charlotte-mecklenburg board of education · 2016-11-07 · cms organization chart ... virtual...

CHARLOTTE-MECKLENBURGBOARD OF EDUCATION

Ann Clark, Superintendent August 9, 2016

Every Child. Every Day. For a Better Tomorrow.

2016-2017ADOPTED BUDGET

TABLE OF CONTENTS

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Overview An Open Letter from the Board Chairperson and the Superintendent ................ 1 Charlotte-Mecklenburg Board of Education ........................................................ 3 CMS Organization Chart .................................................................................... 4 We are CMS ...................................................................................................... 5 Executive Summary ........................................................................................ 6-8 Adopted Budget – Sources and Uses ................................................................ 9 Adopted Budget – Comparison to Prior Year.................................................... 10 Budget Process Calendar ........................................................................... 11-12 Goals and Objectives Vision, Mission, Core Beliefs and Commitments .............................................. 13 Theory of Action for Change ....................................................................... 14-15 Strategic Plan 2018: For a Better Tomorrow ............................................... 16-22 Adopted Operating Budget Summary of Changes to 2015-16 Base Budget ............................................... 23 Redirection of Resources ................................................................................. 25 Adopted Program Changes ......................................................................... 27-33 Departmental Budgets by Funding Source .................................................. 34-35 Revenue Categories by Funding Source ..................................................... 36-37 Adopted Budget by Revenue Category ....................................................... 38-43 Fund Descriptions and Structure ...................................................................... 44 Fund Balance .............................................................................................. 45-46 Expenditures by Funding Source ..................................................................... 48 Detail Expenditures by Funding Source ...................................................... 49-51 Alignment with Strategic Plan 2018 Goals by Funding Source .................... 52-54 Adopted County Appropriation Detail of Changes to 2015-16 County Appropriation ......................................... 55 Adopted County Appropriation by Function and Category ........................... 56-57 Adopted County Appropriation by Major Function ....................................... 58-65 Capital Replacement/Leases Fund Description .............................................................................................. 67 Schedule of Revenues and Expenditures ......................................................... 68 Lease and/or Installment Purchase Contracts .................................................. 69 Debt Management............................................................................................ 70

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Enterprise Programs

Child Nutrition Program

Program Description ........................................................................... 71 Schedule of Revenues, Expenses and Changes ................................. 72 Comparison of Meal Prices ................................................................. 73 After-School Enrichment Program Program Description ......................................................................... 74 Schedule of Revenues, Expenses and Changes ............................... 75

Results and Accountability Academic Achievement ................................................................................ 77-82 Budget Process, Administration and Management ....................................... 83-86

Trends and Statistics Key Statistics ..................................................................................................... 87 Student Population Trends ........................................................................... 88-91 Six Year Enrollment Comparison by Grade Level .............................................. 92 Six Year Expenditure Comparison ..................................................................... 93

Comparative Expenditures by Funding Source .................................................. 94 Comparative Expenditures Percentage by Funding Source ............................... 95 Comparative Expenditures by Major Function ................................................... 96 Instruction Takes Top Priority ............................................................................ 97 Comparative Expenditures by Object Code ....................................................... 98 Primary Investment Is In Our People ................................................................. 99 Summary of Staffing ........................................................................................ 100 Summary of Staffing Details ............................................................................ 101

Administrative & Other Services Organizational Chart ................................................................................. 103-105 Goals, Objectives and Accomplishments .................................................. 106-118 Administrative & Other Services Totals: Expenditures. .................................... 120 Administrative & Other Services Totals: Sources and Uses ............................. 121 Office of the Superintendent of Schools .................................................... 122-123 Board of Education/Board Services .......................................................... 124-125 Legal ........................................................................................................ 126-127 Communications Services ........................................................................ 128-129 Graphic Production Center ....................................................................... 130-131 Financial Services .................................................................................... 132-133 Deputy Superintendent ............................................................................. 134-135 Human Resources Services ..................................................................... 136-137 Accountability Services .......................................................................... …138-139

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School Options and Innovation ................................................................ 140-141 Chief Technology, Personalization and Engagement Officer ................... 142-143 Technology Services ............................................................................... 144-145 Community Partnerships and Family Engagement .................................. 146-147 Operational Services Organizational Chart ..................................................................................... 149 Goals, Objectives and Accomplishments ............................................... 150-155 Operational Services Totals: Expenditures. ................................................... 156 Operational Services Totals: Sources and Uses ........................................... 157 Chief Operations Officer ......................................................................... 158-159 Building Services ................................................................................... 160-161 Inventory Management and Distribution ................................................. 162-163 Safety..................................................................................................... 164-165 Transportation ........................................................................................ 166-167 Planning Services .................................................................................. 168-169 Athletics …. ............................................................................................ 170-171 CMS Police Department ......................................................................... 172-173 Community Use of Facilities .......................................................................... 174 Enterprise Funds Program Support .............................................................. 175 Learning Services Organizational Chart .............................................................................. 177-178 Goals, Objectives and Accomplishments ............................................... 179-190 Learning Services Totals: Expenditures ........................................................ 192 Learning Services Totals: Sources and Uses ................................................ 193 Chief Academic Officer .......................................................................... 194-195 Teaching and Learning .......................................................................... 196-197 Advanced Studies .................................................................................. 198-199 Drivers Education ................................................................................... 200-201 International Baccalaureate Program ............................................................ 202 ROTC Program ............................................................................................. 203 Humanities ............................................................................................. 204-205 PreK-12 Academic Support .................................................................... 206-207 Science, Technology, Engineering and Math (STEM) ........................... 208-209 Organizational Development .................................................................. 210-211 North Carolina Pre-K Program .............................................................. 212-213 Bright Beginnings Pre-K Program .......................................................... 214-215 Exceptional Children Services ............................................................... 216-217 English Language Learners .................................................................. 218-219 Student Services .................................................................................... 220-221 Virtual Learning and Media Services ...................................................... 222-223 Health and Physical Education ...................................................................... 224 Visual and Performing Arts ............................................................................ 225 Career and Technical Education ............................................................ 226-227 Magnet Programs and School Redesign ................................................ 228-229

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School Performance Services

Organizational Chart ..................................................................................... 231 Goals, Objectives and Accomplishments ............................................... 232-236 School Performance Services Totals: Expenditures ..................................... 238 School Performance Services Totals: Sources and Uses ............................. 239 Chief School Performance Services Officer ........................................... 240-241 Student Discipline and Behavior Support ............................................... 242-243 ESEA Title I ........................................................................................... 244-245

Learning Communities ........................................................................... 246-247 Project L.I.F.T ........................................................................................ 248-249

Schools Schools: Expenditures .................................................................................. 251 Schools: Sources and Uses .......................................................................... 252 School Administration Support Services ....................................................... 253 Classroom Teachers .................................................................................... 254 Support Positions ......................................................................................... 255 Assistants ..................................................................................................... 256 Charter Schools ............................................................................................ 257

Appendices Glossary of Terms ................................................................................. 259-264 School Allotment Formulas .................................................................... 265-271 State Teacher Salary Schedule – Non-NBPTS ...................................... 272-273 State Teacher Salary Schedule – NBPTS.............................................. 274-275 State Psychologist Salary Schedule ............................................................. 276 After School Enrichment, Tutor, Title 1 and AVID Salary Schedule............... 277 Substitutes and Non-Athletic Stipends .......................................................... 278 Salary Schedule for Exempt Positions .......................................................... 279 Master Salary Schedule for Exempt Positions ....................................... 280-287 Master Salary Schedule for Non-Exempt Positions ................................ 288-292 Coaching Stipends Comparative Data .......................................................... 293

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Overview

CHARLOTTE-MECKLENBURG BOARD OF EDUCATION STAYING THE COURSE An open letter from the Board Chairperson and the Superintendent

To the citizens of Mecklenburg County:

Public schools need public support to survive and thrive. We are grateful for the support for public education that we received during the development and approval of the Charlotte-Mecklenburg Schools operating budget for 2016-2017. Throughout this year’s budget development process, it was clear that the Mecklenburg Board of County Commissioners and the citizens that the board represents recognize the importance of strong public schools. We appreciate the $11.3 million increase in our local operating budget.

District-wide, we are seeing steady improvement in academic performance year over year. We plan to stay the course that is yielding this success. Therefore, the operating budget for the 2016-2017 school year focuses on established programs and initiatives, rather than the creation of new ones. We are also pleased to be able to offer our employees long-overdue raises this year, thanks to state and county funding.

We were able to reduce or redirect $11.3 million in local funds and $288,000 in state funds to help us cover the costs of an additional 500 students, a state-mandated reduction in first-grade class sizes, a revised transportation model to provide greater access for all students and increases in salaries, health insurance and retirement costs.

In all, our total budget increased to $1.38 billion, an increase of 2.5 percent over the preceding year. We will continue the programs, such as the North Star Literacy Initiative, embedding literacy across the curriculum and professional development that are helping us increase achievement each year. We remain committed to educating every child, every day for a better tomorrow and we appreciate the strong community support we receive.

Sincerely,

Mary T. McCray, Chairperson, Charlotte-Mecklenburg Board of Education

Ann Clark, Superintendent

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Charlotte-Mecklenburg Board of Education

Chairperson, At-Large

Mary T. McCray704-281-6074

[email protected]

Vice-Chairperson, At-Large

Elyse C. Dashew704-591-1594

[email protected]

At-Large

Ericka Ellis-Stewart704-412-8565

[email protected]

District 1

Rhonda Lennon704-564-3382

[email protected]

District 2

Thelma Byers-Bailey, Esq.980-272-1943

[email protected]

District 3

Dr. Ruby M. Jones704-579-1763

[email protected]

District 4

Tom Tate704-502-3093

[email protected]

District 5

Eric C. Davis704-651-0217

[email protected]

District 6

Paul Bailey704-519-9096

[email protected]

Board of Education Office600 E. Fourth St. • Charlotte, NC 28202

980-343-5139 (Office) • 980-343-7128 (Fax)Courier #836

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Charlotte-Mecklenburg SchoolsDistrict Organization Chart

Chief of Staff Chief Financial Officer

Superintendent

Chief Communications Officer

General Counsel

Board of Education

Citizens and Students of Charlotte-Mecklenburg

Assistant to the Superintendent

April 2015

Chief, School Performance Office

Executive Director, Strategic Planning & Project Management

Chief, Technology, Personalization and

Engagement

Assistant Superintendent, School Options and Innovation

Chief Human Resources Officer Chief Accountability OfficerChief Academic Officer

Chief Operations Officer

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CMS seeks great leaders who want to help prepare every child, every day for a better tomorrow.Want to join one of America’s best public-school districts?


Visit www.cms.k12.nc.us and click on Jobs.

“We are Charlotte-Mecklenburg Schools.”

Who are we?

• We are the 19th-largest district in America and the second-largest public-school district in North Carolina.

• We are a culturally rich school district with 147,000 students from 165 countries.

• We are approximatley18,000 employees supporting 170 schools with a $1.3 billionannual operating budget.

• We are a nationally recognized leader in academic achievement and instructional programs.

• We are a leading district in the National Assessment of Educational Progress, with studentswho consistently match or outperform their peers in reading, math, science and writing.

•

Why are we one of the best school districts in America?

• We have a strong culture of respect centered on teaching and learning.

• We offer a wide range of educational choices to enable our studentsto graduate college- or career-ready.

• We use professional learning communities in our schools to build asupportive, collaborative environment for instruction.

• We have a proven track record of narrowing achievement gaps.

• We are supported by parents and the broader community in our commitmentto make CMS the leading district in America.

• We are located in Charlotte N.C. — the 2nd largest financial center in the U.S. andhome to 37 institutions of higher learning.

• All 4-12 grade students have access to a mobile learning device such as a tablet or laptop.

We are an award-winning district in support services such as school nutrition,transportation, and facilities management.

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CHARLOTTE-MECKLENBURG BOARD OF EDUCATION

EXECUTIVE SUMMARY

The Charlotte-Mecklenburg Schools operating budget establishes how and where we allocate our financial resources. It is our financial statement of priorities and we align it with our long-term strategic goals, as well as our year-to-year operating needs. Our Strategic Plan 2018: For a Better Tomorrow sets six goals, all of them intended to help us provide a personalized environment of academic excellence that prepares every child, every day, for a better tomorrow. The approved 2016-2017 budget will carry forward that work, allocating resources to continue strengthening the instructional capacity of our teachers and the achievement and creativity of our students. We are more than halfway through the plan and we are not introducing any new programs or initiatives this year. Instead, we will continue with the plans and initiatives that are under way. We believe that we are moving in the right direction strategically and we are seeing significant academic progress. A few highlights:

• The graduation rate for Charlotte-Mecklenburg Schools reached a record high of 88.3 percentfor the class of 2015 – higher than the statewide rate and ahead of every other district in NorthCarolina except Guilford County Schools.

• Graduation rates have risen for all subgroups of students, with African-American and Hispanicstudents showing the highest gains. This is how we will close the achievement gap: by movingeveryone ahead and moving struggling students at a faster rate.

• The class of 2015 earned nearly $110 million in college scholarships, setting a new districtrecord.

• Our students’ scores on state tests for reading and math last year increased in grades threethrough eight, and our scores on science tests increased in grades five and eight.

• Piedmont IB Middle School is the first school in the state to be designated as a Global ReadySchool by the State Board of Education.

Our students’ achievement is our highest priority. As a strategic matter, however, we recognize that behind that achievement lies the dedication and skills of our teachers, principals and school staff. How well they perform directly affects how well our students perform. We are focused on helping our school-based personnel succeed, and we are making strides in improving their performance as well. Working closely with the Instructional Leadership Team at each school, we have offered monthly seminars to the teams that show them how to improve literacy practices across the curriculum. We have provided intensive training to these teams and to literacy facilitators throughout the school year. As a result of this work, instructional practices are changing, becoming more targeted and more effective. Surveys of those being trained are overwhelmingly positive, indicating that our teams and facilitators are embracing the training. This is grass-roots change that is making a difference at each school.

These achievements indicate that our strategic goals are the right ones to increase student performance and strengthen our schools. We are better preparing our students in ways that will help them succeed in college, career or the military.

Our progress was also recognized by outside experts this year. Charlotte-Mecklenburg Schools was reaccredited by the AdvancED board. Accreditation requires an intensive review of the district as a whole and of individual schools. A team of evaluators visited the district and some schools in March and preliminary reaccreditation was announced after that visit. “CMS continues to make progress in its journey to achieve success for every student. The district is ahead of the curve for most urban school districts,” Dr. Mark Elgart, AdvancED CEO and the lead evaluator for our district, said after the visit.

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EXECUTIVE SUMMARY

However, all is not positive. There are other elements in the landscape for Charlotte-Mecklenburg Schools that concern us, particularly economic factors.

Our enrollment increases each year. In the 2015-2016 school year, we had 12,000 more students than we had in 2009. Our operating costs also increase each year, particularly in the areas of health insurance and retirement. These increased operating costs have exceeded our operating budget increases. As a result, we have had to make damaging cuts in staffing and programs – cuts from which we have not recovered in the years since the economic downturn of 2008.

Signs of these damaging cuts are everywhere. North Carolina’s average per-pupil spending is among the lowest in the nation, as are our average teacher salaries. As the number of charter schools grows, there is a further loss of our resources. To continue preparing students for the workplace of the future, we must accelerate our level of investment in education. Since 2003, state spending on education as a percentage of its total budget has declined from 41.5 percent to 38.9 percent. If education spending this year were at the 2003 level of 41.5 percent, there would be an additional $579 million this year for education statewide. Similarly, county funding as a percentage of its budget has declined from 37.1 percent in 2003 to 34.4 percent now; if the level remained at 37.1 percent, there would be an additional $32 million in county funding for education this year. Continued cuts to education funding by the state and the county will only push us further down in national rankings and limit the future for our students. In particular, we see four areas of concern. Each is discussed in detail below.

Employee compensation The salaries of most CMS employees have remained relatively stagnant during the past four years while salaries for city and county employees have increased. This makes it difficult to attract and retain top talent for our students and our schools. In addition, we continue to raise expectations of our employees because of Common Core state standards and Read to Achieve legislation. We need to remain competitive so we can attract the best and the brightest to teach our students. Our 2016-2017 budget includes $8.9 million to cover the local impact of a state-mandated three percent increase for all employee salaries and the costs of certified staff who are advancing to a higher pay band. We remain committed to increasing our employees’ salary more often than every four years.

Academic choice and personalization CMS is committed to meeting the individual academic needs of our students. Academic choice engages students and offers them a wide range of subjects and goals. We want every CMS school to be a school of choice. Our budget includes $2.8 million to change the magnet-transportation model for more equitable access.

We are continuing our investment in promising new school models and replicating proven models. Since 2014, we have expanded Science, Technology, Engineering, Arts and Math (STEAM) schools and programs across all grades. We have added iMeck Academy, Hawthorne Academy of Health Sciences, an E-Learning Academy @ Performance Learning Center, Technology, Entrepreneurship & Advanced Manufacturing High School and three high school academies. We have also expanded our middle college high school program at Central Piedmont Community College and added an Early College High School on the campus of the University of North Carolina at Charlotte. For younger students, we have added the Trillium Springs Pre-K-6 Montessori, rebuilt Newell Elementary and added Parkside and Lawrence Orr elementary schools, Oakhurst STEAM Academy and the Starmount Academy of Excellence.

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EXECUTIVE SUMMARY

More comprehensive support services The number of economically disadvantaged students in Charlotte-Mecklenburg Schools remains high at more than 56 percent of the student population. Too many of our students come to school with challenges such as poverty, homelessness, hunger or fear. Others have social or emotional needs that interfere with teaching and learning. Last year, we increased the number of support staff (psychologists, school counselors and social workers) in our schools. We remain committed to improving the CMS staffing ratios for student services, which remain significantly lower than those recommended by professional organizations.

Expanded literacy initiative Our commitment to literacy has been enhanced this year. We want all students reading on grade level by the end of third grade. In addition, the state of North Carolina has put into law a Read to Achieve initiative requiring a summer camp for intensive literacy instruction for those students not reading on grade level by the end of third grade. Our North Star Reading Partners program uses volunteers and tutors to help students master literacy skills. We have also, as noted earlier, worked to more effectively incorporate literacy instruction in all aspects of the curriculum. We will continue to move forward using the programs and processes we have established.

Other financial factors Factors beyond our control increase our yearly operating costs. Each year, we have seen increases in our costs for health insurance and retirement. This means maintaining the same level of services from one year to the next costs more. We expect these yearly cost increases to continue. We also anticipate continued enrollment growth. Our operating funding has not kept up with this growth, which also increases our costs of sustaining operations. We have budgeted $3.4 million this year to cover the costs of sustaining operations.

Summary Our 2016-2017 budget reflects our decision to stay the course that we set with our Strategic Plan 2018: For a Better Tomorrow. We are introducing no new initiatives or programs but are working to achieve the goals set in our strategic plan. Everyone in our community benefits from effective public schools, because they help us maintain a robust regional economy. Educating our children is a shared responsibility. Our 2016-2017 budget reflects our continued dedication and commitment to the goal of educating every child, every day, for a better tomorrow.

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2016-2017 ADOPTED BUDGET: SOURCES AND USES

59.91%

21.47%

10.15%

5.33% 0.03% 3.11%

Uses

Salaries

Benefits

Purchased Services

Supplies and Materials

Furniture and Equipment

Other

58.53%10.00%

30.01%

1.46%

Sources

State

Federal and Other Grants

County

Other and Special Revenue

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2016-17 2015-16 % Adopted Adopted ChangeBudget Budget

REVENUES State of North Carolina 806,479,514$ 778,903,458$ 3.5% Federal and Other Grants 137,785,489 143,029,293 -3.7% Mecklenburg County Appropriation 413,493,792 404,286,016 2.3% Other and Special Revenue 20,115,000 20,511,470 -1.9%TOTAL REVENUES 1,377,873,795$ 1,346,730,237$ 2.3%

EXPENDITURES Instructional Regular Instructional 670,651,017$ 661,579,235$ 1.4% Special Populations 148,771,449 152,031,772 -2.1% Alternative Programs and Services 101,770,329 98,665,330 3.1% Co-Curricular 5,466,567 5,133,294 6.5% School-Based Support 70,406,251 65,521,792 7.5% Total Instructional 997,065,613 982,931,423 1.4%

Instructional Support Support and Development 7,685,295 7,300,871 5.3% Special Population Support and Development 3,058,888 3,320,782 -7.9% Alternative Programs Support and Development 5,546,574 5,077,007 9.2% System-wide Pupil Support 4,074,889 3,888,421 4.8% Total Instructional Support 20,365,646 19,587,081 4.0%

Operations Technology Support 13,943,486 14,068,413 -0.9% Operational Support 175,150,471 170,707,828 2.6% Financial and Human Resource Services 23,023,983 18,028,189 27.7% Accountability 4,572,387 5,131,305 -10.9% Community Services 531,833 513,265 3.6% Nutrition Services 309,333 1,057,315 -70.7% Debt Service 582,736 582,736 - Other 3,512,378 3,525,404 -0.4% Total Operations 221,626,607 213,614,455 3.8%

Leadership Policy, Leadership and Public Relations 17,322,899 17,025,562 1.7% School Leadership Services 78,598,289 75,854,246 3.6% Total Leadership 95,921,188 92,879,808 3.3%

Charter School Funds 42,894,741 37,717,470 13.7%

TOTAL EXPENDITURES 1,377,873,795$ 1,346,730,237$ 2.3%


2016-2017 ADOPTED CURRENT EXPENSE BUDGET:COMPARISON TO PRIOR YEAR

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2016-17 Budget Process Calendar

Jan 5-6 Budget Kick Off Meetings with Fund Owners

Jan 25-Feb 8 CFO and budget staff meet with Executive Staff

Jan 26 Board of Education work session - Background budget info, timeline(6:00 p.m. Regular BOE Meeting)

Feb 10 CFO and budget staff meets with Youth Advisory Council

Feb 16 Leadership Meeting - Leadership Feedback

Feb 23 Board of Education work session - Budget update (6:00 p.m. Regular BOE Meeting)

Mar 2, 7, 9 Community Engagement sessions - Budget/district update and Q&A(6:00-7:30 p.m. at South Mecklenburg HS, EE Waddell Academy, Independence HS)

April 12 Superintendent presents 2016-17 Budget Recommendation (6:00 p.m. Regular BOE Meeting)

April 19 Leadership Team Meeting - Budget Update

April 25 Community Engagement session on Superintendent’s Budget Proposal(6:00-7:30 p.m. at Hornets Nest ES)

April 26 Public hearing on Superintendent’s budget recommendation / tentative budget work session (6:00 p.m. Regular BOE Meeting)

Apr 27-28 Community Engagement session on Superintendent’s Budget Proposal (6:00-7:30 p.m. at Croft Community School, Briarwood ES)

May 2 Board of Education work session - Superintendent’s Budget Recommendationreview & share feedback from community meetings (3:30-5:30 p.m., CMGC Rooms 527/528)

May 10 Board of Education approval of 2016-17 Budget Request (6:00 p.m., Regular BOE Meeting)

May 15 Board of Education’s 2016-17 Budget Request submitted to the county

May 24 Board of Education/Board of County Commissioners workshop on budget (3:00-5:00 p.m., CMGC Room 267)

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2016-17 Budget Process Calendar

May 26 County Manager’s Recommended Operating and Capital Budgets presented to BOCC (CMGC Meeting Chamber)

June 2 Public hearing on county’s budget (6:00 p.m., CMGC Meeting Chamber)

June 21 County adopts 2016-17 Operating Budget (6:00 p.m., CMGC Meeting Chamber)

July-Sept 2016-17 Operating Budget finalized and approved by BOE

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Goals and Objectives Goa

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VISION, MISSION, CORE BELIEFS AND COMMITMENTS

Vision:

CMS provides all students the best education available anywhere, preparing every child to lead a rich and productive life.

Mission:

The mission of the Charlotte-Mecklenburg Schools is to maximize academic achievement by every student in every school.

Core Beliefs and Commitments:

We believe that: Public education is central to our democracy; We are responsible for building and maintaining high performing organizations that ensure

all students will successfully acquire the knowledge, skills and values necessary forsuccess;

Our principals and teachers make the critical difference in student achievement; and Engaging the student's family and the community in the education process enhances

learning and academic achievement.

Based on these core beliefs, we are committed to:

Providing all students with the opportunity to perform to their fullest potential and ensuringthat there is no discernable difference between the achievement levels of students by race,gender or economic level

Preparing all students to be successful in institutions of higher learning or the workforcewithout a need for remediation

Providing a clear Theory of Action and an effective Superintendent to lead itsimplementation

Giving all students access to a well-rounded, rigorous curriculum that is research-basedand data driven

Basing our educational culture on merit and individual achievement Embracing our community's diversity and using it to enhance the educational environment Operating effectively and efficiently with fiscal accountability Securing and allocating adequate resources according to the needs of each child Providing safe and orderly learning and working environments Ensuring that an effective principal leads every school Ensuring that an effective teacher instructs each class Providing resources for relevant professional development Encouraging and providing engagement opportunities for all students' families Partnering with community members to maximize student learning

Date of Adoption-4/15/08

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THEORY OF ACTION FOR CHANGE

FOR IMPROVED STUDENT ACHIEVEMENT: MANAGED PERFORMANCE/EMPOWERMENT

In order to implement the Core Beliefs and Commitments and to achieve the Vision and Mission of the Charlotte-Mecklenburg Schools, the Board of Education commits to a Theory of Action for Change as its approach to a stable, long-term framework for improving student achievement. This theory will drive the Board's policies, budgets, and administrative strategies in order to transform the culture of Charlotte-Mecklenburg Schools (CMS) into one of high performance in both academics and operations.

MANAGED PERFORMANCE/EMPOWERMENT

Managed Performance/Empowerment is an approach to PreK-12 education that strikes a balance between centralized direction (Managed Instruction) and freedom for innovation in local implementation (Performance/Empowerment), with an emphasis on creating a culture of accountability throughout every level of the school district. It combines the effectiveness of a centrally managed academic program with the dynamics of a performance culture, while ensuring that freedom and flexibility (empowerment) is earned as a result of performance and improvement. District employees are responsible for effective operations and teaching that fosters learning for every student, while recognizing that learning is the responsibility of the student with support from parents and the community.

DISTRICT AND BOARD RESPONSIBILITY

The Board of Education and Superintendent are responsible for establishing Board policies or management directives that will:

• Establish district-wide content and performance standards across a core curriculum;• Foster a performance culture and unleash innovation in teaching, learning and school

operations;• Develop and maintain a comprehensive system of student assessment and

intervention/support;• Continue to administer and strengthen the district's accountability system to monitor overall

trends and measure individual school performance;• Emphasize and encourage highly effective staffing and relevant professional development;

and• Provide sufficient capacity in facilities, systems, and resources.

DECENTRALIZATION

Decentralization remains a key element in the district's framework of support. Through that operating structure the Superintendent is responsible for ensuring the implementation of Board policies and management directives that will:

• Foster effective three-way communication among central management, individual schools,and the public at large; and

• Support innovation through the sharing of best practices and effective allocation ofresources.

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THEORY OF ACTION FOR CHANGE

SCHOOL BASED RESPONSIBILITY AND FREEDOM AND FLEXIBILITY

Individual school leaders are best equipped to understand the learning needs of their students. Therefore, schools will be given as much flexibility as practicable to implement effective teaching and operational methods within the standards established by the Board and Superintendent. However, increased freedom and flexibility comes with increased accountability. Therefore, freedom and flexibility will be awarded to principals and schools only after rigorous measurement and assessment of individual school performance, using the district's accountability system, in order to ensure accountability and continuous improvement.

Principals will be given as much latitude as possible to manage budgets, procurement, hiring and firing, the configuration of workforce, schedules, student affairs, extracurricular activities, and parent and community relations. Where additional training is necessary, it will be made a priority. Because principals are ultimately accountable, they must exercise executive power and have the authority to hold others responsible.

A FRAMEWORK FOR CONTINUOUS IMPROVEMENT

It is the intention of the Board of Education that all district systems will be aligned with Managed Performance/Empowerment in order to provide the framework for improving student achievement in CMS. Continuous redesign will be required and the Board will develop reform policies consistent with this approach.

The Superintendent will develop and execute strategic plans based on this Theory of Action for Change and will provide a Theory of Action for Change Implementation/Status Report to the Board semi-annually as part of the Superintendent's evaluation process.

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CHARLOTTE-MECKLENBURG BOARD OF EDUCATION STRATEGIC PLAN 2018: For a Better Tomorrow

GOAL 1 – Maximize academic achievement in a personalized 21st-centruy learning environment for every child to graduate college- and career-ready

Focus Area I: College- and career-readiness 1. Establish a personalized plan of progress through an electronic portfolio that follows every student K-

12 to ensure that students reach college and career goals2. Ensure students are on track to complete requirements and graduate in four years3. Infuse 21st-century skills framework to support Common Core State Standards and future careers4. Develop innovative opportunities for students to engage in project-based and authentic problem-

solving experiences5. Identify students who may need support in transitioning to higher education and provide embedded

college remediation courses in their senior year6. Use assessment data such as PLAN, EXPLORE, ACT, WorkKeys, Accuplacer and MAP to advance

student progress on personalized plan benchmark goals7. Promote post-secondary technical training, work study and apprenticeship opportunities

Focus Area II: Academic growth/high academic achievement 1. Establish a dynamic teaching and learning framework that ensures seamless, high-quality instruction

from one grade level to the next2. Provide high-quality teaching and reteaching opportunities to ensure mastery learning3. Prepare Pre-K students for kindergarten success4. Ensure all students are reading on or above grade level5. Develop a comprehensive Pre-K-12 system for progress monitoring across the district, schools and

classrooms6. Develop a robust professional development system with performance expectations to support quality

teaching and learning7. Utilize data-driven instruction to provide interventions, acceleration and remediation for improved

student learning8. Provide targeted support for students not meeting a year’s worth of growth9. Ensure the use of consistent professional learning community teams at schools with a focus on data-

driven decision making

Focus Area III: Access to rigor 1. Ensure access to rigorous and relevant coursework for all students2. Utilize available tools to identify students for enrollment in higher-level classes with support3. Provide rigorous learning opportunities at every grade level4. Evaluate rigor of existing programs to ensure academic quality5. Review the quality of talent development programs to ensure rigorous student academic growth6. Align professional development for counselors and master schedulers to ensure students have

access to rigorous instruction7. Create strong honors courses in middle school by providing a proven pre-AP curriculum in math and

language arts, as well as honors options for science and social studies

Focus Area IV: Closing achievement gaps 1. Establish consistently high expectations for every child’s learning by matching appropriate strategies

and resources to students’ academic needs2. Monitor student academic progress, with a priority focus on subgroups such as African-American

males, English Language Learners and students with disabilities

16


GOAL 2 – Recruit, develop, retain and reward a premier workforce

Focus Area I: Proactive recruitment 1. Market the benefits of a career in CMS2. Recruit qualified and diverse candidates capable of promoting rapid, systemic organizational change

to improve student learning3. Create a pool of highly effective school leaders, teachers and support staff through effective and

efficient recruiting and hiring processes4. Recruit and select qualified employees based on effectiveness and commitment to our students and

mission5. Strengthen principal candidate pool through strategic recruitment of internal and external candidates

and transparent selection process

Focus Area II: Individualized professional development 1. Implement a high quality onboarding plan for employees2. Create a professional growth system based on a culture of continuous improvement3. Ensure employees are provided with professional learning and clear performance expectations

aligned with district goals4. Develop the capacity of leaders to improve employee effectiveness through quality feedback and

appropriate evaluations5. Implement a peer-assistance review process as a coaching opportunity for teachers, administrators

and support staff6. Expand the capacity of professional learning communities to accelerate student achievement and

eliminate achievement gaps7. Build the capacity of teachers to use alternate teaching methods to effectively incorporate technology

use career-readiness skills and character development8. Place a renewed focus on teacher planning time and professional learning communities during the

school day

Focus Area III: Retention of effective employees/quality performance appraisals 1. Develop a performance-management approach to provide ongoing feedback to all employees2. Revise the employee evaluation system to incorporate multiple measures3. Transform compensation and recognition programs4. Create a culture of high-performance expectations to retain effective employees and address

ineffective employees5. Study the engagement level of teachers and student-outcome data (achievement, disciplinary

referrals, attendance, suspensions, etc.) to determine impact on school culture

Focus Area IV: Multiple career pathways for all employees 1. Create career pathways and a compensation structure to expand the positive student impact of

highly effective teachers2. Expand lateral and vertical career options for effective employees to improve leadership skills,

diversify skill-sets and achieve career objectives

17


Focus Area V: Leadership development 1. Ensure every school and department has a highly effective leader2. Develop high-quality principals by providing job-embedded professional learning and structured

leadership development experiences3. Develop high-quality teacher leaders to build instructional capacity and encourage collaboration4. Create intentional programs to develop leaders prepared to turn around achievement in

underperforming schools

GOAL 3 – Cultivate partnerships with families, businesses, faith-based groups and community organizations to provide a sustainable system of support and care for each child

Focus Area I: Family engagement 1. Strengthen family support to ensure success for all students2. Build the capacity of staff to connect, engage and partner with parents and families3. Measure family engagement levels to determine gaps and opportunities for outreach, support and

training4. Redesign parent education offerings to empower parents as advocates5. Partner with families and early childhood providers to strengthen pre-kindergarten to kindergarten

transition6. Develop family supports for successful school-level transitions7. Expand parent-leadership opportunities in every school and across the district8. Provide regular opportunities for parent engagement in key school and district initiatives including the

engagement of School Leadership Teams, parent ambassador programs and PTA/PTSA/PTOorganizations

Focus Area II: Communication and outreach 1. Strengthen relationships with internal and external stakeholders to foster trust, engagement and

advocacy2. Develop forums for ongoing, authentic dialogue with community members and families3. Increase community engagement in district initiatives and school improvement processes4. Expand communications to engage culturally and linguistically diverse community members5. Establish a communication framework focused on the needs of children and families6. Expand the reach of positive district news through evolving communication methods

Focus Area III: Partnership development 1. Map assets of faith, civic and business partners to address specific and identified needs of students

and schools2. Create partnership opportunities that increase student exposure to college and career options3. Create student development and enrichment opportunities with higher education and business

partners4. Partner with advocacy organizations focused on the needs of children to improve student success5. Collaborate with partners to develop and implement a community-wide literacy initiative that

cultivates students’ early reading skills and family literacy6. Revitalize the philanthropic foundation to support educational opportunities

18


GOAL 4 – Promote a system-wide culture of safety, high engagement, cultural competency and customer service

Focus Area I: Physical safety 1. Enhance the multi-agency, district-wide safety strategy by emphasizing proactive incident prevention

and post-incident management2. Strengthen current safety and security communication toolkits to provide information to and support

for school leadership teams3. Use discipline data to focus resources, keep students safe and in school and maintain orderly

schools4. Build the capacity of school staff to pursue alternatives to suspensions while maintaining high

standards for discipline and order

Focus Area II: Social and emotional health 1. Ensure all schools are safe places where every child feels welcomed, engaged and nurtured2. Promote and strengthen a comprehensive anti-bullying campaign3. Embed social-emotional learning strategies within our core curriculum4. Support activities that promote character development and a healthy lifestyle5. Support and promote employee wellness programs

Focus Area III: High engagement 1. Nurture a district-wide culture of pride, trust and respect with shared values and commitments2. Recognize staff efforts and achievements that support system goals and reinforce shared values3. Foster a work environment that promotes employee engagement, satisfaction and positive morale4. Increase employee engagement and awareness in district initiatives5. Broaden student engagement in academic, social and extracurricular programsFocus Area IV: Cultural competency 1. Develop a comprehensive framework ensuring cultural competency in every classroom, school and

department2. Integrate cultural competency into district-guiding policies and priorities to ensure sustainability3. Embed in teaching and learning clear expectations and effective strategies for developing and

sustaining cultural competence, mutual respect and caring

Focus Area V: Customer service 1. Define, create and sustain a district-wide customer service model2. Promote a culture of internal collaboration and cross-functional partnering to foster efficiency and

effectiveness3. Ensure a welcoming environment in every school and workplace4. Establish an ethos for service to schools in all departments of central services

19


GOAL 5 – Optimize district performance and accountability by strengthening data use, processes and systems

Focus Area I: Effective and efficient processes and systems 1. Build capacity of leaders by partnering with productivity and quality experts to improve key processes

and systems2. Adopt and align to a system of process development for improving efficiency and effectiveness3. Memorialize formal processes and systems to guide cross-functional work4. Ensure departments and schools have key performance indicators aligned with the strategic plan5. Establish a clear process for new initiatives to go from concept to completion

Focus Area II: Strategic use of district resources 1. Align district and support resources to maximize student achievement2. Create a multi-year financial requirements projection to support the strategic plan3. Develop processes and tools for analyzing the use of time in schools, accompanied by training on

how to use those tools4. Ensure quality and effective use of instructional and non-instructional resources5. Develop a continuous improvement protocol for technology standards in instructional and non-

instructional areas6. Identify and eliminate ineffective or duplicative programs7. Develop and implement a program-evaluation cycle with analytics for expected outcomes of new

initiatives

Focus Area III: Data integrity and use 1. Ensure the integrity and consistency of data collection and reporting across all schools and

departments2. Conduct research to inform instructional and non-instructional decisions3. Establish data monitoring calendars to navigate strategic work of schools and central service offices4. Provide increased support to use data as part of on-going continuous improvement efforts5. Embed the strategic use of data for progress monitoring and instructional improvements in leadership

training6. Review and streamline district-administered tests to ensure their value-add for teaching and learning

Focus Area IV: School performance improvement 1. Establish and implement a school performance-review system to monitor progress toward a standard

of excellence2. Identify tiered levels of schools and appropriate supports for each level3. Redesign system and school progress scorecards based on pathways to success4. Strengthen the capacity of School Leadership Teams to drive continuous school improvement5. Design and implement school-improvement plans in alignment with the North Carolina Ready

Accountability model and district strategic plan6. Redesign Strategic Staffing Initiative

20


GOAL 6 – Inspire and nurture learning, creativity, innovation and entrepreneurship through technology and strategic school design

Focus Area I: Learning everywhere, all the time 1. Ensure each student has equitable access to personalized learning2. Provide adequate infrastructure and resources to support global learning, including bandwidth,

hardware, software and lab facilities3. Build capacity of teachers and staff in use of technology tools to ensure inspired teaching and

learning, with measures of proficiency4. Increase virtual-learning opportunities to include acceleration and remediation, specific areas of

student interest and credit through demonstrated mastery5. Establish and support technology platforms and devices for individualized student learning6. Extend learning for all students through robust enrichment opportunities beyond the traditional school

day and current academic calendar7. Provide summer enrichment and remediation opportunities for all students

Focus Area II: Innovation and entrepreneurship 1. Create a culture of innovation, design and entrepreneurship2. Foster creativity through project-based and challenge-based learning with collaboration and

communication skills expected3. Develop opportunities for students to explore entrepreneurial experiences and financial literacy4. Accelerate nontraditional, virtual and alternative educational options to increase student engagement

and enrollment5. Build robust virtual schools and courses to provide access for all learning communities6. Redesign Career and Technical Education offerings to ensure students are prepared for current and

future job market7. Increase multilingual-education programs and opportunities to expand access to world- language

instruction

Focus Area III: Strategic school redesign 1. Create a robust school-redesign process with clearly defined expectations and metrics for all schools2. Design programs to position every school competitively as a school of choice, with a unique niche

identity, signature and/or theme to meet needs and interests of its students3. Explore choice options through the creation of consortia4. Expand school choice by increasing magnet opportunities and replicating high-demand magnet

programs5. Establish consistent high thematic standards for each magnet program with measurable student

achievement outcomes6. Develop a menu of strategies to stretch learning in all schools, with attention to chronically

underperforming schools7. Support Project L.I.F.T. and expand best practices across the district8. Redesign alternative school choice options, strengthening transition support to sustain success9. Assist every school to position itself competitively as a school of choice, with its own brand

21


Focus Area IV: Innovative new schools 1. Enhance the district portfolio of public school options, establishing public-private partnerships,

research and best practices2. Seek authority to form district schools with charter-like flexibility3. Explore single-gender programs and schools4. Strengthen partnerships with charter schools and independent schools so that best practices and

innovative ideas can be shared and replicated

22

Adopted Operating Budget

Ado

pted

O

pera

ting

Bud

get

2016-2017 ADOPTED CURRENT EXPENSE BUDGET:SUMMARY OF CHANGES TO 2015-2016 BASE BUDGET

State County Federal and Other Grants

Other and Special

Revenue Total

2015-2016 ADOPTED BUDGET 778,903,458$ 404,286,016$ 143,029,293$ 20,511,470$ 1,346,730,237$

REVISIONS TO 2015-2016 ADOPTED BUDGETA. Revisions to Base Budget* (20,111,893) (2,083,665) (9,711,586) (7,165,251) (39,072,395)

Sub-Total (20,111,893) (2,083,665) (9,711,586) (7,165,251) (39,072,395)

2015-2016 BASE BUDGET 758,791,565 402,202,351 133,317,707 13,346,219 1,307,657,842

I. REDUCTIONS/REDIRECTIONSA. Reductions/Redirection of Funds to Alternative Uses (288,100) (11,313,810) - - (11,601,910)

Sub-Total (288,100) (11,313,810) - - (11,601,910)

I. SUSTAINING OPERATIONSA Program Continuation 12,999,990 3,170,954 1,423,261 6,700,000 A 24,294,205

Sub-Total 12,999,990 3,170,954 1,423,261 6,700,000 24,294,205

II. INVESTING IN OUR EMPLOYEES A. Salaries and Benefits 33,329,560 13,098,725 3,044,521 68,781 49,541,587

Sub-Total 33,329,560 13,098,725 3,044,521 68,781 49,541,587

III. STUDENT GROWTH AND ADDITIONAL SPACEA. Enrollment Growth 1,646,499 5,618,919 - - 7,265,418 B. Additional Facility Space - 716,653 - - 716,653

Sub-Total 1,646,499 6,335,572 - - 7,982,071

TOTAL 2016-2017 ADOPTEDCURRENT EXPENSE BUDGET 806,479,514$ 413,493,792$ 137,785,489$ 20,115,000$ 1,377,873,795$

* Includes reduction of one-time bonus funding, state revisions, reduction for prior year one-time fund balance appropriation and anticipated revenue adjustments to 2015-16 Adopted Budget.

A Includes a one-time increase in fund balance appropriation of $6.7 million for movement/purchase of mobile units ($3m), technology devices ($1.2m), cultural proficiency training ($.5m), capital projects and school options facility needs.($2m).

23


REDIRECTION OF RESOURCES

As a part of Charlotte-Mecklenburg Schools continuous effort to remain fiscally responsible and cost effective, the Adopted Budget for 2016-17 includes $11,313,810 in redirections of resources from within the current county funded budget. These redirections are the result of improved organizational efficiency ($2 million), program and service adjustments ($7 million) as well as other cuts from central office departments ($2.3 million). After each area is reviewed and evaluated, recommendations regarding the future of programs or services are made. Recommendations can include reduction, expansion, elimination or maintaining status quo depending on the effectiveness of the program or service. In addition, each year all areas have been asked to drill down to the expenditure level to see how they could use their resources more effectively to accomplish the goals of their department. The alignment of resources to the goals outlined in the Strategic Plan 2018 assists in scrutinizing each item in the budget based on its relevance to the overall strategic plan and goals of the district. These processes and other continuous improvement efforts result in a more efficient operation. The chart below reflects the net reductions and redirections over the last eight years from state, federal and county sources for a total of $279 million. From 2008-09 to 2016-17, nearly $180 million has been redirected within the county funded portion of the budget to offset the budget increases needed for growth, new schools and sustaining operations at current service levels. Although all redirections ultimately impact the school level, there has been a focused effort to try to minimize the impact on the classroom and, most importantly, our students.

Sal. & Ben. 71.3% (199,064,818)

Purch. Serv. 14.7% (40,904,913)

Sup. & Mat. 13.9% (38,678,303)

Furn. & Equip. <0.1% ($363,359)

Total Budget Reductions and Redirections from FY2009-2016 = $279,011,393

Salary & Benefits Purchased Services Supplies & Materials Furniture & Equipment

25

State Cost Local Cost

A.

1.Supplies & Materials ($198,600)

2.Salaries & Benefits ($89,500)

3.($627,470)

($1,843,290)

Total ($2,470,760)

4.Purchased Services ($1,101,189)

5.Purchased Services ($895,492)

6.($67,657)

($244,159)

($271,064)

Total ($582,880)

In the 2013-14 school year, the district began an extended learning literacy initiative utilizing a blended learning approach in grades K-5. The program utilizes face-to-face instruction and online learning to build literacy skills. The cost of this program will be redirected to federal Title II program and the local funds can be reduced.

Purchased Services

Supplies & Materials

K-5 Literacy

Self-Insurance ContributionThe recent trend shows a decline in the amount of districtclaims filed against our self insurance program. Therefore,the budget for these insurance claims can be reduced andthe cost savings can be redirected.

UtilitiesThe district uses the Energy Star Model in an effort toreduce the annual expenses for utilities. These effortsinclude lighting retrofits, energy efficient HVAC andplumbing equipment, real time metering and waterconservation projects. The results of these efforts resultedin an energy efficiency savings and funding for utilities canbe reduced.

2016-17 ADOPTED PROGRAM CHANGES CHARLOTTE-MECKLENBURG BOARD OF EDUCATION

Redirection of Funds

Digital Tools/ResourcesThe state's approved 2016-17 budget included an increase for digital resources. These funds will be used to continue the use of the Discovery Education, Compass, Dream box and Edgenuity digital content programs. The redirection of the cost of these programs to state funding allow for a reduction in local funds.

I. Redirections/ReductionsChange Reference: I.A

DescriptionExplanation of Change

Salaries & Benefits

TransportationFunding for transportation services has been reduced. Thereductions are due to the cut by the state for the decline inthe projected average price of diesel fuel.

Central Office AdministrationFunding for state supported central office positions hasbeen reduced. This reduction will be covered with theaverage salary of the state paid positions.

Purchased Services


27



7.Purchased Services ($1,200,000)


8.Salaries & Benefits ($1,684,133)

9.Salaries & Benefits ($227,103)

10.Purchased Services ($268,750)


Extended Employment for Opening New Schools The current budget includes funding for extendedemployment for some 10-month staff to ensure a smoothopening of new schools. This amount was a one-timeexpense and can be eliminated.

Technology Devices In the 2013-14 school year, the district began the initiativeto provide 1:1 computers for all students during the schoolday and to provide technology tools for all teachers. Thisinitiative has been completed and funding is now onlyrequired for the replacement cost of the existing devices.Therefore, the budget for technology tools can be reduced.

Instructional SuppliesThe adopted state budget provided funds in excess of theprojected amount for instructional supplies. Therefore,funds for expenses previously funded locally wereredirected to the state.

Extended employment has been reduced for summerschool. The district has eliminated non-mandatory summerschool programs except high school graduation and highschool credit recovery.

Teach to OneIn the 2013-14 adopted budget, the district initiated theTeach to One program to personalize mathematicsinstruction. Funding was used for contracted services forstaff training to support the program. The mathinstructional staff at the school has determined that thetraining was no loner required and the contract can bediscontinued. Therefore the funding to cover the cost ofthe contract can be eliminated.

Bright Beginnings Due to an increase in funding for the state NC Prekprogram, the cost to provide afternoon snacks can befunded with state funds and local funds can be reduced.

Extended Year/Summer School

Explanation of Change Description


28



12.

13.($584,028)

($225,540)

Equipment ($11,988)

Total ($821,556)

($288,100) ($11,313,810)

A senior administrative secretary, office supervisor and an administrative secretary positions were redirected to state Career and Technical Education program funds. A hiring freeze on all vacant central office positions was also put in place for the first month of the fiscal year. Funding for central office overtime and professional development stipends was reduced.

Other expense reductions made at the Central Office level include reducing funds budgeted for contract services, workshops, travel, postage, mileage reimbursement, cell phones, supplies and equipment.

Central Office Staffing Reductions:

Central Office Non-personnel

($1,527,918)


Total Redirections and Reductions

Purchased Services

Salaries & Benefits

Central Office Reductions



29



A.

1.$2,540,676 $293,172

2.

$1,060,933

$1,786,243

Equipment $30,606

Total $2,877,782

3.$1,898,158

4.$4,317,855

$4,034,050

Supplies & Materials $209,251

Total $8,561,156

$12,999,990 $3,170,954

Description

Program Continuation

Textbook/Digital Resources The state's approved budget includes an increase of $19.2million for digital resources. CMS received approximately10 percent of the additional funding. These funds will beused to purchase digital academic resources.


Total Sustaining Operations

The budget was adjusted for state funding of the categorical allotments for textbooks, classroom teachers, non-instructional support, instructional support, longevity, central office administration, driver education, CTE, exceptional children, teacher assistants, after school quality improvement, IB exams, high school learn and earn. transportation, instructional supplies and assistant principal interns Instructional technology, summer reading and at risk student services carryover funding was also adjusted.

II. Sustaining OperationsChange Reference: II.A

Explanation of Change

First Grade Class Size ReductionThe state's approved budget includes a first grade classsize reduction from 1:17 to 1:16. This change will providean additional 44 classroom teachers to CMS. Local fundsare needed to cover the local supplement cost for theseadditional teachers.

