score of 45. Distinctions: Will meet Top 25% Closing Performance gaps Distinction in Reading/ELA and Math.

Index 4: Post-Secondary Readiness Post-secondary Readiness Standard: 35% all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: 1. Will meet Top 25% STAAR Post-secondary Readiness Standard Additional AADD Indicators: 2. Increase Attendance Rate from 96.0% to 97.5% Grade 3-12 Safeguard Indicators 3. Safeguard Target for Participation Rate: 100%

GOAL 2: Washington Junior High School will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Washington Junior High School will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Washington Junior High School will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Washington Junior High School will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


192

Washington Junior High School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

3.0 3.0 Administrators 256,445$ 277,679$ 263,243$ 268,990$ 4.25%


2.0 2.0 Counselors 125,046 90,857 130,058 130,620 2.06%

1.0 1.0 Librarians 59,605 65,383 57,145 63,042 1.00%

1.0 1.0 Nurses 54,096 55,382 56,873 57,895 0.91%

50.5 50.5 Teachers 3,248,543 3,613,296 3,841,127 3,962,901 62.58%

71.0 71.0 3,986,694 4,408,376 4,699,311 4,873,921 76.97%



11 Instruction 125,236 194,375 160,295 164,435 2.60%



31 Guidance, Counseling & Eval. 805 7,752 3,276 1,200 0.02%

33 Health Services 669 1,554 568 700 0.01%



544,524 538,916 507,660 497,920 7.86%


Enrollment 735 815 769 791




193

Knox Junior High School Campus Goals & Objectives

Joe Daw, Principal

GOAL 1: Knox Junior High School will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.

Index 1: Student Achievement Grades 7/8; all subjects; all students; % met phase-in

Level II standard 95% of all students combined over all subject areas will meet phase-in Level II performance standard in STAAR; STAAR A, STAAR Alternate, and STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math, Grade 8 Science and Grade 8 Social Studies. 2. Reading will meet AADD indicators for performance and participation 3. Math: will meet AADD indicators for performance and participation in Algebra I 4. Science will meet AADD indicators for performance. 5. Social Studies will meet AADD indicators for performance.

Index 2: Student Progress Grades 7/8; Reading, Math and Writing; all students, 7

racial/ethnic groups, ELL, Sp. Ed; weighted progress 53% of ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities, and ELLs will meet student progress measures (weighted progress) in Reading and Math. Will meet Top 25% Student Progress Distinction in Reading/ELA and Math

Index 3: Closing Performance Gaps Grades 3-8, HS; all subjects; eco dis and 2

lowest performing racial/ethnic groups from the previous year; weighted

performance (phase-in Level II) 90% of Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the previous year (AA and Hispanic.) will meet the weighted performance phase-in Level II or above. Will meet Top 25% Distinction in Reading/ELA and Math

Index 4: Post-Secondary Readiness 75% of all students and 7 race/ethnic groups will meet final level II standard on one or more tests combined over all subject areas. Meet Campus Academic Achievement Distinction Designations (AADD) in Reading/ELA and Math 7/8 50% of measures will be in top quartile Grades 7/8 AADD Indicators Increase Attendance Rate from 96.1% to 97.5%

GOAL 2: Knox Junior High School will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Knox Junior High School will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.

Objective: To enhance communication, collaboration, and involvement among the staff, parents, and community to support the students of Knox Junior High School.

GOAL 4: Knox Junior High School will strive to ensure a safe and orderly environment conducive to learning for all students and staff.

Objective: To provide a safe school environment for all students and staff.

GOAL 5: Knox Junior High School will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.

Objective: To ensure that all students and staff utilize technology as a tool for learning.

194

Knox Junior High School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

3.0 3.0 Administrators 253,945$ 277,141$ 314,296$ 341,262$ 4.63%


2.0 2.0 Counselors 157,168 125,973 132,012 132,584 1.80%

1.0 1.0 Librarians 64,304 70,863 4,432 72,989 0.99%

1.0 1.0 Nurses 53,612 54,458 55,937 56,895 0.77%

68.0 72.0 Teachers 3,986,013 4,260,667 4,522,822 4,827,580 65.56%

87.0 91.0 4,850,925 5,117,260 5,404,208 5,819,270 79.03%



11 Instruction 120,816 174,229 142,118 167,824 2.28%





33 Health Services 2,569 2,510 1,046 1,650 0.02%



53 Data Processing 8,965 - - - 0.00%

721,577 556,566 464,884 578,993 7.86%


Enrollment 1,252 1,287 1,336 1,357




195

York Junior High School Campus Goals & Objectives

Chris Povich, Principal

GOAL 1: York Junior High School will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.


All subjects; all students; % met Level II standard 95% of all students combined over all subject areas will meet Level II performance standard in STAAR; STAAR A; STAAR Alternate, STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math, Grade 8 Science and EOC Biology, and Grade 8 Social Studies and EOC US History. 2. Reading and Math: will meet AADD indicators for performance and participation in SAT, ACT, AP, Algebra 1. 3. Science will meet AADD indicators for performance and participation in ACT, AP. 4. Social Studies will meet AADD indicators for performance and participation in AP.


ELL, Sp Ed; weighted progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress) in Reading and Math, earning an Index 2 score of 45. Distinctions: 1. Will meet Top 25% Student Progress Distinction in Reading/ELA, Writing, and Math. 2. Will meet AADD indicator for greater than expected growth in Reading, Writing, and Math.


racial/ethnic groups from the previous year; weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (African American and Hispanic) will meet the weighted performance Level II and III, earning an Index 3 score of 60%. Distinctions: Will meet Top 25% Closing Performance gaps Distinction in Reading/ELA and Math.

Index 4: Post-Secondary Readiness Post-secondary Readiness Standard: 95% of all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: 1. Post-secondary Readiness Distinction HS: Performance at least 33% of indicators in top quartile

Additional AADD Indicators: 2. Increase Attendance Rate from 96.7% to 97.5%

GOAL 2: York Junior High School will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: York Junior High School will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: York Junior High School will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: York Junior High School will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


196

York Junior High School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 2.0 Administrators 252,649$ 274,832$ 259,646$ 260,879$ 3.91%


2.0 2.0 Counselors 179,234 157,386 125,968 127,999 1.92%

1.0 1.0 Librarians 54,799 57,150 56,988 59,442 0.89%

1.0 1.0 Nurses 49,589 50,325 51,975 51,975 0.78%

61.1 65.1 Teachers 3,414,086 4,960,157 3,905,640 4,207,994 63.12%

76.1 80.1 4,227,234 5,835,767 4,725,160 5,084,799 76.27%



11 Instruction 147,682 172,591 132,709 180,560 2.71%




33 Health Services 630 1,535 646 600 0.01%



534,517 543,690 486,296 623,920 9.36%


Enrollment 1,002 1,129 1,118 1,220




197

Moorhead Junior High School Campus Goals & Objectives

Dr. Jeff Stichler, Principal

GOAL 1: Moorhead Junior High School will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.


All subjects; all students; % met Level II standard 82% of All students combined over all subject areas will meet Level II performance standard in STAAR; STAAR A; STAAR Alternate, STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math,

Grade 8 Science and EOC Biology, and Grade 8 Social Studies and EOC US History. 2. Reading and Math: will meet AADD indicators for performance and participation in

SAT, ACT, AP, Algebra 1. 3. Science will meet AADD indicators for performance and participation in ACT, AP. 4. Social Studies will meet AADD indicators for performance and participation in AP.

Index 2: Student Progress; Reading, Math and Writing; all students, 7 racial/ethnic

groups, ELL, Sp Ed; weighted progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress) in Reading, Writing, and Math, earning an Index 2 score of 42. Distinctions: 1. Will meet Top 25% Student Progress Distinction in Reading/ELA, Writing, and Math. 2. Will meet AADD indicator for greater than expected growth in Reading, Writing, and Math.


racial/ethnic groups from the previous year; weighted performance (Level II and

Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (Eco Dis and Hispanic) will meet the weighted performance Level II and III, earning an Index 3 score of 45. Distinctions: Will meet Top 25% Closing Performance gaps Distinction in Reading/ELA and Math.


Postsecondary Readiness Standard: 35% all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas.

GOAL 2: Moorhead Junior High School will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Moorhead Junior High School will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Moorhead Junior High School will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Moorhead Junior High School will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


198

Moorhead Junior High School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

4.0 4.0 Administrators 306,954$ 345,758$ 328,380$ 333,442$ 4.42%


2.0 2.0 Counselors 217,149 187,631 145,266 141,831 1.88%

1.0 1.0 Librarians 63,273 66,080 66,659 68,632 0.91%

1.0 1.0 Nurses 51,353 52,805 53,997 54,895 0.73%

69.0 69.0 Teachers 4,233,276 4,365,622 4,563,648 4,683,991 62.06%

93.0 93.0 5,278,393 5,417,432 5,617,253 5,744,724 76.11%



11 Instruction 136,869 186,408 165,529 209,038 2.77%


13 Curriculum & Instruction 630 715 715 - 0.00%



33 Health Services 2,031 3,309 1,383 2,350 0.03%



471,291 600,317 459,599 650,009 8.61%


Enrollment 1,085 1,078 1,056 1,066




199

McCullough Junior High School Campus Goals & Objectives

Chris McCord, Principal

GOAL 1: McCullough Junior High School will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.


All subjects; all students; % met Level II standard 98% of all students combined over all subject areas will meet Level II performance standard in STAAR; STAAR A; STAAR Alternate, STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math, Grade 8 Science and EOC Biology, and Grade 8 Social Studies and EOC US History. 2. Reading and Math: will meet AADD indicators for performance and participation in SAT, ACT, AP, Algebra 1. 3. Science will meet AADD indicators for performance and participation in ACT, AP. 4. Social Studies will meet AADD indicators for performance and participation in AP.


ELL, Sp Ed; weighted progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress) in Reading and Math, earning an Index 2 score of 51. Distinctions: 1. Will meet Top 25% Student Progress Distinction in Reading/ELA, Writing, and Math. 2. Will meet AADD indicator for greater than expected growth in Reading, Writing, and Math.


racial/ethnic groups from the previous year; weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (African American and Hispanic) will meet the weighted performance Level II and III, earning an Index 3 score of 62. Distinctions: Will meet Top 25% Closing Performance gaps Distinction in Reading/ELA and Math.

Index 4: Post-Secondary Readiness Post-secondary Readiness Standard: 70% of all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. Distinctions: 1. Postsecondary Readiness Distinction HS: Performance at least 33% of indicators in top quartile

Additional AADD Indicators: Increase Attendance Rate from 97.0% to 97.7%

GOAL 2: McCullough Junior High School will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: McCullough Junior High School will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: McCullough Junior High School will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: McCullough Junior High School will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


200

McCullough Junior High School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

6.0 6.0 Administrators 420,836$ 453,345$ 415,106$ 421,952$ 3.64%


4.0 4.0 Counselors 370,839 319,636 272,647 276,560 2.38%

1.0 1.0 Librarians 61,723 56,241 61,089 57,991 0.50%

1.0 1.0 Nurses 54,352 54,883 56,639 57,395 0.49%

113.5 114.5 Teachers 6,627,695 6,880,492 7,365,314 7,647,267 65.94%

142.5 143.5 8,062,286 8,265,198 8,772,203 9,014,864 77.73%



11 Instruction 169,660 218,514 185,222 250,312 2.16%





33 Health Services 634 1,554 644 1,600 0.01%



53 Data Processing 300 - - - 0.00%

716,926 827,922 693,345 855,720 7.38%


Enrollment 2,229 2,218 2,224 2,236




201

Irons Junior High School Campus Goals & Objectives

Jeff Fuller, Principal

GOAL 1: Irons Junior High School will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.

Index 1: Student Achievement; all subjects; all students; % met phase-in Level II standard 95% of All students combined over all subject areas will meet phase-in Level II performance standard in STAAR 7/8; STAAR, STAAR A and STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math, Grade 8 Science, and Grade 8 Social Studies. 2. Reading and Math will meet AADD indicators for performance and participation 3. Science will meet AADD indicators for performance. 4. Social Studies will meet AADD indicators for performance.


ELL, Sp Ed; weighted progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities, and ELLs will meet student progress measures (weighted progress) in Reading, Writing, and Math earning an Index 2 score of 45. Distinctions: 1. Will meet Top 25% Student Progress Distinction in Reading/ELA, Writing, and Math 2. Will meet AADD indicator for greater than expected growth in Reading, Writing, and Math.

Index 3: Closing Performance Gaps, all subjects; eco dis and 2 lowest performing

racial/ethnic groups from the previous year; weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the previous year (Hispanic and African American) will meet the weighted performance phase-in Level II and III, earning an Index 3 score of 55. Distinctions: 1. Will meet Top 25% Distinction in Reading/ELA and Math


Post-secondary Readiness Standard: 70% all students and 7 race/ethnic groups will meet final level II standard on one or more tests combined over all subject areas.

Additional AADD Indicators: Increase Attendance Rate from 96% to 97%.

GOAL 2: Irons Junior High School will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Irons Junior High School will work jointly with parents and the community to maximize learning for all students through communication, collaborative partnerships, and unity of purpose.


GOAL 4: Irons Junior High School will provide a safe and orderly school environment conducive to learning for all students and staff.


GOAL 5: Irons Junior High School will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


202

Irons Junior High School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

3.0 3.0 Administrators 250,147$ 272,478$ 261,269$ 262,102$ 3.82%


3.0 3.0 Counselors 183,997 155,535 131,146 133,435 1.94%

1.0 1.0 Librarians 58,338 61,171 60,780 64,042 0.93%

1.0 1.0 Nurses 43,378 50,325 51,205 51,975 0.76%

66.0 66.0 Teachers 3,610,436 3,889,670 4,224,824 4,348,037 63.34%

87.0 87.0 4,483,023 4,822,858 5,137,125 5,289,884 77.06%

Payroll related and benefits costs: 616,561 984,795 1,017,601 1,054,989 15.37%


11 Instruction 102,029 139,150 112,078 171,873 2.50%





33 Health Services 638 5,738 1,772 2,350 0.03%



405,825 408,894 394,733 519,394 7.57%


Enrollment 1,102 1,169 1,145 1,164




203

Conroe High School Campus Goals & Objectives

Dr. Mark Weatherly, Principal

GOAL 1: Conroe High School will maintain rigorous standards of achievement to prepare students for graduation and post-secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.

Index 1: Student Achievement Grades 9-12

All subjects; all students; % met phase-in Level II standard 90% of All students combined over all subject areas will meet Level II performance standard on STAAR; STAAR A; STAAR Alternate, STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in EOC English, EOC Algebra, EOC Biology, and EOC US History. 2. Reading and Math: will meet AADD indicators for performance and participation in SAT, ACT, AP, Algebra 1. 3. Science will meet AADD indicators for performance and participation in ACT, AP. 4. Social Studies will meet AADD indicators for performance and participation in AP.

Index 2: Student Progress; Reading, and Math; all students, 7 racial/ethnic groups, ELL, Sp Ed;

weighted progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress) in Reading, Writing, and Math, earning an Index 2 score of 33. Distinctions: 1. Will meet Top 25% Student Progress Distinction in Reading/ELA, Writing, and Math. 2. Will meet AADD indicator for greater than expected growth in Reading, Writing, and Math.

Index 3: Closing Performance Gaps; all subjects; eco dis and 2 lowest performing racial/ethnic

groups from the previous year; weighted performance (Level II and Level III) 90% Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (AA and Hisp) will meet the weighted performance Level II and III, earning an Index 3 score of 55. Distinctions: Will meet Top 25% Closing Performance Gaps Distinction in Reading/ELA and Math.


Post-secondary Readiness Standard:90% all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas.

4-Year/5-Year Longitudinal Graduation Rate 94% of students (all students and 7 race/ethnic groups, special education, and ELL) will graduate on the four-year or five-year graduation plan.

4-Year/5-Year Longitudinal RHSP/DAP Rate 90.5% of students (all students and 7 race/ethnic groups) will graduate on the RHSP/DAP Plan.

Post-secondary Indicator Score (college-ready graduates) 60% of students (all students, Sp. Ed., ELL Students, and 7 race/ethnic groups) will meet or exceed the TSI criteria in both ELA and mathematics on the TAKS exit-level test, SAT, or ACT. Distinctions: Post-secondary Readiness Distinction HS: Performance at least 33% of indicators in top quartile

GOAL 2: Conroe High School will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Conroe High School will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.

Objective: CASE: will achieve a CASE rating on Exemplary in Parent Involvement.

GOAL 4: Conroe High School will strive to ensure a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Conroe High School will ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


204

Conroe High School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

12.5 12.5 Administrators 1,174,393$ 1,237,086$ 1,183,800$ 1,200,085$ 4.83%


14.4 14.4 Counselors 1,045,389 895,155 883,089 955,534 3.85%

3.0 3.0 Librarians 140,654 145,350 144,174 149,056 0.60%

3.0 3.0 Nurses 113,497 115,549 118,525 119,970 0.48%

219.5 225.5 Teachers 12,960,754 14,137,078 14,115,572 14,633,434 58.95%

301.9 307.9 16,569,979 17,672,309 17,693,021 18,390,223 74.09%



11 Instruction 701,411 760,725 584,046 967,533 3.90%





32 Social Work 5,869 4,000 3,997 4,000 0.02%

33 Health Services 1,213 3,108 1,288 1,300 0.01%


51 Plant Maintenance & Operations 1,058,186 1,306,710 975,972 1,112,929 4.48%

81 Facilities Acquisition & Const. 100,000 25,000 - - 0.00%

2,482,391 2,831,662 2,182,487 2,886,367 11.63%


Enrollment 3,184 3,336 3,283 3,385




205

Hauke Academic Alternative High School Campus Goals & Objectives

Paula Nicolini, Principal

GOAL 1: Hauke Academic Alternative School will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.


All subjects; all students; % met Level II standard 80% of All students combined over all subject areas will meet Level II performance standard on STAAR; STAAR A; STAAR Alternate, STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math, Grade 8 Science and EOC Biology, and Grade 8 Social Studies and EOC US History. 2. Reading and Math: will meet AADD indicators for performance and participation in SAT, ACT, AP, Algebra 1. 3. Science will meet AADD indicators for performance and participation in ACT, AP. 4. Social Studies will meet AADD indicators for performance and participation in AP.


groups, ELL, Sp Ed; weighted progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress) in Reading, Writing, and Math, earning an Index 2 score of 22. Distinctions: 1. Will meet Top 25% Student Progress Distinction in Reading/ELA, Writing, and Math. 2. Will meet AADD indicator for greater than expected growth in Reading, Writing, and Math.


racial/ethnic groups from the previous year; weighted performance (Level II and Level

III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (African American and Hispanic) will meet the weighted performance Level II and III, earning an Index 3 score of 36. Distinctions: Will meet Top 25% Closing Performance Gaps Distinction in Reading/ELA and Math.


Post-secondary Readiness Standard:20% of all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas.

4-Year/5-Year Longitudinal Graduation Rate 95% of students (all students and 7 race/ethnic groups, special education, and ELL) will graduate on the four-year of five-year graduation plan.

4-Year/5-Year Longitudinal RHSP/DAP Rate 20% of students (all students and 7 race/ethnic groups, special education, and ELL) will graduate on the RHSP/DAP Plan.

Post-secondary Indicator Score (college-ready graduates) 20% of students (all students, Sp. Ed., ELL students, and 7 race/ethnic groups) will meet or exceed the TSI criteria in both ELA and math on the TAKS exit-level test, SAT, or ACT. Distinctions: 1. Post-secondary Readiness Distinction HS: Performance at least 33% of indicators in top quartile

GOAL 2: Hauke Academic Alternative School will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Hauke Academic Alternative School will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Hauke Academic Alternative School will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Hauke Academic Alternative School will utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


206

Hauke Academic Alternative High School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

2.0 2.0 Administrators 103,408$ 111,073$ 105,529$ 108,168$ 4.92%


2.5 2.5 Counselors 69,638 57,681 42,354 73,607 3.35%

1.0 1.0 Librarians 31,293 32,232 27,811 33,199 1.51%

1.4 1.4 Nurses 52,075 53,320 54,244 54,970 2.50%

17.1 17.1 Teachers 1,266,860 1,299,508 1,345,918 1,349,741 61.42%

27.0 27.0 1,601,893 1,633,013 1,654,030 1,687,063 76.77%



11 Instruction 65,063 76,613 66,295 114,133 5.19%




31 Guidance, Counseling & Eval. 351 1,806 677 2,001 0.09%

33 Health Services 198 478 66 200 0.01%

36 Co-curricular Activities 5,246 6,222 5,912 - 0.00%


124,185 169,866 127,274 206,854 9.41%


Enrollment 152 149 145 152




207

The Woodlands High School Campus Goals & Objectives

Gregg Colschen, Principal

GOAL 1: The Woodlands High School will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.


All subjects; all students; 96% met Level II standard 96% of All students combined over all subject areas will meet Level II performance standard in STAAR; STAAR A; STAAR Alternate, STAAR L by the 2017-2018 school year. Distinctions: ● Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math, EOC Biology, and EOC US History. ● Reading and Math: will meet AADD indicators for performance and participation in SAT, ACT, AP, Algebra 1. ● Science will meet AADD indicators for performance and participation in ACT, AP. ● Social Studies will meet AADD indicators for performance and participation in AP.


groups, ELL, Sp Ed; weighted progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress) in Reading, Writing, and Math, earning an Index 2 score of 32 or higher. Distinctions: 1. Will meet Top 25% Student Progress Distinction in Reading/ELA, Writing, and Math. 2. Will meet AADD indicator for greater than expected growth in Reading, Writing, and Math.


racial/ethnic groups from the previous year; weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (Hispanic and Asian) will meet the weighted performance Level II and III, earning an Index 3 score of 59 or higher. Distinctions: Will meet Top 25% Closing Achievement Gaps Distinction in Reading/ELA and Math.


● Postsecondary Readiness Standard: 90% all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas.

● 4-Year/5-Year Longitudinal Graduation Rate 98% of students (all students and 7 race/ethnic groups, Sp. Ed., and ELL) will graduate on the 4-year or 5-year graduation plan.

● 4-Year/5-Year Longitudinal RHSP/DAP Rate 95% of students (all students and 7 race/ethnic groups) will graduate on the RHSP/DAP Plan.

● Postsecondary Indicator Score (college-ready graduates) 90% of students (all students, Sp. Ed., ELL students, and 7 race/ethnic groups) will meet or exceed the TSI criteria in both ELA and math on the TAKS exit-level test, SAT, or ACT.

Distinctions ● Postsecondary Readiness: Performance at least 33% of indicators in top quartile

GOAL 2: The Woodlands High School will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: The Woodlands High School will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: The Woodlands High School will provide a safe school environment for all students and staff.


GOAL 5: The Woodlands High School will utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


208

The Woodlands High School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

13.0 13.0 Administrators 1,183,791$ 1,268,194$ 1,164,160$ 1,233,833$ 4.89%


18.1 18.1 Counselors 1,096,437 982,828 963,990 977,677 3.88%

3.0 3.0 Librarians 173,893 186,919 183,826 192,375 0.76%

2.0 2.0 Nurses 121,067 121,708 122,461 123,977 0.49%

224.7 232.2 Teachers 14,144,934 14,681,430 14,758,747 15,367,355 60.96%

313.0 321.0 17,729,083 18,315,553 18,231,777 19,007,551 75.40%



11 Instruction 523,211 886,559 676,770 807,778 3.20%


13 Curriculum & Instruction 378 7,416 - - 0.00%



33 Health Services 1,296 3,122 1,300 1,300 0.01%

36 Co-curricular Activities 781,594 1,041,017 911,082 817,719 3.24%

51 Plant Maintenance & Operations 1,057,904 956,363 896,744 1,002,929 3.98%


2,877,248 3,399,462 2,883,676 2,731,054 10.83%


Enrollment 4,151 4,224 4,268 4,376




209

Oak Ridge High School Campus Goals & Objectives Tommy Johnson, Principal

GOAL 1: Oak Ridge High School will maintain rigorous standards of achievement to prepare students for

graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.

