An Open Letter from the Superintendent S… · An open letter from the Superintendent The third...

Ann Clark, Superintendent

2017-2018PROPOSED BUDGETRECOMMENDATION

CHARLOTTE-MECKLENBURGBOARD OF EDUCATION

April 6, 2017

Every Child. Every Day. For a Better Tomorrow.

TABLE OF CONTENTS

i

Overview

An Open Letter from the Superintendent ......................................................... 1-2 Charlotte-Mecklenburg Board of Education ........................................................ 3 CMS Organization Chart .................................................................................... 4 We are CMS ...................................................................................................... 5 Executive Summary ...................................................................................... 6-10 Proposed Budget – Sources and Uses ............................................................. 11 Proposed Budget – Comparison to Prior Year .................................................. 12 Budget Process Calendar ........................................................................... 13-14

Goals and Objectives

Vision, Mission, Core Beliefs and Commitments .............................................. 15 Theory of Action for Change ....................................................................... 16-17 Strategic Plan 2018: For a Better Tomorrow ............................................... 18-24

Proposed Operating Budget

Summary of Changes to 2016-17 Base Budget ............................................... 25 Redirection of Resources ................................................................................. 27 Proposed Program Changes ....................................................................... 29-33 Departmental Budgets by Funding Source .................................................. 34-35 Revenue Categories by Funding Source ..................................................... 36-37 Proposed 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

Proposed County Appropriation

Detail of Changes to 2015-16 County Appropriation ......................................... 55 Proposed County Appropriation by Function and Category ......................... 56-57 Proposed 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

TABLE OF CONTENTS

ii

Enterprise Programs

Child Nutrition ProgramProgram 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 ..................................................................... 93Comparative 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 .................................................. 106-115 Administrative & Other Services Totals: Expenditures. .................................... 116 Administrative & Other Services Totals: Sources and Uses ............................. 117 Office of the Superintendent of Schools .................................................... 118-119 Board of Education/Board Services .......................................................... 120-121 Legal ........................................................................................................ 122-123 Communications Services ........................................................................ 124-125 Graphic Production Center ....................................................................... 126-127 Financial Services .................................................................................... 128-129 Deputy Superintendent ............................................................................. 130-131 Human Resources Services ..................................................................... 132-133 Accountability Services .......................................................................... …134-135

TABLE OF CONTENTS

iii

School Options and Innovation ................................................................ 136-137 Chief Technology, Personalization and Engagement Officer ................... 138-139 Technology Services ............................................................................... 140-141 Community Partnerships and Family Engagement .................................. 142-143

Operational Services

Organizational Chart ..................................................................................... 145 Goals, Objectives and Accomplishments ............................................... 146-151 Operational Services Totals: Expenditures. ................................................... 152 Operational Services Totals: Sources and Uses ........................................... 153 Chief Operations Officer ......................................................................... 154-155 Building Services ................................................................................... 156-157 Inventory Management .......................................................................... 158-159 Safety, Environmental Heath & Risk Management ................................. 160-161 Transportation ........................................................................................ 162-163 Planning Services .................................................................................. 164-165 Athletics …. ............................................................................................ 166-167 CMS Police Department ......................................................................... 168-169 Community Use of Facilities .......................................................................... 170Enterprise Funds Program Support .............................................................. 171

Learning Services

Organizational Chart .............................................................................. 173-174Goals, Objectives and Accomplishments ............................................... 175-188 Learning Services Totals: Expenditures ........................................................ 190 Learning Services Totals: Sources and Uses ................................................ 191 Chief Academic Officer .......................................................................... 192-193 Pre-K Learning and Teaching ................................................................ 194-195 Elementary Curriculum ........................................................................... 196-197 K-12 Literacy .......................................................................................... 198-199 North Carolina Pre-K Program .............................................................. 200-201 Bright Beginnings Pre-K Program .......................................................... 202-203 6-12 Learning and Teaching .................................................................. 204-205 Advanced Studies .................................................................................. 206-207 International Baccalaureate Program ............................................................ 208 ROTC Program ............................................................................................. 209 Secondary Curriculum ............................................................................ 210-211 Drivers Education ................................................................................... 212-213 Teacher Professional Development ....................................................... 214-215 Virtual Learning and Media Services ...................................................... 216-217Exceptional Children Services ............................................................... 218-219 English Language Learners .................................................................. 220-221 Student Services .................................................................................... 222-223 Career and Technical Education ............................................................ 224-225 Magnet Programs and School Redesign ................................................ 226-227

TABLE OF CONTENTS

iv

School Performance Services

Organizational Chart ..................................................................................... 229 Goals, Objectives and Accomplishments ............................................... 230-234 School Performance Services Totals: Expenditures ..................................... 236 School Performance Services Totals: Sources and Uses ............................. 237

Chief School Performance Services Officer ........................................... 238-239 Student Discipline and Behavior Support ............................................... 240-241 ESEA Title I ........................................................................................... 242-243 Learning Communities ........................................................................... 244-245 Project L.I.F.T ........................................................................................ 246-247

Schools

Schools: Expenditures .................................................................................. 249 Schools: Sources and Uses .......................................................................... 250 School Administration Support Services ....................................................... 251 Classroom Teachers .................................................................................... 252 Support Positions ......................................................................................... 253 Assistants ..................................................................................................... 254 Charter Schools ............................................................................................ 255

Appendices

Glossary of Terms ................................................................................. 257-262 School Allotment Formulas .................................................................... 263-268 State Teacher Salary Schedule – Non-NBPTS ...................................... 269-270 State Teacher Salary Schedule – NBPTS.............................................. 271-272 State Psychologist Salary Schedule ............................................................. 273 After School Enrichment, Tutor, Title 1 and AVID Salary Schedule............... 274Substitutes and Non-Athletic Stipends .......................................................... 275 Salary Schedule for Exempt Positions .......................................................... 276 Master Salary Schedule for Exempt Positions ....................................... 277-284 Master Salary Schedule for Non-Exempt Positions ................................ 285-289 Coaching Stipends Comparative Data .......................................................... 290

Ove

rvie

w

Overview

CHARLOTTE-MECKLENBURG BOARD OF EDUCATION

KEEPING THE COURSE…AGAIN An open letter from the Superintendent

To the Charlotte-Mecklenburg Board of Education:

I believe that we are well on the way to achieving our goals in Strategic Plan 2018: For a Better Tomorrow. My budget recommendation for the 2017-2018 school year will help our district accelerate academic achievement for every child.

We have made significant progress on our goals in the 2016-2017 year. We have continued to strengthen the instructional capacity of our teachers and other school-based staff. We have continued our focus on literacy as our North Star. We have seen improvement in the graduation rate, which grew to 89.6 percent for the class of 2016. The class also set a new record for academic and athletic scholarships: $127 million.

Our state assessments show that 140 of 163 schools met or exceeded growth expectations. Three of our schools were among the top 10 for EVAAS growth, which measures academic progress and the role of teachers in it.

There are other signs of our success too. We saw significant improvement in school grades for the 2015-2016 year: Fourteen schools received a grade of A+ -- compared to eight a year earlier. The number of A schools remained constant at 11. Together, that’s 15 percent of our schools receiving a grade of A or higher. Forty-two schools, or 25 percent of our schools, were given a B grade, down from 50 schools a year earlier. Sixty-one schools, or 37 percent, earned a grade of C, down from 44 percent a year earlier. Thirty-two schools were given a D grade, down from 37 a year earlier. The number of CMS schools receiving an F declined by half, to five last year from 10 a year earlier. I am also very proud of the fact that about a third of the D and F schools exceeded growth expectations. That suggests we may see even fewer D and F grades for 2016-2017.

But we still have plenty of work to do as a district. We also have some areas of critical need if we are to continue to succeed in strengthening academic performance. My budget proposal for the 2017-2018 school year, which reflects the voices of our staff, students and community, identifies four areas of critical need and seeks county funding for each of them to augment anticipated state funding.

The first area of critical need is enrollment growth and sustaining operations. We expect to add another 753 students next year. We will open five new schools. We also are expecting increases in a wide range of costs for sustaining operations – facility leases, insurance premiums, solid-waste removal, utilities and school resource officers. In all, the increase in costs (including charter-school growth, discussed in more detail below) total $12.1 million.

Our second area of critical need is making our employees’ salaries more competitive. As you are well aware, our employees have received only modest increases in salary in recent years. They have also been forced to shoulder a larger portion of the costs of benefits. Together, these two factors mean our employees have had a reduction in net income. We anticipate that the state will raise salaries for certified and non-certified employees by three percent. Principals and assistant principals are expected to receive an average of seven percent increase. We will need local funds to match these increases for our locally funded employees. Our proposed budget seeks $7.3 million to cover the three percent increase and $1.4 million for the average seven percent increase. We also anticipate an increase in the employer-paid health insurance rate and the state retirement rate, and we are seeking a $1.1 million increase to cover these. In all, we will need $10.32 million to cover these increases.

1


KEEPING THE COURSE…AGAIN An open letter from the Superintendent The third area of critical need is student support services. We began a four-phase program three years ago to increase the number of psychologists, social workers and counselors in our schools. Our district is well above the recommended ratios of these important education professionals to students in every instance. We know that social and emotional health is needed in order for students to meet their academic potential. For the third phase of the four-phase plan, we are seeking $4.5 million to hire 42 school counselors, six psychologists and 12 social workers. These hires won’t get us to the recommended ratios, but they’ll move us closer. Finally, we anticipate a significant increase in the amount of money we pass through to charter schools. Our enrollment is growing and so is enrollment in charters. We anticipate having to pay for an additional 2,587 students in charters next year, at a cost of $6.7 million. All of these critical-needs areas are important to our continued success. We are making great strides toward our goals for 2018 and I want to see this progress continue. That’s why I am asking for a total county appropriation of $440.5 million, or $27 million more than our allocation this year. We need county support in order to successfully educate the nearly 149,000 students we expect to serve in the 2017-2018 school year. As superintendent, I have seen widespread community support for our schools and our students. I believe that our modest request for an additional $27 million deserves to be granted. The community has demonstrated its willingness to pay for strong public education. Our shared future depends on how well we educate every student. I hope the community, and you, the Charlotte-Mecklenburg Board of Education, will support our 2017-2018 budget request. Sincerely,

Ann Clark, Superintendent

2

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

3

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

44

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 thesecond-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 witha $1.3 billion annual 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.

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

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

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.