Salaries & Benefits

Transportation Model Revision - equitable access for all studentsIn an effort to provide equitable access to all students, CMS will provide options for common/neighborhood stops or shuttle stop transportation for students attending magnet schools and programs currently served solely by shuttle stops. Funds are needed for the operating fifty-three additional buses, including drivers, skilled trades staffing, fuel and parts. The estimated cost of this revised model, $5.9M, will be offset by redirections of existing funds from efficiency and effectiveness savings and other service adjustments totalling $3.1million.

Salaries & Benefits


Purchased Services

Other State AdjustmentsSalaries & Benefits

30



A.

1.Salaries & Benefits $26,146,355 $10,403,225

$705,659 $395,778

2.

$1,709,649 $260,390

3.

$4,767,897 $2,039,332

$33,329,560 $13,098,725

The employer-paid portion of the state health insurancerate increased from $5,471 to $5,565 annually. whichrepresents a 1.7% percent increase. Funds are needed toprovide the state mandated increase for all full-timepositions.

The state legislature also approved a .5% bonus for allschool administrators and non-certified state paidemployees. Local funds are needed to provide anequivalent bonus for locally funded school administratorsand non-certified staff.

Salaries and Benefits

Change Reference: III.A

Salaries & Benefits

Total Investing In Our Employees

The state legislature approved salary increases of 4.7% forcertified staff; a step (if eligible) plus 1.5% for schooladministrators and 1.5% for non-certified staff for all statepaid employees and will make the appropriate state budgetadjustments to cover this increase. Local funds areneeded to provide an equivalent increase for locally fundedemployees and to cover the county supplement impact forthe increase in salary for the certified staff. In addition,local funds are needed to provide an additional 1.5% salaryincrease to all state and locally paid school administratorsand non-certified staff.

Salaries & Benefits


Salary Increase

The employer-paid portion of the state retirement planincreased from 15.32% to 16.33% of eligible earningsannually. Funds are needed to cover the estimatedincrease.

Health Insurance Rate Increase

III. Investing in Our Employees

Retirement Rate Increase

31



A.

1.$1,530,741 $200,059

Local Supplement $173,238

Purchased Services $46,450

Supplies & Mater $115,758 $21,901

State Local 22.0 4.0

$1,646,499 $441,648

2.$5,177,271

$1,646,499 $5,618,919

Based on the projected increase in charter school studentenrollment and additional county funding, funding isneeded to increase our charter school pass-throughbudget so we can meet our statutory obligation to charterschools. Charter-school enrollment of Mecklenburg Countystudents is expected to increase by 2,203 students. Fundsare also needed for the ongoing budget impact of the 2015-16 cost adjustment arising from the change in the per pupilallocation and the additional students in the current year.

Other

Enrollment Growth Student enrollment is expected to increase by 504 studentsin 2016-17, which represents a .3% increase in our studentpopulation. Additional positions, as outlined below, areneeded in order to maintain our current staffing formulasand to staff classrooms that will be needed toaccommodate the growth in enrollment. Funds are alsoincluded for the county supplement for state and locallypaid positions and to provide purchased services, suppliesand materials for the additional classrooms andemployees.

Salaries & Benefits

IV. Student Growth and Additional Space

Change Reference: IV.A

Enrollment Growth Costs

Total Enrollment Growth Costs

DescriptionExplanation of Change

Teachers

Charter School Enrollment Growth

Total CMS Enrollment Growth Costs

32



B.

1.

$486,775

Utilities $222,637

Purchased Services $7,241

Total $716,653

State Local - 7.5 - 3.0 - 10.5

$1,646,499 $6,335,572

Change Reference: IV.B

Total Student Growth and Additional Space

Salaries & BenefitsThe opening of two replacement schools and major facilityrenovations coming on line will result in the net addition of169,823 to square feet in our facilities. In order to properlymaintain this additional square footage, funds are requiredat $4.22 per square foot to cover staffing, utilities andcontract services.

Maintenance and Operating Costs for All Additional Space

Maintenance:


Additional Facility Space - Including New, Replacement and Renovated Schools

Maintenance Custodian

33


2016-2017 ADOPTED CURRENT EXPENSE BUDGET:DEPARTMENTAL BUDGETS BY FUNDING SOURCE

DIVISION STATE COUNTY

FEDERAL/ SPECIAL

REVENUE/ OTHER

TOTAL

ADMINISTRATIVE & OTHER SERVICES

Office of the Superintendent of Schools 183,854 762,915 - 946,769 Board of Education/Board Services - 426,776 - 426,776 Legal - 1,674,312 158,794 1,833,106 Communications Services - 1,616,760 118,424 1,735,184 Graphic Production Center - 892,228 - 892,228 Financial Services 263,682 9,508,118 905,228 10,677,028 Deputy Superintendent 147,947 1,276,760 290,422 1,715,129 Human Resources Services 346,303 7,769,197 1,784,109 9,899,609 Accountability Services 163,032 3,466,632 315,595 3,945,259 School Options, Innovation and Design - 195,992 - 195,992 Chief Technology, Personalization & Engagement 136,032 754,010 103,008 993,050 Technology Services 1,250,693 15,284,301 498,337 17,033,331 Community Partnerships and Family Engagement 252,696 1,372,603 3,635 1,628,934

Subtotal 2,744,239 45,000,604 4,177,552 51,922,395

OPERATIONAL SERVICESChief Operational Services Officer 51,737 251,711 - 303,448 Building Services 28,988,428 50,586,706 13,183,891 92,759,025 Inventory Management and Distribution 3,414,189 3,803,725 1,227,646 8,445,560 Safety 558,385 757,082 - 1,315,467

Transportation 55,441,642 10,612,817 - 66,054,459 Planning Services - 1,463,743 15,676 1,479,419 Athletics - 3,833,472 1,413,400 5,246,872 CMS Police Department 10,856,585 1,705,290 5,748 12,567,623 Community Use of Facilities - - 531,833 531,833 Enterprise Funds Program Support 45,938 - 254,062 300,000

Subtotal 99,356,904 73,014,546 16,632,256 189,003,706

LEARNING SERVICESChief Academic Officer - 299,202 - 299,202 Teaching and Learning - 1,489,880 12,374 1,502,254 Advanced Studies 8,098,114 1,667,789 - 9,765,903 Drivers Education 2,982,718 10 - 2,982,728

34


2016-2017 ADOPTED CURRENT EXPENSE BUDGET:DEPARTMENTAL BUDGETS BY FUNDING SOURCE

DIVISION STATE COUNTY

FEDERAL/ SPECIAL

REVENUE/ OTHER

TOTAL

International Baccalaureate Program 429,336 182,082 - 611,418 ROTC Program - 1,865,450 1,852,602 3,718,052 Humanities - 1,533,400 - 1,533,400 PreK-12 Academic Support 15,977,870 897,136 - 16,875,006 Science, Technology, Engineering and Math PreK-12 - 1,098,268 676,867 1,775,135 Organizational Development 251,897 1,665,598 6,713,363 8,630,858 North Carolina Pre-K Program - - 10,046,880 10,046,880 Bright Beginnings Pre-K Program - 9,652,205 12,741,095 22,393,300 English Language Learners 15,113,066 6,389,056 3,731,820 25,233,942 Exceptional Children Services 77,311,720 4,494,917 46,538,652 128,345,289

Student Services 2,317,984 2,964,805 670,660 5,953,449 Virtual Learning and Media Services 195,335 1,369,057 - 1,564,392 Health and Physical Education - 284,087 25,850 309,937 Visual and Performing Arts - 795,692 2,000 797,692 Career and Technical Education 39,241,303 5,262,530 1,821,793 46,325,626

Magnet Programs and School Redesign - 697,630 - 697,630 Subtotal 161,919,343 42,608,794 84,833,956 289,362,093

SCHOOL PERFORMANCE SERVICES Chief School Performance Services Officer 1,488,846 842,742 - 2,331,588 Alternative Education & Safe Schools 664,548 420,560 - 1,085,108 ESEA Title I - - 42,903,458 42,903,458 Learning Communities 865,788 4,673,090 1,482,729 7,021,607 Project L.I.F.T. 433 472,258 4,352,270 4,824,961

Subtotal 3,019,615 6,408,650 48,738,457 58,166,722

SCHOOLS DIVISION

School Admin. Support Services 65,898,266 48,394,434 3,518,268 117,810,968 Classroom Teachers 386,264,552 144,479,008 - 530,743,560 Support Positions 58,178,748 10,582,962 - 68,761,710 Assistants 29,097,847 110,053 - 29,207,900 Charter Schools - 42,894,741 - 42,894,741

Subtotal 539,439,413 246,461,198 3,518,268 789,418,879

TOTAL 806,479,514$ 413,493,792$ 157,900,489$ 1,377,873,795$

35


2016-2017 ADOPTED REVENUE BUDGET:REVENUE CATEGORIES BY FUNDING SOURCE

REVENUE CATEGORY STATE COUNTY FEDERAL/ SPECIAL

REVENUE/ OTHER TOTAL

Classroom Teachers 404,292,172$ -$ -$ 404,292,172$ $ Central Office Administration 3,313,200 - - 3,313,200 Non-Instructional Support Personnel 52,202,820 - - 52,202,820 * School Building Administration 23,923,167 - - 23,923,167 Instructional Support Personnel 47,874,311 - - 47,874,311

Non-Contributory Employee Benefits 9,738,365 - - 9,738,365 Dollars for Certified Personnel 10,733,773 - - 10,733,773 *Driver Training 2,981,243 - - 2,981,243 Voc. Ed. - Months of Employment 37,423,150 - - 37,423,150 Voc. Ed.- Program Support 1,712,722 - - 1,712,722 School Technology Fund 4,492,554 - - 4,492,554 Summer Reading Camps 8,245,903 - - 8,245,903 Disadv. Student Supplemental Funding - - - - *Teacher Assistants 37,891,053 - - 37,891,053 Behavioral Support 276,632 - - 276,632 Children with Disabilities 58,102,759 - - 58,102,759 Children with Disabilities - Special 2,890,187 - - 2,890,187 Academically/Intellectually Gifted 2,018,696 - - 2,018,696 *After-School Quality Improvement Grant 1,625,330 - - 1,625,330 Compensation Bonus (Legislated) 705,659 - - 705,659

IB Exam Fees - - - -

Limited English Proficiency 623,014 - - 623,014 *High School Learn and Earn 949,938 - - 949,938 Transportation of Pupils 53,378,772 - - 53,378,772 Classroom Materials/Supplies 4,115,819 - - 4,115,819 *Assistant Principal Intern - MSA Student 59,802 - - 59,802 At-Risk/Alternative Schools 33,096,477 - 403,586 33,500,063 School Connectivity 295,910 - - 295,910 Special Position Allotment 101,897 - - 101,897 State Textbook Allotment 3,414,189 - - 3,414,189 *Mecklenburg County - 413,493,792 - 413,493,792 Voc. Ed. - Program Improvement - - 1,821,793 1,821,793 CTE Capacity Building - - - - McKinney-Vento Homeless - - 101,878 101,878 IDEA VI-B - Preschool Handicapped - - 441,051 441,051 ESEA Title I - Basic - - 49,179,145 49,179,145 North Carolina Pre-K - - 10,046,880 10,046,880 IDEA Title VI-B - - 29,545,718 29,545,718 IDEA Early Intervening Services (EIS) - - 7,736,113 7,736,113 IDEA VI B - Special Education State

- - 27,869 27,869

IDEA VI B – Children with Disabilities - - 685,978 685,978 Title II - Improving Teacher Quality - - 6,634,800 6,634,800 Title III - Language Acquisition - - 3,162,978 3,162,978

36


2016-2017 ADOPTED REVENUE BUDGET:REVENUE CATEGORIES BY FUNDING SOURCE

REVENUE CATEGORY STATE COUNTY FEDERAL/ SPECIAL

REVENUE/ OTHER TOTAL

Title III - Language Acquisition Sign. Inc. - - 511,842 511,842 Title I - School Improvement - - 5,593,469 5,593,469 Title I - School Improvement - 1003G - - 2,152,697 2,152,697 21st Century Grant - - 314,472 314,472 Math and Science Partnerships - - 676,867 676,867 IDEA VI-B Special Needs - - 29,873 29,873 IDEA Preschool Targeted Assistance - - 95,748 95,748 RTTT- Governors Teacher Network - - - - ARRA - Race to the Top - - - -

Teacher in Residence - - 45,748 45,748 DSS Reimbursement - - 551,274 551,274

National Board Services - - 8,000 8,000

ROTC Reimbursement - - 1,904,178 1,904,178

Admin Outreach/Direct Svcs - Medicaid - - 9,732,220 9,732,220 Carol M. White PEP Grant - - 25,850 25,850 Regional Alternative Licensing Center - - 175,974 175,974 Project L.I.F.T. - - 4,352,270 4,352,270 County Sheriff Reimbursement - - - - County Bond Reimbursement - - 240,813 240,813 Burroughs Wellcome Fund - - 64,679 64,679 C. D. Spangler Foundation - - 100,093 100,093 Wallace Grant - - 1,263,352 1,263,352 Broad Fellows - - - - Gates Next Generation - - 103,008 103,008

MDRC Grant - - 55,273 55,273 Athletics - - 1,400,000 1,400,000

Rental of School Property - - 1,375,000 1,375,000

Indirect Costs - - 7,750,000 7,750,000

Tuition & Fees - - 550,000 550,000

Interest Earned on Investment - - 450,000 450,000

Restitution - - 40,000 40,000

Police Sales - - 250,000 250,000 Fund Balance - - 8,300,000 8,300,000

TOTAL 806,479,514$ 413,493,792$ 157,900,489$ 1,377,873,795$

* Includes impact of planned ABC transfers.

Position Allotment - Funds are used to pay the amount required to hire a specific number of certified teachers and other educator positions based on the state salary schedule, without being limited to a specific dollar amount.

Dollar Allotment - Funds are used to hire employees or purchase goods for a specific purpose, but must stay within the allotted dollar amount.

Categorical Allotment - Funds are used to purchase all services necessary to address the needs of a specific population or service. The local school system must operate within the allotted funds. These funds may be used to hire personnel, to provide a service, or to purchase supplies and materials for the specific population or service only.

37


ADOPTED BUDGET BY REVENUE CATEGORY

001 Classroom Teachers $404,292,172

002 Central Office Administration $3,313,200

003 Non-Instructional Support Personnel $52,202,820

005 School Building Administration $23,923,167

007 Instructional Support Personnel – Certified $47,874,311

009 Non-Contributory Employee Benefits $9,738,365

010 Dollars for Certified Personnel $10,733,773

012 Driver Training $2,981,243

013 Vocational Education - Months of Employment $37,423,150

014 Vocational Education - Program Support Funds $1,712,722

015 School Technology Fund $4,492,554

016 Summer Reading Camps $8,245,903

027 Teacher Assistants $37,891,053

029 Behavioral Support $276,632

Provides funding for salaries and associated benefits for classroom teachers allotted in a specific number ofpositions. To qualify as a classroom teacher and to be charged against this allotment, an individual must spend amajor portion of the school day providing classroom instruction and shall not be assigned to administrative duties ineither the central or school offices.

Provides funding for salaries and associated benefits for central office administration. These funds may be used forpersonnel including: Superintendent, Directors/Supervisors/Coordinators, Associate and assistant Superintendents,Finance Officers, Child Nutrition Supervisors/Managers, Community Schools Coordinators/Directors, AthleticTrainers, Health Education Coordinators, Maintenance Supervisors and Transportation Directors.

Provides funding for non-instructional support personnel, associated benefits and liability insurance. These fundsmay be used at the central office or at individual schools for personnel including: Clerical Assistants, Custodians,Duty Free Period and Substitute Teachers.

Provides funding for salaries and associated benefits for principals and assistant principals.

Provides funding for salaries and associated benefits for certified instructional support personnel who provide serviceto students who are at risk of school failure and their families. The funds may be used for personnel including: MediaSpecialist, Counselor, Psychologist, Social Worker, Student Services Specialist, Hearing Officer and MediaAssistant.

Provides funding for salaries and associated benefits to provide for annual leave, disability and longevity.

Provides funding for salaries and associated benefits for classroom teachers of secondary students who elect toenroll in vocational and technical education programs.

Provides funding to assist in expanding, improving, modernizing, and developing quality vocational educationprograms.

Provides a separate account into which LEA's may transfer funds to pay for certified personnel.

Provides funding for the expenses associated with training and instructing eligible persons in the operation of motorvehicles.

Provides funding for the development and implementation of a local school technology plan.

Provides funding for salaries and associated benefits for teacher assistants in regular and self-contained classrooms.

Provides funding for Assaultive and Violent Children programs that provide appropriate educational programs tostudents under the age of 18 who suffer from emotional, mental, or neurological handicaps accompanied by violentor assaultive behavior.

Provieds funding to allow any student to attend a Summer Reading Camp if s/he does not demonstrate readingproficiency.

38



032 Children with Disabilities $58,102,759

063 Children with Disabilities – Special Funds $2,890,187

034 Academically or Intellectually Gifted $2,018,696

040 After-School Quality Improvement Grant $1,625,330

045 Compensation Bonus (Legislated) $705,659

054 Limited English Proficiency $623,014

055 High School Learn and Earn $949,938

056 Transportation of Pupils $53,378,772

061 Classroom Materials/Instructional Supplies/Equipment $4,115,819

067 Assistant Principal Intern - MSA Student $59,802

069 At-Risk Student Services/Alternative Schools $33,500,063

073 School Connectivity $295,910

096 Special Position Allotment $101,897

Provides funding for stipends to full-time students working on a master’s degree in school administration programswho are serving in an approved intern program.

Provides funding for all “yellow bus” transportation related expenses for eligible school age (K-12) students for travelto and from school and between schools. Examples of these expenses are contract transportation, transportationpersonnel (other than Director, Supervisor, and Coordinator), bus drivers' salaries, benefits, fuel, and other costs asdefined in the Uniform Chart of Accounts.

Provides funding for instructional materials and supplies, instructional equipment, and testing support.

Provides funding for identifying students likely to drop out and to provide special alternative instructional programs forthese at-risk students. Also provides funding for summer school instruction and transportation, remediation, alcoholand drug prevention, early intervention, safe schools, and preschool screening. These funds may not be used tosupplant dropout prevention programs funded from other state or federal sources.

Provides funding to support the enhancement of the technology infrastructure for public schools.

Provides funding for academically or intellectually gifted students and may be used only (i) for academically orintellectually gifted students, (ii) to implement the plan developed under G.S. 15C-150.7; (iii) for children with specialneeds; or (iv) in accordance with an accepted school improvement plan, for any purpose so long as that schooldemonstrates it is providing appropriate services to academically or intellectually gifted students assigned to thatschool in accordance with the local plan developed under G.S. 115C-150.7 . Funds cannot be used for Children withSpecial Needs unless moved with an ABC transfer.

Provides funding to support students who have limited proficiency in English. The funds shall be used to supplementlocal current expense funds and shall not supplant local current expense funds.

Provides funding to pilot after-school learning programs for at-risk students. Local school administrative units andnon-profits working in collaboration with local school administrative units may participate in the After-School QualityImprovement Grant Program. At least seventy percent (70%) of students served by the program must qualify for freeor reduced-price meals.

Provides funding for the special educational needs and related services of children with disabilities. These funds areto be used for children with disabilities, preschool handicapped, group homes, foster homes or similar facilities.

Provides funding for the special educational needs and related services of children with disabilities. These funds areto be used for community residential centers and developmental day care facilities.

Provides funding for salaries and associated benefits to provide for compensation bonuses.

Provides funding to create rigorous and relevant high school options that provide students with the opportunity andassistance to earn an associate degree or two year of college credit by the conclusion of the year after their senioryear in high school.

Provides funding for salary and associated benefits for local teacher on loan to the state.

39



130 State Textbook Allotment $3,414,189

Mecklenburg County $413,493,792

017 Vocational Education – Program Improvement $1,821,793

026 McKinney-Vento Homeless $101,878

049 IDEA VI-B – Preschool Handicapped $441,051

050 ESEA Title I – Basic $49,179,145

413 North Carolina Pre-K $10,046,880

060 IDEA Title VI-B $29,545,718

070 IDEA Early Intervening Services (EIS) $7,736,113

082 IDEA VI B - Special Education State Improvement Grant $27,869

114 IDEA VI B – Children with Disabilities – Risk Pool $685,978

103 Title II - Improving Teacher Quality $6,634,800

104 Title III - Language Acquisition $3,162,978

Provides funding to help increase the academic achievement of all students by ensuring that all teachers are highlyqualified to teach.

Provides funding to develop and implement coordinated, early intervening services, which may include interagencyfinancing structures, for students in kindergarten through grade 12 (with a particular emphasis on students inkindergarten through grade 3) who have not been identified as needing special education or related services but whoneed additional academic and behavioral support to succeed in a general education environment.

The Special Education State Improvement Grant (State Personnel Development Grant) provides personneldevelopment and program support services to significantly improve the performance and success of students withdisabilities in local education agencies (LEA), charter schools and state-operated programs in North Carolina. Fundssupport the implementation of researched based practices in reading/writing and/or mathematics using sites andcenters established by grant recipients.

Provides funding for purchase of prescribed textbooks purchased for pupils or group of pupils, and furnished free tothem. Funding is reflected in the Other Local Category. Note: this is reflected under other local revenue as requiredby statute.

Provides funding to support the education of all children throughout Mecklenburg County in the amount approved bythe Board of County Commissioners.

Provides funding to assist in developing the academic, vocational and technical skills of students who elect to enrollin vocational and technical education programs that will prepare them for occupations requiring other than abaccalaureate or advanced degree.

Provides funds to develop services to meet the educational and related needs of homeless students (e.g. tutoring,counseling, enrollment, attendance, staff development, parent training, etc.).

Provides funds to initiate and expand preschool special education programs for children with disabilities ages 3-5.

Provides IDEA, Title VI, Part B funds to “high need” students with disabilities served in local education agencies(LEAs). These funds are to be used for the student’s special education and related service needs.

Provides funding to supplement and provide special help to educationally deprived children from low income families.

Provides funding for high quality educational experiences in order to enhance Kindergarten readiness for four-year-olds who are at risk of school failure.

Provides funding to initiate, expand, and continue special education to handicapped children ages 3 through 21.

Provides funding to assist children who are Limited English Proficient (LEP), including immigrant children and youth,develop high levels of academic attainment in English and meet the same state academic content and studentachievement standards as all children. Also, provide assistance to LEAs/Charter Schools in building their capacity toestablish, implement, and sustain language instructional educational programs and programs of English languagedevelopment for LEP children.

40



111 Title III - Language Acquisition Significant Increase $511,842

105 Title I – School Improvement $5,593,469

117 Title I – School Improvement -1003G $2,152,697

110 21st Century Grant $314,472

112 Math and Science Partnerships $676,867

118 IDEA VI-B Special Needs $29,873

119 IDEA Preschool Targeted Assistance $95,748

083 Teacher in Residence $45,748

812/813 DSS Reimbursement $551,274

880 National Board Services $8,000

301 ROTC Reimbursement $1,904,178

305/306 Administrative Outreach Claiming for Education Program $9,732,220

Provides assistance for schools, which have been identified for Corrective Action, and Restructuring and have shownprogress in improving student performance.

Provides assistance for schools, which have been identified for School Improvement, Corrective Action, andRestructuring.

Provides funding to allow local school districts to be reimbursed under the federal Medicaid program for a portion onthe administrative cost associated with providing school based health services.

Provides funding to allow local school districts to be reimbursed under the federal Medicaid program for a portion onthe administrative cost associated with providing school based health services.

Provides funding to support teachers in attaining their national board for professional teaching standards certification.The National Board for Professional Teaching Standards improves teaching and student learning.

Provides funding for salaries and associated benefits for ROTC classroom teachers.

Provides funding for enhanced instructional opportunities for immigrant children and youth designed to assist themin achieving in elementary and secondary schools, including activities designed to assist parents in becoming activeparticipants in the education of their children and activities designed to support personnel to provide servicesspecifically to immigrant children and youth. Also provides funds for additional basic instructional services that aredirectly attributable to the presence of eligible immigrant children and youth.

Provides funding for operating expenses reimbursed by DPI for coordination of regional projects for instructionalpersonnel.

The Individuals with Disabilities Education Act 2004 provides funds to local education agencies, charter schools andstate-operated programs for specific areas of need for students with disabilities. These targeted areas include theestablishment and coordination of reading/writing coordinators and training, math coordinators and training, earlyliteracy activities, Positive Behavior Interventions and Support coordinators and training, Responsiveness toInstruction coordinators and training, related services support, autism and low incidence support and training.

The Individuals with Disabilities Education Act 2004 provides funds to local education agencies specific areas ofneed for students with disabilities. These targeted areas include the establishment and coordination of preschooldemonstration classes and preschool assessment centers, preschool program network consultants and training,improving preschool LRE opportunities for handicapped preschoolers, and improving LEA family involvementactivities.

The purpose is to establish 21st Century Community Learning Center (21st CCLC) programs that provide studentswith afterschool academic and enrichment opportunities, along with activities designed to complement the regularschool day. An emphasis must be on providing literacy and math strategies, as well as a broad array of additionalservices that may include the following: youth development activities, drug and violence prevention, counseling andmentoring, art, music and character education.

Provides funding to increase the academic achievement of students in mathematics and science by enhancing thecontent.

41



332 Carol M. White PEP Grant $25,850

499 Regional Alternative Licensing Center $175,974

927 Project L.I.F.T. $4,352,270

980 County Bond Reimbursement $240,813

811 Burroughs Wellcome Fund $64,679

954 C. D. Spangler Foundation $100,093

887 Wallace Grant $1,263,352

897 Gates Next Generation $103,008

970 MDRC Grant $55,273

815 Athletics $1,400,000

Rental of School Property $1,375,000

Indirect Costs $7,750,000

The Project L.I.F.T. (Leadership and Investment For Transformation) program was created to address educationalissues in the West Charlotte Corridor. The project will focus on enhanced teacher and school leadership quality,more time spent on task (including extended day, out of school time, and pre-kindergarten programs), access totechnology, and policy changes that will allow school leadership more freedom.

Provides funding to initiate, expand, or enhance physical education programs, including after-school programs, forstudents in kindergarten through 12th grade.

Provides funding to assist lateral entry teachers in NC to achieve a full professional educator’s license.

Provides funding for salaries and associated benefits for positions supporting the capital program.

The Wallace Foundation is launching a new initiative to help selected urban districts develop a much larger corps ofeffective principals and to determine whether this makes a difference in student learning in their schools. The grantwill help selected districts establish what’s needed to cultivate principals fully equipped to boost student achievementin partnership with principal training programs. Based on 10 years of research, Wallace has four key parts of aprincipal pipeline that can develop and ensure the success of a sufficient number of principals to meet district needs:rigorous job requirements, high quality training, selective hiring, evaluation and on-the-job support.

Provides funding for the support and operations of the district’s middle schools athletics program.

Provides funding for the operational costs of using school facilities after school hours and on the weekend.

Provides funding for the cost necessary for the functioning of the District as a whole, but which cannot be directlyassigned to one service.

Provides funding for Pre-Kindergarten students who demonstrates the greatest educational need.

Provides funding to support creative science enrichment activities for 9th-12th grade students and also providesopportunities for professional development and collaboration for math and science teachers.

The Gates Next Generation provides funds to equip all students with an e-portfolio that features a personalized plan of progress for college and career readiness. The e-portfolio enables students to actively participate in their learning – define learning goals, monitor their progress, and challenge themselves to higher achievement by setting stretch goals. It also empowers them to identify college and career aspirations and conduct self-reflections on learning goals they set. Students upload sample work products and facilitate progress updates on academic milestones with parents, teachers and counselors (e.g., 3rd grade reading on level, 9th grade on track). Using an online platform, the e-portfolio offers 24/7 access to students and their families, teachers and school leaders.

The MDRC Grant funds a random assignment evaluation project that introduces multi-tiered systems of support for behavior into selected elementary schools nationwide. The goal of the project is to answer questions about the effectiveness of implementing the MTSS-B infrastructure and universal supports with fidelity. Additionally, the project will consider the added value of implementing targeted interventions once the MTSS-B infrastructure and universal supports are in place. Participating CMS schools are: Barringer Academic Center, Berewick Elementary, David Cox Road Elementary, Eastover Elementary, Huntingtowne Farms Elementary, Nations Ford Elementary, Oakdale Elementary and Tuckaseegee Elementary.

42



Tuition & Fees $550,000

Interest Earned on Investments $450,000

Restitution $40,000

Police Sales $250,000

Fund Balance $8,300,000Provides funding from the excess of the assets of a fund over its liabilities and reserves at the beginning or ending ofa fiscal year for the one-time purchases of services or equipment.

Provides funding for the education of students residing outside of Mecklenburg County but enrolled in the schooldistrict.


Provides funding for the repair or replacement of District property destroyed due to the negligence of an individual.


43


FUND DESCRIPTIONS AND STRUCTURE

Governmental Funds General Fund: The General Fund is the general operating fund of the Board. The General Fund accounts for all financial resources except those that are required to be accounted for in another fund. This fund is the “Local Current Expense Fund,” which is mandated by State law [G.S. 115C-426]. State Public School Fund: The State Public School Fund includes appropriations from the Department of Public Instruction for the current operating expenditures of the public school system. Federal Grants Administered Through the State Fund: The Federal Grants Administered Through the State Fund is used to account for grant monies from the US Department of Education that pass through the state and allotted to the LEAs. Direct Federal Grants Fund: The Direct Federal Grants Fund is used to account for grant monies administered through the US Department of Education, US Department of Health and Human Services and other federal grants from various government agencies. Special Revenue Fund: The Special Revenue Fund is used to account for and report the proceeds of specific revenue sources that are restricted or committed to expenditures for specified purposes including local, state, and federal government grants and private donations received from individual and corporate donors. Individual Schools Fund: The Individual Schools Fund includes revenues and expenditures of the activity funds of the individual schools. The primary revenue sources include funds held on the behalf of various clubs and organizations, receipts from athletic events, and proceeds from various fund raising activities. The primary expenditures are for athletic teams, club programs, activity buses, and instructional needs. Capital Projects Fund: The Capital Projects Fund accounts for financial resources to be used for the acquisition and construction of major capital facilities (other than those financed by proprietary funds and trust funds). It is mandated by State law [G.S. 115C-426]. Capital projects are funded by Mecklenburg County appropriations and proceeds of Mecklenburg County bonds issued for public school construction. Enterprise Funds After School Enrichment Program: The After School Enrichment Program fund is used to account for instructional services provided to students beyond the regular school day. Child Nutrition Program: The Child Nutrition Program fund is used to account for the food service program within the school system.

44


FUND BALANCE

Fund Balance is defined as the excess of revenues over expenditures. Fund balance can be generated by a combination of revenues being higher than budget and actual expenditures being lower than budget. Fund Balance in the governmental fund financial statements is composed of five classifications designed to disclose the hierarchy of constraints placed on how fund balance can be spent. The governmental fund types classify fund balance as follows: Nonspendable fund balance – This classification includes amounts that cannot be spent because they are either (a) not in spendable form or (b) legally or contractually required to be maintained intact.

• Inventories – portion of fund balance that is not an available resource because it represents the year-end balance of ending inventories, which are not spendable resources.

• Assets held for resale – portion of fund balance that is not an available resource because it represents the yearend balance of assets held for resale, which are not spendable resources.

Restricted fund balance – This classification includes amounts that are restricted to specific purposes externally imposed by creditors or imposed by law.

• Restricted for stabilization by state statute – portion of fund balance that is restricted by State Statute [G.S. 115C-425(a)].

• Restricted for school capital outlay – portion of fund balance that can only be used for school capital outlay [G.S.159-18 through 22].

• Restricted for individual schools – revenue sources restricted for expenditures for the various clubs and organizations, athletic events, and various fund-raising activities for which they were collected.

• Restricted contributions – revenue sources that are restricted by the contributor for specific purposes.

Committed fund balance – portion of fund balance that can only be used for specific purpose imposed by majority vote by quorum of board of education’s governing body (highest level of decision-making authority) and in certain instances approval by the county’s governing body is required. Any changes or removal of specific purpose requires majority action by the governing bodies that approved the original action. Assigned fund balance (carry forwards) – portion of fund balance that the Board of Education intends to use for specific purposes.

• Subsequent year’s expenditures - portion of fund balance that is appropriated in the next year’s budget that is not already classified in restricted or committed. The Board of Education approves the appropriation.

• Special revenues – portion of fund balance that represents the residual amount of revenues from certain grants, reimbursements, indirect costs and other financial resources in excess of related expenditures that the Board of Education has assigned to be expended for educational services. This amount can be expended on instructional services, system-wide support services, ancillary services or non-programmed charges.

Unassigned fund balance – the portion of fund balance that has not been restricted, committed, or assigned to specific purposes or other funds.

45


FUND BALANCE

The Board of Education recognizes its fiduciary responsibility to adopt a balanced budget and will seek to do so by considering all cost savings and efficiency options as well as maximizing the use of all funding sources. If projected expenditures exceed projected revenue, budget redirections or reductions may become necessary. One-time solutions, including the use of fund balance reserves will be considered with caution and appropriately factored in to mitigate the impact of budget shortfalls. The board’s use of fund balance reserves is consistent with district priorities and in alignment with Strategic Plan 2018: For a Better Tomorrow. The appropriation of fund balance for fiscal years 2013-14 through 2016-17 is as follows:

2013-14 2014-15 2015-16 2016-17 Appropriated fund balance (in thousands) $ 7,700 $ 9,082 $ 9,200 $ 8,300

Changes in Fund Balance (in thousands)

2013-14 2014-15 2015-16

Revenues State of North Carolina 711,702 710,970 739,654 Mecklenburg County 406,181 451,965 496,469 U.S. Government Agencies 91,935 89,205 101,601 Other 35,489 35,824 63,904 Total Revenues 1,245,325 1,287,964 1,374,628 Expenditures Current Operating Expenditures 1,151,074 1,154,029 1,220,277 Debt Service 13,537 5,766 5,699 Capital Outlay 89,871 99,109 107,981 Intergovernmental Expenditures 21,138 26,851 34,852 Total Expenditures 1,275,620 1,285,755 1,368,809 Revenues over (under) expenditures (30,295) 2,209 5,819 Other financing Sources (uses) 18,245 (517) (517) Change in fund balance (12,050) 1,692 5,302 Beginning of year fund balance 104,603 92,553 94,245 End of year fund balance 92,553 94,245 99,547 2013-14 2014-15 2015-16 Unassigned fund balance

$ 17,031 $ 15,768 $ 15,882

46

EXPENDITURES BY FUNDING SOURCE

2016-17 2016-17 2016-17 2016-17Adopted Adopted Adopted Adopted

State County Federal/Special TotalFunds Appropriation Revenue/Other Budget

EXPENDITURES Instructional Regular Instructional 475,855,691$ 177,522,098$ 17,273,228$ 670,651,017$ Special Populations 98,837,830 10,895,757 39,037,862 148,771,449 Alternative Programs 31,614,163 9,667,165 60,489,001 101,770,329 Co-Curricular - 4,154,005 1,312,562 5,466,567 School-Based Support 53,211,364 9,317,929 7,876,958 70,406,251 Total Instructional 659,519,048 211,556,954 125,989,611 997,065,613

Instructional Support Support and Development 814,872 6,188,768 682,418 7,686,058 Special Pop. Support and Development 296,116 1,600,747 1,162,025 3,058,888 Alternative Prog Support and Development 344,313 1,498,798 3,703,463 5,546,574 System-wide Pupil Support 109,379 3,958,443 7,067 4,074,889 Total Instructional Support 1,564,680 13,246,756 5,554,973 20,366,409

Operations Technology Support 882,217 12,845,076 216,193 13,943,486 Operational Support 92,577,527 68,539,467 14,033,477 175,150,471 Financial and Human Resource Services 609,985 18,896,438 3,517,560 23,023,983 Accountability 163,032 4,052,234 357,121 4,572,387 Community Services - - 531,833 531,833 Nutrition Services 45,938 - 263,395 309,333 Debt Service - 582,736 - 582,736

Other - - 3,512,378 3,512,378 Total Operations 94,278,699 104,915,951 22,431,957 221,626,607

Leadership Policy, Leadership and Public Relations 1,312,596 12,593,426 3,416,114 17,322,136 School Leadership Services 49,804,491 28,285,964 507,834 78,598,289 Total Leadership 51,117,087 40,879,390 3,923,948 95,920,425

Charter School Funds - 42,894,741 - 42,894,741

TOTAL EXPENDITURES 806,479,514$ 413,493,792$ 157,900,489$ 1,377,873,795$


2016-17 ADOPTED CURRENT EXPENSE BUDGET:

48


2016-17 ADOPTED CURRENT EXPENSE BUDGET:DETAIL EXPENDITURES BY FUNDING SOURCE

Description State County Federal/ Special Revenue/ Other Grand Total

Salaries

Board Member Fees -$ 170,733$ -$ 170,733$ Superintendent 143,805 183,013 - 326,818 Assoc. Supt./Chief Officer 161,977 791,210 - 953,187 Director/Supervisor 1,560,152 7,538,286 2,761,150 11,859,588 Principal 10,971,792 5,756,877 46,421 16,775,090 Assistant Principal 7,031,062 14,459,631 267,415 21,758,108 Area/Assistant Superintendent 781,321 933,037 509,945 2,224,303 Bonus - 60,000 28,500 88,500 Administration 20,650,109$ 29,892,787$ 3,613,431$ 54,156,327$

2.56% 7.23% 2.29% 3.93%

Teacher 347,313,409 53,230,955 19,339,993 419,884,357 ROTC Instructor - 1,343,852 1,486,067 2,829,919 Extended Contracts 808,523 620,885 262,972 1,692,380 Social Worker/Counselor/ Media Spec. 31,149,099 258,715 2,017,949 33,425,763 Speech Pathologist/Audiologist 8,800,271 - - 8,800,271 Psychologist 3,862,048 100,287 166,680 4,129,015 Lead Teacher/Mentor Teacher 12,018,627 2,370,665 6,314,831 20,704,123 Supplementary Pay - 69,194,607 8,274,584 77,469,191 Substitute - Certified 567,836 7,338,069 1,150,418 9,056,323 Bonus - - 510,619 510,619 Additional Responsibility Stipend 46,382 2,471,927 531,664 3,049,973 Staff Development Pay 614,332 663,568 1,111,744 2,389,644 Professional Educator 405,180,527$ 137,593,530$ 41,167,521$ 583,941,578$

50.24% 33.28% 26.07% 42.38%

Teacher/Media Assistant 29,115,080 1,908,953 7,866,690 38,890,723 Tutor 983,849 28,516 2,394,495 3,406,860 Interpreter/Translator 92,889 143,816 1,999,908 2,236,613 Physical/ Occupational Therapist 4,066,909 - - 4,066,909 School-based Non-certified Support 2,209,786 242,234 3,742,315 6,194,335 Monitors 1,713,918 853,835 - 2,567,753 Non-Cert. Instructor - Driver/Alt Ed 278,123 - - 278,123 Resource Officer/Campus Sec. 3,263,884 92,615 - 3,356,499 Instructional Support Non-certified 41,724,438$ 3,269,969$ 16,003,408$ 60,997,815$

5.17% 0.79% 10.14% 4.43%

Office Support 16,845,277 5,609,388 615,870 23,070,535 Technician- Technology - 4,798,420 - 4,798,420 Administrative Specialist 118,906 16,855,504 1,810,738 18,785,148 Staff Development Pay - 10,300 - 10,300 Technical and Administrative Support 16,964,183$ 27,273,612$ 2,426,608$ 46,664,403$

2.10% 6.60% 1.54% 3.39%

49




Driver 23,863,031 2,785,829 - 26,648,860 Driver Overtime/Additional Pay 68,133 1,700 92,700 162,533 Custodian 19,770,496 1,327,509 - 21,098,005 Skilled Trades 8,317,805 11,239,246 83,034 19,640,085 Operational Support Manager - 196,677 - 196,677 One-time Bonus 653,902 367,827 6,049 1,027,778 Longevity Pay 5,477,097 611,845 655,665 6,744,607 Overtime Pay 673,043 639,720 268,593 1,581,356 Annual Leave 1,654,677 797,038 - 2,451,715 Disability Pay 722,434 94,183 1,009 817,626 Staff Development Pay - 571 - 571 Operational Support and Other 61,200,618$ 18,062,145$ 1,107,050$ 80,369,813$

7.59% 4.37% 0.70% 5.83%

Total Salaries 545,719,875$ 216,092,043$ 64,318,018$ 826,129,936$ 67.67% 52.26% 40.73% 59.96%

Employee Benefits

Employer's Social Security 41,805,604 16,406,901 4,929,215 63,141,720 Employer's Retirement 88,261,522 33,856,064 10,329,148 132,446,734 Employer's Hospitalization Ins. 75,764,518 15,665,739 7,187,128 98,617,385 Employer's Workers' Comp. Ins. - - 201,672 201,672 Employer's Unemployment Ins. - 1,327,145 - 1,327,145 Employer's Life Insurance - 166,052 11,435 177,487 Total Employee Benefits 205,831,644$ 67,421,901$ 22,658,598$ 295,912,143$

25.52% 16.31% 14.35% 21.48%

Total Salaries/Employee Benefits 751,551,519$ 283,513,944$ 86,976,616$ 1,122,042,079$ 93.19% 68.57% 55.08% 81.43%

Non-personnel Costs

Contracted Services 20,892,744 13,324,991 27,994,382 62,212,117 Workshop Expenses 342,659 1,631,191 10,907,457 12,881,307 Advertising Cost 49,818 4,400 54,218 Printing and Binding Fees 36,260 100,169 218,623 355,052 Reproduction Costs 8,000 48,965 30,000 86,965 Other Prof & Tech Services 2,250 - 6,000 8,250 Public Utilities - Electric Services - 10,237,923 7,576,853 17,814,776 Public Utilities - Natural Gas - 4,772,139 - 4,772,139 Public Utilities – Water and Sewer - 5,091,895 281,527 5,373,422 Waste Management - 824,609 - 824,609 Contracted Repairs & Maintenance 616,556 8,019,449 38,000 8,674,005 Rentals/Leases - 435,964 145,584 581,548 Pupil Transportation - Contracted 7,662,445 1,224,405 60,128 8,946,978

50




Travel Reimbursement 2,500 1,187,571 797,746 1,987,817 Field Trips 19,000 213,064 75,000 307,064 Telephone/Telecommunication 832,924 2,554,706 393,881 3,781,511 Postage 77,350 123,606 41,635 242,591 Employee Education Reimbursement 55,735 2,000 10,000 67,735 Membership Dues and Fees 170,000 457,261 305,212 932,473 Liability Insurance - 4,062,802 244,159 4,306,961 Vehicle Liability Insurance 128,000 1,500 - 129,500 Property Insurance - 916,807 421,738 1,338,545 Fidelity Bond Premium - 11,938 - 11,938 Other Insurance and Judgments - 66,500 7,000 73,500 Debt Service-Principal & Interest - 582,736 - 582,736 Indirect Cost - - 3,512,378 3,512,378 Total Purchased Services 30,846,423$ 55,942,009$ 53,071,703$ 139,860,135$

3.82% 13.53% 33.61% 10.15%

Supplies and Materials 4,594,271 14,402,282 7,845,101 26,841,654 State Textbooks 3,414,189 - - 3,414,189 Other Textbooks - 987,179 1,129,471 2,116,650 Library Books 115,335 367,013 12,213 494,561 Computer Software and Supplies 3,759,930 2,208,672 2,467,579 8,436,181 Repair Parts, Grease, and Anti-Freeze 1,133,032 3,117,131 - 4,250,163 Gas/Diesel Fuel 3,067,141 2,566,998 - 5,634,139 Oil 101,484 38,287 - 139,771 Tires and Tubes 657,844 150,027 - 807,871 Food Purchases -PreK/Extend. Day 87,411 67,478 16,277 171,166 Furniture & Equipment - Inventoried 65,365 2,874,986 998,081 3,938,432 Computer Equipment - Inventoried 7,075,030 4,116,977 5,210,757 16,402,764 Total Supplies and Materials 24,071,032$ 30,897,030$ 17,679,479$ 72,647,541$

2.98% 7.47% 11.20% 5.27%- - -

Equipment - Capitalized - 134,351 61,240 195,591 Computer Hardware - Capitalized - 111,717 111,451 223,168 License and Title Fees 10,540 - - 10,540 Total Equipment and Vehicles 10,540$ 246,068$ 172,691$ 429,299$

0.00% 0.06% 0.11% 0.03%- - -

Transfers to Charter Schools - 42,894,741 - 42,894,741 Total Fund Transfers -$ 42,894,741$ -$ 42,894,741$

0.00% 10.37% 0.00% 3.11%- - - - - -

Grand Total 806,479,514$ 413,493,792$ 157,900,489$ 1,377,873,795$ 100.00% 100.00% 100.00% 100.00%

51


2016-17 ADOPTED CURRENT EXPENSE BUDGET:ALIGNMENT WITH STRATEGIC PLAN 2018 GOALSBY FUNDING SOURCE

2016-17 2016-17 2016-17 2016-17 2016-17Adopted Adopted Adopted Adopted Adopted

State County Federal Other and TotalFunds Approp. and Other Special Rev. Budget

Goal 1: Maximize academic achievement in a personalized 21st-centruy learning environment for every child to graduate college- and career-ready

79.49% 54.33% 73.73% 19.66% 70.49%

Goal 2: Recruit, develop, retain and reward a premier workforce

1.94% 6.57% 12.90% 14.02% 4.60%

Goal 3: Cultivate partnerships with families, businesses, faith-based groups and community organizations to provide a sustainable system of support and care for each child

1.25% 4.26% 3.73% 1.42% 2.40%

Goal 4: Promote a system-wide culture of safety, high engagement, cultural competency and customer service

11.15% 15.95% 5.49% 19.92% 12.15%

Goal 5: Optimize district performance and accountability by strengthening data use, processes and systems

2.77% 11.62% 1.04% 19.17% 5.49%

Goal 6: Inspire and nurture learning, creativity, innovation and entrepreneurship through technology and strategic school design

3.01% 5.74% 1.78% 18.00% 3.93%

Goal 7: Regulatory and Compliance 0.40% 1.52% 1.33% 7.80% 0.94%

Total Funding 100.00% 100.00% 100.00% 100.00% 100.00%

52


2016-17 ADOPTED CURRENT EXPENSE BUDGET:ALIGNMENT WITH SRATEGIC PLAN 2018 GOALSBY FUNDING SOURCE DETAIL



Goal 1

Four focus areas:I. College- and career-readiness 22.31% 18.90% 15.20% 2.84% 20.29%II. Academic growth/high academic achievement 20.81% 15.27% 21.55% 2.68% 18.96%III. Access to rigor 18.09% 8.82% 15.93% 0.21% 14.83%IV. Closing achievement gaps 18.29% 11.34% 21.05% 13.93% 16.41%

Subtotal 79.49% 54.33% 73.73% 19.66% 70.49%

Goal 2

Five focus areas:I. Proactive recruitment 0.67% 1.41% 2.46% 0.02% 1.06%II. Individualized professional development 1.05% 3.50% 5.22% 13.57% 2.38%III. Retention/quality appraisals 0.07% 0.42% 4.13% 0.08% 0.58%IV. Multiple career pathways 0.06% 0.22% 0.17% 0.02% 0.12%V. Leadership development 0.09% 1.02% 0.92% 0.33% 0.45%

Subtotal 1.94% 6.57% 12.90% 14.02% 4.60%

Goal 3

Three focus areas:I. Family engagement 0.45% 2.74% 2.29% 0.28% 1.32%II. Communication and outreach 0.72% 1.03% 1.31% 0.87% 0.88%III. Partnership development 0.07% 0.48% 0.14% 0.27% 0.20%

Subtotal 1.25% 4.26% 3.73% 1.42% 2.40%

Goal 4

Five focus areas:I. Physical safety 4.00% 5.45% 1.21% 16.39% 4.34%II. Social and emotional health 4.22% 4.40% 2.77% 0.26% 4.07%III. High engagement 0.94% 1.14% 1.11% 0.17% 1.01%IV. Cultural competency 0.35% 0.75% 0.07% 0.25% 0.44%V. Customer service 1.64% 4.21% 0.33% 2.86% 2.29%

Subtotal 11.15% 15.95% 5.49% 19.92% 12.15%

Maximize academic achievement in a personalized 21st-centruy learning environment for every child to graduate college- and career-ready

Recruit, develop, retain and reward a premier workforce

Cultivate partnerships with families, businesses, faith-based groups and community organizations to provide a sustainable system of support and care for each child

Promote a system-wide culture of safety, high engagement, cultural competency and customer service

53


2016-17 ADOPTED CURRENT EXPENSE BUDGET:ALIGNMENT WITH SRATEGIC PLAN 2018 GOALSBY FUNDING SOURCE DETAIL



Goal 5

Four focus areas:I. Effective and efficient processes and systems 1.54% 5.92% 0.66% 14.71% 2.96%II. Strategic use of district resources 0.20% 2.17% 0.14% 3.40% 0.83%III. Data integrity and use 0.96% 2.99% 0.16% 1.00% 1.49%IV. School performance improvement 0.08% 0.54% 0.07% 0.07% 0.21%

Subtotal 2.77% 11.62% 1.04% 19.17% 5.49%

Goal 6

Four focus areas:I. Learning everywhere, all the time 1.81% 4.54% 1.50% 17.28% 2.83%II. Innovation and entrepreneurship 0.58% 0.40% 0.05% 0.07% 0.47%III. Strategic school redesign 0.60% 0.40% 0.21% 0.19% 0.49%IV. Innovative new schools 0.02% 0.41% 0.01% 0.47% 0.14%

Subtotal 3.01% 5.74% 1.78% 18.00% 3.93%

Goal 7Six focus areas:

I. School Board 0.00% 0.27% 0.04% 0.64% 0.10%II. Legal 0.01% 0.26% 1.28% 0.13% 0.21%III. Arts 0.01% 0.04% 0.01% 0.00% 0.02%IV. Athletics 0.00% 0.95% 0.01% 7.03% 0.39%V. Drivers Ed 0.37% 0.00% 0.00% 0.00% 0.22%VI. Charter Schools 0.01% 0.01% 0.00% 0.00% 0.01%

Subtotal 0.40% 1.52% 1.33% 7.80% 0.94%

Total Funding 100.00% 100.00% 100.00% 100.00% 100.00%

Inspire and nurture learning, creativity, innovation and entrepreneurship through technology and strategic school design

Regulatory and Compliance

Optimize district performance and accountability by strengthening data use, processes and systems

54

Adopted County Appropriation

Ado

pted

C

ount

y A

ppro

pria

tion


DETAIL OF CHANGES TO 2015-2016 COUNTY APPROPRIATION

2015-2016 BASE BUDGET* 402,202,351

I. REDIRECTIONS (11,313,810)

II. SUSTAINING OPERATIONS

A. Program Continuation1. Local Supplement for Teachers - first grade class size reduction planned in state budget 293,172 2. Transportation Model Revision - equitable access for all students 2,877,782

Total Sustaining Operations 3,170,954

III. INVESTING IN OUR EMPLOYEES

A. Salaries and Benefits

10,403,225$ 395,778

2. Health Insurance Rate Increase - from $5,471 to $5,565 per eligible employee 260,390 3. Retirement Rate Increase - from 15.32% to an average of 16.33% of eligible earnings 2,039,332

Total Investing In Our Employees 13,098,725

IV. STUDENT GROWTH AND ADDITIONAL SPACE

A. Enrollment Growth Costs1. Enrollment Growth - 504 new students

Staffing - four teachers plus local supplement (for state and locally funded teachers) 373,297$ Non-Personnel 68,351

Total CMS Enrollment Growth Costs 441,648 2. Charter School Enrollment Growth - 2,203 new students 5,177,271

Total Enrollment Growth Costs 5,618,919

B. Additional Facility Space - including new, replacement and renovated schools1. Maintenance and Operating Costs for Additional Space 716,653

Total Additional Facility Space 716,653

Total Student Growth and Additional Space 6,335,572

2016-2017 ADOPTED COUNTY APPROPRIATION 413,493,792

INCREASE IN TOTAL COUNTY APPROPRIATION OVER PRIOR YEAR 11,291,441

* reflects the reduction of one-time funding of $2,083,665 for local impact of state approved bonus in 2015-2016

1. Salary Increases - (proposed at 3% for all ) - Teachers and other certified staff - average 4.7%; school-based administrators - 3% + step (if elligible); non-certified staff - 3%

Salary Increases - local impact of .5% bonus for all administrators and non-certified staff

55


2016-17 ADOPTED CURRENT EXPENSE BUDGET:ADOPTED COUNTY APPROPRIATION


Purchased Services

Supplies and Materials

EXPENDITURES

Regular Instructional 155,198,354$ 5,261,665$ 17,066,150$ Special Populations 9,839,395 604,315 452,047Alternative Programs 8,588,406 771,440 307,319School Leadership Services 27,648,640 637,324Co-Curricular 2,642,307 1,328,071 169,400School-Based Support 8,229,435 511,594 561,900Support and Development 5,436,920 555,697 195,003Special Population Support and Development 1,550,387 50,360Alternative Programs Support and Development 1,372,949 80,981 44,511Technology Support 8,835,076 2,104,951 1,905,049Operational Support 25,955,435 34,417,201 8,101,959Financial and Human Resource Services 11,099,454 7,166,205 627,425Accountability 3,573,268 355,446 117,541System-wide Pupil Support 3,465,304 234,468 258,671Policy, Leadership and Public Relations 10,078,614 1,967,239 402,371Payments to Charter Schools - Debt Service - 582,736 TOTAL EXPENDITURES 283,513,944$ 55,942,009$ 30,897,030$ PERCENTAGE OF TOTAL 68.57% 13.53% 7.47%

Note: The description for each category are on the following pages 53-62.