Index 1: Student Achievement All subjects; all students; % met Level II standard 98% of All students combined over all subject areas will meet Level II performance standard in STAAR; STAAR A; STAAR Alternate, STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in EOCs in English I, English II, Algebra I, Biology, and EOC US History. 2. Reading and Math: will meet AADD indicators for performance and participation in SAT, ACT, AP, Algebra 1. 3. Science will meet AADD indicators for performance and participation in ACT, AP. 4. Social Studies will meet AADD indicators for performance and participation in AP.

Index 2: Student Progress Reading, Math and Writing; all students, 7 racial/ethnic groups, ELL, Sp Ed; weighted progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress) in Reading, Writing, and Math, earning an Index 2 score of 40. Distinctions: 1. Will meet Top 25% Student Progress Distinction in Reading/ELA, Writing, and Math. 2. Will meet AADD indicator for greater than expected growth in Reading, Writing, and Math.

Index 3: Closing Performance Gaps; all subjects; eco dis and 2 lowest performing racial/ethnic groups from the previous year ; weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (AA and Hisp) will meet the weighted performance Level II and III, earning an Index 3 score of >60. Distinctions: Will meet Top 25% Closing Performance Gaps Distinction in Reading/ELA and Math.

Index 4: Post-Secondary Readiness Post-secondary Readiness Standard: 83% all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. 4-Year/5-Year Longitudinal Graduation Rate 98% of students (all students and 7 race/ethnic groups, special education, and ELL) will graduate on the four-year or five-year graduation plan. 4-Year/5-Year Longitudinal RHSP/DAP Rate 94% of students (all students and 7 race/ethnic groups, special education, and ELL) will graduate on the RHSP/DAP Plan. Distinctions 1. Post-secondary Readiness Distinction HS: Performance at least 33% of indicators in top quartile Additional AADD Indicators: Increase Attendance Rate from 95.4% to 96.5%

GOAL 2: Oak Ridge High School will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Oak Ridge High School will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: Oak Ridge High School will provide a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: Oak Ridge High School will utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


210

Oak Ridge High School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

13.0 13.0 Administrators 1,059,106$ 1,143,204$ 1,100,512$ 1,105,539$ 4.64%


14.5 14.5 Counselors 1,017,455 922,453 814,510 826,303 3.47%

3.0 3.0 Librarians 166,080 176,336 148,201 127,823 0.54%

2.0 2.0 Nurses 115,897 118,652 121,528 123,480 0.52%

210.0 221.0 Teachers 12,263,241 13,317,200 13,608,609 14,361,229 60.29%

295.3 306.3 15,810,771 16,960,795 17,118,216 17,926,294 75.26%



11 Instruction 650,337 819,384 633,462 820,034 3.44%





33 Health Services 1,240 3,108 1,300 1,300 0.01%


51 Plant Maintenance & Operations 1,826,447 1,053,917 746,769 947,929 3.98%


3,086,017 2,702,440 2,083,122 2,539,960 10.66%


Enrollment 3,642 3,813 3,870 4,080




211

Academy of Science and Technology Campus Goals Dr. Susan Caffery, Headmaster

GOAL 1: The Academy of Science and Technology will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.

Index 1: Student Achievement All subjects; all students; % met Level II standard 100% of All students combined over all subject areas will meet Level II performance standard in STAAR; STAAR A; STAAR Alternate, STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math, Grade 8 Science and EOC Biology, and Grade 8 Social Studies and EOC US History. 2. Reading and Math: will meet AADD indicators for performance and participation in SAT, ACT, AP, Algebra 1. 3. Science will meet AADD indicators for performance and participation in ACT, AP. 4. Social Studies will meet AADD indicators for performance and participation in AP.

Index 2: Student Progress Reading, Math and Writing; all students, 7 racial/ethnic groups, ELL, Sp Ed; weighted progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress) in Reading, Writing, and Math, earning an Index 2 score of 15. Distinctions: 1. Will meet Top 25% Student Progress Distinction in Reading/ELA, Writing, and Math. 2. Will meet AADD indicator for greater than expected growth in Reading, Writing, and Math.

Index 3: Closing Performance Gaps; all subjects; eco dis and 2 lowest performing racial/ethnic groups from the previous year; weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (African American and Hispanic) will meet the weighted performance Level II and III, earning an Index 3 score of 31. Distinctions: Will meet Top 25% Closing Performance gaps Distinction in Reading/ELA and Math.

Index 4: Post-Secondary Readiness Post-secondary Readiness Standard: 100% all Academy students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. 4-Year/5-Year Longitudinal Graduation Rate 100% of all Academy students (all students, Sp.Ed., ELL Students, and 7 race/ethnic groups) will graduate on the four-year or five-year graduation plan. 4-Year/5-Year Longitudinal RHSP/DAP Rate 100% of students (all students and 7 race/ethnic groups) will graduate on the RHSP/DAP Plan. Post-secondary Indicator Score (college-ready graduates) 100% of students (all students, Sp. Ed., ELL students, and 7 race/ethnic groups) will meet or exceed the TSI criteria in both ELA and math on the TAKS exit-level test, SAT, or ACT. Distinctions 1. Post-secondary Readiness Distinction HS: Performance at least 33% of indicators in top quartile

GOAL 2: The Academy of Science and Technology will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: The Academy of Science and Technology will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: The Academy of Science and Technology will strive to ensure a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: The Academy of Science and Technology will utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


212

Academy of Science and Technology2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

1.0 1.0 Administrators 98,910$ 103,128$ 100,894$ 103,813$ 12.45%


- - Counselors - - - - 0.00%

- - Librarians - - - - 0.00%

- - Nurses - - - - 0.00%

7.5 7.5 Teachers 466,697 487,339 495,809 506,513 60.75%

9.5 9.5 595,432 620,690 630,301 644,260 77.27%



11 Instruction 23,322 81,515 63,553 61,506 7.38%




51 Plant Maintenance & Operations - 1,600 - 2,225 0.27%

70,190 130,906 102,627 66,565 7.98%


Enrollment 288 289 289 288


*Note: The Academy of Science and Technology's STAAR results are included in the The Woodlands College Park High School's results.

213

Discipline Alternative Campus - DAEP / JJAEP Campus Goals & Objectives

Jeffery Eldridge, Principal

GOAL 1: DAEP/JJAEP will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.


All subjects; all students; % met Level II standard 90% of All students combined over all subject areas will meet Level II performance standard in STAAR; STAAR A; STAAR Alternate, STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math, Grade 8 Science and EOC Biology, and Grade 8 Social Studies and EOC US History. 2. Reading and Math: will meet AADD indicators for performance and participation in SAT, ACT, AP, Algebra 1.

3. Science will meet AADD indicators for performance and participation in ACT, AP. 4. Social Studies will meet AADD indicators for performance and participation in AP.


ELL, Sp Ed; weighted progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress) in Reading, Writing, and Math, earning an Index 2 score of 90%.

Distinctions: 1. Will meet Top 25% Student Progress Distinction in Reading/ELA, Writing, and Math. 2. Will meet AADD indicator for greater than expected growth in Reading, Writing, and Math.


racial/ethnic groups from the previous year; weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (2014 and 2015) will meet the weighted performance Level II and III, earning an Index 3 score of 25.



Post-secondary Readiness Standard 90% all students and 7 race/ethnic groups will meet final Level II standard on two or more tests combined over all subject areas.

Distinctions: 1. Post-secondary Readiness Distinction HS: Performance at least 33% of indicators in top quartile


GOAL 2: DAEP/JJAEP will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: DAEP/JJAEP will work jointly with parents and Montgomery County staff to ensure a collaborative partnership while their child is assigned to DAEP/JJAEP.

Objective: To enhance communication, collaboration, and involvement among the staff, parents, and community to support the students of DAEP/JJAEP.

GOAL 4: DAEP/JJAEP will strive to ensure a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: DAEP/JJAEP will utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


214

Discipline Alternative Campus - DAEP/JJAEP2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

1.0 1.0 Administrators 104,462$ 111,316$ 106,570$ 109,649$ 5.93%


2.0 2.0 Counselors 82,810 70,843 81,909 82,502 4.47%

- - Librarians - - - - 0.00%

0.3 0.3 Nurses - - - - 0.00%

18.1 18.1 Teachers 1,097,751 1,096,838 1,143,282 1,219,117 65.99%

23.4 23.4 1,341,286 1,309,989 1,423,691 1,505,951 81.51%



11 Instruction 25,910 47,759 37,962 68,128 3.69%


31 Guidance, Counseling & Eval. - 407 407 400 0.02%

33 Health Services 84 956 391 100 0.01%


31,366 56,187 48,103 81,913 4.43%


Enrollment 44 47 33 43




215

Caney Creek High School Campus Goals & Objectives

Trish McClure, Principal

GOAL 1: Caney Creek High School will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close the performance gap; and successful completion of high school.


All subjects; all students; % met Level II standard 90% of All students combined over all subject areas will meet Level II performance standard in STAAR; STAAR A; STAAR Alternate, STAAR L. Distinctions: 1. Will meet AADD indicator for performance (Level III) in EOC English, Biology, Algebra, and US History. 2. Reading and Math: will meet AADD indicators for performance and participation in SAT, ACT, and AP. 3. Science will meet AADD indicators for performance and participation in ACT and AP. 4. Social Studies will meet AADD indicators for performance and participation in AP.


groups, ELL, Sp Ed; weighted progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress) in Reading, Writing, and Math, earning an Index 2 score of 24. Distinctions: 1. Will meet Top 25% Student Progress Distinction in ELA and Math. 2. Will meet AADD indicator for greater than expected growth in ELA and Math.

Index 3: Closing Performance Gaps, HS; all subjects; eco dis and 2 lowest performing

racial/ethnic groups from the previous year; weighted performance (Level II and Level III) Economically Disadvantaged students and lowest performing racial/ethnic groups from the prior year (Hispanic) will meet the weighted performance Level II and III, earning an Index 3 score of 50. Distinctions: Will meet Top 25% Closing Performance Gaps Distinction in Reading/ELA and Math.


Post-secondary Readiness Standard: 55% all students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas.

4-Year/5-Year Longitudinal Graduation Rate for all students and 7 race/ethnic groups, special education, and ELL will be 95%.

4-Year/5-Year Longitudinal RHSP/DAP Rate 93% of students (all students and 7 race/ethnic groups) will graduate on the RHSP/DAP Plan.

Post-secondary Indicator Score (college-ready graduates) for all students and 7 race/ethnic groups, special education, and ELL will be 75%. Distinctions 1. Post-secondary Readiness Distinction HS: Performance at least 33% of indicators in top quartile

GOAL 2: Caney Creek High School will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: Caney Creek High School will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.

Objective: Will receive a CASE rating of Exemplary in Parent Involvement.

GOAL 4: Caney Creek High School will strive to ensure a safe and orderly environment conducive to learning for all students and staff.

Objective: Will achieve a CASE rating of Exemplary in Safe Schools.

GOAL 5: Caney Creek High School will utilize technology to maximize learning for all students and to enhance the educational practices of teachers.

Objective: Will achieve a CASE rating of Exemplary in Technology.

216

Caney Creek High School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

8.0 8.0 Administrators 711,760$ 736,261$ 732,234$ 752,751$ 5.26%


8.0 9.0 Counselors 720,682 748,239 553,665 625,705 4.37%

1.0 2.0 Librarians 62,553 66,613 64,935 125,874 0.88%

1.0 1.0 Nurses 53,143 53,155 50,006 56,895 0.40%

120.0 124.0 Teachers 7,384,182 7,762,907 7,895,550 8,444,817 58.99%

172.0 179.0 9,628,915 10,098,711 10,009,013 10,783,070 75.33%



11 Instruction 383,880 448,091 319,237 510,410 3.57%


13 Curriculum & Instruction 10,571 - - - 0.00%



33 Health Services 700 1,674 698 800 0.01%




1,275,210 1,336,592 1,078,024 1,474,551 10.30%


Enrollment 1,827 1,938 1,925 2,015




217

Academy for Science and Health Professions Campus Goals Dr. Mike Papadimitriou, Headmaster

GOAL 1: The Academy for Science and Health Professions will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.

Index 1: Student Achievement; all subjects; all students; % met Level II standard 100% of All ASHP students combined over all subject areas will meet Level II performance standard in STAAR; STAAR A; STAAR Alternate, STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in EOC English, EOC Algebra, EOC Biology, and EOC US History. 2. Reading and Math: will meet AADD indicators for performance and participation in SAT, ACT, AP, Algebra 1. 3. Science will meet AADD indicators for performance and participation in ACT, AP. 4. Social Studies will meet AADD indicators for performance and participation in AP.

Index 2: Student Progress; Reading, Math, and Writing; all students, 7 racial/ethnic groups, ELL, Sp Ed; weighted progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress) in Reading, Writing, and Math, earning an Index 2 score of 33. Distinctions: 1. Will meet Top 25% Student Progress Distinction in Reading/ELA, Writing, and Math. 2. Will meet AADD indicator for greater than expected growth in Reading, Writing, and Math.

Index 3: Closing Performance Gaps; all subjects; eco dis and 2 lowest performing racial/ethnic groups from the previous year; weighted performance (Level II and Level III) 100% of ASHP Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (AA and Hisp.) will meet the weighted performance Level II and III, earning an Index 3 score of 55. Distinctions: Will meet Top 25% Closing Performance gaps Distinction in Reading/ELA and Math.

Index 4: Post-Secondary Readiness Post-secondary Readiness Standard: 100% ASHP students and 7 race/ethnic groups will meet final level II standard on two or more tests combined over all subject areas. 4-Year/5-Year Longitudinal Graduation Rate 100% of ASHP students (all students, Sp.Ed., ELL students, and 7 race/ethnic groups) will graduate on the four-year or five-year graduation plan. 4-Year/5-Year Longitudinal RHSP/DAP Rate 100% of ASHP students (all students and 7 race/ethnic groups) will graduate on the RHSP/DAP Plan. Post-secondary Indicator Score (college-ready graduates) 100% of ASHP students (all students, Sp. Ed., ELL students, and 7 race/ethnic groups) will meet or exceed the TSI criteria in both ELA and math on the TAKS exit-level test, SAT, or ACT. Distinctions: 1. Post-secondary Readiness Distinction HS: Performance at least 33% of indicators in top quartile.

GOAL 2: The Academy for Science and Health Professions will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: The Academy for Science and Health Professions will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.


GOAL 4: The Academy for Science and Health Professions will strive to ensure a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: The Academy for Science and Health Prof will ensure all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.

218

Academy of Science and Health Professions2016-2017 General Fund Budget



2015-16 2015-16 2014-2015 2015-2016 2015-2016 2016-2017 Total

1.0 1.0 Administrators 98,384$ 102,541$ 100,372$ 103,273$ 12.41%


- - Counselors - - - - 0.00%

- - Librarians - - - - 0.00%

- - Nurses - - - - 0.00%

7.0 7.0 Teachers 438,463 464,386 463,535 478,226 57.48%

9.0 9.0 572,161 603,336 601,078 619,937 74.52%



11 Instruction 36,350 45,261 34,139 76,196 9.16%




51 Plant Maintenance & Operations - 2,500 - 3,179 0.38%

52,790 66,216 50,031 93,920 11.29%


Enrollment 301 349 351 354


*Note: The Academy of Science and Health Professions' STAAR results are included in the Conroe High School's results.

219

The Woodlands College Park High School Campus Goals & Objectives

Dr. Mark Murrell, Principal

GOAL 1: The Woodlands College Park High School will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.


All subjects; all students; % met Level II standard 95% of All students combined over all subject areas will meet Level II performance standard in STAAR; STAAR A; STAAR Alternate, STAAR L by the 2017-2018 school year. Distinctions: Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math, Grade 8 Science and EOC Biology, and Grade 8 Social Studies and EOC US History. Reading and Math: will meet AADD indicators for performance and participation in SAT, ACT, AP, Algebra 1. Science will meet AADD indicators for performance and participation in ACT, AP. Social Studies will meet AADD indicators for performance and participation in AP.


ELL, Sp Ed; weighted progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress) in Reading, Writing, and Math, earning an Index 2 score of 33. Distinctions: 1. Will meet Top 25% Student Progress Distinction in Reading/ELA, Writing, and Math. 2. Will meet AADD indicator for greater than expected growth in Reading, Writing, and Math.


racial/ethnic groups from the previous year; weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (African American and Hispanic) will meet the weighted performance Level II and III, earning an Index 3 score of 59. Distinctions: Will meet Top 25% Closing Performance Gaps Distinction in Reading/ELA and Math.


Postsecondary Readiness Standard: 80% for all students and 7 race/ethnic groups will meet final Level II standard on two or more tests combined over all subject areas.

4-Year/5-Year Longitudinal Graduation Rate 95.5% of students (all students, Sp. Ed., ELL Students, and 7 race/ethnic groups) will graduate on the four-year or five-year graduation plan.

4-Year/5-Year Longitudinal RHSP/DAP Rate 95.5% of students (all students and 7 race/ethnic groups) will graduate on the RHSP/DAP Plan.

Postsecondary Indicator Score (college-ready graduates) 83% of students (all students, Sp. Ed., ELL students, and 7 race/ethnic) will meet or exceed the TSI criteria in both ELA and math on the TAKS exit-level test, SAT, or ACT.

Distinctions Postsecondary Readiness Distinction HS: Performance at least 33% of indicators in top quartile

GOAL 2: The Woodlands College Park High School will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: The Woodlands College Park High School will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.

Objectives: CASE: will achieve a CASE rating of Exemplary in Parent Involvement.

GOAL 4: The Woodlands College Park High School will strive to ensure a safe and orderly environment conducive to learning for all students and staff.

Objective: To provide a safe school environment for all students and staff. CASE: will achieve a CASE rating of Exemplary in Safe Schools.

GOAL 5: The Woodlands College Park High School will utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


220

The Woodlands College Park High School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

9.0 9.0 Administrators 799,935$ 838,209$ 820,254$ 815,710$ 4.62%


11.0 11.0 Counselors 749,614 657,719 748,782 763,282 4.32%

2.0 2.0 Librarians 127,526 129,982 131,584 135,324 0.77%

1.0 1.0 Nurses 56,148 55,829 58,123 59,395 0.34%

159.0 162.0 Teachers 9,377,368 9,994,884 10,275,095 10,591,384 59.98%

217.0 221.0 11,918,760 12,544,247 12,896,866 13,245,651 75.01%



11 Instruction 529,831 554,439 404,416 582,981 3.30%


13 Curriculum & Instruction 950 2,357 - 26,750 0.15%



33 Health Services 699 1,674 692 800 0.00%




1,768,410 1,860,484 1,564,324 1,963,207 11.12%


Enrollment 2,511 2,562 2,551 2,615




221

Juvenile Detention Center Campus Goals & Objectives

Jeffery Eldridge, Principal

GOAL 1: DAEP/JJAEP will maintain rigorous standards of achievement to prepare students for graduation and post secondary success. Master rigorous academic standards; close performance gap; and successful completion of high school.


All subjects; all students; % met Level II standard 90% of All students combined over all subject areas will meet Level II performance standard in STAAR; STAAR A; STAAR Alternate, STAAR L by the 2017-2018 school year. Distinctions: 1. Will meet AADD indicator for performance (Level III) in Reading/ELA, Writing, Math, Grade 8 Science and EOC Biology, and Grade 8 Social Studies and EOC US History. 2. Reading and Math: will meet AADD indicators for performance and participation in SAT, ACT, AP, Algebra 1.

3. Science will meet AADD indicators for performance and participation in ACT, AP. 4. Social Studies will meet AADD indicators for performance and participation in AP.


ELL, Sp Ed; weighted progress Ten student groups (All, African American, American Indian, Asian, Hispanic, Pacific Islander, White, and 2 or more races), Students with Disabilities and ELLs will meet student progress measures (weighted progress) in Reading, Writing, and Math, earning an Index 2 score of 90%.

Distinctions: 1. Will meet Top 25% Student Progress Distinction in Reading/ELA, Writing, and Math. 2. Will meet AADD indicator for greater than expected growth in Reading, Writing, and Math.


racial/ethnic groups from the previous year; weighted performance (Level II and Level III) Economically Disadvantaged students and 2 lowest performing racial/ethnic groups from the prior year (2014 and 2015) will meet the weighted performance Level II and III, earning an Index 3 score of 25.



Post-secondary Readiness Standard 90% all students and 7 race/ethnic groups will meet final Level II standard on two or more tests combined over all subject areas.

Distinctions: 1. Post-secondary Readiness Distinction HS: Performance at least 33% of indicators in top quartile


GOAL 2: DAEP/JJAEP will employ, develop, and retain highly qualified staff to maximize learning for all students.


GOAL 3: DAEP/JJAEP will work jointly with parents and Montgomery County staff to ensure a collaborative partnership while their child is assigned to DAEP/JJAEP.

Objective: To enhance communication, collaboration, and involvement among the staff, parents, and community to support the students of DAEP/JJAEP.

GOAL 4: DAEP/JJAEP will strive to ensure a safe and orderly environment conducive to learning for all students and staff.


GOAL 5: DAEP/JJAEP will utilize technology to maximize learning for all students and to enhance the educational practices of teachers.


222

Juvenile Detention Center2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

- - Administrators -$ -$ -$ -$ 0.00%


- - Counselors 50,346 56,431 - - 0.00%

- - Librarians - - - - 0.00%

- - Nurses - - - - 0.00%

5.2 5.2 Teachers 289,943 315,398 303,035 318,476 71.90%

7.2 7.2 373,503 410,603 342,840 359,003 81.05%



11 Instruction - 683 - 993 0.22%

31 Guidance, Counseling & Eval. - 300 - 200 0.05%


6,054 11,183 10,793 12,002 2.71%


Enrollment 21 22 27 25




223

Summer School2016-2017 General Fund Budget



2015-16 2016-17 2014-2015 2015-2016 2015-2016 2016-2017 Total

- - Administrators 30,975$ 52,000$ 41,025$ 39,000$ 3.69%

- - Paraprofessionals / Aides 85,006 - 49,060 - 0.00%

- - Counselors 9,413 13,500 13,000 14,000 1.32%

- - Librarians 4,600 8,500 4,600 6,500 0.61%

- - Nurses 16,855 20,000 20,205 21,000 1.99%

- - Teachers 639,379 893,086 622,229 901,150 85.23%

- - 786,228 987,086 750,119 981,650 92.84%

Payroll related and benefits costs: 17,267 - 17,207 - 0.00%


11 Instruction 44,517 62,900 50,578 75,700 7.16%

44,517 62,900 50,578 75,700 7.16%

Total Annual Operating Budget 848,012$ 1,049,986$ 817,904$ 1,057,350$ 100.00%

Enrollment 56,392 57,792 58,239 59,639

Total Annual Operating Cost per Student 15.04$ 18.17$ 14.04$ 17.73$ 26.24%

**Note: Summer School does not include budgeted staff due to the fact that all payroll consists of extra duty pay for current staff

members included at the campuses.

224

Financial Section Debt Service Fund

Debt Service Fund

Debt Service Fund Overview

The Debt Service Fund accounts for payments of principal, interest, and related fees on the District’s general obligation bonds. Under Texas law, only these debt service payments can be charged to this fund. The Debt Service Fund is funded by a designated allocation of the property tax rate.

During fiscal year 2015-2016, the district passed a $487,000,000 bond referendum. Subsequently, the District has issued $135,000,000 of these bonds. The bonds will be used to build several new schools, major classroom renovations, safety and security upgrades, CTE upgrades and the addition of two robotics labs at the high school level.

Debt Service Policy

The Board of Directors may obtain funds to construct, acquire or equip school buildings, to purchase necessary sites, to purchase school buses, or to acquire, or refinance property financed under a contract entered under the Public Property Finance Act by issuing bonds and assessing annual ad valorem taxes sufficient to pay the principal and interest on the bonds as they come due. Before issuing bonds, the District must demonstrate to the Attorney General that, with respect to the proposed issuance, the District has a projected ability to pay the principal of and interest on the proposed bonds and all previously issued bond.