•

55


EXECUTIVE SUMMARY

Our operating budget reflects our priorities as a district, as well as our year-to-year financial needs. Those priorities are articulated in our Strategic Plan 2018: For a Better Tomorrow. The plan identifies six broad goals. All of them are designed to ensure that Charlotte-Mecklenburg Schools provides a personalized environment of academic excellence. We want every child to learn and grow. The 2017-2018 budget request carries forward these strategic efforts. We have worked in recent years to strengthen the instructional capacity of our teachers and the achievement and creativity of our students – and this budget continues that work. The 2017-2018 budget will mark the conclusion of our 2018 strategic plan. As was the case last year, we are not introducing any new programs or initiatives but are continuing the expansion of student support services. We believe that the best way forward in the final year of the 2018 plan is to continue the programs and initiatives that are under way. We continue to see significant academic progress. A few highlights from the 2015-2016 school year: • The graduation rate for Charlotte-Mecklenburg Schools rose for the seventh consecutive

year with the class of 2016, reaching 89.6 percent last year. That is four points higher than the state average. It’s also higher than the rates in Wake, Guilford, Durham and Forsythe counties. In all, our graduation rate has increased by almost 20 percentage points since 2010.

• We also continue to exceed growth expectations. The state measures growth in terms of

what a student should learn in one year’s time. If a student learns what is expected in that year, the growth expectation has been met. If a student learns more, the growth expectation has been exceeded. In the 2015-2016 school year, 86 percent of CMS schools met or exceeded growth expectations. That is more than 10 percentage points above the state’s overall rate of 73.6 percent.

• In all, 140 of 163 schools met or exceeded expectations, with more than half of them

exceeding expectations. • EVAAS is a proprietary model the state uses to measure academic progress and the role

of teachers in that growth. CMS excelled here as well: Three of our schools were among the top 10 for EVAAS growth in the state, and five were in the top 25.

• Another state measure of performance is the grades assigned to individual schools. These

grades are based on student achievement and other factors. Our school performance grades showed measurable improvement. Fourteen of our schools received an A-plus grade last year, compared to eight the year before. The number of A schools stayed constant at 11. Together, that’s 15 percent of our schools receiving a grade of A or higher. Forty-two schools, or 25 percent of our schools, were given a B grade, down from 50

6


EXECUTIVE SUMMARY

schools a year earlier. Sixty-one schools, or 37 percent, earned a grade of C, down from 44 percent a year earlier. Thirty-two schools were given a D grade, down from 37 a year earlier. The district’s number of schools receiving an F declined by half, to five last year from 10 a year earlier. It should also be noted that about a third of the D and F schools exceeded growth expectations, indicating progress toward a higher grade this year.

• Students from Charlotte-Mecklenburg Schools continue to be attractive to institutions of

higher learning. The class of 2016 earned $127 million in scholarships, a new district record.

Our students’ academic achievement – how much they learn and how quickly – is our highest priority. That achievement is directly dependent on how effectively our school-based personnel perform – teachers, counselors, principals and other school staff. This budget continues our focus on improving their performance as well by funding the third year of expansion in student support services, adding 42 school counselors, six psychologists and 12 social workers. We are also seeking the first increase in more than a decade in the stipends paid to athletic coaches and directors. The financial outlook for the district continues to concern us, however. We are facing cost increases across a broad spectrum of district operations – and we do not control these increases, even though the financial burden falls on us. Chief among our concerns in increased operating costs are anticipated state-proposed salary increases and state-mandated benefit increases in health insurance and retirement rates. We also anticipate higher costs in facility leases, insurance premiums, solid-waste removal, utilities, and contracted school-resource officers. Our operating costs have increased steadily during the past decade, exceeding the growth of our operating budget. The end result is that we have less money to spend on students, even as our enrollment increases. We remain below the county per-pupil funding levels prior to the economic downturn in 2008. Each year brings new reductions in state funding for public education. Meanwhile, charter schools are growing, which puts further pressure on resources available for CMS students, as we must pass through funding for all Mecklenburg County students enrolled in charters. Continued cuts will impair our ability to prepare students for the future, especially as operating costs continue to rise. We have identified four areas of critical need in the 2017-2018 budget for which we are requesting funding from the county. They are discussed in detail below. First critical need: Enrollment growth and sustaining operations Charlotte-Mecklenburg Schools has seen steady gains in enrollment in the past decade. In the 2016-2017 year, we gained more than a thousand students over the previous year, pushing

7


EXECUTIVE SUMMARY

enrollment to 147,157. We anticipate adding 753 more students next year. We estimate our total costs linked to the enrollment increase will be $606,124. We also will open five new schools in the 2017-2018 school year: one new elementary, one new K-8, one new middle/high and two new high schools. The schools will need to be staffed for instructional and support services. Including the local supplement for state and locally paid positions, we will need an additional $1.8 million for salaries and benefits. These five new schools, as well as a replacement school and other renovations, will add 216,202 square feet to our facilities. We estimate maintenance costs, including staffing, utilities and contract services, at $1.1 million. As noted above, we also anticipate increases in many operational costs. We expect to see increases ranging from $110,418 for facilities leases to $714,043 for utilities. Insurance premiums will increase by $180,543. Our athletic directors and coaches have not had their stipends increased in more than a decade, so we are asking for $432,672 to increase them by 20 percent. Increased enrollment, as well as more use of paper and plastic products, has caused our solid waste tonnage to grow, so we are asking for $170,000 to cover that. Our costs for the contract with the Charlotte-Mecklenburg Police Department for school resource officers will increase by $313,782. In all, we estimate the total funding needed to sustain operations at current levels is $1.9 million. We anticipate that the costs of these increases in enrollment and sustaining operations will total $12.1 million. (This figure includes charter school pass-through costs, which are discussed in greater detail below.) Second critical need: Competitive salaries for employees Our employees’ portions of benefits costs continue to rise. Coupled with only modest increases in salary for the past several years, these benefits-costs increases reduce our employees’ net income and make our salaries less competitive nationally, regionally and locally. We anticipate an across-the-board three percent salary increase by the state for all certified and non-certified employees. Therefore, we need local funds to match these increases for locally funded employees, and to pay the costs of the county supplement for our certified staff. We also anticipate that the North Carolina General Assembly will approve a salary increase averaging seven percent for principals and assistant principals -- an increase we will need to match for those who are paid with local funds. Our 2017-2018 budget proposal includes $7.3 million to cover the certified and non-certified increases and $1.4 million to cover the principal and assistant-principal increases. Other anticipated increases in salaries and benefits include a rise in the employer-paid health insurance rate from $5,565 to $5,759 in 2018. The budget proposal includes $565,925 in local

8


EXECUTIVE SUMMARY

funding to cover the local costs of this increase. The employer-paid portion of the state retirement rate is also expected to increase from 16.33 percent to 16.85 percent, and our budget proposal includes $1.1 million to cover the local impact. The total local impact of the anticipated state salary increases, the health insurance-rate increase and the retirement-rate increase is expected to be $10.3 million. Third critical need: Student support services As referenced earlier, we want to continue to expand the support services available to our students. There is significant research linking social and emotional well-being to the ability to learn. We believe that counselors, psychologists and social workers play a key role in the development of healthy mindsets in the school environment. Our staffing ratios for these student services are well above the ratios recommended by professional organizations. The recommended counselor-to-student ratio is one counselor for every 250 students. Charlotte-Mecklenburg Schools currently has one counselor for every 455 elementary students, one counselor for every 375 middle school students and one counselor for every 380 high school students. The recommended ratio for social workers is also one social worker for every 250 students. The district has 40 school-wide social workers and six social workers dedicated to McKinney-Vento services. For school psychologists, the recommended ratio is one psychologist for every 750 students. CMS uses an itinerant model in which psychologists serve two or three schools. The high ratios of support staff to students means we cannot deliver comprehensive services to meet student needs. We are in the third phase of a four-phase plan to address our deficiencies. The 2017-2018 budget proposal includes $4.53 million to cover the costs of hiring 42 school counselors, six psychologists and 12 social workers. Fourth critical need: Charter school pass-through funding Our enrollment is growing. So is enrollment in charter schools. We are statutorily obligated to provide funding for all Mecklenburg County students in charter schools. We anticipate the number of charter-school students to increase by 2,587 students in the 2017-2018 school year. This increase means we will need to pass through an additional $6.73 million to charter schools. If we do not receive the increase in funding for these students, we will have to reallocate funds that could otherwise serve CMS students.

9


EXECUTIVE SUMMARY

Summary Our 2017-2018 budget proposal seeks to address four areas of critical need: Enrollment/sustaining operations growth; competitive employee salaries; student support services, and charter pass-through costs. We are seeking a county appropriation of $440.5 million, an increase of $27 million over this year. As was the case last year, we are not introducing any large new initiatives. Instead, we are again choosing to remain on the path set forth in our Strategic Plan 2018: For a Better Tomorrow. We will continue to achieve the strategic goals we have set as a district. Our funding request deserves county support. Every citizen in Mecklenburg County benefits from great public schools, because they strengthen our community economically and socially. The education of our children is a shared responsibility and a shared goal. Charlotte-Mecklenburg Schools strives to educate every child well. If we are to succeed, we need the financial support of the citizens and government of Mecklenburg County.

10


2017-2018 PROPOSED BUDGET: SOURCES AND USES

61%

22%

9% 4%0% 4%

Uses

Salaries

Benefits

Purchased Services

Supplies and Materials

Furniture and Equipment

Other

59%9%

31%1%

Sources

State

Federal and Other Grants

County

Other and Special Revenue

11

2017-18 2016-17 % Proposed Adopted Change

Budget BudgetREVENUES

State of North Carolina 828,757,458$ 806,479,514$ 2.8% Federal and Other Grants 129,595,537 137,785,489 -5.9%

Mecklenburg County Appropriation 440,479,845 413,493,792 6.5% Other and Special Revenue 14,032,500 20,115,000 -30.2%

TOTAL REVENUES 1,412,865,340$ 1,377,873,795$ 2.5%

EXPENDITURES Instructional Regular Instructional 699,631,397$ 670,651,017$ 4.3% Special Populations 144,543,163 148,771,449 -2.8% Alternative Programs and Services 95,964,592 101,770,329 -5.7% Co-Curricular 6,145,896 5,466,567 12.4% School-Based Support 78,664,958 70,406,251 11.7% Total Instructional 1,024,950,006 997,065,613 2.8%

Instructional Support Support and Development 8,806,040 7,685,295 14.6% Special Population Support and Development 3,515,898 3,058,888 14.9% Alternative Programs Support and Development 5,444,009 5,546,574 -1.8% System-wide Pupil Support 4,337,348 4,074,889 6.4% Total Instructional Support 22,103,295 20,365,646 8.5%