56


2016-17 ADOPTED CURRENT EXPENSE BUDGET:ADOPTED COUNTY APPROPRIATION

Furniture and Equipment Other Total % of Total

Budget

141,131$ -$ 177,667,300$ 42.97%- 10,895,757 2.64%- 9,667,165 2.34%- 28,285,964 6.84%

14,227 - 4,154,005 1.00%15,000 - 9,317,929 2.25%1,148 - 6,188,768 1.50%

- 1,600,747 0.39%357 - 1,498,798 0.36%

- 12,845,076 3.11%64,872 - 68,539,467 16.58%3,354 - 18,896,438 4.57%5,979 - 4,052,234 0.98%

- 3,958,443 0.96%- 12,448,224 3.01%

42,894,741 42,894,741 10.37%- 582,736 0.14%

246,068$ 42,894,741$ 413,493,792$ 100.00%0.06% 10.37% 100.00%

57

CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ADOPTED COUNTY APPROPRIATION BY MAJOR FUNCTION

Instructional Services Instructional services include the costs of activities dealing directly with the interaction between teachers and students. Teaching may be provided for students in a school classroom, in another location such as a home or hospital, and in other learning situations such as those involving co-curricular activities. It may also be provided through some other approved medium. Included here are the costs of salaries and benefits for teachers, instructional assistants, instructional leadership and support staff, as well as contracted instructional services, instructional supplies, materials, and equipment, professional development, and any other cost related to direct instruction of students.

Costs of activities involved in evaluating, selecting, and implementing textbooks and other instructional tools and strategies, curriculum development, demonstration teaching, and delivering staff development are also included here. Any site-based instructional supervisor or coordinator coded to this function should spend at least 75% of his/her time on these duties.

5100 Regular Instructional Services $177,667,300 Cost of activities that provide students in grades K-12 with learning experiences to prepare them for activities as workers, citizens, and family members. They include costs of those individuals responsible for providing school curriculum development and coordination as well as lead teachers for regular instructional services. (Not included are those programs designed to improve or overcome physical, mental, social and/or emotional impediments to learning.)

Regular Curricular Services Costs of activities which are organized into programs of instruction to provide students with learning opportunities to prepare for and achieve personal, health, and career objectives.

CTE Curricular Services Costs of activities that provide students with the opportunity to develop the knowledge, skills and attitudes needed for training in a specialized field of employment (or occupational field), and are not on the college preparatory track.

5200 Special Populations Services $10,895,757 Costs of activities for identifying and serving students (in accordance with state and federal regulations) having special physical, emotional, or mental impediments to learning. Also included are those students identified as needing specialized services such as limited English proficiency and gifted education. They include costs of those individuals responsible for providing school curriculum development and coordination as well as lead teachers for special populations services. (Certain categories of funds require that expenditures coded here must be in addition to regular allotments such as classroom teachers, textbooks, etc.) These programs include pre-kindergarten, elementary, and secondary services for the following groups of students.

Children With Disabilities Curricular Services Costs of activities for students identified as being mentally impaired, physically handicapped, emotionally disturbed, those with learning disabilities, physical therapy, or other special programs for student with disabilities.

Children With Disabilities CTE Curricular Services Costs of activities for students identified as being mentally impaired, physically handicapped, emotionally disturbed, or those with learning disabilities, requiring specialized CTE programs, as well as for occupational therapy.

Pre-K Children With Disabilities Curricular Services Costs of activities provided for Pre-K-aged children (under the age of five) who have been identified as being mentally impaired, physically handicapped, emotionally disturbed, or those with learning disabilities.

58


Speech and Language Pathology Services Costs of activities that identify students with speech and language disorders, diagnose and appraise specific speech and language disorders, refer problems for medical or other professional attention necessary to treat speech and language disorders, provide required speech treatment services, and counsel and guide students, parents, and teachers, as appropriate.

Audiology Services Costs of activities that identify students with hearing loss; determine the range, nature, and degree of hearing function; refer problems for medical or other professional attention appropriate to treat impaired hearing; treat language impairment; involve auditory training, speech reading (lip-reading), and speech conversation; create and administer programs of hearing conversation; and counsel guidance of students, parents, and teachers, as appropriate.

Academically/Intellectually Gifted Curricular Services Costs of activities to provide programs for students identified as being academically gifted and talented.

Limited English Proficiency Services Costs of activities to assist students from homes where the English language is not the primary language spoken to succeed in their educational programs.

5300 Alternative Programs and Services $9,667,165 Costs of activities designed to identify students likely to be unsuccessful in traditional classrooms and/or to drop out and to provide special alternative and/or additional learning opportunities for these at-risk students. They include costs of those individuals responsible for providing school curriculum development and coordination as well as lead teachers for alternative programs and services. Programs include summer school instruction, remediation, alcohol and drug prevention, extended day, services to help keep students in school, as well as alternative educational settings, instructional delivery models, and supporting services for identified students.

Alternative Instructional Services K-12 Costs of activities designed to provide alternative learning environments (programs or schools) during the regular school year for students likely to be unsuccessful in traditional classrooms.

Attendance and Social Work Services Costs of activities designed to improve student attendance at school and which attempt to prevent or solve student problems involving the home, the school, and the community.

Remedial and Supplemental K-12 Services Costs of activities designed to improve student performance by providing remedial support and supplemental assistance during the regular school day in grades K-12 to students enabling them to succeed in their learning experiences. Title I activities provided during the school day would be coded here.

Pre-K Readiness/Remedial and Supplemental Services Costs of activities designed to provide additional assistance to Pre-K-aged students to strengthen their abilities to be successful in the K-12 course of studies. Smart Start, More-At-Four, and Head Start would be coded here.

Extended Day/Year Instructional Services Costs of activities designed to provide additional learning experiences for students outside of the regular required school calendar. These activities include remedial instructional programs conducted before and after school hours, on Saturdays, during the summer, or during intersession breaks.

59


5400 School Leadership Services $28,285,964 Costs of activities concerned with directing and managing the learning opportunities for students within a particular school. They include costs of the activities performed by the principal and assistant principals while they supervise and evaluate the staff members of the school, assign duties to staff members, supervise and maintain the records of the school, communicate the instructional needs and successes of the students to the various school stakeholders and community, and coordinate school instructional activities with those of the LEA. These activities also include the work of clerical staff, in support of the teaching and leadership functions.

5500 Co-Curricular Services $4,154,005 Costs of school-sponsored activities, under the guidance and supervision of LEA staff, designed to motivate students, provide enjoyable experiences, and assist in skill development. Co-curricular activities normally supplement the regular instructional program and include such activities as band, chorus, choir, speech and debate. Also included are student-financed and managed activities such as clubs and proms.

5800 School-Based Support Services $9,317,929 Costs of school-based student and teacher support activities to facilitate and enhance learning opportunities for students. These include the areas of educational media services, student accounting, guidance services, health, safety and security support services, instructional technology services, and unallocated staff development.

Educational Media Services Costs of activities supporting the use of all teaching and learning resources, including media specialists and support staff, hardware, software, books, periodicals, reference books, internet-based services, and content materials.

Student Accounting Costs of activities of acquiring and maintaining records of school attendance, location of home, family characteristics, census data, and the results of student performance assessments. Portions of these records become a part of the cumulative record which is sorted and stored for teacher and guidance information. Pertinent statistical reports are prepared under this function as well. Include SIMS/NCWise clerical support and school-based testing coordinator activities here.

Guidance Services Costs of activities involving counseling with students and parents, consulting with other staff members on learning problems, evaluating the abilities of students, assisting students in personal and social development, providing referral assistance, and working with other staff members in planning and conducting guidance programs for students. Include career development coordination services in this area.

Health Support Services Costs of activities concerned with the health of the students. Included in this area are activities that provide students with appropriate medical, dental, and nursing services.

Safety and Security Support Services Costs of activities concerned with the security and safety of the students, staff, buildings and grounds. Included in this area are expenses related to school resource officers, traffic directors, crossing guards, security at athletic events, security officials, and security systems.

Instructional Technology Services Cost of activities to support the technological platform for instructional staff and students. This will include technology curriculum development, training, software, and other learning tools. Examples would include help desk services and programmers for instruction.

60


Staff Development Unallocated Cost of activities to provide staff development for all instructional areas when the training provided is not for a purpose code-specific area, or when staff development funds are appropriated to a school for direct payments.

Parent Involvement Services Costs of activities which encourage and support parent involvement in the schools. Include activities which train parents to provide better learning opportunities for their children.

Volunteer Services Costs of activities which encourage and support volunteerism in the schools.

System-Wide Support Services System-wide support services include the costs of activities providing system-wide support for school-based programs, regardless of where these supporting services are based or housed. These services provide administrative, technical, personal, and logistical support to facilitate, sustain, and enhance instruction. Included here are the costs of salaries and benefits for program leadership, support and development and associated support staff, contracted support services, supplies, materials and equipment, professional development, and any other cost related to the system-wide support for the school-based programs of the school system. Costs of activities involved in developing/administering budgets, authorizing expenditures of funds, evaluating the performance of subordinates, developing policies and/or regulations for the district as a whole are included here.

6100 Support and Development Services $6,188,768 Cost of activities that provide program leadership, support, and development services for programs providing students in grades K-12 with learning experiences to prepare them for activities as workers, citizens, and family members (Not included are program leadership, support and development services for programs designed to improve or overcome physical, mental, social and/or emotional impediments to learning.)

Regular Curricular Support and Development Services Costs of activities to provide program leadership, support, and development services for regular curricular programs of instruction to provide students with learning opportunities to prepare for and achieve personal, health, and career objectives.

CTE Curricular Support and Development Services Costs of activities to provide program leadership, support, and development services for programs of instruction to provide students with the opportunity to develop the knowledge, skills and attitudes needed for training in a specialized field of employment (or occupational field), and are not on the college preparatory track.

6200 Special Population Support and Development Services $1,600,747 Costs of activities to provide program leadership, support, and development services primarily for identifying and serving students (in accordance with state and federal regulations) having special physical, emotional, or mental impediments to learning. Also included are support and development services for those students needing specialized services such as limited English proficiency and gifted education. These programs include pre-kindergarten, elementary, and secondary services for the special populations.

61


6300 Alternative Programs and Services Support and Development Services $1,498,798 Costs of activities to provide program leadership, support, and development services for programs designed to identify students likely to be unsuccessful in traditional classrooms and/or to drop out and to provide special alternative and/or additional learning opportunities for these at-risk students. Costs related to state Assistance Teams are also included here. Programs include summer school instruction, remediation, alcohol and drug prevention, extended day, services to help keep students in school, as well as alternative educational settings, instructional delivery models, and supporting services for identified students.

6400 Technology Support Services $12,845,076 Costs of central based activities associated with implementing, supporting and maintaining the computer hardware, software, peripherals, technical infrastructure which provide technology system services to the LEA as a whole. Also included is the development and implementation of technological systems; and technology user support services for the LEA.

6500 Operational Support Services $68,539,467 Costs of activities for the operational support of the school system such as printing and copying services, communication services, utility services, transportation of students, facilities, planning and construction, custodial and housekeeping services, maintenance services, and warehouse and delivery services. (Do not include any costs which may be coded to one or more specific purpose functions.)

Communication Services Costs of general telephone and telecommunication services for the LEA. Include in this area general line charges, communication devices, LEA-wide postage purchases, and general telecommunication system support. Do not include any costs which may be coded to one or more specific purpose functions.

Printing and Copying Services Costs of activities of printing and publishing publications such as annual reports, school directories, and manuals. Also included are the lease/purchase of copier equipment for the school system, as well as centralized services for printing and publishing school materials and instruments such as school bulletins, newsletters, notices, teaching materials, and other items used by the LEA and their individual schools.

Public Utility and Energy Services Costs of activities concerned with public utility and energy product consumption.

Custodial/Housekeeping Services Costs of activities concerned with housekeeping duties necessary for the clean and healthy environment of the building structures of a school or other buildings of the LEA.

Transportation Services Costs of activities concerned with the conveying of students to and from school, as provided by state and federal law. Included are trips between home and school and trips to school activities.

Warehouse and Delivery Services Costs of activities concerned with the receiving, storing, and distributing of supplies, furniture, equipment, materials, and mail.

Facilities Planning, Acquisition and Construction Services Costs of activities concerned with acquiring land and buildings, remodeling buildings, constructing buildings and additions to buildings, improving sites, and up-dating service systems. This would include the costs of contracted construction management as well as architectural and engineering, educational specifications development and other services as well as those contracted services generally associated with the primary construction costs.

62


Maintenance Services Costs of activities concerned with the repair and upkeep of the building structures, mechanical equipment, underground utility lines and equipment, and surrounding grounds of a school or other buildings of the LEA.

6600 Financial and Human Resource Services $18,896,438 Costs of activities concerned with acquisition, management, reporting and protection of financial resources; and with recruitment, retention, placement, and development of human resources for the LEA.

Financial Services Costs of activities concerned with the financial operations of the LEA. These operations include budgeting, receiving and disbursing of funds, financial and property accounting, payroll, purchasing, risk management, inventory control, and managing funds as required in the School Budget and Fiscal Control Act.

Human Resource Services Costs of activities concerned with maintaining an efficient, effective staff for the LEA including such activities as recruitment, retention, placement, and development of human resources for the LEA.

6700 Accountability Services $4,052,234 Cost of activities concerned with the development, administration, reporting and analysis of student progress. This area includes the testing and reporting for student accountability, such as end of grade and end of course testing, disaggregation, analysis, and reporting of school and student performance. This area also includes the planning, research development and program evaluation costs of the school system.

Student Testing Services Costs of activities to provide the development, administration, reporting and analysis of student progress, and results of student performance assessments, including the testing and reporting for student accountability.

Planning, Research Development and Program Evaluation Costs of activities to provide the planning, research development and program evaluation costs of the school system.

6800 System-wide Pupil Support Services $3,958,443 Costs of activities that provide program leadership, support, and development services for system-wide pupil support activities for students in grades K-12. These areas include educational media support, student accounting support, guidance support, health support, safety and security support, and instructional technology support system-wide services.

Educational Media Support Services Costs of activities to provide leadership, support, and development services for system-wide pupil support activities involving the use of all teaching and learning resources.

Student Accounting Support Services Costs of activities to provide leadership, support, and development services for system-wide pupil support activities of acquiring and maintaining records of school attendance, location of home, family characteristics, and census data.

Guidance Support Services Costs of activities to provide leadership, support, and development services for system-wide pupil support activities involving counseling with students and parents, consulting with other staff members on learning problems, evaluating the abilities of students, and other guidance services, in addition to career development coordination support services.

63


Health Support Services Costs of activities to provide leadership, support, and development services for system-wide pupil support activities concerned with the health of the students.

Safety and Security Support Services Costs of activities to provide leadership, support, and development services for system-wide pupil support activities concerned with the security and safety of the students, staff, buildings and grounds.

Instructional Technology Support Services Costs of activities to provide leadership, support, and development services for system-wide pupil support activities to provide learning opportunities in technology for staff and students, to include technology curriculum development, training, software, and other learning tools.

6900 Policy, Leadership and Public Relations Services $12,448,224 Costs of activities concerned with the overall general administration of and executive responsibility for the entire LEA.

Board of Education Costs of activities of the elected body which has been created according to state law and vested with responsibilities for educational planning, policy, and activities in a given LEA.

Legal Services Cost of activities concerned with providing legal advice and counsel to the Board of Education and/or school system.

Audit Services Cost of activities concerned with the annual independent financial audit as well as the internal audit functions in a school system.

Leadership Services Costs of activities performed by the superintendent and such assistants as deputy, associate, assistant superintendents, and other system-wide leadership positions generally directing and managing all affairs of the LEA. These include all personnel and materials in the office of the chief executive officer.

Public Relations and Marketing Services Costs of activities concerned with writing, editing, and other preparation necessary to disseminate educational and administrative information to the public thorough various news media or personal contact. This area includes marketing and public information services associated with promoting the school system as a positive entity.

Non-Programmed Charges Non-Programmed charges are conduit-type (outgoing transfers) payments to other LEAs or other administrative units in the state or in another state, transfers from one fund to another fund in the LEA, appropriated but unbudgeted funds, debt service payments, scholarship payments, payments on behalf of educational foundations, contingency funds, and other payments that are not attributable to a program.

8100 Payments to Other Governmental Units $46,169,824 Include payments to other LEAs (including charter schools) or governmental units, which are generally for tuition and transportation for services rendered to pupils residing in the paying LEA. It is also used for indirect cost when used in conjunction with object code 392.

8300 Debt Services $582,736 Include debt service payments for lease purchases or installment contracts.

64


Capital Outlay Expenditures for acquiring fixed assets, including land or existing buildings, improvements of grounds, initial equipment, additional equipment, and replacement of equipment. Do not include any costs which may be coded to one or more specific purpose functions. (i.e., purchase of transportation equipment would be coded to 6550, maintenance equipment would be coded to 6580, etc.)

65

Capital Replacement/Leases

Cap

ital R

epla

cem

ent/

Leas

es


CAPITAL REPLACEMENT DESCRIPTION

The 1987 Session of the General Assembly passed legislation (House Bill 1155 and 1142) establishing two funds to assist county governments in meeting their public school building capital needs. One was the Critical School Facility Needs Fund administered by the State Board of Education; the other is the Public School Capital Building Fund (which was administered by the Office of State Budget and Management from 1987 through June 30, 2003) The General Assembly of North Carolina included in the budget for the 2003-04 fiscal year (HB397) a provision that transfers the Public School Building Capital Fund from the Office of State Budget and Management to the Department of Public Instruction. Public School Capital Building Fund is funded from corporate income taxes collected by the state and from interest income earned from cash balances in the fund. These funds are deposited quarterly into the Public School Capital Building Fund and allocated to individual counties based on their public school enrollment. These funds may be used to fund public school building capital and technology equipment needs. In the event a county finds that it does not need all or part of the funds allocated to it for capital outlay projects, the unneeded funds allocated to that county may be used to retire any indebtedness incurred by the county for public school facilities. Historically, the County withdrew funds from the Public Schools Capital Building Fund to fund Charlotte Mecklenburg Schools’ Capital Replacement Budget. However, since 2006-07 these funds have been used for debt service on school related debt and the Capital Replacement Budget has been funded with County revenues. The Capital Replacement Budget is designed to provide pay-as-you-go funding for systematic and scheduled repair and replacement of the school system's major assets such as roofs, heating and air conditioning units, paved areas, furniture, and equipment. The Building Services Department of Charlotte-Mecklenburg Schools is responsible for developing a five-year plan for major maintenance items such as re-roofing, replacement of heating and air conditioning units, re-paving of parking lots and drives, etc. Requests from the schools and departments are evaluated, and a set of prioritized projects is established. The following four-year comparison schedule summarizes the budget for the capital replacement expenditures.

67


CAPITAL REPLACEMENT BUDGET SCHEDULE OF REVENUES AND EXPENDITURES

2016-17 Adopted Budget




REVENUESCounty 23,000,000 12,960,000 4,960,000 4,960,000

TOTAL CAPITAL REPLACEMENT REVENUES 23,000,000$ 12,960,000$ 4,960,000$ 4,960,000$

EXPENDITURESBuildings and Sites

Roofs 6,647,518$ 1,215,000$ 215,000$ 215,000$ Heating and Air Conditioning 3,076,748 3,373,493 2,084,616 2,084,616 Asphalt Resurfacing 4,990,050 25,000 58,000 58,000 Carpeting 150,000 90,000 90,000 90,000 Stage Curtains 25,000 10,000 28,000 28,000 Sites 4,880,300 656,063 510,000 510,000 Renovations 2,345,000 5,494,000 489,000 489,000 Electrical 135,000 69,000 735,000 735,000

Total Buildings and Sites 22,249,616$ 10,932,556$ 4,209,616$ 4,209,616$

Furniture and EquipmentClassroom and Office Equipment 550,384$ 1,682,258$ 550,384$ 550,384$ Computer Equipment - Instructional 100,000 100,000 100,000 100,000 Vehicles - 145,186 Insurance Claims 100,000 100,000 100,000 100,000

Total Furniture and Equipment 750,384$ 2,027,444$ 750,384$ 750,384$

TOTAL CAPITAL REPLACEMENT EXPENDITURES 23,000,000$ 12,960,000$ 4,960,000$ 4,960,000$

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CHARLOTTE-MECKLENBURG BOARD OF EDUCATION LEASE AND/OR INSTALLMENT PURCHASE CONTRACTS As required by General Statute §115C-528(g), the Board of Education is submitting information concerning lease purchase contracts and installment purchase contracts as part of the annual budget. The following information is submitted in order to comply with the Statute’s requirement. a. Capital Leases The Board leases equipment that is accounted for in the General Fund and is reflected in the government-wide statements. Assets recorded under capital leases at June 30, 2016 amounted to $1.2 million. Accumulated depreciation relating to these assets was $1.1 million. Under the terms of these leases, the Board’s obligation to pay is contingent upon continued appropriation of funds by Mecklenburg County for that purpose. At the end of the lease period, the lessor will transfer title of the equipment to the Board. The following is a schedule by year of future minimum lease payments and present value of the net minimum lease payments as of June 30, 2016 (expressed in thousands): Year Ending June 30:

The Board also has various annual lease agreements principally for office equipment, which are classified as operating leases. Operating lease expense for the year ended June 30, 2016 totaled $834,303. b. Installment Purchase The Board is authorized to finance the purchase of school buses under G.S. 115C-528(a). Session law 2003-284, section 7.25 authorized the State Board of Education to allot monies for the payment, on financing contracts entered into pursuant to G.S. 115C-528. The State has accepted the bid to purchase Thomas Built Buses through a special third party financing arrangement. The future minimum payments of the installment purchases as of June 30, 2016 (expressed in thousands), are as follows: Year Ending June 30: Government Activities

2016 $ 119 2017 50 Total Minimum Lease Payments 169 Less: Interest (3) Present Value of Net Minimum Lease Payments $ 166

2016 $ 123 2017 123 2018 103 Total Payments $ 349

69

CHARLOTTE-MECKLENBURG BOARD OF EDUCATION DEBT MANAGEMENT The Charlotte-Mecklenburg Board of Education is limited by North Carolina General Statutes with regards to the types of debt it can issue and for what purpose that debt can be used. Local Boards of Education in North Carolina have no direct tax levying and limited borrowing authority. The Board’s long-term debt obligations include installment purchases for school buses, compensated employee absences, energy performance contracts for the purpose of furnishing certain professional services designed to reduce energy consumption and operational costs, capital leases and various annual leases principally for office equipment. Mecklenburg County holds all debt issued for school capital construction.

70

Enterprise Programs

Ent

erpr

ise

Pro

gram

s


CHILD NUTRITION PROGRAM DESCRIPTION

The mission of Child Nutrition Services is to contribute to a successful academic experience and encourage a lifetime of healthy eating for each student by providing affordable meals that are nutritious, appealing, and served by caring professionals in a pleasant environment. The Healthy, Hunger-Free Kids Act of 2010 (Public Law 111-296) authorized establishment of nutrition standards for all foods served in schools and it provided for an alternative to household applications for free and reduced meals in high poverty schools under the Community Eligibility Provision(CEP). The overall purpose of CEP is to improve access to nutritious meals in high poverty schools by providing meals to all students at no cost. Students in 74 Charlotte-Mecklenburg Schools are participating in CEP and are receiving all meals at no cost. In addition, Child Nutrition Services provides a Universal Breakfast program that makes breakfast available to students in non-CEP schools at no cost. A lunch price increase is not recommended for paid students in non-CEP schools. Child Nutrition Services serves more than 37,000 breakfasts and 80,000 lunches each day. Another 10,000 customers are reached each day through adult meals and supplemental food sales. Charlotte-Mecklenburg Schools’ Before School, After School and EY tutoring programs consume 9,500 snacks and supper meals per day. There are 154 full service cafeteria operations. Four schools transport meals to satellite locations that house small specialty education programs. 56.5% of CMS student population were economically disadvantaged students in SY 2015-16.

71


CHILD NUTRITION PROGRAMSCHEDULE OF REVENUES, EXPENSES, AND CHANGES IN RETAINED EARNINGS

FY 2016-17 FY 2015-16 FY 2014-15 FY 2013-14Adopted Adopted Actual ActualBudget Budget Expenditures Expenditures

OPERATING REVENUES:Student Meals 5,608,070$ 4,872,348$ 5,113,694$ 7,131,335$ Supplemental Sales 6,971,859 7,038,749 6,793,822 8,072,347

Total Operating Revenues 12,579,929 11,911,097 11,907,516 15,203,682

OPERATING EXPENSES:Food and Commodities 27,541,400 27,983,984 27,624,323 26,317,574 Salaries 22,504,567 22,411,600 21,155,350 21,477,077 Employee Benefits 5,766,858 5,231,416 4,560,414 5,332,492 Materials and Supplies 2,325,838 2,290,288 2,228,928 2,333,304 Depreciation 1,776,954 1,696,971 1,451,818 1,542,199 Contracted Services 3,833,373 3,566,558 3,559,949 3,806,053 Other 5,509,182 5,009,182 4,945,555 4,196,891

Total Operating Expenses 69,258,172 68,189,999 65,526,337 65,005,590

OPERATING INCOME (LOSS) (56,678,243) (56,278,902) (53,618,821) (49,801,908)

U.S. Government Subsidy and Commodities 56,028,243 55,617,991 55,303,442 49,672,167 Interest Revenue and Other Misc. Revenue 350,000 144,096 357,038 952,485

Total Non-Operating Revenue 56,378,243 55,762,087 55,660,480 50,624,652

INCOME (LOSS) BEFORE OPERATING TRANSFER (300,000) (516,815) 2,041,659 822,744

OPERATING TRANSFER FROM GENERAL FUND 300,000 516,815 516,815 516,815

NET INCOME (LOSS) - - 2,558,474 1,339,559

INCREASE (DECREASE) IN RETAINED EARNINGS - - 2,558,474 1,339,559

RETAINED EARNINGS - Beginning of Year 26,335,529 26,335,529 23,777,055 22,437,496

RETAINED EARNINGS - End of Year 26,335,529$ 26,335,529$ 26,335,529$ 23,777,055$

72

Elementary Secondary Adult Elementary Secondary Adult

2016-17 Adopted No Charge No Charge A La Carte $2.25 $2.50 A La Carte

2015-16 No Charge No Charge A La Carte $2.25 $2.50 A La Carte



2012-13 $1.25 $1.25 A La Carte $2.15 $2.15 A La Carte





2007-08 1.25 1.25 A La Carte 2.00 2.00 A La Carte







2000-01 1.00 1.00 1.75 1.75 1.90 2.50

1999-00 1.00 1.00 1.75 1.75 1.90 2.50

1998-99 1.00 1.00 1.50 1.50 1.65 2.25

1997-98 1.00 1.00 1.50 1.50 1.65 2.25

1996-97 1.00 1.00 1.50 1.50 1.65 2.25

BREAKFAST LUNCH


CHILD NUTRITION PROGRAMCOMPARISON OF MEAL PRICES

73


AFTER SCHOOL ENRICHMENT PROGRAM DESCRIPTION

The mission of the After School Enrichment Program is to provide families with: (1) affordable licensed after-school care, (2) a safe environment beyond school hours, (3) experiences linking education, enrichment and exploration and (4) people who are committed to competitively preparing students for the 21st Century. ASEP offers exciting activities which stimulate children to be healthier and happier, including sports, art activities and computer exploration. The After School Enrichment Programs operate in the CMS schools, utilizing age appropriate materials and equipment for students. From the media center to the playground, students spend out-of-school hours in safe and stimulating environments. ASEP provides academic tutoring by certified teachers on extended pay to work with children in small groups each week. Currently the ASEP curriculum is correlated with the NC Common Core and Essential Standards. ASEP Site Coordinators, school administrators and teachers work together to ensure that the programs supplement the learning taking place during the school day. Besides academic support, ASEP focuses on the development of children’s social skills. Program leaders are respectful and positive toward students, mindful of the importance of appropriate role models. Students are encouraged to develop friendships with schoolmates that for some will last many years. The After School Enrichment Program is currently offered at eighty-two elementary schools, twelve middle and Pre-K – 8 schools, 1 High School and five Pre-K centers throughout the district. ASEP operates 55 Before School programs and serve over 2,000 students per week in Before School and over 6,000 students in the After School Programs. ASEP operates on an Enterprise Budget. The 2016-17 adopted budget includes no program price increase for the Before School and After School programs. The price for each program varies pending the end of day bell schedule: Before School After School 2:45 bell schedule $20 $65 3:00 bell schedule $25 $60 3:15 bell schedule $30 $55 3:30 bell schedule $35 $50 3:45 bell schedule $40 $45 4:15 bell schedule $50 $35

74


AFTER SCHOOL ENRICHMENT PROGRAM

2016-17 2015-16 2014-15 2013-14Adopted Adopted Actual ActualBudget Budget Expenditures Expenditures

OPERATING REVENUES:Participant Fees 13,681,226$ 13,387,758$ 13,140,917$ 12,678,211$

OPERATING EXPENSES:Salaries 8,684,657 8,431,706 7,883,456 7,771,227 Benefits 2,017,891 1,903,904 1,498,477 1,754,766 Food Costs 514,724 452,724 381,437 466,768 Material and Supplies 357,020 396,586 294,273 2,092,452Contracted Services 534,610 544,689 526,064 251,756Other 1,601,324 1,675,149 1,522,063 1,380,977

Total Operating Expenses 13,710,226 13,404,758 12,105,770 13,717,946

OPERATING INCOME (LOSS) (29,000) (17,000) 1,035,147 (1,039,735)

NON-OPERATING REVENUES:Interest Income 29,000 17,000 20,520 20,576 Contributions and Grants - - - -

Total Non-Operating Revenue 29,000 17,000 20,520 20,576

NET INCOME (LOSS) - - 1,055,667 (1,019,159)

RETAINED EARNINGS - Beginning of Year* 4,190,818 4,190,818 3,135,151 4,154,310

RETAINED EARNINGS - End of Year 4,190,818$ 4,190,818$ 4,190,818$ 3,135,151$

Average number of participants students per week 6,100 6,100 6,000 6,000

* Based on prior year actuals

Fees will vary based on bell schedule:

SCHEDULE OF REVENUES, EXPENSES, AND CHANGES IN RETAINED EARNINGS

75

Results and Accountability

Res

ults

and

A

ccou

ntab

ility


ACADEMIC ACHIEVEMENT

End-of-Grade Exam Overall Performance In 2014-15, 46.0% of CMS students in grades 3-8 scored Level IV (College and Career Ready) or higher in reading on the state’s annual End-of-Grade assessment, a difference of +0.9 points compared to the state overall. In math, 49.4% of CMS students in grades 3-8 scored Level IV (College and Career Ready) or higher on the state’s annual End-of-Grade assessment, a difference of +5.3 points compared to the state. In science, 62.4% of CMS students in grades 5 and 8 scored Level IV (College and Career Ready) or higher in 2014-15, a difference of +3.3 points compared to the state. The 2012-13 EOG and EOC tests were the first to reflect the new Common Core State Standards for English/Language Arts and Math and North Carolina Essential Standards for other subject areas. These standards set a new benchmark for what students are expected to know in order to graduate college- and career-ready. In 2013-14, the State Board of Education adopted a new methodology for determining achievement levels of students. Achievement Levels allow for two different categories of proficiency. Levels 3, 4, and 5 indicate Grade Level Proficiency. Levels 4 and 5 indicate College and Career Readiness.

2014-15 Reading Percent of Students Scoring Level IV (College and Career Ready) or Higher

Test NC

2014-15 Percent C & C Ready

CMS 2014-15 Percent

C & C Ready Difference between

CMS and NC

Reading 3 46.5% 47.4% +0.9 points Reading 4 47.1% 47.5% +0.4 points Reading 5 42.2% 41.8% -0.4 points Reading 6 46.6% 47.0% +0.4 points Reading 7 46.5% 47.8% +1.3 points Reading 8 41.6% 44.1% +2.5 points

Reading 3-8 45.1% 46.0% +0.9 points

Source: North Carolina Department of Public Instruction http://www.ncpublicschools.org/accountability/reporting/

2014-15 Mathematics Percent of Students Scoring Level IV (College and Career Ready) or Higher

Test NC


CMS 2014-15 Percent


CMS and NC

Math 3 48.8% 51.5% +2.7 points Math 4 48.5% 53.6% +5.1 points Math 5 51.3% 56.6% +5.3 points Math 6 41.0% 46.2% +5.2 points Math 7 40.0% 45.9% +5.9 points Math 8 35.8% 42.6% +6.8 points

Math 3-8 44.1% 49.4% +5.3 points


77

http://www.ncpublicschools.org/accountability/reporting/




2014-15 Science

Percent of Students Scoring Level IV (College and Career Ready) or Higher

Test NC


CMS 2014-15 Percent

C & C Ready

Difference between

CMS and NC

Science 5 54.1% 59.3% +5.2 points Science 8 63.7% 65.4% +1.7 points

Science 5 & 8 59.1% 62.4% +3.3 points


End-of-Grade Exam Subgroup Performance Differences in grade level proficiency rates exist by subgroup in reading, math, and science. For example, in 2014-15, 62.8% of Asian students, 30.7% of Black, 30.6% of Hispanic, and 73.7% of White students were College and Career Ready in reading. Differences also exist by racial/ethnic subgroup in math and science. In math, 73.0% of Asian students, 31.4% of Black, 39.7% of Hispanic, and 75.7% of White students were College and Career Ready. In science, 78.2% of Asian, 47.5% of Black, 51.6% of Hispanic, and 85.2% of White students were College and Career Ready in 2014-15.

2014-15 Reading Results by Subgroup Grades 3-8


Source: North Carolina Department of Public Instruction http://www.ncpublicschools.org/accountability/reporting/ 2014-15 State, District,

and School Level Drilldown Performance Data

62.8

30.7 30.6

73.7

11.8 11

28.5

Asian Black Hispanic White SWD LEP EDS

78



http://www.ncpublicschools.org/docs/accountability/reporting/acctdrilldwn15.xlsx




2014-15 Math Results by Subgroup

Grades 3-8 Percent of Students Scoring Level IV (College and Career Ready) or Higher

Source: North Carolina Department of Public Instruction http://www.ncpublicschools.org/accountability/reporting/ 2014-15 State, District, and School Level Drilldown Performance Data

2014-15 Science Results by Subgroup Grades 5 and 8


Source: North Carolina Department of Public Instruction http://www.ncpublicschools.org/accountability/reporting/ 2014-15 State, District,

and School Level Drilldown Performance Data

73

31.439.7

75.7

12

22

32.3


78.2

47.551.6

85.2

23.7 22.8

46.9


79









End-of-Course Exam Overall Performance In 2014-15, 54.2% of CMS students scored Level IV (College and Career Ready) or higher on the English II End-of-Course exam, a difference of +4.2 points compared to the state overall. In Math I, 56.0% of CMS students scored Level IV (College and Career Ready) or higher on the state’s annual End-of-Course assessment, a difference of +7.4 points compared to the state. In Biology, 50.2% of CMS students scored Level IV (College and Career Ready) or higher on the state’s annual End-of-Course exam, a difference of +5.3 points compared to the state.

2014-15 End of Course Exams


Test NC


CMS 2014-15 Percent


CMS and NC

Math I 48.6% 56.0% +7.4 points English II 50.0% 54.2% +4.2 points Biology 44.9% 50.2% +5.3 points

EOC Composite 47.9% 53.7% +5.8 points

Source: North Carolina Department of Public Instruction http://www.ncpublicschools.org/accountability/reporting/ End-of-Course Exam Subgroup Performance Differences in proficiency rates exist by subgroup in English II, Math I, and Biology End-of-Course exams. For example, in 2014-15, 61.1% of Asian students, 39.1% of Black, 42.8% of Hispanic, and 81.3% of White students were College and Career Ready on the English II exam. On the Math I exam, 79.2% of Asian students, 34.9% of Black, 41.2% of Hispanic, and 83.3% of White students were College and Career Ready. In Biology, 63.6% of Asian, 33.3% of Black, 38.7% of Hispanic, and 78.4% of White students were College and Career Ready in 2014-15.

2014-15 English II Results by Subgroup



61.1

39.1 42.8

81.3

13.76.3

39.0


80







2014-15 Math I Results by Subgroup



2014-15 Biology Results by Subgroup Percent of Students Scoring Level IV (College and Career Ready) or Higher


SAT Results SAT scores decreased from a score of 1010 in 2014 to 992 in 2015. Both the national average and the average for NC decreased slightly as well. The average score for CMS in 2015 is ten points below the average score for NC overall and fourteen points below the national average.

79.2

34.941.2

83.3

12.5 13.0

36.3


63.6

33.338.7

78.4

16.410.7

34.0


81









2003-2015 SAT Results

Public School Students Math and Critical Reading Score Totals**

Source: North Carolina Department of Public Instructionhttp://www.dpi.state.nc.us/accountability/reporting/sat/

**In 2006, the College Board included a writing component to the SAT. However, we have chosen to provide only mathematics and critical reading (verbal) scores to allow for state, national, and district SAT score comparisons over time.

Advanced Placement (AP) Exam Performance Advanced Placement (AP) courses are college-level classes offered in a wide variety of subjects that can be taken while in high school. AP exams, a type of national final exam, are offered in each subject annually across the country. They are scored on a scale from 1 to 5, with 1 being the lowest possible score, and 5 being the highest possible score. Scores of a 3, 4, or 5 are considered passing marks. Students’ performance on AP exams is a measure of their preparedness for coursework in college. In 2015, 49.6% of AP exams taken by CMS students received a 3, 4, or 5, 1.2 percentage points lower than the state of North Carolina and 6.2 points lower than the nation.

2011 – 2015 Advanced Placement (AP) Exam Performance

Percent of Exams Taken Receiving a (Passing) Score of 3, 4, or 5

Sources: College Board and North Carolina Department of Public Instruction

http://research.collegeboard.org/programs/ap/data http://www.ncpublicschools.org/accountability/reporting/sat/

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015CMS 1001 1005 1008 995 996 1006 1007 1014 1002 990 996 1010 992NC 1001 1006 1010 1008 1004 1007 1006 1004 1001 997 1001 1006 1002Nation 1026 1026 1028 1021 1017 1017 1016 1015 1011 1010 1010 1010 1006

980

990

1000

1010

1020

1030

Sum

of C

ritic

al R

eadi

ng (v

erba

l) an

d M

athe

mat

ics S

core

s

CMS NC Nation

2010-11 2011-12 2012-13 2013-14 2014-15CMS 63.8% 70.4% 66.4% 49.8% 49.6%NC 59.0% 58.9% 59.2% 55.7% 50.8%Nation 58.0% 59.2% 59.0% 59.1% 55.8%

0.0%10.0%20.0%30.0%40.0%50.0%60.0%70.0%80.0%

Perc

ent o

f Exa

ms

Take

n Re

ceiv

ing

a 3,

4, o

r 5

CMS NC Nation

82

http://www.dpi.state.nc.us/accountability/reporting/sat/

http://research.collegeboard.org/programs/ap/data

http://www.ncpublicschools.org/accountability/reporting/sat/


BUDGET PROCESS, ADMINISTRATION AND MANAGEMENT

Throughout the budget development process, this document serves as the vehicle for sharing our resource allocation decisions, plans for programmatic changes, and the alignment of our resources to the goals established by the district. Once the Board of Education (BOE) adopts a budget, that budget becomes the fiscal management tool for administering and controlling expenditures throughout the organization. Section 115C-425(a) of the School Budget and Fiscal Control Act (Article 31) requires that each local school administrative unit operate under an annual balanced budget resolution adopted and administered in accordance with Article 31. A budget resolution is balanced when the sum of estimated net revenues and appropriated fund balances is equal to appropriations (i.e. current expenditures are supported by current revenues). The budget resolution shall cover one fiscal year, from July 1st through June 30th. Article 31 further requires that all monies received and expended by each local school administrative units be included in the budget resolution. The superintendent works with department heads, managers, school leaders, Board of Education members and the Charlotte-Mecklenburg community to develop an operating budget recommendation to be presented to the Board of Education. The recommendation reflects the fiscal realities facing the district and the most pressing needs to help CMS prepare every student to graduate college and career ready. The Board discusses, reviews and may amend the superintendent’s budget proposal before approving a final recommendation, which is then submitted to the Mecklenburg Board of County Commissioners. The commissioners review the CMS budget request along with those from other county service providers such as parks and recreation and public libraries. The commission makes adjustments and ultimately approves a county budget that includes funding for CMS. If the allocated and requested amounts differ, CMS will adjust its budget plans. The CMS budget is affected by several key factors, including:

• The economy - Difficult financial times can reduce funding available from local, state and federal sources.

• Enrollment - More students require more resources, including teachers and school-based staff.

• New Initiatives - These support the goals and objectives of the district’s strategic plan. • Charter schools - Funding for these schools is included in the CMS budget but is not

retained by CMS. • Sustaining Operations – Funding required to maintain current service levels and to meet

state mandated salary and benefit increases.

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The budget process timeline is as follows:

AUG-OCT Board Retreat/Board

Workshops

NOV-DEC Budget Kickoff

DEC-JAN

Department Managers submit funding requests, tied to Strategic Plan, to

Executive Staff

OCT-NOV

Adopted operating budget document is

published

APR-MAY

BOE submits budget request to BOCC after holding open budget

workshops and public hearing

MAR-APR

Community engagement sessions on the

Superintendent’s budget

FY 2016-2017 BUDGET PROCESS TIMELINE

This chart illustrates the steps in the budget cycle. These are procedures used by the budget office to record all budget requests and prepare the Operating Budget. Please note that constant adjustments are made to the budget throughout the cycle. When the steps have been completed, the sequence starts over again in preparation for the next fiscal year.

JAN-MAR Superintendent submits

budget recommendation to BOE with input from

Executive Staff, Stakeholders and Board

Members

AUG-SEPT

BOE adopts operating budget

MAY-JUN

BOCC adopts county budget after holding

budget workshops and public hearings

AUG-SEPT Superintendent

recommends final budget to BOE based on

approved funding from county, state and federal

sources

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Budget management is the process of establishing and maintaining the necessary budgetary controls to ensure that expenditures do not exceed the authorized amounts and that the expenditures are for intended, proper and legal purposes. The budget department is responsible for establishing the system of control and monitoring for control compliance. All departments and schools must adhere to the budgetary controls established for the district. For management control purposes, the budget is divided into cost centers that exist for each school and department. Each cost center is assigned a budget manager (fund owner). The adopted budget is allocated to the cost center in accordance with the plan submitted by the fund owner or in accordance with predetermined formulas. However, decisions on how to allocate these funds are ultimately made at the school site or department level. Effective budgetary control requires that budget managers (fund owners) be held accountable for the funds allocated to their respective cost center. Within CMS, department managers and principals are designated as fund owners, and they are responsible for assuring the accuracy of account coding, spending funds appropriately and in alignment with district objectives, and adhering to timelines for recording and expending funds. For centrally budgeted items such as salaries and benefits, insurance, and utilities, the Chief Financial Officer is the designated fund owner. The overall management of the budget is accomplished in a variety of ways. The key components of our budget management system are as follows:

• Training on budget management and financial controls – Financial training is provided to new principals, financial secretaries and assistant principals who are participating in a program for building leadership capacity. This training includes cash management, requisition procedures, accurate account coding, fund flexibility, budget status and management, procurement, etc. Training is also provided to department heads and fund owners on developing their budget requests.

• Reconciling budget transactions on an ongoing basis - A budget analyst verifies daily that the budget is still in balance using a quick online report. On a monthly basis, changes by purpose are reviewed to ensure we have not exceeded a 10% variance at which point the Board of County Commission must approve a budget amendment.

• Controlling and monitoring expenditures to ensure appropriateness of expenditure and availability of funds - (Pre-audit function as required by North Carolina state statute under 115C-441) - The budget office reviews all requisitions for expenditures and payments to ensure that the expenditure is an appropriate expenditure for school funds and that it is charged to a valid account code as defined by the state chart of accounts. In addition, they are responsible for the “preaudit” function. The preaudit function requires a certification that there is a budget resolution that includes an appropriation for this expenditure and that an unencumbered balance remains in the appropriation sufficient to pay the obligation. The Finance Officer’s signature is required attesting to this fact prior to an obligation being made.

• Verifying appropriate approvals on requisitions for expenditures and requests for

payments in accordance with district policy – With the Lawson financial system, requisitions are processed online. This control is designed into the workflow pathway within the Lawson system that is defined by the budget department.

• Budgetary controls over payroll transactions - Personnel Action Forms (PAF’s) are required to make any changes to the payroll system including adding or deleting an employee, changes in pay rates, job code or status, etc. Since position control is centrally managed, position exchanges and requests for additional positions are submitted to Human Resources (HR), if not initiated by HR, and then forwarded to budget for preaudit.

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In this case, the preaudit function requires verification that the position exists in the budget and funds are available for the change requested prior to being processed by payroll.

• Encumbrance controls - An encumbrance is an obligation in the form of purchase orders, contracts or salary commitments chargeable to an appropriation and for which part of the appropriation is reserved. The purpose for the encumbrance of funds is to insure that obligations are recognized as soon as commitments are made. Our current financial system allows for the pre commitment of funds, thus reserving a part of an appropriation when the requisition is entered online. After the preaudit function is completed and the purchase order is released, an encumbrance is created and reflected on budget status reports. This prevents the inadvertent overspending of the budget.