The District has adopted the provisions of section 45 of the Texas Education Code requiring the levy each year of a tax rate, unlimited as to amount, sufficient to meet principal and interest requirements during the fiscal year. Resources from the property taxes for servicing bonded debt principal and interest are accumulated in, and expended from the Debt Service Fund (Article 278e-1, VCS). Texas statutes do not prescribe a debt limit; however, a practical economic debt limit of 10% of the assessed valuation is represented in the chart below.

Computation of Legal Debt Margin

Assessed Value $32,423,298,323 Debt Limit (Percent of 16-17 School Year Assessed Value) 10% Maximum Legal Debt 3,242,329,832

Amount of Debt Applicable to Debt Limit:

Total Bonded Debt $ 1,002,210,000 Less Reserve for Retirement of Bonded Debt 32,997,945

Total Amount of Debt Applicable to Debt Limit 969,212,055

Legal Debt Margin $ 2,273,117,777

225

Debt Service Expenditures The current year expenditure budget consists of the following amounts: $40,185,000 for bond principal payments and $47,892,713 for bond interest and fee payments. Total 2016-17 budgeted expenditures for the Debt Service Fund are $88,077,713. Detailed debt service requirements are located within this section of the budget document.

- 10,000,000 20,000,000 30,000,000 40,000,000 50,000,000 60,000,000 70,000,000 80,000,000 90,000,000

100,000,000

2012-13 2013-14 2014-15 2015-16 2016-17

Debt Service Expenditures

Interest & fees Principal

226

2012-13 2013-14 2014-15 2015-16 2016-17


Revenues

Local sources 55,738,529$ 58,769,452$ 65,018,299$ 71,447,109$ 77,915,916$

State sources - - - 1,555,365 1,547,762

Total Revenues 55,738,529 58,769,452 65,018,299 73,002,474 79,463,678

Expenditures

Debt Service:

Principal 31,975,000 33,865,000 36,635,000 37,800,000 40,185,000

Interest & fees 45,756,528 45,583,606 45,785,693 46,433,299 47,892,713


Revenues Over (Under) (21,992,999) (20,679,154) (17,402,394) (11,230,825) (8,614,035)

Expenditures

Other Financing Sources (Uses)

Operating transfers 16,000,000 16,000,000 16,000,000 10,000,000 -

Proceeds from refunding bonds 169,495,561 41,426,310 259,086,992 29,087,195 -

Payment to refunding bond agent (169,770,130) (41,668,197) (259,169,776) (28,766,110) -

Total Other Financing Sources (Uses) 15,725,431 15,758,113 15,917,216 10,321,085 -

Revenues and Other Sources

Over (Under) Expenditures (6,267,568) (4,921,041) (1,485,178) (909,740) (8,614,035)

Fund Balances, beginning 46,581,472 40,313,904 35,392,863 33,907,685 32,997,945

Fund Balances, ending 40,313,904$ 35,392,863$ 33,907,685$ 32,997,945$ 24,383,910$

Debt Service Fund


$-

$20,000,000

$40,000,000

$60,000,000

2012-13 2013-14 2014-15 2015-16 2016-17

Fund Balance

227

2015-16

2014-15 Amended 2015-16 2016-17 Percent

Actual Budget Projected Budgeted of Total

Revenues

Local sources 65,018,299$ 71,716,982$ 71,447,109$ 77,915,916$ 98.05%

State Sources - - 1,555,365 1,547,762 1.95%

Total Revenues 65,018,299 71,716,982 73,002,474 79,463,678 100.00%

Expenditures by object

Debt Service 82,420,693 84,242,150 84,233,299 88,077,713 100.00%


Exess of Revenues Over

(Under) Expenditures (17,402,394)$ (12,525,168)$ (11,230,825)$ (8,614,035)$

Debt Service Fund

Budget Summary: 2016-17

Revenue & Expenditure Summary by Major Object

228

Year Ended Percent

August 31 Principal Interest Total Retired

2017 40,185,000 46,892,713 87,077,713 5.64%

2018 41,920,000 45,153,213 87,073,213 11.27%

2019 43,770,000 43,303,194 87,073,194 16.91%

2020 45,710,000 41,369,875 87,079,875 22.54%

2021 47,795,000 39,283,981 87,078,981 28.18%

2022 48,855,000 37,064,725 85,919,725 33.74%

2023 51,265,000 34,657,888 85,922,888 39.30%

2024 53,845,000 32,077,584 85,922,584 44.86%

2025 56,540,000 29,378,756 85,918,756 50.42%

2026 59,335,000 26,584,844 85,919,844 55.98%

2027 62,145,000 23,777,631 85,922,631 61.54%

2028 64,900,000 21,018,356 85,918,356 67.10%

2029 67,720,000 18,200,481 85,920,481 72.67%

2030 70,795,000 15,127,053 85,922,053 78.23%

2031 41,325,000 12,520,103 53,845,103 81.71%

2032 43,380,000 10,469,875 53,849,875 85.20%

2033 45,550,000 8,298,278 53,848,278 88.68%

2034 47,740,000 6,108,034 53,848,034 92.17%

2035 49,925,000 3,922,178 53,847,178 95.65%

2036 10,630,000 2,567,275 13,197,275 96.51%

2037 11,160,000 2,035,900 13,195,900 97.36%

2038 11,735,000 1,463,525 13,198,525 98.21%

2039 12,335,000 861,775 13,196,775 99.07%

2040 6,780,000 417,800 7,197,800 99.53%

2041 7,055,000 141,100 7,196,100 100.00%

1,042,395,000 502,696,138 1,545,091,138

Represents payment obligations of both principal and interest by year until all outstanding debt is paid in full.

Debt Retirement Summary

0.00%

20.00%

40.00%

60.00%

80.00%

100.00%

2017 2020 2025 2030 2035 2041

Percent of Debt Retired by Year

229

Original Amount Issued

Interest Issue Outstanding Current

Description Rate Amount Aug 31, 2015 Year

Unlimited Tax Refunding Bonds, Series 2004B 3.40-3.50% 43,862,645 30,990,000 -

Unlimited Tax Schoolhouse Bonds, Series 2006 4.00-5.00% 120,775,000 31,720,000 -

Unlimited Tax Schoolhouse Bonds, Series 2006 01 4.25-4.30% 4,615,000 890,000 -


Unlimited Tax Schoolhouse Bonds, Series 2009A 2.00-5.75% 83,805,000 3,810,000 -

Unlimited Tax Schoolhouse Bonds, Series 2009B 2.25-5.00% 17,880,000 13,265,000 -



Unlimited Tax Schoolhouse Bonds, Series 2011 REF 3.00-5.00% 130,970,000 129,345,000 -

Unlimited Tax Schoolhouse Bonds, Series 2011 REF1 2.00-3.625% 2,645,000 2,645,000 -

Unlimited Tax Schoolhouse Bonds, Series 2012 REF 2.00-5.00% 123,280,000 116,720,000 -

Unlimited Tax Schoolhouse Bonds, Series 2012 REF1 4.00% 2,530,000 2,530,000 -

Unlimited Tax Schoolhouse Bonds, Series 2012A REF 2.00-5.00% 161,045,000 150,780,000 -

Unlimited Tax Schoolhouse Bonds, Series 2012A REF1 2.00-4.00% 44,170,000 41,170,000 -


Unlimited Tax Schoolhouse Bonds, Series 2014A 2.00-5.00% 129,205,000 128,325,000 -

Unlimited Tax Schoolhouse Bonds, Series 2014B 2.00-5.00% 21,085,000 20,890,000 -


Unlimited Tax Schoolhouse Bonds, Series 2016 2.00-5.00% 138,015,000 - 138,015,000

Total General Obligation Bonds 1,412,627,645 970,260,000 138,015,000

DEBT SERVICE FUND

Bond Schedule

For Fiscal Year 2016-2017

230

Retired/

Refunded Amount Interest Requirements Sept 1, 2018

Current Outstanding Current Year Ending August 31, 2017 Year Ending August 31, 2018 Interest

Year Aug 31, 2016 Year Principal Interest Principal Interest To Maturity

3,690,000 27,300,000 1,031,625 3,715,000 929,775 3,730,000 818,100 1,191,675

31,720,000 - 113,250 - - - - -

890,000 - - - - - - -

735,000 770,000 45,500 770,000 15,400 - - -

1,225,000 2,585,000 113,669 1,270,000 71,537 1,315,000 24,657 -

1,720,000 11,545,000 459,588 1,710,000 408,138 1,705,000 354,781 457,987

675,000 23,865,000 1,014,844 675,000 987,844 685,000 958,931 9,934,472

1,210,000 77,585,000 3,881,675 1,240,000 3,851,050 1,285,000 3,803,425 41,049,350

3,825,000 125,520,000 6,272,075 6,130,000 6,092,100 12,560,000 5,655,500 21,508,000

650,000 1,995,000 54,981 575,000 42,731 375,000 33,232 106,822

2,610,000 114,110,000 5,514,050 2,745,000 5,380,175 2,855,000 5,268,725 47,966,950

- 2,530,000 101,200 - 101,200 - 101,200 1,276,200

5,740,000 145,040,000 7,169,300 7,845,000 6,858,375 4,840,000 6,541,250 59,892,575

- 41,170,000 1,223,400 - 1,223,400 - 1,223,400 12,030,700

4,070,000 70,605,000 3,556,650 605,000 3,445,825 625,000 3,430,500 32,285,525

6,430,000 121,895,000 5,310,562 9,885,000 5,016,412 8,165,000 4,614,587 35,936,857

525,000 20,365,000 772,400 660,000 760,550 740,000 746,550 6,390,075

165,000 117,500,000 5,132,500 170,000 5,129,150 175,000 5,125,700 60,721,550

- 138,015,000 3,574,881 2,190,000 6,579,050 2,865,000 6,452,675 79,901,475

65,880,000 1,042,395,000 45,342,150 40,185,000 46,892,712 41,920,000 45,153,213 410,650,213

231


Debt Service Requirments Until Maturity

August 31, 2016

Year Ended

August 31 Principal Interest

2017 40,185,000 46,892,713

2018 41,920,000 45,153,213

2019 43,770,000 43,303,194

2020 45,710,000 41,369,875

2021 47,795,000 39,283,981

2022 48,855,000 37,064,725

2023 51,265,000 34,657,888

2024 53,845,000 32,077,584

2025 56,540,000 29,378,756

2026 59,335,000 26,584,844

2027 62,145,000 23,777,631

2028 64,900,000 21,018,356

2029 67,720,000 18,200,481

2030 70,795,000 15,127,053

2031 41,325,000 12,520,103

2032 43,380,000 10,469,875

2033 45,550,000 8,298,278

2034 47,740,000 6,108,034

2035 49,925,000 3,922,178

2036 10,630,000 2,567,275

2037 11,160,000 2,035,900

2038 11,735,000 1,463,525

2039 12,335,000 861,775

2040 6,780,000 417,800

2041 7,055,000 141,100

1,042,395,000 502,696,138

Principal, 9/1/15 970,260,000

Principal payments (37,800,000)

Debt refunded (28,080,000)

Principal Issued New 138,015,000

Total Principal, 8/31/16 1,042,395,000

Current Interest Bonds

0

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

60,000,000

70,000,000

80,000,000

90,000,000

100,000,000

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

2032

2033

2034

2035

2036

2037

2038

2039

2040

2041

Debt Service Requirements Until Maturity

Interest Principal

232

2009

Face Amounts Interest Total Face Amounts Interest Total Face Amounts Interest Total

2017 3,715,000.00 929,775.00 4,644,775.00 770,000.00 15,400.00 785,400.00 1,270,000.00 71,537.50 1,341,537.50

2018 3,730,000.00 818,100.00 4,548,100.00 - - - 1,315,000.00 24,656.25 1,339,656.25

2019 6,410,000.00 649,975.00 7,059,975.00 - - - - - -

2020 6,625,000.00 405,300.00 7,030,300.00 - - - - - -

2021 6,820,000.00 136,400.00 6,956,400.00 - - - - - -

2022 - - - - - - - - -

2023 - - - - - - - - -

2024 - - - - - - - - -

2025 - - - - - - - - -

2026 - - - - - - - - -

2027 - - - - - - - - -

2028 - - - - - - - - -

2029 - - - - - - - - -

2030 - - - - - - - - -

2031 - - - - - - - - -

2032 - - - - - - - - -

2033 - - - - - - - - -

2034 - - - - - - - - -

2035 - - - - - - - - -

2036 - - - - - - - - -

2037 - - - - - - - - -

2038 - - - - - - - - -

2039 - - - - - - - - -

27,300,000.00 2,939,550.00 30,239,550.00 770,000.00 15,400.00 785,400.00 2,585,000.00 96,193.75 2,681,193.75

2009 B 2010 2011 A


2017 1,710,000.00 408,137.50 2,118,137.50 675,000.00 987,843.76 1,662,843.76 1,240,000.00 3,851,050.00 5,091,050.00

2018 1,705,000.00 354,781.25 2,059,781.25 685,000.00 958,931.26 1,643,931.26 1,285,000.00 3,803,425.00 5,088,425.00

2019 2,610,000.00 261,825.00 2,871,825.00 710,000.00 927,543.76 1,637,543.76 1,350,000.00 3,737,550.00 5,087,550.00

2020 2,820,000.00 147,225.00 2,967,225.00 760,000.00 894,468.76 1,654,468.76 1,425,000.00 3,668,175.00 5,093,175.00

2021 2,700,000.00 48,937.50 2,748,937.50 825,000.00 860,868.76 1,685,868.76 1,495,000.00 3,595,175.00 5,090,175.00

2022 - - - 780,000.00 828,768.76 1,608,768.76 2,560,000.00 3,493,800.00 6,053,800.00

2023 - - - 815,000.00 796,868.76 1,611,868.76 2,685,000.00 3,362,675.00 6,047,675.00

2024 - - - 845,000.00 763,668.76 1,608,668.76 2,830,000.00 3,224,800.00 6,054,800.00

2025 - - - 825,000.00 730,268.76 1,555,268.76 3,015,000.00 3,078,675.00 6,093,675.00

2026 - - - 885,000.00 696,068.76 1,581,068.76 2,860,000.00 2,931,800.00 5,791,800.00

2027 - - - 1,345,000.00 651,468.76 1,996,468.76 5,040,000.00 2,734,300.00 7,774,300.00

2028 - - - 1,395,000.00 596,668.76 1,991,668.76 5,300,000.00 2,475,800.00 7,775,800.00

2029 - - - 1,455,000.00 539,668.76 1,994,668.76 5,570,000.00 2,204,050.00 7,774,050.00

2030 - - - 1,515,000.00 479,321.88 1,994,321.88 5,855,000.00 1,918,425.00 7,773,425.00

2031 - - - 1,895,000.00 408,990.63 2,303,990.63 6,320,000.00 1,621,950.00 7,941,950.00

2032 - - - 1,980,000.00 326,593.76 2,306,593.76 6,640,000.00 1,297,550.00 7,937,550.00

2033 - - - 2,065,000.00 238,109.38 2,303,109.38 7,000,000.00 939,500.00 7,939,500.00

2034 - - - 2,155,000.00 145,796.88 2,300,796.88 7,370,000.00 571,500.00 7,941,500.00

2035 - - - 2,255,000.00 49,328.13 2,304,328.13 7,745,000.00 193,625.00 7,938,625.00

2036 - - - - - - - - -

2037 - - - - - - - - -

2038 - - - - - - - - -

2039 - - - - - - - - -

11,545,000.00 1,220,906.25 12,765,906.25 23,865,000.00 11,881,247.04 35,746,247.04 77,585,000.00 48,703,825.00 126,288,825.00

2004 B 2008

233

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

2032

2033

2034

2035

2036

2037

2038

2039

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

2032

2033

2034

2035

2036

2037

2038

2039

2011 B 2011 C 2012


6,130,000.00 6,092,100.00 12,222,100.00 575,000.00 42,731.26 617,731.26 2,745,000.00 5,380,175.00 8,125,175.00

12,560,000.00 5,655,500.00 18,215,500.00 375,000.00 33,231.26 408,231.26 2,855,000.00 5,268,725.00 8,123,725.00

13,100,000.00 5,014,000.00 18,114,000.00 215,000.00 27,062.51 242,062.51 2,940,000.00 5,181,800.00 8,121,800.00

11,430,000.00 4,400,750.00 15,830,750.00 380,000.00 19,893.76 399,893.76 3,025,000.00 5,092,325.00 8,117,325.00

8,495,000.00 3,902,625.00 12,397,625.00 75,000.00 14,112.51 89,112.51 3,145,000.00 4,968,325.00 8,113,325.00

18,110,000.00 3,237,500.00 21,347,500.00 20,000.00 12,781.26 32,781.26 3,290,000.00 4,807,450.00 8,097,450.00

15,440,000.00 2,398,750.00 17,838,750.00 - 12,481.26 12,481.26 6,690,000.00 4,557,950.00 11,247,950.00

19,675,000.00 1,520,875.00 21,195,875.00 55,000.00 11,553.13 66,553.13 7,400,000.00 4,205,700.00 11,605,700.00

10,200,000.00 774,000.00 10,974,000.00 200,000.00 7,125.00 207,125.00 17,780,000.00 3,576,200.00 21,356,200.00

10,380,000.00 259,500.00 10,639,500.00 100,000.00 1,812.50 101,812.50 18,815,000.00 2,661,325.00 21,476,325.00

- - - - - - 2,270,000.00 2,145,550.00 4,415,550.00

- - - - - - 2,360,000.00 2,052,950.00 4,412,950.00

- - - - - - 1,700,000.00 1,980,250.00 3,680,250.00

- - - - - - 2,550,000.00 1,891,000.00 4,441,000.00

- - - - - - 6,930,000.00 1,654,000.00 8,584,000.00

- - - - - - 5,500,000.00 1,343,250.00 6,843,250.00

- - - - - - 7,640,000.00 1,014,750.00 8,654,750.00

- - - - - - 8,030,000.00 623,000.00 8,653,000.00

- - - - - - 8,445,000.00 211,125.00 8,656,125.00

- - - - - - - - -

- - - - - - - - -

- - - - - - - - -

- - - - - - - - -

125,520,000.00 33,255,600.00 158,775,600.00 1,995,000.00 182,784.45 2,177,784.45 114,110,000.00 58,615,850.00 172,725,850.00

2012 REF 2012 A 2012 A REF-1


- 101,200.00 101,200.00 7,845,000.00 6,858,375.00 14,703,375.00 - 1,223,400.00 1,223,400.00

- 101,200.00 101,200.00 4,840,000.00 6,541,250.00 11,381,250.00 - 1,223,400.00 1,223,400.00

- 101,200.00 101,200.00 1,000,000.00 6,395,250.00 7,395,250.00 695,000.00 1,216,450.00 1,911,450.00

- 101,200.00 101,200.00 1,845,000.00 6,333,350.00 8,178,350.00 - 1,209,500.00 1,209,500.00

- 101,200.00 101,200.00 1,535,000.00 6,265,750.00 7,800,750.00 475,000.00 1,204,750.00 1,679,750.00

- 101,200.00 101,200.00 8,485,000.00 6,065,350.00 14,550,350.00 - 1,200,000.00 1,200,000.00

- 101,200.00 101,200.00 8,625,000.00 5,680,025.00 14,305,025.00 - 1,200,000.00 1,200,000.00

- 101,200.00 101,200.00 5,530,000.00 5,326,150.00 10,856,150.00 - 1,200,000.00 1,200,000.00

- 101,200.00 101,200.00 5,710,000.00 5,045,150.00 10,755,150.00 - 1,200,000.00 1,200,000.00

- 101,200.00 101,200.00 5,905,000.00 4,754,775.00 10,659,775.00 - 1,200,000.00 1,200,000.00

- 101,200.00 101,200.00 16,230,000.00 4,201,400.00 20,431,400.00 10,000,000.00 1,050,000.00 11,050,000.00

- 101,200.00 101,200.00 17,540,000.00 3,357,150.00 20,897,150.00 10,000,000.00 750,000.00 10,750,000.00

750,000.00 86,200.00 836,200.00 18,910,000.00 2,445,900.00 21,355,900.00 10,000,000.00 450,000.00 10,450,000.00

- 71,200.00 71,200.00 20,365,000.00 1,464,025.00 21,829,025.00 10,000,000.00 150,000.00 10,150,000.00

- 71,200.00 71,200.00 3,765,000.00 879,600.00 4,644,600.00 - - -

1,780,000.00 35,600.00 1,815,600.00 3,940,000.00 705,800.00 4,645,800.00 - - -

- - - 4,120,000.00 524,900.00 4,644,900.00 - - -

- - - 4,315,000.00 334,625.00 4,649,625.00 - - -

- - - 4,535,000.00 113,375.00 4,648,375.00 - - -

- - - - - - - - -

- - - - - - - - -

- - - - - - - - -

- - - - - - - - -

2,530,000.00 1,478,600.00 4,008,600.00 145,040,000.00 73,292,200.00 218,332,200.00 41,170,000.00 14,477,500.00 55,647,500.00

234

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

2032

2033

2034

2035

2036

2037

2038

2039

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

2032

2033

2034

2035

2036

2037

2038

2039

2014 2014A 2014A-1


605,000.00 3,445,825.00 4,050,825.00 9,885,000.00 4,721,412.50 14,606,412.50 - 280,000.00 280,000.00

625,000.00 3,430,500.00 4,055,500.00 8,165,000.00 4,319,587.50 12,484,587.50 - 280,000.00 280,000.00

630,000.00 3,417,950.00 4,047,950.00 8,310,000.00 3,949,262.50 12,259,262.50 - 280,000.00 280,000.00

2,600,000.00 3,346,650.00 5,946,650.00 8,780,000.00 3,563,562.50 12,343,562.50 - 280,000.00 280,000.00

7,620,000.00 3,091,150.00 10,711,150.00 8,325,000.00 3,177,562.50 11,502,562.50 - 280,000.00 280,000.00

3,845,000.00 2,804,525.00 6,649,525.00 4,050,000.00 2,909,812.50 6,959,812.50 - 280,000.00 280,000.00

4,450,000.00 2,597,150.00 7,047,150.00 2,645,000.00 2,742,437.50 5,387,437.50 1,600,000.00 248,000.00 1,848,000.00

4,445,000.00 2,374,775.00 6,819,775.00 4,010,000.00 2,576,062.50 6,586,062.50 450,000.00 207,000.00 657,000.00

4,945,000.00 2,140,025.00 7,085,025.00 4,740,000.00 2,381,012.50 7,121,012.50 - 198,000.00 198,000.00

5,705,000.00 1,873,775.00 7,578,775.00 4,940,000.00 2,187,412.50 7,127,412.50 - 198,000.00 198,000.00

6,780,000.00 1,561,650.00 8,341,650.00 5,875,000.00 1,941,737.50 7,816,737.50 - 198,000.00 198,000.00

1,780,000.00 1,347,650.00 3,127,650.00 11,470,000.00 1,565,462.50 13,035,462.50 - 198,000.00 198,000.00

1,870,000.00 1,256,400.00 3,126,400.00 6,150,000.00 1,213,062.50 7,363,062.50 5,280,000.00 99,000.00 5,379,000.00

1,965,000.00 1,160,525.00 3,125,525.00 6,695,000.00 964,531.25 7,659,531.25 - - -

2,105,000.00 1,058,775.00 3,163,775.00 2,010,000.00 801,312.50 2,811,312.50 - - -

2,215,000.00 950,775.00 3,165,775.00 2,085,000.00 724,531.25 2,809,531.25 - - -

2,330,000.00 837,150.00 3,167,150.00 2,165,000.00 644,843.75 2,809,843.75 - - -

2,445,000.00 717,775.00 3,162,775.00 2,250,000.00 562,062.50 2,812,062.50 - - -

2,560,000.00 605,450.00 3,165,450.00 2,330,000.00 476,187.50 2,806,187.50 - - -

2,565,000.00 490,125.00 3,055,125.00 2,140,000.00 392,375.00 2,532,375.00 - - -

2,700,000.00 358,500.00 3,058,500.00 2,230,000.00 296,500.00 2,526,500.00 - - -

2,835,000.00 220,125.00 3,055,125.00 2,350,000.00 182,000.00 2,532,000.00 - - -

2,985,000.00 74,625.00 3,059,625.00 2,465,000.00 61,625.00 2,526,625.00 - - -

70,605,000.00 39,161,850.00 109,766,850.00 114,065,000.00 42,354,356.25 156,419,356.25 7,330,000.00 3,026,000.00 10,356,000.00