Operations Technology Support 14,047,322 13,943,486 0.7% Operational Support 176,346,603 175,150,471 0.7% Financial and Human Resource Services 22,891,579 23,023,983 -0.6% Accountability 4,736,188 4,572,387 3.6% Community Services 547,216 531,833 2.9% Nutrition Services 300,000 309,333 -3.0% Debt Service 582,736 582,736 - Other 3,014,961 3,512,378 -14.2% Total Operations 222,466,605 221,626,607 0.4%

Leadership Policy, Leadership and Public Relations 17,428,546 17,322,899 0.6% School Leadership Services 76,290,037 78,598,289 -2.9% Total Leadership 93,718,583 95,921,188 -2.3%

Charter School Funds 49,626,851 42,894,741 15.7%

TOTAL EXPENDITURES 1,412,865,340$ 1,377,873,795$ 2.5%


2017-2018 PROPOSED CURRENT EXPENSE BUDGET:COMPARISON TO PRIOR YEAR

12

2017-18 Budget Process Calendar

Nov 16-17, 2016 Budget Kick Off Meetings with Fund Owners

Jan 6-Feb 3 CFO and budget staff meet with Executive Staff

Feb 7 CFO and budget staff meet with Student Advisory Council

Feb 28 Board of Education work session - Budget update (6:00 p.m. Regular BOE Meeting)

Mar 6, 7, 9 Superintendent Coffee – Budget Engagement(4:30 p.m. at Mallard Creek ES, 4:30 p.m. at Walter G. Byers ES, 5:30 p.m. at Eastway MS)

Mar 16 Superintendent Coffee – Budget Engagement(3:00 p.m. at Clear Creek ES)

Mar 20 Student Advisory Council – Budget Engagement (4:00 p.m. CMGC)

Mar 21 Leadership Team Meeting – Budget update

Mar 23 Superintendent Coffee – Budget Engagement(5:30 p.m. at Mint Hill MS)

March 28 Board of Education work session - Budget update & share community feedbackfrom Community Engagement meetings (TBD p.m., CMGC Room TBD)

Mar 29, 30 & TBD Superintendent Coffee – Budget Engagement(5:30 p.m. at Morehead STEM, 4:30 p.m. at Pineville ES, TBD p.m. at District 5/TBD)

April 6 Superintendent presents 2017-18 Budget Recommendation (6:00 p.m. Regular BOE Meeting)

April 17, 18, 19 Community Engagement sessions on Superintendent’s Budget Proposal(7:00-8:30 p.m. at TBD)

April 18 Leadership Team Meeting - Budget Update

April 25 Public hearing on Superintendent’s budget recommendation / tentative budget work session (6:00 p.m. Regular BOE Meeting)

May 9 Board of Education approval of 2017-18 Budget Request (6:00 p.m., Regular BOE Meeting)

13

2017-18 Budget Process Calendar

May 15 Board of Education’s 2017-18 Budget Request submitted to the county

May 23 Board of Education/Board of County Commissioners workshop on budget (TBD p.m., CMGC Room 267)

May 30 County Manager’s Recommended Operating and Capital Budgets presented to BOCC (CMGC Meeting Chamber)

June 5

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

June 20

County adopts 2017-18 Operating Budget (6:00 p.m., CMGC Meeting Chamber)

July-Sept

2017-18 Operating Budget finalized and approved by BOE

14

Goals and Objectives Goa

ls a

nd O

bjec

tive

s


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 for success;

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 ensuring that 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 workforce without a need for remediation

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

Giving all students access to a well-rounded, rigorous curriculum that is research-based and 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

15


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 of resources.

16


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.

17

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 goals

2. Ensure students are on track to complete requirements and graduate in four years 3. Infuse 21st-century skills framework to support Common Core State Standards and future careers 4. Develop innovative opportunities for students to engage in project-based and authentic problem-

solving experiences 5. Identify students who may need support in transitioning to higher education and provide embedded

college remediation courses in their senior year 6. Use assessment data such as PLAN, EXPLORE, ACT, WorkKeys, Accuplacer and MAP to advance

student progress on personalized plan benchmark goals 7. 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 next

2. Provide high-quality teaching and reteaching opportunities to ensure mastery learning 3. Prepare Pre-K students for kindergarten success 4. Ensure all students are reading on or above grade level 5. Develop a comprehensive Pre-K-12 system for progress monitoring across the district, schools and

classrooms 6. Develop a robust professional development system with performance expectations to support quality

teaching and learning 7. Utilize data-driven instruction to provide interventions, acceleration and remediation for improved

student learning 8. Provide targeted support for students not meeting a year’s worth of growth 9. 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 students 2. Utilize available tools to identify students for enrollment in higher-level classes with support 3. Provide rigorous learning opportunities at every grade level 4. Evaluate rigor of existing programs to ensure academic quality 5. Review the quality of talent development programs to ensure rigorous student academic growth 6. Align professional development for counselors and master schedulers to ensure students have

access to rigorous instruction 7. 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 needs

2. Monitor student academic progress, with a priority focus on subgroups such as African-American males, English Language Learners and students with disabilities

18


GOAL 2 – Recruit, develop, retain and reward a premier workforce Focus Area I: Proactive recruitment

1. Market the benefits of a career in CMS 2. Recruit qualified and diverse candidates capable of promoting rapid, systemic organizational change

to improve student learning 3. Create a pool of highly effective school leaders, teachers and support staff through effective and

efficient recruiting and hiring processes 4. Recruit and select qualified employees based on effectiveness and commitment to our students and

mission 5. 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 employees 2. Create a professional growth system based on a culture of continuous improvement 3. Ensure employees are provided with professional learning and clear performance expectations

aligned with district goals 4. Develop the capacity of leaders to improve employee effectiveness through quality feedback and

appropriate evaluations 5. Implement a peer-assistance review process as a coaching opportunity for teachers, administrators

and support staff 6. Expand the capacity of professional learning communities to accelerate student achievement and

eliminate achievement gaps 7. Build the capacity of teachers to use alternate teaching methods to effectively incorporate technology

use career-readiness skills and character development 8. 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 employees 2. Revise the employee evaluation system to incorporate multiple measures 3. Transform compensation and recognition programs 4. Create a culture of high-performance expectations to retain effective employees and address

ineffective employees 5. 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 teachers

2. Expand lateral and vertical career options for effective employees to improve leadership skills, diversify skill-sets and achieve career objectives

19


Focus Area V: Leadership development

1. Ensure every school and department has a highly effective leader 2. Develop high-quality principals by providing job-embedded professional learning and structured

leadership development experiences 3. Develop high-quality teacher leaders to build instructional capacity and encourage collaboration 4. 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 students 2. Build the capacity of staff to connect, engage and partner with parents and families 3. Measure family engagement levels to determine gaps and opportunities for outreach, support and

training 4. Redesign parent education offerings to empower parents as advocates 5. Partner with families and early childhood providers to strengthen pre-kindergarten to kindergarten

transition 6. Develop family supports for successful school-level transitions 7. Expand parent-leadership opportunities in every school and across the district 8. 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/PTO organizations

Focus Area II: Communication and outreach

1. Strengthen relationships with internal and external stakeholders to foster trust, engagement and advocacy

2. Develop forums for ongoing, authentic dialogue with community members and families 3. Increase community engagement in district initiatives and school improvement processes 4. Expand communications to engage culturally and linguistically diverse community members 5. Establish a communication framework focused on the needs of children and families 6. 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 schools

2. Create partnership opportunities that increase student exposure to college and career options 3. Create student development and enrichment opportunities with higher education and business

partners 4. Partner with advocacy organizations focused on the needs of children to improve student success 5. Collaborate with partners to develop and implement a community-wide literacy initiative that

cultivates students’ early reading skills and family literacy 6. Revitalize the philanthropic foundation to support educational opportunities

20


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 management

2. Strengthen current safety and security communication toolkits to provide information to and support for school leadership teams

3. Use discipline data to focus resources, keep students safe and in school and maintain orderly schools

4. 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 nurtured 2. Promote and strengthen a comprehensive anti-bullying campaign 3. Embed social-emotional learning strategies within our core curriculum 4. Support activities that promote character development and a healthy lifestyle 5. 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 commitments 2. Recognize staff efforts and achievements that support system goals and reinforce shared values 3. Foster a work environment that promotes employee engagement, satisfaction and positive morale 4. Increase employee engagement and awareness in district initiatives 5. Broaden student engagement in academic, social and extracurricular programs Focus Area IV: Cultural competency

1. Develop a comprehensive framework ensuring cultural competency in every classroom, school and department

2. Integrate cultural competency into district-guiding policies and priorities to ensure sustainability 3. 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 model 2. Promote a culture of internal collaboration and cross-functional partnering to foster efficiency and

effectiveness 3. Ensure a welcoming environment in every school and workplace 4. Establish an ethos for service to schools in all departments of central services

21


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 systems

2. Adopt and align to a system of process development for improving efficiency and effectiveness 3. Memorialize formal processes and systems to guide cross-functional work 4. Ensure departments and schools have key performance indicators aligned with the strategic plan 5. 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 achievement 2. Create a multi-year financial requirements projection to support the strategic plan 3. Develop processes and tools for analyzing the use of time in schools, accompanied by training on

how to use those tools 4. Ensure quality and effective use of instructional and non-instructional resources 5. Develop a continuous improvement protocol for technology standards in instructional and non-

instructional areas 6. Identify and eliminate ineffective or duplicative programs 7. 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 departments

2. Conduct research to inform instructional and non-instructional decisions 3. Establish data monitoring calendars to navigate strategic work of schools and central service offices 4. Provide increased support to use data as part of on-going continuous improvement efforts 5. Embed the strategic use of data for progress monitoring and instructional improvements in leadership

training 6. 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 excellence

2. Identify tiered levels of schools and appropriate supports for each level 3. Redesign system and school progress scorecards based on pathways to success 4. Strengthen the capacity of School Leadership Teams to drive continuous school improvement 5. Design and implement school-improvement plans in alignment with the North Carolina Ready

Accountability model and district strategic plan 6. Redesign Strategic Staffing Initiative

22


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 learning 2. Provide adequate infrastructure and resources to support global learning, including bandwidth,

hardware, software and lab facilities 3. Build capacity of teachers and staff in use of technology tools to ensure inspired teaching and

learning, with measures of proficiency 4. Increase virtual-learning opportunities to include acceleration and remediation, specific areas of

student interest and credit through demonstrated mastery 5. Establish and support technology platforms and devices for individualized student learning 6. Extend learning for all students through robust enrichment opportunities beyond the traditional school

day and current academic calendar 7. Provide summer enrichment and remediation opportunities for all students Focus Area II: Innovation and entrepreneurship