• Budget transfer controls - A Budget Transfer Form requesting a transfer of funds is submitted to the budget department by the fund owner, and if approved, is entered into the financial system. This must be processed prior to an obligation being made if there are no other funds available in the account.

• Reporting of budget amendments to the BOE - All budget amendments to increase/decrease revenue, transfers within and between function codes for all funds are reported to the BOE on a monthly basis.

• Control and tracking of cash receipts and recording of revenue - Financial controls on the receipt of cash are maintained including the separation of duties, and cash receipts are recorded as revenue and appropriated upon receipt as appropriate.

• Monitoring financial status on a regular basis - The budget department and Chief Financial Officer regularly review the budget status reviewing budget vs. actual status, reasonableness of percent of budget expended to date, exception reports reflecting any account where actuals exceed budget, and projections of centrally controlled expenditures. Formal financial statements prepared by the accounting department are also reviewed in detail after each month end to insure financial status is as expected and budget to actual comparisons appear reasonable.

• Summary and detail budget status reporting to department managers and principals on a monthly basis Fund owners are instructed to review the budget status reports and contact the budget department if there are any questions. Budget status for each activity code is available online in Lawson for easy reference real time. Most fund owners keep some type of tally to reconcile against the activity reflected on the reports.

• Financial reporting to the Board of Education on a monthly basis – Formal financial statements for all funds are provided to the Board of Education monthly which reflects budget vs. actual, the annual budget and remaining balance by function.

• External audit of the financial records and issuance of the Comprehensive Annual Financial Report - An annual audit is conducted by an external audit firm in accordance with generally accepted auditing standards and Government Auditing Standards. The purpose of the audit is to obtain an independent opinion on the financial statements and internal controls of the organization. During the audit, testing of compliance with certain provisions of laws, regulations, contracts and grants is also performed.

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Trends and Statistics

Tren

ds a

nd S

tati

stic

s


KEY STATISTICS (FY2007-2017)

SELECTED TRENDS FISCAL YEAR 2006-

07 2007-

08 2008-

09 2009-

10 2010-

11 2011-

12 2012-

13 2013-

14 2014-

15 2015-

16 2016-

17 ENROLLMENT Total K-12 Enrollment on 20th Day

129,011 132,281 134,060 133,664 135,638 138,012 141,171 142,612 145,363 146,140 146,644*

LEP Students 14,883 17,035 18,407 18,407 16,220 15,505 14,830 15,176 17,146 16,938

Economically Disadvantaged Students

45.50% 47.25% 48.74% 51.55% 53.41% 54.42% 54.30% 57.30% 58.50%*** 56.50***

COST PER PUPIL Budgeted Total Cost Per Pupil

$8,148 $8,868 $8,912 $8,533 $8,480 $8,473 $8,518 $8,714 $9,025 $9,215 $9,396

Budgeted Local Cost Per Pupil

$2,451 $2,581 $2,621 $2,374 $2,228 $2,379 $2,390 $2,500 $2,671 $2,766 $2,820

NUMBER OF SCHOOLS

Elementary 98 99 104 108 108 88 88 89 91 95 95

Middle 30 31 31 33 33 39 39 39 39 39 39

High 25 31 32 31 33 28 28 28 31 31 32

Alternative 5 4 4 4 4 4 4 4 4 4 4

Total Schools Operating 158 165 171 176 178 159 159 160 165 169 170

New Schools Opened 13 7 6 6 2 0 0 1 5 4

% County 30.08% 29.10% 29.41% 27.83% 26.28% 28.08% 28.06% 28.69% 29.59% 30.02% 30.01% % State 59.34% 59.92% 60.15% 55.73% 55.19% 56.64% 57.95% 57.58% 57.13% 57.84% 58.53%

% Federal & Other Grants

7.41% 8.19% 8.51% 14.54% 16.16% 13.72% 12.00% 12.20% 11.71% 10.55% 10.00%

% Other /Special Revenue

1.81% .91% 1.05% 1.12% 1.03% 1.01% 0.95% 0.91% 0.88% 1.03% 1.46%

% Fund Balance 1.37% 1.88% .88% .78% 1.35% 0.55% 1.04% 0.62% 0.69% 0.56%

PERSONNEL CHANGES

Principals/Assistant Principals

442 444 429 396 405 382 373 380 385 410 415

Teachers** 10,004 10,455 10,497 10,343 10,050 10,471 10,611 10,798 9,513 9,811 9,904

Support Staff** 1,344 1,412 1,390

Assistants/Tutors 2,555 2,740 2,591 2,258 2,117 2,434 2,488 2,322 2,257 2,342 2,303

Admin./Office Personnel 1,145 1,211 1,255 1,221 1,174 1,128 1,143 1,161 1,192 1,230 1,245

Transportation 1,422 1,486 1,506 1,506 1,453 1,323 1,354 1,381 1,388 1,386 1,435

Building Services/Other 1,309 1,364 1,319 1,221 1,197 1,054 1,063 1,080 1,078 1,127 1,139

Total Personnel 16,877 17,700 17,596 16,945 16,396 16,792 17,032 17,122 17,157 17,718 17,831

TRANSPORTATION

# of Yellow Buses- Operating

1,256 1,289 1,314 1,329 1,075 919 971 1,001 1,011 1,017 1,070

* Projected enrollment **For prior years, Teachers and Support Staff were combined. *** Due to the 2014-15 implementation of the USDA Community Eligibility Provision, the district is using a formula designed by USDA for calculating the district poverty rate. The new formula uses the percentage of enrolled students that have been identified by the state agency as qualifying for free meals based on eligibility for poverty based programs. The percentage of identified students is then multiplied by a factor as determined by USDA to get the official EDS as determined by the USDA. For the 2014-15 school year, that factor is 1.6.

87

CHARLOTTE-MECKLENBURG BOARD OF EDUCATION STUDENT POPULATION TRENDS IN CHARLOTTE-MECKLENBURG SCHOOLS

Diversity and complex learning needs As our community continues to become increasingly diverse, Charlotte-Mecklenburg Schools (CMS) also serves numbers of students who come to school with complex learning needs that require additional support and specialized services. CMS data and national research indicate that all students can learn and achieve at high levels when challenged with high expectations, and given the guidance, support and attention they need to succeed. Effective early childhood programs, smaller class sizes, guidance and health and social services, English as a Second Language instruction and an intense focus on literacy and math are all designed to help CMS narrow the achievement gap between poor and minority students and their more affluent peers. CMS serves a large number of economically disadvantaged students (EDS) who qualify for the federal assistance lunch program. The number of CMS students who qualify for federal assistance decreased slightly to 56.5% in 2015-1 as calculated by the new formula noted below.

* Due to the 2014-15 implementation of the USDA Community Eligibility Provision, the district is using a formula designed by USDA for calculating the district poverty rate. The new formula uses the percentage of enrolled students that have been identified by the state agency as qualifying for free meals based on eligibility for poverty based programs. The percentage of identified students is then multiplied by a factor as determined by USDA to get the official EDS as determined by the USDA. For the 2014-15 and 2015-16 school years, that factor is 1.6. The number of Limited English Proficiency (LEP) students declined in 2015-16. Currently, CMS serves students from 165 countries who speak 187 languages other than English. Almost 17,000 students with limited english proficiency are currently served by CMS. That represents a 36% growth rate since the 2005-2006 school year. The chart below shows the trend in this population of students.

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16

47.0% 45.5% 47.3%48.7%

51.6% 53.4% 54.4% 54.30%57.30% 58.5%* 56.5%*

%of

Stu

dent

Pop

ulat

ion

School Year

Economically Disadvantaged Students

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CMS is known throughout the Carolinas for its strong programs for exceptional children. These programs include services for students with special needs that range from mild speech delays to significant physical and cognitive disabilities. CMS also provides highly acclaimed programs and services for gifted and talented students. Currently, 14,002 CMS students – 9.6% of our enrollment - have diagnosed disabilities that affect learning and qualify the student for special education and supplementary services as defined by the U.S. Department of Education.

0

5,000

10,000

15,000

20,000

05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16

12,49314,883

17,03518,407

16,631 16,220 15,505 14,830 15,17617,146 16,938

Num

ber o

f Stu

dent

s

School Year

Limited English Proficiency (LEP) Population

12,500

13,000

13,500

14,000

14,500

15,000

05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16

14,404 14,50214,702 14,743

14,170

13,646 13,566 13,56013,53213,661

14,002

Num

ber o

f Stu

dent

s

School Year

Students With Special Needs

89


CMS also serves approximately 14,000 gifted and talented students. CMS is committed to providing a high quality education for every student. The district’s goal is to ensure that programs and resources are in place to support the individual needs of each student. However, funding must be available to make this goal a reality. CMS Student Population At A Glance 2015-2016

• Native American/Multiracial = 2.8% • Asian = 6.1% • African-American = 39.7% • Hispanic/Latino = 22.0% • White = 29.4% • Economically Disadvantage Students = 56.5% • Native languages = 187 • Countries represented = 165 • Limited English Proficient = 16,938 • Students with Special Needs = 14,002

Enrollment Enrollment in 2016-17 is projected to grow by approximately .3%. Since 2005-06, CMS has grown from a little under 123,800 students to the projected enrollment of 146,644 students. We anticipate serving another 504 students next year (in 2016-17). It is anticipated that enrollment will continue to grow in 2017-18.

-

10,000

20,000

30,000

40,000

50,000

60,000

05-06

06-07

07-08

08-09

09-10

10-11

11-12

12-13

13-14

14-15

15-16

Num

ber

of S

tude

nts

School Year

Enrollment by Racial/Ethnic Group

White 29.4% African American 39.7% Latino 22.0% Asian 6.1% Native American/Multi-Racial 2.8%

90


Conclusion We continue to provide resources to support the diversity in our student population as the resources to meet them are scarce. We have over half of our students meeting the federal standard for poverty. The number of students who must learn English as a second language has declined slightly and our children with special needs have increased.

80,000

90,000

100,000

110,000

120,000

130,000

140,000

05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17

123,789129,011

132,281 134,060 133,664 135,638138,012 141,171 142,612 145,363 146,140 146,644

Num

ber o

f Stu

dent

s

School Year

CMS Total Enrollment

91


SIX YEAR ENROLLMENT COMPARISON BY GRADE LEVEL

Grades2016-17

Projected*2015-16 Actual*

2014-15 Actual*

2013-14 Actual*

2012-13 Actual*

2011-2012 Actual*

K 11,370 11,734 11,968 12,176 12,173 11,8711 11,844 12,107 12,286 12,214 12,060 11,7362 12,015 12,160 12,114 11,908 11,695 10,5333 12,162 12,027 11,852 11,500 10,717 11,4584 11,850 11,562 11,343 10,604 11,402 11,1725 11,345 11,126 10,437 11,045 11,011 10,9556 10,833 9,994 10,735 10,702 10,766 10,5177 10,018 10,781 10,712 10,852 10,531 10,0498 10,824 10,617 11,000 10,535 10,214 9,9789 12,503 12,962 12,513 11,584 11,749 11,50910 11,499 11,259 10,788 10,410 10,156 9,92611 9,636 9,234 9,303 8,644 8,446 8,11912 9,038 8,830 8,646 8,436 7,952 7,958Special 1,707 1,747 1,666 2,002 2,299 2,231

TOTAL ENROLLMENT 146,644 146,140 145,363 142,612 141,171 138,012

* End of First Month (20th Day)

90,000

100,000

110,000

120,000

130,000

140,000

150,000

2016-17Projected*

2015-162014-152013-142012-132011-12

146,644146,140145,363142,612141,171138,012

Num

ber o

f Stu

dent

s

School Year

92


CURRENT EXPENSE SIX YEAR EXPENDITURE COMPARISON

Dollars % Incr. Dollars % Incr. Dollars % Incr. Dollars % Incr.

2016-17 Adopted Budget 413,493,792$ 2.3% 806,479,514$ 3.5% 157,900,489$ -3.4% 1,377,873,795$ 2.3%

2015-16 Adopted Budget 404,286,016$ 4.1% 778,903,458$ 3.9% 163,540,763$ -6.2% 1,346,730,237$ 2.7%2014-15 388,236,594$ 8.9% 749,327,262$ 7.4% 174,331,293$ 48.0% 1,311,895,149$ 11.9%2013-14 356,544,548$ 5.7% 697,729,649$ 0.9% 117,752,716$ -1.0% 1,172,026,913$ 2.1%2012-13 337,432,664$ 2.8% 691,270,127$ 4.7% 118,959,018$ -10.7% 1,147,661,809$ 2.3%2011-12 328,339,101$ 8.6% 660,120,870$ 5.0% 133,218,499$ -21.6% 1,121,678,470$ 1.9%

Note: % Increase represents the percentage increase over the prior year.

County State Total Federal/Special Revenue/Other

$100,000,000

$300,000,000

$500,000,000

$700,000,000

$900,000,000

$1,100,000,000

$1,300,000,000

$1,500,000,000

2016-17AdoptedBudget

2015-16AdoptedBudget

2014-152013-142012-132011-12

Dol

lars

School Year

Federal/Special Revenue/Other State County

93


COMPARATIVE EXPENDITURES BY FUNDING SOURCE


State of North Carolina 806,479,514$ 778,903,458$ 725,305,633$ 697,729,649$ Federal and Other Grants 137,785,489 143,029,293 120,017,144 105,739,197 County Appropriation 413,493,792 404,286,016 388,236,594 356,544,548 Other and Special Revenue 20,115,000 20,511,470 10,422,654 12,013,519 Total 1,377,873,795$ 1,346,730,237$ 1,243,982,025$ 1,172,026,913$

94


COMPARATIVE EXPENDITURES PERCENTAGE BY SOURCE

100% 100% 100% 100%

Note: Vertical bar graphs are not intended to be proportional across categories.

58.53% 57.84% 58.31% 59.53%

State of North Carolina

FY 2016-17AdoptedBudget


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures

10.00% 10.62% 9.65% 9.02%Federal & Other Grants

30.01% 30.03% 31.21% 30.43%

County Appropriation

1.46% 1.52% 0.84% 1.03%Other and Special Revenue

95


COMPARATIVE EXPENDITURES BY MAJOR FUNCTION


Instructional Regular Instructional 670,651,017$ 661,579,235$ 604,603,665$ 568,457,377$ Special Populations 148,771,449 152,031,772 135,937,924 126,087,193 Alternative Programs 101,770,329 98,665,330 89,300,753 74,847,241 Co-Curricular 5,466,567 5,133,294 5,544,044 5,300,487 School-Based Support 70,406,251 65,521,792 59,882,940 58,355,985 Total Instructional 997,065,613 982,931,423 895,269,326 833,048,284

Instructional SupportSupport and Development 7,685,295 7,300,871 6,642,518 5,487,118 Special Population Support and Development 3,058,888 3,320,782 3,338,654 3,169,078 Alternative Programs Support and Development 5,546,574 5,077,007 3,589,452 3,693,471 System-wide Pupil Support 4,074,889 3,888,421 3,488,189 3,139,222 Total Instructional Support 20,365,646 19,587,081 17,058,813 15,488,889

OperationsTechnology Support 13,943,486 14,068,413 16,370,969 13,035,447 Operational Support 175,150,471 170,707,828 170,250,545 168,239,307 Financial and Human Resource Services 23,023,983 18,028,189 22,204,533 19,030,587 Accountability 4,572,387 5,131,305 4,530,333 5,751,735 Community Services 531,833 513,265 704,899 672,747 Nutrition Services 309,333 1,057,315 835,885 1,106,019 Debt Service 582,736 582,736 582,736 582,737 Other 3,512,378 3,525,404 3,104,394 2,456,138 Total Operations 221,626,607 213,614,455 218,584,294 210,874,716

LeadershipPolicy, Leadership and Public Relations 17,322,899 17,025,562 16,799,334 15,557,894 School Leadership Services 78,598,289 75,854,246 64,522,758 72,663,183 Total Leadership 95,921,188 92,879,808 81,322,092 88,221,077

Charter School Funds 42,894,741 37,717,470 31,747,500 24,393,947

Total 1,377,873,795$ 1,346,730,237$ 1,243,982,025$ 1,172,026,913$

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INSTRUCTION TAKES TOP PRIORITY

100% 100% 100% 100%


1.48% 1.45% 1.37% 1.32%Instructional Support

6.96% 6.90% 6.54% 7.53%Leadership

16.08% 15.86% 17.57% 17.99%

Operations

3.11% 2.80% 2.55% 2.09%

Charter School Funds

72.36% 72.98% 71.97% 71.07%

Instructional



FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures

97


COMPARATIVE EXPENDITURES BY OBJECT CODE


Salaries 826,129,936$ 812,944,366$ 739,366,959$ 702,154,052$ Benefits 295,912,143 282,692,315 242,566,995 232,937,663 Purchased Services 139,860,135 135,151,046 130,416,550 114,245,782 Materials and Supplies 72,647,541 77,814,359 95,298,470 90,802,070 Furniture and Equipment 429,299 410,681 4,585,551 7,493,399 Other 42,894,741 37,717,470 31,747,500 24,393,947

Total 1,377,873,795$ 1,346,730,237$ 1,243,982,025$ 1,172,026,913$

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PRIMARY INVESTMENT IS IN OUR PEOPLE

100% 100% 100% 100%


81.44% 81.35% 78.94% 79.76%




FY 2014-2015Actual

Expenditures

FY 2013-2014Actual

Expenditures

5.27% 5.78% 7.66% 7.75%Materials and Supplies

0.03% 0.03% 0.37% 0.64%Furniture and Equipment

3.11% 2.80% 2.55% 2.08%Other

10.15% 10.04% 10.48% 9.75%Purchased Services

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SUMMARY OF STAFFING

State County Federal/ Special

Revenue/Other


2015-16 Amended Budget

Inc./Dec. for 2016-17


Principals and Assistant Principals 305.23 105.27 5.00 415.50 415.00 0.50 373.00Teachers 7,823.54 1,626.44 454.00 9,903.98 9,831.36 72.62 9,476.50Support Staff 1,163.29 66.00 160.40 1,389.69 1,385.96 3.73 1,134.95Assistants, Tutors and Support 1,581.55 108.00 614.25 2,303.80 2,304.80 (1.00) 2,487.75Administration and Office Personnel 607.00 552.40 84.30 1,243.70 1,247.95 (4.25) 1,143.10Transportation 1,380.88 55.00 - 1,435.88 1,380.88 55.00 1,353.50Building Services and Other 867.50 270.50 1.00 1,139.00 1,128.50 10.50 1,063.50

Total 13,728.99 2,783.61 1,318.95 17,831.55 17,694.45 137.10 17,032.30

0

2,000

4,000

6,000

8,000

10,000

12,000

2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17

Staf

f

School Year

Principals/Assistant Principals Teachers/Support Staff Assistants/TutorsAdmin./Office Personnel Transportation Building Services/Other

100


SUMMARY OF STAFFING DETAILS

Program Reference Program Change Description State County Federal/

Other Total

Principals and Assistant PrincipalsPrincipal 1.A.4 Other State Categorical Adjustments 1.00 1.00Assistant Principal 1.A.4 Other State Categorical Adjustments (0.50) (0.50)

Subtotal Principals and Assistant Principals 0.50 0.00 0.00 0.50

TeachersPre-K Teacher II.A.2 Redirect-Transportation Model Revision (1.00) (1.00)Regular Education Teachers II.A.2 First Grade Class Size Reduction 44.00 44.00Regular Education Teachers IV.A.1 Enrollment Growth 22.00 4.00 26.00Regular Education Teachers 1.A.4 Other State Categorical Adjustments 11.71 11.71CTE Teachers 1.A.4 Other State Categorical Adjustments (8.09) (8.09)

Subtotal Teachers 69.62 3.00 0.00 72.62

Support StaffFacilitators IV.A.1 Enrollment Growth 2.00 2.00Counselors 1.A.4 Other State Categorical Adjustments 1.73 1.73

Subtotal Support Staff 3.73 0.00 0.00 3.73Assistants, Tutors and SupportPre-K Assistants II.A.2 Redirect-Transportation Model Revision (1.00) (1.00)

Subtotal Assistants & Tutors 0.00 (1.00) 0.00 (1.00)

Administrative and Office PersonnelBroad Fellows II.A.2 Redirect-Transportation Model Revision (2.25) (2.25)Sr. Admin Secretary II.A.2 Redirect-Transportation Model Revision (1.00) (1.00)Sr. Accountability Programmer II.A.2 Redirect-Transportation Model Revision (1.00) (1.00)Power School Coordinators II.A.2 Redirect-Transportation Model Revision (3.00) (3.00)Secretary - 10 Month IV.A.1 Enrollment Growth 3.00 3.00Admin Secretary 1.A.4 Other State Categorical Adjustments 1.00 1.00Sr. Admin Secretary 1.A.4 Other State Categorical Adjustments 1.00 1.00Office Supervisor 1.A.4 Other State Categorical Adjustments 1.00 1.00Admin Secretary 1.A.4 Other State Categorical Adjustments (1.00) (1.00)Sr. Admin Secretary 1.A.4 Other State Categorical Adjustments (1.00) (1.00)Office Supervisor 1.A.4 Other State Categorical Adjustments (1.00) (1.00)

Subtotal - Administrative/Office Personnel 6.00 (10.25) 0.00 (4.25)

Building Services and OthersCustodian IV.B.1 Additional Facility Space 7.50 7.50Environmental Health Specialist IV.B.1 Additional Facility Space 1.00 1.00HVAC Mechanic IV.B.1 Additional Facility Space 2.00 2.00

Subtotal - Building Services & Other 0.00 10.50 0.00 10.50

TransportationBus Drivers II.A.2 Transportation Model Revision 54.00 54.00Technician II II.A.2 Transportation Model Revision 1.00 1.00

Subtotal -Transportation 0.00 55.00 0.00 55.00

GRAND TOTAL 79.85 57.25 0.00 137.10

101

Administrative and Other Services

Adm

inis

trat

ive

and

Oth

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ervi

ces

Administrative & Other ServicesPage 1

Office of the Superintendent of Schools

1.0 Superintendent 1.0 Chief of Staff1.0 Specialist, Diversity1.0 Assistant to the Superintendent4.0 Positions

Legal

1.0 General Counsel1.0 Deputy General Counsel2.0 Administrative Asst. 1.0 Administrator, Legal Services 2.0 Associate General Counsel 2.0 Sr. Associate General Counsel 1.0 Paralegal I

10.0 Positions

1.0 Board Service Manager1.0 Clerk to the Board 2.0 Positions

Board of Education/Board Services

Deputy Superintendent

See Page 134 for Details

Communications Services

1.0 Chief Communications Officer1.0 Executive Dir., Communications Services 1.0 Administrative Asst. to CCO1.0 Writer, Senior Editor1.0 Manager, Internal Media3.0 Specialist, Media Relations1.0 Specialist, Social Media1.0 Specialist , Creative Media2.0 Specialists, Internal Communications

12.0 Positions

1.0 Chief Financial Officer1.0 Executive Director, Budget Dev and Mgmt Svc 1.0 Executive Director, Financial Services1.0 Executive Director, Procurement Services1.0 Ex Dir, Hr Plan & Workforce Mgmt 1.0 Director, Accounting and Auditing1.0 Director, Accounts Payable1.0 Director, Payroll1.0 Director, Budget Development1.0 Director, Budget Operations1.0 Manager of P-Card Administration9.0 Accountant1.0 Accountant II2.0 Accountant, Senior1.0 Adm. Assistant - Finance Officer3.0 Analyst, Budget2.0 Analyst, Workforce Management 1.0 Assistant, Accounting2.0 Budget Specialist3.0 Budget Assistant6.0 Payroll Processing/Control Agent2.0 Purchasing Agent3.0 Purchasing Agent, Senior1.0 Assistant, Procurement/P-Card1.0 Secretary, Senior Administrative1.0 Secretary, Administrative1.0 Supervisor, Accounts Payable1.0 Supervisor, Payroll Processing1.0 Associate Accounting6.0 Technician, Accounting2.0 Technician, Senior Accounting2.0 Representative, Customer Service

62.0 Positions

Financial Services

Graphic Production Center

1.0 Director of Graphic Productions1.0 Creative Services Project Manager1.0 Graphic Production Supervisor2.0 Graphic Designer1.0 Graphic Artist2.0 Coordinators6.0 Press/Bindery Oper./Specialists2.0 Computer Operators

16.0 Positions

Chief Operations Officer See Page 158 for Details

Chief Academic Officer See

Pages 194-195 for Details

Chief School Performance Services Officer


This Organizational Chart represents the FY 2015-16 Adopted Budget NOTE: Deputy Superintendent position is vacant and its direct reports currently report to the Superintendent

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Human Resources Services

1.0 Chief Human Resources Officer 1.0 Executive Director, HR Administration 1.0 Ex Dir , Sourcing and On Boarding1.0 Ex Dir, Talent Management1.0 Ex Dir, Employee Support Services 1.0 Ex Dir, Leadership Development 1.0 Director, Compensation and Benefits1.0 Director, Employee Relations 1.0 Director, Strategic Initiatives 1.0 Director, RALC1.0 Director, Licensure Administration 1.0 Manager, Employee Relations2.0 Manager Talent Acquisition 4.0 Manager, Licensure Case 1.0 Supervisor, Benefits 1.0 Supervisor, Leaves of Absences 1.0 Analyst, HRIS Data Quality1.0 Analyst, HR Systems Training 1.0 Analyst, HRIS Compliance1.0 Project Manager, Principal Pipeline1.0 Assistant, Admin To The Chief

15.0 Coordinator 7.0 Team Leader, District and Community Support 1.0 Teacher in Residence5.0 Secretary, Senior Administrative

15.5 Specialist8.0 Technicians

.5 Investigator77.0 Positions


1.0 Deputy Superintendent1.0 Executive Director, Strategic Planning1.0 Director, Project & Change Management 1.0 Director, Grant Development2.0 Manager, District Strategy1.0 Admin. Assistant to Superintendents Office1.0 Secretary, Senior Administrative 2.0 Grant Developer

10.0 Positions

School Options and Innovation1.0 Asst. Supt., School Options & Innovation

Career and Technical EducationSee Page 226 for Details

Magnet Programs and School Redesign



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1.0 Asst. Supt. Community Partnerships 1.0 Asst. Director, Community Partnerships1.0 Specialist, Customer Service & Curr. 3.0 Specialists, Family & Community Services1.0 Specialist, Technology and Evaluation

10.0 Coordinators, Partnership1.0 Coordinator, Volunteer1.0 Executive Secretary

19.0 Positions

Community Partnerships and Family Engagement

Chief Technology, Personalization & Engagement Officer

1.0 Chief Technology, Personalization & Engagement Officer

1.0 Admin. Assistant2.0 Coach, Personalization Learning Instruction2.0 Program Manager Tech Services6.0 Positions

Technology Services

1.0 Executive Director, Technology Services16.0 Analysts/Sr. analysts1.0 Assistant Director, Network Systems &

Workstation1.0 Assistant Director, Technical Services

Operations1.0 Assistant Director, Student App & Dev2.0 Assistant Director, Telecommunications1.0 Assistant Director Technology

11.0 Coordinator, Help Desk3.0 Coordinators1.0 Administrator, Security1.0 Administrator, Kronos1.0 Administrator, Technology Compliance1.0 Data Base Administrator1.0 Director - Data Center Operation1.0 Director - Student Applications Development1.0 Director, Technology Services1.0 Director, Info System and Support 1.0 Director, Business Systems

26.0 Engineers1.0 Solutions Architect6.0 Managers1.0 Project Coordinator, Info Systems6.0 Specialists, Instructional Technicians3.0 Secretary, Senior Administrative6.0 Technicians 1.0 Warehouse Worker2.0 Coordinator, PowerSchool 2.0 Web Developer

100.0 Positions

Accountability Services

1.0 Chief Accountability Officer1.0 Executive Director, Data Quality1.0 Executive Director, Accountability1.0 Director, State Testing1.0 Director, Research & Evaluation1.0 Director, Center Infor. Vis. & Innov.1.0 Director, Policy & Planning1.0 Admin Asst. to Chief Accountability Officer2.5 Coordinators5.5 Senior Analysts6.0 Analysts2.0 Sr. Administrative Secretaries1.0 Administrator, Entersharepoint3.0 Enterprise Data Architect1.0 Senior Accountability Programmer

29.0 Positions


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ADMINISTRATIVE & OTHER SERVICES Goals, Objectives and Accomplishments

OFFICE OF THE SUPERINTENDENT/BOARD OF EDUCATION Goals 2016-17 Ann Clark will continue the work of the District’s Strategic Plan 2018 to advance Charlotte-Mecklenburg Schools forward in achieving our goal of preparing every child, every day, for a better tomorrow. • GOAL 1: Maximize academic achievement in a personalized 21st-century learning

environment for every child to graduate college- and career-ready • GOAL 2: Recruit, develop, retain and reward a premier workforce • GOAL 3: Cultivate partnerships with families, businesses, faith-based groups and community

organizations to provide a sustainable system of support and care for each child • GOAL 4: Promote a system-wide culture of safety, high engagement, cultural competency

and customer service • GOAL 5: Optimize district performance and accountability by strengthening data use,

processes and systems • GOAL 6: Inspire and nurture learning, creativity, innovation and entrepreneurship through

technology and strategic school redesign Accomplishments 2015-16 • Charlotte-Mecklenburg Schools (CMS) will be recommended for reaccreditation to the

AdvancED board in June 2016 after a comprehensive external review conducted by the national accrediting organization for Pre-K-12 schools and districts. The review team evaluated the entire district to determine how well CMS serves its students and identify areas for improvement.

• The four-year cohort graduation rate in CMS rose to 88 percent in 2015, exceeding the state average of 85.4 percent, according to the North Carolina Department of Public Instruction. The graduation rate increased nearly three percentage points from 2014 and more than 18 percentage points since 2010. The graduation rate also increased for all subgroups.

• CMS had the highest average scale scores in math among 21 urban districts participating in the 2015 National Assessment of Education Progress (NAEP) Trial Urban District Assessment (TUDA). The district also ranked second in fourth-grade reading and third in eighth-grade reading among participating urban districts.

• Magnet Schools of America (MSA), a national organization of magnet and theme-based schools, announced 21 awards of merit for CMS. Seven CMS magnet schools received the Excellence Award, the highest, top merit award given only to a select group of magnet schools by MSA. Fourteen CMS schools received the School of Distinction Award, the second highest award of recognition.

• CMS is second in North Carolina and fourth in the nation in the total number of educators who have achieved National Board certification, according to the 2015 rankings by the National Board for Professional Teaching Standards. North Carolina is No. 1 in the National Board's state rankings with 20,677 educators who are board-certified. CMS is second in the state with 1,972, while Wake County Public School System is first with 2,509.

• The number of CMS high school students enrolled in Advanced Placement courses grew to 8,492 in 2014-2015, up from 7,840 the prior year. The increase represents the second year of increased AP course enrollment in the district. Twenty-one percent of CMS high school students were enrolled in an AP course last year, up from 20 percent in 2013-2014 and 15 percent in 2012-2013. CMS also saw gains in AP course enrollment across all subgroups of students.

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OFFICE OF THE SUPERINTENDENT/BOARD OF EDUCATION (continued) • Beverly Woods Elementary is one of only three schools in North Carolina to be named a

National Blue Ribbon School for 2015 by the U.S. Department of Education. The designation was given to 335 schools nationwide, based on overall academic excellence or progress in closing achievement gaps among student subgroups.

• Idlewild Elementary became the first school in North Carolina to receive the gold award from the Alliance for a Healthier Generation. The entire staff focused on healthy eating and physical activity to win this award. The school updated their snack machines, provided smoothies at staff meetings, hosted Zumba classes for employees and organized kickball games for students, employees and their families.

• Dr. Maureen Furr, principal at South Mecklenburg High, was named the Southwest Region Principal of the Year by the N.C. Department of Public Instruction (DPI). Furr is one of eight regional winners competing for the state's Wells Fargo Principal of the Year honor.

• Corey Mitchell, theater teacher at the Northwest School of the Arts, won the inaugural Excellence in Theater Education Award, presented by the Tony Awards and Carnegie Mellon University. There were more than 4,000 applicants for the award, which recognizes dedication to discovering, nurturing, and inspiring talented students.

LEGAL Goals 2016-17 • To support the realization of the Board’s Vision, Mission and Core Beliefs by:

o Being proactive o Managing, assessing and refining business processes to ensure maximum

effectiveness and efficiency o Minimizing the impact of legal issues on the Board’s business

• To continue to our efficiency initiatives including the following ongoing efforts:

o Investment in leadership training and professional development for Legal Department o Realignment of support staff to leverage strengths/ proficiencies o A paperless office o Leveraging technology o Streamlining/revamping internal processes o Development of a cross-functional team

Objectives 2016-17 • Continue reducing contracted services expenditures, and in turn, keep resources within the

district to fund CMS’ core business of educating children

• Through the provision of in-service trainings, educate and inform administrators and staff on best practices to minimize risks to the district. This will ensure a more sound approach to the carrying out of day-to-day duties and help insulate the district from unnecessary and/or unwarranted litigation

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LEGAL (continued) Accomplishments 2015-16 • Established a successful reorganization. In particular, we:

o Created practice groups to improve allocation of work, create substantive depth, provide additional educational opportunities and further improve intra-departmental communication

o Changed titles to more appropriately reflect experience level and job responsibilities o Brought more formality to relationships between senior and junior attorneys, setting

forth expectations in terms of training and mentoring to build depth o Improved cross-functional capabilities to address succession planning

• Projected to reduce contracted services spending for fifth consecutive year. COMMUNICATIONS SERVICES Goals 2016-17 The CMS Communications Services department supports the CMS promise of Every Child, Every Day, For A Better Tomorrow by:

• delivering clear, timely and accurate district information to our employees, students, parents, community and news media

• providing excellent communications services and graphic production support to individual schools, departments, superintendent, Board of Education and all CMS stakeholders

• maintaining strategic relationships with local organizations to broaden the reach of positive CMS news

• supporting efforts to establish and promote every CMS school as a school of choice • engaging employees, students, parents and community members to build trust and

inform major district initiatives

Objectives 2016-17 • Highlight examples of effective teaching and leadership throughout the district • Effectively communicate key district strategies and initiatives • Share stories of district success and student achievement • Promote and communicate efforts to strengthen employee engagement • Engage parents and community members in authentic two-way dialogue

that builds public trust • Competitively promote CMS' portfolio of programs and schools to establish CMS as

a district/school of choice.

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COMMUNICATIONS SERVICES (continued) Accomplishments 2015-16

• Communicated over 500 stories about district initiatives, effective teaching and learning and other successes via our web and intranet sites, CMS TV, CMS Connections e-newsletter, social media and media pitches.

• Expanded employee engagement efforts with CMS Insider employee e-newsletter, I am CMS campaign and awards, Hometown Hero awards, two Retiree Salute to Service events and district-wide Culture of Caring initiative.

• Advanced community engagement efforts via 12 Coffees with the Superintendent, six community engagement meetings and expanded CMS social media presence and CMS Connections e-newsletter distribution.

• Expanded CMS Math Xtra platform, a live, call-in math End-of-Grade (EOG) review show with a focus on secondary math instruction.

FINANCIAL SERVICES Goals 2016-17 • Deliver world class customer service by providing timely, accurate, and responsive service • Provide financial support activities in a timely, cost effective and high quality manner in

compliance with accounting standards and regulatory requirements • Implement Continuous Improvement Process (CIP) projects to improve the operational

efficiency within the Finance department and the district • Improve interdepartmental relationships and communication to enhance productivity and

quality of service • Develop future leaders and enhance staff performance with emphasis on staff development

and high expectations for personal accountability Objectives 2016-17 • Receive an unmodified audit opinion (clean opinion) on the annual external audit • Ensure a successful year end close-out including the maximization of all funding sources and

no reversions of state funds • Ensure annual expenditures are within the approved budget • Improve the response rating on the annual survey of principals regarding the central

administrative services as it relates to the financial services areas • Evolve the budget process to execute resource realignments as needed to use resources

more effectively and in clear alignment to Strategic Plan 2018 • Implement annual and ongoing systems to encourage and ensure continuous process

improvements with an emphasis on improving efficiencies while maintaining a customer focused approach

• Support schools as necessary to positively impact the graduation rate and other academic outcomes

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FINANCIAL SERVICES (continued) Accomplishments 2015-16 • Received an unmodified audit opinion (clean opinion) from the external audit for the fiscal year

2015 – the opinion was included in the Comprehensive Annual Financial Report (CAFR) prepared by the accounting staff

• Successfully orchestrated year end close out of all state allotments resulting in the maximization of all funding sources

• Facilitated the budget development process with increased community, staff, and student engagement throughout the process

• Led a cross functional task force team through the development and implementation of a redesign of the Student Weighted Staffing (SWS) allotment formula used to distribute classroom teacher positions to schools.

• Received recognition and awards for excellence in financial reporting from both the Government Finance Officers Association and Association of School Business Officials for the 2014 Comprehensive Annual Financial Report (CAFR)

• Developed a new classroom furniture standard with a grade level itemized listing and picture for each item available on the intranet for ease and use in the selection process as well as on-site samples. Received positive feedback from principals and staff who have used the new process and standards.

• Utilized Cooperative Purchasing agreements to significantly increase efficiency and reduce turnaround time when localized formal bidding is required

• Received very positive feedback on the principal survey – improving in 27 of 33 measures – with the most notable improvements in delivering timely service and being helpful when assistance is requested

• Provided financial leadership and support for district staff by providing numerous training opportunities such as:

o Financial secretaries annual In-Service o On demand new financial secretary training o Year-end procedures training for school financial secretaries o Numerous one-on-one training sessions for school and departmental financial

secretaries as requested o Financial training offered for Principals and Assistant Principals at Summer Leadership

Conference o High school treasurers participating in NC Association of School Business Officials

Treasurer Academy HUMAN RESOURCES SERVICES Goals 2016-17 • Implement a comprehensive talent management strategy to recruit, hire, develop and retain

a highly effective workforce to ensure positive outcomes for every CMS student o Develop training and support plans for strategic hiring, onboarding, performance

management and retention strategies o Develop career paths that identify competencies, training and skills needed for

advancement o Refine strategic recruitment and marketing plans for targeted schools

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HUMAN RESOURCES SERVICES (continued)

o Provide human capital data survey reports and provide managers with support for using date to evaluate and refine talent management strategies

• Design a strategic employee engagement model o Explore and expand efforts to transform compensation and recognition programs o Develop a comprehensive professional development program that promotes

growth for all CMS staff Objectives 2016-17 • Serve as a strategic partner for hiring managers to provide assistance with all human

resource needs • Utilize and provide hiring managers with human capital data to improve hiring decisions,

performance management, employee engagement, and retention of effective employees • Increase and improve the number and quality of candidates in the applicant pool through

strategic recruitment efforts and partnerships • Reduce time to hire and vacancy rate • Provide training for managers on onboarding strategies for new hires/transfers • Effectively manage the grievance process to ensure employees have a method for having

concerns addressed • Decrease time for employee investigations and communication of results • Establish a strategy for measuring performance of teachers, school leaders and support

staff that aligns to competency models, standards and/or teaching frameworks • Develop process improvements for leave of absence, workers compensation, and ADA

accommodation procedures • Develop sustainability plans for leadership development initiatives funded through the

Wallace Grant, including the creation, definition and refinement of leadership processes and tools

• Provide training for managers on Board policies, state statutes and federal leave involving human resources

• Continue to provide MyTalent technology support and training to schools and departments • Improve customer service satisfaction (hiring managers, candidates, news hires)

Accomplishments 2015-16 • Improved communication to hiring managers/supervisors about human resource initiatives

and practices through webinars and leadership team meetings • Implementation of PDF’s and job specific evaluations for all employee groups • Continued refinement of and increasing the scope of the Principal Pipeline Initiative • Creation and implementation of a leadership tracking system • Addition of investigator position within employee relations to more effectively respond to

employee concerns • Process improvements/efficiencies for some human resource compliance functions including

the outsourcing of employment verifications and I-9 forms • Planning a district-wide career fair for May 21, 2016 at The Park Expo and Conference

Center

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ACCOUNTABILITY SERVICES Goals 2016-17 • Conduct research and/or program evaluations to inform strategic decisions. • Ensure access to meaningful and accurate data displayed to inform continuous

improvement. • Manage the effective administration of a growing number of state and national assessments

across the grade spans. • Provide technical assistance to schools and learning communities to use data to inform

continuous improvement. Objectives 2016-17 • Maintain timely access to school performance data, aligning indicators for ease of use,

analysis, and action. • Conduct and/or facilitate three to five studies/evaluations of CMS programs and/or initiatives

to support on-going efforts to increase performance and efficiency in the district. • Oversee and support the administration of state required End-of-Grade and End-of-Course

assessments online. • Advance the conversion of data into information to foster progress monitoring and timely

intervention at the school, learning community, and district levels. • Develop new and deepen existing systems and process to ensure data quality and integrity. Accomplishments 2015-16 • Successfully transferred a set of school based monitoring reports into CMS from an outside

vendor, and independently updated and released them, creating a cost and time savings for the district.

• Developed and launched an enhanced a four-year cohort graduation rate application that allows high school staff to track student progress toward and on-time graduation.

• Launched an Early Warning Indicators (EWI) system to identify students at risk of being off-track for an on-time graduation as early as 6th grade, in order to intervene and provide additional supports.

• Managed CMS Navigator portal for over 9,000 unique users that are on schedule to access the site over 375,000 times this school year.

• Launched an internal and external dashboard for on-going progress monitoring at the school, learning community and district levels.

• Conducted training for over 500 CMS instructional leaders and teachers on the use of EVAAS data and various accountability tools to inform school improvement efforts.

• Administered more than 275,000 assessments including: EOG, EOC, Plan, ACT, WAPT, ACCESS 2.0, and NCFE.

• Administered first set of state required assessments online, in preparation for a district-wide scale-up in 2016-17.

• Delivered 192 contact hours of training to School Testing Coordinators. • Conducted and facilitated year 2 of a three-year School-based Mental Health Evaluation,

began year 1 of a three-year evaluation of our Beacon turnaround school initiative, and conducted one-time evaluations of our Personalized Learning program and targeted programs in Advanced Studies.

• Initiated an internal program evaluation cycle to increase performance and program effectiveness.

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ACCOUNTABILITY SERVICES (continued) • Reviewed more than 40 applications to conduct research studies with CMS during the 2015-

16 (through the month of February). • Led the annual administration of surveys to stakeholders, including parents, principals,

teachers, and students.

SCHOOL OPTIONS AND INNOVATION Goals 2016-17 • Design & launch new schools and programs based on promising practices and models;

replicate proven CMS programs that are in high demand. • Continuously improve CTE, Magnet and Virtual offerings by setting standards, providing

high quality tools & resources, and supporting school level implementation • Increase equitable access to theme-based programs. Objectives 2016-17 • Shift the high school world language magnet serving the violet and gray transportation zones

from West Mecklenburg High School to North Mecklenburg High School. • Expand Montessori education in CMS to 9th grade with the launch of a 9th grade offering at

Sedgefield Montessori. • Expand Career and Technical Education offerings at Harding, Marie G. Davis, and at CMS’

five Title I high schools. • Develop theme specific standards for each magnet theme. • Develop a CTE dashboard to indicate the health of school-based CTE programs. • Codify promising practices and processes into tools that can be used to design, incubate and

launch new programs and schools going forward.

Accomplishments 2015-16 • Launched two new magnet programs including Oakhurst STEAM Elementary and Kennedy

STEM Middle. • Expanded the Performance Learning Center to offer 9th grade and to include the district’s e-

Learning Academy. • Added a grade level to several magnet and CTE programs including Coulwood STEM Middle,

Charlotte Engineering Early College High School, Trillium Springs Montessori Elementary, and Hawthorne Academy of Health Sciences High School.

• Received Board approval to offer neighborhood stops for magnet transportation in addition to shuttle stops, increasing access to magnet options.

TECHNOLOGY SERVICES Goals 2016-17 • Deliver world class professional development by providing relevant, authentic, meaningful,

and responsive support to schools and departments. • Inspire learning in technology through customizable and personalized professional learning

opportunities on digital tools, resources, and instructional design strategies.

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TECHNOLOGY SERVICES (continued) • Develop a premier group of school based technology leaders through consistent

professional learning experiences. • Increase number of schools focused on effecting an intentional shift to Personalized

Learning in alignment with Strategic Plan 2018: Goals 1 & 6. • Develop capacity of teachers and leaders on skills needed to lead Personalized Learning. • Increase network and data security by implementing a district-wide password policy for staff. • Upgrade the Lawson ERP system to Infor10 in an effort to remain current and increase new

functionality. • Continue to increase customer satisfaction ratings annually for services provided • Design, code, and implement a Title 9 incident application that captures details of incident

actions not available in PowerSchool. • Planning of a Summer Blitz portal and coding of data feed modules to support learning from

June – August. This design will allow students to access online resources used during the regular school year while maintaining personalized content.

• Implementation of Microsoft Cloud Business Intelligence (BI) model for district dashboards that includes customized data models for supporting instructional decisions.

• Expand a Single Sign-on Solution that supports active directory authentication for grades K-12. Also link all third party vendors to state supported applications using these same credentials.

• Design and implementation of a district formative assessment tool data feed into PowerTeacher Gradebook.

• Configure grade suppression process within PowerSchool to allow transcripts to reflect only courses approved for remediation.

• Update the SharePoint 2013 web environment with updated graphics matching the district branding guides.

• Design and import data elements from Canvas to PowerSchool by creating new tables and stored procedures for nightly updates.

Objectives 2016-17 • Provide a systemic approach to training a cadre of school-based technology leaders on

digital learning. • Select a cohort of 15-20 principals for the Distinguished Leaders in Digital and Blended

Learning certification. • Support the development of a school created action plan for Personalized Learning (PL) and

collaborate across PL schools monthly to share strategies that have proven effective. • Develop and implement an effective coaching model that supports the school-based

technology leader in providing support for teachers in creating a 21st century learning environment.

• Engage in continual learning to deepen the content and pedagogical knowledge in current and emerging technologies.

• Continue to identify areas of opportunity for streamlining and improving business practice.

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TECHNOLOGY SERVICES (continued) • Process Map key business processes and facilitate collaboration and knowledge transfer

between staff members to provide knowledgeable backup for critical business processes. • Continue to build CMS Technology Services capacity by recruiting, training and retaining

skilled staff. • Continue to apply data verification models to PowerSchool improving the accuracy of

information on all students. Accomplishments 2015-16 • Provided updated resources via web presence through CMS Learns, and CMS Intranet

Canvas and Office 365. • Trained over 2000 teachers/district staff in the use of digital tools and resources for

productivity and instruction. • Planned and facilitated monthly technology leaders’ professional learning opportunities. • Provided Tech Leader professional learning for staff with badges. • Facilitated online and blended courses. • Produced Instructional Technology Weekly (ITW) videos sharing technical tips. • Collaborated with Learning and Teaching, Media Coordinators, ESL to provide cross-

curricular professional development and training. • Collaborated with Learning and Teaching specialists to develop instructional materials to

model embedded use of digital resources into instruction. • Assisted in online testing for English 2, 8th Grade Science and English Language Learners

(ELL). • Facilitated and assisted schools in activities for national technology initiates such as Hour of

Code and National Digital Learning Day. • Deployed and supported over 100,000 student devices in grades 5 thru 10 for the Digital

Learning Conversion initiative. • Provided a variety of professional learning opportunities on digital competencies, teaching

pedagogy and instructional strategies through face to face instruction, blended and virtual courses: Technology Leader Leveled Badges, Weekly Podcasts, School-based PD, Departmental PD and a Personalized Learning Summer Institute.

• Provided over 500 school based training opportunities for staff on digital learning. • Collaborated with Information Systems and Support and Virtual Learning and Media

Services to offer monthly professional development for school-based technology leaders and contacts and media coordinators. This collaboration resulted in capacity building for more school based personnel carrying out overlapping responsibilities.

• Facilitated a distinguished leaders in blended and digital learning course for the first cohort of sixteen principals.

• Provided Personalized Learning through Playbook resources in over 70 trainings, as well as completing the PL Roadshow for all departments included in the stakeholder plan.

• Transitioned benefits in-house to facilitate the enrollment through the Lawson/Infor Employee Self Service System.

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TECHNOLOGY SERVICES (continued) • Completed Affordable Care Act compliance reporting and IRS reporting requirements. • Expanded the use of Manager Self Service for additional departments – Transportation,

Child Nutrition, HR Hiring Managers. • Successfully implemented required interfaces to support the Beacon Schools Substitutes

Project. • Increased the district Internet connection from 10 GBps to 20 GBps to handle the increased

network traffic. • Successfully opened the CMS Depot Repair Center for hardware repair and diagnostics

saving the district in contractor costs. • Continued the Central Piedmont Community College internship/CO-OP program. • Consolidated 170 school servers to 4 with a distributed file system. • Migrated all staff to Office365 for email increasing quotas to 50 GBs while at the same time

allowing for email archiving. • Deployed Office 2013 for all staff and students. • Implemented Microsoft's Student/Staff Advantage allowing all CMS students and staff free

access to the latest version of Microsoft Office for personal devices. • Awarded E-Rate funding to support the upgrade of network equipment in 30 schools. • Updated network closets with UPS (Uninterruptable Power Supply) equipment to provide

consistent network connectivity during and after a power outage. • Implemented new voice related systems to assist in delivering efficient support for our

customers. (2Ring provides customers easy access to update their own side cars/expansion modules, Zoom recording software for Call Centers & Microcall reporting of all calls dialed to 911).