2014A-2 2014B 2015A


- 15,000.00 15,000.00 660,000.00 760,550.00 1,420,550.00 170,000.00 5,088,650.00 5,258,650.00

- 15,000.00 15,000.00 740,000.00 746,550.00 1,486,550.00 175,000.00 5,085,200.00 5,260,200.00

- 15,000.00 15,000.00 720,000.00 731,950.00 1,451,950.00 1,225,000.00 5,071,200.00 6,296,200.00

- 15,000.00 15,000.00 700,000.00 714,250.00 1,414,250.00 1,565,000.00 5,043,300.00 6,608,300.00

- 15,000.00 15,000.00 680,000.00 693,550.00 1,373,550.00 1,625,000.00 4,987,025.00 6,612,025.00

- 15,000.00 15,000.00 715,000.00 672,625.00 1,387,625.00 2,995,000.00 4,893,987.50 7,888,987.50

- 15,000.00 15,000.00 795,000.00 649,975.00 1,444,975.00 3,130,000.00 4,763,325.00 7,893,325.00

- 15,000.00 15,000.00 800,000.00 626,050.00 1,426,050.00 2,275,000.00 4,628,200.00 6,903,200.00

- 15,000.00 15,000.00 810,000.00 597,850.00 1,407,850.00 3,430,000.00 4,485,575.00 7,915,575.00

- 15,000.00 15,000.00 825,000.00 565,150.00 1,390,150.00 3,565,000.00 4,346,350.00 7,911,350.00

- 15,000.00 15,000.00 3,280,000.00 483,050.00 3,763,050.00 5,145,000.00 4,189,975.00 9,334,975.00

- 15,000.00 15,000.00 3,245,000.00 352,550.00 3,597,550.00 5,380,000.00 3,952,575.00 9,332,575.00

500,000.00 7,500.00 507,500.00 3,210,000.00 223,450.00 3,433,450.00 5,630,000.00 3,705,475.00 9,335,475.00

- - - 3,185,000.00 79,625.00 3,264,625.00 11,670,000.00 3,301,125.00 14,971,125.00

- - - - - - 12,385,000.00 2,699,750.00 15,084,750.00

- - - - - - 13,015,000.00 2,064,750.00 15,079,750.00

- - - - - - 13,685,000.00 1,397,250.00 15,082,250.00

- - - - - - 14,300,000.00 787,000.00 15,087,000.00

- - - - - - 14,825,000.00 259,437.50 15,084,437.50

- - - - - - - - -

- - - - - - - - -

- - - - - - - - -

- - - - - - - - -

500,000.00 187,500.00 687,500.00 20,365,000.00 7,897,175.00 28,262,175.00 116,190,000.00 70,750,150.00 186,940,150.00

235

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

2032

2033

2034

2035

2036

2037

2038

2039

2015B 2016 Grand

Face Amounts Interest Total Face Amounts Interest Total TOTAL

- 40,500.00 40,500.00 2,190,000.00 6,579,050.00 8,769,050.00 87,077,712.52

- 40,500.00 40,500.00 2,865,000.00 6,452,675.00 9,317,675.00 87,073,212.52

310,000.00 32,750.00 342,750.00 3,545,000.00 6,292,425.00 9,837,425.00 87,073,193.77

- 25,000.00 25,000.00 3,755,000.00 6,109,925.00 9,864,925.00 87,079,875.02

- 25,000.00 25,000.00 3,980,000.00 5,916,550.00 9,896,550.00 87,078,981.27

- 25,000.00 25,000.00 4,005,000.00 5,716,925.00 9,721,925.00 85,919,725.02

- 25,000.00 25,000.00 4,390,000.00 5,507,050.00 9,897,050.00 85,922,887.52

1,000,000.00 12,500.00 1,012,500.00 4,530,000.00 5,284,050.00 9,814,050.00 85,922,584.39

- - - 4,885,000.00 5,048,675.00 9,933,675.00 85,918,756.26

- - - 5,355,000.00 4,792,675.00 10,147,675.00 85,919,843.76

- - - 6,180,000.00 4,504,300.00 10,684,300.00 85,922,631.26

- - - 6,430,000.00 4,253,350.00 10,683,350.00 85,918,356.26

- - - 6,695,000.00 3,989,525.00 10,684,525.00 85,920,481.26

- - - 6,995,000.00 3,647,275.00 10,642,275.00 85,922,053.13

- - - 5,915,000.00 3,324,525.00 9,239,525.00 53,845,103.13

- - - 6,225,000.00 3,021,025.00 9,246,025.00 53,849,875.01

- - - 6,545,000.00 2,701,775.00 9,246,775.00 53,848,278.13

- - - 6,875,000.00 2,366,275.00 9,241,275.00 53,848,034.38

- - - 7,230,000.00 2,013,650.00 9,243,650.00 53,847,178.13

- - - 5,925,000.00 1,684,775.00 7,609,775.00 13,197,275.00

- - - 6,230,000.00 1,380,900.00 7,610,900.00 13,195,900.00

- - - 6,550,000.00 1,061,400.00 7,611,400.00 13,198,525.00

- - - 6,885,000.00 725,525.00 7,610,525.00 13,196,775.00

6,780,000.00 417,800.00 7,197,800.00 7,197,800.00

7,055,000.00 141,100.00 7,196,100.00 7,196,100.00

1,310,000.00 226,250.00 1,536,250.00 138,015,000.00 92,933,200.00 230,948,200.00 1,545,091,137.74

236

Financial Section Capital Projects Fund


Capital Projects Fund Overview

The Capital Projects Fund accounts, on a project basis, are for projects financed by the proceeds from bond issues, or for capital projects otherwise mandated to be accounted for in this fund. The district’s capital expenditure threshold is $5,000. The Capital Projects Fund utilizes the modified accrual basis of accounting.

Enrollment in CISD for the 2015-2016 school year was 58,239, enrollment for the 2016-2017 school year is estimated at 59,639, and enrollment for the 2024-2025 school year is estimated to reach 70,839 students. The district is continuing to show steady growth as indicated in the most recent demographic study completed in 2015. The Population and Survey Analysts (PASA) completed a Demographic Update for Conroe I.S.D. by studying student residential locations, potential growth, housing trends, and economic factors inherent to the District. PASA studied the expected long-term trends for the District, and created a dataset to use in planning for the next ten years. With this in mind, the CISD Board of Trustees established the 2015 CISD Facility Planning Committee for the purpose of reviewing the district’s projected growth and instructional needs for the next three to five years. The Facilities Planning Committee was also charged with making a recommendation to the Board of Trustees to address those needs while impacting the tax rate as minimally as possible.

The Facilities Planning Committee met over a three-month period and made their recommendations to the Board of Trustees at the June 16, 2015 Board of Trustees Meeting. That recommendation became the blueprint for the 2015 CISD Bond Referendum. At the August 18, 2015 Board of Trustees’ Meeting, the Board approved a $487,000,000 bond referendum. On November 3, 2015 voters approved the $487,000,000 proposition, which includes the construction of new schools and classroom additions to accommodate student growth, improvements to aged buildings to sustain capacity, funding for robotics and Career and Technical Education Facilities, and the continuation of technology and safety and security upgrades.

The patrons of CISD have traditionally been very supportive of the District’s bond referenda. This support is evidenced by the passage of the 1992, 1994, 1998, 2001, 2004, 2008 and 2015 referenda that the patrons of CISD overwhelmingly approved to build new facilities and address District needs.

Capital Projects Fund – 2015 Bond Referendum

On November 3, 2015 voters approved the 2015 CISD Bond Referendum. The projects and status of the proposition are as follows:

Proposition 1 $487,000,000

New schools: One new High School One new Junior High Schools One new Intermediate School Two new Elementary Schools

Additions and renovations: Conroe High School Renovation Knox Junior High School addition Stewart Elementary Build-out Austin Elementary Renovation

237

District Wide Improvements

Improvements are scheduled for all campuses in all feeder zones (Conroe, The Woodlands, Oak Ridge, and Caney Creek). Prioritized improvements are unique for each campus and were established based on priorities set by each campus. These improvements include but are not limited to air conditioning & heating improvements, electrical upgrades, parking expansions and ADA (Accessibility) improvements.

Ancillary Needs and Governmental Compliance Transportation needs (more buses) Technology improvements and upgrades Career & Technology Education Facilities upgrades and additions Robotics labs for Caney Creek HS and The Woodlands College Park HS Safety and security improvements Future land purchases

238

Project Description Plan Amount

Funds

Expended &

Encumbered

Estimate to

Complete

Project

Forecast

Variance

Favorable

(Unfavorable)

Expected

Completion

%

Complete

Knox JHS Addition 046 12,190,910 644,271 11,546,639 12,190,910 0 Aug 17 8%

Land Purchases 10,000,000 0 10,000,000 10,000,000 0 Aug 16 0%

Bradley Elementary (Flex 17) - 132 25,938,117 23,493,695 7,486,305 30,980,000 (5,041,883) Aug 17 28%

OR Intermediate Flex 18 - 080 27,467,730 1,482,448 25,985,282 27,467,730 0 Aug 18 1%

OR Elementary K-6 Flex 19 - 133 29,088,053 0 29,088,053 29,088,053 0 Aug 19 0%

Grand Oaks High School - 016 141,527,923 140,634,242 14,870,758 155,505,000 (13,977,077) Aug 18 21%

Conroe High School - 001 59,040,458 3,093,000 55,947,458 59,040,458 0 Aug 19 2%

Conroe New Jr. High - 055 58,374,850 0 58,374,850 58,374,850 0 Aug 19 0%

Jean Stewart Build out - 130 1,162,743 0 1,162,743 1,162,743 0 Aug 17 0%

Austin Elementary Renovation - 102 17,853,494 0 17,853,494 17,853,494 0 Aug 19 0%

Grangerland Addition *** 5,500,000 4,486,516 1,013,484 5,500,000 0 Aug 17 50%

Technology 21,651,418 2,514,537 19,136,881 21,651,418 0 Aug 19 12%

Technology *** 10,825,709 7,409,071 3,416,638 10,825,709 0 Aug 19 68%

Life Cycle - LC 40,529,775 6,690,302 33,839,473 40,529,775 0 Aug 19 17%

Priority One Projects-LC*** 10,424,290 9,747,443 676,847 10,424,290 0 Aug 16 94%

Safety and Security - SS 13,622,508 5,445,077 8,177,431 13,622,508 0 Aug 19 40%

CTE & Robotics 5,202,000 5,202,000 0 5,202,000 0 Aug 16 43%

Buses*** 6,495,425 1,012,338 5,483,087 6,495,425 0 Aug 19 16%

Totals 496,895,403 211,854,940 304,059,423 515,914,363 (19,018,960)

Contingency 23,350,021 4,331,061

Grand Total 520,245,424 520,245,424

School Bonds Authorized487,000,000

School Bonds Sold 135,000,000

Balance to Sell 352,000,000

*** Items are paid for by General

Fund Transfer33,245,424

Status of 2015 Bond Referendum & Capital Projects (As of 9/30/16)

239

Capital Projects Fund Expenditures The current year capital projects expenditure budget is $192,659,698, which is an increase of 103,987,418 from the 2015-2016 projected expenditures. This budget increase is due to the ongoing projects and start of new projects that are being funded by 2015 bond referendum. Capital Projects Fund - Fund Balance The fund balance in the Capital Projects Fund is budgeted to be 72,787,751 by the end 2016-2017.

240

2012-13 2013-14 2014-15 2015-16 2016-17


Revenues

Local sources 100,168$ 55,272$ 71,373$ 404,288$ 57,030$

Total Revenues 100,168 55,272 71,373 404,288 57,030

Expenditures

Plant Maintenance and Operations - 1,687,121 2,655,312 - -

Facilities Acquisition and Construction 97,264,100 64,399,607 36,040,328 88,672,280 192,659,698


Revenues Over (Under)

Expenditures (97,163,932) (66,031,456) (38,624,267) (88,267,992) (192,602,668)


Operating transfers in/(out) 7,056,151 21,300,000 4,300,000 33,300,000 -

Sale of Real Property - - 455,996 -

General Obligation Bond Proceeds 65,000,000 46,000,000 40,000,000 135,000,000 148,116,196

Total Other Financing Sources (Uses) 72,056,151 67,300,000 44,755,996 168,300,000 148,116,196


Over (Under) Expenditures (25,107,781) 1,268,544 6,131,729 80,032,008 (44,486,472)





- 25,000,000 50,000,000 75,000,000

100,000,000 125,000,000 150,000,000 175,000,000 200,000,000

2012-13 2013-14 2014-15 2015-16 2016-17

Expenditures

241

2015-16

2014-15 Amended 2015-16 2016-17 Percent


Revenues

Local sources 71,373 - 404,288 57,030 0.00%

Total Revenues 71,373 - 404,288 57,030 0.00%


Purchased & contracted services 2,834,609 488,519 453,440 20,520 0.0%

Supplies 3,540,544 4,793,822 4,329,955 1,202,611 0.6%

Capital outlay 32,320,487 262,221,503 83,888,885 191,436,567 99.4%



(Under) Expenditures (38,624,267)$ (267,503,844)$ (88,267,992)$ (192,602,668)$




242


Capital Projects Summary

Project: Knox Junior High Addition

Description: The capital projects fund is providing $12.1 million to add 10 new science classrooms

and an addition to the field house. The addition will add 26,078 square feet to the building.

Status: This project is 8% complete and has an estimated completion date of August 2017.

Operating Budget Impact: The overall impact on the budget for this addition is expected at approximately 70,000 for

custodial services and utilities.

Project: Bradley Elementary

Description: The capital projects fund is providing $25.9 million for a new elementary school. The new

125,121 square foot facility will have the capacity to service 1,000 students in the Oak Ridge feeder system.


Operating Budget Impact: The overall impact on the budget for this campus, based on a projected enrollment of 800

students, is expected at approximately $3.5 million with the majority of the cost being in staffing expense of $3.1 million. The remaining expense will include cost for maintenance, custodial, utilities, and supplies.

Project: Oak Ridge Elementary- (Flex 18)

Description: The capital projects fund is providing $27.4 million for a new elementary school. The

new 125,121 square foot facility will have the capacity to service 1,000 students in the Oak Ridge feeder system.

Status: This project is 1% complete and has an estimated completion date of August 2018 .



243

Project: Oak Ridge K-6 School- (Flex 19)

Description: The capital projects fund is providing $29 million for a new kindergarten through 6th grade

school. The new 125,121 square foot facility will have the capacity to service 1,000 students in the Oak Ridge feeder system.




Project: Grand Oaks High School

Description: The capital projects fund is providing $141.5 million for a high school. The new 522,651

square foot facility will have the capacity to service 3,000 students in the Oak Ridge feeder system.

Status: This project is 21% complete as and has an estimated completion date of August 2018.

Operating Budget Impact: The overall impact on the budget for this campus, based on a projected enrollment of

1,500 students, is expected at approximately $6.6 million with the majority of the cost being in staffing expense of $5 million. The remaining expense will include cost for maintenance, custodial, utilities, and supplies.

Project: Conroe High School classroom renovations/additions

Description: The capital projects fund is providing $59 million for renovations to mechanical systems.

This renovation will cause the loss of several classrooms. New classrooms will be built.


Operating Budget Impact: The overall impact on the budget has not been determined yet.

Project: Conroe New Junior High

Description: The capital projects fund is providing $58.3 million for a new Jr. High School in the

Conroe feeder system. The new 207,000 square foot facility will have the capacity to service 1,200 students.

Status: This project is 0% complete and has an estimated completion date of August 2019. . Operating Budget Impact:

244

The overall impact on the budget for this campus, based on a projected enrollment of 1,000, is expected at approximately $3.6 million with the majority of the cost being in staffing expense of $3.1 million. The remaining expense will include cost for maintenance, custodial, utilities, and supplies.

Project: Stewart Elementary Build-out

Description: The capital projects fund is providing $1.1 million to build-out the remaining 200 seat

capacity school in the Conroe feeder system.


Operating Budget Impact: The build-out includes finishing the existing interior space to provide eight classrooms.

The overall impact of the budget will be in staffing, depending on enrollment.

Project: Austin Elementary Renovation

Description: The capital projects fund is providing $17.8 million to renovate the existing structure of

the building. The capacity will not be increased.


Operating Budget Impact: The overall impact on the budget for this campus is expected at approximately $100,000

for custodial and utility expenses.

Project: Grangerland Addition

Description: The capital projects fund is providing $5.5 million for the addition of eight classrooms.


Operating Budget Impact: This addition is replacing portable buildings so this should have no impact on the budget.

Project: Technology/Life Cycle/Safety & Security/CTE Robotics/Transportation

Description: The capital projects fund is providing $32.4 million for technology, $50.9 million for life

cycle improvements, $13.6 million for security, $5.2 million for CTE/Robotics and $6.5 million for new buses. This funding is being used to support the District’s goals.

245

2016/2017

Enrollment Capacity Age of Building

Elementaries:

Anderson 695 800 21

Armstrong 683 770 46

Austin 945 950 63

Birnham Woods 1,154 1,000 6

Buckalew 1,162 1,000 17

Bush 660 770 19

Broadway 694 850 8

Creighton 942 770 35

David 615 700 25

Deretchin 645 1,185 10

Ford 921 900 37

Galatas 671 850 21

Giesinger 575 700 25

Glen Loch 666 600 35

Hailey 687 680 37

Houser 819 920 35

Houston 740 1,000 8

Kaufman 817 1,000 9

Lamar 671 770 44

Milam 799 1,000 9

OakRidge 690 750 42

Patterson 774 1,000 1

Powell 741 850 21

Reaves 721 730 41

Rice 613 730 37

Ride 726 660 32

Runyan 702 610 48

San Jacinto 688 850 35

Snyder 1,028 1,000 2

Stewart 666 800 1

Tough 595 1,185 13

Wilkinson 712 1,000 6Total Elementary: 24,217 27,380

Intermediates:

Bozman 793 1,000 6

Collins 711 800 25

Cox 1,320 1,000 7

Cryar 673 1,000 11

Deretchin 343 1,185 10

Grangerland 1,039 1,000 7

Mitchell 1,222 1,200 19

Stewart 145 800 1

Tough 330 1,185 13

Travis 626 700 89

Vogel 1,042 1,185 14

Wilkerson 698 730 41

Total Intermediate: 8,942 11,785

Junior Highs:

Irons 1,164 1,200 3

Knox 1,357 1,200 37

McCullough 2,236 2,300 39

Moorhead 1,066 1,100 14

Peet 1,313 1,500 2

Washington 791 750 64

York 1,220 1,500 8

Total Junior High: 9,147 9,550

High Schools:

Caney Creek 2,015 3,100 20

Conroe 2,793 3,400 53

Conroe 9th 971 1,100 20

Hauke Alternative 152 250 76

Oak Ridge 2,928 2,300 34

Oak Ridge-9th Grade Campus 1,152 1,468 30

The Woodlands 3,276 3,000 19

The Woodlands- 9th Grade Campus 1,100 1,400 15

The Woodlands College Park 2,903 2,850 10

DAEP/JJAEP 43 66

Total High School: 17,333 18,934

District Totals: 59,639 67,649

School Name

Capacity, Enrollment and Age by School

246

School Name Capacity

2016/2017

Enrollment

Elementary 27,380 24,217

Intermediate 11,785 8,942

Junior High 9,550 9,147

High School 18,934 17,333

Capacity, Enrollment by School Grade Level

- 2,000 4,000 6,000 8,000

10,000 12,000 14,000 16,000 18,000 20,000 22,000 24,000 26,000 28,000 30,000

Ele

menta

ry

Inte

rmedia

te

Junio

r H

igh

Hig

h S

chool

Enrollment Compared to Capacity

Capacity

2016/2017 Enrollment

247


248

Financial Section Food Service Fund

Food Service Special Revenue Fund

The District’s food service operations are accounted for in the Food Service Special Revenue Fund. Although special revenue funds are generally not included in the annual budget adopted by the Board of Trustees, TEA regulations require inclusion of the food service fund.

Approximately (57%) of the revenue in this fund is received from the United States Department of Agriculture (USDA) under the National School Lunch Program and the School Breakfast Program. The remaining revenue (43%) is primarily generated from user fees – i.e. student payments for meals and is budgeted based on prior year actual information and projected enrollment. The Food Service revenue is budgeted to decrease by $1,090.892 or 5.7% less than the 2015-2016 projected revenues.

The following table provides a comparison of revenues by source for the 2016-2017 budget year.

Food Service expenditures consist primarily of payroll (41%) and supplies and materials (50.7%). The majority of the supplies and materials budget consists of expenditures for food. Food Service fund expenditures are budgeted at $18,000,000 a decrease of $1,287,501 or 6.6% lower than 2015-2016 projected expenditures.

It is recommended that the fund balance for Food Service not exceed approximately three months of average food service operation expenditures. The current fund balance is projected at $2,431,806 which is within these guidelines. These balances must be used exclusively for allowable child nutrition program purposes.

$2,300,000

$2,800,000

$3,300,000

$3,800,000

$4,300,000

$4,800,000

2012-13 2013-14 2014-15 2015-16 2016-17

Fund Balance

249

Child Nutrition Goals & Objectives

Robyn Hughes, Director of Child Nutrition

Mission: The Power Station will provide quality meals and service that exceed Child Nutrition guidelines, while maintaining a financially self sufficient department

GOAL 1: To increase the number of free and reduced meal applications completed by

parents online from 30% to at least 40%. This will be accomplished by educating principals and parents about the availability and benefits of online applications. The paper application, which will include information about the online process, will be sent home to students.

GOAL 2: Implement an employee incentive program to decrease kitchen review follow up

visits by 10%. GOAL 3: Decrease the number of kitchens with health inspection demerits by 10%.

250

2012-13 2013-14 2014-15 2015-16 2016-17


Revenues

Local sources 7,573,328$ 7,223,852$ 7,031,534$ 7,287,364$ 7,705,214$

State Sources 71,039 73,917 81,849 93,793 -

Federal sources 9,557,112 10,358,840 10,906,871 11,709,735 10,294,786

Total Revenues 17,201,479 17,656,609 18,020,254 19,090,892 18,000,000

Expenditures by function

Food service 14,219,583 17,709,366 17,473,807 17,840,912 16,566,000

Maintenance & Operations 1,304,463 1,404,329 1,449,875 1,446,589 1,434,000


Revenues Over (Under) 1,677,433 (1,457,086) (903,428) (196,609) -

Expenditures



Food Service Fund


10.00%

13.00%

16.00%

19.00%

22.00%

25.00%

28.00%

31.00%

34.00%

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

$4,500,000

$5,000,000

2012-13 2013-14 2014-15 2015-16 2016-17

Fund Balance as a % of Expenditures

Fund Balance % of Total Expenditures

251

2015-16

2014-15 Amended 2015-16 2016-17 Percent


Revenues

Local sources 7,031,534$ 7,891,497$ 7,287,364$ 7,705,214$ 42.81%

State Sources 81,849 - 93,793 -

Federal sources 10,906,871 10,393,253 11,709,735 10,294,786 57.19%

Total Revenues 18,020,254 18,284,750 19,090,892 18,000,000 100.00%


Payroll 7,237,437 7,500,000 7,479,400 7,380,000 41.0%

Purchased & contracted services 1,498,968 1,585,090 1,516,098 1,409,000 7.8%

Supplies 9,710,469 10,459,711 10,225,241 9,120,000 50.7%

Other operating expense 21,269 40,000 35,944 30,000 0.2%

Capital outlay 455,539 31,150 30,818 61,000 0.3%



(Under) Expenditures (903,428)$ (1,331,201)$ (196,609)$ -$

Food Service Fund



41.0%

7.8%50.7%

0.2% 0.3%

Expenditures by Major Object

Payroll

Purchased & contracted services

Supplies

Other operating expense

Capital outlay

252

Informational Section

Long Range Financial Forecasts

The following financial forecasts are used to determine the impact of current financial decisions on subsequent fiscal years. The models are updated, reviewed, and evaluated more by the Chief Financial Officer and Business & Accounting Managers, as circumstances change. The model used for the General and Debt Service Funds is much more detailed than the ones used for Capital Projects and Food Service Funds, since many more factors and assumptions are involved. Review and evaluation of these plans, in conjunction with the budget development process, insures that short-term financial decisions are made only after consideration of the long-term consequences.