1. Create a culture of innovation, design and entrepreneurship 2. Foster creativity through project-based and challenge-based learning with collaboration and

communication skills expected 3. Develop opportunities for students to explore entrepreneurial experiences and financial literacy 4. Accelerate nontraditional, virtual and alternative educational options to increase student engagement

and enrollment 5. Build robust virtual schools and courses to provide access for all learning communities 6. Redesign Career and Technical Education offerings to ensure students are prepared for current and

future job market 7. 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 schools 2. 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 students 3. Explore choice options through the creation of consortia 4. Expand school choice by increasing magnet opportunities and replicating high-demand magnet

programs 5. Establish consistent high thematic standards for each magnet program with measurable student

achievement outcomes 6. Develop a menu of strategies to stretch learning in all schools, with attention to chronically

underperforming schools 7. Support Project L.I.F.T. and expand best practices across the district 8. Redesign alternative school choice options, strengthening transition support to sustain success 9. Assist every school to position itself competitively as a school of choice, with its own brand

23


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

24

Proposed Operating Budget

Prop

osed

O

pera

ting

Bud

get

2017-2018 PROPOSED CURRENT EXPENSE BUDGET:SUMMARY OF CHANGES TO 2016-2017 BASE BUDGET

State County Federal and Other Grants

Other and Special

Revenue Total

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

REVISIONS TO 2016-2017 ADOPTED BUDGETA. Revisions to Base Budget* (6,446,649) - (10,996,228) (6,120,180) (23,563,057)

Sub-Total (6,446,649) - (10,996,228) (6,120,180) (23,563,057)

2016-2017 BASE BUDGET 800,032,865 413,493,792 126,789,261 13,994,820 1,354,310,738

I. SUSTAINING OPERATIONSA Program Continuation - 1,922,058 - - 1,922,058

Sub-Total - 1,922,058 - - 1,922,058

II. INVESTING IN OUR EMPLOYEES A. Salaries and Benefits 26,532,349 10,326,894 2,806,276 37,680 39,703,199

Sub-Total 26,532,349 10,326,894 2,806,276 37,680 39,703,199

III. STUDENT GROWTH AND ADDITIONAL SPACEA. Enrollment Growth 220,887 7,338,234 - - 7,559,121 B. Additional Facility Space 1,971,357 2,867,061 - - 4,838,418

Sub-Total 2,192,244 10,205,295 - - 12,397,539

IV. PROGRAM EXPANSIONA. Student Support Services - Phase III - 4,531,806 - - 4,531,806

TOTAL 2017-2018 PROPOSEDCURRENT EXPENSE BUDGET 828,757,458$ 440,479,845$ 129,595,537$ 14,032,500$ 1,412,865,340$

* Includes reduction of one-time bonus funding, state revisions, reduction for prior year one-time fund balance appropriation and anticipated revenue adjustments to 2016-17 Adopted Budget.

25

This page left blank intentionally.


REDIRECTION OF RESOURCES

As a continued part of Charlotte-Mecklenburg Schools budget development process to remain fiscally responsible and cost effective, each area is reviewed and evaluated and 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 nine years from state, federal and county sources for a total of $279 million. From 2008-09 to 2017-18, 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 FY2009-2018 = $279,011,393

Salary & Benefits Purchased Services Supplies & Materials Furniture & Equipment

27


2017-18 PROPOSED PROGRAM CHANGES

State Cost Local Cost

A.

1.

2.$180,543

3.$432,672

4.$170,000

5.$714,643

5.$313,782

$0 $1,922,058

$110,418

Insurance Premium

Athletic Coaches/Directors Stipends It has been over a decade since the athletic stipends paid toCMS coaches and athletic directors have been increased.Therefore, in an effort to provide more competitive stipendsfor these roles as compared to nearby school districts,funding is requested to increase the current stipend rates by20%.

Solid Waste RemovalThe growth in the number of students and increase in theuse of paper and plastic products has increased the solidwaste tonnage. Therefore, funding is requested to cover theincrease in the solid waste removal contract.

Purchased Services

I. Sustaining Operations

The Division of Insurance and Risk Management hasadvised CMS to expect an increase for various insurancepremiums in our next renewal cycle. These increases reflectcosts associated with additional property and marketconditions as well as network security coverage. Funding isrequested to cover the projected increase.

Total Sustaining Operations

Salaries & Benefits

Program Continuation

Purchased Services

Change Reference: I.A

DescriptionExplanation of Change

Purchased Services

UtilitiesUtility consumption for the district is expected to increasedue to recent trends in weather conditions. The increase inthe number of hot weather days result in the increase cost ofelectricity to run the A/C systems longer. The increase inthe number of cold weather days result in the increase costof natural gas to run the heating systems longer. Therefore,funding is requested to increase the utilities budget for thisincrease in usage.

Purchased Services

CMPD School Resource Officer Contract The Charlotte-Mecklenburg Police Department SchoolResource Officer contract that covers 49 officers and onesergeant is expected to increase due to a rate increase fromthe City of Charlotte. Therefore, funding is requested tocover the projected rate increase.

Purchased Services

Facility LeasesFacility lease payments are expected to increase forwarehouse space as well as for locations used for academicprograms (Ram Academy and Northwest School of theArts). Therefore, funding is requested to cover the projectedincreases.

29




A.

1.$19,316,274 $7,253,195

$1,744,568 $1,395,610

2.$2,649,772 $565,925

3.

$2,821,735 $1,112,164

$26,532,349 $10,326,894

II. Investing In Our EmployeesChange Reference: II.A

Explanation of Change Description

Salaries & Benefits

State Proposed Salary IncreaseIt is anticipated that the state legislature will approve a threepercent salary increase for all state paid certified and non-certified employees and will make the appropriate statebudget adjustments to cover this increase. Local funds areneeded to provide the same increase for locally fundedcertified and non-certified employees and to cover thecounty supplement impact for state and locally paid certifiedstaff.

Retirement Rate Increase

Salaries & Benefits

Total Investing In Our Employees

It is anticipated that the state will increase the employer-paidportion of the state retirement plan cost from 16.33% to16.85% of eligible earnings annually. It is anticipated thatthe state will make the appropriate state budget adjustmentsto cover this increase for state paid staff, however, localfunding is needed to cover the estimated increase for locallypaid staff.

Salaries & Benefits

Salaries and Benefits

Health Insurance Rate Increase

It is anticipated that the state legislature will approve aseven percent salary increase for all state paid principalsand assistant principals and will make the appropriate statebudget adjustments to cover this increase. Local funds areneeded to provide the same increase for locally fundedprincipals and assistant principals.

The proposed budget includes an estimated increase in theemployer paid health insurance rate from $5,565 to $5,759beginning in January of 2018, and assumes the state willmake the appropriate state budget adjustments for statepaid staff. Local funding is needed to provide the statemandated increase for locally funded staff. This representsa 3.4% percent increase effective in January 2018.

Salaries & Benefits

30




A.

1.$199,193 $360,184

$64,823

Purchased Services $9,275

Supplies & Materials $21,694 $171,842

State Local 1.0 -

Counselors 1.0 - Asst. Principals 1.0 1.5 Bus Drivers - 8.0

3.0 9.5

$220,887 $606,124

2.$6,732,110

$220,887 $7,338,234

Teachers

Based on the projected increase in charter school studentenrollment and additional county funding, funding is neededto increase our charter school pass-through budget so wecan meet our statutory obligation to charter schools.Charter-school enrollment of Mecklenburg County studentsis expected to increase by 2,587 students.

OtherCharter School Enrollment Growth

Total CMS Enrollment Growth Costs

Explanation of Change

Student Enrollment Growth

Change Reference: III.A

Total Enrollment Growth Costs

Student enrollment is expected to increase by 753 studentsin 2017-18, which represents a .5% 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 to accommodatethe growth in enrollment. Funds are also included for thecounty supplement for state and locally paid positions and toprovide purchased services, supplies and materials for theadditional classrooms and employees.

Salaries & Benefits

III. Student Growth and Additional Space

Description

Local Supplement

Enrollment Growth Costs

31

CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-18 PROPOSED PROGRAM CHANGES


B.

1.$1,971,357 $1,169,121

$0 $611,584

State Local 4.0 - - 4.0

25.5 3.0 1.0 3.5 - 3.5 - 3.0 - 1.0

1.0 - 31.5 18.0

$1,971,357 $1,780,705

2.

$440,402

$424,956

Purchased Services $220,998

Total $1,086,356 State Local - 10.0 - 1.0 - 11.0

$2,192,244 $10,205,295

PsychologistISS Assistant

Total Additional Staffing Allotments

Media Specialists

One new elementary schools, one new K-8 school, one newmiddle/high school and two new high schools are scheduledto open in August 2017. The schools require staffing toprovide instruction and support services. This request alsoincludes the local supplement for state and locally paidpositions. Estimated additional positions are as follows:

Salaries & Benefits

Local Supplement

PrincipalAsst PrincipalsTeachers FacilitatorsCounselors

The opening of one new school, one new replacementschool and major facility renovations coming on line willresult in the net addition of 216,202 total square feet in ourfacilities. In order to properly maintain this additional squarefootage, funds are required at $4.22 per square foot to coverstaffing, utilities and contract services.

Maintenance and Operating Costs for All Additional Space

PlumberCustodian

Total Student Growth and Additional Space

Salaries & Benefits

Utilities

Maintenance:

Change Reference: III.B


Additional Facility Space - Including New, Replacement and Renovated Schools

Additional Staffing Allotments for New Schools

32




B. $4,531,806

$4,531,806

The CMS staffing ratio for student services is significantlylower than recommended by professional organizations foreach discipline. Currently, the school-based counselor tostudent ratios at district level are effectively: one counselorfor every 455 elementary students, one counselor for every375 middle school students and one counselor for every 380high school students. The recommended counselor tostudent ratio and social worker to student ratio are one to250 students. We have 40 school-wide social workers and6 social workers dedicated to McKinney-Vento Services.The recommended ratio for school psychologists is one to750; however, our current itinerant model for psychologicalservices has psychologists serving two or three schools.Such high ratios of staff to students prevent the delivery ofcomprehensive services to meet all students’ needs forsocial and emotional well-being. CMS is currently in the thirdphase of a four phase plan to increase student servicesstaffing to allow implementation of curriculum, counseling,and behavioral supports that will improve the social andemotional health of our students and the overall safety ofour schools. Funding is requested for 42 school counselors,six psychologists and 12 social workers to complete the thirdphase of this plan.

Total Program Expansion and New Initiatives

Student Support Services - Phase IIIGoal 1 of the Strategic Plan 2018 is to maximize academicachievement in a personalized 21st-century environment forevery child to graduate college- and career-ready. Agrowing body of evidence shows that social and emotionalwell-being is the foundation for emerging cognitive abilities.In the school setting, student services staff are keypersonnel in the development of healthy social andemotional mindsets for children. To best prepare studentsfor academic growth and development, CMS must havecounselors, psychologists and social workers in schools tosupport all students. Another district priority that is impactedby student services is Goal 4 which focuses on ensuring allschools are safe places where every child feels welcome,engaged and nurtured.