• Converted 15 schools from classroom printing to the new centralized printing, saving schools thousands of dollars in toner costs.

• Improved the process data exchanges with third party vendors and completed a process map for memorandum of agreement legal terms. Developed a standardized template for data sharing that is used with new initiatives.

• Installed new reporting with PowerSchool Gradebook to assist with teacher category percentages as related to school type. This one report will help monitor teachers who have not conformed to district policies with grading practices. Documentation was created, instruction provided in data manager classes, and new code applied in PS.

• Virtualize SQL 2008 database, 2008 SSRS reporting services, and MOSS 2007 SharePoint platforms from unsupported hardware to supported servers then apply rigid security access to these environments. Unsupported servers were in the final stages of life cycle and focused efforts were required to remove any technical environments, then create snapshots on newer hardware.

• Expansion of the Human Resources Database Warehouse to include teacher certifications, leave balances, and educational accomplishments. Additional tables were created, views of Lawson modified to account for changes, and packages created to update these on a nightly basis. HR is the primary users for the Leader Tracking System (LTS).

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TECHNOLOGY SERVICES (continued) • Develop a support matrix for GDVR Graduate Data Verification Report and propose a

process model for validation. • Develop, design, and deliver an ID provider process for single sign on capabilities with

district approved vendors. (Clever and NCEdCloud) • Implement and purchase new SharePoint forms application for building online collections of

data then linking this to internal tables for storage, (Emgage) • Implementation of 10 point grading scale in PowerSchool, updated documentation, and

communications with data managers of storing of grades. • K-2 report card stability and code updates for consistent performance. • Retirement planning of NC Wise servers, elimination of support cost, and successful training

of Student Placement to new environment. • Created Student Placement portal that reflects actual student counts from Principal’s

Monthly Report (PMR) tables. This report must display months 1-9 and past years with same details, including the ability to sort by school, district, and zone.

COMMUNITY PARTNERSHIPS AND FAMILY ENGAGMENT Goals 2016-17 • Organize, cultivate, and sustain community relationships that can fulfill a need at the school

level. • Build capacity at the school level in community partnerships and family engagement. • Create a district-wide atmosphere of connection, trust, and communication between families,

community stakeholders, and schools. • Assist schools in creating a learning environment that is welcoming and engaging to all

stakeholders. • Create process systems to improve public communication, data collection, and sharing of

resources for family engagement, community partnerships, volunteer management and higher education partnerships.

• Ensure that all schools provide family engagement and leadership opportunities to improve the academic, emotional and social needs and well-being of all students.

• Implement a district-wide process to engage community partners with the schools. • Increase the number of active Parent Teacher Associations in the district.

Objectives 2016-17 • Increase the number of schools that have implemented the strategic partnership process to

130 schools by June 2017 • Achieve a total of 75 active partnerships with faith-based organizations • Achieve a total of 145 active partnerships with businesses • Achieve a total of 100 active partnerships with community organizations • Implement 4 family engagement and community partnership workshops or professional

development opportunities for CMS staff

117



COMMUNITY PARTNERSHIPS AND FAMILY ENGAGMENT (continued) Accomplishments 2015-16 • Increased the number of schools receiving strategic partnership support from 70 to 100. • Launched the CPFE social media campaign (A total of 116 followers on Facebook and 132

followers on Twitter). • Strengthen and grew relationships with major community partners (Charlotte Mecklenburg

Library, Second Harvest Food Bank, Business Clusters, etc.). • Sustained growth in the number of partnerships developed with businesses, faith-

organizations and community organizations. • Hosted the district’s first Literacy Fair in August. More than 900 attendees learned about

grade specific literacy strategies to support learning at home. • Provided more than 45 engagement opportunities for families through the refocused Parent

University model. More than 4,000 families have participated. • Opened a district clothing closet in partnership with national organization to provide brand

new clothing to middle and high school students in need.

118

Expenditures

FY 2016-17 Adopted Budget


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures

ADMINISTRATIVE & OTHER SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

Salaries 23,361,913 23,539,247 21,455,488 20,562,493

Benefits 7,487,543 7,328,342 6,368,597 6,140,684

Purchased Services 17,841,783 20,147,436 21,578,534 16,764,530

Supplies and Materials 3,231,156 3,581,260 4,096,599 2,631,901

Furniture and Equipment - - 1,489,995 470,238

Other - - - -

$ 51,922,395 $ 54,596,285 $ 54,989,213 $ 46,569,846

Note: Due to departmental realignment, the 2015-16 Adopted Budget and historical expenditures may differ from prior presentations.

Department and Program Information

120

ADMINISTRATIVE & OTHER SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

Sources

8%

87%

5%

Federal/ Special RevenueLocal

State

Uses

14%

0%

0%

34%

46%

6%

BenefitsFurniture and EquipmentOtherPurchased ServicesSalariesSupplies and Materials


121

Note: Changes listed are not intended to agree exactly to variance between 2015-16 and 2016-17 Budgets.

Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 17,904$ Redirected funds from salaries and benefits to purchased services (3,309) Central Office staffing reductions (6,838)

Purchased ServicesRedirected funds to purchased services to salaries and benefits 3,309

SIGNIFICANT CHANGES: 2016-17 ADOPTED BUDGET VS. 2015-16 ADOPTED BUDGET

Ann ClarkSuperintendent


OFFICE OF THE SUPERINTENDENT OF SCHOOLS

Description: The Superintendent of Schools is the Chief Executive Officer of the Board of Education and isdirectly responsible to the Board. As Chief Executive Officer, the Superintendent is responsible for the day-to-day operations of the schools, with responsibility for implementing and executing all policies adopted bythe Board and establishing and administering regulations for the school system.

BUDGET ACCOUNTABILITY:

122

Expenditures



FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures

OFFICE OF THE SUPERINTENDENT OF SCHOOLSCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

Salaries 588,821 584,585 457,193 560,797Benefits 178,749 175,228 85,546 179,345Purchased Services 170,937 167,628 211,875 204,729Supplies and Materials 8,262 8,262 40,750 35,321Furniture and Equipment - - - - Other - - - -

$ 946,769 $ 935,703 $ 795,364 $ 980,192

Sources:

0%

81%

19%

Federal/ Special Revenue

Local

State

Uses:

19%

0%

0%

18%

62%

1%

Benefits Furniture and EquipmentOther Purchased ServicesSalaries Supplies and Materials


123


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 10,995$

Purchased ServicesRedirected funds from purchased services to supplies and materials (8,535) Redirected funds to offset Transportation Model Revision costs (112,200)

Supplies and MaterialsRedirected funds to supplies and materials from purchased services 8,535


Board Services


BOARD OF EDUCATION/BOARD SERVICES


Description: The elected Board of Education has the responsibility of educational planning, policy making and recommending an annual budget to the County Commissioners. The Board of Education hears requests from delegations and individuals in the community at its regular meetings. Also, under circumstances prescribed by state law and Board policy, the Board of Education may in non-public sessions discuss certain matters of a personnel, legal or real estate nature. The Board Services Office coordinates board meetings, provides administrative assistance to board members, and serves as the liaison between board members and staff members.

124

Expenditures



FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures

BOARD OF EDUCATION/BOARD SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


$ 426,776 $ 527,981 $ 393,419 $ 394,464

Sources:

0%

100%


Local

Uses:

11%

0%

0%

21%

64%

4%


Board members may use all expense account funds for any allowable, Board-related expense they incur as set forth in Board Policy BID. Nothing herein shall be construed to increase the total amount of expense funds available to any Board member.


125


Description Amount



George Battle IIIGeneral Counsel


LEGAL

Description: The General Counsel oversees the Legal Department. This department provides legal adviceto and representation of the Board of Education, the Superintendent, and CMS staff and oversees theprovision of such advice and representation by outside counsel.


126

Expenditures



FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures

LEGALCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

Salaries 1,042,972 1,028,037 969,641 931,982Benefits 305,020 278,538 253,697 245,286Purchased Services 450,268 450,268 331,974 423,631Supplies and Materials 34,846 34,846 48,782 35,580Furniture and Equipment - - - - Other - - - -

$ 1,833,106 $ 1,791,689 $ 1,604,094 $ 1,636,479

Sources:

9%

91%


Local

Uses:

17%

0%

0%

25%

56%

2%




127


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 65,876$ Eliminated funds for broad resident (22,500) Redirected funds to offset Transportation Model Revision costs (93,654)

Purchased ServicesEnrollment Growth - additional funds for Blackboard 630


Kathryn BlockChief Communications Officer



COMMUNICATIONS SERVICES

Description: The Communications Services department plans and executes programs to improve internal communication, engage parents and citizens and build public support for Charlotte-Mecklenburg Schools. Communications conducts periodic opinion polls and communication research and provides support and counsel to the Superintendent and other administrators regarding communication issues. Communications works proactively to keep employees informed about school system issues and provides staff with timely information to support their work. In addition, this office supports school-based communication efforts and works proactively with the media and other key groups.

128

Expenditures

COMMUNICATIONS SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION



FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures

Salaries 915,918 961,967 824,392 740,007

Benefits 286,110 290,339 243,901 218,467

Purchased Services 470,018 469,388 780,798 697,861

Supplies and Materials 63,138 63,138 73,953 45,412

Furniture and Equipment - - - -

Other - - - -

$ 1,735,184 $ 1,784,832 $ 1,923,044 $ 1,701,747

Sources:

7%

93%


Local

Uses:

16%

0%

0%

27%

53%

4%



129


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments (1,578)$ Central Office staffing reductions (11,430)

Supplies and MaterialsRedirected funds to offset Transportation Model Revision costs (23,400)


Alvin B. GriffinDirector of Graphic Production


GRAPHIC PRODUCTION CENTER

Description: The Graphic Production Center provides support services in the production of printedmaterials. By producing high volume digital publishing, offset printing and design services, the departmentgenerates competitive advantages to the district and numerous community partners.


130

Expenditures

GRAPHIC PRODUCTION CENTERCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 642,934 659,260 576,479 622,574Benefits 242,028 238,710 202,684 221,111Purchased Services 2,266 2,266 186,162 151,141Supplies and Materials 5,000 28,400 108,526 119,627Furniture and Equipment - - 400,015 (4,499)Other - - - -

$ 892,228 $ 928,636 $ 1,473,866 $ 1,109,954

Sources:

0%

100%


Local

Uses:

27%

0%

0%

0%

72%

1%



131


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 106,435$ Redirected funds for budget director, bond accountant and workforce management analyst positions 165,482 Redirected funds from salaries and benefits to supplies and materials 19,671 Central Office staffing reductions (31,158)

Purchased ServicesRedirected funds from purchased services to supplies and materials (11,000) Reduced funds for Self-Insurance Contribution (895,492)

Supplies and MaterialsRedirected funds to supplies and materials from purchased services and salaries and benefits 30,671


Sheila W. ShirleyChief Financial Officer


FINANCIAL SERVICES

Description: The Chief Financial Officer is responsible under N.C. General Statutes for keeping theaccounts of the school system in accordance with national accounting standards and state rules andregulations; giving a pre-audit certificate for system obligations; issuing all checks and depositing andinvesting all monies; preparing and filing financial statements; purchasing goods and services in accordancewith applicable laws and good purchasing practices; and performing other duties as assigned by law, theSuperintendent, or state agencies. These responsibilities are delegated to the Financial Services, BudgetDevelopment and Management Services and Procurement Services departments which are a part of theFinance Division.


132

Expenditures



FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures

FINANCIAL SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

Salaries 3,512,687 3,324,416 3,046,897 2,781,855Benefits 1,181,279 1,109,120 949,371 871,855Purchased Services 5,913,044 6,819,536 7,755,061 5,336,672Supplies and Materials 70,018 39,347 65,657 58,092Furniture and Equipment - - - - Other - - - -

$ 10,677,028 $ 11,292,419 $ 11,816,986 $ 9,048,474

Sources:

90%

2%0%


State

Uses:

11%

0%

0%

55% 33%

1%



133


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 7,361$ Redirected funds for secretary position from community partnerships department 46,924


VacantDeputy Superintendent


DEPUTY SUPERINTENDENT

Description: The Deputy Superintendent serves all CMS students PreK–12. This office is directlyresponsible for the oversight of the following areas: Learning Services, Accountability, Human Resources,and School Performance Services. The Deputy Superintendent will also lead the OrganizationalEffectiveness and Strategic Planning Services office. This office will provide greater strategic focus ondistrict-wide processes and systems to accelerate organizational effectiveness, strategic planning andservice to schools.


134

Expenditures

DEPUTY SUPERINTENDENTCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 883,252 852,382 700,886 722,875Benefits 266,821 243,605 198,284 216,934Purchased Services 543,639 540,639 1,408,433 1,277,642Supplies and Materials 21,417 18,917 46,143 102,870Furniture and Equipment - - - - Other - - - -

$ 1,715,129 $ 1,655,543 $ 2,353,746 $ 2,320,321

Sources:

17%

74%

9%


Local

State

Uses:

16%

0%

0%

32%

51%

1%




135


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 153,885$ Federal adjustment - Wallace Grant (193,972) Central Office staffing reductions (15,184)

Purchased ServicesRedirected funds from purchased services to supplies and materials (4,328) Federal adjustment - Regional Alternative Licensing Center (3,626) Federal adjustment - Wallace Grant (573,702) Enrollment Growth - additional funds for employee background checks 42,096 Redirected funds to offset Transportation Model Revision costs (266,699)



Chief Human Resources OfficerAvery Mitchell


HUMAN RESOURCES SERVICES

Description: Description: The Human Resources Services department consists of Sourcing &Onboarding, Employee Support Services, Employee Relations, HRIS, Benefits, Compensation, Licensureand Planning and Workforce Management and provides support services to schools and departments byrecruiting, hiring, and managing top quality staff.


136

Expenditures

HUMAN RESOURCES SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 4,953,828 5,066,379 4,978,017 4,774,884Benefits 1,617,034 1,559,754 1,472,830 1,407,939Purchased Services 2,809,899 3,616,158 3,616,417 2,824,555Supplies and Materials 518,848 514,520 535,396 278,922Furniture and Equipment - - - - Other - - - -

$ 9,899,609 $ 10,756,811 $ 10,602,660 $ 9,286,300

Sources:

18%

79%

3%


Local

State

Uses:

16%

0%

0%

28%

51%

5%




137


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 46,506$ Redirected funds to offset Transportation Model Revision costs (154,259) Central Office staffing reductions (48,880)

Purchased ServicesRedirected funds from purchased services to supplies and materials (5,000) Redirected funds to offset Transportation Model Revision costs (6,300)

Supplies and MaterialsRedirected funds to supplies and materials from purchased services 5,000 Redirected funds to offset Transportation Model Revision costs (21,000)


Chief Accountability Officer


ACCOUNTABILITY SERVICES

Description: The Accountability Services department manages National, State, and Local Assessments,Research & Evaluation, School Improvement, Managing for Performance and the Grant Development andProgram Evaluation components of CMS. The department provides information to improve organizationaland instructional practices in CMS. This includes development and implementation of assessmentprograms, as well as data collection, analysis and reporting of National, State, Local and Schoolaccountability programs, and the evaluation of programs and initiatives within CMS. The Grant Developmentcomponent facilitates supplementary funding and project development for CMS goals and priorities.Managing for Performance is a district-wide initiative that provides teachers and administrators with data, viatechnology-based tools, to assist in making decisions on instruction and increase student achievement inevery school.

BUDGET ACCOUNTABILITY:Frank D. Barnes

138

Expenditures

ACCOUNTABILITY SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 2,346,220 2,461,799 2,056,856 2,000,950Benefits 700,518 744,195 588,688 570,927Purchased Services 624,329 635,629 529,081 450,360Supplies and Materials 274,192 290,569 216,134 285,074Furniture and Equipment - - - (1,853)Other - - - -

$ 3,945,259 $ 4,132,192 $ 3,390,759 $ 3,305,458

Sources:

8%

88%

4%


Local

State

Uses:

18%

0%

0%

16%

59%

7%



139


Description Amount



Assistant Superintendent, School Options and Innovation


SCHOOL OPTIONS AND INNOVATION

Description: The office of School Options and Innovation includes Career and Technical Education andMagnet Programs and School Redesign. School Options and Innovation is responsible for nurturinginnovation through strategic school redesign and incubating new programs and schools.

BUDGET ACCOUNTABILITY:Akeshia Craven-Howell

140

Expenditures

SCHOOL OPTIONS AND INNOVATIONCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 131,651 127,069 353,002 109,654Benefits 37,041 34,554 99,937 25,669Purchased Services 25,200 25,200 108,760 - Supplies and Materials 2,100 2,100 1,603 - Furniture and Equipment - - - - Other - - - -

$ 195,992 $ 188,923 $ 563,302 $ 135,323

Sources:

0%

100%


Local

Uses:

19%

0%

0%

13%

67%

1%



141


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 48,769$ Eliminated funds for broad resident (22,500) Redirected funds for two personalized learning coach positions from purchased services 180,543 Redirected funds to offset Transportation Model Revision costs (187,875)

Purchased ServicesRedirected funds from purchased services to salary and benefits (180,543) Federal adjustment - Gates Next Generation grant 103,008


Chief Technology, Personalization and Engagement Officer


CHIEF TECH, PERSONALIZATION & ENGAGEMENT OFFICER

Description: The office of Technology, Personalization and Engagement is comprised of threedepartments: Technology Services, Virtual Learning and Media Services and Community Partnerships andFamily Engagement. The Technology Services department has five major responsibility areas: InformationSystems and Support, Data Operations, Student Applications, Business Systems and InstructionalTechnology Services.

BUDGET ACCOUNTABILITY:Valerie Truesdale

142

Expenditures

CHIEF TECH, PERSONALIATION & ENGAGEMENT OFFICERCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures



$ 993,050 $ 1,051,648 $ 437,061 $ 705,687

Sources:

10%

76%

14%


Local

State

Uses:

17%

0%

0%

26%

56%

1%




143


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 144,247$ Redirected funds to offset Transportation Model Revision costs (192,942) Redirected funds to salaries and benefits to purchased services 12,559 Central Office staffing reductions (22,787)

Purchased ServicesRedirected funds to purchased services from supplies and materials and salaries and benefits 84,284 Redirected funds from purchased services to salaries and benefits (25,680) Redirected funds to offset Transportation Model Revision costs (467,597) Central Office non-personnel reductions (17,580) Enrollment Growth - additional funds for telephone service 604

Supplies and MaterialsState allotment adjustment - NC Ren funds (244,927) Redirected funds from supplies and materials to purchased services (71,163)


Kay HallExecutive Director, Technology Services


TECHNOLOGY SERVICES


Description: The Technology Services Division delivers sophisticated and integrated systems and servicesto support instructional, administrative and business operations through its five departments: BusinessSystems, Data Center Operations, Student Information Services, Instructional Technology, and InformationSystems and Support. Hardware infrastructure services range from the school desktop PC to the datacenter with server, storage, and voice and data network management. Software application planning,implementation and support range from the small off-the-shelf software application through highly integratedenterprise systems to web-based systems. Data management operations provide critical information tosupport the goals of the Strategic Plan 2018.

144

Expenditures

TECHNOLOGY SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 6,404,284 6,494,306 5,984,366 5,942,874Benefits 2,076,514 2,045,414 1,843,395 1,808,622Purchased Services 6,366,333 6,792,302 6,131,066 4,602,989Supplies and Materials 2,186,200 2,502,290 2,812,570 1,592,713Furniture and Equipment - - 1,089,980 476,590Other - - - -

$ 17,033,331 $ 17,834,312 $ 17,861,377 $ 14,423,788

Sources:

3%

90%

7%


State

Uses:

12%

0%

0%

37%

38%

13%




145


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments (7,441)$ Redirected funds for secretary position to deputy superintendent department (79,221) Redirected funds to salaries and benefits to supplies and materials 7,978

Purchased ServicesRedirected funds to purchased services from supplies and materials 35,698

Supplies and MaterialsRedirected funds from supplies and materials to purchased services and salaries and benefits (40,271)


COMMUNITY PARTNERSHIPS AND FAMILY ENGAGEMENT

Assistant Superintendent, Community Partnerships and Family Engagement


BUDGET ACCOUNTABILITY:LaTarzja Henry

Description: Community Partnerships and Family Engagement Department is responsible for cultivating innovative partnerships with parents/caregivers and the community to provide a sustainable system of wraparound support for every child. This department will augment the work of Parent University by increasing the number of engagement tactics that support parents and caregivers in their effort to assist in the educational process for their child. The department is the central point of contact for all local, regional and national businesses and organizations looking to partner with the district. Providing infrastructure through additional staffing and technology support is integral to the success of this strategy.

146

Expenditures

COMMUNITY PARTNERSHIPS AND FAMILY ENGAGEMENTCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 1,109,135 1,178,376 1,107,320 911,790Benefits 378,699 391,547 345,031 274,786Purchased Services 121,965 86,267 259,200 294,411Supplies and Materials 19,135 59,406 61,984 40,672Furniture and Equipment - - - - Other - - - -

$ 1,628,934 $ 1,715,596 $ 1,773,535 $ 1,521,659

Sources:

0%

84%

16%


Local

State

Uses:

23%

0%

0%

7%

69%

1%



147

Operational Services

Ope

rati

onal

Ser

vice

s

Operational Services

Chief Operations Officer

1.0 Chief Operations Officer1.0 Adm. Assistant to Associate Superintendent2.0 Positions

Building Services

1.0 Executive Director Facilities1.0 Director of Maintenance1.0 Director of Property and Quality1.0 Director of Custodial Services 1.0 Director, Building Services Support1.0 Director, Architecture1.0 Exec. Director, Facilities Planning

10.0 Real Estate Personnel 9.0 Plant Maintenance Personnel

14.0 Plant Operations Personnel17.0 Grounds Personnel

7.0 Garage Personnel40.0 Carpentry Personnel

4.0 Pest Control Personnel 13.0 Painting Personnel13.0 Roofing/Sheet Metal Personnel23.0 Plumbing Personnel27.0 HVAC Personnel10.0 Engineer21.0 Electrical Personnel15.0 Electronics Personnel

3.0 Mobile Classroom Personnel2.0 Warehouse Personnel

749.5 Custodians984.5 Positions

Inventory Management and Distribution1.0 Exec. Director, Inventory Mgmt and

Distribution1.0 Director, Warehouse Operations1.0 Quality Analyst4.0 Coordinators1.0 Inventory Manager1.0 Audit Inventory5.0 Storekeeper1.0 Data Entry Senior Operator

21.0 Courier/Delivery Drivers11.0 Warehouse Personnel1.0 Cycle Counter2.0 Sr. Administrative Secretary.

50.0 Positions

Safety1.0 Director of Safety1.0 Manager, Environmental Health1.0 Specialist, Safety3.0 Specialist, Environmental Health1.0 Specialist, Risk & Fire Safety1.0 Sr. Administrative Secretary8.0 Positions

Transportation1.0 Executive Director of Transportation4.0 Director, Transportation2.0 Director, Safety and Quality/Support1.0 Coordinator, Transportation2.0 Administrators, Fleet Quality/Transportation3.0 Manager – Support

15.0 Transportation/Safety Specialists 18.0 Quality Support Technicians14.0 Routing Technicians/TIMS Administrators1.0 Gus the Bus (Bus Safety Teacher)

93.0 Garage Personnel14.0 Operations Technicians 2.0 Sr. Administrative Secretary/Financial Sec.6.0 Cost Clerks/Sr. Costs Clerks3.0 Parts Clerks/Crew Chief

45.0 Lead Bus Driver5.0 Bus Monitors

11.38 Bus Driver Trainer/Trainees1203.5 Bus Drivers1443.88 Positions

Planning Services

1.0 Executive Director-Planning & Student Placement Services

1.0 Director-Student Placement Services1.0 Director-Student Records5.0 Sr. Administrative/ Administrative

Secretaries3.0 Student Assignment Technician II/Student

Accounting/Student Planning Technicians2.0 Planning Specialists4.0 Student Placement Specialists2.0 Student Attendance Coordinators

19.0 Positions

1.0 Director of Athletics1.0 Asst. Director, Athletics1.0 Sr. Administrative Secretary3.0 Positions

Athletics

Community Use of Facilities1.0 Manager , Community Facilities2.0 Assistants, Community Facilities3.0 Positions

1.0 Chief, School Police1.0 Deputy Chief, School Police1.0 Sr. Administrative Secretary2.0 Alarm System Technicians

101.0 Associate, Security1.0 Associate, Security – 12 mo.4.0 Associate, Lead Security1.0 Supervisor, Lead Security 1.0 Coordinator, Safe Schools6.0 Dispatcher4.0 Investigator, CMS Police

12.0 Officer, School Resource, CMS Police1.0 Supervisor, School Law Enforcement

136.0 Positions

CMS Police Department

This Organizational Chart represents the FY 2015-16 Adopted Budget

149


OPERATIONAL SERVICES Goals, Objectives and Accomplishments

BUILDING SERVICES

Goals 2016-17 • Open two (2) new replacement schools before August 2016; Nations Ford Elementary

School (at Waddell) and Statesville Road Elementary School • Complete and occupy new multi-classroom Building 1 at Myers Park HS by Fall 2016 • Open new 20 classroom new addition at Olympic HS before August 2016 • Support Career and Technical Education (CTE) programs at West Charlotte HS, Vance HS,

Phillip O. Berry HS (Harding HS) and Military and Global Leadership Academy at Marie G. Davis by completing renovations before August 2016

• Complete new track & football field project at West Charlotte HS before August 2016 • Occupy Garinger Academy @ Villa Heights and Vance Academy @ former Leadership

Academy • Implement priority Facilities Sustainment Plan major projects and Preventive Maintenance

to the extent funded. Complete annual plan update January 2017 • Continue progress in support of November 2016 Bond Referendum • Achieve all additional FY 2016-17 opening of schools deliverables, summer deferred

maintenance Objectives 2016-17 • Continue to fine tune process improvements, data driven metrics and operational efficiency

efforts • Continue to expand data & metrics in support of Policy ECF-Environmental Stewardship • Continue multi-year projects to upgrade all High School video surveillance from analog to

internet protocol (IP) standard Accomplishments 2015-16 • Operations staff recognized for highly successful opening of 168 schools for 2015-16 • Provided essential operations support to help achieve expansion of CMS programs

and new modern facilities: o Hickory Grove ES 39 Classroom (CR) + 16 Pre-K CR Relief School o Highland Creek ES 39 CR Relief School o Newell ES 39 CR Replacement School o Oakhurst conversion to STEAM Magnet o Starmount ES repurpose to ES o Hawthorne Academy of Health Sciences o Performance Learning Center relocated to Derita o Ranson MS demolished buildings 300 & 400; constructed new staff/visitor parking o Repurposed Amay James to provide relief for the Reid Park campus o Completed Mountain Island Lake Academy phased K-8 enhancement projects per

plan o Established Hawk Academy at renovated Wilson MS, Ram Academy at Dr. Carver

and relocated L.I.F.T. Academy to Graham Center • Achieved all additional 2015-16 opening of schools deliverables, summer deferred

maintenance projects, approved mobiles management plan, and planned Atrium renovations and personnel relocations

• Completed the Capital Needs Assessment (CNA) and 5 year Facilities Sustainment Plan • Completed Sustainment Plan with condition evaluations for all mobile classrooms & restrooms

150



INVENTORY MANAGEMENT AND DISTRIBUTION Goals 2016-17 • Efficient and effective inventory and distribution management operations delivering on-time

and accurate services to schools and departments. • Process documented operating procedures supporting process and data driven business

practices for 2017. • Excellence in financial accountability in our support services operations of Inventory and

Distribution Management. • Collaborative project leadership that impacts 21st century learning environment and student

achievement.

Objectives 2016-17 • Maintain or exceed inventory service levels of 98% for all stocked inventory and minimize

financial investment for inventories through process accountability and improvement. • Increase surplus management and redistribution opportunities in support of instructional

needs, financial accountability and district environmental objectives. • Meet or exceed district 10th day textbooks service standard. • Utilize district scorecard, departmental KPI’s and My Talent system to maximize quality

services to district and maximize growth of employees. • Increase internal audits on inventory and warehouse processes with root cause analysis and

corrective actions. • Annually review business functions for outsourcing or vendor managed inventory

opportunities that may increase service levels and decrease operations costs to district. • Sustain monthly employee meetings with focus on alignment of district strategies, safety,

quality processes and culture of caring standards. Accomplishments 2015-16 • Successfully fulfilled all June 30th school based textbook orders by the 10th day of school. • Designed and implemented business process to maximize proceeds on end-of-life assets,

surplus and scrap. • Sustained overall inventory accuracy to average of 97% • On time FF&E project deliverables for opening of schools: Starmount, Oakhurst, Hickory

Grove, Orr and Newell elementary. • Standardized monthly employee meeting agendas that allows employees to participate in

training and sharing information about their contributions to CMS strategies and culture of caring standards.

• Completed cross-functional business review and implemented standard operating procedures that will significantly increase accountability awareness and performance of fuel management.

SAFETY Goals 2016-17 • Support Strategic Plan 2018 Goal 4 – “Promote a system-wide culture of Safety” • Comply with North Carolina Occupational Safety & Health Standards (OSHA) • Support Board Policy ECF - Environmental Stewardship • Plan and prepare for emergency management situations and recovery

151



SAFETY (continued) • Manage traffic safety and school crossing guard programs. • Reduce the risk of injury to children by maintaining playground safety program

Objectives 2016-17 • Partner with Learning Community Offices to increase safety program efficiency • Develop job hazard assessment protocol for operations departments • Update the Environmental Management System (EMS) program and processes • Review incident action plans pertaining to school emergency evacuations (Level III) • Review “hot spot” school traffic and pedestrian traffic locations to improve efficiencies • Continue playground safety inspections and audit program Accomplishments 2015-16 • Supported the North Star Reading Partner Program at several schools • Developed action plan to comply with DPI Loss Prevention Policy and Program • Audited 100% of district playgrounds for adherence to applicable safety standards • Certified over 400 school emergency responders in CPR/AED/First-Aid • Conducted the 18th Annual Building Services Safety Conference • Inspected entire District mobile unit fleet and implemented air quality improvements TRANSPORTATION Goals 2016-17 • Schedule and deliver safe, timely, reliable and compliant services for transportation eligible

CMS students to and from school • Provide transportation support for district initiatives that require services beyond the regular

to and from trips, to include field trips, alternative schedules, and athletics

Objectives 2016-17 • Maintain timely and quality transportation to all students utilizing CMS buses • Incorporate operational strategies to support the district’s Strategic Plan 2018 • Maintain or improve the annual Department of Public Instruction fleet audit score compared

to previous year milestone

Accomplishments 2015-16 • Maintained timely and quality transportation to all CMS transportation eligible students • Supported the North Star Literacy Initiative through volunteer hours reading and book drives • Provided leadership instruction for management staff as well as Crisis Prevention Training

for all bus drivers

152



PLANNING SERVICES Goals 2016-17 • Provide parents and community members exceptional responsiveness to requests and

keeps them informed • Provide parents and community members timely, accurate and responsive service • Deliver department initiatives on time, on budget and at or above the expectation of the

customer Objectives 2016-17

● Continue comprehensive student assignment review with Board of Education, advancing the work to include engaging the expertise of a consultant to develop student assignment options, working with a facilitator for community engagement to receive feedback on options and provide recommendations to the Board that align with approved capital plan and Strategic Plan 2018: For a Better Tomorrow goals for 2017-18 implementation.

● Further develop/revise public engagement process for input on student assignment proposals; with added focus on the Board student assignment comprehensive review.

● Provide full implementation of district-wide student records fee structure and put in place online pay and work flow solution. Continue to expand use of online tools for internal and external customers for requesting student records.

● Implement and improve training and assessment tool for school registrars that utilize webinars, small group, and formal presentations – explore expanded user group to middle school registrars.

● Continue final completion of phase II conversion of reassignment/transfer Access database to district data warehouse to maintain database integrity and develop tools to help promote efficiency and transparency for parents and staff.

Accomplishments 2015-16 ● Began the comprehensive student assignment review with the Board of Education including

the examination of student assignment policies (JCA and JFAC) and current plan to provide recommendations that align with approved capital plan and Strategic Plan 2018: For a Better Tomorrow goals.

● Executed 2015-16 student assignment plan and student school options lottery. ● Successfully refined and implemented community boundary request and public engagement

process for input on student assignment changes. ● Processed over 7,000 new student enrollment applications prior to the first day of school. ● Processed over 6,000 student reassignment/transfer requests; facilitated approximately 71

appeals to the Board, and made decisions on 151 superintendent designee appeals. ● Provided school district demographic data and maps to staff, Board and community. ● Lead support for Principals Monthly Report (PMR) and continued activity transition to

PowerSchool.

153



ATHLETICS Goals 2016-17 • Promote an environment of fair and equitable athletic opportunity in our schools • Generate necessary revenue to sustain middle school athletics on CMS campuses • Operate in compliance with NCHSAA and CMS regulations and policies • Partner with schools to support overall student-athlete well-being and enhance the student-

athlete experience in our schools • Foster an expectation of demonstrated sportsmanship in our athletic directors, coaches and

student-athletes • Highlight achievements and activities of our student-athletes and coaches • Provide excellent customer service to our constituents Objectives 2016-17 • Improve on-going athletic eligibility training for school personnel that include athletic

directors, principals, coaches, registrars, financial secretaries and school counselors • Maintain strong lines of communication with CMS departments that directly impact athletic

participation including but not limited to student placement, student information systems, CMS police, building services, transportation and school counseling

• Expand options for athletic directors and coaches to enhance professional development • Increase web portal involvement of school based personnel to expand school and family

participation on cmsathleticszone.com team pages • Promote and communicate the correlation between athletic participation and increased

student achievement and leadership development • Secure a continued multi-year commitment with Carolinas HealthCare for the athletic trainer

program Accomplishments 2015-16 • Managed cmsathleticzone.com in partnership with National Amateur Sports • Generated necessary revenue to fund middle school athletics at 29 middle schools and nine

K-8 schools – met annual MS revenue for the sixth year (+$1.1 million) • Coordinated meetings of the athletic eligibility team, comprised of directors from CMS

athletics, legal, and student placement departments to manage athletic eligibility issues • Conducted seasonal high school and middle school coaches meetings that involve eligibility

training and promote sportsmanship • Managed partnership with Carolinas HealthCare to foster on-going programs in our schools

that benefit student-athlete health and safety, 1) CHC certified athletic trainers in the 19 CMS high schools with athletics on their campus; 2) completed eighth year of Heart of a Champions Day that provided free and extensive sport physicals to 1,650+ CMS high school student-athletes; 3) organized free First Responder/AED/CPR certification classes for high school and middle school coaches and athletic directors; 4) introduced a middle school component to the athletic trainer program

• Organized regional North Carolina High School Athletic Association athletic summit attended by superintendents, high school principals and athletic directors

• Represented CMS on two North Carolina High School Athletic Association (NCHSAA) committees, 1) 2017-2012 Realignment Committee; 2) Education & Athletics Committee

154



ATHLETICS (continued) • Represented CMS at Charlotte Touchdown Club luncheons, Hood-Hargett Breakfast Club

events, spoke at Northeastern University of Charlotte Winter Leadership Institute, gave remarks at the Bronko Nagurski Awards Banquet, participated in Johnson & Wales Internship Fair, attended Charlotte Hornet and Carolina Panther meetings and events

• Coordinated and directed graduation exercises for 28 high schools in May/June, as well as, mid-year graduations and summer school graduations

CMS POLICE DEPARTMENT Goals 2016-17 • Coordinate and assist with the continued implementation of the Security Enhancement Plan • Complete the Bi-Directional Amplifier installation and implementation at all of the designated

schools • Complete the North Carolina State certified training for the CMSPD dispatchers • Provide Bullying instruction and Diversity training for the Campus Security Associates and

Law Enforcement Officers

Objectives 2016-17 • Provide a safe and secure environment for students, teachers, staff and community • Attract and retain the most highly trained, specialized law enforcement staff in the

educational environment • Prevent and deter criminal acts at CMS locations through the effective use of new and

enhanced technology • Provide and ensure quality criminal and personnel investigations

Accomplishments 2015-16 • Achieved additional General Instructor Certifications through the North Carolina Justice

Academy for two Detectives • Purchased new Patrol/Detective vehicles to replace the old/outdated vehicle fleet • Completed technology upgrade through the purchase of new patrol vehicle mounted laptops

to remain in compliance with the system utilized by Charlotte Mecklenburg Police Department

• Identified individual schools for implementation of panic buttons and successfully completed installation and training at identified locations

• Reduced false positive hits from the Visitor Management System utilizing positive identification monitored by the Lobby Guard application

• Completed and exceeded North Carolina State mandated training for Law Enforcement Officers

155

Expenditures

OPERATIONAL SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 80,162,123 77,156,463 70,747,255 70,780,226

Benefits 33,454,347 30,768,911 27,122,255 27,111,383



Furniture and Equipment 75,412 44,806 2,555,104 3,708,681

Other - - - -

$ 189,003,706 $ 186,624,920 $ 186,413,734 $ 184,159,989



156

OPERATIONAL SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

Sources

9%

39%

52%Federal/ Special Revenue

Local

State

Uses

18%

0%

0%

30%

42%

10%



157


Description Amount


Purchased ServicesRedirected funds to purchased services from supplies and materials 1,219

Supplies and Materials (1,219) Redirected funds from supplies and materials to purchased services


Carol StamperChief Operations Officer


CHIEF OPERATIONS OFFICER


Description: The Chief Operations Officer oversees the day-to-day operations of the school district. Thisoffice is directly responsible for the oversight of the following departments: Building Services, InventoryManagement, Safety, Transportation, Planning Service, Athletics, CMS Police, Community Use and ChildNutrition.

158

Expenditures

CHIEF OPERATIONS OFFICERCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 232,074 226,303 132,211 85,282Benefits 66,089 45,489 36,868 24,473Purchased Services 4,285 3,066 7,855 13,022Supplies and Materials 1,000 2,219 - 4,276Furniture and Equipment - - - - Other - - - -

$ 303,448 $ 277,077 $ 176,934 $ 127,053

Sources:

0%

83%

17%


Local

State

Uses:

22%

0%

0%

1%

77%

0%



159


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 769,569$ Redirected funds for HVAC specialist and sr. portfolio manager positions from purchased services 241,546 Additional Facility Space - added 7.5 custodial positions and two HVAC mechanics 396,514 Central office staffing reductions (1,047,212) Federal adjustment (2,248)

Purchased ServicesReduction of prior year fund balance appropriation for movement of mobile units (3,000,000) Redirected funds from purchased services to safety and athletics departments (65,400) Reduction of prior year fund balance appropriation for Atrium Project (4,205,000) Other local revenue adjustment - utilities (949,536) Redirected funds from purchased services to salaries and benefits (241,546) Redirected funds to offset Transportation Model Revision costs (100,000) Additional Facility Space - increase for utilities and contracted services 127,127 Enrollment Growth - additional funds for purchased services movement of mobile units 5,000,000

Supplies and MaterialsEnrollment Growth - additional funds for custodial supplies 5,316 Reduction of prior year fund balance appropriation for Atrium Project (395,000)


Carol StamperChief Operations Officer


BUILDING SERVICES


Description: Building Services is comprised of Maintenance, Custodial, and Capital Services Departments.The mission of these departments is to provide safe, clean, and healthy environments that support quality andequitable school facilities for all children.

160

Expenditures

BUILDING SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 33,331,972 33,650,988 29,863,870 29,762,472Benefits 13,848,888 13,171,703 11,195,440 11,052,412Purchased Services 41,584,282 45,018,637 46,125,885 43,398,299Supplies and Materials 3,959,617 4,350,204 6,732,858 5,517,672Furniture and Equipment 34,266 34,266 2,372,660 2,406,269Other - - - -

$ 92,759,025 $ 96,225,798 $ 96,290,713 $ 92,137,124

Sources:

14%

55%

31%


Local

State

Uses:

15%0%

0%

45%36%

4%




161


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 64,428$ Redirected funds for costs clerk position to transportation department (38,458) Redirected funds to salaries and benefits from purchased services 19,233 Central Office staffing reductions (21,710)

Purchased ServicesRedirected funds from purchased services to salaries and benefits (19,233)

Supplies and MaterialsState Adjustment - textbooks (86,334) State Adjustment - Textbook/Digital Resources (789,783) Enrollment Growth - textbooks 17,928 Redirected funds to offset Transportation Model Revision costs (146,947)


Sandra FishExecutive Director of Inventory Management and Distribution


INVENTORY MANAGEMENT AND DISTRIBUTION

Description: The Inventory Management and Distribution Department was created to evaluate currentDistrict inventory practices and to determine standardized processes that would maximize efficiency andeffectiveness in managing those inventories and distribution processes. The department is also a participantin the Opening Schools Project Charter and the FF&E New Schools committee. The Storage andDistribution department reports to Inventory Management.


162

Expenditures

INVENTORY MANAGEMENT AND DISTRIBUTIONCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 1,934,160 1,933,879 1,616,984 1,584,184Benefits 774,969 751,757 601,619 598,321Purchased Services 227,947 247,180 217,822 556,427Supplies and Materials 5,508,484 6,513,620 4,990,095 5,074,358Furniture and Equipment - - - - Other - - - -

$ 8,445,560 $ 9,446,436 $ 7,426,520 $ 7,813,290

Sources:

45%

15%

40%


State

Uses:

9%

0%

0%

3%

23%

65%




163


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 28,731$ Additional Facility Space - safety specialist position 90,261

Purchased ServicesRedirected funds to purchased services from building services department 18,000


Kevin EarpDirector of Safety


SAFETY

Description: The Safety and Risk Management Department coordinates the district's safety, environmental,and risk management program by providing guidance to schools and departments in maintaining a safephysical environment and adhering to applicable safety standards including; regulatory compliance, riskmanagement, transportation, general liability, fire prevention, Indoor Air Quality (IAQ), storm water pollutionprevention, playgrounds, personal protective equipment, traffic control, school crossing guards andmaintaining pertinent records. The Department serves as district liaison with multiple public agencies andorganizations including OSHA, DOT, Fire Department, Environmental Health, Risk Management,Emergency Management, All-Hazards Advisory Committee and Red Cross on various issues and programs.


164

Expenditures

SAFETYCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures



$ 1,315,467 $ 1,178,475 $ 736,743 $ 469,304

Sources:

0%

58%

42%


Local

State

Uses:

13%0%

0%

43%

42%

2%



165


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 691,532$ Redirected funds for costs clerk position from inventory management department 38,458 Transportation Model Revision costs - 54 bus drivers, one technician positions and bus driver overtime 4,181,901 Central Office staffing reductions (82,658)

Purchased ServicesState allotment adjustment 85,080

Supplies and MaterialsState allotment adjustment (138,390) Transportation Model Revision costs - supplies and materials 1,786,263 Central Office non-personnel reductions (198,580)

Furniture and EquipmentTransportation Model Revision costs - equipment 30,606


Executive Director of Transportation


TRANSPORTATION


Description: To support the educational process for all transportation eligible Charlotte-MecklenburgSchools students by providing safe, timely and courteous services daily.

Janet Thomas

166

Expenditures

TRANSPORTATIONCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 35,792,686 32,744,378 30,631,983 31,000,285Benefits 15,755,039 13,974,114 12,654,510 12,819,796Purchased Services 5,077,115 4,991,235 5,699,192 4,932,017Supplies and Materials 9,388,473 7,939,200 12,636,440 13,358,467Furniture and Equipment 41,146 10,540 59,779 1,302,412Other - - - -

$ 66,054,459 $ 59,659,467 $ 61,681,904 $ 63,412,977

Sources:

0%16%

84%


Local

State

Uses:

24%

0%

0%

8%

54%

14%




167


Description Amount


Purchased ServicesCentral Office non-personnel reductions (15,676)


Scott McCullyExecutive Director of Planning and Student Placement


PLANNING SERVICES

Description: Planning Services conducts both short and long range planning activities. Short-rangeprojects include the evaluation of the student assignment plan and corresponding policies/regulations;development of boundaries for new schools; and evaluation of boundaries of existing schools; participate inmagnet schools recommendations and placement plans for special student populations. Long-rangeprojects include the development of the district’s ten-year enrollment projections for the district and trackingof key school/community demographic information.


Student Placement Services includes oversight of the student records department and the attendanceoffice. Annual activities include the implementation of the new student enrollment process; implementationof the student assignment plan and lottery; process requests for reassignment and transfer; facilitateappeals for student reassignment/transfer requests; process guardianship requests; manage student tuition(or waiver) requests for all out of county residents; and provides training as needed to schools, support staffand principals. The department has extensive contact with parents and school staff. The student attendanceoffice prepares attendance reports (i.e. PMR – Principals Monthly Report, graduation report) as required bythe state and assists in the management of the student information system. The student records departmentmanages records for all inactive students (graduates and drops) facilitating requests and managing storage.

168

Expenditures

PLANNING SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures



$ 1,479,419 $ 1,458,176 $ 1,430,250 $ 1,355,415

Sources:

1%

99%


Local

Uses:

24%

0%

0%

3%

72%

1%



169


Description Amount


Purchased ServicesRedirected funds to purchased services from building services department 47,400 Other local revenue adjustment 179,140


Sue DoranDirector of Athletics


ATHLETICS

Description: The Department of Athletics provides support through administrative and technical assistancein interscholastic athletics for 37 middle schools, 19 high schools and 1 developmental disability school. Thedepartment serves as a liaison with local businesses and community organizations in a variety of athleticarenas. Additionally, the Department of Athletics coordinates 25 high school graduations, mid-yeargraduations and summer school graduations.


170

Expenditures

ATHLETICSCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 2,065,150 1,997,569 2,118,903 2,092,153Benefits 474,733 440,948 479,404 475,102Purchased Services 2,369,289 2,142,749 2,350,641 2,237,246Supplies and Materials 337,700 337,700 371,047 373,919Furniture and Equipment - - - - Other - - - -

$ 5,246,872 $ 4,918,966 $ 5,319,995 $ 5,178,420

Sources:

73%

27%


Local

Uses:

9%

0%

0%

46%

39%

6%



171


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 92,071$ Redirected funds for two security associate position 85,914

Purchased ServicesRedirected funds to offset Transportation Model Revision costs (40,807)


Randy HaglerChief of Police


CMS POLICE DEPARTMENT

Description: The CMS Police Department conducts investigations of alleged inappropriate conduct byemployees and of crimes against school board property. Also, preventive patrols of property are conductedalong with alarm response and apprehension and prosecution of persons committing crimes against Boardowned property, students and staff. The CMS Police Department manages, trains and equips the SecurityAssociates and manages the installation of new alarm systems and CCTV.


172

Expenditures

CMS POLICE DEPARTMENTCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 4,776,912 4,692,591 4,570,535 4,556,544Benefits 1,855,010 1,761,346 1,627,910 1,651,260Purchased Services 5,687,808 5,728,615 5,835,342 5,834,678Supplies and Materials 247,893 247,893 155,788 106,853Furniture and Equipment - - 122,665 - Other - - - -

$ 12,567,623 $ 12,430,445 $ 12,312,240 $ 12,149,335

Sources:

0%14%

86%


Local

State

Uses:

15%0%

0%

45%38%

2%




173

Expenditures

COMMUNITY USE OF FACILITIESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2012-13 Actual

Expenditures


Salaries 382,624 371,909 566,548 535,759Benefits 136,729 128,876 138,061 131,307Purchased Services - - - - Supplies and Materials 12,480 12,480 (745) - Furniture and Equipment - - - - Other - - - -

$ 531,833 $ 513,265 $ 703,864 $ 667,066

Sources:

100%


Uses:

26%

0%

0%

0%

72%

2%



174

Expenditures

ENTERPRISE FUNDS PROGRAM SUPPORTCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 36,520 36,520 60,533 68,114Benefits 9,418 9,418 18,872 23,565Purchased Services 254,062 470,877 255,166 758,326Furniture and Equipment - - - - Other - - - -

$ 300,000 $ 516,815 $ 334,571 $ 850,005

Sources:

85%

0%15%


Local

State

Uses:

3%

0%

0%

85%

12%

Benefits Furniture and EquipmentOther Purchased ServicesSalaries

Operating transfer to Child Nutrition Fund = $516,815.