General and Debt Service Forecasts

Revenue Sources

The general and debt service funds have two primary sources of revenue, tax collections and state funding. The collection of taxes is the primary source of revenue for both the general and debt service fund. Tax collections make up approximately 76% of the revenue for both funds. Tax revenues are increasing due to rising property values and significant growth in the district. The second source of revenue comes from state funding. State funding generates approximately 24% of the revenues for these funds. Although state funding is only 24% of the revenue budget it requires a more complex calculation to derive the amount of funding that the District will receive.

24.0%

76.0%

2016-17 Revenue Budget (General Fund & Debt Service Fund Combined)

State

Local Taxes

Expenditures

The total General Fund expenditure budget for 2016-17 is $447,580,555. This is an increase of $21,351,354 over projected 2015-16 expenditure levels. As always the majority of expenditures for the school district are personnel costs.

89.06%

5.26%4.26%

1.32%

0.12%

General Fund Expenditures by Major Object

Payroll Cost




Capital outlay

253

Long Range Financial Forecasts (continued) General Fund, fund balance is projected to increase from $121.6 million in 2014-15 to $126.7 million in 2015-16. The increase in fund balance is a result of enrollment growth and steady increases in local property tax values. The District feels certain it will be able to maintain a constant and stable fund balance in the General Fund.

The Debt Service fund, current year expenditures consist of the following amounts: $40.2 million for bond principal payments and $47.9 million for bond interest and fee payments. Total 2016-17 budgeted expenditures for the Debt Service fund are $88.1. The fund balance is projected to decrease to $24.4 million in 2016-2017. The District feels comfortable that we can maintain a constant and stable fund balance for the Debt Service fund. Projection Model Following this section you will see a variety of schedules and calculations that are used by the District in projecting its revenues and expenditures for future years. The schedules for the General and Debt Service funds are listed first from pages 258-259. The financial projection summary listed on pages 258-259 is a composite of all the calculations performed on the preceding worksheets pages 260-269. The Capital Projects Fund and Food Service Fund projections are listed on pages 270-271. Additional information is provided in the remainder of this section. Throughout this model we use projected amounts for the current fiscal year (2015-16), and proposed amounts for the next budget year (2016-17) to project the subsequent three fiscal years. In addition to reviewing past trends, we also take into consideration many other factors. Further explanation of each component is listed below: Projection Model Components Summary The summary sheet is a composite of all the calculations performed on each of the other worksheets described below. The summary section of the Long-Range Plan consolidates enrollment projections, taxable value estimates, State aid estimates, and many other factors into a single comprehensive financial plan, and calculates the effect on the projected tax rate for each subsequent fiscal year. The projected tax rate in the general fund is $1.04. Under current law, the maximum tax rate a school district can have in the general fund is $1.17. The debt service summary included in the long-range projection allows for estimated increases in debt requirements due to future bond sales. The accompanying debts schedules represent only the amounts due as of September 1, 2016 since complete information is not available on future bond sales. The debt service tax rate is budgeted to remain at $.24 cents for fiscal year 2016-17.

0

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

140,000,000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

General Fund Balances

254

Long Range Financial Forecasts (continued)

Assumptions The assumptions section is used to consolidate variables entered in other sections and to input other data required in the computations of future year expenditures and revenues. Many of the parameters are directly input in this section – taxable value, collection percentage, salary increases, and utility costs for new facilities. Other values, such as enrollment and ADA are linked from other worksheets.

Debt Schedule This debt requirement worksheet represents the current debt requirements as of September 1, 2016 only. The summary schedule discussed above includes amounts for anticipated new debt from future bond sales.

State Revenue Estimate Worksheets The calculations on these worksheets are based on the current state funding formula. Three of the most critical factors in estimating General Fund State aid are ADA projections, FTE’s for special education students, and taxable values. ADA figures are linked from the enrollment sheet and taxable values are linked from the assumption sheet. Special Education FTE’s are projected based on historical percentage growth rates for each instructional arrangement. The most critical factor in calculating Debt Service State aid under both the IFA and EDA programs is debt service requirements. These figures are linked from the debt schedule.

Statistics This section provides additional information concerning historical and projected statistical information for the District.

Enrollment Enrollment projections are one of the most significant factors in the budget development and long-range financial planning process. Enrollment projections are designed to predict the student enrollment of the District based on geographic data, student data, migration data, and historical data of student populations. The District uses two models to produce enrollment projections. The first method, Cohort Survival, uses historical data to project the number of students based on a survival rate. This survival rate is based on three key elements:

Progressors – Students who are promoted to the next grade level within the District

Retained – Students who are retained at their current grade within the District

Migrants – Students who are new, first time students in the District

The other model used to predict enrollment growth is Linear Regression Trend Analysis. This method uses historical data (ten years) to determine a best-fit trend line per grade level. This model projects an even growth rate based on this trend line and is very effective when growth patterns are somewhat consistent.

In addition to these statistical algorithms, we also, through the use of a comprehensive database, monitor the growth of every subdivision and apartment complex within the District. Information regarding the age and number of units, along with the number of students, allows us to develop profiles on these developments. Utilizing these profiles, we can anticipate enrollment trends of new developments as well as changes, such as renovations to aging apartment complexes. The combination of statistical trends and detailed development information allows the District to forecast trends, as well as prepare for exceptions.

255

Long Range Financial Forecasts (continued)


The District currently has issued $135 million of the $487million in bonds available to sell from the 2015 bond referendum. An extensive list of all projects included in the 2015 bond referendum are included in Capital Projects section of this document.

Food Service Special Revenue Fund

Forecasts for this fund are based on a revenue and expenditures per student basis for the current budget year (2016-17) and adjusted for projected increases due to inflation and growth in participation.

256


257

2015-16 2016-17 2017-18 2018-19 2019-20

Projected Budget Projected Projected Projected

General Fund

Tax Rate $1.0400 $1.0400 $1.0400 $1.0400 $1.0400

Revenues

5700 Total local revenue 314,016,139$ 325,498,681$ 351,368,842$ 369,472,897$ 388,125,613$

5800 Total state revenue 156,422,214 127,846,130 107,823,452 96,857,166 88,380,627

5900 Total federal sources 4,176,125 - - - -

5000 Total revenues 474,614,478 453,344,811 459,192,294 466,330,063 476,506,240

Expenditures

6100 Total payroll costs 379,612,244 398,566,754 414,509,424 431,089,801 448,333,393

6200 Total contracted services 23,555,684 23,543,236 24,014,101 24,494,383 24,984,270

6300 Total supplies & materials 16,564,733 19,056,675 19,437,809 19,826,565 20,223,096

6400 Total other fees 4,517,653 5,890,890 6,008,708 6,128,882 6,251,460

6600 Total capital outlay 1,978,887 523,000 750,000 750,000 750,000

Total expenditures 426,229,201 447,580,555 464,720,041 482,289,630 500,542,219

Other Financing Sources & Uses 43,300,000 - - - -

Fund Balance - Beg. of Year 121,687,592 126,772,869 132,537,125 127,009,378 111,049,810

Fund Balance - End of Year 126,772,869$ 132,537,125$ 127,009,378$ 111,049,810$ 87,013,831$

Conroe Independent School DistrictFinancial Projection: Summary

258

2015-16 2016-17 2017-18 2018-19 2019-20

Projected Budget Projected Projected Projected

Debt Service FundTax Rate $0.2400 $0.2400 $0.2400 $0.2400 $0.2400

Revenues

5700 Total local revenue 71,447,109$ 77,915,916$ 82,484,871$ 86,609,114$ 90,939,570$

5800 Total state revenue 1,555,365 1,547,762 1,470,589 1,401,774 134,350

5000 Total revenues 73,002,474 79,463,678 83,955,460 88,010,888 91,073,920

Expenditures

6000 Total expenditures 84,233,299 88,077,713 88,073,213 88,073,194 88,079,875

7020 Other resources 10,321,085 - - - -

Fund Balance - Beg. of Year 33,907,685 32,997,945 24,383,910 20,266,157 20,203,851

Fund Balance - End of Year 32,997,945$ 24,383,910$ 20,266,157$ 20,203,851$ 23,197,896$

Combined Tax Rate $1.2800 $1.2800 $1.2800 $1.2800 $1.2800

Inc/(Dec) in Combined Tax Rate $0.0000 $0.0000 $0.0000 $0.0000

Conroe Independent School DistrictFinancial Projection: Summary

259

Budget Projected Projected Projected

General Funds 2015-16 2016-17 2017-18 2018-19 2019-20

Current - Taxable Value MCAD 29,840,409,057$ 32,423,298,323$ 34,368,696,222$ 36,087,131,033$ 37,891,487,584$

% Increase from prior year 8.63% 8.66% 6.00% 5.00% 5.00%

Collections % 100.00% 100.00% 100.00% 100.00% 100.00%

Projected Student Enrollment 58,239 59,639 61,039 62,439 63,839

Student ADA 54,147 56,061 57,377 58,693 60,009

Salary Increase 3.00% 3.00% 2.5% 2.5% 2.5%


Financial Projection: Assumptions

260

Year Ended Percent

August 31 Principal Interest Total Retired

2017 40,185,000 46,892,713 87,077,713 5.64%

2018 41,920,000 45,153,213 87,073,213 11.27%

2019 43,770,000 43,303,194 87,073,194 16.91%

2020 45,710,000 41,369,875 87,079,875 22.54%

2021 47,795,000 39,283,981 87,078,981 28.18%

2022 48,855,000 37,064,725 85,919,725 33.74%

2023 51,265,000 34,657,888 85,922,888 39.30%

2024 53,845,000 32,077,584 85,922,584 44.86%

2025 56,540,000 29,378,756 85,918,756 50.42%

2026 59,335,000 26,584,844 85,919,844 55.98%

2027 62,145,000 23,777,631 85,922,631 61.54%

2028 64,900,000 21,018,356 85,918,356 67.10%

2029 67,720,000 18,200,481 85,920,481 72.67%

2030 70,795,000 15,127,053 85,922,053 78.23%

2031 41,325,000 12,520,103 53,845,103 81.71%

2032 43,380,000 10,469,875 53,849,875 85.20%

2033 45,550,000 8,298,278 53,848,278 88.68%

2034 47,740,000 6,108,034 53,848,034 92.17%

2035 49,925,000 3,922,178 53,847,178 95.65%

2036 10,630,000 2,567,275 13,197,275 96.51%

2037 11,160,000 2,035,900 13,195,900 97.36%

2038 11,735,000 1,463,525 13,198,525 98.21%

2039 12,335,000 861,775 13,196,775 99.07%

2040 6,780,000 417,800 7,197,800 99.53%

2041 7,055,000 141,100 7,196,100 100.00%

1,042,395,000 502,696,138 1,545,091,138

Represents payment obligations of both principal and interest by year until all outstanding debt is paid in full.

Debt Retirement Summary

0.00%

20.00%

40.00%

60.00%

80.00%

100.00%

2017 2020 2025 2030 2035 2041

Percent of Debt Retired by Year

261


2016-17 2017-18 2018-19 2019-20

Student Counts:

Refined ADA (PreK-12) 56,061 57,377 58,693 60,009

Projected Increase in ADA 3.53% 2.35% 2.29% 2.24%

Special Education FTEs:

Homebound 1.398 1.412 1.426 1.440

Hospital Class 2.241 2.264 2.286 2.309

Speech Therapy 87.566 88.442 89.326 90.219

Resource Room 629.914 636.213 642.575 649.001

S/C Mild/Moderate/Severe 460.848 465.456 470.111 474.812

Off Home Campus 2.144 2.166 2.187 2.209

VAC 5.655 5.712 5.769 5.826

Nonpublic contracts - - - -

Res Care & Treatment 11.305 11.418 11.532 11.647

Total Special Ed FTEs (Calculated #) 1,201.071 1,213.083 1,225.212 1,237.463

Total Weighted FTEs (Calculated #) 3,787.844 3,825.727 3,863.978 3,902.613

Career & Technology FTEs 2,277.425 2,300.200 2,323.200 2,346.400

Regular ADA (Calculated#) 52,582.504 53,863.717 55,144.588 56,425.137

Mainstream ADA 934.982 944.332 953.775 963.313

Compensatory Education Enrollment 21,933.000 22,426.000 22,650.000 22,877.000

FTEs of Pregnant Students 5.393 5.447 5.502 5.557

Bilingual ADA 7,053.707 7,124.244 7,195.486 7,267.441

G T Operational Enrollment (Max 5% of ADA) 2,803.033 2,868.833 2,934.633 3,000.433

Number of Full-time Employees(exc admin & teachers) 2,748 2,804 2,860 2,917

Number of Part-time Employees 187 191 194 198

Other Data

Tax Effort for Tier II

Current Year Tax Collections (M&O+I&S) 415,018,219 439,919,312 461,915,277 485,011,041

Prior year CPTD 29,588,708,484 32,423,298,323 34,368,696,222 36,087,131,033

Prior year ADJ CPTD 29,588,708,484 32,423,298,323 34,368,696,222 36,087,131,033

Estimated Current Year Value 32,423,298,323 34,368,696,222 36,087,131,033 37,891,487,585

Prior Year I&S Tax Collections 71,616,982 77,815,916 82,484,871 86,609,114

Current Year M&O Taxes Collected 337,202,303 357,434,441 375,306,163 394,071,471

Guaranteed Level (Tier II, Level II) 77.53 77.53 77.53 77.53

Weighted ADA (Calculated #) 69,656 71,214 72,715 74,217

IFA Debt Payment 87,077,712 87,073,213 87,073,194 87,079,875

Small/Sparse School Data:

Square Miles 348 348 348 348

Highest Grade Taught 12 12 12 12

Basic Allotment Data:

Basic Allotment 5,140 5,140 5,140 5,140

Cost of Education Index 1.16 1.16 1.16 1.16

Adjusted Basic Allotment 5,685 5,685 5,685 5,685


Financial Projection: State Revenues EstimatesBased on Current State Funding Formula

262


2016-17 2017-18 2018-19 2019-20


Financial Projection: State Revenues EstimatesBased on Current State Funding Formula

Tier I Funding

Regular Block Grant 298,929,601$ 306,213,309$ 313,495,039$ 320,774,771$

Regular Special Education Block Grant 21,276,814 21,489,583 21,704,478 21,921,523

Mainstream 5,846,912 5,905,381 5,964,434 6,024,079

Care & Treatment Facility Student 257,074 259,645 262,241 264,864

Less Charge for District Share (267,585) (267,585) (267,585) (267,585)

Career & Technology Block Grant 17,478,671 17,653,457 17,829,992 18,008,292

Gifted & Talented Block Grant 1,912,229 1,957,118 2,002,007 2,046,895

Comp Ed Block Grant 24,937,821 25,498,407 25,753,392 26,010,920

Comp Ed Pregnant Allotment 73,894 74,633 75,379 76,138

Bilingual Education Block Grant 4,010,032 4,050,133 4,090,634 4,131,540

High School Allotment 4,470,838 4,575,789 4,680,740 4,785,691

Transportation Allotment 7,119,165 7,261,549 7,406,780 7,554,915

Total Cost of Tier I 386,045,466 394,671,419 402,997,531 411,332,043

Less: Local Share of Tier I Cost (293,904,641) (322,060,623) (341,384,260) (358,453,473)

State Share of Tier I Cost 92,140,825$ 72,610,796$ 61,613,271$ 52,878,570$

Foundation School Fund Detail

State Share of Tier I 92,140,825 72,610,796 61,613,271 52,878,570

Tier II Entitlement 12,500,995 11,280,523 10,783,642 10,512,305

Other Programs

Staff Allotment 1,404,310 1,432,133 1,460,253 1,489,752

Total Other Programs 1,404,310 1,432,133 1,460,253 1,489,752

Less Available School Fund (21,397,103) (21,751,536) (22,262,144) (22,772,752)

Total Foundation 84,649,027$ 63,571,916$ 51,595,022$ 42,107,875$

State Aid By Funding Source

Foundation School 84,649,027 63,571,916 51,595,022 42,107,875

Available School Fund-State Portion 21,397,103 21,751,536 22,262,144 22,772,752

Total State Aid 106,046,130$ 85,323,452$ 73,857,166$ 64,880,627$

263

Maintenace & Operations% State % Property % Tax Local % Total %

Year Enrollment ADA Inc Revenue Inc Value Inc Rate Revenue Inc Expenditures Inc

07/08 46,524 43,305 6% 148,680,722 82% 16,586,982,484 14% 1.030 178,308,731 -12% 296,657,102 11%

08/09 47,996 44,915 4% 137,509,327 -8% 18,355,545,962 11% 1.040 197,097,795 11% 310,880,975 5%

09/10 49,629 46,280 3% 137,429,383 0% 19,868,233,651 8% 1.040 209,308,872 6% 311,060,458 0%

10/11 51,170 47,883 3% 136,941,421 0% 20,272,987,620 2% 1.040 215,189,936 3% 313,768,706 1%

11/12 52,664 49,498 3% 126,004,383 -8% 20,990,342,459 4% 1.040 223,874,813 4% 322,453,532 3%

12/13 53,934 50,465 2% 132,085,800 5% 22,009,980,056 5% 1.040 234,580,314 5% 339,536,941 5%

13/14 55,009 51,830 3% 152,693,932 16% 23,908,871,455 9% 1.040 252,830,482 8% 368,889,550 9%

14/15 56,363 53,165 3% 154,845,838 1% 26,928,550,056 13% 1.040 284,917,123 13% 399,956,145 8%

15/16 58,239 54,147 2% 156,422,214 1% 29,840,409,057 11% 1.040 314,016,139 10% 426,229,201 7%

16/17 59,639 56,061 4% 127,846,130 -18% 32,423,298,323 9% 1.040 325,498,681 4% 447,580,555 5%

17/18 61,039 57,377 2% 107,823,452 -16% 34,368,696,222 6% 1.040 351,368,842 8% 464,720,041 4%

18/19 62,439 58,693 2% 96,857,166 -10% 36,087,131,033 5% 1.040 369,472,897 5% 482,289,630 4%

19/20 63,839 60,009 2% 88,380,627 -9% 37,891,487,584 5% 1.040 388,125,613 5% 500,542,219 4%

Debt Service

Debt % Tax Combined

Year Requirement Inc Rate Tax Rate

07/08 50,637,067 12.184% 0.2100 1.2400

08/09 55,939,473 10.471% 0.2300 1.2700

09/10 64,083,400 14.558% 0.2450 1.2850

10/11 63,860,446 -0.348% 0.2550 1.2950

11/12 71,398,242 11.804% 0.2550 1.2950

12/13 76,163,263 6.674% 0.2500 1.2900

13/14 78,769,779 3.422% 0.2450 1.2850

14/15 80,171,033 1.779% 0.2400 1.2800

15/16 83,142,150 3.706% 0.2400 1.2800

16/17 87,077,713 4.734% 0.2400 1.2800

17/18 87,073,213 -0.005% 0.2400 1.2800

18/19 87,073,194 0.000% 0.2400 1.2800

19/20 87,079,875 0.008% 0.2400 1.2800

Financial Projection: Statistics


264


265

2012-13 2013-14 2014-15 2015-16 2016-17

Assessed/Market value of a home 218,246$ 226,515$ 252,948$ 283,155$ 296,236$

Less: Homestead exemption 15,000 15,000 15,000 15,000 25,000

Taxable value 203,246 211,515 237,948 268,155 271,236

Total property tax rate 1.2900 1.2850 1.2800 1.2800 1.2800

Property tax due 2,622$ 2,718$ 3,046$ 3,432$ 3,472$

Percent of property tax due increase 0.02% 3.67% 12.06% 12.69% 1.15%

(decrease) from prior year

Each year the Montgomery County Appraisal District appraises property based on market conditions such as sales in

the surrounding areas. The above schedule shows how market conditions & tax rates would affect the amount of

property tax due through 2016-17 based on the overall trends of the District.


Impact of Budget on Taxpayers

$1,000

$1,500

$2,000

$2,500

$3,000

$3,500

$4,000

2012-13 2013-14 2014-15 2015-16 2016-17

Property Tax Due

266

Real Property Personal Property Total Ratio of Total

Year Ended Total Assessed Assessed Assessed Assessed to Total

August 31 Market Value Actual Value Actual Value Actual Value Estimated Actual

2008 19,396,354,088 14,307,456,672 2,279,525,812 16,586,982,484 100.0%

2009 21,608,273,418 15,870,725,985 2,484,819,977 18,355,545,962 100.0%

2010 22,991,662,878 17,018,008,478 2,668,225,173 19,686,233,651 100.0%

2011 23,991,799,971 17,781,737,609 2,491,250,011 20,272,987,620 100.0%

2012 24,686,808,151 18,323,816,339 2,666,526,120 20,990,342,459 100.0%

2013 26,050,843,481 19,138,270,459 2,871,709,597 22,009,980,056 100.0%

2014 28,246,187,070 20,648,910,108 3,259,961,347 23,908,871,455 100.0%

2015 31,782,194,180 23,379,122,531 3,549,427,525 26,928,550,056 100.0%

2016 35,825,808,317 25,996,570,366 3,843,838,691 29,840,409,057 100.0%

2017 38,424,242,936 28,494,152,908 3,929,145,415 32,423,298,323 100.0%

Determining Assessed Value:

The market approach to value is based on sales prices of similar properties. It compares the property being appraised to similar properties that have

recently sold and then adjusts the comparable properties differences between them and the property being appraised.

The income approach is based on income and expense data and is used to determine the present worth of future benefits. It seeks to determine what

an investor would pay now for a future revenue stream anticipated to be received from the property.

The cost approach is based on what it would it cost to replace the building (improvement) with one of equal utility. Depreciation is applied and the

estimate is added to the land value.


Assessed and Estimated Value of Taxable Properties

Last Ten Fiscal Years

Montgomery Country Appraisal District determines the value of all taxable property within the county boundaries. Tax Code Section 25.18 requires

appraisal districts to reappraise all property in its jurisdiction at least once every three years. Tax Code Section 23.01 requires that appraisal districts

comply with the Uniform Standards of Professional Appraisal Practice if mass appraisal is used and that the same appraisal methods and techniques be

used in appraising the same or similar kinds of property. Individual characteristics that affect the property's market value must be evaluated in determining

the property's market value.

Before appraisals begin, Montgomery Country Appraisal District compiles a list of taxable property. The list contains a description and the name and

address of the owner for each property. In a mass appraisal, the appraisal district then classifies properties according to a variety of factors, such as size,

use and construction type. Using data from recent property sales, the appraisal district appraises the value of typical properties in each class. Taking into

account differences such as age or location, the appraisal district uses typical property values to appraise all the properties in each class.

Three common approaches that the appraisal district may use in appraising property are the sales comparison (market) approach, the income approach

and the cost approach.