Salaries & Benefits

IV. Program Expansion and New InitiativesChange Reference: IV.


33


2017-2018 PROPOSED 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 190,167 694,870 - 885,037 Board of Education/Board Services - 433,446 - 433,446 Legal - 1,808,109 158,794 1,966,903 Communications Services - 1,657,668 104,672 1,762,340 Graphic Production Center - 934,428 - 934,428 Financial Services 271,441 9,821,268 900,849 10,993,558 Deputy Superintendent 141,828 1,464,899 624,450 2,231,177 Human Resources Services 356,515 7,898,889 1,375,588 9,630,992 Accountability Services 212,587 4,043,515 1,020,548 5,276,650 School Options and Innovation - 301,066 - 301,066 Chief Technology, Personalization & Engagement 140,131 737,273 103,616 981,020 Technology Services 1,278,889 15,646,693 498,337 17,423,919 Community Partnerships and Family Engagement 261,411 1,408,852 3,635 1,673,898

Subtotal 2,852,969 46,850,976 4,790,489 54,494,434

OPERATIONAL SERVICESChief Operations Officer 53,311 259,102 - 312,413 Building Services 29,873,846 53,220,529 8,106,247 91,200,622 Inventory Management 3,404,099 3,888,079 1,227,543 8,519,721 Safety, Environmental Health & Risk Management 564,494 778,197 - 1,342,691

Transportation 57,270,771 11,258,498 - 68,529,269 Planning Services - 1,506,777 15,676 1,522,453 Athletics - 4,508,634 1,670,900 6,179,534 CMS Police Department 11,024,734 2,093,754 5,748 13,124,236 Community Use of Facilities - - 547,216 547,216 Enterprise Funds Program Support 45,938 - 254,062 300,000

Subtotal 102,237,193 77,513,570 11,827,392 191,578,155

LEARNING SERVICESChief Academic Officer - 357,734 - 357,734 Learning and Teaching PreK-5 - 566,655 6,187 572,842 Learning and Teaching 6-12 - 989,803 6,187 995,990 Advanced Studies 8,249,931 1,691,210 - 9,941,141 Drivers Education 2,993,271 10 - 2,993,281

34


2017-2018 PROPOSED CURRENT EXPENSE BUDGET:DEPARTMENTAL BUDGETS BY FUNDING SOURCE

DIVISION STATE COUNTY

FEDERAL/ SPECIAL

REVENUE/ OTHER

TOTAL

International Baccalaureate Program 538,143 188,016 - 726,159 ROTC Program - 1,939,733 1,916,056 3,855,789 Secondary Curriculum - 1,279,137 - 1,279,137 K-12 Literacy 16,743,552 1,036,438 - 17,779,990 Elementary Curriculum - 1,916,385 702,943 2,619,328 Teacher Professional Development 105,397 1,779,406 6,934,260 8,819,063 North Carolina Pre-K Program - - 9,339,736 9,339,736 Bright Beginnings Pre-K Program - 9,913,152 12,708,933 22,622,085 English Language Learners 15,622,227 6,602,797 4,303,806 26,528,830 Exceptional Children Services 79,013,940 4,633,846 37,491,148 121,138,934

Student Services 2,357,571 3,016,574 2,202,924 7,577,069 Virtual Learning and Media Services 195,335 1,389,777 - 1,585,112 Career and Technical Education 40,680,893 5,443,587 1,893,938 48,018,418

Magnet Programs and School Redesign - 712,380 - 712,380 Subtotal 166,500,260 43,456,640 77,506,118 287,463,018

SCHOOL PERFORMANCE SERVICES Chief School Performance Services Officer 1,523,249 862,181 - 2,385,430 Alternative Education & Safe Schools 684,426 454,401 - 1,138,827 ESEA Title I - - 41,997,277 41,997,277 Learning Communities 893,246 4,727,577 1,249,110 6,869,933 Project L.I.F.T. - 485,867 4,352,270 4,838,137

Subtotal 3,100,921 6,530,026 47,598,657 57,229,604

SCHOOLS DIVISION

School Admin. Support Services 61,885,095 49,922,035 1,873,587 113,680,717 Classroom Teachers 401,804,465 148,814,590 - 550,619,055 Support Positions 60,471,955 16,585,553 31,794 77,089,302 Assistants 29,904,600 1,179,604 - 31,084,204 Charter Schools - 49,626,851 - 49,626,851

Subtotal 554,066,115 266,128,633 1,905,381 822,100,129

TOTAL 828,757,458$ 440,479,845$ 143,628,037$ 1,412,865,340$

35


2017-2018 PROPOSED REVENUE BUDGET:REVENUE CATEGORIES BY FUNDING SOURCE

REVENUE CATEGORY STATE COUNTY FEDERAL/ SPECIAL

REVENUE/ OTHER TOTAL

Classroom Teachers 420,202,451$ -$ -$ 420,202,451$ $ Central Office Administration 3,426,412 - - 3,426,412 Non-Instructional Support Personnel 54,257,998 - - 54,257,998 *

School Building Administration 26,082,101 - - 26,082,101 Instructional Support Personnel 49,731,033 - - 49,731,033 Non-Contributory Employee Benefits 10,166,305 - - 10,166,305 Dollars for Certified Personnel 11,185,011 - - 11,185,011 *Driver Training 2,993,271 - - 2,993,271 Voc. Ed. - Months of Employment 38,819,930 - - 38,819,930 Voc. Ed.- Program Support 1,754,142 - - 1,754,142 School Technology Fund 4,104,886 - - 4,104,886 Summer Reading Camps 8,042,987 - - 8,042,987 Disadv. Student Supplemental Funding - - - - *Teacher Assistants 39,029,059 - - 39,029,059 Behavioral Support 278,439 - - 278,439 Children with Disabilities 59,481,194 - - 59,481,194 Children with Disabilities - Special 2,790,081 - - 2,790,081 Academically/Intellectually Gifted 2,056,042 - - 2,056,042 *Limited English Proficiency 637,081 - - 637,081 *High School Learn and Earn 949,938 - - 949,938 Transportation of Pupils 55,375,310 - - 55,375,310 Classroom Materials/Supplies 4,145,068 - - 4,145,068 *Assistant Principal Intern - MSA Student 59,802 - - 59,802 At-Risk/Alternative Schools 29,372,489 - - 29,372,489 School Connectivity 306,932 - - 306,932 Special Position Allotment 105,397 - - 105,397 State Textbook Allotment 3,404,099 - - 3,404,099 *Mecklenburg County - 440,479,845 - 440,479,845 Voc. Ed. - Program Improvement - - 1,893,938 1,893,938 McKinney-Vento Homeless - - 109,627 109,627 IDEA VI-B - Preschool Handicapped - - 520,275 520,275 ESEA Title I - Basic - - 50,106,592 50,106,592 North Carolina Pre-K - - 9,339,736 9,339,736 IDEA Title VI-B - - 25,857,748 25,857,748 IDEA Early Intervening Services (EIS) - - 7,385,676 7,385,676 IDEA VI B - Special Education State

- - 20,000 20,000

IDEA VI B – Children with Disabilities - - 427,213 427,213 Title II - Improving Teacher Quality - - 6,871,749 6,871,749 Title III - Language Acquisition - - 3,860,776 3,860,776

Title III - Language Acquisition Sign. Inc. - - 372,278 372,278 Title I - School Improvement - - 5,065,798 5,065,798 Title I - School Improvement - 1003G - - 649,316 649,316

36


2017-2018 PROPOSED REVENUE BUDGET:REVENUE CATEGORIES BY FUNDING SOURCE

REVENUE CATEGORY STATE COUNTY FEDERAL/ SPECIAL

REVENUE/ OTHER TOTAL

21st Century Grant - - 241,014 241,014 Math and Science Partnerships - - 700,943 700,943 IDEA VI-B Special Needs - - 16,453 16,453 IDEA Preschool Targeted Assistance - - 82,154 82,154 Safety & Mental Health - NIJ - - 1,256,904 1,256,904 Teacher in Residence - - 31,696 31,696 DSS Reimbursement - - 568,813 568,813 National Board Services - - 6,000 6,000 ROTC Reimbursement - - 1,937,329 1,937,329 Admin Outreach/Direct Svcs - Medicaid - - 5,463,474 5,463,474 Regional Alternative Licensing Center - - 179,257 179,257 Project L.I.F.T. - - 4,352,270 4,352,270 County Sheriff Reimbursement - - 418,427 418,427 County Bond Reimbursement - - 248,082 248,082 Burroughs Wellcome Fund - - 64,970 64,970 C. D. Spangler Foundation - - 23,987 23,987 Wallace Grant - - 851,548 851,548 CMS Foundation - - 254,784 254,784 Gates Next Generation - - 103,616 103,616 MDRC Grant - - 313,094 313,094 Athletics - - 1,657,500 1,657,500 Rental of School Property - - 1,400,000 1,400,000 Indirect Costs - - 7,750,000 7,750,000 Tuition & Fees - - 535,000 535,000 Interest Earned on Investment - - 800,000 800,000 Restitution - - 40,000 40,000 Police Sales - - 250,000 250,000 Fund Balance - - 1,600,000 1,600,000

TOTAL 828,757,458$ 440,479,845$ 143,628,037$ 1,412,865,340$

* 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


PROPOSED BUDGET BY REVENUE CATEGORY

001 Classroom Teachers $420,202,451

002 Central Office Administration $3,426,412

003 Non-Instructional Support Personnel $54,257,998

005 School Building Administration $26,082,101

007 Instructional Support Personnel – Certified $49,731,033

009 Non-Contributory Employee Benefits $10,166,305

010 Dollars for Certified Personnel $11,185,011

012 Driver Training $2,993,271

013 Vocational Education - Months of Employment $38,819,930

014 Vocational Education - Program Support Funds $1,754,142

015 School Technology Fund $4,104,886

016 Summer Reading Camps $8,042,987

027 Teacher Assistants $39,029,059

029 Behavioral Support $278,439

032 Children with Disabilities $59,481,194

Provides funding for salaries and associated benefits for classroom teachers allotted in a specific number of positions.To qualify as a classroom teacher and to be charged against this allotment, an individual must spend a major portionof the school day providing classroom instruction and shall not be assigned to administrative duties in either thecentral 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, Athletic Trainers,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 Media Assistant.

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 violent orassaultive behavior.

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.