175

Learning Services

Lea

rnin

g S

ervi

ces

Learning ServicesPage 1

Chief Academic Officer

1.0 Chief Academic Officer1.0 Admin. Assistant2.0 Positions

Teaching and Learning1.0 Exec. Director, Teaching and Learning1.0 Exec. Director, K-8 Teaching and Learning1.0 Sr. Administrative Secretary1.0 Budget Assistant1.0 Administrative Secretary4.0 Positions

Humanities

NOTE: ** indicates school based personnel

International Baccalaureate Program

6.0 Lead Teachers**6.0 Positions

Advanced Studies

88.0 Talent Development Teachers**1.0 Director, Advanced Studies6.0 LITD Magnet Coordinators1.0 Specialist, Talent Development Compliance3.0 Specialist, TD/Advanced Studies 1.0 Administrative Secretaries1.0 Sr. Administrative Secretary

101.0 Positions


Science, Technology, Engineering and Math1.0 Director, Math and Science4.0 Math Specialists2.0 Science Specialists1.0 Coordinator, MSP Grant1.0 Sr. Administrative Secretary9.0 Positions

PreK-12 Academic Support

1.0 Director, K-12 Literacy1.0 Specialist, Extended Day1.0 Specialist, MTSS

1.25 Homebound Teachers (2 part-time)1.0 Sr. Administrative Secretary

5.25 Positions

Drivers Education

1.0 Drivers Education Specialist1.0 Positions

ROTC Program

58.0 Instructors**58.0 Positions

Exceptional Children1.0 Asst. Superintendent-Exceptional Children2.0 Directors of Exceptional Children

15.0 Program Specialists47.0 Coordinating Teachers/Area Coordinators16.0 Diagnosticians

840.5 Teachers**707.8 Teacher Assistants**161.0 Speech /Language Pathologists**62.4 Physical/Occupational Therapists**42.0 Behavior Modification/Support Tech**

4.0 Liaison, Behavior Support10.0 Audiologists

5.0 Psychologists**0.5 CEIF Administrator

33.0 Interpreter-Tutor, Hearing4.0 Braillist /Orientation & Mobility1.0 Social Worker3.0 Coaches2.0 Child Find Advocate2.0 Technology Coordinator/Associates

77.0 Bus Monitors**8.0 Administrative Secretaries/Receptionists1.0 Project Manager1.0 Office Supervisor

2020.9 Positions

1.0 Specialists, Physical Education2.0 Resource Teachers, Health3.0 Positions

Health and Physical Education

Virtual Learning and Media Services

1.0 Director , Virtual Learning & Media Services1.0 Budget Assistant2.0 Virtual Learning Specialist2.0 Media Services Specialist1.0 Sr. Media Processor2.0 Admin/Sr. Admin. Secretaries9.0 Positions

1.0 Director, Humanities5.0 Specialists, Literacy2.0 Specialist, Global Studies1.0 Specialist, English Curriculum1.0 Specialist, Social Studies1.0 Specialist, World Language2.0 Sr. Administrative Secretary

13.0 Positions

Humanities

2.0 Specialists2.0 Positions

Visual and Performing Arts

177

Learning ServicesPage 2



Career & Technical Education1.0 Director, Career and Tech Ed Education

571.96 Teachers**13.0 Coordinator, Career and Technical3.0 Coordinator, CTE Support Services

13.0 Coordinator, CTE Academy1.0 Specialist, Career and Tech Ed 2.0 Systems Engineers1.0 Senior Systems Engineer1.0 Office Supervisor2.0 Sr. Administrative/Secretary

590.3 Positions

Magnet Programs and School Redesign

1.0 Director of Magnet Schools2.0 Magnet Schools Specialist1.0 Sr. Administrative Secretary4.0 Positions

1.0 Exec. Director, ESL Student Education1.0 Director, ESL Student Education1.0 Coordinator, LEP Committee1.0 Coordinating Teacher LEP Committee2.0 Sr. Administrative Secretaries4.0 SIOP/Language Coaches1.0 Bilingual Counselor

275.0 LEP/ESL Teachers **3.0 Bilingual Enrollment Technicians **4.0 Interpreter Translators5.0 Specialists3.0 Technology Resource Teacher4.0 Resource Teacher, LEP Curriculum2.0 Resource Teacher, Bilingual/Minority Lang4.0 Resource Teachers, Human Relations1.0 Office Supervisor

312.0 Positions

English Language Learners

Student Services

1.0 Executive Director, Student Services1.0 Director, Social Emotional Learning & Behavior

Support6.0 Counselor, Student Assistance1.0 Counselor, ESL2.0 Liaison, Educational with DSS2.0 Liaison, Lead with DSS/Youth & Family Service

15.0 Specialists1.0 Specialist, Character Development 4.0 Facilitator, 5041.0 Compliance Assistant, 5046.0 Secretaries, Sr. Administrative/Secretaries

40.0 Positions

Bright Beginnings Pre-K Program

1.0 Director, Pre-K Services1.0 Assistant Director 1.0 Specialist, Preschool Title I

Curriculum 1.5 Sr. Admin/Administrative Secretaries

153.0 Teachers**1.0 Resource Teacher

144.0 Teachers Assistants/Tutors**12.0 Literacy Facilitators12.0 Pre-K Literacy Support Teachers

1.0 Interpreter2.0 Preschool Psychologist**2.0 Social Workers1.0 Preschool Family Advocate2.0 Pre-K Screeners1.0 Office Coordinator0.5 Pre-K Enrollment Coordinator

36.0 Pre-K Safety Assistants**372.0 Positions

1.0 Asst. Superintendent, School Options & Innovation

School Options and Innovation

NC PreK Program

1.0 Assistant Director, Pre-K Services2.0 Administrative Secretaries

16.0 Teachers Assistants/Tutors**1.0 Coordinator, More at Four3.0 Literacy Facilitators2.0 Coach, PreK Literacy3.0 Social Workers1.0 Preschool Family Advocate3.0 Pre-K Screeners1.0 Budget Assistant0.5 Pre-K Enrollment Coordinator

33.5 Positions

Organizational Development

1.0 Director, Teacher/ Prof. Development1.0 Coordinators, Professional Development8.0 Specialists, Professional Development1.2 Teacher In Residence2.0 Sr. Administrative Secretaries

13.2 Positions


1.0 Chief Academic Officer 1.0 Assistant, Administrative to the CAO2.0

178


LEARNING SERVICES Goals, Objectives and Accomplishments

TEACHING AND LEARNING Goals 2016-17 • Maximize student achievement in a personalized 21st century learning environment for every

child to graduate college- and career-ready • Continue to develop high quality functioning Instructional Leadership Teams at every school

to improve core instruction for all students Objectives 2016-17 • Increase student achievement through an intentional alignment of professional learning

around literacy for all content areas • Provide differentiated academic support and resources to schools across CMS Accomplishments 2015-16 • Launched an aligned system for professional learning through Instructional Leadership

Teams that focused on opening up classroom practice, distributive leadership and a focus on literacy in all content areas.

• Student achievement outperformed the State in almost all content areas and grade levels. ADVANCED STUDIES

Goals 2016-17 • Implement the CMS 2019 Plan for Gifted Education and support the implementation of the

CMS Strategic Plan 2018 • Provide strategic support for all schools and district-offices through collaboration, data-

analysis, and partnerships encouraging academic growth in all students, maximizing the potential of all students in CMS

• Support and guide the growth and development of the Learning Immersion/Talent Development magnet schools

• Review Talent Development Catalyst program to ensure implementation occurs with fidelity • Support and strengthen consistency of AVID implementation at participating sites,

increasing number of certified sites • Support and strengthen consistency of IB implementation at participating sites, ensuring

minimum program requirements are being met in order to maintain IB World Status and pass re-evaluation

• Strengthen curriculum understanding and better instructional delivery in AP courses to maintain high-expectations of students

Objectives 2016-17 • Provide updated training focused on curriculum, instructional design, and social-emotional

support of advanced learners for teachers, administrators, and other relevant stakeholders for the Talent Development Catalyst model. Share updates to identification and programming as approved by the AIG State Gifted Plan.

• Open the English Language Learners (ELL) and Academically/Intellectually Gifted identification (AIG) process district-wide.

179



ADVANCED STUDIES (continued) • Develop a group to collaboratively work together to develop and pilot an alternate

identification process for fourth grade underrepresented students • Strengthen AVID program by providing ongoing support on implementation for elective

teachers, site-coordinators, and administrators on implementation. Provide strategic support for two new AVID sites, Garringer HS and Northeast MS.

• Develop the role of the IB District Coordinator in supporting implementation and fidelity of programming at all IB sites.

• Support administrative teams in appropriately using data, both quantitative and qualitative, in designing AP courses and programs that best support the needs of the population

• Continue the support and training of Talent Development Catalyst teachers on a monthly process. Focus training efforts on current best practices for advanced learners, curriculum, instructional design, and support of other district initiatives

• Expand the university AIG partnership to include two options: digital or face-to-face instruction

• Develop greater partnerships to support our advanced learners throughout their entire CMS career

• Continue to provide national and local training opportunities for district specialist and teachers to maintain understanding of best practice in the field

Accomplishments 2015-16 • Held collaborative meetings with IB Coordinators, Learning Immersion/Talent Development

(LI/TD) Coordinators, and AIG stakeholders regarding best practice in programs • Provided IB training for approximately 500 individuals at a locally held training • Provided specialized training for TD Catalyst teachers at the NC Association for the Gifted

and Talented conference • Provided leadership training for IB principals, coordinators, and district-specialist • Created five new TD Catalyst teaching positions to support growth of district • Expanded concept-based curriculum developed to nurture K-2 students • Expanded training regarding best practice in gifted education to include elementary, middle

and high school stakeholders • Redesigned AP Master teacher role to provide more strategic support for AP classroom

teachers. • Selected to participate in the Knowledge in Action research project with the RAND

Corporation to support the courses and curriculum development of AP Government and AP Environmental Science.

• Sponsored or co-sponsored events to strengthen, grow and motivate advanced learners in academic and arts areas. Programs supported were: Spectrum of the Arts, Mathapalooza, Julia Robinson Math and Computing Festival, and Odyssey of the Mind

• Supported a school in being selected to provide the AP Capstone opportunity to students • Created and began to implement IB Career Programs for all IB diploma program high

schools • Maintained and created partnerships with local organizations to provide continue support of

the advancement of our students. Partnerships include but are not limited to: UNCC, Johnson C. University, Queens University, TeamTurnAround, and Charlotte Hornets

180



DRIVERS EDUCATION Goals 2016-17 • Explore partnerships with Community Partner Organizations to assist in the delivery of

quality Driver Education (DE) in CMS • Educate parents on how to give their child the best and most practical Behind The Wheel

(BTW) experience. • Teach “Digital Citizenship” to our students and the dangers of using electronic devices while

driving. • Utilize the American Driver Training and Safety Education Association (ADTSEA) and the

National Highway Traffic Safety Administration (NHTSA) approved standard Driver Education Curriculum in all classes.

• Increase professional development in classroom management skills. • Maintain high level of involvement with DE contractor supervisors, office staff and

evaluators. • Agree to participate in a statewide pilot study of online Driver Education.

Objectives 2016-17 • Seek Community Partners willing to offer grants to cover DE Fee Waivers and simulation

equipment. • Offer parent night sessions aimed at providing parents with good information on how to best

assist their child in parent led BTW sessions. • Offer professional development aimed at training teachers in the use of technology tools in

the classroom in an effort to reduce distracted driving among teens. • All CMS Driver Education teachers will teach using the NHTSA approved ADTSEA 4.0

Curriculum. • Offer professional development aimed at teaching classroom management skills,

differentiated instruction and higher level thinking skills. • Supervise CMS Driver Education contractor and encourage improvement in classroom

teaching and student learning. • Explore the requirements of teaching CMS Driver Education online.

Accomplishments 2015-16 • Offered a course in Driver Education to all eligible students in Mecklenburg County. • Increased number of students taking advantage of CMS Driver Education Course in the

wake of funding cuts by the NC General Assembly. • Provided professional development opportunities and training support for all CMS Driver

Education staff. • Participated in local, state, regional and national/federal Driver Education conferences. • CMS Driver Education Specialist serves as Executive Director of the NC Driver and Traffic

Safety Education Association (NCDTSEA)

181



DRIVERS EDUCATION (continued) • CMS Driver Education Specialist serves as chair of the statewide NC Driver Education

Advisory Committee (DEAC). • CMS Driver Education Specialist serves as a member of NHTSA’s Association of National

Stakeholders in Traffic Safety Education (ANSTSE) • Worked with NC General Assembly Legislators to draft a statewide funding bill for Driver

Education. • CMS Driver Education Specialist played a pivotal role in helping to complete the NHTSA

Statewide Driver Education Assessment.

HUMANITIES Goals 2016-17 • Provide high quality services and products for effective learning of students, teachers,

principals, and central office. Objectives 2016-17 • Provide customized curriculum plan(s) and resources (including those supporting a

balanced approach to disciplinary literacy) for use by classroom teachers. • Promote cross-functional partnering in the development of district understanding of text

complexity, close reading, annotating, text-dependent questions, and text-dependent performance tasks.

• Recruit and develop discipline-specific instructional leaders to build school and district capacity.

Accomplishments 2015-16 • Successfully launched and designed professional literacy learning for all schools via the

Instructional Leadership Team approach (ILTs). Six full days for 168 schools including materials, facilitator guides, resources, support, and modeling.

• Successfully supported district accreditation process through AdvancED. • Completed initial professional learning for Reading Apprenticeship in all secondary schools

(grades 6 – 12) to increase use of disciplinary literacy across all content areas. • Successfully developed, organized, and executed professional learning in the second

Read.Write.Inspire Institute for 1,568 elementary teachers. A total of 5,624 seats were filled in a total of 214 sessions. Reviews for each session were overwhelmingly positive. Select sessions were also repeated during the 2015-16 school year for teachers unable to attend in summer.

• Hosted World View Partner Program in collaboration with UNC-Chapel Hill for 500 CMS teachers in order to increase classroom implementation of global curriculum.

• Launched comprehensive scope and sequence documents for kindergarten through fifth grade in literacy and English language arts in grades 6-12. Developed common assessments in English language arts and social studies aligned with scope and sequence.

• Continued support and implementation of Leveled Literacy Intervention training for grades K-8 to support struggling readers including both resources and professional learning.

182



HUMANITIES (continued) • In all content areas (English language arts, social studies, world language, performing and

visual arts, elementary literacy), provided excellent professional learning for district teacher-leaders to build school and district capacity.

• Implemented Analyzing Student Work (ASW) state initiative in world language, arts, music, theatre, and dance.

• Supported successful participation in co-curricular events in both number of students total and number of schools (Speech and Debate, Study Abroad Fair, Spelling Bee, Scholastic Art and Writing Contest, and Martin Luther King Art and Writing Contest, Middle School Global Essay Contest, Humanities/JROTC Book Study-Year 4).

PREK-12 ACADEMIC SUPPORT Goals 2016-17 • Allocate Extended Day funds in a timely manner, in compliance with the state regulations • Provide school procedures for extended day funding that will allow for flexibility in spending

the funds and making changes to their intervention program • Provide an opportunity for students to recover course credit to assist with cohort graduation • Provide educational opportunities for elementary students that will assist in getting and

maintaining students on grade level • Expand Graduation Program to include all seniors needing to recover credit for 1-2 courses • Provide a more cost-efficient mean of transportation for summer programs • Provide funding to schools for tutoring and intervention programs for at-risk students Accomplishments 2015-16 • Realignment of how extended day funds are disseminated to better serve schools allowing

for the ability to track spending at individual schools • Continue to provide Extended Day Funds (069) to school to provide intervention programs

for at risk students SCIENCE, TECHNOLOGY, ENGINEERING AND MATH (STEM) PREK-12 Goals 2016-17 • Provide customized curriculum plan(s) and resources to be utilized by classroom teachers. • Provide timely and targeted instructional support especially in the realm of digital learning. • Facilitate STEM related academic co-curricular programs and events. • Recruit and develop discipline-specific instructional leaders to build school and district

capacity. • Support the district wide literacy initiative.

Objectives 2016-17 • To provide a high quality collection of rigorous and aligned assessment items readily

available through the Schoolnet portal as part of the Data Drive Instruction initiative. • To provide timely and focused instructional support resulting in a 5% increase in proficient

level for all math and science End-of-Grade/End-of-Course (EOG/EOC) scores.

183



SCIENCE, TECHNOLOGY, ENGINEERING AND MATH (STEM) PREK-12 (continued) • To provide instructional support for middle school math and science aligned with the 1:1

initiative • To provide extensive teacher and administrator professional development for the

implementation of Discovery Education Techbook for grade 6-8 math and 3-5 science. • To establish an additional cohort of 65 high school math teacher as part of the ongoing

Impact Grant with Johnson C. Smith University • Create and distribute a framework for math instruction to guide and drive improving math

instruction across the district. Accomplishments 2015-16 • Successfully partnered with Johnson C. Smith University to continue the Math-Science

Partnership Grant IMPACT Grant and provided 80 hours of professional development for 65 high school math teachers.

• Facilitated the professional development for the adoption of Discovery Education Techbook as the primary resource for Grades 3-5 science and Grades 6-8 Math, Science and Social Studies

• EOC science scores for grades 3 and 8 improved with the percentage of students College or Career Ready (Level IV & V) increased 2.7 points which is 3.3 points higher than the NC average.

• EOC scores for Math I improved with the percentage of students College or Career Ready (Level IV & V) increased 3.0 points which is 7.3 points higher than the NC average.

• Charlotte-Mecklenburg Schools had the highest average scale scores in math among 21 urban districts participating in the 2015 National Assessment of Education Progress (NAEP) Trial Urban District Assessment (TUDA).

ORGANIZATIONAL DEVELOPMENT Goals 2016-17 • Design a district-wide New Teacher Support Framework and Instructional Coaching

Framework • Deliver targeted professional development (PD) to support teachers and teacher leaders in

the implementation of the New Teacher Support Framework and Instructional Coaching Framework

Objectives 2016-17 • Implement the New Teacher Support Framework to address the needs of diverse new

teachers. • Implement the Instructional Coaching Framework to build coaching capacities among

teacher leaders

Accomplishments 2015-16 • 27 educators earned initial National Board Certification and 68 educators renewed their

National Board Certification. This brings the total number of NB teachers to 1,972.

184



ORGANIZATIONAL DEVELOPMENT (continued) • Incorporated PD Facilitator training and support into the Instructional Leadership Team (ILT)

approach to better align PDF work with the district’s literacy foci. • Offered Supportive Interaction (coaching), Crucial Conversation, Influencer, and Crucial

Accountability as foundational courses for instructional coaching. • 100% of participants of the above coaching training indicated they would use the new

learning in their daily coaching conversations and when conversations turn crucial. • Created an Instructional Coaching Handbook to support Title I school leaders, coaches and

specialists in defining their roles and how they serve schools. • Built and implemented curriculum based on the district’s curriculum guides in supported Title

I schools through cross-department and cross-functioning collaboration. • Built leadership capacity in Title I schools to sustain work in best instructional practices

through sustainable instructional and learning structures. • Introduced New Teacher Topics, a once a month afternoon networking and professional

development session for 0-3 year experienced teachers in the district • Provided communication, professional development opportunities, best practices tips, and

teacher resources, through S.E.E.K & FIND new teacher newsletter to over 2,500 teachers with 0-3 years teaching experience

• Provided New Teacher Topics: Classroom Management Seminar, a one-day course for teachers with 0-3 years of experience to share successes and challenges with classroom management and discuss strategies and procedures to implement in the classroom

• Planned and implemented New Teacher Orientation in August for over 600 new teachers with 6 months or less teaching experience in continuous year and traditional calendar schools

• Offered over 2,415 professional learning opportunities district-wide through MyTalent: 1,954 were central office classes, and 451 were school-based classes.

• The MyTalent global survey results from course participants showed: 92% of those who replied said they absolutely or mostly acquired the intended knowledge and skills in this training; 90% of those who replied that this learning opportunity will absolutely or mostly help them to be effective in their job; 91% of those who replied said they absolutely or mostly effectively applied the knowledge and skills acquired in this training in the follow-up survey.

• Hosted at least 7,873 instructional sessions during the 2015-16 school year at Spaugh Professional Development Center.

• Provided listed courses open to all Title 1 teachers: Supportive Interaction, Counting Words Reading Numbers, Balanced Literacy, Reading Workshop, Differentiation Academy, Balanced Literacy for the NE Garringer Learning Community, Crucial Conversation, Close Reading in Math, Literacy Across Disciplines, Shared Reading K-2, and Writing, impacting a total of 391 Title I teachers and the students they teach.

• Led customized PD sessions for Title I schools and Professional Learning Communities (PLC) based on school needs and requests

185



NORTH CAROLINA PRE-K PROGRAM AND BRIGHT BEGINNINGS Goals 2016-17 • Pre-Kindergarten teachers and teacher assistants will provide personalized instruction for

every child in order to meet and or exceed age level expectations in literacy and language development, communication, mathematical, social and emotional domains at the end of Pre-Kindergarten.

• Families will be able to effectively support and advocate for their children’s success through the support offered by the school and department.

• The Pre-K Department will serve as a supportive resource and welcoming environment for children, families and schools.

Objectives 2016-17 • Refine and implement coaching model to increase fidelity to research based practices and

student learning outcomes • Build the capacity of teachers and teacher assistants to increase quality interactions and

intentional instruction to impact student kindergarten readiness through high quality, differentiated, just in time professional learning opportunities

• Provide support to school administrators on Pre-K expectations and appropriate, effective instruction

• Build partnerships among families and schools • Collaborate with community partners and schools to increase Kindergarten readiness and

family engagement

Accomplishments 2014-15 • Delivered Professional Development for teachers in Emotional and Social Development • Implemented the Teaching Strategies Gold assessment to readily provide data that

personalizes instruction for every child • Provided information and quality service to families who applied for Bright Beginnings and

NC Pre-K • Increased the number of schools that implemented Social and Emotional Foundations for

Early Learning (SEFEL), in collaboration with Exceptional Children, to facilitate the development of emotional and social skills

• Maintained licensure in fifteen schools (through the NC Division of Child Development and Early Education) as “Four star” or “Five star” schools

• Streamlined the student application process to increase employee efficiency which increases the number of children that can be screened every day.

• Provided a welcoming, helpful and resourceful environment for children and families who participate in the Bright Beginnings and NC Pre-K intake process

• Presented Professional Development, for every teacher, on the effective use of technology in Pre-K (more opportunities for students to create using technology)

• Made available kindergarten readiness resources to schools to promote ‘Beginners Day” events, and a direct mailing to over 500 community early childhood partners

186



EXCEPTIONAL CHILDREN SERVICES Goals 2016-17 • Accelerate academic achievement for every child with a disability to close achievement gaps

so all students will graduate from CMS college- or career-ready. Objectives 2016-17 • Teachers and leaders will narrow the achievement gap between students with disabilities

and their non-disabled peers. • The rate for students with a disability graduating with a diploma will increase. Accomplishments 2015-16 • Continued differentiated training of Inclusive Practices for identified schools. • Increased number of students served in the least restrictive environment. • Provided training for elementary Exceptional Childern teachers in Reading Foundations,

Orton-Gillingham and Math Foundations. • Enhanced the implementation of Fusion Reading at all middle schools. Fusion Reading is a

specially design program that helps struggling students learn the skills they need to quickly become fluent, competent, and confident readers.

• Provided focused training and monitoring in scheduling for students with disabilities at the high school level.

ENGLISH LANGUAGE LEARNERS Goals 2016-17 • Meet federal Annual Measurable Achievement Objectives (AMAOs) for making progress and

proficiency in English language learning • Support the implementation of high-quality Language Instruction Educational Programs

(LIEP) at all schools • Extend communication with families of English Language Learners (ELLs) Objectives 2016-17 • Develop rigorous curriculum resources for all English Learners while attaining English

language proficiency and meeting the state content standards • Increase the number of ESL classrooms with i-Pad trays in ESL classes to enhance English

language instruction • Provide instructional coaching and comprehensive multi-tiered professional development

and support so ESL and classroom teachers implement proven ELL instructional strategies • Train school leaders to use ELL language proficiency data to design instructional

programming tailored to student need • Increase interpreting and translation services to facilitate improved home-school

communication • Improve collaboration between the International Center and schools to ensure a welcoming

enrollment experience for families • Increase the number of classroom teachers who add ESL as an area of licensure

187



ENGLISH LANGUAGE LEARNERS (continued) Accomplishments 2015-16 • Met the state AMAO 1 target for progress learning English • Met the state AMAO 2 target for reaching proficiency in English • Met the state AMO participation target for the LEP subgroup in 3-8 Math achievement • Recognized state role model with digital curriculum integration (i.e. i-Pad tray cohorts and

statewide digital integration presentation) • Increased English Learner graduation rate over the last years STUDENT SERVICES Goals 2016-17 • Provide excellent customer service to all • Build and maintain productive partnerships that strengthen the school community • Empower and support all to promote student development and success Objectives 2016-17 • Complete a comprehensive evaluation of the student services department to create a 5-year

plan for improvement • Increase the number of student services school personnel serving students with elementary

counselor ratios no greater than 1:501 • Redeploy a multi-tiered system of support (MTSS) to all schools focusing on Tier 2 with a

redesigned model for support using Intervention Team Specialists Accomplishments 2015-16 • Increased school-based student services positions by 20 FTE with funding from the Board of

County Commissioners (BOCC) • Hired and on-boarded four 504 facilitators and assistant • Trained all school-based 504 facilitators on Easy 504 • Completed three on-boarding sessions for new staff hired during the school year • Initiated Collaborative Student Services model at all schools with no less than one visit per

school by central office student services personnel

VIRTUAL LEARNING AND MEDIA SERVICES Goals 2016-17 • Support the opening of a virtual high school, Fall 2016 • Provide targeted plan for supporting schools implementing digital learning resources

inclusive of online and blended learning • Transition remaining online content from NCVPS to Edgenuity • Continue to drive the cultural vision for effective use of supplemental digital/online learning

and its role in building a strong core curriculum • Advocate for certified media coordinators referencing Every Student Succeeds Act and

using data • Ongoing training and support for Destiny automation system

188



VIRTUAL LEARNING AND MEDIA SERVICES (continued) • Increase investment opportunities in the partnership with the public library • Support curriculum writing and implementation of K-12, inquiry-based, information literacy

curriculum • Build and manage media center collections and resources to reach CMS Collection

Guidelines in at least 60% of schools • Continue to transition Media Centers to Learning Commons with Maker Spaces for all bond

schools receiving a media center and continue to fine tune new FF&E standards, technology standards, space utilization standards

• Train and support teacher, administrator, and central office staff on Edgenuity curriculum as well as training on blended learning

• Continue certification program for online and blended teachers and expand to cohort two • Place all Professional Development courses in Canvas • Training and support for new teachers • Training and support for using classroom data to enhance core instructional practices Accomplishments 2015-16 • Drove district vision for online and blended learning • Expanded footprint of digital content, through Edgenuity, to all middle and high schools as

well as to 100% of all teachers/staff • Expanded Learning A-Z into middle schools to address access to readable text options for

students in support literacy groups • Assisted with the single sign on conversion by providing accountability measures for devices • Enhanced partnership with the Library of Mecklenburg County through several programs

and initiatives including: EpicFest, StoryVine, Summer Reading Lists and ONE Access • Used data derived from the Destiny automation system to drive collection development • State recognition for the implementation of maker spaces and the transition of media

centers into learning commons • Created and enhanced district-wide e-bookshelf • Continued to drive the cultural vision for the role of the media center and the media

coordinator • Continued to fine tune new FF&E standards, technology standards, and space utilization

standards; Continued the transition of Media Centers to Learning Commons with Maker Spaces for all bond schools receiving a media center

• Provided district-wide, school, PLC, and individual professional development for: online programs (whole-course and supplemental), Destiny automation system, technology, media coordinator master teacher, media coordinator general PD, and data use

• Aligned professional development for media coordinators with state evaluation tool and district-wide literacy initiatives

• Developed Virtual Learning digital tool kit, in Canvas, to provide schools a one-stop location for online learning options, including directions to register students, training, how-tos and FAQs.

• Created Canvas professional learning modules and held Canvas conference for district leaders on the current state of digital learning tools

• Collaborated with digital learning platforms partners to create a direct support site for CMS teachers and instructional leaders that provides simulated lessons, model lesson videos, quick guides, collaborative communities, etc.

189



VIRTUAL LEARNING AND MEDIA SERVICES (continued) • Collaborated with district credit recovery PLC to gather information about credit recovery

options and to create a comprehensive credit recovery plan for the district

190

Expenditures

LEARNING SERVICES CHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 170,200,212 173,844,053 158,300,417 145,237,063

Benefits 60,667,575 59,259,783 51,674,538 47,836,346



Furniture and Equipment 15,000 15,000 195,939 530,177

Other - - - -

$ 289,362,093 $ 285,867,182 $ 261,555,412 $ 233,452,898



192

LEARNING SERVICES CHARLOTTE-MECKLENBURG BOARD OF EDUCATION

Sources

29%

15%56%


Local

State

Uses

21%

0%

0%

15%

59%

5%



193


Description Amount


Purchased ServicesCentral Office non-personnel reductions (7,472)

Supplies and MaterialsCentral Office non-personnel reductions (5,075)




CHIEF ACADEMIC OFFICER

BUDGET ACCOUNTABILITY:Brian Schultz

Description: The Office of Academics' mission states that it serves to produce a positive impact on student learning by ensuring quality interactions between teachers, students and content. The Chief Academic Officer oversees the division of Learning Services which is comprised of four departments: Learning and Teaching Services, NCPre-K/Bright Beginnings, Exceptional Children, English Language Learners and Student Services. The department of Learning and Teaching Services has numerous areas of responsibility, including: Humanities, STEM, After School Enrichment Program (ASEP), and Extended Day Programs. K-12 Support areas such as ROTC, Character Education, Physical Education, Fine Arts, School Health, and Driver's Education are also served by the Learning Services Department.

194

Expenditures

CHIEF ACADEMIC OFFICERCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 230,199 216,646 151,083 - Benefits 65,689 60,005 37,196 - Purchased Services 2,231 9,703 15,523 - Supplies and Materials 1,083 6,158 5,460 - Furniture and Equipment - - - - Other - - - -

$ 299,202 $ 292,512 $ 209,262 -

Sources:

0%

100%


Local

Uses:

22%

0%

0%

1%

77%

0%



195


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 23,187$ Funds redirected for executive director position from organizational development department 134,445 Redirected funds to offset Transportation Model Revision costs (30,215) Central office staffing reductions (28,012)

Purchased ServicesRedirected funds to offset Transportation Model Revision costs (11,419)

Supplies and MaterialsRedirected funds to offset Transportation Model Revision costs (2,278)


Charles NusinovExecutive Director, Teaching and Learning


TEACHING AND LEARNING


Description: The Teaching and Learning department supports the following curriculum departments: Humanities; STEM (Science, Technology, Engineering and Mathematics); ASEP; Advanced Studies, PreK-12 Curriculum Support Programs including Driver’s Education, JROTC, and Character Education; and PreK-12 Academic Support.

196

Expenditures

TEACHING AND LEARNINGCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures



$ 1,416,546 $ 1,416,278 $ 795,330

Sources:

1%

99%


Local

Uses:

18%

0%

0%

6%

66%

10%


$ 1,502,254



197


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 335,792$ Redirected funds for five addition teachers from supplies and materials 321,889

Purchased ServicesRedirected funds to contracted services from supplies and materials 265,339

Supplies and MaterialsState allotment adjustment 5,959 Redirected funds from supplies and materials to purchased services and salaries and benefits (580,282)


Sheena MiracleDirector of Advanced Studies


ADVANCED STUDIES


Description: The Advanced Studies department serves CMS students PreK-12. The program supports initiatives such as the Elementary Catalyst Program, the Learning Immersion and Talent Development Magnet programs, Horizons K-12, AVID 6-12, Middle School/High School Honors curriculum, Primary Years International Baccalaureate, Middle Years International Baccalaureate, High School Advanced Placement and the International Baccalaureate Diploma Program.

198

Expenditures

ADVANCED STUDIESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 6,084,265 5,630,051 5,320,280 4,664,034Benefits 1,942,275 1,738,808 1,632,323 1,449,391Purchased Services 802,941 537,602 928,782 552,177Supplies and Materials 936,422 1,511,045 1,428,646 1,947,479Furniture and Equipment - - - - Other - - - -

$ 9,765,903 $ 9,417,506 $ 9,310,031 $ 8,613,081

Sources:

0%23%

77%


Local

State

Uses:

20%

0%

0%

8%

62%

10%



199


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 10,780$ Redirected funds from salaries and benefits to contracted services (3,062)

Purchased ServicesRedirected funds to contracted services to salaries and benefits 3,062 State allotment adjustment 339,087


Connie SessomsDriver Education Specialist


DRIVERS EDUCATION


Description: Driver Education is a state funded program and each LEA is mandated to offer a course in novice driver training. Driver Education provides the opportunity for all eligible students enrolled in school in Mecklenburg County to receive instruction in driver training and roadway safety so that they gain the necessary knowledge, skill and attitude to become safe drivers.

200

Expenditures

DRIVERS EDUCATIONCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 279,493 278,921 238,450 237,508Benefits 73,464 66,318 59,133 58,312Purchased Services 2,449,771 2,107,622 2,336,482 2,281,509Supplies and Materials 180,000 180,000 152,264 173,677Furniture and Equipment - - - - Other - - - -

$ 2,982,728 $ 2,632,861 $ 2,786,329 $ 2,751,006

Sources:

0%

0%

100%


Local

State

Uses:

2%

0%

0%

83%

9%

6%



201

Expenditures

INTERNATIONAL BACCALAUREATE PROGRAMCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 389,638 394,138 - -Benefits 126,992 122,832 - -Purchased Services 94,788 111,882 - 3,599Supplies and Materials - 350,000 339,183 127,306Furniture and Equipment - - - -Other - - - -

$ 611,418 $ 978,852 $ 339,183 $ 130,905

Sources:

0%30%

70%


Uses:

21%

0%

0%

16%

63%

0%


Note: Actual salaries and benefits for IB school based positions are reflected in the Schools Division, although positions are budgeted in the IB department.


202

Expenditures

ROTC PROGRAMCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 2,876,745 2,880,367 4,341,553 4,531,486Benefits 841,307 896,377 1,249,793 1,294,841

$ 3,718,052 $ 3,776,744 $ 5,591,346 $ 5,826,327

Sources:

51%

49%


Local

Uses:

23%

77%

Benefits Salaries



203


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 23,247$ Redirected funds for secretary position from student services department 46,532

Purchased ServicesRedirected funds to purchased services for printing costs 20,000


Rebecca GrafDirector, Humanities


HUMANITIES


Description: The Humanities team serves CMS students Pre K-12. The team works to ensure that students’ Literacy and Writing needs are met through the use of a K-5 core reading program, developmental Reading/Language Arts instruction at grades 6-8, and English I-IV instruction at grades 9-12. Literacy Interventions are used at all levels as needed for students below grade level, and acceleration is provided for students at or above grade level. The Humanities department also develops and supports curriculum and global education initiatives. We develop the understanding and knowledge of civic responsibility, personal financial literacy and history of our state, nation and the world. We also provide students with the opportunity to learn and develop proficiency in one of seven languages offered in the district.

204

Expenditures

HUMANITIESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 922,681 874,712 747,373 747,620Benefits 304,511 282,701 224,266 222,620Purchased Services 156,510 136,510 144,395 40,681Supplies and Materials 149,698 149,698 (2,792) 557,865Furniture and Equipment - - - - Other - - - -

$ 1,533,400 $ 1,443,621 $ 1,113,242 $ 1,568,786

Sources:

0%

100%


Local

Uses:

20%

0%

0%

10%

60%

10%



205


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 37,745 Reduction of prior year carryover funds - Summer Reading (1,053,774) Redirected funds for specialist position to virtual learning and media services department (78,852) State allotment adjustment- At -Risk program (1,089,504) Reduction - Extended Year/Summer School (1,684,133)

Purchased ServicesState allotment adjustment - At-Risk program (56,454) State allotment adjustment - Summer Reading 3,439,344 Carryover funds - Summer Reading 4,202,916 Reduction - Digital Tools/Resources (627,470)

Supplies and MaterialsState allotment adjustment- At -Risk program (185,849) State allotment adjustment- Digital Tools/Resources 2,870,720 Reduction - Digital Tools/Resources (1,443,290)


VacantDirector, PreK-12 Academic Support


PREK-12 ACADEMIC SUPPORT


Description: PreK-12 Academic Support provides support, leadership, and direction to schools as they provide extended learning opportunities for "at risk" students. These opportunities include after-school, during school, Saturday academies and summer programs at the elementary, middle and high school level.

206

Expenditures

PREK-12 ACADEMIC SUPPORTCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 2,367,088 5,552,073 5,450,117 3,669,811Benefits 745,440 1,428,973 1,235,796 780,000Purchased Services 10,275,540 3,317,204 4,717,500 3,010,719Supplies and Materials 3,486,938 2,245,257 1,678,513 1,678,635Furniture and Equipment - - - - Other - - - -

$ 16,875,006 $ 12,543,507 $ 13,081,926 $ 9,139,165

Sources:

0%

5%

95%


Local

State

Uses:

4%

0%

0%

61%

14%

21%




207


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 20,712$ Federal Adjustment - KCS Math & Science Partnership (75,000) Redirected funds from extended employment to purchased services (2,215) Central office staffing reductions (6,000)

Purchased ServicesFederal Adjustment - KCS Math & Science Partnership (124,968) Redirected funds to purchased services from supplies and materials and salaries and benefits 11,080

Supplies and MaterialsFederal Adjustment - Math & Science Partnership (98,188) Redirected funds from supplies and materials to purchased services (8,865) Central Office non-personnel reductions (22,000)


Nancy AddisonDirector, PreK-12 Math and Science



Description: The Science, Technology, Engineering and Math (STEM) department will partner with universities, businesses, and community leaders to create and monitor district-wide math and science initiatives based on international achievement standards. They will also develop training in best practices for teachers and develop other educational innovations such as family math and science nights, math/science field investigations, math/science fairs and competitions, etc.

SCIENCE, TECHNOLOGY, ENGINEERING AND MATH (STEM)

208

Expenditures

SCIENCE, TECHNOLOGY, ENGINEERING AND MATH (STEMCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures



$ 1,775,135 $ 2,080,579 $ 1,793,979 $ 1,440,648

Sources:

38%

62%


Local

Uses:

13%

0%

0%

7%

43% 37%



209


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 30,542$ Funds redirected for executive director position to teaching and learning department (134,445) Redirected funds from salaries and benefits to purchased services (2,346,225)

Purchased ServicesFederal adjustment- Improving Teacher Quality grant 2,223,737 Redirected funds to offset Transportation Model Revision costs (80,408) Redirected funds to purchased services from salaries and benefits 3,141,148 Redirected funds from purchased services to supplies and materials (15,212)



Christina EfirdDirector, Teacher Professional Development


ORGANIZATIONAL DEVELOPMENT


Description: The Organizational Development department coordinates professional development activities system-wide. To accomplish this, specific professional development initiatives have been implemented such as a teacher induction program, Professional Development Master Teacher, National Board Certification support and the Summer Teacher Conference.

210

Expenditures

ORGANIZATIONAL DEVELOPMENTCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 1,578,578 3,236,106 3,248,033 3,142,170Benefits 276,209 1,068,809 944,762 985,200Purchased Services 6,690,143 1,416,024 978,160 1,670,313Supplies and Materials 85,928 70,716 27,364 168,915Furniture and Equipment - - - - Other - - - -

$ 8,630,858 $ 5,791,655 $ 5,198,319 $ 5,966,598

Sources:

78%

19%3%


Local

State

Uses:

3%

0%

0%

78%

18%

1%




211


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 54,196$ Redirected funds to contracted services from salaries and benefits (8,486)

Purchased ServicesFederal Adjustment - NC Pre-K 1,314,402 Redirected funds from salaries and benefits to purchased services 8,486

Supplies and MaterialsFederal Adjustment - NC Pre-K (1,782,668)


Julie BabbDirector, Pre-K Instruction


NORTH CAROLINA PRE-K PROGRAM


Description: The Charlotte-Mecklenburg Schools serve as the contract administrator for the Mecklenburg County North Carolina Pre-Kindergarten Program. NCPre-K is comparable to the CMS Bright Beginnings Program but revenue is generated by identifying and serving students in some CMS schools and in high quality, community Child Development centers. Smart Start of Mecklenburg County and CMS co-lead the program and apply for funding from the Division of Child Development and Early Education. Smart Start of Mecklenburg County and CMS contribute to the cost of the program. Eligibility is based on family size and income and placement priority is given to children who have had no or limited experience in high quality early care and education. Children who are eligible and become a part of this program enter kindergarten with the necessary skills to be successful.

212

Expenditures

NORTH CAROLINA PRE-K PROGRAMCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 1,258,747 1,240,001 583,504 552,740Benefits 634,742 607,778 178,250 181,955Purchased Services 7,492,547 6,169,699 8,269,554 7,598,503Supplies and Materials 660,844 2,443,512 27,638 26,910Furniture and Equipment - - - - Other - - - -

$ 10,046,880 $ 10,460,990 $ 9,058,946 $ 8,360,108

Sources:

100%


Uses:

6%

0%

0%

74%

13%

7%



213


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 581,241 Redirected funds to offset Transportation Model Revision costs (102,022)

Purchased ServicesRedirected funds from contracted services to supplies and materials (79,849) Redirected funds to offset Transportation Model Revision costs (68,551)

Supplies and MaterialsRedirected funds to contracted services from supplies and materials 79,849 Federal adjustment- Spangler funds (5,881) Redirected funds to offset Transportation Model Revision costs (9,000) Reduction - Bright Beginnings (285,779)


Julie BabbDirector, Pre-K Instruction



Description: Bright Beginnings is a Pre-Kindergarten program designed to ensure that students enter kindergarten with the skills necessary to succeed. Four-year-old children are selected for participation through a screening process that identifies children's educational needs. Students with the greatest educational needs are placed first. The program’s critical components include a research based, child-centered curriculum with a strong language development and early literacy focus that provides the foundation requisite for reading success and family engagement and education.

BRIGHT BEGINNINGS PRE-K PROGRAM

214

Expenditures

BRIGHT BEGINNINGS PRE-K PROGRAMCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 15,060,320 14,799,526 13,757,525 12,529,654Benefits 5,528,450 5,310,385 4,999,222 4,651,884Purchased Services 1,465,131 1,613,531 1,291,749 1,244,540Supplies and Materials 339,399 560,210 1,035,065 553,482Furniture and Equipment - - 48,183 - Other - - - -

$ 22,393,300 $ 22,283,652 $ 21,131,744 $ 18,979,560

Sources:

57%

43%


Local

Uses:

25%

0%

0%

7%

66%

2%



215


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 2,834,030$ Federal adjustment- IDEA Preschool Handicapped 15,619 Federal adjustment- IDEA VI -B 547,344 Federal adjustment- IDEA Early Intervening Services (845,415) Federal adjustment- Children with Special Needs (32,395) State allotment adjustment (1,267,733)

Purchased ServicesState allotment adjustment 653,685 Federal adjustment- IDEA VI -B (579,886) Federal adjustment- Children with Special Needs 32,005 Federal adjustment- IDEA Preschool Targeted Assistance 19,463 Federal adjustment- IDEA VI -B Special Needs Targeted Assistance (17,042) Federal adjustment- Medicaid Reimbursement (4,975,264) Federal adjustment- IDEA Early Intervening Services 869,312 Redirected funds to offset Transportation Model Revision costs (62,704) Redirected funds from purchased services to supplies and materials (640,128)

Supplies and MaterialsFederal adjustment- IDEA Preschool Targeted Assistance 9,371 Federal adjustment- Medicaid Reimbursement (650,278) Federal adjustment- State Improvement Grant (79,251) Redirected funds tosupplies and materials from purchased services 640,128 State allotment adjustment (56,903)


Gina Smith Assistant Superintendent for Exceptional Children



Description: Federal, state and local funds provide for the development of special education programs and services in accordance with the Individuals with Disabilities Education Act (IDEA) to meet the needs of all eligible exceptional students, provide technical support to schools, provide for communication with schools and the community regarding eligibility for services, the continuum of services, due process rights and operational issues, and provide professional development opportunities to teachers/administrators.

EXCEPTIONAL CHILDREN SERVICES

216

Expenditures

EXCEPTIONAL CHILDREN SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 83,653,720 83,784,662 78,644,793 74,066,596Benefits 31,495,109 30,112,717 26,850,020 25,456,694Purchased Services 9,177,460 13,878,019 7,994,763 4,916,939Supplies and Materials 4,019,000 4,155,933 3,678,037 1,609,530Furniture and Equipment - - - 5,707Other - - - -

$ 128,345,289 $ 131,931,331 $ 117,167,613 $ 106,055,466

Sources:

36%

4% 60%


Local

State

Uses:

25%

0%

0%

7%

65%

3%




217


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 863,944 Redirected funds to salaries and benefits from purchased services 200,000 Central office staffing reductions (7,523)

Purchased ServicesFederal adjustment- Language Acquisition grant 198,835 Federal adjustment- Language Acquisition Significant Increase grant (138,404) State categorical adjustments 65,000 Redirected funds from purchased services to supplies and materials and salaries and benefits (250,000)

Supplies and MaterialsFederal adjustment- Language Acquisition grant (83,687) Redirected funds to supplies and materials from purchased services 50,000


Nadja TrezExecutive Director, ESL Student Education



ENGLISH LANGUAGE LEARNERSDescription: The English Language Learners department utilizes state, local, and federal funding to deliver specialized services, programs and resources to support English language development for Limited English Proficient (LEP) students.

218

Expenditures

ENGLISH LANGUAGE LEARNERSCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 17,329,682 16,652,296 15,316,947 13,814,907Benefits 5,798,324 5,419,289 4,763,639 4,246,528Purchased Services 1,747,816 1,872,385 978,071 991,393Supplies and Materials 358,120 391,807 1,278,532 1,376,105Furniture and Equipment - - - - Other - - - -

$ 25,233,942 $ 24,335,777 $ 22,337,189 $ 20,428,933

Sources:

15%

25%

60%


Local

State

Uses:

23%

0%

0%

7%

69%

1%




219


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 84,909$ State allotment adjustments 17,927 Federal adjustment- Medicaid Reimbursement (1,078,369) Other Grant adjustment- DSS Reimbursement (16,195) Other Grant adjustment- SBMH Reimbursement 1,063 Redirected funds for secretary position to humanities department (46,532) Redirected funds to salaries and benefits from purchased services 800,734

Purchased ServicesFederal adjustment- Medicaid Reimbursement 627,454 Federal adjustment- MDRC Grant 55,273 Redirected funds from purchased services to supplies and materials and salaries and benefits (807,942) Central Office non-personnel reductions (1,840)

Supplies and MaterialsFederal adjustment- Medicaid Reimbursement (250,988) Redirected funds to supplies and materials from purchased services 7,208 Central Office non-personnel reductions (28,998)


Marion BishExecutive Director, Student Services



STUDENT SERVICESDescription: Provides assistance for students through multi-disciplinary support services. The department includes school counselors, school psychologists, school social workers and substance abuse program counselors. Additionally, coordinated school health services and section 504 services are housed in this area. The Student Services Department focuses on the identification and elimination of barriers to academic achievement for all students. The department supports the academic and personal development of all students through school-based services, outreach and referrals to community agencies and parental involvement.

220

Expenditures

STUDENT SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 3,075,077 3,363,619 2,786,196 2,423,223Benefits 970,678 918,482 815,108 691,433Purchased Services 1,640,831 1,767,886 1,674,525 1,356,623Supplies and Materials 266,863 539,641 342,870 194,568Furniture and Equipment - - - - Other - - - -

$ 5,953,449 $ 6,589,628 $ 5,618,699 $ 4,665,847

Sources:

11%

50%

39%


Local

State

Uses:

16%

0%

0%

28%

52%

4%




221


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 7,430$ Redirected funds for specialist position form prek-12 academic support department 90,271

Supplies and MaterialsReduction - Digital Tools/Resources (76,855)


Director, Virtual Learning and Media Services


BUDGET ACCOUNTABILITY:Hope Kohl

VIRTUAL LEARNING AND MEDIA SERVICESDescription: The mission of Virtual Learning and Media Services is to create information literate students, stimulate intellectual growth, enrich learning, support recreational and instructional reading, instill an appreciation for literature and other creative expressions, pursue information for personal interests, and strive for excellence in finding, retrieving, analyzing, and using information. We focus on offering professional development and communicating with media specialists, media assistants, principals, and district-level decision makers.

222

Expenditures

VIRTUAL LEARNING AND MEDIA SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 499,316 422,369 310,228 300,664Benefits 169,559 148,805 99,561 91,360Purchased Services 181,400 181,400 183,378 163,665Supplies and Materials 699,117 775,972 1,942,390 749,467Furniture and Equipment 15,000 15,000 - - Other - - - -

$ 1,564,392 $ 1,543,546 $ 2,535,557 $ 1,305,156

Sources:

0%

88%

12%


Local

State

Uses:

11%

1%0%

12%

32%44%




223

Expenditures

HEALTH AND PHYSICAL EDUCATIONCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures



$ 309,937 $ 1,362,296 $ 1,132,369 $ 564,705

Sources:

8%

92%


Local

Uses:

20%

0%

0%

13%

63%

4%



224

Expenditures

VISUAL AND PERFORMING ARTSCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures



$ 797,692 $ 791,004 $ 840,955 $ 890,708

Sources:

0%

100%


Local

Uses:

8%

0%

0%

23%

27% 42%




225


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 58,629 State allotment adjustment 974,151 Redirected funds to salaries and benefits from supplies and materials 69,306 Redirected funds from salaries and benefits to purchased services (6,104) Central office staffing reductions (161,496)

Purchased ServicesRedirected funds to offset Transportation Model Revision costs (71,400) Redirected funds to purchased services from salaries and benefits 6,074 Redirected funds to purchased services from supplies and materials 351,923

Supplies and MaterialsState allotment adjustment (196,535) Federal adjustment- Voc. Ed. - Program Improvement 120,281 Redirected funds from supplies and materials to purchased services and salaries and benefits (421,229)


Jimmy ChanceyDirector of Career and Technical Education



CAREER AND TECHNICAL EDUCATIONDescription: State, local and federal funds assist students in developing the academic and technical skills required for further studies at the post-secondary technical, associate, baccalaureate or advanced degrees levels in their chosen career field.