267

Fiscal Year Current Percent Delinquent Total

Ended Tax of Levy Tax Tax

August 31, Tax Rateª Tax Levy Collections Collected Collections Collections

2007 1.5900 230,983,780 228,802,072 99.1% 2,657,451 231,459,523

2008 1.2400 201,971,250 199,992,815 99.0% 3,083,768 203,076,583

2009 1.2700 233,321,671 230,631,076 98.8% 2,584,330 233,215,406

2010 1.2850 253,535,631 250,811,874 98.9% 1,456,066 252,267,940

2011 1.2950 262,177,711 259,312,291 98.9% 1,600,590 260,912,881

2012 1.2950 271,586,936 269,231,387 99.1% 2,402,018 271,633,405

2013 1.2900 283,604,775 281,471,393 99.2% 2,044,470 283,515,863

2014 1.2850 306,032,828 303,640,582 99.2% 1,655,510 305,296,092

2015 1.2800 342,333,079 340,022,635 99.3% 2,151,240 342,173,875

2016 1.2800 378,256,391 375,151,982 99.2% 1,948,425 377,100,407

2017 1.2800 415,018,219 411,874,912 99.2% 2,495,668 414,370,580

ª Per $100 of assessed value


Property Tax Rates, Levies, and Collections

Last Ten Fiscal Years and 2017 Projected

268

09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17

EE 221 226 251 238 212 241 236 279

Pre-K 1,331 1,388 1,423 1,456 1,385 1,319 1,308 1,308

Kindergarten 3,749 3,841 3,865 3,992 4,048 4,186 4,151 4,211

Grade 1 4,019 4,137 4,171 4,178 4,378 4,445 4,606 4,466

Grade 2 3,946 4,040 4,050 4,214 4,207 4,384 4,531 4,706

Grade 3 3,874 4,049 4,144 4,141 4,244 4,263 4,549 4,652

Grade 4 3,763 3,906 4,092 4,126 4,160 4,317 4,373 4,595

Elementary 20,903 21,587 21,996 22,345 22,634 23,155 23,754 24,217

Grade 5 3,773 3,897 4,021 4,130 4,188 4,293 4,467 4,528

Grade 6 3,602 3,827 3,916 4,022 4,138 4,207 4,372 4,414

Intermediate 7,375 7,724 7,937 8,152 8,326 8,500 8,839 8,942

Grade 7 3,630 3,770 4,075 4,122 4,193 4,324 4,425 4,555

Grade 8 3,782 3,702 3,811 4,092 4,241 4,313 4,495 4,607

Junior High 7,412 7,472 7,886 8,214 8,434 8,637 8,920 9,162

Grade 9 4,009 4,176 4,162 4,231 4,329 4,505 4,584 4,579

Grade 10 3,685 3,713 3,894 3,890 4,061 4,310 4,475 4,433

Grade 11 3,117 3,389 3,496 3,711 3,659 3,728 4,018 4,429

Grade 12 3,128 3,109 3,293 3,391 3,566 3,557 3,649 3,877

High School 13,939 14,387 14,845 15,223 15,615 16,100 16,726 17,318

Total 49,629 51,170 52,664 53,934 55,009 56,392 58,239 59,639

Increase from Prior Yr. 1,633 1,541 1,494 1,270 1,075 1,383 1,847 1,400

ADA 46,280 47,883 49,498 50,465 51,830 52,727 54,147 56,061

17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25

EE 262 268 274 280 286 292 298 304

Pre-K 1,548 1,584 1,619 1,655 1,690 1,726 1,761 1,797

Kindergarten 4,492 4,595 4,698 4,801 4,904 5,007 5,110 5,213

Grade 1 4,832 4,943 5,054 5,165 5,276 5,387 5,497 5,608

Grade 2 4,741 4,850 4,958 5,067 5,176 5,284 5,393 5,502

Grade 3 4,735 4,844 4,952 5,061 5,170 5,278 5,387 5,495

Grade 4 4,657 4,764 4,871 4,978 5,085 5,191 5,298 5,405

Elementary 25,268 25,847 26,427 27,007 27,586 28,166 28,745 29,325

Grade 5 4,660 4,767 4,874 4,980 5,087 5,194 5,301 5,408

Grade 6 4,564 4,669 4,773 4,878 4,983 5,087 5,192 5,297

Intermediate 9,224 9,435 9,647 9,858 10,070 10,281 10,493 10,705

Grade 7 4,643 4,749 4,856 4,962 5,069 5,175 5,282 5,388

Grade 8 4,592 4,697 4,802 4,908 5,013 5,118 5,223 5,329

Junior High 9,234 9,446 9,658 9,870 10,081 10,293 10,505 10,717

Grade 9 4,846 4,957 5,069 5,180 5,291 5,402 5,513 5,624

Grade 10 4,534 4,638 4,742 4,846 4,950 5,054 5,158 5,262

Grade 11 4,100 4,194 4,288 4,382 4,476 4,570 4,664 4,758

Grade 12 3,832 3,920 4,008 4,096 4,184 4,272 4,360 4,448

High School 17,313 17,710 18,107 18,505 18,902 19,299 19,696 20,093

Total 61,039 62,439 63,839 65,239 66,639 68,039 69,439 70,839

Increase from Prior Yr. 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400

ADA 57,377 58,693 60,009 61,325 62,641 63,957 65,273 66,589


Financial Projections: Enrollment

269

2016-17 2017-18 2018-19 2019-20

Proposed Projected Projected Projected

Revenues

Local sources 57,030$ -$ -$ -$

Total Revenues 57,030 - - -

Expenditures

81 Facilities Acquisition and Construction

6600 Capital outlay 192,659,698 163,226,272 40,657,532 -

Total Function 81 192,659,698 163,226,272 40,657,532 -

Revenues Over

(Under) Expenditures (192,602,668) (163,226,272) (40,657,532) -


General Obligation Bond Proceeds 148,116,196 163,226,272 40,657,532 -

Total Other Financing

Sources (Uses) 148,116,196 163,226,272 40,657,532 -


Over (Under) Expenditures (44,486,472) - - -

Fund Balances, beginning 117,274,223 72,787,751.00 72,787,751 72,787,751

Fund Balances, ending 72,787,751$ 72,787,751$ 72,787,751$ 72,787,751$

All capital projects related to the 2015 bond referendum are scheduled to be completed by August 2019.


Revenue and Expenditure Forecasts

Years Ended August 31, 2017 - August 31, 2020

270

2016-17 2017-18 2018-19 2019-20

Proposed Projected Projected Projected

Revenues

Local sources 7,705,214$ 7,859,318 8,016,505 8,176,835

Federal sources 10,294,786 10,346,260 10,397,991 10,449,981

Total Revenues 18,000,000 18,205,578 18,414,496 18,626,816

Expenditures

35 Food Service

6100 Payroll 7,380,000 7,464,287 7,549,943 7,636,995

6200 Purchase and contracted services 1,409,000 1,425,092 1,441,446 1,458,066

6300 Supplies and materials 9,120,000 9,224,160 9,330,011 9,437,587

6400 Other operation expenditures 30,000 30,343 30,691 31,045

6600 Capital outlay 61,000 61,697 62,405 63,125

Total Function 35 18,000,000 18,205,578 18,414,496 18,626,816


Excess Revenues Over

(Under) Expenditures -$ -$ -$ -$

Food Service Fund

Revenue and Expenditure Forecasts

Years Ended August 31, 2017- August 31, 2020

271


272

Informational Section Personnel

Salary Proposals

The Conroe Independent School District (CISD) utilizes the Texas Association of School Boards (TASB)as its compensation consultant. Each year TASB reviews our plan and may make adjustments to allowfor changes in the competitive job market.

The highlights of the pay plan are listed below:

• In establishing the plan, a market study was completed to compare positions in our school district withsimilar positions in surrounding school districts as well as private industry.

• Similar positions are placed in common pay groups based on the knowledge, skills, and effort required.• For each position, there is a midpoint which represents the market rate for the position.

• In 2016-17, salary adjustments were made based on a percentage increase on the midpoint for eachpay group. The percentage increase was 3% all positions.

• If an employee’s current rate of pay was below the midpoint, the percentage increase was higher. If thecurrent rate of pay is higher than the midpoint, the percentage increase is less.

• The goal each year is to make us more competitive with other school districts with whom we competefor employees.

273


Function 2012-13 2013-14 2014-15 2015-16 2016-17

11 Instruction 205,201,892$ 221,511,977$ 239,871,891$ 261,209,026$ 276,637,576$

12 Instructional Resources 3,950,855 4,151,741 4,342,285 4,412,309 4,629,349

13 Curriculum & Instruction 1,290,299 2,090,120 2,960,502 3,490,607 3,349,944

21 Instructional Leadership 1,836,683 2,415,177 2,720,582 3,161,787 3,146,725

23 School Leadership 22,505,372 24,441,663 26,700,541 27,907,219 28,372,613

31 Guidance, Counseling, & Eval. 13,196,485 14,433,823 15,538,727 13,078,201 14,631,846

32 Social Work Services 272,135 309,018 401,340 555,066 551,901

33 Health Services 3,646,174 3,895,344 4,415,789 4,739,299 4,726,815

34 Student Transportation 13,516,453 14,525,470 15,686,305 17,719,302 18,348,114

36 Co-curricular Activities 5,530,581 5,877,420 6,168,393 6,223,534 6,181,056

41 General Administration 4,246,025 4,682,996 5,264,186 5,629,181 5,999,463

51 Plant Maintenance & Operations 17,102,255 19,089,447 19,964,035 22,304,248 22,608,849

52 Security & Monitor Service 3,915,922 4,662,429 5,046,661 5,486,901 5,529,723

53 Data Processing 2,564,248 2,840,875 3,274,108 3,693,589 3,851,780

61 Community Services 4,544 3,720 6,977 1,975 1,000

Total General Fund Payroll

Expenditures 298,779,923$ 324,931,220$ 352,362,322$ 379,612,244$ 398,566,754$

Percentage Increase 5.5% 8.8% 8.4% 7.7% 5.0%


General FundSchedule of Payroll Expenditures by Function

274


Position 12-13 13-14 14-15 15-16 16-17

Administrators 174.0 179.0 185.0 186.0 190.0

Counselors 147.1 149.6 161.6 161.6 164.6

Librarians 57.0 59.0 61.0 61.0 62.0

Manual Trades 858.0 891.0 910.5 925.5 943.5

Nurses 54.2 56.2 59.2 60.2 61.2

Paraprofessionals/Aides 823.5 863.5 886.0 896.5 916.5

Professionals 76.0 86.9 99.9 107.4 111.4

Psych/OTPT Services - Paraprofessional 3.0 3.0 3.0 3.0 3.0

Psych/OTPT Services - Professionals 19.0 19.0 19.0 19.0 19.0

Special Ed - Paraprofessional 20.0 21.0 21.0 29.0 39.0

Special Ed - Professionals 21.8 22.8 22.8 22.8 24.8

Support Personnel 87.0 94.0 95.0 98.0 100.0

Teachers 3,057.1 3,157.6 3,264.1 3,358.6 3,447.6

Totals 5,397.7 5,602.6 5,788.1 5,928.6 6,082.6

Percentage Change 2.05% 3.80% 3.31% 2.43% 2.60%


Position Counts by Year(General Fund only)

275

Deputy Deputy

Supt. Supt. Financial Supt./ 16-17

Position Schools Operations Services Board Legal Security Campuses Total

Administrators - 1.5 - 1.0 1.0 - 186.5 190.0

Counselors 15.5 - - - - - 149.1 164.6

Librarians - - - - - - 62.0 62.0

Manual Trades - 943.5 - - - - - 943.5

Nurses 2.0 - - - - - 59.2 61.2

Paraprofessionals/Aides 40.5 57.1 19.0 2.0 1.5 1.0 795.4 916.5

Professionals 49.0 45.4 14.0 2.0 - 1.0 - 111.4

Psych/OTPT Services - Paraprof. 3.0 - - - - - - 3.0

Psych/OTPT Services - Prof. 19.0 - - - - - - 19.0

Special Ed - Paraprofessional 39.0 - - - - - - 39.0

Special Ed - Professionals 24.8 - - - - - - 24.8

Support Personnel - 6.0 12.0 - - 82.0 - 100.0

Teachers 47.5 - - - - - 3,400.1 3,447.6

Totals 240.3 1,053.5 45.0 5.0 2.5 84.0 4,652.3 6,082.6

Percentage of Total 3.95% 17.32% 0.74% 0.08% 0.04% 1.38% 76.49% 100.00%


Budgeted Position Counts by Division and in Total(General Fund only)

4%

17%

1%

77%

1%

Position Counts by Division

Dep Supt Schools

Dep Supt Operations

Security

Campuses

Other

0

25

50

75

100

125

150

175

200

11-12 12-13 13-14 14-15 15-16 16-17

Financial Operations CampususInstruction SecurityOther

500

1000

1500

2000

2500

3000

3500

4000

4500

5000

Position Counts by Year

276

Years Bachelor's

Experience Degree

0 51,500 Master's Degree:

1 51,700 The salary scale for teachers with a master's degree is

2 51,975 based on the bachelor's degree scale noted here, plus

3 52,415 a stipend of $1,800 per year.

4 52,795

5 53,170

6 53,395 Doctorate Degree:

7 53,695 The salary scale for teachers with a doctorate degree

8 53,995 (degree must be in the subject area taught and received

9 54,395 from an accredited university) is based on the bachelor's

10 54,895 degree scale noted here, plus a stipend of $3,600

11 55,395 per year.

12 55,895

13 56,395

14 56,895

15 57,395

16 57,895

17 58,395

18 58,895

19 59,395

20 59,995

21 60,495

22 60,995

23 61,495

24 61,895

25+ 62,295

*Creditable years of experience as of September 1, 2016

Salary schedules are developed for one year only. Future salaries cannot be predicted from this schedule.

certification, who are assigned to a bilingual

classroom, is based on the bachelor's degree scale

noted here, plus a stipend of $4,000 per year.


Teachers, Librarians, Nurses and ARD Facilitators Salary Scale

2016-2017 School Year Only

Hiring Schedule

Bilingual Certification

The salary scale for teachers with Texas bilingual

277

STAFFING FORMULAS Elementary & Intermediate School Pupil - Teacher Ratio Formula

2016-2017 School Year Regular Education Allocations

Grade(s) Staffing Ratio Pre K 22:1 K-4 22:1 5-6 26:1

Position Number of Staff Members Enrollment Principal 1 NA

Assistant Principal 1 Up to 849 2 850 to 1,199 3 1,200 or Above

Counselor (Elementary) 1 NA Counselor (Intermediate) 1 Up to 999

2 1,000 or Above

Librarian 1 NA Nurse 1 NA Nurse’s Aide .5 750 to 999

1 1,000 or Above

Principal’s Secretary 1 NA Attendance Clerk 1 NA

Clerical/Instructional Aides 3 Up to 649 4 650 to 799 5 800 to 999 6 1,000 or Above

Bilingual Instructional Aides 1 Up to 199 2 200 to 349 3 350 or Above

Art (Elementary) 1 Up to 849 2 850 or Above

Art (Intermediate) 2 Up to 1,199 3 1,200 or Above

Physical Education 1 Up to 749 2 750 to 1,049 3 (Intermediate only) 1,050 or Above

Music 1 NA

Band (Intermediate) 1 Up to 199 2 200 to 299 3 300 to 599 4 600 or Above

Orchestra (Intermediate) 1 NA Orchestra Aide 1 150 or Above

Fine Arts (Intermediate) 1 1,050 to 1,249 2 1,250 or Above

Special Education, Title I, and Compensatory Education teachers and aides are not included in the allocations.

278

STAFFING FORMULASJunior High School Pupil – Teacher Ratio Formula


Regular Education Allocations

The initial allocation is based on a teacher pupil ratio of 22:1. Bonus units may be given toprovide for unusual scheduling problems.

Position

Principal

Assistant Principals

Counselors

*AP or Counselor

Band DirectorAssistant Band Director

Choir Director

Orchestra

Librarian

Dyslexia Teacher/504

NurseNurses Aide

Clerical AidesPrincipal’s SecretaryA/P SecretaryCounselor’s SecretaryAttendance ClerkReceptionistISS AideTechnology TechAdd’l Aides(including Library Aide)

Student Success Teacher

Number of Staff Members

1

23

23

1

11

1

1

1

.5

1.51

111111124567

1

Enrollment

N/A

Up to 1,4991,500 or Above

Up to 1,4991,500 or Above

1,200 or Above

N/A150 or Above

N/A

N/A

N/A

N/A

N/A750 to 9991,000 or Above

N/AN/AN/AN/AN/AN/AN/AUp to 899900 to 1,0991,100 to 1,4991,500 to 1,9992,000 and above

N/A

*Note: Campuses may have either an Assistant Principal or a Counselor when enrollmentreaches 1,200.

Special Education and Compensatory Education teachers and aides are not included in theallocations.

279

STAFFING FORMULASNinth Grade Campus – Teacher Ratio Formula


Regular Education Allocations

The initial allocation is based on a teacher pupil ration of 22:1. Bonus units may be given to provide for unusual scheduling problems.

Position Number of Staff Members Enrollment

Principal 1 N/A

Assistant Principals 2 Up to 1,499 3 1,500 or Above

Counselors 2 Up to 1,499

Assistant Band Director 1

Choir Director 1 N/A

Dyslexia Teacher/504 .5 N/A

ESL Teacher 1 Athletic Trainer 1

Librarian 1 N/A

Nurse 1 N/A Nurses’ Aide .5 750 to 999

1 1,000 or Above Clerical Aides Principal’s Secretary 1 N/A A/P Secretary 1 N/A Counselor’s Secretary 1 N/A Attendance Clerk 1 N/A Receptionist 1 N/A ISS Aide 1 N/A Technology Tech 1 N/A Add’l Aides (including Library Aide) 2 Up to 749

3 750 to 1,099 4 1,100 or Above

Note: Special Education and Compensatory Education teachers and aides are not included in the allocations.

280

STAFFING FORMULASHigh School Pupil – Teacher Ratio Formula

2016-2017 School Year Regular Education Allocations

The initial allocation is based on a teacher pupil ratio of 22:1. Bonus units may be given to provide forunusual scheduling problems.Position

PrincipalAssociate Principals Assistant Principals

Counselors

Band DirectorAssistant Band Director

Choir DirectorAccompanist

Athletic DirectorAthletic Trainers

Orchestra

Librarian

Library Aide

Dyslexia/504

NurseNurses Aide

Clerical AidesPrincipal’s SecretaryAssoc & A/P SecretaryCounselor’s SecretaryAthletic SecretaryAttendance ClerkBudget ClerkActivity Fund SecretaryReceptionistRegistrarTextbookISS AideTechnology TechAdd’l Aides

Number of Staff Members

12234567

56789

10

11

11

12

1

12

1

.5

11

1311111111113456789

10

Enrollment

N/AN/AUp to 9991,000 to 1,4991,500 to 1,9992,000 to 2,4992,500 to 2,9993,000 to 3,499

Up to 9991,000 to 1,4991,500 to 1,9992,000 to 2,4992,500 to 2,9993,000 to 3,499

N/AN/A

N/AN/A

N/A

N/A2,000 or Above

N/A

N/A

N/AN/A

N/AN/AN/AN/AN/AN/AN/AN/AN/AN/AN/AN/AUp to 1,1991,200 to 1,3991,400 to 1,5991,600 to 1,7991,800 to 1,9992,000 to 2,1992,200 to 2,4992,500 or Above

Special Education and Compensatory Education teachers and aides are not included in the allocations.

281


282

Informational Section Performance Measures

CCoonnrrooee IInnddeeppeennddeenntt SSCChhooooll ddIISSttrrIICCtt

AAnnnnuuAAll AACCCCoouunnttAAbbIIllIIttyy SSuummmmAArrIIeeSS

Executive Summary

The success of CISD is attributable to the collective and shared work of its teachers, students,administrators, support staff, and parents. CISD is committed to its vision that all students willgraduate with competence and confidence.

The District continues to grow in both enrollment and diversity, steadily adding more than athousand students each year. The ethnic makeup of the District continues to diversify with theaddition of more students who identify as Hispanic, African-American, or with two or more races.

Texas developed a new accountability system in 2013. The accountability system assignsratings that designate acceptable and unacceptable performance for campuses and districts.Districts and campuses are assigned a rating that is based on meeting a target for eachperformance index.

Met Standard. Acceptable rating assigned to districts and campuses that meet the target on allindexes for which it has performance data in 2016. This rating applies to campuses servinggrades prekindergarten (PK) through 12 (including campuses with assessment data due topairing).

Met Alternative Standard. Acceptable rating assigned to charter operators and alternativeeducation campuses (AECs) that are evaluated by alternative education accountability (AEA)provisions and meet modified targets on all performance indexes for which they haveperformance data in 2016.

Improvement Required. Unacceptable rating assigned to districts, campuses, charteroperators, and alternative education campuses (AECs) that miss the target on one or moreperformance indexes.

Not Rated. Indicates that a district or campus is not rated for one of the following reasons:

• The district or campus serves only students enrolled in Early Education (EE);

• The district or campus has no data in the accountability subset;

• The district or campus has insufficient data to rate through Small Numbers Analysis;

• The campus is a Juvenile Justice Alternative Education Program (JJAEP);

• The campus is a Disciplinary Alternative Education Program (DAEP);

• The campus is a residential facility;

• The district operates only residential facilities; or

• The district or campus faces unusual circumstances

Committed to Excellence

283

TEXAS EDUCATION AGENCY2016 Accountability Summary

CONROE ISD (170902)

Accountability Rating

Met Standard

Met Standards on Did Not Meet Standards on

- Student Achievement - NONE

- Student Progress

- Closing Performance Gaps

- Postsecondary Readiness

In 2016, to receive a Met Standard or Met Alternative Standard rating, districts and campuses must meet targets onthree indexes: Index 1 or Index 2 and Index 3 and Index 4.

Performance Index Report

0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=22)

Index 3

ClosingPerformance Gaps(Target Score=28)

Index 4

PostsecondaryReadiness

(Target Score=60)

85 42 46 80

Performance Index Summary

IndexPoints

EarnedMaximum

PointsIndexScore

1 - Student Achievement 80,346 94,180 852 - Student Progress 847 2,000 423 - Closing Performance Gaps 1,392 3,000 464 - Postsecondary Readiness

STAAR Score 15.5

Graduation Rate Score 23.9

Graduation Plan Score 22.4

Postsecondary Component Score 18.6 80

Distinction Designation

Postsecondary Readiness

Percent of Eligible Measures in Top Quartile31 out of 93 = 33%

NO DISTINCTION EARNED

System Safeguards

Number and Percentage of Indicators Met

Performance Rates 45 out of 52 = 87%

Participation Rates 22 out of 22 = 100%

Graduation Rates 9 out of 9 = 100%

Met Federal Limits onAlternative Assessments 1 out of 1 = 100%

Total 77 out of 84 = 92%

For further information about this report, please see the Performance Reporting Division website at https://rptsvr1.tea.texas.gov/perfreport/account/2016/index.html

284

TEXAS EDUCATION AGENCY2016 Accountability SummaryCONROE H S (170902001) - CONROE ISD


Met Standard



- Student Progress



In 2016, to receive a Met Standard or Met Alternative Standard rating, districts and campusesmust meet targets on three indexes: Index 1 or Index 2 and Index 3 and Index 4.


0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=17)

Index 3


Index 4


(Target Score=60)

77 23 45 78


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 15.0





Academic Achievement in ELA/Reading


Academic Achievement in Mathematics


Academic Achievement in Science

DISTINCTION EARNED

Academic Achievement in Social Studies


Top 25 Percent Student Progress


Top 25 Percent Closing Performance Gaps




Campus Demographics

Campus Type High School

Campus Size 3,604 Students

Grade Span 09 - 12

Percent EconomicallyDisadvantaged 56.7

Percent English LanguageLearners 9.1

Mobility Rate 16.5

System SafeguardsNumber and Percentage of Indicators Met






TEA Division of Performance Reporting Page 1 September 2016

285

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Rectangle


HAUKE ALTER ED (170902002) - CONROE ISD


Met Alternative Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=35)

Index 2

StudentProgress

(Target Score=8)

Index 3


Index 4


(Target Score=33)

58 30 30 100


IndexPoints

EarnedMaximum

PointsIndexScore

1 - Student Achievement 115 198 582 - Student Progress 59 200 303 - Closing Performance Gaps 242 800 304 - Postsecondary Readiness

STAAR Score 5.2


Graduation Plan Score N/A

Postsecondary Component Score N/A 100*

* Includes bonus points that may have been added to the Index 4 Score.