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

38



063 Children with Disabilities – Special Funds $2,790,081

034 Academically or Intellectually Gifted $2,056,042

054 Limited English Proficiency $637,081

055 High School Learn and Earn $949,938

056 Transportation of Pupils $55,375,310

061 Classroom Materials/Instructional Supplies/Equipment $4,145,068

067 Assistant Principal Intern - MSA Student $59,802

069 At-Risk Student Services/Alternative Schools $29,372,489

073 School Connectivity $306,932

096 Special Position Allotment $105,397

130 State Textbook Allotment $3,404,099

Mecklenburg County $440,479,845

017 Vocational Education – Program Improvement $1,893,938

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.

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

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

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.

39



026 McKinney-Vento Homeless $109,627

049 IDEA VI-B – Preschool Handicapped $520,275

050 ESEA Title I – Basic $50,106,592

413 North Carolina Pre-K $9,339,736

060 IDEA Title VI-B $25,857,748

070 IDEA Early Intervening Services (EIS) $7,385,676

082 IDEA VI B - Special Education State Improvement Grant $20,000

114 IDEA VI B – Children with Disabilities – Risk Pool $427,213

103 Title II - Improving Teacher Quality $6,871,749

104 Title III - Language Acquisition $3,860,776

111 Title III - Language Acquisition Significant Increase $372,278

105 Title I – School Improvement $5,065,798

Provides funding for enhanced instructional opportunities for immigrant children and youth designed to assist them inachieving 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 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.

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

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

40



117 Title I – School Improvement -1003G $649,316

110 21st Century Grant $241,014

112 Math and Science Partnerships $700,943

118 IDEA VI-B Special Needs $16,453

119 IDEA Preschool Targeted Assistance $82,154

373 National Instutute of Justice (NIJ) $1,256,904

083 Teacher in Residence $31,696

812/813 DSS Reimbursement $568,813

880 National Board Services $6,000

301 ROTC Reimbursement $1,937,329

305/306 Administrative Outreach Claiming for Education Program $5,463,474

499 Regional Alternative Licensing Center $179,257

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

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

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

The NIJ What Works research grant seeks to develop information about how enhanced mental health services and increased staffing impact school climate and school violence. This 4 year grant provides funding for additional staff, training in evidence-based interventions, and allows middle school students in need of mental health therapy to receive treatment for free if they lack a funding source.

41



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

069 County Sheriff Reimbursement $418,427

980 County Bond Reimbursement $248,082

811 Burroughs Wellcome Fund $64,970

954 C. D. Spangler Foundation $23,987

887 Wallace Grant $851,548

889 CMS Foundation $254,784

897 Gates Next Generation $103,616

970 MDRC Grant $313,094

815 Athletics $1,657,500

Rental of School Property $1,400,000

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 for salaries and associated benefits for positions supporting the jail education program in theAlternative Education department.

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.

The CMS Foundation works to generate financial investment to support Charlotte-Mecklenburg Schools and developa community-wide culture of schoolanthropy—the support of public education.

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 $535,000

Interest Earned on Investments $800,000

Restitution $40,000

Police Sales $250,000

Fund Balance $1,600,000Provides 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

2017-18 2017-18 2017-18 2017-18Proposed Proposed Proposed Proposed

State County Federal/Special TotalFunds Appropriation Revenue/Other Budget

EXPENDITURES Instructional Regular Instructional 494,248,107$ 191,080,235$ 14,303,055$ 699,631,397$ Special Populations 101,249,085 11,854,714 31,439,364 144,543,163 Alternative Programs 25,293,054 11,390,785 59,280,753 95,964,592 Co-Curricular - 4,658,356 1,487,540 6,145,896 School-Based Support 55,064,760 13,638,241 9,961,957 78,664,958 Total Instructional 675,855,006 232,622,331 116,472,669 1,024,950,006

Instructional Support Support and Development 847,871 6,106,464 1,851,705 8,806,040 Special Pop. Support and Development 304,913 1,607,681 1,603,304 3,515,898 Alternative Prog Support and Development 355,632 1,502,337 3,586,040 5,444,009 System-wide Pupil Support 182,743 4,147,538 7,067 4,337,348 Total Instructional Support 1,691,159 13,364,020 7,048,116 22,103,295

Operations Technology Support 909,292 12,900,066 237,964 14,047,322 Operational Support 95,380,680 71,883,203 9,082,720 176,346,603 Financial and Human Resource Services 627,956 19,506,737 2,756,886 22,891,579 Accountability 212,587 4,210,473 313,128 4,736,188 Community Services - - 547,216 547,216 Nutrition Services 45,938 - 254,062 300,000 Debt Service - 582,736 - 582,736

Other - - 3,014,961 3,014,961 Total Operations 97,176,453 109,083,215 16,206,937 222,466,605

Leadership Policy, Leadership and Public Relations 1,278,552 12,761,755 3,388,239 17,428,546 School Leadership Services 52,756,288 23,021,673 512,076 76,290,037 Total Leadership 54,034,840 35,783,428 3,900,315 93,718,583

Charter School Funds - 49,626,851 - 49,626,851

TOTAL EXPENDITURES 828,757,458$ 440,479,845$ 143,628,037$ 1,412,865,340$


2017-18 PROPOSED CURRENT EXPENSE BUDGET:

48


2017-2018 PROPOSED CURRENT EXPENSE BUDGET:DETAIL EXPENDITURES BY FUNDING SOURCE

Description State County Federal/ Special Revenue/ Other Grand Total

Salaries

Board Member Fees -$ 174,617$ -$ 174,617$ Superintendent 148,119 188,503 - 336,622 Assoc. Supt./Chief Officer 158,694 722,916 - 881,610 Director/Supervisor 1,613,690 7,870,984 1,803,152 11,287,826 Principal 12,083,186 6,329,188 49,427 18,461,801 Assistant Principal 7,519,344 10,020,946 292,714 17,833,004 Area/Assistant Superintendent 805,857 961,027 524,046 2,290,930 Bonus - - - - Administration 22,328,890$ 26,268,181$ 2,669,339$ 51,266,410$

2.69% 5.96% 1.86% 3.63%

Teacher 359,003,177 54,833,865 16,091,343 429,928,385 ROTC Instructor 1,384,168 1,530,649 2,914,817 Extended Contracts 832,779 352,147 270,861 1,455,787 Social Worker/Counselor/ Media Spec. 32,150,843 3,262,465 2,620,093 38,033,401 Speech Pathologist/Audiologist 8,800,271 - - 8,800,271 Psychologist 3,977,909 544,424 346,796 4,869,129 Deans/Facilitators 12,920,931 8,343,569 9,212,836 30,477,336 Supplementary Pay - 71,931,867 7,341,156 79,273,023 Substitute - Certified 846,298 7,215,738 941,091 9,003,127 Bonus - 64,200 457,294 521,494 Additional Responsibility Stipend 46,382 2,966,452 702,149 3,714,983 Staff Development Pay 653,164 684,313 3,048,069 4,385,546 Professional Educator 419,231,754$ 151,583,208$ 42,562,337$ 613,377,299$

50.59% 34.41% 29.63% 43.41%

Teacher/Media Assistant 29,899,192 1,959,903 7,642,553 39,501,648 Tutor 1,013,364 29,371 2,856,465 3,899,200 Interpreter/Translator 95,676 148,130 1,953,264 2,197,070 Physical/ Occupational Therapist 4,188,916 - - 4,188,916 School-based Non-certified Support 2,283,483 249,501 4,587,800 7,120,784 Monitors 1,765,336 836,265 - 2,601,601 Non-Cert. Instructor - Driver/Alt Ed 286,467 - 71,021 357,488 Resource Officer/Campus Sec. 3,361,801 95,393 - 3,457,194 Instructional Support Non-certified 42,894,235$ 3,318,563$ 17,111,103$ 63,323,901$

5.18% 0.75% 11.91% 4.48%

Office Support 17,350,637 5,788,960 645,117 23,784,714 Technician- Technology - 5,003,396 289,903 5,293,299 Administrative Specialist 231,173 17,498,104 2,666,801 20,396,078 Staff Development Pay - - - - Technical and Administrative Support 17,581,810$ 28,290,460$ 3,601,821$ 49,474,091$

2.12% 6.42% 2.51% 3.50%

49




Driver 24,578,922 3,059,088 - 27,638,010 Driver Overtime/Additional Pay 70,177 1,700 175,700 247,577 Custodian 20,365,388 1,635,513 - 22,000,901 Skilled Trades 8,653,178 11,701,392 85,106 20,439,676 Operational Support Manager - 360,500 - 360,500 One-time Bonus - - - - Longevity Pay 5,700,913 649,535 403,993 6,754,441 Overtime Pay 693,234 704,280 256,430 1,653,944 Annual Leave 1,720,649 833,536 - 2,554,185 Disability Pay 744,107 97,008 1,039 842,154 Staff Development Pay - 571 - 571 Operational Support and Other 62,526,568$ 19,043,123$ 922,268$ 82,491,959$

7.54% 4.32% 0.64% 5.84%

Total Salaries 564,563,257$ 228,503,535$ 66,866,868$ 859,933,660$ 68.12% 51.88% 46.56% 60.86%

Employee Benefits

Employer's Social Security 43,216,184 17,410,486 5,320,810 65,947,480 Employer's Retirement 94,297,354 37,194,911 10,950,541 142,442,806 Employer's Hospitalization Ins. 78,665,598 16,858,264 7,187,731 102,711,593 Employer's Workers' Comp. Ins. - - 199,097 199,097 Employer's Unemployment Ins. - 1,327,145 - 1,327,145 Employer's Life Insurance - 167,552 11,596 179,148 Total Employee Benefits 216,179,136$ 72,958,358$ 23,669,775$ 312,807,269$

26.08% 16.56% 16.48% 22.14%

Total Salaries/Employee Benefits 780,742,393$ 301,461,893$ 90,536,643$ 1,172,740,929$ 94.21% 68.44% 63.04% 83.00%

Non-personnel Costs

Contracted Services 17,661,693 14,313,732 18,836,896 50,812,321 Workshop Expenses 606,409 1,644,102 10,852,886 13,103,397 Advertising Cost - 21,600 4,400 26,000 Printing and Binding Fees 36,260 117,169 189,275 342,704 Reproduction Costs 27,000 69,281 - 96,281 Other Prof & Tech Services 2,250 - 6,000 8,250 Public Utilities - Electric Services - 13,103,534 7,214,512 20,318,046 Public Utilities - Natural Gas - 2,922,230 - 2,922,230 Public Utilities – Water and Sewer - 5,215,792 631,342 5,847,134 Waste Management - 1,019,609 - 1,019,609 Contracted Repairs & Maintenance 616,556 7,850,988 38,000 8,505,544 Rentals/Leases 527,694 145,584 673,278 Pupil Transportation - Contracted 7,662,445 1,224,405 42,989 8,929,839