226

Expenditures

CAREER AND TECHNICAL EDUCATIONCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 32,162,887 31,879,397 25,438,216 22,873,763Benefits 10,981,991 10,324,686 8,013,087 7,261,541Purchased Services 1,598,165 1,311,568 1,363,536 1,130,768Supplies and Materials 1,582,583 2,080,066 5,237,967 3,798,603Furniture and Equipment - - 147,756 524,470Other - - - -

$ 46,325,626 $ 45,595,717 $ 40,200,562 $ 35,589,145

Sources:

4%11%

85%


State

Uses:

24%

0%

0%

3%

70%

3%




227


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 12,148$ Redirected funds for specialist position 90,270 Central Office staffing reductions (3,646)

Natasha ThompsonDirector of Magnet Programs and School Redesign




Description: The Magnet Programs and School redesign department is a key part of the district’s effort to implement systemic reforms directed toward supporting the goals and objectives of The Way Forward. These reforms promote distinctive, innovative curriculum designed to address and promote student interests and accelerate student achievement, while engaging families of the district with magnet-themed educational choice opportunities.

MAGNET PROGRAMS AND SCHOOL REDESIGN

228

Expenditures

MAGNET PROGRAMS AND SCHOOL REDESIGNCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures



$ 697,630 $ 598,858 $ 691,883 $ 381,424

Sources:

0%

100%


Local

Uses:

13%

0%

0%

39%

39%

9%



229

Sch

ool P

erfo

rman

ce

Ser

vice

s

School PerformanceServices

School Performance Services


1.0 Chief School Performance Services Officer1.0 Admin. Assist. to Chief School Performance Officer1.0 Executive Director2.0 Executive Coordinator0.7 Secretary5.7 Positions


Student Discipline and Behavioral Support

1.0 Executive Director of Alternative Education1.0 Coordinator, Court and Student Discipline1.0 Coordinator, Training and Quality 1.0 Liaison, At Risk Students3.0 Manager, Transitional Support1.0 Hearing Officers1.0 Senior/Administrative/Financial Secretaries1.0 Data Manager1.0 Technician, Discipline 2.0 Technician, Behavior Modification1.0 Technician Lead Behavior Modification

14.0 Positions

1.0 Executive Director1.0 Director

10.0 Specialists2.0 Sr. Administrative Secretaries2.0 Budget Assistants/Analyst

86.0 Teachers **6.0 Social Workers/Counselors/Psych

11.0 Facilitators31.0 Family/ School Advocates55.0 Behavior Modification Technicians19.0 Technology Associates21.0 Assistants

3.0 Coordinators6.0 Coordinator, PD

26.0 Coaches17.0 Interpreters/Translators57.0 Tutors

354.0 Positions

ESEA Title I

Learning Communities

9.0 Learning Community Superintendents 8.0 Executive Directors, Community8.5 Area Administrator for Student Services 8.0 Community Support Coordinators1.0 Principal1.0 Assistant Principal1.0 Beacon Human Capital Team Leader1.0 Executive Coordinator, Beacon Initiative1.0 Cambridge Coordinator4.0 Specialists9.0 Executive Secretaries5.0 Sr. Administrative Secretaries

56.5 Positions

Project L.I.F.T

1.0 Learning Community Superintendent 1.0 Ex. Dir. Strategic Planning1.0 Director, Project L.I.F.T. School Lead Dev1.0 Executive Director, Community0.5 Area Administrator for Student Services1.0 Executive Coordinator4.0 Assistant Principals1.0 Community Engagement Coordinator1.0 Community Support Coordinator2.0 OLPC Facilitators1.0 Specialist, Project Lift HCS1.0 Executive Secretary2.0 Secretaries

17.5 Positions


231


SCHOOL PERFORMANCE SERVICES Goals, Objectives and Accomplishments

STUDENT DISCIPLINE AND BEHAVIORAL SUPPORT Goals 2016-17 • Collaborate with various CMS departments to provide schools throughout the district with support

in developing and implementing various behavioral, social and emotional supports for students, as well as provide staff training and support.

• Maintain accuracy and integrity with the student discipline process and incident data collection district wide.

• Integrate a therapeutic approach into the academic component at the home based schools that addresses the social/emotional needs of students (Cognitive Behavior Intervention, Non-Crisis Intervention Trainings, and Restorative Practices Training – Year 2 of 3).

• Provide training for learning communities and school administrators to develop a collaborative, cohesive team for managing student behavior and campus safety.

• Determine appropriate placement for identified at-risk students to increase opportunities for graduation and advocate for student success.

Objectives 2016-17 • Increase the use of data in all decision-making processes. • Monitor all schools reporting of state-reportable incidents (inappropriate behavior) to improve the

accuracy of reporting. • Monitor all due process hearings and discipline team meetings (DTM) to ensure that discipline

issues are managed equitably. • Successfully complete all Triage interviews within 24 hours of appointment with students placed in

appropriate educational settings (Felony Watch program). • Respond to district requests for Non-violent Crisis Intervention and Restorative Practices

Trainings. • Update the district Code of Student Conduct. • Provide discipline strategies such as Violence Is Preventable (VIP) and Sexual Harassment Is

Preventable (SHIP) programs, community service experiences to meet the identified needs of students.

• Provide close supervision of students who have been placed on probation due to CMS Code of Student Conduct or law violations.

• Provide ongoing professional development opportunities for behavior support staff. Accomplishments 2015-16 • Collaborated with various departments to begin providing monthly behavior support professional

development. • Provided discipline strategies such as Violence Is Preventable (VIP) and Sexual Harassment Is

Preventable (SHIP) programs, community service experiences to meet the identified needs of students.

• Provided due process hearings for students alleged to have violated the student behavior guidelines, as requested.

• Provided case management services for students 16 years of age and older who were charged with committing a felony.

• Monitored all schools reporting of state-reportable incidents (inappropriate behavior) to improve the accuracy of reporting.

232



STUDENT DISCIPLINE AND BEHAVIORAL SUPPORT (continued) • Monitored all due process hearings and discipline team meetings (DTM) as well as conducted

weekly meetings with community administrators to ensure that discipline issues are managed equitably.

• Provided support to learning communities by responding to district requests for facilitating Non-violent Crisis Intervention Trainings.

• Updated the district Code of Student Conduct. • Collaborated with community administrators to develop a system for periodic review of discipline

data with school principals/administrators. ESEA TITLE I – PART A BASIC PROGRAMS Goals 2016-17 • Transition Title I services to align with the Every Student Succeeds Act (ESSA) which takes effect

July 1, 2017 • Offer high quality, sustained fiscal, program and compliance support to Title I schools • Align district Title I services and school-wide program expenditures to data-driven needs

assessment • Provide flexibility options for the use of Title I school-wide program funds Objectives 2016-17 • Provide clear, timely communication and school-based support to Title I principals, financial

secretaries and compliance contacts • Create a menu of options for district services to Title I focus and priority schools aligned to

individual school needs • Provide additional staff and services to support new teachers and address teacher turn-over in

Title I schools • Increase collaboration with Learning Community staff and school-based Instructional Leadership

Teams (ILT) to maximize student achievement • Implement a desktop audit process for schools to prepare for state and federal monitoring Accomplishments 2015-16 • Expanded Title I funded program and position options • Identified and allocated an additional $4.5M in supplemental funding to Title I schools • Streamlined Title I financial processes and timelines • Conducted quarterly district meetings and provided real-time, school-based support for principals,

financial secretaries and compliance contacts • Aligned Title I teams to schools by learning community and focus/priority designation to improve

the overall service and support model • Consolidated reports for Title I schools to align with Title I, district, Beacon and Project L.I.F.T.

requirements

233



LEARNING COMMUNITIES Goals 2016-17 • Positive impact on the social, emotional, and cognitive learning for all students • Strategic and effective placement of principals in schools • Effective staffing of Learning Community Offices • Student performance on grade level or above on the EOGs or EOCs • Increase in enrollment in AP/IB classes in grades 9-12 • Increase in Math I course offerings in Pre-K – 8 schools • Increase in cohort graduation rate among all populations of students • Increase in SAT participation and performance • Increase in ACT performance • ACT WorkKeys and plan data will be utilized to determine appropriate courses of action for CMS

8th and 10th grade students • Parents and community members will agree CMS provides timely, accurate and responsive

service • Parents will agree their child’s school does a good job of keeping them informed and responding

to requests • Students, parents, and the community will indicate they believe schools are safe • Disparity based on race, ethnicity and socioeconomic status will decrease on all academic

measures and behavioral indicators in grades PreK-12 • Strong customer service culture will be enhanced Objectives 2016-17 • Reduce the number of students scoring at Levels I and II on EOGs and EOCs • Provide flexibility and additional central office support to school administrators in high poverty

schools • Work with schools with high needs on improving tracking of students toward graduation • Systematize tracking of leading indicators to drive instruction and interventions • Remove barriers that impede the social, emotional, and cognitive learning of students • Provide resources for focused interventions for students needing to master additional learning

objectives in order to perform on grade level • Provide focused professional development to schools in all academic areas of math, reading,

science, social studies and writing • Support the implementation of the balanced literacy program in grades K-5 • Continue to support and implement the Common Core State Standards and the N.C. Essentials

Standards • Assist schools with the development of a master schedule designed to maximize the opportunity

for our academically neediest students to have the most effective teachers • Provide support for schools in student behavior • Conduct discipline team meeting (DTM) hearings for students with behavior violations • Foster development of positive communication lines between schools and homes • Assist with staffing needs at the school level • Progress monitor the achievement of all students within the Learning Community • Conduct community meetings on topics of importance to the Learning Community • Assist schools with maintenance needs • Provide guidance to schools in development of School Improvement Plans • Conduct curriculum audits of schools and assist with development of plans to address identified

instructional needs

234



LEARNING COMMUNITIES (continued) • Monitor and provide guidance in developing master schedules that will maximize opportunities for

AP/IB class enrollment • Monitor and provide guidance in offering rigorous courses in the Pre-k – 8 schools • Support the continuation of an initiative around literacy (Northstar reading) that promotes

community-wide need for citizens to be active readers • Develop an effective system of monitoring and tracking Title IX reports in an effort to reduce

occurrences and provide support to victims • Create training plans for Title IX specific to school administrators, faculty, staff, and students Accomplishments 2015-16 • Leading indicators are updated nightly for use by Learning Communities via dashboards or

spreadsheets • Levine Middle College was 2nd highest in School Performance Grades in North Carolina.

Providence High School had the highest School Performance Grade for traditional high schools in North Carolina

• Levine Middle College was one of the highest scoring schools on ACT performance and 4 year cohort graduation rate in North Carolina

• Providence Spring Elementary was the highest scoring College and Career Ready traditional elementary school in North Carolina

• CMS exceeded the state average in graduation rate. CMS increased to 88.3% in 2014-15, while the state average was 85.6%

• The Beacon initiative entered into the first year of implementation and received intense professional development from the external partner - University of Virginia Darden School of Business

• A new substitute system via Kelly Services was effectively launched to support the Beacon Schools with high substitute fill rates for teacher absences

• The Beacon Initiative began its first year of a comprehensive program evaluation • Improvement continued on data understanding and usage among all leadership staff in the Office

of School Performance • School improvement and safety plans for all schools were supported • The accuracy and alignment of content and data on all school improvement plans for the district

was assured • As standard operating procedure, Community Office staff regularly visited and progress monitored

schools in each Learning Community • Schools were monitored using formative data throughout the year and alignment was drawn to

end-of-year performance

235



PROJECT LEADERSHIP INVESTMENT for TRANSFORMATION (L.I.F.T.) Goals 2016-17 • Increase the four-year graduation cohort rate at West Charlotte High School to 83%. • Increase the overall composite proficiency for the Project L.I.F.T. Learning Community; the goal is

for a composite of 50% of students to score a level III, IV or V on end of year tests. Objectives 2016-17 • Increase the graduation rate at West Charlotte High School by implementing personalized

learning, appropriate interventions, and improved quality of teaching and learning. • Increase proficiency in all content areas through high quality teaching and learning leveraging the

use of time, technology, talent and community and parent support. • Attract, develop and retain high caliber teachers and leaders that demonstrate competencies for

thriving in urban environment. • Provide students with appropriate wrap-around services that will support their physical, emotional,

and behavioral well-being. Accomplishments 2015-16 • There has been an overall 22% graduation rate increase since the inception of the Project L.I.F.T.

Initiative. • Increased the percentage of freshman on track to graduate at West Charlotte High School from

66% in 2013-14 to 70% in year 2014-15. • According to Research for Action’s evaluation report, L.I.F.T. students were more than twice as

likely to achieve college and career Readiness in Math I as were demographically similar, comparison students.

• According to Research for Action’s statistical analysis, L.I.F.T. students achieved significantly greater gains in College and Career Readiness in 2013-14 and maintained these gains in 2014-15 in comparison to their demographically similar peers.

• According to Research for Action’s evaluation report, LIFT students continued to outperform students in the comparison schools on the Science EOG.

• The Year 3 Student Outcomes report authored by Research of Action showed that the average daily attendance at L.I.F.T. schools remained above 94% for the third year in a row. The overall attendance of the L.I.F.T. students improved compared to the comparison group students.

• Previously deemed “hard to staff schools” the nine Project L.I.F.T. schools opened the school year in the fourth year of the initiative with less than 5 vacancies in all schools combined. Opportunity Culture continued to show promise. Over 650 teachers locally and across the nation applied for 12 positions that offered more pay for proven success and increased accountability for more students.

236

Expenditures

SCHOOL PERFORMANCE SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 26,800,806 25,893,792 24,823,582 22,508,822

Benefits 8,917,367 8,477,680 7,336,445 6,838,752



Furniture and Equipment 357 357 127,226 25,649

Other - - - -

$ 58,166,722 $ 59,297,139 $ 52,752,010 $ 41,807,828



238

SCHOOL PERFORMANCE SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

Sources

84%

11%5%


Local

State

Uses

15%

0%

0%

21%

47% 17%BenefitsFurniture and EquipmentOtherPurchased ServicesSalariesSupplies and Materials


239


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 45,044$ Redirected funds one executive coordinator and one secretary position from purchased services 110,553

Purchased ServicesRedirected funds to salaries and benefits from purchased services (110,553) Redirected funds to purchased services from supplies and materials 50,000

Supplies and MaterialsRedirected funds from supplies and materials to purchased services (50,000)




CHIEF SCHOOL PERFORMANCE SERVICES OFFICER

Description: The Chief School Performance Services Officer is responsible for the support and supervisionof the schools via the learning communities. In addition, the Office of School Performance Servicesprovides oversight and management for the departments of Alternative Education and Safe Schools andESEA Title I.

BUDGET ACCOUNTABILITY:Dawn Robinson

240

Expenditures

CHIEF SCHOOL PERFORMANCE SERVICES OFFICERCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures



$ 2,331,588 $ 2,286,544 $ 2,138,811 $ 1,630,300

Sources:

0%36%

64%


Local

State

Uses:

14%

0%

0%

8%

56%

22%



241


Description Amount


Purchased ServicesCentral Office non-personnel adjustment (6,477)


Lisa Barnes Executive Director of Alternative Education and Safe Schools


STUDENT DISCIPLINE AND BEHAVIOR SUPPORT

Description: The department of Student Discipline and Behavior Support is designed by the Board ofEducation to foster academic achievement of students through support for the regular classroom teachersand by providing leadership for the development of a safe, orderly and drug-free learning schoolenvironment. This program offers a comprehensive integrated approach and requires individualizedinstruction, acceleration and strategies to maximize literacy skills and character development, which assiststudents toward successfully returning to the regular school program. The Safe Schools program providesviolence prevention/intervention training and support to staff and students. The Substance Abuseprevention and intervention programs and services assist in the development of healthy, drug-free life stylesand productive citizens.


242

Expenditures

STUDENT DISCIPLINE AND BEHAVIOR SUPPORTCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 743,795 696,890 1,322,125 1,323,782Benefits 256,998 233,273 454,529 491,695Purchased Services 28,313 34,790 29,334 23,547Supplies and Materials 55,645 51,932 23,221 51,428Furniture and Equipment 357 357 - - Other - - - -

$ 1,085,108 $ 1,017,242 $ 1,829,209 $ 1,890,452

Sources:

0%39%

61%


Local

State

Uses:

24%

0%

0%

3%

68%

5%



243


Description Amount


Purchased ServicesFederal adjustment- Title I (34,606) Federal adjustment-School Improvement 368,361 Federal adjustment- School Improvement 1003G (200,000) Federal adjustment- McKinney Vento 10,669

Supplies and MaterialsFederal adjustment- Title I (2,970,489) Federal adjustment- School Improvement 1003G (253,620)


Kelly PriceExecutive Director, Title I


ESEA TITLE I

Description: Title I are Federal entitlement grants designed to help students meet high standards. Schoolswith high levels of poverty qualify for services. Services are supplemental and focus on supportingcomprehensive reform in school-wide settings, accelerating students’ progress, supporting teacherprofessional development and promoting family/community involvement.


244

Expenditures

ESEA TITLE ICHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 17,422,808 17,218,175 16,505,068 15,099,112Benefits 6,147,386 5,858,621 5,056,133 4,785,333Purchased Services 10,637,965 10,493,541 5,305,557 3,038,738Supplies and Materials 8,695,299 11,919,408 13,226,761 7,658,845Furniture and Equipment - - 127,226 7,007Other - - - -

$ 42,903,458 $ 45,489,745 $ 40,220,745 $ 30,589,035

Sources:

100%


Uses:

14%

0%

0%

25%

41%

20%



245


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 52,711$ Redirected funds from salaries and benefits to purchased services (164,939) Federal adjustment- Title I 660,720 Federal adjustment- Wallace grant (123,770) Central Office staffing reductions (8,877)

Purchased ServicesRedirected funds to purchased services from salaries and benefits 164,939 Redirected funds from purchased services to supplies and materials (12,600) Central Office non-personnel reductions (8,934)

Supplies and MaterialsRedirected funds to supplies and materials from purchased services 12,600 Central Office non-personnel reductions (9,089)


Community Superintendents



Kathy Elling , John Wall, Taralynn Sullivan

LEARNING COMMUNITIES

Description: The Learning Communities are designed to place support for instructional programs closer to the classroom. The goal is to improve services to schools and make the district more responsive to community concerns.

Charity Bell, Nancy Brightwell, Curtis Carroll, Matthew Hayes, Kondra Rattley, Paul Pratt,

246

Expenditures

LEARNING COMMUNIITIESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 4,580,649 4,311,475 3,514,662 2,825,732Benefits 1,410,168 1,263,497 978,926 771,633Purchased Services 825,703 682,358 421,942 364,090Supplies and Materials 205,087 201,516 146,885 188,607Furniture and Equipment - - - - Other - - - -

$ 7,021,607 $ 6,458,846 $ 5,062,415 $ 4,150,062

Sources:

21%

67%

12%


Local

State

Uses:

20%

0%

0%

12%

65%

3%




247


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 77,664$ Project L.I.F.T. funds (flow thru) 66,121 Federal adjustment- Wallace grant (68,134) Redirected funds for salaries and benefits 135,580

Purchased ServicesProject L.I.F.T. funds (flow thru) 308,480

Supplies and MaterialsProject L.I.F.T. funds (flow thru) 260,488


Community Superintendent


BUDGET ACCOUNTABILITY:Denise Watts

PROJECT L.I.F.T.Description: The CMS Investment Study Group has announced the creation of a program called Project L.I.F.T. (Leadership and Investment For Transformation), which will address educational issues in the West Charlotte Corridor. The program will seek to provide $55 million in private funding, which will support additional services and educational enhancements for Charlotte-Mecklenburg students in the West Charlotte corridor, defined as West Charlotte High School and the middle and elementary schools that feed into it.

248

Expenditures

PROJECT L.I.F.T.CHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Salaries 2,753,612 2,480,152 2,271,730 2,424,774Benefits 765,713 827,942 555,441 592,391Purchased Services 801,002 492,522 457,466 147,170Supplies and Materials 504,634 244,146 216,193 365,002Furniture and Equipment - - - 18,642Other - - - -

$ 4,824,961 $ 4,044,762 $ 3,500,830 $ 3,547,979

Sources:

90%

10%0%


Local

State

Uses:

16%

0%

0%

17%

57%

10%



249

Schools

Sch

ools

Expenditures

SCHOOLS: EXPENDITURESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION



FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures

Salaries 525,542,045 512,477,061 464,040,195 443,065,437

Benefits 185,385,311 176,891,349 150,064,602 145,010,402



Furniture and Equipment 338,530 350,518 217,286 2,758,654

Other 42,894,741 37,717,470 31,747,500 24,393,947

$ 789,418,879 $ 760,344,711 $ 688,271,140 $ 666,036,232


Salaries and Benefits AmountSalary and Benefit Increase $23,433,384Enrollment Growth 1,676,935 1st Grade Class Size reduction 2,833,848 State Allotment Adjustment (2,473,071) Redirected funds to offset Transportation Model Revision costs (329,033)K-5 Literacy reduction (68,227)

Purchased ServicesState Allotment Adjustment 828,453 Redirected funds to offset Transportation Model Revision costs (80,484)Fund Balance Appropriated - Cultural Proficiency 500,000 K-5 Literacy reduction (244,159)Teach to One reduction (268,750)Additional carryover funds 261,313

Supplies and MaterialsState Allotment Adjustment 3,529,110 Enrollment Growth 30,629Reduction - Technology devices (1,200,000) Redirected funds to State digital materials funds (400,000)K-5 Literacy reduction (270,514)Central Office non-personnel reduction (86,075)

OtherCharter School Enrollment Growth 5,177,271



251

SCHOOLS: SOURCES AND USESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

Sources

0%31%

69% Federal/ Special Revenue

Local

State

Uses

23%

0%

5%

1%

68%

3%



252

Expenditures

SCHOOL ADMINISTRATION SUPPORT SERVICES (Principals, Assistant Principals, Clerical)




FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures

Salaries 61,449,912 61,164,479 52,241,238 59,032,090Benefits 20,764,274 20,464,926 16,304,378 18,149,162Purchased Services 9,213,798 8,514,882 8,802,677 9,658,227Supplies and Materials 26,044,454 24,393,431 33,398,880 41,149,565Furniture and Equipment 338,530 350,518 217,286 2,758,654Other - - - -

$ 117,810,968 $ 114,888,236 $ 110,964,459 $ 130,747,698

Sources:

3%

41%

56%


Local

State

Uses:

18%

0%

0%

8%

52%

22%




253

Expenditures

CLASSROOM TEACHERSCHARLOTTE-MECKLENBURG BOARD OF EDUCATION



FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures

Salaries 392,977,133 382,328,463 340,200,255 316,426,074Benefits 137,766,427 130,390,679 108,628,957 103,233,488

$ 530,743,560 $ 512,719,142 $ 448,829,212 $ 419,659,562

Sources:

0%27%

73%


Local

State

Uses:

26%

74%

Benefits Salaries



254

Expenditures

SUPPORT POSITIONS (Media Specialist, Social Worker, Counselor, Psychologist)




FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


$ 68,761,710 $ 64,193,865 $ 71,413,998 $ 63,717,877

Sources:

0%15%

85%


Local

State

Uses:

24%

76%

Benefits Salaries



255

Expenditures



FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


ASSISTANTS (Teacher Assistants, Media Assistants, Administrative Assistants)


$ 29,207,900 $ 30,825,998 $ 25,315,971 $ 27,517,148

Sources:

0%

0%

100%


Local

State

Uses:

34%

66%

Benefits Salaries



256

Expenditures

CHARTER SCHOOLSCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2014-15 Actual

Expenditures

FY 2013-14 Actual

Expenditures


Other 42,894,741 37,717,470 31,747,500 24,393,947

$ 42,894,741 $ 37,717,470 $ 31,747,500 $ 24,393,947

Sources:

100%

Local

Uses:

100%

Other


257

Appendices

App

endi

ces


GLOSSARY OF TERMS

Administrative Support Services Activities concerned with the Board of Education, Executive Administration, and General Administration.

Appropriation An allocation of funds for expenditures or to incur obligations for specific purposes. An appropriation is usually limited in amount and as to the time when it may be expended.

Average Daily Attendance (ADA) The aggregate days of attendance for the period divided by the number of days school was actually in session.

Average Daily Membership (ADM) The sum of the number of days in membership for all students in individual school units, divided by the number of school days in the term.

Budget A plan of financial operations embodying an estimate of proposed expenditures for a given period or purpose and the proposed means of funding.

Budget Calendar A budget calendar is included in the School Budget and Fiscal Control Act and prescribes the last day on which certain steps of the budget are to be performed.

Budgetary Control The management of the financial affairs of the school system in accordance with the appropriate laws, regulations, and procedures of the various governing bodies.

Business Support Services Activities concerned with fiscal services, operation of plant, transportation of pupils, plant maintenance, and supply services.

Career Development/Performance-Based Accountability Program (PBAP) An intensive in-service and evaluation program which provides a "career ladder" for teachers leading to salaries equivalent to the mid-management pay range.

Capital Replacement Expenditures relating to replacement of roofs, heating and air conditioning systems and other fixed assets of the school system including furniture, equipment, and vehicles.

Categorical Grants Normally used to describe a grant received from another governmental unit to be used or expended on specific programs or activities.

Central Support Services Activities concerned with directing and managing system-wide programs of personnel management, planning, research, communications, and data processing.

259


GLOSSARY OF TERMS

Child Nutrition Activities concerned with providing food to pupils and staff in a school or local school administrative unit, including the preparation and serving of regular and incidental meals, lunches, or snacks in connection with school activities and the delivery of food.

Co-Curricular Instructional Programs School sponsored activities designed to provide opportunities for pupils to participate in such experiences on an individual or group basis for purposes of motivation, enjoyment, and improvement of skills (e.g., athletics, yearbooks, clubs, etc.).

Community Services Activities not directly related to the provision of education for pupils. These services include community recreational, educational, and cultural programs and activities.

Continuation Budget A budget which includes the necessary resources for an entity to continue offering the same level of services as was furnished in the prior budget period.

Contracted Services Costs of services performed by outside agencies such as tuition to special schools and institutions, legal and audit costs, consultant services, and contracted repairs on buildings and equipment.

Current Expense Operational costs for the entire school system, including all revenues from State, County, Federal, and other miscellaneous sources. Capital replacement and building program costs are not considered part of current expense.

Employee Benefits Amounts paid by the school system on behalf of their employees. These amounts are not included in the gross salary, but are over and above. They are fringe benefit payments and, while not paid directly to employees, nevertheless, are part of the cost of salaries and benefits when appropriate. Total employee benefit costs are allocated to programs, activities, or functions in proportion to full-time salary costs. Employee benefits include social security, retirement (pensions), health insurance, dental insurance, life insurance, worker's compensation, and unemployment compensation.

Entitlement The amount of payment to which a state, local government, or school system is entitled as determined by the federal government pursuant to an allocation formula contained in applicable statutes.

Fiscal Year The twelve month period of time to which the annual budget applies. All North Carolina school systems, by law, must observe a fiscal year that begins on July 1 and ends on June 30.

Fund A fund is an independent fiscal and accounting entity consisting of cash and other resources together with all related liabilities, obligations, reserves, and equities which are segregated by appropriate accounting techniques for the purpose of carrying on specific activities or attaining certain objectives in accordance with established legal regulations, restrictions, or limitations.

260


GLOSSARY OF TERMS

Furniture and Equipment Expenditures for the acquisition of fixed assets such as equipment, computer hardware, replacement furniture, etc.

GAAP - Generally Accepted Accounting Principles Standards pertaining to financial accounting and reporting. These standards include the conventions, broad guidelines, rules, procedures, and detailed practices necessary to define acceptable accounting practice.

Grant A contribution or gift of cash or other assets from another party to be used or expended for a specific purpose, activity, or facility. Capital grants are restricted by the grantor for the acquisition and/or construction of fixed (capital) assets. All other grants are operating grants.

Graphic Production Center Furnishes printing, graphic arts, and audiovisual services to the schools and departments.

Indirect Cost Indirect cost represents support costs and incidental supplies furnished by the general support services of the school system to a specific program (usually a grant program).

Information Services Activities concerned with writing, editing, and other preparation necessary to disseminate educational and administrative information to pupils, staff, managers, or to the general public through direct mailing, the various news media, or personal contact.

Information Systems Costs associated with providing computerized records of personnel, financial information, and students for administrative units within the school system.

Instructional Operating Costs Costs of supplies, materials, and other operating expenses related to the instructional program.

Instructional Staff Support Services Activities which provide administration and logistical support to staff instructors. Included are curriculum development, in-service, and media services.

Internal Services Fund The Internal Services Fund reflects costs of services rendered to all departments of the school system by the Maintenance Department, the Data Processing Department, the Graphic Production Center, and the Telecommunications/Copier Department.

Maintenance of Plant Includes the cost of repairs and upkeep of physical facilities, equipment, and vehicles other than buses.

Media Operations Cost of supplies, materials, and other routine expenses required in the operation of the school media centers (libraries).

261


GLOSSARY OF TERMS

National Board Professional Teacher Standards (NBPTS) Certification A nationally recognized certification which identifies and recognizes teachers who effectively enhance student learning and demonstrate a high level of skills, abilities and commitments. In order to be certified teachers must have a minimum of three years experience and must complete an extensive 1 to 3 year process of approximately 400 hours of extra performance-based assessments.

Object Code The service or commodity obtained as a result of a specific expenditure.

Operation of Plant Activities dealing with the day-to-day operations of the physical facilities, primarily composed of custodial services, security, and utilities.

Other Expenditures Amounts paid for goods and services which are not classified as salaries, employee benefits, purchased services, supplies and materials, and non-expendables. Items which could be included in this category are indirect costs, insurance, membership dues and fees, depreciation, license and title fees.

Positions Positions equate to the full-time equivalent individuals that can be assigned for the employment period represented by the allotment category. For example, a position in the classroom teacher allotment represents an employment period of 10 months. The number of full-time equivalent individuals that can be employed is limited to the number of months associated with the positions allotted by the State.

Preaudit of Disbursements and Obligations Preaudit is defined to mean the verification by the school finance officer that the budget resolution includes an appropriation authorizing the obligation, and that a sufficient unexpended and unobligated balance remains in an appropriation to provide for the liquidation of a liability which is or will be chargeable to a specific appropriation within the current fiscal year.

Pupil Support Services Activities which provide technical, personal and logistical support to facilitate instruction. Included are administrative activities that result in providing pupils with appropriate medical, dental, and nursing services.

Purchased Services Amounts paid for personal services rendered by personnel who are not on the payroll of the local school administrative unit and other services which the local school administrative unit may purchase.

Purpose Code The function, action or purpose for which a person or thing is used or exists (why purchased). Examples of function are: regular instructional programs, special instructional programs, general administration, employee benefits, and community services. See pp. 197-203 for a list of purpose codes.

262


GLOSSARY OF TERMS

Regular Instructional Programs Instructional activities designed primarily to prepare pupils for activities as citizens, family members, and workers, as contrasted with programs designed to improve skills or overcome handicaps of a physical, mental, social and/or emotional nature. Regular instructional programs include grades K-12.

Salaries Amounts paid to persons who are employed by the local school administrative unit in a permanent, temporary, or part-time position or one who substitutes for those in permanent positions.

School An organizational subdivision of a school system consisting of a group of pupils composed of one or more grade groups, organized as an unit with an assigned principal, or person acting in the capacity of principal, to give instruction of the type defined in the N.C. Standard Course of Study, and housed in a school plant of one or more buildings.

School Administrative Support Services Activities concerned with directing and managing the operation of schools. Included are the activities performed by the principal, assistant principals, and other assistants in general supervision and maintenance of the school records and the clerical staff support for these activities.

Southern Association Accreditation Standards Minimum standards set by the Southern Association of Colleges and Schools covering diverse areas of student instruction from student curriculum to physical facilities. All member schools are required to meet Southern Association accreditation standards.

Special Instructional Programs Instructional activities designed primarily to deal with pupils having special needs. The Special Instructional Programs include services for the academically gifted, mentally handicapped, physically handicapped, emotionally disturbed, culturally different, pupils with learning disabilities, and special programs for other pupils.

Student Services Activities concerned with educational media services, social work services, guidance services, health services, psychological services, speech, pathology, and audiology services.

Supplies and Materials A supply item is any article or material which meets any one or more of the following conditions: 1) it is consumed in use; 2) it loses its original shape or appearance with use; 3) it isexpendable, that is, if the article is damaged or some of its parts are lost or worn out, it is usually more feasible to replace it with an entirely new unit rather than repair it (which is not true of equipment); 4) it is an inexpensive item, having characteristics of equipment, whose small unit costs makes it inadvisable to capitalize the item; and 5) it loses it’s identity through incorporation into a different or more complex unit or substance.

Transportation of Pupils Activities concerned with the conveyance of pupils to and from schools, as provided by state law. Included are trips between home and school and trips to school activities.

263


GLOSSARY OF TERMS

Tydings Amendment Federal law provides that certain federal funds not obligated during the first year of allotment shall remain available for obligation and expenditure for one additional year. Federal grant periods vary. Therefore, each grant must be reviewed to determine if the Tydings Amendment will apply. Since the Federal fiscal year begins October 1 and the State fiscal year begins July 1, many grant periods can be active up to 27 months when provisions of the Tydings Amendment are applicable.

Uniform Chart of Accounts In 1975 the General Assembly enacted a law requiring a uniform accounting system for all local school administrative units effective July 1, 1976.

264

Position Grade Teacher/Student Ratio

ADM Teacher - Base Allotment K 1:19.5 students1st 1:17.5 students2nd-3rd 1:18.5 students4th-5th 1:27 students

K-3 Teacher Assistant K-1st 1:27 students

Assistant Principal 1 per school 2 per 1,201+ students

Teaching Assistant Principal (TAP) Stipend 1 per 751-1,200 students[Based on weighted student enrollment]

Counselor 1 per school2 per 726+ students

Media Specialist 1 per school2 per 1,201+ students

Media Assistant 1 per 1,001-1,200 students

Elementary Art, Music & P.E. Teacher .5 per school[Reflects formula for each arts education area] 1 per 386-770 students

1.5 per 771-1,155 students2 per 1,156-1,540 students2.5 per 1,541+ students

Literacy Facilitator 1 per school

Secretaries 2 per school3 per 801-1,100 students4 per 1,101+ students

Note: ADM Teacher/SWS Allotment - Student Weighted Staffing (SWS) positions are allocated based on Concentration of Need Tiers. Schools are placed into tiers based on Identified Student Percentages (ISP). Tiers 2, 3 and 4 have associated weights (.30, .35 and .40 respectively), which are applied to the " identified students" meaning are those who meet certain criteria for economic disadvantaged (homeless, runaway, migrant, Head Start/Even Start, etc.). The allotment ratio for SWS may vary based on the number of SWS-eligible students (additional resources based on student need). ADM teachers and K-3 TAs are based on enrollment including Montessori Pre-K, excluding Bright Beginnings (BB) Pre-K and excluding Exceptional Children (EC) self-contained students. Elementary Arts Ed. teachers are based on enrollment including Montessori Pre-K and including EC self-contained students and excluding BB Pre-K. Other support positions are based on total enrollment.

[Based on weighted student enrollment as determined by Concentration of Need Tiers]

[Based on student enrollment (no weight); 1 "base" allotment position may be converted to cash]

[ES and PreK-6: one 12 month position; MS and PreK-8: two 12 month positions; HS, 6-12 and PreK-12: three 12 month positions]

CHARLOTTE-MECKLENBURG BOARD OF EDUCATION2016-2017 BASE ALLOTMENT & STUDENT WEIGHTED STAFFING BY GRADE LEVELELEMENTARY SCHOOLS

265


ADM Teacher - Base Allotment 6th 1:22.5 students 7th-8th 1:22 students

ISS Assistant 1 per school

Assistant Principal 1 per school2 per 1,001+ students

Counselor 1 per school2 per 526-1,050 students 3 per 1,051-1,575 students 4 per 1,576-2,100 students 5 per 2,101+ students



Academic Facilitator 1 per school

Facilitator (unspecified) 1 per school

Band Teacher 1 per school

Orchestra Teacher .5 per school

Secretaries 4 per school5 per 901-1,500 students 6 per 1,501+ students




CHARLOTTE-MECKLENBURG BOARD OF EDUCATION2016-2017 BASE ALLOTMENT & STUDENT WEIGHTED STAFFING BY GRADE LEVELMIDDLE SCHOOLS


266

2016-2017 BASE ALLOTMENT & STUDENT WEIGHTED STAFFING BY GRADE LEVEL


ADM Teacher - Base Allotment 9th 1:24 students 10-12th 1:26 students

Admininistrative Student Intervention Assistant (ASIA) 1 per school

Assistant Principal 1 per school2 per 1,001-2,300 students3 per 2,301-2,500 students4 per 2,501+ students

Teaching Assistant Principal (TAP) Stipend[Based on weighted student enrollment]

Counselor 1 per school2 per 426-850 students3 per 851-1,275 students4 per 1,276-1,700 students5 per 1,701-2,125 students6 per 2,126-2,550 students7 per 2,551-2,975 students8 per 2,976-3,400 students9 per 3,401+ students

Media Specialist 1 per school2 per 2,201-3,300 students3 per 3,301+ students

Instructional Acct. Facilitator (IAF) 1 per school

Technology Facilitator 1 per school



Secretaries 5 per school6 per 1,501-2,500 students7 per 2,501+ students



HIGH SCHOOLS




267



ADM Teacher - Base Allotment PreK-K 1:19.5 students 1st 1:17.5 students 2nd-3rd 1:18.5 students 4th-5th 1:27 students 6th 1:22.5 students

K-3 Teacher Assistant PreK-1 1:27 students

Assistant Principal 1 per school[Based on weighted student enrollment as determined by Concentration of Need Tiers]

2 per 1,201+ students

Teaching Assistant Principal (TAP) Stipend 1 per 751-1,200 students[Based on weighted student enrollment]

Counselor 1 per school2 per 801+ students



Elementary Art, Music & P.E. Teacher 1 per school[Reflects formula for each arts education area] 1.5 per 771-1,155 students

2 per 1,156-1,540 students2.5 per 1,541+ students(based on PreK-6 enrollment)


Miscellaneous Elective Teachers 1 per school

Secretaries 2 per school3 per 801-1,100 students4 per 1,101+ students





PREK-6TH GRADE SCHOOLS

268



ADM Teacher - Base Allotment K 1:19.5 students 1st 1:17.5 students 2nd-3rd 1:18.5 students 4th-5th 1:27 students 6th 1:22.5 students 7th-8th 1:22 students

K-3 Teacher Assistant K-1 1:27 students


Assistant Principal 1 per school2 per 1,001+ students

Counselor 2 per school (1 Elementary, 1 MS)3rd position if:

Elementary of 801+ students Middle School of 526+ students




2 per 1,156-1,540 students2.5 per 1,541+ students(based on K-5 enrollment only)



Facilitator (unspecified) 1 per school

Miscellaneous Elective Teachers 3 per school

Secretaries 2 per school3 per 601-900 students4 per 901-1,200 students5 per 1,201+ students


PREK-8TH GRADE SCHOOLS





269



ADM Teacher - Base Allotment 6th 1:22.5 students 7th-8th 1:22 students 9th 1:24 students 10th-12th 1:26 students


Admininistrative Student Intervention Assistant (ASIA) 1 per school

Assistant Principal 1 per school2 per 1,001-2,300 students3 per 2,301-2,500 students4 per 2,501+ students

Counselor 2 per school(1 MS, 1 HS)3rd position if: MS of 526+ students HS of 426+ students



Facilitator (unspecified) .5 per school

Instructional Acct. Facilitator (IAF) 1 per school

Technology Facilitator 1 per school



Secretaries 5 per school6 per 1,501-2,500 students7 per 2,501+ students




6TH-12TH GRADE SCHOOLS



270



ADM Teacher - Base Allotment K 1:19.5 students 1st 1:17.5 students 2nd-3rd 1:18.5 students 4th-5th 1:27 students 6th 1:22.5 students 7th-8th 1:22 students 9th 1:24 students 10th-12th 1:26 students

K-3 Teacher Assistant K-1 1:27 studentsISS Assistant 1 per schoolAdmininistrative Student Intervention Assistant (ASIA) 1 per schoolAssistant Principal 1 per school

2 per 1,001-2,300 students3 per 2,301-2,500 students4 per 2,501+ students

Counselor 3 per school(1 Elementary, 1 MS, 1 HS)

4th position if:Elementary of 801+ studentsMiddle School of 526+ studentsHigh School of 426+ students



2 per 1,156-1,540 students2.5 per 1,541+ students(based on K-5 enrollment only)

Literacy Facilitator 1 per schoolAcademic Facilitator 1 per schoolFacilitator (unspecified) .5 per schoolInstructional Acct. Facilitator (IAF) 1 per schoolTechnology Facilitator 1 per schoolBand Teacher 1 per schoolOrchestra Teacher .5 per schoolSecretaries 5 per school

6 per 1,501-2,500 students7 per 2,501+ students






K-12TH GRADE SCHOOLS

271


2016-2017 STATE TEACHER SALARY SCHEDULENON-NBPTS

YEARS OFEXPERIENCE

ANNUALSTATE BASE

AMOUNT

PERCENT OF ANNUAL

STATE BASE AMOUNT

ANNUALLOCALLY PAID

BASEAMOUNT

TOTAL TEN MONTH

BASE ANNUALSALARY

0 35,000.00$ 14.99% 5,246.50$ 40,246.50$ 1 35,750.00$ 14.99% 5,358.90$ 41,108.90$ 2 36,000.00$ 14.99% 5,396.40$ 41,396.40$ 3 36,250.00$ 14.99% 5,433.90$ 41,683.90$ 4 36,750.00$ 14.99% 5,508.80$ 42,258.80$ 5 37,250.00$ 15.02% 5,595.00$ 42,845.00$ 6 38,000.00$ 15.02% 5,707.60$ 43,707.60$ 7 38,500.00$ 15.02% 5,782.70$ 44,282.70$ 8 39,000.00$ 15.02% 5,857.80$ 44,857.80$ 9 39,500.00$ 15.02% 5,932.90$ 45,432.90$ 10 40,250.00$ 15.02% 6,045.60$ 46,295.60$ 11 41,000.00$ 15.02% 6,158.20$ 47,158.20$ 12 41,750.00$ 15.02% 6,270.90$ 48,020.90$ 13 42,500.00$ 15.02% 6,383.50$ 48,883.50$ 14 43,250.00$ 15.02% 6,496.20$ 49,746.20$ 15 45,250.00$ 15.53% 7,027.30$ 52,277.30$ 16 45,250.00$ 15.53% 7,027.30$ 52,277.30$ 17 45,250.00$ 15.53% 7,027.30$ 52,277.30$ 18 45,250.00$ 15.53% 7,027.30$ 52,277.30$ 19 45,250.00$ 15.53% 7,027.30$ 52,277.30$ 20 48,000.00$ 16.03% 7,694.40$ 55,694.40$ 21 48,000.00$ 16.03% 7,694.40$ 55,694.40$ 22 48,000.00$ 16.03% 7,694.40$ 55,694.40$ 23 48,000.00$ 16.03% 7,694.40$ 55,694.40$ 24 48,000.00$ 16.03% 7,694.40$ 55,694.40$ 25 51,000.00$ 16.03% 8,175.30$ 59,175.30$ 26 51,000.00$ 16.03% 8,175.30$ 59,175.30$ 27 51,000.00$ 16.03% 8,175.30$ 59,175.30$ 28 51,000.00$ 16.03% 8,175.30$ 59,175.30$ 29 51,000.00$ 16.03% 8,175.30$ 59,175.30$ 30 51,000.00$ 17.05% 8,695.50$ 59,695.50$ 31 51,000.00$ 17.05% 8,695.50$ 59,695.50$ 32 51,000.00$ 17.05% 8,695.50$ 59,695.50$ 33 51,000.00$ 17.05% 8,695.50$ 59,695.50$ 34 51,000.00$ 17.05% 8,695.50$ 59,695.50$

35+ 51,000.00$ 17.05% 8,695.50$ 59,695.50$

BACHELOR "A" CERTIFICATE

272


2016-2017 STATE TEACHER SALARY SCHEDULENON-NBPTS

YEARS OFEXPERIENCE

ANNUALSTATE BASE

AMOUNT

PERCENT OF ANNUAL

STATE BASE AMOUNT

ANNUALLOCALLY PAID

BASEAMOUNT

TOTAL TEN MONTH

BASE ANNUALSALARY

0 38,500.00$ 14.98% 5,767.30$ 44,267.30$ 1 39,330.00$ 14.98% 5,891.60$ 45,221.60$ 2 39,600.00$ 14.98% 5,932.10$ 45,532.10$ 3 39,880.00$ 14.98% 5,974.00$ 45,854.00$ 4 40,430.00$ 14.98% 6,056.40$ 46,486.40$ 5 40,980.00$ 15.49% 6,347.80$ 47,327.80$ 6 41,800.00$ 15.49% 6,474.80$ 48,274.80$ 7 42,350.00$ 15.49% 6,560.00$ 48,910.00$ 8 42,900.00$ 15.49% 6,645.20$ 49,545.20$ 9 43,450.00$ 15.49% 6,730.40$ 50,180.40$ 10 44,280.00$ 15.55% 6,885.50$ 51,165.50$ 11 45,100.00$ 15.55% 7,013.10$ 52,113.10$ 12 45,930.00$ 15.55% 7,142.10$ 53,072.10$ 13 46,750.00$ 15.55% 7,269.60$ 54,019.60$ 14 47,580.00$ 15.55% 7,398.70$ 54,978.70$ 15 49,780.00$ 16.55% 8,238.60$ 58,018.60$ 16 49,780.00$ 16.55% 8,238.60$ 58,018.60$ 17 49,780.00$ 16.55% 8,238.60$ 58,018.60$ 18 49,780.00$ 16.55% 8,238.60$ 58,018.60$ 19 49,780.00$ 16.55% 8,238.60$ 58,018.60$ 20 52,800.00$ 17.56% 9,271.70$ 62,071.70$ 21 52,800.00$ 17.56% 9,271.70$ 62,071.70$ 22 52,800.00$ 17.56% 9,271.70$ 62,071.70$ 23 52,800.00$ 17.56% 9,271.70$ 62,071.70$ 24 52,800.00$ 17.56% 9,271.70$ 62,071.70$ 25 56,100.00$ 17.56% 9,851.20$ 65,951.20$ 26 56,100.00$ 17.56% 9,851.20$ 65,951.20$ 27 56,100.00$ 17.56% 9,851.20$ 65,951.20$ 28 56,100.00$ 17.56% 9,851.20$ 65,951.20$ 29 56,100.00$ 17.56% 9,851.20$ 65,951.20$ 30 56,100.00$ 18.59% 10,429.00$ 66,529.00$ 31 56,100.00$ 18.59% 10,429.00$ 66,529.00$ 32 56,100.00$ 18.59% 10,429.00$ 66,529.00$ 33 56,100.00$ 18.59% 10,429.00$ 66,529.00$ 34 56,100.00$ 18.59% 10,429.00$ 66,529.00$

35+ 56,100.00$ 18.59% 10,429.00$ 66,529.00$

BACHELOR "M" CERTIFICATE

273


2016-2017 STATE TEACHER SALARY SCHEDULENBPTS

YEARS OFEXPERIENCE

ANNUALSTATE BASE

AMOUNT

PERCENT OF ANNUAL

STATE BASE AMOUNT

ANNUALLOCALLY PAID

BASEAMOUNT

TOTAL TEN MONTH

BASE ANNUALSALARY

0 N/A N/A N/A N/A1 N/A N/A N/A N/A2 N/A N/A N/A N/A3 40,600.00$ 14.97% 6,077.80$ 46,677.80$ 4 41,160.00$ 14.97% 6,161.70$ 47,321.70$ 5 41,720.00$ 15.04% 6,274.70$ 47,994.70$ 6 42,560.00$ 15.04% 6,401.00$ 48,961.00$ 7 43,120.00$ 15.04% 6,485.20$ 49,605.20$ 8 43,680.00$ 15.04% 6,569.50$ 50,249.50$ 9 44,240.00$ 15.04% 6,653.70$ 50,893.70$ 10 45,080.00$ 15.04% 6,780.00$ 51,860.00$ 11 45,920.00$ 15.04% 6,906.40$ 52,826.40$ 12 46,760.00$ 15.04% 7,032.70$ 53,792.70$ 13 47,600.00$ 15.04% 7,159.00$ 54,759.00$ 14 48,440.00$ 15.04% 7,285.40$ 55,725.40$ 15 50,680.00$ 15.53% 7,870.60$ 58,550.60$ 16 50,680.00$ 15.53% 7,870.60$ 58,550.60$ 17 50,680.00$ 15.53% 7,870.60$ 58,550.60$ 18 50,680.00$ 15.53% 7,870.60$ 58,550.60$ 19 50,680.00$ 15.53% 7,870.60$ 58,550.60$ 20 53,760.00$ 16.01% 8,607.00$ 62,367.00$ 21 53,760.00$ 16.01% 8,607.00$ 62,367.00$ 22 53,760.00$ 16.01% 8,607.00$ 62,367.00$ 23 53,760.00$ 16.01% 8,607.00$ 62,367.00$ 24 53,760.00$ 16.01% 8,607.00$ 62,367.00$ 25 57,120.00$ 16.05% 9,167.80$ 66,287.80$ 26 57,120.00$ 16.05% 9,167.80$ 66,287.80$ 27 57,120.00$ 16.05% 9,167.80$ 66,287.80$ 28 57,120.00$ 16.05% 9,167.80$ 66,287.80$ 29 57,120.00$ 16.05% 9,167.80$ 66,287.80$ 30 57,120.00$ 17.06% 9,744.70$ 66,864.70$ 31 57,120.00$ 17.06% 9,744.70$ 66,864.70$ 32 57,120.00$ 17.06% 9,744.70$ 66,864.70$ 33 57,120.00$ 17.06% 9,744.70$ 66,864.70$ 34 57,120.00$ 17.06% 9,744.70$ 66,864.70$