NOT ELIGIBLE


NOT ELIGIBLE


NOT ELIGIBLE


NOT ELIGIBLE


NOT ELIGIBLE


NOT ELIGIBLE


NOT ELIGIBLE

Campus Demographics


Campus Size 127 Students

Grade Span 08 - 12



Mobility Rate 63.1








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THE WOODLANDS H S (170902003) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=17)

Index 3


Index 4


(Target Score=60)

94 31 63 89


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 21.1






DISTINCTION EARNED


DISTINCTION EARNED


DISTINCTION EARNED


DISTINCTION EARNED




DISTINCTION EARNED


DISTINCTION EARNED

Campus Demographics



Grade Span 09 - 12



Mobility Rate 7.1








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OAK RIDGE H S (170902005) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=17)

Index 3


Index 4


(Target Score=60)

89 33 53 82


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 18.4














DISTINCTION EARNED





Campus Demographics



Grade Span 09 - 12



Mobility Rate 11.3








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JJAEP (170902010) - CONROE ISD


Not Rated


- NONE - NONE



0

25

50

75

100

Index 1

StudentAchievement

Index 2

StudentProgress

Index 3

ClosingPerformance Gaps

Index 4


N/A N/A N/A N/A


IndexPoints

EarnedMaximum

PointsIndexScore

1 - Student Achievement N/A N/A N/A2 - Student Progress N/A N/A N/A3 - Closing Performance Gaps N/A N/A N/A4 - Postsecondary Readiness

STAAR Score N/A

Graduation Rate Score N/A


Postsecondary Component Score N/A N/A



NOT ELIGIBLE


NOT ELIGIBLE


NOT ELIGIBLE


NOT ELIGIBLE


NOT ELIGIBLE


NOT ELIGIBLE


NOT ELIGIBLE

Campus Demographics



Grade Span 07 - 12



Mobility Rate 97.1


Performance Rates N/A

Participation Rates N/A

Graduation Rates N/A

Total N/A



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CANEY CREEK H S (170902011) - CONROE ISD


Met Standard


- Student Achievement - Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=17)

Index 3


Index 4


(Target Score=60)

69 16 41 76


IndexPoints

EarnedMaximum

PointsIndexScore

1 - Student Achievement 2,037 2,964 692 - Student Progress 159 1,000 163 - Closing Performance Gaps 660 1,600 414 - Postsecondary Readiness

STAAR Score 11.6












DISTINCTION EARNED







Campus Demographics



Grade Span 09 - 12



Mobility Rate 19.4








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COLLEGE PARK H S (170902014) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=17)

Index 3


Index 4


(Target Score=60)

92 33 58 88


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 20.5






DISTINCTION EARNED


DISTINCTION EARNED


DISTINCTION EARNED


DISTINCTION EARNED




DISTINCTION EARNED



Campus Demographics



Grade Span 09 - 12



Mobility Rate 9.8








291

rbatalla

Rectangle


PEET J H (170902041) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=30)

Index 3


Index 4


(Target Score=13)

77 44 37 53


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 52.8



Postsecondary Component Score N/A 53





DISTINCTION EARNED






DISTINCTION EARNED




DISTINCTION EARNED

Campus Demographics

Campus Type Middle School


Grade Span 07 - 08



Mobility Rate 15.2








292

rbatalla

Rectangle


WASHINGTON J H (170902043) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=30)

Index 3


Index 4


(Target Score=13)

72 39 41 41


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 41.0






DISTINCTION EARNED








DISTINCTION EARNED


DISTINCTION EARNED


DISTINCTION EARNED

Campus Demographics



Grade Span 07 - 08



Mobility Rate 13.8








293

rbatalla

Rectangle


WILKERSON INT (170902045) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=30)

Index 3


Index 4


(Target Score=13)

83 41 43 47


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 46.6










DISTINCTION EARNED


NOT ELIGIBLE







Campus Demographics



Grade Span 05 - 06



Mobility Rate 11.9








294

rbatalla

Rectangle


KNOX J H (170902046) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=30)

Index 3


Index 4


(Target Score=13)

90 47 49 73


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 72.8








DISTINCTION EARNED






DISTINCTION EARNED




DISTINCTION EARNED

Campus Demographics



Grade Span 07 - 08



Mobility Rate 11.1








295

rbatalla

Rectangle


YORK J H (170902049) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=30)

Index 3


Index 4


(Target Score=13)

86 43 49 61


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 61.0



















Campus Demographics



Grade Span 07 - 08



Mobility Rate 8.3








296

rbatalla

Rectangle

TEXAS EDUCATION AGENCY2016 Accountability SummaryCOLLINS INT (170902050) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=30)

Index 3


Index 4


(Target Score=13)

98 57 71 82


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 82.0






DISTINCTION EARNED


DISTINCTION EARNED


DISTINCTION EARNED


NOT ELIGIBLE


DISTINCTION EARNED


DISTINCTION EARNED


DISTINCTION EARNED

Campus Demographics



Grade Span 05 - 06



Mobility Rate 6.0








297

rbatalla

Rectangle


MOORHEAD J H (170902051) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=30)

Index 3


Index 4


(Target Score=13)

73 40 40 37


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 37.0














DISTINCTION EARNED


DISTINCTION EARNED



Campus Demographics



Grade Span 07 - 08



Mobility Rate 14.5








298

rbatalla

Rectangle


MCCULLOUGH J H (170902053) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=30)

Index 3


Index 4


(Target Score=13)

96 50 59 83


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 83.3














DISTINCTION EARNED


DISTINCTION EARNED


DISTINCTION EARNED

Campus Demographics



Grade Span 07 - 08



Mobility Rate 6.3








299

rbatalla

Rectangle


IRONS J H (170902054) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=30)

Index 3


Index 4


(Target Score=13)

88 44 48 62


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 61.7














DISTINCTION EARNED


DISTINCTION EARNED


DISTINCTION EARNED

Campus Demographics



Grade Span 07 - 08



Mobility Rate 11.5








300

rbatalla

Rectangle

TEXAS EDUCATION AGENCY2016 Accountability SummaryMITCHELL INT (170902067) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=30)

Index 3


Index 4


(Target Score=13)

96 49 61 69


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 69.0






DISTINCTION EARNED




NOT ELIGIBLE


NOT ELIGIBLE


DISTINCTION EARNED





Campus Demographics



Grade Span 05 - 06



Mobility Rate 5.9








301

rbatalla

Rectangle


GRANGERLAND INT (170902068) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=30)

Index 3


Index 4


(Target Score=13)

71 36 38 25


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 24.7










DISTINCTION EARNED


NOT ELIGIBLE







Campus Demographics



Grade Span 05 - 06



Mobility Rate 13.6








302

rbatalla

Rectangle


VOGEL INT (170902069) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=30)

Index 3


Index 4


(Target Score=13)

87 45 47 48


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 48.3










DISTINCTION EARNED


NOT ELIGIBLE


DISTINCTION EARNED





Campus Demographics



Grade Span 05 - 06



Mobility Rate 10.3








303

rbatalla

Rectangle


TRAVIS INT (170902070) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=30)

Index 3


Index 4


(Target Score=13)

72 44 38 26


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 26.0






DISTINCTION EARNED


DISTINCTION EARNED


DISTINCTION EARNED


NOT ELIGIBLE


DISTINCTION EARNED





Campus Demographics



Grade Span 05 - 06



Mobility Rate 16.2








304

rbatalla

Rectangle


TOUGH EL (170902071) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

97 56 69 86


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 85.5












NOT ELIGIBLE




DISTINCTION EARNED


DISTINCTION EARNED

Campus Demographics

Campus Type Elementary


Grade Span KG - 06



Mobility Rate 8.1








305

rbatalla

Rectangle


CRYAR INTERMEDIATE (170902073) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=30)

Index 3


Index 4


(Target Score=13)

83 38 43 36


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 36.3










DISTINCTION EARNED


NOT ELIGIBLE






DISTINCTION EARNED

Campus Demographics



Grade Span 05 - 06



Mobility Rate 16.1








306

rbatalla

Rectangle

TEXAS EDUCATION AGENCY2016 Accountability SummaryDERETCHIN EL (170902074) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

98 58 72 79


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 79.0






DISTINCTION EARNED


DISTINCTION EARNED


DISTINCTION EARNED


NOT ELIGIBLE


DISTINCTION EARNED


DISTINCTION EARNED


DISTINCTION EARNED

Campus Demographics



Grade Span EE - 06



Mobility Rate 8.0








307

rbatalla

Rectangle


COX INT (170902077) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=30)

Index 3


Index 4


(Target Score=13)

93 43 53 59


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 59.2










DISTINCTION EARNED


NOT ELIGIBLE







Campus Demographics



Grade Span 05 - 06



Mobility Rate 6.9








308

rbatalla

Rectangle

TEXAS EDUCATION AGENCY2016 Accountability SummaryBOZMAN INT (170902078) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=30)

Index 3


Index 4


(Target Score=13)

84 39 46 37


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 37.0






DISTINCTION EARNED


DISTINCTION EARNED


DISTINCTION EARNED


NOT ELIGIBLE




DISTINCTION EARNED


DISTINCTION EARNED

Campus Demographics



Grade Span 05 - 06



Mobility Rate 11.6








309

rbatalla

Rectangle

TEXAS EDUCATION AGENCY2016 Accountability SummaryANDERSON EL (170902101) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

86 45 56 51


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 51.0






DISTINCTION EARNED


DISTINCTION EARNED


NOT ELIGIBLE


NOT ELIGIBLE


DISTINCTION EARNED


DISTINCTION EARNED


DISTINCTION EARNED

Campus Demographics



Grade Span EE - 04



Mobility Rate 12.1








310

rbatalla

Rectangle


AUSTIN EL (170902102) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

67 38 39 23


IndexPoints

EarnedMaximum

PointsIndexScore

1 - Student Achievement 486 721 672 - Student Progress 381 1,000 383 - Closing Performance Gaps 462 1,200 394 - Postsecondary Readiness

STAAR Score 23.0










NOT ELIGIBLE


NOT ELIGIBLE







Campus Demographics



Grade Span EE - 04



Mobility Rate 17.1








311

rbatalla

Rectangle


RUNYAN EL (170902103) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

71 37 43 38


IndexPoints

EarnedMaximum

PointsIndexScore

1 - Student Achievement 416 585 712 - Student Progress 369 1,000 373 - Closing Performance Gaps 259 600 434 - Postsecondary Readiness

STAAR Score 37.7








DISTINCTION EARNED


NOT ELIGIBLE


NOT ELIGIBLE






DISTINCTION EARNED

Campus Demographics



Grade Span EE - 04



Mobility Rate 16.8








312

rbatalla

Rectangle

TEXAS EDUCATION AGENCY2016 Accountability SummaryHOUSTON EL (170902104) - CONROE ISD


Improvement Required


- Closing Performance Gaps - Student Achievement

- Postsecondary Readiness - Student Progress



0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

57 27 28 15


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 14.7










NOT ELIGIBLE


NOT ELIGIBLE







Campus Demographics



Grade Span PK - 04



Mobility Rate 22.2








313

rbatalla

Rectangle


MILAM EL (170902105) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

67 34 37 29


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 28.7










NOT ELIGIBLE


NOT ELIGIBLE







Campus Demographics



Grade Span EE - 04



Mobility Rate 15.2








314

rbatalla

Rectangle


CREIGHTON EL (170902106) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

68 37 38 27


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 26.7










NOT ELIGIBLE


NOT ELIGIBLE







Campus Demographics



Grade Span PK - 04



Mobility Rate 17.3








315

rbatalla

Rectangle


ARMSTRONG EL (170902107) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

70 40 41 30


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 30.0










NOT ELIGIBLE


NOT ELIGIBLE







Campus Demographics



Grade Span PK - 04



Mobility Rate 17.6








316

rbatalla

Rectangle


LAMAR EL (170902108) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

87 49 50 55


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 54.7






DISTINCTION EARNED




NOT ELIGIBLE


NOT ELIGIBLE


DISTINCTION EARNED




DISTINCTION EARNED

Campus Demographics



Grade Span PK - 04



Mobility Rate 20.4








317

rbatalla

Rectangle

TEXAS EDUCATION AGENCY2016 Accountability SummaryOAK RIDGE EL (170902109) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

89 34 53 51


IndexPoints

EarnedMaximum

PointsIndexScore

1 - Student Achievement 436 492 892 - Student Progress 201 600 343 - Closing Performance Gaps 636 1,200 534 - Postsecondary Readiness

STAAR Score 50.7










NOT ELIGIBLE


NOT ELIGIBLE




DISTINCTION EARNED



Campus Demographics



Grade Span PK - 04



Mobility Rate 13.0








318

rbatalla

Rectangle


HOUSER EL (170902111) - CONROE ISD


Met Standard







0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

73 31 40 36


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 35.5










NOT ELIGIBLE


NOT ELIGIBLE







Campus Demographics



Grade Span EE - 04



Mobility Rate 13.8








319

rbatalla

Rectangle


FORD EL (170902112) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

84 45 52 43


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 43.3










NOT ELIGIBLE


NOT ELIGIBLE




DISTINCTION EARNED



Campus Demographics



Grade Span PK - 04



Mobility Rate 19.7








320

rbatalla

Rectangle


HAILEY EL (170902113) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

86 39 50 46


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 46.3






DISTINCTION EARNED


DISTINCTION EARNED


NOT ELIGIBLE


NOT ELIGIBLE




DISTINCTION EARNED


DISTINCTION EARNED

Campus Demographics



Grade Span PK - 04



Mobility Rate 18.5








321

rbatalla

Rectangle


RICE EL (170902114) - CONROE ISD


Met Standard







0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

74 30 43 29


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 28.8










NOT ELIGIBLE


NOT ELIGIBLE







Campus Demographics



Grade Span PK - 04



Mobility Rate 23.6








322

rbatalla

Rectangle


SAN JACINTO EL (170902115) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

71 37 42 34


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 34.0










NOT ELIGIBLE


NOT ELIGIBLE







Campus Demographics



Grade Span PK - 04



Mobility Rate 20.3








323

rbatalla

Rectangle

TEXAS EDUCATION AGENCY2016 Accountability SummaryGLEN LOCH EL (170902116) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

85 44 48 49


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 48.7








DISTINCTION EARNED


NOT ELIGIBLE


NOT ELIGIBLE







Campus Demographics



Grade Span EE - 04



Mobility Rate 14.3








324

rbatalla

Rectangle


RIDE EL (170902117) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

92 44 57 74


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 74.0






DISTINCTION EARNED


DISTINCTION EARNED


NOT ELIGIBLE


NOT ELIGIBLE




DISTINCTION EARNED


DISTINCTION EARNED

Campus Demographics



Grade Span KG - 04



Mobility Rate 10.2








325

rbatalla

Rectangle


DAVID EL (170902118) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

94 47 64 76


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 76.3










NOT ELIGIBLE


NOT ELIGIBLE




DISTINCTION EARNED



Campus Demographics



Grade Span KG - 04



Mobility Rate 6.3








326

rbatalla

Rectangle

TEXAS EDUCATION AGENCY2016 Accountability SummaryGIESINGER EL (170902119) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

91 48 49 55


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 55.3










NOT ELIGIBLE


NOT ELIGIBLE







Campus Demographics



Grade Span EE - 04



Mobility Rate 21.0








327

rbatalla

Rectangle

TEXAS EDUCATION AGENCY2016 Accountability SummaryGALATAS EL (170902120) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

96 53 71 86


IndexPoints

EarnedMaximum

PointsIndexScore

1 - Student Achievement 678 705 962 - Student Progress 318 600 533 - Closing Performance Gaps 1,132 1,600 714 - Postsecondary Readiness

STAAR Score 86.0








DISTINCTION EARNED


NOT ELIGIBLE


NOT ELIGIBLE




DISTINCTION EARNED


DISTINCTION EARNED

Campus Demographics



Grade Span KG - 04



Mobility Rate 6.3








328

rbatalla

Rectangle


BUSH EL (170902121) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

96 54 57 74


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 74.0








DISTINCTION EARNED


NOT ELIGIBLE


NOT ELIGIBLE


DISTINCTION EARNED




DISTINCTION EARNED

Campus Demographics



Grade Span EE - 04



Mobility Rate 7.0








329

rbatalla

Rectangle


POWELL EL (170902122) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

95 46 67 74


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 73.7










NOT ELIGIBLE


NOT ELIGIBLE




DISTINCTION EARNED


DISTINCTION EARNED

Campus Demographics



Grade Span EE - 04



Mobility Rate 12.4








330

rbatalla

Rectangle

TEXAS EDUCATION AGENCY2016 Accountability SummaryBUCKALEW EL (170902123) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

98 59 77 84


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 84.0






DISTINCTION EARNED


DISTINCTION EARNED


NOT ELIGIBLE


NOT ELIGIBLE


DISTINCTION EARNED


DISTINCTION EARNED


DISTINCTION EARNED

Campus Demographics



Grade Span KG - 04



Mobility Rate 7.2








331

rbatalla

Rectangle


REAVES EL (170902124) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

83 43 50 38


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 37.8








DISTINCTION EARNED


NOT ELIGIBLE


NOT ELIGIBLE




DISTINCTION EARNED



Campus Demographics



Grade Span PK - 04



Mobility Rate 20.3








332

rbatalla

Rectangle

TEXAS EDUCATION AGENCY2016 Accountability SummaryKAUFMAN EL (170902125) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

92 48 53 62


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 61.7










NOT ELIGIBLE


NOT ELIGIBLE







Campus Demographics



Grade Span KG - 04



Mobility Rate 6.4








333

rbatalla

Rectangle

TEXAS EDUCATION AGENCY2016 Accountability SummaryWILKINSON EL (170902126) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

89 34 50 58


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 57.7










NOT ELIGIBLE


NOT ELIGIBLE






DISTINCTION EARNED

Campus Demographics



Grade Span PK - 04



Mobility Rate 16.5








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BROADWAY EL (170902127) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

91 56 59 58


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 57.8








DISTINCTION EARNED


NOT ELIGIBLE


NOT ELIGIBLE


DISTINCTION EARNED


DISTINCTION EARNED



Campus Demographics



Grade Span PK - 04



Mobility Rate 12.1








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PATTERSON EL (170902128) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

84 43 54 51


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 51.3








DISTINCTION EARNED


NOT ELIGIBLE


NOT ELIGIBLE




DISTINCTION EARNED


DISTINCTION EARNED

Campus Demographics



Grade Span PK - 04



Mobility Rate 20.4








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BIRNHAM WOODS EL (170902129) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

91 48 61 62


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 62.0










NOT ELIGIBLE


NOT ELIGIBLE




DISTINCTION EARNED



Campus Demographics



Grade Span EE - 04



Mobility Rate 7.5








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TEXAS EDUCATION AGENCY2016 Accountability SummarySTEWART EL (170902130) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

89 39 45 48


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 48.0












NOT ELIGIBLE







Campus Demographics



Grade Span PK - 06



Mobility Rate 17.4








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SNYDER EL (170902131) - CONROE ISD


Met Standard



- Student Progress





0

25

50

75

100

Index 1

StudentAchievement

(Target Score=60)

Index 2

StudentProgress

(Target Score=32)

Index 3


Index 4


(Target Score=12)

92 51 60 60


IndexPoints

EarnedMaximum

PointsIndexScore


STAAR Score 60.0








DISTINCTION EARNED


NOT ELIGIBLE


NOT ELIGIBLE


DISTINCTION EARNED


DISTINCTION EARNED



Campus Demographics



Grade Span EE - 04



Mobility Rate 8.8








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JUVENILE DETENTION CTR (170902201) - CONROE ISD


Not Rated


- NONE - NONE



0

25

50

75

100

Index 1

StudentAchievement

Index 2

StudentProgress

Index 3

ClosingPerformance Gaps

Index 4


N/A N/A N/A N/A


IndexPoints

EarnedMaximum

PointsIndexScore

1 - Student Achievement N/A N/A N/A2 - Student Progress N/A N/A N/A3 - Closing Performance Gaps N/A N/A N/A4 - Postsecondary Readiness

STAAR Score N/A



Postsecondary Component Score N/A N/A



NOT ELIGIBLE


NOT ELIGIBLE


NOT ELIGIBLE


NOT ELIGIBLE


NOT ELIGIBLE


NOT ELIGIBLE


NOT ELIGIBLE

Campus Demographics



Grade Span 08 - 11



Mobility Rate 100.0


Performance Rates N/A






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341

Department Performance The 2015-2016 school year resulted in the achievement of goals throughout many District departments. Transportation Conroe ISD’s Transportation Department continued to make improvements to its processes by evaluating and making changes to the District Field Trip Procedures. Changes such as the use of outside vendors, addition of field trip coordinator and updated field trip software and payment process for campuses has helped make the process more efficient and cost effective.

Transportation also completed implementation of new routing and scheduling software. This implementation included finishing building all routes and completing route assignments using new software information. The department evaluated and upgraded multiple personnel positions such as bus drivers, fleet and operations managers as well as improved communication with campuses through transportation leadership. Due to the improved communication there has been shorter response times to Principals and an increase in campus visits to provide more educational material on student transportation policies and practices. Custodial & Maintenance The department continues to look for ways to improve and reduce cost. The department is devoted to researching and adding new technology to cut down on manual processes and man-hours. The use of iPads by all supervisors and most technicians in Custodial and Maintenance, has continued to increased efficiency and the processing of work orders. The improved technology has improved the response to campuses and increased communication with campus personnel regarding their maintenance and custodial needs. The department has improved and expanded the use of Docu-share, an electronic invoice processing software and electronic employee personnel files, to include the addition of automating the electronic submission and approval of the District's facility enhancement forms request. This addition will allow for continued efficiency and cost reduction as well as adding a more efficient process for managing request for campus and department facility improvements. The department has continued to train staff. Management, safety, OSHA, technology, and craft specific training was provided for the maintenance and custodial leaders and employees. In addition, all 6 Coordinators/Assistant Coordinators have achieved Texas Association of School Business Officers (TASBO) certification. This has created a work environment that continues to concentrate on safety and efficiency. This is extremely important, as the Custodial and Maintenance departments completed over 43,300 work orders with more than a 95% being complete and more than 83% completed within seven days of submission in 2015-2016.

342

Child Nutrition Child Nutrition provided quality meals and service to the students of CISD along withimplementing CISD Nutrition Guidelines that exceed Federal requirements. Additionally,the department participated in CISD Health Fair and provided information on healthyeating and weight loss to the community as well as passed out samples and recipes forhummus. To help improve the efficiency of the department new software was purchasedto better manage inventory and food purchases.

The department is constantly looking for ways to improve our staff and operations. A tenhour OSHA training class was provided to all managers to create a safer workplace andkeep safety a top priority. In addition, all managers and employees were certified or re-certified for Food Handlers Card from the Montgomery County Health Department.

343

Year National State District

2011-2012 1010 973 1051

2012-2013 1010 976 1061

2013-2014 1010 971 1064

2014-2015 1006 924 1075

2015-2016 1002 934 1056

Year National State District

2011-2012 21.1 20.8 22.9

2012-2013 20.9 20.9 23.3

2013-2014 21.0 20.9 23.5

2014-2015 21.0 20.9 24.1

2015-2016 20.8 20.6 23.2

ACT Scores

SAT Scores


District PerformanceSAT / ACT Results

(Combined Critical Reading & Math)

920

970

1020

1070

1120

National State District

SAT Scores

2011-2012 2012-2013 2013-2014 2014-2015 2015-2016

20

21

22

23

24

25

National State District

ACT Scores

2011-2012 2012-2013 2013-2014 2014-2015 2015-2016

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Senior Exit Survey Results Class of 2016

1. What area(s) do you plan to pursue immediately after high school?

A. 4 year college 52.6% B. 2year college 26.2% C. Voc/tech school 1.4% D. Work full time 7.5% E. Work part time 6.8%

AB. Apprenticeship >1% AC. Military 3.2% AD. Other 1.9%

2. Gender A. Male 43.8% B. Female 46.7%

3. In which grade did you start working at an after-school job?

a. Ninth 7.9% b. Tenth 20.7% c. Eleventh 26.8% d. Twelfth 18.7% e. Not Applicable 25.9%

4. During my time at ______ High School, I was involved in extracurricular activities such as

sports, fine arts, clubs, etc. A. One year 9% B. Two years 13.3% C. Three years 12.9% D. Four years 52.6% E. Not at all 12.3%

5. My school counselors provided me with accurate and useful information.

A. Strongly agree 29.3% B. Agree 59.3% C. Disagree 9.0% D. Strongly disagree 2.3%

6. The teachers at _____High School made learning exciting and encouraged me to continue

my education. A. Strongly agree 23.0% B. Agree 64.1% C. Disagree 10.4% D. Strongly disagree 2.5%

345

7. I had enough elective choices to allow me to explore different career opportunities.A. Strongly agree 28.0% B. Agree 55.9% C. Disagree 13.3% D. Strongly disagree 2.7%

8. I believe that I will be able to find a job that will support me.A. Strongly agree 53.4% B. Agree 43.8% C. Disagree 2% D. Strongly disagree >1%

9. I experienced significant harassment from other students.A. Strongly agree 4.2% B. Agree 11.7% C. Disagree 45.0% D. Strongly disagree 39.0%

10. My teachers held high standards and required quality workA. Strongly agree 30.2% B. Agree 61.6% C. Disagree 6.4% D. Strongly disagree 1.8%

11. I had the opportunity to take higher level and more challenging courses.A. Strongly agree 50.4% B. Agree 41.3% C. Disagree 6.7% D. Strongly disagree 1.8%

12. The adults at _____ High School cared about my success.A. Strongly agree 31.9% B. Agree 58.9% C. Disagree 7.5% D. Strongly disagree 1.8%

13. I had a very good learning experience at _______High School.A. Strongly agree 31.3% B. Agree 58.1% C. Disagree 7.9% D. Strongly disagree 2.4%

14. __________High School provided a safe environment.A. Strongly agree 33.3% B. Agree 57.9% C. Disagree 6.8% D. Strongly disagree 2.4%

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15. I feel prepared for the transition from _______High School to college or the work place.