50




Travel Reimbursement 45,480 1,231,309 619,927 1,896,716 Field Trips 19,000 210,064 140,326 369,390 Telephone/Telecommunication 839,711 2,566,365 432,282 3,838,358 Postage 58,850 36,994 131,472 227,316 Employee Education Reimbursement 122,480 2,000 10,000 134,480 Membership Dues and Fees 213,000 798,190 300,800 1,311,990 Liability Insurance - 4,244,355 245,161 4,489,516 Vehicle Liability Insurance 128,000 1,521 - 129,521 Property Insurance - 914,889 421,738 1,336,627 Fidelity Bond Premium - 12,825 - 12,825 Other Insurance and Judgments - 66,500 7,000 73,500 Debt Service-Principal & Interest - 582,736 - 582,736 Indirect Cost - - 3,014,961 3,014,961 Total Purchased Services 28,039,134$ 58,697,884$ 43,285,551$ 130,022,569$

3.38% 13.33% 30.14% 9.20%

Supplies and Materials 4,416,541 13,612,264 5,149,996 23,178,801 State Textbooks 3,404,099 - - 3,404,099 Other Textbooks - 1,050,552 1,129,471 2,180,023 Library Books 115,335 367,013 12,213 494,561 Computer Software and Supplies 3,762,930 2,130,989 1,895,686 7,789,605 Repair Parts, Grease, and Anti-Freeze 1,133,032 3,148,829 - 4,281,861 Gas/Diesel Fuel 3,350,740 2,772,431 - 6,123,171 Oil 101,484 39,303 - 140,787 Tires and Tubes 657,844 147,050 - 804,894 Food Purchases -PreK/Extend. Day 87,411 71,218 165,345 323,974 Furniture & Equipment - Inventoried 65,365 2,923,271 608,182 3,596,818 Computer Equipment - Inventoried 2,450,610 4,081,151 672,259 7,204,020 Total Supplies and Materials 19,545,391$ 30,344,071$ 9,633,152$ 59,522,614$

2.36% 6.89% 6.71% 4.21%

Equipment - Capitalized 400,000 237,429 61,240 698,669 Computer Hardware - Capitalized - 111,717 111,451 223,168 License and Title Fees 30,540 - - 30,540 Total Equipment and Vehicles 430,540$ 349,146$ 172,691$ 952,377$

0.05% 0.08% 0.12% 0.07%

Transfers to Charter Schools - 49,626,851 - 49,626,851 Total Fund Transfers -$ 49,626,851$ -$ 49,626,851$

0.00% 11.27% 0.00% 3.51%- - - - - -

Grand Total 828,757,458$ 440,479,845$ 143,628,037$ 1,412,865,340$ 100.00% 100.00% 100.00% 100.00%

51


2017-2018 PROPOSED CURRENT EXPENSE BUDGET:ALIGNMENT WITH STRATEGIC PLAN 2018 GOALSBY FUNDING SOURCE

2017-18 2017-18 2017-18 2017-18 2017-18Proposed Proposed Proposed Proposed Proposed

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

79.05% 55.12% 62.04% 20.31% 69.49%

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

1.98% 6.16% 9.79% 14.00% 4.11%

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

1.78% 3.86% 5.09% 1.68% 2.73%

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

10.88% 15.42% 8.83% 18.08% 12.17%

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

2.78% 11.78% 4.14% 17.44% 5.84%

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

3.14% 5.80% 3.17% 14.33% 4.07%

Goal 7: Regulatory and Compliance 0.39% 1.87% 6.94% 14.16% 1.58%

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

52


2017-2018 PROPOSED CURRENT EXPENSE BUDGET:ALIGNMENT WITH STRATEGIC PLAN 2018 GOALSBY FUNDING SOURCE DETAIL



Goal 1

Four focus areas:I. College- and career-readiness 23.13% 20.12% 12.55% 0.46% 21.01%II. Academic growth/high academic achievement 19.58% 14.79% 18.75% 6.05% 17.89%III. Access to rigor 18.15% 8.36% 11.49% 0.02% 14.32%IV. Closing achievement gaps 18.19% 11.85% 19.24% 13.78% 16.27%

Subtotal 79.05% 55.12% 62.04% 20.31% 69.49%

Goal 2

Five focus areas:I. Proactive recruitment 0.69% 1.28% 0.47% 0.79% 0.85%II. Individualized professional development 1.06% 3.58% 5.27% 13.20% 2.35%III. Retention/quality appraisals 0.07% 0.33% 2.29% 0.00% 0.35%IV. Multiple career pathways 0.06% 0.26% 0.10% 0.00% 0.12%V. Leadership development 0.10% 0.71% 1.65% 0.01% 0.43%

Subtotal 1.98% 6.16% 9.79% 14.00% 4.11%

Goal 3

Three focus areas:I. Family engagement 0.65% 2.63% 2.22% 0.51% 1.41%II. Communication and outreach 0.94% 0.91% 2.13% 1.01% 1.04%III. Partnership development 0.20% 0.31% 0.74% 0.17% 0.28%

Subtotal 1.78% 3.86% 5.09% 1.68% 2.73%

Goal 4

Five focus areas:I. Physical safety 4.00% 5.76% 3.82% 15.87% 4.64%II. Social and emotional health 4.04% 4.27% 2.73% 0.22% 3.96%III. High engagement 0.86% 1.16% 1.55% 0.01% 1.01%IV. Cultural competency 0.30% 0.77% 0.20% 0.14% 0.43%V. Customer service 1.69% 3.47% 0.53% 1.83% 2.13%

Subtotal 10.88% 15.42% 8.83% 18.08% 12.17%

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


2017-2018 PROPOSED CURRENT EXPENSE BUDGET:ALIGNMENT WITH STRATEGIC PLAN 2018 GOALSBY FUNDING SOURCE DETAIL



Goal 5

Four focus areas:I. Effective and efficient processes and systems 1.54% 6.51% 0.84% 14.61% 3.14%II. Strategic use of district resources 0.23% 2.20% 2.07% 1.81% 1.03%III. Data integrity and use 0.95% 2.52% 0.91% 0.99% 1.43%IV. School performance improvement 0.06% 0.55% 0.32% 0.02% 0.24%

Subtotal 2.78% 11.78% 4.14% 17.44% 5.84%

Goal 6

Four focus areas:I. Learning everywhere, all the time 1.88% 4.39% 2.76% 14.16% 2.85%II. Innovation and entrepreneurship 0.61% 0.30% 0.07% 0.00% 0.46%III. Strategic school redesign 0.62% 0.58% 0.29% 0.00% 0.57%IV. Innovative new schools 0.03% 0.53% 0.04% 0.17% 0.19%

Subtotal 3.14% 5.80% 3.17% 14.33% 4.07%

Goal 7Six focus areas:

I. School Board 0.01% 0.41% 0.02% 0.25% 0.13%II. Legal 0.01% 0.39% 6.92% 0.49% 0.78%III. Arts 0.01% 0.02% 0.00% 0.00% 0.01%IV. Athletics 0.00% 1.04% 0.00% 13.41% 0.44%V. Drivers Ed 0.36% 0.00% 0.00% 0.00% 0.21%VI. Charter Schools 0.01% 0.01% 0.00% 0.00% 0.01%

Subtotal 0.39% 1.87% 6.94% 14.16% 1.58%

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

Proposed County Appropriation

Prop

osed

C

ount

y A

ppro

pria

tion


DETAIL OF CHANGES TO 2016-2017 COUNTY APPROPRIATION Proposed

2016-17 BASE BUDGET 413,493,792

I. SUSTAINING OPERATIONS

A. Program Continuation1. Facility Leases 110,418$ 2. Insurance Premiums 180,543 3. Athletic Coaches/Directors Stipends 432,672 4. Solid Waste Removal 170,000 5. Utilities 714,643 6. Charlotte-Mecklenburg Police Department School Resource Officer Contract 313,782

Total Sustaining Operations 1,922,058

II. INVESTING IN OUR EMPLOYEES

A. Salaries and Benefits7,253,195$ 1,395,610

2. Health Insurance Rate Increase - from $5,565 to $5,759 annually per eligible employee 565,925 3. Retirement Rate Increase - from 16.33% to 16.85% of eligible earnings 1,112,164

Total Investing In Our Employees 10,326,894

III. STUDENT GROWTH AND ADDITIONAL SPACE

A. Student Enrollment Growth Costs1. Enrollment Growth - 753 new students

Additional Staffing Allotments 425,007$ Non-Personnel 181,117

Total CMS Enrollment Growth Costs 606,124 2. Charter School Enrollment Growth - 2,587 new students 6,732,110

Total Student Enrollment Growth Costs 7,338,234

B. Additional Facility Space - including new, replacement and renovated schools1. Additional Staffing Allotments 1,780,705$ 2. Maintenance and Operating Costs for All Additional Space 1,086,356

Total Additional Facility Space Costs 2,867,061

Total Student Growth and Additional Space Costs 10,205,295

IV. PROGRAM EXPANSION

A. Student Support Services - Phase III 4,531,806$

2017-2018 PROPOSED COUNTY APPROPRIATION 440,479,845

INCREASE IN TOTAL COUNTY APPROPRIATION OVER PRIOR YEAR 26,986,053

1. Salary Increases - local impact of an average 3% increase for certified and non-certified staffSalary Increases - local impact of an average 7% increase for school based administrators

55


2017-2018 PROPOSED CURRENT EXPENSE BUDGET:PROPOSED COUNTY APPROPRIATION


Purchased Services


EXPENDITURES

Regular Instructional 168,467,276$ 5,762,406$ 16,709,422$ Special Populations 10,509,411 873,266 472,037Alternative Programs 10,013,209 1,065,757 311,819School Leadership Services 22,380,840 - 640,833 Co-Curricular 3,003,268 1,471,461 169,400School-Based Support 12,245,065 821,952 556,224Support and Development 5,444,307 429,158 231,851Special Population Support and Development 1,597,321 - 10,360 Alternative Programs Support and Development 1,374,488 80,981 46,511Technology Support 9,208,788 2,083,193 1,608,085Operational Support 27,680,077 35,744,557 8,290,619Financial and Human Resource Services 11,690,733 7,186,897 625,753Accountability 3,731,507 356,946 116,041System-wide Pupil Support 3,669,399 302,968 175,171Policy, Leadership and Public Relations 10,446,204 1,935,606 379,945Payments to Charter Schools - - - Debt Service - 582,736 - TOTAL EXPENDITURES 301,461,893$ 58,697,884$ 30,344,071$ PERCENTAGE OF TOTAL 68.44% 13.33% 6.89%

Note: The description for each category are on the following pages 58-65.