35+ 57,120.00$ 17.06% 9,744.70$ 66,864.70$

NBPTS: National Board Professional Teaching Standards certification

BACHELOR "A" CERTIFICATE

274


2016-2017 STATE TEACHER SALARY SCHEDULENBPTS

YEARS OFEXPERIENCE

ANNUALSTATE BASE

AMOUNT

PERCENT OF ANNUAL

STATE BASE AMOUNT

ANNUALLOCALLY PAID

BASEAMOUNT

TOTAL TEN MONTH

BASE ANNUALSALARY

0 N/A N/A N/A N/A1 N/A N/A N/A N/A2 N/A N/A N/A N/A3 44,230.00$ 14.98% 6,625.70$ 50,855.70$ 4 44,840.00$ 14.98% 6,717.00$ 51,557.00$ 5 45,450.00$ 15.47% 7,031.10$ 52,481.10$ 6 46,360.00$ 15.47% 7,171.90$ 53,531.90$ 7 46,970.00$ 15.47% 7,266.30$ 54,236.30$ 8 47,580.00$ 15.47% 7,360.60$ 54,940.60$ 9 48,190.00$ 15.47% 7,455.00$ 55,645.00$ 10 49,110.00$ 15.55% 7,636.60$ 56,746.60$ 11 50,020.00$ 15.55% 7,778.10$ 57,798.10$ 12 50,940.00$ 15.55% 7,921.20$ 58,861.20$ 13 51,850.00$ 15.55% 8,062.70$ 59,912.70$ 14 52,770.00$ 15.55% 8,205.70$ 60,975.70$ 15 55,210.00$ 16.54% 9,131.70$ 64,341.70$ 16 55,210.00$ 16.54% 9,131.70$ 64,341.70$ 17 55,210.00$ 16.54% 9,131.70$ 64,341.70$ 18 55,210.00$ 16.54% 9,131.70$ 64,341.70$ 19 55,210.00$ 16.54% 9,131.70$ 64,341.70$ 20 58,560.00$ 17.58% 10,294.80$ 68,854.80$ 21 58,560.00$ 17.58% 10,294.80$ 68,854.80$ 22 58,560.00$ 17.58% 10,294.80$ 68,854.80$ 23 58,560.00$ 17.58% 10,294.80$ 68,854.80$ 24 58,560.00$ 17.58% 10,294.80$ 68,854.80$ 25 62,220.00$ 17.58% 10,938.30$ 73,158.30$ 26 62,220.00$ 17.58% 10,938.30$ 73,158.30$ 27 62,220.00$ 17.58% 10,938.30$ 73,158.30$ 28 62,220.00$ 17.58% 10,938.30$ 73,158.30$ 29 62,220.00$ 17.58% 10,938.30$ 73,158.30$ 30 62,220.00$ 18.60% 11,572.90$ 73,792.90$ 31 62,220.00$ 18.60% 11,572.90$ 73,792.90$ 32 62,220.00$ 18.60% 11,572.90$ 73,792.90$ 33 62,220.00$ 18.60% 11,572.90$ 73,792.90$ 34 62,220.00$ 18.60% 11,572.90$ 73,792.90$

35+ 62,220.00$ 18.60% 11,572.90$ 73,792.90$

NBPTS: National Board Professional Teaching Standards certification

MASTER "M" CERTIFICATE

275


2016-2017 STATE PSYCHOLOGIST SALARY SCHEDULE

YEARS OFEXPERIENCE

ANNUALSTATE BASE

AMOUNT

PERCENT OF ANNUAL

STATE BASE AMOUNT

ANNUALLOCALLY PAID

BASEAMOUNT

TOTAL TEN MONTH

BASE ANNUALSALARY

0 40,980.00$ 21.14% 8,663.20$ 49,643.20$ 1 41,800.00$ 21.14% 8,836.50$ 50,636.50$ 2 42,350.00$ 21.14% 8,952.80$ 51,302.80$ 3 42,900.00$ 21.14% 9,069.10$ 51,969.10$ 4 43,450.00$ 21.14% 9,185.30$ 52,635.30$ 5 44,280.00$ 22.16% 9,812.40$ 54,092.40$ 6 45,100.00$ 22.16% 9,994.20$ 55,094.20$ 7 45,930.00$ 22.16% 10,178.10$ 56,108.10$ 8 46,750.00$ 22.16% 10,359.80$ 57,109.80$ 9 47,580.00$ 22.16% 10,543.70$ 58,123.70$ 10 49,780.00$ 22.65% 11,275.20$ 61,055.20$ 11 49,780.00$ 22.65% 11,275.20$ 61,055.20$ 12 49,780.00$ 22.65% 11,275.20$ 61,055.20$ 13 49,780.00$ 22.65% 11,275.20$ 61,055.20$ 14 49,780.00$ 22.65% 11,275.20$ 61,055.20$ 15 52,800.00$ 23.64% 12,481.90$ 65,281.90$ 16 52,800.00$ 23.64% 12,481.90$ 65,281.90$ 17 52,800.00$ 23.64% 12,481.90$ 65,281.90$ 18 52,800.00$ 23.64% 12,481.90$ 65,281.90$ 19 52,800.00$ 23.64% 12,481.90$ 65,281.90$ 20 56,100.00$ 23.65% 13,267.70$ 69,367.70$ 21 56,100.00$ 23.65% 13,267.70$ 69,367.70$ 22 56,100.00$ 23.65% 13,267.70$ 69,367.70$ 23 56,100.00$ 23.65% 13,267.70$ 69,367.70$ 24 56,100.00$ 23.65% 13,267.70$ 69,367.70$ 25 60,310.00$ 23.68% 14,281.40$ 74,591.40$ 26 60,310.00$ 23.68% 14,281.40$ 74,591.40$ 27 60,310.00$ 23.68% 14,281.40$ 74,591.40$ 28 60,310.00$ 23.68% 14,281.40$ 74,591.40$ 29 60,310.00$ 23.68% 14,281.40$ 74,591.40$ 30 60,310.00$ 23.68% 14,281.40$ 74,591.40$ 31 60,310.00$ 23.68% 14,281.40$ 74,591.40$ 32 60,310.00$ 23.68% 14,281.40$ 74,591.40$ 33 60,310.00$ 23.68% 14,281.40$ 74,591.40$ 34 60,310.00$ 23.68% 14,281.40$ 74,591.40$

35+ 60,310.00$ 23.68% 14,281.40$ 74,591.40$

MASTER "M" CERTIFICATE

276


AVID PROGRAM SALARY SCHEDULE FOR 2016-2017

After School Enrichment Program

Site Coordinator Entry $14.88 per hour

Lead Associate Entry $12.94 per hour

Teaching Associate Entry $11.25 per hour

Assistant Entry $10.71 per hour

Tutor $18.87 per hour

Title I Program

Title I Certified Tutor $18.87 per hour

AVID Program

Tutor $10.20 per hour

AFTER SCHOOL ENRICHMENT, TUTOR, TITLE I AND

277


SUBSTITUTE AND NON-ATHLETIC STIPENDSPAY RATES FOR 2016-2017

SUBSTITUTE TEACHERS Effective July 1, 2016Certified Substitute Teachers $103.00 per dayNon-Certified Substitute Teachers $80.00 per dayTeacher Assistants as Classroom Substitutes $141.53 per dayPermanent Substitute $100.00 per day

OTHER SUBSTITUTE RATES Effective July 1, 2016Substitute EC Teacher Assistants $11.17 per hourSubstitute ASEP Assistants $10.71 per hourSubstitute Cafeteria Workers $10.71 per hourSubstitute Bus Drivers $11.25 per hourSubstitute Cafeteria ManagersSubstitute Secretaries

STIPENDS Effective July 1, 2016Non-Athletic Stipends (Sr. High Only) $1,440.00 AnnuallyLead Teacher/Alternative School $247.50 MonthlyAssistant Principal Intern $3,730.00 MonthlyPrincipal Fellow $1,512.00 MonthlyMentor (Single Mentee) $100.00 MonthlyMentor (Two Mentees) $200.00 MonthlyHonorarium $100.00 Per PointA+ Mentor (One or More Mentees) $100.00 MonthlyVideo Conferencing Teacher $144.00 Monthly Teaching Assistant Principal $88.00 MonthlyBand Director $2,640.00 AnnuallyElementary - Chess; Math Olympiad $200.00 AnnuallyMiddle School - Chess; National Academic League $300.00 AnnuallySr High - Chess; Science Olympiad $400.00 Annually

COMMUNITY USE OF SCHOOLS Effective July 1, 2016CustodiansNon-Exempt Non-Custodians $10.71 per hourExempt Employees $12.00 per hour

Entry level for given positionEntry level for given position

Hourly Rate

278


2016-2017 SALARY SCHEDULE FOR EXEMPT POSITIONS

PAYPOSITION GRADE MONTHS MINIMUM MAXIMUM

PRINCIPAL High School P6 12 $ 89,211.20 $ 147,180.80 Essential and Specialty School PS 12 75,317.55 124,280.00 Middle School P5 12 73,736.00 121,659.20 Elementary School P4 12 67,017.60 110,593.60

ASSISTANT PRINCIPAL High School P3 11 53,043.47 87,516.00 Middle School P2 11 49,401.73 81,529.07 Elementary School P1 11 45,798.13 75,561.20

EXECUTIVE DIRECTOR 11 12 82,305.60 131,705.60 DIRECTOR 10 12 71,572.80 114,524.80 DIRECTOR 9 12 62,233.60 99,590.40 DIRECTOR 8 12 54,121.60 86,590.40

Where Applicable:Advanced Certificate, Doctorate, Longevity Payments, School-House Bonus and ABC Bonus will be added.

SALARY INFORMATION

279


2016-17 MASTER SALARY SCHEDULE FOR EXEMPT POSITIONS

PAY GRADE POSITION TITLE MO

MONTHLY MINIMUM

MONTHY MAXIMUM

4 COORDINATOR, TEXTBOOK INVENTORY 12 2,579.20$ 4,125.33$

5 ACCOUNTANT 12 2,965.73$ 4,744.13$ CLERK TO THE BOARD 12COORDINATOR, VOLUNTEER 12COORDINATOR, BUILDING SERVICES INFORMATION 12COORDINATOR, HELP DESK 12COORDINATOR, LAWSON HELP DESK 12COORDINATOR, PARTNERSHIP 12COORDINATOR, SAFE SCHOOLS 12COORDINATOR, TRANSITION 12ENGINEER, NETWORK SUPPORT 12INSTRUCTOR, ORIENTATION AND MOBILITY 10PROJECT COORDINATOR INFORMATION SYSTEMS 12PURCHASING AGENT 12SCREENER, PRE-K 12SCREENER, PREK-TITLE I 12SUPERVISOR, ALARM SYSTEMS 12SUPERVISOR, CN INVENTORY 12SUPERVISOR, OFFICE 12SUPERVISOR, SCHOOL LAW ENFORCE COMMUNICATIONS 12

6 ACCOUNTANT II 12 3,409.47$ 5,456.53$ ADMINISTRATIVE ASSISTANT TO THE CHIEF OPERATING OFFICER 12ADMINISTRATIVE ASSISTANT TO THE FINANCE OFFICER 12ADMINISTRATIVE ASSISTANT, CHIEF HR OFFICER 12ADMINISTRATIVE ASSISTANT, CHIEF PER OFFICER 12ADMINISTRATIVE ASSISTANT TO GENERAL COUNSEL 12ADMINISTRATOR, TECH COMPLIANCE 12ADMINISTRATOR, TIMS DATABASE 12ANALYST, BUDGET 12ANALYST, CAPITAL PROJECTS 12ANALYST, HRIS COMPLIANCE 12ANALYST, WORKFORCE MANAGEMENT 12ASSISTANT, ADMINISTRATIVE TO THE CHIEF OF STAFF 12ASSITANT SUPERVISOR - MAINT. I 12COORDINATOR, AMERICANS WITH DISABILITIES 12COORDINATOR, ASSESSMENT & TECH 12COORDINATOR, BEGINNING TCHR SUPPORT PROGRAM 12COORDINATOR, ELL SERVICES 12COORDINATOR, MANAGED INVENTORY 12COORDINATOR, POWERSCHOOL 12COORDINATOR, REAL ESTATE 12ENGINEER, SYSTEMS 12HEARING OFFICER 12LIAISON, AT-RISK STUDENTS INTERVENTION 12LIAISON, EDUCATIONAL WITH DSS 12LIAISON, YOUTH AND FAMILY SERVICES WITH DSS 12MANAGER, PROCUREMENT CARD 12MANAGER, SCHOOL BOARD SERVICES 12MANAGER, STORAGE AND DISTRIBUT 12PROGRAM ASSISTANT, ASEP 12SPECIALIST, VIDEO TECHNOLOGY 12

280




MONTHLY MINIMUM

MONTHY MAXIMUM

6 SUPERVISOR, ACCOUNTS PAYABLE 12 3,409.47$ 5,456.53$ SUPERVISOR, AREA OPERATIONS 12SUPERVISOR, CN TECHNOLOGY 12SUPERVISOR, GRAPHIC PRODUCTION 12SUPERVISOR, GROUNDS MAINTENANC 12SUPERVISOR, PAYROLL PROCESSING 12SUPERVISOR, PEST MANAGEMENT 12SUPERVISOR, TRANSPORTATION MAINTENANCE 12

7 ACCOUNTANT, SENIOR 12 3,922.53$ 6,274.67$ ADMINISTRATOR, FLEET QUALITY ASSURANCE 12ANALYST, BENEFITS 12ANALYST, DATA INTEGRITY 12ANALYST, HR SYSTEMS TRAINING 12ANALYST, HRIS DATA QUALITY 12ANALYST, PROGRAMMER 12ANALYST, QUALITY INVENTORY 12ASSISTANT, ADMINISTRATIVE TO THE CHIEF ACADEMIC OFFICER 12ASSITANT TO THE DEP SUPERINTENDENT 12COACH, ELEMENTARY INST DATA 12COACH, INSTRUCTIONAL DATA 12COORDINATOR RTI IMPLEM-BEHAVIOR 12COORDINATOR RTI IMPLEMENTATION 12COORDINATOR, TECH PROJ & TRAINING 12COORDINATOR, BEHAVIOR SUPPORT 10COORDINATOR, COMMUNITY SUPPORT 12COORDINATOR, COURT & STUDENT DISCIPLINE 12COORDINATOR, EC TECHNOLOGY 11COORDINATOR, EXTENDED DAY 12COORDINATOR, INFORMATION SYSTEMS 12COORDINATOR, LEP COMMITTEE 12COORDINATOR, MAGNET PROGRAMS 12COORDINATOR, MANAGING FOR PERFORMANCE 12COORDINATOR, MEAS OPS 12COORDINATOR, MWSBE COMPLIANCE 12COORDINATOR, PL COMMUNITY ENG 12COORDINATOR, PRE-K ENROLLMENT 12COORDINATOR, PRE-K LICENSING 12COORDINATOR, PROF DEVELOPMENT 12COORDINATOR, PROGRAM DEVELOPMENT 12COORDINATOR, RESEARCH, ASSESSMENT, PLAN - DATA MGMT 12COORDINATOR, TITLE 1 COMPLIANCE 12COORDINATOR, WHAT WORKS GRANT 12DEVELOPER, GRANT 12DEVELOPER, WEB 12ENGINEER, NETWORK 12ENGINEER, SENIOR SYSTEMS 12EVALUATOR, COMMON EXAM 10MANAGER, BUILDING SERVICES PROCESS IMPROVEMENT 12MANAGER, COMMUNITY USE OF SCHOOL 12MANAGER, INFORMATION SYSTEMS 12NUTRITIONIST 12PARALEGAL 12

281




MONTHLY MINIMUM

MONTHY MAXIMUM

7 PLANNER, SPECIAL EVENTS 12 3,922.53$ 6,274.67$ PROJECT MANAGER, CREATIVE SERVICES 12PURCHASING AGENT, SENIOR 12SPEC, ATHLETICS CREATIVE MEDIA 12SPEC, COMM STRATEGY 12SPEC, CREATIVE MEDIA 12SPEC, SOCIAL MEDIA 12SPECIALIST, CUSTOMER SERVICE & CURRICULUM 12SPECIALIST, DIVERSITY 12SPECIALIST, DRIVER EDUCATION 12SPECIALIST, ELEMENTARY & MIDDLE 12SPECIALIST, EMPLOYEE RELATIONS 12SPECIALIST, FAMILY AND COMMUNITY SERVICES 12SPECIALIST, INTERNAL COMMUNICATIONS 12SPECIALIST, MEDIA RELATIONS 12SPECIALIST, MEDIA-CENTRAL OFFICE 12SPECIALIST, RISK & FIRE SAFETY 12SPECIALIST, SAFETY 12SPECIALIST, SAFETY & TRAINING 12SPECIALIST, STUDENT PLACEMENT 12SPECIALIST, TECH & EVALUATION 12SUPERVISOR - MAINTENANCE OPS I 12SUPERVISOR, AREA CHILD NUTRITION 12SUPERVISOR, BENEFITS 12SUPERVISOR, EQUIPMENT MAINTENANCE 12SUPERVISOR, LEAVES OF ABSENCE 12SUPERVISOR, WAREHOUSE 12WRITER, SENIOR EDITOR 12

8 ADMINISTRATOR, KRONOS SYSTEM 12 4,510.13$ 7,215.87$ ADMINISTRATOR, LEGAL SERVICES 12ADMINISTRATOR, MWSBE 12ADMINISTRATOR, SECURITY TECHNOLOGY SERVICES 12ANALYST, ASSESSMENT PROGRAM 12ANALYST, BUSINESS 12ANALYST, DATA 12ANALYST, SENIOR PROGRAMMER 12ANALYST, SUMMATIVE MEASUREMENT 12ASSISTANT DIRECTOR, ATHLETICS 12ASSISTANT DIRECTOR, PRE-K PROGRAM 12ASSISTANT DIRECTOR, TECHNOLOGY 12ASSISTANT DIRECTOR, TELECOMMUNICATION 12ASSISTANT TO THE SUPERINTENDENT 12ASSITANT DIRECTOR, BRIGHT BEGINNINGS 12ASSISTANT DIRECTOR, COMMUNITY PARTNERSHIP INITIATIVES 12ASSITANT DIRECTOR, HIGHER ED PARTNERSHIPS 12COACH, PER. LEARNING INSTRUCTION 12COORDINATOR, TITLE IX 12DATA BASE ADMINISTRATOR 12DEP CHIEF OF POLICE 12DIRECTOR, ACCOUNTS PAYABLE 12DIRECTOR, GRAPHIC PRODUCTION 12DIRECTOR, SAFETY 12

282




MONTHLY MINIMUM

MONTHY MAXIMUM

8 ENGINEER, CONSTRUCTION 12 4,510.13$ 7,215.87$ ENGINEER, FACILITIES 12EXEC COORDINATOR BEACON INITIATIVE 12EXEC COORDINATOR OSP 12EXEC COORDINATOR PROJECT LIFT 12EXEC. COORDINATOR RACE TO THE TOP 12LIAISON, LEAD WITH DSS 12MANAGER - INVENTORY OPERATIONS 12MANAGER, DATA 10MANAGER, EMPLOYEE RELATIONS 12MANAGER, PROJECT 12MANAGER, STUDENT DATA 12MGR, INT MEDIA 12MGR., LEAD INFORMATION SYSTEMS 12PROGRAMMER, SR. ACCOUNTABILITY 12PROJECT MANAGER, EC 12PROJECT MANAGER, HUMAN CAPITAL STRATEGY 12PROJECT MANAGER, INFO SYSTEM 12PROJECT MANAGER, PEP GRANT 12PROJECT MANAGER, PRIN PIPELINE 12PROJECT MGR - FACILITES MAINTENANCE 12SHOP FOREMAN, TRANSPORTATION 12SPEC, LANGUAGE MINORITY STUDENT 12SPEC., ENGLISH LANG. LEARNER 12SPEC.,ENV HEALTH & STEWARDSHIP 12SPECIALIST, ADVANCED STUDIES 12SPECIALIST, BUDGET 12SPECIALIST, CAREER AND TECH ED 12SPECIALIST, CHARACTER DEVELOPMENT INITIATIVE 12SPECIALIST, CHILD NUTRITION FACILITIES 12SPECIALIST, CN TALENT DEVELOPMENT 12SPECIALIST, COMP & BENEFIT-II 12SPECIALIST, COMPLIANCE 12SPECIALIST, EC BEHAV SUPP SERV 12SPECIALIST, EC COMP TECH 12SPECIALIST, EC INSTR. PROGRAM 12SPECIALIST, EC PROGRAM AND RELATED SERVICES 12SPECIALIST, EC SECONDARY 12SPECIALIST, ELEM LITERACY T1 12SPECIALIST, ELEM MATH T1 12SPECIALIST, ELEMENTARY MATH 12SPECIALIST, ELEMENTARY SCIENCE 12SPECIALIST, ELL INSTRUC TECH 12SPECIALIST, ENGLISH CURRICULUM 12SPECIALIST, EXCEPTIONAL CHILDREN 12SPECIALIST, EXTENDED DAY 12SPECIALIST, GLOBAL STUDIES 12SPECIALIST, HRIS SUPPORT 12SPECIALIST, INSTRUCTIONAL TECHNOLOGY 12SPECIALIST, INTERVENTION TEAM 12SPECIALIST, LITERACY 12SPECIALIST, MAGNET PROGRAM 12SPECIALIST, MATH 12

283




MONTHLY MINIMUM

MONTHY MAXIMUM

8 SPECIALIST, MH PROGRAM 12 4,510.13$ 7,215.87$ SPECIALIST, MTSS & EDPLAN 12SPECIALIST, PERFORMANCE MANAGEMENT 12SPECIALIST, PERFORMING ARTS 12SPECIALIST, PHYSICAL EDUCATION 12SPECIALIST, PLANNING 12SPECIALIST, PRE-K TITLE I CURRICULUM 12SPECIALIST, PROFESSIONAL DEVELOPMENT PROGRAMS 12SPECIALIST, PROFESSIONAL DEVELOPMENT 12SPECIALIST, PROGRAM EC EXTENDED CONTENT STANDARDS 12SPECIALIST, PSYCHOLOGY 12SPECIALIST, SCHOOL OPTIONS & INNOVATION 12SPECIALIST, SCHOOL COUNSELING 12SPECIALIST, SCHOOL HEALTH 12SPECIALIST, SEC LITERACY T1 12SPECIALIST, SEC MATH T1 12SPECIALIST, SECONDARY MATH 12SPECIALIST, SECONDARY SCIENCE 12SPECIALIST, SHELTERED INSTRUCTION 12SPECIALIST, SOCIAL STUDIES 12SPECIALIST, SOCIAL WORKERS & SITE COORDINATORS 12SPECIALIST, SOURCING 12SPECIALIST, TITLE 1 PD LITERACY 12SPECIALIST, TITLE 1 PD MATH 12SPECIALIST, TALENT DEVELOPMENT 12SPECIALIST, TD COMPLIANCE 12SPECIALIST, TITLE 1 12SPECIALIST, TITLE I MCV 12SPECIALIST, TRANSPORTATION 12SPECIALIST, TRUANCY COORDINATOR 12SPECIALIST, VIRTUA LEARNING 12SPECIALIST, VISUAL ARTS 12SPECIALIST, WELLNESS & MARKET 12SPECIALIST, WORLD LANGUAGE 12SUPERVISOR- MAINTENANCE OPS II 12SUPERVISOR, ELECTRICAL 12SUPERVISOR, HVAC 12TEMP SPECIALIST 12THERAPIST, OCCUPATIONAL 10THERAPIST, PHYSICAL 10

9 ADMINISTRATOR, ENTERSHAREPOINT 12 5,186.13$ 8,299.20$ ANALYST, SENIOR ASSESSMENT PROGRAM 12ANALYST, SENIOR COMPUTER SYSTEMS 12ANALYST, SENIOR RESEARCH & EVALUATION 12ANALYST, SRENIOR TESTING 12ARCHITECT, SENIOR FACILITIES 12AREA ADMINISTRATOR, STUDENT SERVICES 11ASSISTANT DIRECTOR, NETWORK SYSTEMS 12ASSISTANT DIRECTOR, TECHNICAL 12ASSITANT DIRECTOR, STUDENT APP & DEV 12ASSITANT DIRECTOR, BUSINESS SYSTEMS 12DIRECTOR, LAWSON INTEGRATION 12

284




MONTHLY MINIMUM

MONTHY MAXIMUM

9 DIRECTOR, VIRTUAL LEARNING & MEDIA SERVICES 12 5,186.13$ 8,299.20$ DIRECTOR, STUDENT RECORDS, ATT & INTERNATIONAL ADM 12DIRECTOR, ARTS EDUCATION 12DIRECTOR, ATHLETICS 12DIRECTOR, CN BUSINESS SERVICES 12DIRECTOR, CN OPS 12DIRECTOR, COMMUNICATIONS STRATEGY 12DIRECTOR, ESL STUDENT EDUCATION 12DIRECTOR, FINANCIAL SYSTEMS SUPPORT 12DIRECTOR, PAYROLL 12DIRECTOR, PREK-12 MATH AND SCIENCE INSTRUCTION 12DIRECTOR, REGIONAL ALTERNATIVE LICENSING CENTER (RALC) 12DIRECTOR, STUDENT PLACEMENT SERVICES 12DIRECTOR, TEACHER PROFESSIONAL DEVELOPMENT 12ENGINEER, SENIOR CONSTRUCTION 12ENGINEER, SENIOR ELECTRICAL 12ENGINEER, SENIOR MECHANICAL 12ENGINEER, SENIOR NETWORK 12MANAGER, DISTRICT STRATEGY 12MANAGER, ENERGY 12MANAGER, ENVIRONMENTAL SERVICES 12MANAGER, FACILITIES CONTRACT A 12MANAGER, FLEET 12MANAGER, ROUTING AND SCHEDULING 12MANAGER, TALENT ACQUISITION 12MANAGER, TRANSPORTATION SUPPORT 12MGR, SCHOOL COUNSELING PROGRAM 12PROJECT MANAGER, SR CONSTRUCTION 12SPEC, PROJ LIFT HUMAN CAPITAL 12SPECIALIST, TRANSFORMATION SERVICES 12SR ANALYST, CAR PERF IMP STRAT 12SR ANALYST, STUDENT PL COMP SYST 12SR. AN DATA A & R 12SR. MANAGER PROPERTY PORTFOLIO 12SR. SOLUTIONS ANALYST 12SUPPORT TEAM LEADER, COMMUNITY 12SUPPORT TEAM LEADER, DISTRICT SUPPORT 12TEAM LEADER, BEACON HUMAN CAPITAL 12

10 ASSOC GEN COUNSEL 12 5,964.40$ 9,543.73$ CHIEF OF POLICE 12DIRECTOR, BUDGET DEVELOPMENT & MANAGEMENT 12DIR, MAGNET PROG & SCHOOL REDE 12DIRECTOR, SAFETY, ENVIORNMENTAL HEALTH 12DIRECTOR DATA USE FOR SCH IMPR 12DIR., ACCT POLICY & PLANNING 12DIR., STRATEGIC INITIATIVES 12DIRECTOR, ACCT & AUDITING 12DIRECTOR, ADVANCED STUDIES 12DIRECTOR, AFTER SCHOOL ENRICHMENT 12DIRECTOR, ARCHITECTURE 12DIRECTOR, BLDG SVCS SUPPORT 12DIRECTOR, BUDGET DEVELOPMENT 12

285




MONTHLY MINIMUM

MONTHY MAXIMUM

10 DIRECTOR, BUDGET OPERATIONS 12 5,964.40$ 9,543.73$ DIRECTOR, BUSINESS SYSTEMS 12DIRECTOR, CAREER AND TECH EDUCATION 12DIRECTOR, CHILD NUT SPECIAL PROJECTS 12DIRECTOR, COMPENSATION 12DIRECTOR, CUSTODIAL SERVICES 12DIRECTOR, DATA CENTER OPERATIONS 12DIRECTOR, EXCEPTIONAL CHILDREN - ADMINSTRATIVE SERVICES 12DIRECTOR, EXCEPTIONAL CHILDREN - EDUCATIONAL SERVICES 12DIRECTOR, ELEM EDUCATION 12DIRECTOR, GRANT INNOVATION 12DIRECTOR, HUMANITIES 12DIRECTOR, K-12 LITERACY 12DIRECTOR, LICENSURE ADMINISTRATION 12DIRECTOR, MAINTENANCE 12DIRECTOR, PERSONALIZED LEARNING 12DIRECTOR, PLNG & REAL ESTATE 12DIRECTOR, PRE-K SERVICES 12DIRECTOR, PREK-12 ACADEMIC SUPPORT 12DIRECTOR, PROJECT & CHANGE MANAGEMENT 12DIRECTOR, PROPERTY AND QUALITY 12DIRECTOR, RESEARCH & EVALUATION 12DIRECTOR, SAFETY & QUALITY MANAGEMENT 12DIRECTOR, SECONDARY ED & ADVANCED STUDIES 12DIRECTOR, STATE TESTING 12DIRECTOR, STUDENT APPLICATIONS 12DIRECTOR, TECHNOLOGY SERVICES 12DIRECTOR, TELECOMMUNICATIONS 12DIRECTOR, TITLE I 12DIRECTOR, TRANSPORTATION SUPPORT SERVICES 12DIRECTOR, TRANSPORTATION OPERATIONS 12DIRECTOR, WAREHOUSE OPERATIONS 12ENTERPRISE DATA ARCHITECT 12ENTERPRISE DATA RESEARCH ARCHITECT 12FELLOW, BROAD 12PROGRAM MANAGER 12PROGRAM MANAGER, TECHNOLOGY SERVICES 12SOLUTIONS ARCHITECT 12SPECIALIST, PERSONALIZED LEARNIG 12

11 CONSULTANT, ORG DEVELOPMENT 12 6,858.80$ 10,975.47$ ED, FACILITIES PLANNING & MANAGEMENT 12ED, SCHOOL TURN AROUND & PERFORMANCE IMPROVEMENT 12EXECUTIVE DIRECTOR, ACCOUNTABILITY 12EXECUTIVE DIRECTOR, BUDGET DEVELOPMENT & MGMT SRVC 12EXECUTIVE DIRECTOR, DATA QUALITY 12EXECUTIVE DIRECTOR, EMPLOYEE SUPPORT SERVICES 12EXECUTIVE DIRECTOR, FINANCIAL SERVICES 12EXECUTIVE DIRECTOR, G6-12 LEARNING & TEACHING 12EXECUTIVE DIRECTOR, HR PLANNING & WORKFORCE MGMT 12EXECUTIVE DIRECTOR, INVENTORY AND DISTRIBUTION 12EXECUTIVE DIRECTOR, LEARNING & TEACHING 12EXECUTIVE DIRECTOR, ORGANIZATIONAL DEVELOPMENT 12

286




MONTHLY MINIMUM

MONTHY MAXIMUM

11 EXECUTIVE DIRECTOR, PREK-5 LEARNING & TEACHING 12 6,858.80$ 10,975.47$ EXECUTIVE DIRECTOR, PROJECT LIFT 12EXECUTIVE DIRECTOR, SOURCING & ONBOARDING 12EXECUTIVE DIRECTOR, STRATEGIC PLANNING & PROJECT MGMT 12EXECUTIVE DIRECTOR, TALENT MANAGEMENT & HRIS 12EX DIRECTOR, COMMUNICATIONS 12EXEC DIRECTOR, LEADERSHIP DEVELOPMENT 12EXEC. DIR., TECHNOLOGY SERVICE 12EXECUTIVE DIR., STUDENT SERVICES 12EXECUTIVE DIRECTOR, ALTERNATIVE EDUCATION 12EXECUTIVE DIRECTOR, ASSESSMENT 12EXECUTIVE DIRECTOR, CHILD NUTRITION 12EXECUTIVE DIRECTOR, CMPS FOUNDATION & PARTNERSHIPS 12EXECUTIVE DIRECTOR, COMMUNITY 12EXECUTIVE DIRECTOR, EMPLOYEE RELATIONS 12EXECUTIVE DIRECTOR, ESL STUDENT EDUCATION 12EXECUTIVE DIRECTOR, FACILITIES 12EXECUTIVE DIRECTOR, HR ADMINISTRATION 12EXECUTIVE DIRECTOR, OSP 12EXECUTIVE DIRECTOR, PROCUREMENT 12EXECUTIVE DIRECTOR, STUDENT PLACEMENT 12EXECUTIVE DIRECTOR, TITLE I 12EXECUTIVE DIRECTOR, TRANSFORMATION 12EXECUTIVE DIRECTOR, TRANSPORTATION 12OMBUDSMAN 12SRASSOC GENCOUNSEL 12

287


2016-17 MASTER SALARY SCHEDULE FOR NON-EXEMPT POSITIONS


MONTHLY MINIMUM

MONTHY MAXIMUM

1 ASSISTANT, ALTERNATIVE EDUCATION 9 1,743.73$ 2,159.73$ ASSISTANT, ASEP W/OUT BENEFITS 10ASSISTANT, ASEP WITH BENEFITS 10ASSISTANT, BEFORE SCHOOL ENRICHMENT 10ASSISTANT, BILINGUAL RES TITLE 10ASSISTANT, LUNCH ROOM 9 ASSISTANT, PRE-K SAFETY 9 ASSISTANT, TITLE I BILINGUAL R 12BUS MONITOR 9 BUS MONITOR - TURNING POINT 9 CAFETERIA WORKER 9 CAFETERIA WORKER - PTB 9 CUSTODIAN 12CUSTODIAN-FLOATER 12DRIVER, DELIVERY 12GROUNDS WORKER 12PLUMBER I 12SUBSTITUTE, CAFETERIA 12SUBSTITUTE, SECRETARY 12TRAINEE, BUS DRIVER 12WAREHOUSE WORKER 12WAREHOUSE WORKER I 12

2 ADVOCATE, CHILD FIND 12 1,950.00$ 2,483.87$ ASSISTANT MANAGER, CAFETERIA 6 9 ASSISTANT MANAGER, CAFETERIA 6.5 9 ASSISTANT MANAGER, CAFETERIA 7 9 ASSISTANT, INVENTORY AUDIT 12ASSISTANT, REGIONAL PROPERTY M 12ASSOCIATE, ASEP 10ASSOCIATE, BSEP TEACHING 10ASSOCIATE, REACH INSTRUCTIONAL 10ASSOCIATE, SECURITY-12 MONTHS 12BINDERY OPERATOR 12BUS DRIVER 9 BUS DRIVER - PART TIME 9 BUS DRIVER, ACTIVITY 9 CLERK, CHILD NUTRITION 12CLERK, COST 12CLERK, FRONT DESK 12CREW CHIEF, GROUNDS ASSISTANT 12CUSTODIAN, HEAD I 12CUSTODIAN, HEAD II 12CUSTODIAN, HEAD III 12INTERN, CHILD NUTRITION 10MONITOR, SECURITY 12

2 OPERATOR, DATA ENTRY SENIOR 12 1,950.00$ 2,483.87$ OPERATOR, SERVICE TRUCK 12PAINTER 12

288




MONTHLY MINIMUM

MONTHY MAXIMUM

ROOFER 12SECURITY ASSOCIATE 10STOREKEEPER 12SUBSTITUTE, BUS DRIVER 9 TECHNICIAN, INVENTORY AUDIT 12TECHNICIAN, STUDENT ACCOUNTING 12TRAINER, FIRST CLASS PHYSICAL 10WAREHOUSE WORKER II 12

3 ASSOCIATE, ASEP LEAD 10ASSOCIATE, SCHOOL-BASED ACCOUN 10CARPENTER 12 2,242.93$ 2,856.53$ CLERK, PARTS 12CLERK, SENIOR COST 12COORDINATOR, ASEP SITE TRAINEE 10COORDINATOR, CURR AND INSTRUCT 12COORDINATOR, DRIVER EDUCATION 12COORDINATOR, FOOD SERVICE EQUI 12COORDINATOR, FRONT DESK 12COORDINATOR, PRINT SOLUTIONS 12COORDINATOR, TESTING MATERIAL 12COORDINATOR, TRACKED INVENTORY 12COORDINATOR, VENDOR RELATIONS 12CREW CHIEF, CARPENTER 12CREW CHIEF, GROUNDS 12CREW CHIEF, PAINTING 12CUSTODIAN, AREA LEADER 12DISPATCHER, SECURITY 12LEAD BUS DRIVER 9 LEAD BUS DRIVER - NON-DRIVING 9 LIFEGUARD - METRO SCHOOL 10MANAGER, CAFETERIA TRAINEE-EXT 10MECHANIC, EQUIPMENT 12MEDIA PROCESSOR, SENIOR 12OPERATOR, DIGITAL PRESS 12OPERATOR, HEAVY EQUIPMENT 12OPERATOR, HIGH VOLUME COPIER 12OPERATOR, PRESS 12REPRESENTATIVE, BUILD SVCS TEC 12REPRESENTATIVE, CUSTOMER SERVI 12REPRESENTATIVE, PAYROLL CUSTOM 12SECRETARY 10SECRETARY, 12 MONTHS 12

3 SECRETARY, ADMINISTRATIVE 12 2,242.93$ 2,856.53$ SHEET METAL WORKER II 12SUBSTITUTE, CAFETERIA MANAGER 10SUBSTITUTE, DR. ED COORDINATOR 12TECHNICIAN I, TRANSPORTATION 12TECHNICIAN, ACCOUNTING 12

289




MONTHLY MINIMUM

MONTHY MAXIMUM

TECHNICIAN, CN CUSTOMER SERVICE 12TECHNICIAN, COMPUTER SYSTEMS 12TECHNICIAN, EC ASSISTIVE TECHNOLOGY 10TECHNICIAN, EPA CERT ASBESTOS 12TECHNICIAN, MARKETING 12TECHNICIAN, PLANNING 12TECHNICIAN, SECURITY ALARM I 12TECHNICIAN, STUDENT ASSIGNMENT 12TECHNICIAN, SUPPORT SERVICES 12TECHNICIAN, TRANSPORTATION TIRE 12TRAINER, BUS DRIVER 12TRAINER, LEAD FIRST CLASS PHYSICAL 10TRANSLITERATOR, CUED SPEECH 10WELDER 12

4 ADVOCATE, FAMILY/SCHOOL 10ADVOCATE, FAMILY/SCHOOL TITLE 10ADVOCATE, PRESCHOOL FAMILY/SCH 10AGENT, PAYROLL PROCESS/CONTROL 12 2,579.20$ 3,284.67$ ARTIST, GRAPHIC 12ASSISTANT, 504 COMPLIANCE PROGRAM 12ASSISTANT, ACCOUNTING 12ASSISTANT, BUDGET 12ASSISTANT, COMMUNITY FACILITIES 12ASSISTANT, PROCUREMENT/P-CARD 12ASSOCIATE, ACCOUNTING 12ASSOCIATE, LEAD SECURITY 10ASSOCIATE, SYSTEM ACCOUNTANT MAINTENAN 12ASSOCIATE, TECHNOLOGY 10ASSOCIATE, TITLE I TECHNOLOGY 10AUDITOR, CHILD NUTRITION INVENTORY CONTR 12COORDINATOR, ASEP SITE 10COORDINATOR, CHILD CARE 10COORDINATOR, CHILD NUTRITION I 12COORDINATOR, OFFICE 12COORDINATOR, SUMMER ENRICHMENT 12COORDINATOR, TEMP ASEP NO BEN 10CREW CHIEF, MAINTENANCE 12CREW CHIEF, PEST CONTROL 12DESIGNER, GRAPHIC 12

4 INTERPRETER - TRANSLATOR 10INTERPRETER/TRANSLATOR BILINGUAL TITLE I 1 10INTERPRETER/TRANSLATOR BILINGUAL TITLE I 1 12 2,579.20$ 3,284.67$ INTERPRETER/TRANSLATOR EXCHANGE 10INTERPRETER/TRANSLATOR, PRE-K BILINGUAL T 12INTERPRETER-TUTOR, HEARING IMPAIRED 10LIAISON, BILINGUAL COMMUNICATION 12LOCKSMITH 12MANAGER, CAFETERIA I 10

290




MONTHLY MINIMUM

MONTHY MAXIMUM

4 MANAGER, CAFETERIA I, 12 MONTH 12 2,579.20$ 3,284.67$ MANAGER, CAFETERIA II 10MANAGER, CAFETERIA SENIOR I 10MANAGER, CAFETERIA SENIOR II 10MANAGER, TRANSITIONAL SUPPORT 10OFFICE COORDINATOR, GRAPHIC PRODUCTION 12OPERATOR, COMPUTER 12OPERATOR, PRESS SENIOR 12REGISTRAR, HIGH SCHOOL 12SECRETARY, FINANCIAL 12SECRETARY, SENIOR ADMINISTRATION 12SHOP FOREMAN, BUILDING SERVICE 12TECHNICIAN II, TRANSPORTATION 12TECHNICIAN, BEHAVIOR MODIFICATION 10TECHNICIAN, BEHAVIOR SUPPORT 10TECHNICIAN, BILINGUAL ENROLLME 12TECHNICIAN, DATA RECORDS 12TECHNICIAN, DISCIPLINE 12TECHNICIAN, EMPLOYEE BENEFITS 12TECHNICIAN, ER COMPLIANCE 12TECHNICIAN, IPM 12TECHNICIAN, SECURITY ALARM II 12TECHNICIAN, SENIOR ACCOUNTING 12TECHNICIAN, T1 BEHAVIOR MOD 10TECHNICIAN, TRANSPORTATION OPERATIONS 12TECHNICIAN, TRANSPORTATION QUALITY SUPPO 12TREASURER, HIGH SCHOOL 12WAREHOUSE OPS LEAD 12

5 ASSISTANT SUPERVISOR, PAINT 12 2,965.73$ 3,778.67$ ASSISTANT SUPERVISOR, ROOFING 12ASSISTANT, OCCUPATIONAL THERAPY 10ASSISTANT, PHYSICAL THERAPY 10BRAILLIST 10COORD, HRIS DQ & COMPLIANCE 12COORD, STUDENT ATTENDANCE DATA 12COORDINATOR, BENEFITS 12

5 COORDINATOR, FACILITIES OPS SUPPORT 12 2,965.73$ 3,778.67$ COORDINATOR, TRAIN & QUALITY 11CREW CHIEF, LOCKSMITH 12CREW CHIEF, SIGN SHOP 12ELECTRICIAN II 12INTERN, 3L LAW STUDENT 12INTERPRETER-TUTOR, HEARING IMPAIRED 10MANAGER, LICENSURE CASE 12MECHANIC, HVAC I 12OFFICER, SCHOOL RESOURCE 12PLUMBER II 12SECRETARY, EXECUTIVE 12

291




MONTHLY MINIMUM

MONTHY MAXIMUM

5 SR. TRANSPORTATION OPS TECH 12 2,965.73$ 3,778.67$ SUPERVISOR, SECURITY 11TECHNICIAN, DIETETIC 12TECHNICIAN, ELECTRONIC II 12TECHNICIAN, LEAD BEHAVIOR MODIFICATION 10TECHNICIAN, ROUTING 12TECHNICIAN, STAFFING 12TRANSLITERATOR, CUED SPEECH II 10

6 ASSISTANT SUPERVISOR, PLUMBING 12 3,409.47$ 4,345.47$ COORDINATOR TELEPHONE SERVICES 12COORDINATOR, TRANSPORTATION INVENTORY 12CREW CHIEF, PARTS 12CREW CHIEF, SUPPLY 12INVESTIGATOR 12MECHANIC II, HVAC 12SPECIALIST, ELECTRONIC FIRE ALARM-LIFE SAF 12SPECIALIST, PLUMBING 12

7 ASSISTANT SUPERVISOR, ELECTRIC 12 3,922.53$ 4,997.20$ ASSISTANT SUPERVISOR, HVAC 12SPECIALIST, ELECTRICAL CONTROL 12SPECIALIST, HVAC CONTROL 12

TA ASSISTANT, ADMN STUDENT INTERVENTION (AA 9 1,378.75$ 1,738.75$ ASSISTANT, AUDIOLIOGY 9 ASSISTANT, CHILD CARE 9 ASSISTANT, DISTANCE LEARNING 9 ASSISTANT, DISTANCE LEARNING T1 9 ASSISTANT, EC JOB COACH 9 ASSISTANT, ESL TEACHER 9 ASSISTANT, EXCEPTIONAL CHILDREN 9 ASSISTANT, FOREIGN LANGUAGE IMMERSION 9 ASSISTANT, FRENCH IMMERSION 9 ASSISTANT, GERMAN IMMERSION 9 ASSISTANT, IN-SCHOOL SUSPENSION 9 ASSISTANT, JAPANESE IMMERSION 9 ASSISTANT, LLI INTERVENTIONIST 9 ASSISTANT, MEDIA 9 ASSISTANT, PEP GRANT 9 ASSISTANT, PRE-K 9 ASSISTANT, PRE-K MONTESSORI 9 ASSISTANT, SECONDARY 9 ASSISTANT, SPANISH IMMERSION 9 ASSISTANT, STUDENT TEACHER 10ASSISTANT, TEACHER K-3 9 ASSISTANT, TITLE I 9 ASSISTANT, TITLE I PRE-K 9

292


COACHING STIPENDS COMPARATIVE DATA

CMS Wake County Guilford County

Cumberland County

Winston/ Forsyth County

Gaston County

Athletic Director

Football Head 4,172 3,229-4,845 3,400-5,100+ 2,550-3,380* 3,563-5,936 3,402-4,253

JV 2,038 2,018-3,028 1,300-2,700+ 1,370-1,930+* 2,041-3,738 1,994-2,492

Basketball Head 2,878 2,421-3,635 2,300-3,800 1,990-3,100* 2,892-4,812 2,272-2,840

JV 1,499 1,210-1,817 1,200-2,100 920-1,340* 1,572-2,616 797-1,495

Baseball Head 2,878 2,018-3,028 1,800-3,000 1,370-1,930* 2,090,3,479 1,714-2,143

JV 1,499 1,210-1,817 900-1,750 690-970* 1,208-2,020 797-1,329

Track Head 2,878 2,018-3,028 1,500-2,500 1,140-1,410* 2,079-3,455 1,701-2,126

Assistant 1,499 1,210-1,817 900-1,850 690-970* 1,208-2,020 665-831

Wrestling Head 1,799 2,018-3,028 1,800-2,700 1,140-1,410* 2,388-3,976 1,714-2,143

Assistant 600 900-1,700 690-970* 1,388-2,308 665-831

Soccer Head 2,878 2,018-3,028 1,500-2,250+ 910-1,220* 2,079-3,455 1,289-1,611

JV 1,499 1,210-1,817 900-1,600+ 690-970* 1,208-2,020 665-997

Softball Head 2,878 2,018-3,028 1,800-3,000 1,370-1,930* 2,090,3,479 1,714-2,143

JV 1,499 1,210-1,817 900-1,750 690-970* 1,208-2,020 797-1,329

Swimming Head 1,799 2,018-3,028 1,500-2,250 2,096-3,496 997-1,246

Assistant 600 800-1,200 1,032-1,716 532-665

Tennis 1,799 1,210-1,817 1,000-2,000 770-1,040* 1,281-2,135 997-1,246

Golf 1,799 1,210-1,817 900-1,750 770-1,040* 1,281-2,135 997-1,246

Cross Country Head 1,799-2,158 1,210-1,817 1,000-1,900+ 770-1,040* 1,344-2,244 997-1,246

Assistant 1,199 700-1,050+ 903-1,502

Volleyball Head 1,799 1,618-2,421 1,400-2,200+ 770-1,040* 1,521-2,532 997-1,246

JV 1,019 1,210-1,817 800-1,600+ 550-820* 963-1,608 532-665

Varsity 1,349 4,842-7,270 2,000-3,400+ 1,290-1,710* 2,800-4,655 1,435-1,794

JV 764 3,236-4,842 1,500-2,400+ 1,000-1,480* 2,016-3,346 1,063-1,329

Head 3,022-3,885 3,600-7,200+ 2,640-4,050+* 4,576-7,623 3,805-4,757

Assistant 2,158-3,022 4,854-7,263 1,900-2,850+ 2,296-3,829 3,262-4,078

+ = Pre-Season Supplement also. (Cumberland - 1/2 to 1/3 mo. Pay)* = Post-Season Supplement also** = Plus one month's teacher salary

11 mo. plus 9,687-14,535

2/3 load

SENIOR HIGH SCHOOL PROGRAMS COACHING STIPENDS 2013-14

Athletic Trainers Ctfd./Non-ctfd.

Cheerleader Coach

11 mo. plus $5,181 1/2 load $1,200

mileage

12 mo. plus $9,687-14,535

1/2 load

12 mo. plus $3,500-5,200

1/2 load

11 mo. plus $8,536-14,225

1/2 load

11 mo. plus $3,866-4,833

1/2 load

12 mo. Asst. Principal

293

Board of Education600 East Fourth StreetCharlotte, NC 28202Phone: 980-343-5139Fax: 980-343-7128www.cms.k12.nc.us

In compliance with federal law, Charlotte-Mecklenburg Schools administers all education programs, employment activities and admissions without discrimination against any person on the basis of gender, race, color, religion, national origin, age or disability.


charlotte-mecklenburg board of education · 2016-11-07 · cms organization chart ... virtual...

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