16. ________High School provided me a strong foundation in the use of technology.


17. My parents have been very involved in my education.


18. I made a strong effort to succeed at ___________High School.


19. The College and Career Center was very helpful to me.


20. My assistant principal was fair and consistent.


347


348

Informational Section Additional Information

Conroe ISD Campus Locations

MCJDC444

16A

54

39125

158

27

3536

3720

26 34 27

3841

43

1824

21

2229

3019

17

2825 3331

9

6

10

3

23

42

45

464748

49

50

51

C B

52

Caney Creek ZoneHigh School 13 Caney Creek High SchoolJunior High School 13 Moorhead Junior HighIntermediate Schools 40 Grangerland Intermediate Elementary Schools

3 Austin Elementary 10 Creighton Elementary 6 Milam Elementary 9 San Jacinto Elementary

Oak Ridge ZoneHigh School

33 Oak Ridge High School 31 Oak Ridge HS - 9th grade campusJunior High School

52 Irons Junior High47 York Junior High

Intermediate Schools48 Cox Intermediate

17 Vogel IntermediateElementary Schools

51 Birnham Woods Elementary 46 Broadway Elementary19 Ford Elementary

28 Houser Elementary45 Kaufman Elementary25 Oak Ridge Elementary53 Snyder Elementary

The Woodlands ZoneHigh School

42 The Woodlands College Park HS& Academy of Science & Technology

34 The Woodlands High School 38 The Woodlands HS - 9th grade campusJunior High School

30 Knox Junior High32 McCullough Junior High

Intermediate Schools27 Collins Intermediate 36 Mitchell Intermediate 29 Wilkerson Intermediate

Elementary Schools37 Buckalew Elementary

35 Bush Elementary 18 David Elementary43 Deretchin K-620 Galatas Elementary

21 Glen Loch Elementary 22 Hailey Elementary23 Lamar Elementary26 Powell Elementary24 Ride Elementary

41 Tough K-6

13

53

40

14

Conroe Zone 12 Hauke Academic Alternative High School (9-12)MCJDC Montgomery County Juvenile Detention CenterHigh School

16 Conroe High School & Academy for Science & Health Professions

54 Conroe High School - 9th grade campusJunior High School

14 Peet Junior High 15 Washington Junior High Intermediate Schools

49 Bozman Intermediate 44 Cryar Intermediate39 Travis Intermediate

Elementary Schools1 Anderson Elementary2 Armstrong Elementary4 Giesinger Elementary5 Houston Elementary

56 Patterson Elementary 11 Reaves Elementary

7 Rice Elementary 8 Runyan Elementary

55 Stewart Elementary 50 Wilkinson Elementary

A Deane L. Sadler Administration/Technology Center3205 West Davis

Conroe, TX 77304-2098________________________________B CISD Police Command Center

2900 N. Loop 336 East Conroe, TX 77301________________________________C DAEP and JJAEP

2235 N. First StreetConroe, TX 77301

55

156

32

11

349

Date: Assessment: Description:

October 17 - October 28, 2016 CogAT Testing All second grade students attending CISD schools.

Fall: Sept. 26, 2016 to Jan. 27, 2017 PSAT 8/9An eighth grade assessment that measures skills students need to be on track for

success as they transition to high school.

October 17, 2016 TAKS Exit Level Retest ELA

October 18, 2016 TAKS Exit Level Retest Mathematics

October 19, 2016 TAKS Exit Level Retest Science

October 20, 2016 TAKS Exit Level Retest Social Studies

November 12, 2016 CBE

December 3, 2016 CBE

December 5, 2016 STAAR End of Course - English I

December 7, 2016 STAAR End of Course - English II

December 9, 2016 STAAR

STAAR

January 23 - February 03, 2017 Iowa/CogAT GT Assessment to identify all Gifted and Talented students within CISD Grades 2 - 12.

NAEP Scheduled Sample Assessments for Grade 4, 8 and 12

Reading, Mathematics, Science

HS Transcript Study (no grade level assigned)

April 3-21,2017 STAAR STAAR Alternate (grades 3-8 and EOC)

February 18,2017 CBE

March 25, 2017 CBE

March 6,2017 TAKS Exit Level Retest ELA

March 7, 2017 TAKS Exit Level Retest Mathematics

March 8, 2017 TAKS Exit Level Retest Science

March 9, 2017 TAKS Exit Level Retest Social Studies

March 07 - April 6, 2016 TELPAS Grades K-12 LEP Students - Listening, Speaking, Reading & Writing

March 28, 2017 STAAR Grade 4 Writing

STAAR Grade 7 Writing

Grade 5 Math

Grade 8 Math

English 1

March 29, 2017 STAAR & STAAR A Grade 5 Reading

STAAR & STAAR A Grade 8 Reading

March 30, 2017 STAAR & STAAR A English II

March 31,2017 STAAR

April 3 - April 21, 2017 STAAR Alternate 2 (grades 3-8 and EOC)

May 1-May 5,2017 STAAR Algebra I

STAAR Biology

STAAR U.S. History

2016-2017 Test Dates

Administered to all CISD students wishing to skip a grade level or test out of a high

school offered course for credit.



All make-up sessions for STAAR English assessments scheduled to be

administered from Dec1-3, 2014 must be completed by end of this day.

Assessment Window

December 5-9, 2016End of Course - Algebra I, Biology, U.S. History

Assessment Window

Late January-Early March





All make-up sessions for STAAR assessments scheduled to be administered from

March 30 - April 1, 2016 must be completed by the

350

Date: Assessment: Description:

May 8,2017 STAAR Grade 3-4 Math

Grade 6-7 Math

Grade 5 Math (retest)

Grade 8 Math (retest)

May 9,2017 STAAR Grades 3-4 Reading

Grades 6-7 Reading

English III

Grade 5 Reading (retest)


May 10,2017 STAAR Grade 5 Science

Grade 8 Science

Algebra II

May 11,2017 STAAR Grade 8 Social Studies

May 12,2017 STAAR

June 20, 2017 STAAR Grade 5 Math (retest)

STAAR Grade 8 Math (retest)

June 21,2017 STAAR Grade 5 Reading (retest)


June 23,2017 STAAR All makeup sessions for STAAR assessments scheduled to be administered from

June 19-21,2017 must be completed by this day.

June 19, 2017 STAAR English 1

TAKS Exit Level ELA

June 20,2017 TAKS

STAAR English III

June 21,2017 TAKS Exit Level Science

June 22,2017 TAKS Exit Level Social Studies

June 23,2017 STAAR All make up sessions for STAAR English Assessments scheduled

to be administered on July 11 and July 13,2016 must be completed

by end of this day.

Assessment Window

June 19-23,2017 STAAR Algebra 1

Biology

U.S. History

June 5-7, 2017 CBE Administered to all CISD students wishing to skip a grade level or

test out of a high school offered course for credit.

August 8-10, 2017 CBE Administered to all CISD students wishing to skip a grade level or

test out of a high school offered course for credit.

Exit Level Math

All make-up sessions for STAAR assessments scheduled to beAdministered from May 8-

11,2017 must be completed by the end of this day.

2016-2017 Test Dates

351

2016-2017School Calendar

Days of Instruction Students Teachers_________________________________________________

1st Semester 79 86 _________________________________________________

2nd Semester 99 101 _________________________________________________

Total Days 178 187

Grading Periods1st Semester_________________________________________________

Grading period Ends _________________________________________________

1st October 14 _________________________________________________

2nd December 16 _________________________________________________

2nd Semester_________________________________________________ Grading period Ends _________________________________________________

1st March 10 _________________________________________________

2nd June 1 _________________________________________________

StudentsStarting date .................August 22 Ending date ........................ June 1

StaffStarting date .................August 12 Ending date ......................... June 2

Student HolidaysLabor Day................... September 5Thanksgiving .......November 21-25Winter Break........... Dec. 19 - Jan. 2 Martin Luther King ....... January 16Presidents’ Day............February 20Spring Break............... March 13-17 Holiday.............................. April 14 Memorial Day......................May 29

Teacher Work Days August 19, January 2, June 2

Staff Development August 12-18, February 20

Student Early Release October 14, December 16

Staff Make-up DaysMake-up days for inclement

weather (if needed), are: Staff: June 3

Flex

2/18/16

The Conroe Independent School District (District) as an equal opportunity educational provider and employer does not discriminate on the basis of race, color, national origin, sex, religion, age, or disability in educational programs or activities that it operates or in employment matters. The District is required by Title VI and Title VII of the Civil Rights Act of 1964, as amended, Title IX of the Education Amendments

of 1972, the Age Discrimination Act of 1975, as amended, Section 504 of the Rehabilitation Act of 1973, the Americans with Disabilities Act, as well as Board policy not to discriminate in such a manner. For information about Title IX rights or Section 504/ADA rights, contact the Title IX Coordinator or the Section 504/ADA coordinator at

3205 W. Davis, Conroe, TX 77304; (936) 709-7752.

August 2016 September 2016 October 2016

November 2016 December 2016 January 2017

February 2017 March 2017 April 2017

May 2017 June 2017 July 2017

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Report Cards Individual campuses will report distribution date for report cards after each grading period.

352

GLOSSARY

This glossary contains definitions of terms used in this guide and such additional terms as seem necessary to common understandings concerning financial accounting procedures for schools. Several terms, which are not primarily financial accounting terms, have been included because of their significance for school financial accounting. The glossary is arranged alphabetically with appropriate cross-referencing where necessary.

Abatement – A complete or partial cancellation of a levy imposed by a governmental unit. Abatements usually apply to tax levies, special assessments, and service charges. School accountants usually consider an abatement to be a reduction of a previously recorded expenditure or receipt item by such things as refunds, rebates, and collections for loss or damage to school property.

Account – A descriptive heading under which are recorded financial transactions that are similar in terms of a given frame of reference such as purpose, object, or source.

Accounting Period – A period at the end of which and for which financial statements are prepared, i.e., September 1st through August 31st.

Accrual – An accrual allows an entity to record expenses and revenues for which it expects to expend cash or receive cash, respectively, in a future reporting period.

ACT – Acronym for American College Test.

ADA – Acronym for Average Daily Attendance.

Admission, Review and Dismissal (ARD) Committee– Each school district or special education shared services arrangement shall establish at least one ARD committee which shall make decisions concerning the educational program of a student referred for special education. All members of the ARD committee shall have the opportunity to participate in a collaborative manner in developing the Individual Education Plan (IEP).

Administration – Those activities that have as their purpose the general regulation, direction, and control of the affairs of the local education agency that are system-wide and not confined to one school. Subject or narrow phase of school activity.

AEIS – Acronym for Academic Excellence Indicator System.

Allocation – A part of a lump sum appropriation which is designated for expenditure by specific organization units and/or for special purposes, activities, or objects.

Appraisal – (1) The act of appraising. (2) The estimated value resulting from such action.

Appraise – To make an estimate of value, particularly of the value of property. Note, if the property is valued for purposes of taxation, the less-inclusive term “assess” is substituted for the above term.

Appropriation Account – A budgetary account set up to record specific authorization to spend. The account is credited with original and any supplemental appropriations and is charged with expenditures and encumbrances.

ARD – Acronym for Admission, Review, Dismissal.

353

Assess – To value property officially for the purpose of taxation. Note, the term is also sometimes used to denote the levy of taxes but such usage is not correct because it fails to distinguish between the valuation process and the tax levy process.

Assessed Valuation – A valuation set upon real estate or other property by a government as a

basis for levying taxes. Assets – Property owned by a local education agency that has a monetary value. Balanced Budget – A budget in which the expenditures incurred during a given period are

matched by revenues. Bill – (1) A term used to denote a law or statute passed by certain legislative bodies. A bill has

greater legal formality and standing than a resolution. (2) A statement of an amount owing for goods and services sold on open account.

Board of Education – The elected or appointed body that has been created according to State

law and vested with responsibilities for educational activities in a given geographical area. These bodies are sometimes called school boards, governing boards, boards of directors, school committees, school trustees, etc. This definition relates to the general term and covers State boards, intermediate administrative unit boards, and local basic administrative unit boards.

Bond – A written promise, generally under seal, to pay a specified sum of money, called the face

value, at a fixed time in the future, called the date of maturity, and carrying interest at a fixed rate, usually payable periodically. The difference between a note and a bond is that the latter usually runs for a longer period of time and requires greater legal formality.

Bonded Debt – The part of the school district debt which is covered by outstanding bonds of the

district, sometimes called “Funded Debt or Bonded Indebtedness.” Bonds Authorized and Unissued – Bonds which have been legally authorized but not issued

and which can be issued and sold without further authorization. Bonds Issued – Bonds sold. Bonds Payable – The face value of bonds issued and unpaid. Budget – A plan of financial operation embodying an estimate of proposed expenditures for a

given period or purpose and the proposed means of financing them. The budget usually consists of three parts. The first part contains a message from the budget-making authority together with a summary of the proposed expenditures and the means of financing them. The second part consists of schedules supporting the summary. These schedules show in detail the proposed expenditures and means of financing them together with information as to past years’ actual revenues and expenditures and other data used in making the estimates. The third part is composed of drafts of the appropriation, revenue, and borrowing measures necessary to put the budget into effect.

Budgetary Accounts – Those accounts necessary to reflect budget operations and conditions,

such as estimate revenues, appropriations, encumbrances, the net balance, and other related information.

Capital Budget – A plan of proposed capital outlays and the means of financing them for the

fiscal period. It is usually a part of the current budget. A capital program is sometimes referred to as a capital budget.

Capital Outlays – Expenditures that result in the acquisition of or addition to fixed assets.

354

Capital Program – A plan for capital expenditures to be incurred each year over a fixed period of years to meet capital needs arising from the long term work program or otherwise. It sets forth each project or other contemplated expenditure in which the local education agency is to have a part and specified the full resources estimated to be available to finance the projected expenditures.

CASE – Acronym for Community and School Engagement Rating. Cocurricular Activities – Direct and personal services for public school pupils such as

interscholastic athletics, entertainment, publications, clubs, band, and orchestra that are managed or operated by the student body under the guidance and direction of an adult and are not part of the regular instructional program.

Community Services – Those services that are provided for the community as a whole or some

segment of the community and which are not restricted to the public schools or adult education programs.

Consultant – A resource person who provides assistance to the regular personnel through

conference, demonstration, research, or other means. There are two types of consultants – those retained on a temporary basis and those who are permanently employed.

Contracted Services – Labor, material, and other costs for services rendered by personnel who

are not on the payroll of the local education agency. Current – As used in this manual, the term has reference to the fiscal year in progress. Current Expenditures Per Pupil – Current expenditures for a given period of time divided by a

pupil unit of measure (average daily membership, average daily attendance, etc.) Current Year’s Tax Levy – Taxes levied for the current fiscal period. Debt – An obligation resulting from the borrowing of money or from the purchase of goods and

services. Debts of local education agencies include bonds, warrants, notes, etc. Debt Limit – The maximum amount of gross or net debt that is legally permitted. Debt Service Fund – A fund used to account for the accumulation of resources and payment of

principal and interest on all bonds. Deficit – The excess of the obligations of a fund over the fund’s resources. Delinquent Taxes – Taxes remaining unpaid on and after the date on which they become

delinquent by statute. DTR – Acronym for District Tax Rate. Estimated Revenue – When the accounts are kept on an accrual basis, this term designates the

amount of revenue estimated to accrue during a given period regardless of whether or not it is all to be collected during the period.

Expenditures – This includes total charges incurred, whether paid or unpaid, for current

expense, capital outlay, and debt service. (Transfers between funds, encumbrances, and payments of cash in settlement of liabilities already accounted as expenditures are not considered as expenditures.)

Expenses – Charges incurred, whether paid of unpaid, for operation, maintenance, interest, and

other charges that are presumed to benefit the current fiscal period.

355

Fiscal Year – A twelve-month period of time to which the annual budget applies and at the end of which a local education agency determines its financial position and the results of its operations.

Fixed Assets – Land, building, machinery, furniture, and other equipment that the school district

intends to hold or continue to use over a long period of time. “Fixed” denotes probability or intent to continue use or possession and does not indicate immobility of an asset.

Food Service - Those activities which have as their purpose the preparation and serving of

regular and incidental meals, lunches, or snacks in connection with school activities. FTE – Acronym for full-time equivalent. Function – As applied to expenditures, this term has reference to an activity or service aimed at

accomplishing a certain purpose or end; for example, instruction, instructional administration, plant maintenance and operations.

Fund – A sum of money or other resources set-aside for specific activities of a school district.

The fund accounts constitute a complete entity and all of the financial transactions for the particular fund are recorded in them.

Fund Balance – The excess of assets of a fund over its liabilities and reserves. During the fiscal

year prior to closing, it represents the excess of the fund’s assets and estimated revenues for the period over its liabilities, reserves, and appropriations for the period.

GAAP – Acronym for Generally Accepted Accounting Principles. General Fund – A fund used to finance the ordinary operations of the local education agency. It

is available for a legally authorized purpose and consists of money not specifically designated for some other particular purpose.

Instruction – The activities dealing directly with the teaching of students or improving the quality

of teaching. Interest – A fee charged a borrower for the use of money. Inventory – A detailed list or record showing quantities, descriptions, values, units of measure,

and unit prices of property on hand. I & S – Acronym for Interest & Sinking Fund (Debt Service Fund). ISD – Acronym for Independent School District. Levy – (Verb) To impose taxes or special assessments. (Noun) The total of taxes or special

assessments imposed by a governmental unit. Long Term Loan – A loan which extends for more than five years from the date the loan was

obtained and is not secured by serial or term bonds. Such loans are not legal in Texas under the general statutes.

M & O – Acronym for Maintenance and Operations Fund (General Fund). Modified Accrual Basis of Accounting – A basis of accounting in which expenditures are

accrued but revenues are accounted for when it becomes measurable and available. Object – As applied to expenditures, this term has reference to an article or service received; for

example, payroll costs, purchased and contracted services, materials and supplies.

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Payroll – A list of individual employees entitled to pay with the amount due to each for personal services rendered.

Personnel, Full Time – School employees who occupy positions whose duties require them to

be on the job on school days throughout the school year or at least the number of hours the schools in the system are in session.

Personnel, Part Time – Personnel who occupy positions whose duties require less than full time

service. This includes those employed full time for part of the school year, part time for all of the school year and part time for part of the school year. See also Personnel, Full Time.

Plant Maintenance (Plant Repairs and Repairs and Replacements of Equipment) – Those

activities which are concerned with keeping the grounds, buildings and equipment at their original condition, completeness or efficiency either through repairs or by replacements of property (anything less than replacement of a total building).

Principal of a School – The administrative head of a school (not school district) to whom has

been delegated the major responsibility for the coordination and supervision of the activities of the school.

Principal of Bonds – The face value of bonds. Program – The definition of an effort to accomplish a specific objective or objectives consistent

with funds or resources available. Budgets and actual revenue and expenditure records may be maintained per program.

Program Budget – A budget wherein expenditures are based primarily on programs of work and

secondarily on character and object. A program budget is a transitional type of budget between the traditional character and object number on the one hand and the performance budget on the other.

NCLB – Acronym for No Child Left Behind. Refunding Bonds – Bonds issued to pay off bonds already outstanding. Refined Average Daily Attendance – Refined average daily attendance is based on the number

of days of instruction in the school year. The aggregate eligible days attendance is divided by the number of days of instruction to compute the refined average daily attendance.

Reimbursement – Cash or other assets received as a repayment of the cost of work or services

performed or of other expenditures made for, or on behalf of, another governmental unit or department, individual, firm, or corporation.

Reserve – An amount set aside for a specified purpose or an account which records a portion of

the fund balance which is to be segregated for some future use and, therefore, is not available for further appropriation and expenditure.

"Robin Hood" Plan Chapter 41 Wealth Equalization. Chapter 41 of the Texas Education Code

requires school districts that are property wealthy to share their wealth with school districts that are property poor. Also sometimes referred to as the "share the wealth".

Salary – The total amount regularly paid or stipulated to be paid to an individual before

deductions for personal services rendered while on the payroll of the school district. Payments for sabbatical leave are also considered as salary.

SAT – Acronym for Standardized Achievement Tests.

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School – A division of the school system consisting of a group of pupils composed of one or more teachers to give instruction of a defined type and housed in a school plant of one or more buildings. More than one school may be housed in one school plant as is the case when the elementary and secondary programs are housed in the same school plant.

School, Elementary – A school classified as elementary by State and local practice and

composed of any span of grades not above grade six. In this District this term includes kindergartens and pre-kindergartens if they are under the control of the local board of education.

School, Intermediate – A separately organized intermediate elementary school between early

elementary and middle school. In this District intermediate schools include grades five and six.

School, Junior High – A separately organized secondary school between elementary,

intermediate, and senior high school. In this District junior high schools include grades seven and eight.

School, Public – A school operated by publicly elected or appointed school officials in which the

program and activities are under the control of these officials and which is supported by public funds.

School, Secondary – In this handbook a secondary school comprises any span of grades

beginning with the next grade following the elementary/intermediate school and ending with or below grade 12, including junior high schools, the different type of high schools and alternative high schools.

School, Senior High – A school offering the final years of high school work necessary for

graduation, invariably preceded by a junior high school in the same system. School, Summer – The name applied to the school session carried on during the period between

the end of the regular school term and the beginning of the next regular school term. SDAA – Acronym for State Developed Alternative Assessment. Serial Bonds – Bonds whose principal is to be repaid in periodic installments over the life of the

issue. STAAR – Acronym for State of Texas Assessments of Academic Readiness STaR Chart – Texas School Technology and Readiness Chart is designed to help teachers,

campuses, and districts determine their progress toward meeting the goals of the Long-Range Plan for Technology as well as meeting the goals of the district.

State Aid for Education – Any grant made by a State government for the support of education. Student Wealth – Assessed value of property divided by school enrollment. Supplemental Taxes – Taxes levied subsequent to the initial levy to add property omitted from

the original tax roll(s). Supply – A material item of an expendable nature that is consumed, worn out, or deteriorated in

use or one that loses its identity through fabrication or incorporation into a different or more complex unit or substance.

TAAS – Acronym for Texas Assessment Academic Skills exam. TAKS – Acronym for Texas Assessment of Knowledge and Skills exam.

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Taxes – Compulsory charges levied by a governmental unit for the purpose of financing services

performed for the common benefit. The term includes licenses and permits. It does not include special assessments.

TEA – Acronym for Texas Education Agency. TRS – Acronym for Teacher Retirement System. Unencumbered Balance of Appropriation – That portion of an appropriation not yet expended

or encumbered. The balance remaining after deducting from the appropriation the accumulated expenditures and outstanding encumbrances.

Unexpended Balance of Appropriation – That portion of an appropriation not yet expended.

The balance remaining after deducting from the appropriation the accumulated expenditures.

Unit Cost – Expenditures for a function, activity, or service divided by the total number of units for

which the function, activity, or service was provided. WADA – Acronym for Weighted Average Daily Attendance.

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