56


2017-2018 PROPOSED CURRENT EXPENSE BUDGET:PROPOSED COUNTY APPROPRIATION

Furniture and Equipment Other Total % of Total

Budget

141,131 -$ 191,080,235$ 43.38%- - 11,854,714 2.69%- - 11,390,785 2.59%- - 23,021,673 5.23%

14,227 - 4,658,356 1.06%15,000 - 13,638,241 3.10%1,148 - 6,106,464 1.39%

- - 1,607,681 0.36%357 - 1,502,337 0.34%- - 12,900,066 2.93%

167,950 - 71,883,203 16.32%3,354 - 19,506,737 4.43%5,979 - 4,210,473 0.96%

- - 4,147,538 0.94%- - 12,761,755 2.90%- 49,626,851 49,626,851 11.27%- - 582,736 0.13%

349,146$ 49,626,851$ 440,479,845$ 100.00%0.08% 11.27% 100.00%

57

CHARLOTTE-MECKLENBURG BOARD OF EDUCATION PROPOSED 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 $183,480,596 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 $11,854,714 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 $11,390,785 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 $30,621,312 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 $4,658,356 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 $13,638,241 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 $6,106,464 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 $1,607,681 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 $1,502,337 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 $12,900,066 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 $71,883,203 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 $19,506,737 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 $4,210,473 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 $4,147,538 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 $12,761,755 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 $49,626,851 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

Rep

lace

men

t/Le

ases


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

2017-18 Proposed

Budget

2016-17 Adopted Budget



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

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

EXPENDITURESBuildings and Sites

Roofs 5,451,889$ 6,647,518$ 1,215,000$ 215,000$ Heating and Air Conditioning 3,899,014 3,076,748 3,373,493 2,084,616 Asphalt Resurfacing 3,294,577 4,990,050 25,000 58,000 Carpeting 391,372 150,000 90,000 90,000 Stage Curtains 25,000 25,000 10,000 28,000 Sites 4,560,970 4,880,300 656,063 510,000 Renovations 3,341,539 2,345,000 5,494,000 489,000 Electrical 1,085,255 135,000 69,000 735,000

Total Buildings and Sites 22,049,616$ 22,249,616$ 10,932,556$ 4,209,616$

Furniture and EquipmentClassroom and Office Equipment 550,384$ 550,384$ 1,682,258$ 550,384$ Computer Equipment - Instructional 100,000 100,000 100,000 100,000 Vehicles 200,000 - 145,186 Insurance Claims 100,000 100,000 100,000 100,000

Total Furniture and Equipment 950,384$ 750,384$ 2,027,444$ 750,384$

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

68

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 $1.23 million. Accumulated depreciation relating to these assets was $1.19 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 $780,000. 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

Total Minimum Lease Payments 2017

$ 49

Less: Interest (0.1) Present Value of Net Minimum Lease Payments $ 48.9

2017 $1,825 2018 1,170 Total Payments $2,995

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

Ente

rpri

se P

rogr

ams


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

FY 2017-18 FY 2016-17 FY 2015-16 FY 2014-15Proposed Adopted Actual Actual

Budget Budget Expenditures ExpendituresOPERATING REVENUES:

Student Meals 5,136,555$ 5,608,070$ 5,241,383$ 5,113,694$ Supplemental Sales 6,730,322 6,971,859 6,867,675 6,793,822

Total Operating Revenues 11,866,877 12,579,929 12,109,058 11,907,516

OPERATING EXPENSES:Food and Commodities 27,192,993 27,541,400 26,400,964 27,624,323 Salaries 24,641,127 22,504,567 22,043,870 21,155,350 Employee Benefits 6,178,820 5,766,858 4,479,978 4,560,414 Materials and Supplies 2,284,918 2,325,838 2,218,367 2,228,928 Depreciation 1,760,734 1,776,954 1,709,451 1,451,818 Contracted Services 3,568,137 3,833,373 3,464,211 3,559,949 Other 4,711,034 5,509,182 4,573,819 4,945,555

Total Operating Expenses 70,337,763 69,258,172 64,890,660 65,526,337

OPERATING INCOME (LOSS) (58,470,886) (56,678,243) (52,781,602) (53,618,821)

U.S. Government Subsidy and Commodities 57,670,886 56,028,243 57,428,705 55,303,442 Interest Revenue and Other Misc. Revenue 500,000 350,000 970,250 357,038

Total Non-Operating Revenue 58,170,886 56,378,243 58,398,955 55,660,480

INCOME (LOSS) BEFORE OPERATING TRANSFER (300,000) (300,000) 5,617,353 2,041,659

OPERATING TRANSFER FROM GENERAL FUND 300,000 300,000 347,250 516,815 Change in Net Position - - 5,964,603 2,558,474

Total Net Position - Beginning of Year* 29,524,920 29,524,920 23,560,317 25,098,599

Prior Year Restatement (Due to GASB 68) - - - (4,096,756)

Total Net Position - End of Year** 29,524,920$ 29,524,920$ 29,524,920$ 23,560,317$

* Based on prior year actuals ** Does not include fund balance invested in fixed assets


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

72

Elementary Secondary Adult Elementary Secondary Adult

2017-18 Proposed

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

2017-18 2016-17 2015-16 2014-15Proposed Adopted Actual Actual

Budget Budget Expenditures Expenditures

OPERATING REVENUES:Participant Fees 13,686,870$ 13,681,226$ 13,295,021$ 13,140,917$

OPERATING EXPENSES:Salaries 8,655,707 8,684,657 8,165,714 7,883,456 Benefits 2,016,780 2,017,891 1,493,531 1,498,477 Food Costs 524,724 514,724 399,579 381,437 Material and Supplies 403,735 357,020 391,976 294,273Contracted Services 541,846 534,610 292,356 526,064Other 1,573,078 1,601,324 1,495,666 1,522,063

Total Operating Expenses 13,715,870 13,710,226 12,238,822 12,105,770

OPERATING INCOME (LOSS) (29,000) (29,000) 1,056,199 1,035,147

NON-OPERATING REVENUES:Interest Income 29,000 29,000 36,231 20,520 Contributions and Grants - - - -

Total Non-Operating Revenue 29,000 29,000 36,231 20,520

Change in Net Position - - 1,092,430 1,055,667

Total Net Position - Beginning of Year* 3,838,872 3,838,872 2,746,442 3,135,212

Prior Year Restatement (Due to GASB 68) (1,444,437)

RETAINED EARNINGS - End of Year 3,838,872$ 3,838,872$ 3,838,872$ 2,746,442$

Average number of participants students per week 6,200 6,100 6,100 6,000

* Based on prior year actuals

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 2015-16, 47.6% 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 +1.8 points compared to the state overall. In math, 52.7% 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 +5.7 points compared to the state. In science, 65.4% of CMS students in grades 5 and 8 scored Level IV (College and Career Ready) or higher in 2015-16, a difference of +2.3 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.

2015-16 Reading Percent of Students Scoring Level IV (College and Career Ready) or Higher

Test CMS

2015-16 Percent C & C Ready

NC 2015-16 Percent

C & C Ready Difference between

CMS and NC

Reading 3 49.6% 47.8% +1.8 points Reading 4 46.6% 45.7% +0.9 points Reading 5 44.3% 43.1% +1.2 points Reading 6 51.2% 49.5% +1.7 points Reading 7 49.1% 47.1% +2.0 points Reading 8 44.8% 41.5% +3.3 points

Reading 3-8 47.6% 45.8% +1.8 points

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

2015-16 Mathematics Percent of Students Scoring Level IV (College and Career Ready) or Higher

Test CMS


NC 2015-16 Percent


CMS and NC

Math 3 57.0% 51.7% +5.3 points Math 4 56.7% 51.1% +5.6 points Math 5 60.4% 54.0% +6.4 points Math 6 49.0% 44.3% +4.7 points Math 7 47.3% 42.0% +5.3 points Math 8 44.2% 38.5% +5.7 points

Math 3-8 52.7% 47.0% +5.7 points


77

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




2015-16 Science

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

Test CMS


NC 2015-16 Percent

C & C Ready

Difference between

CMS and NC

Science 5 66.1% 61.8% +4.3. points Science 8 64.6% 64.5% +0.1 points

Science 5 & 8 65.4% 63.1% +2.3 points


End-of-Grade Exam Subgroup Performance Differences in college and career ready rates exist by subgroup in reading, math, and science. For example, in 2015-16, 66.0% of Asian students, 33.0% of Black, 32.6% of Hispanic, and 74.9% of White students were College and Career Ready in reading. Differences also exist by racial/ethnic subgroup in math and science. In math, 77.0% of Asian students, 35.0% of Black, 43.3% of Hispanic, and 78.9% of White students were College and Career Ready. In science, 80.7% of Asian, 51.9% of Black, 56.4% of Hispanic, and 88.0% of White students were College and Career Ready in 2015-16.

2015-16 Reading Results by Subgroup Grades 3-8


Source: North Carolina Department of Public Instruction http://www.ncpublicschools.org/accountability/reporting/ 2015-16 State, District,

and School Level Drilldown Performance Data

66.0

33.0 32.6

74.9

13.2 12.6

30.5

Asian Black Hispanic White SWD LEP EDS

78



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




2015-16 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/ 2015-16 State, District, and School Level Drilldown Performance Data

2015-16 Science Results by Subgroup Grades 5 and 8


Source: North Carolina Department of Public Instruction http://www.ncpublicschools.org/accountability/reporting/ 2015-16 State, District,

and School Level Drilldown Performance Data

77.0

35.043.3

78.9

14.0

26.5

35.8


80.7

51.956.4

88.0

24.1 24.2

50.3


79









End-of-Course Exam Overall Performance In 2015-16, 52.7% of CMS students scored Level IV (College and Career Ready) or higher on the English II End-of-Course exam, a difference of +3.1 points compared to the state overall. In Math I, 58.1% of CMS students scored Level IV (College and Career Ready) or higher on the state’s annual End-of-Course assessment, a difference of +8.3 points compared to the state. In Biology, 52.4% of CMS students scored Level IV (College and Career Ready) or higher on the state’s annual End-of-Course exam, a difference of +5.1 points compared to the state.

2015-16 End of Course Exams


Test CMS


NC 2015-16 Percent


CMS and NC

Math I 58.1% 49.8% +8.3 points English II 52.7% 49.6% +3.1 points Biology 52.4% 47.3% +5.1 points

EOC Composite 54.8% 49.0% +5.8 points

Source: North Carolina Department of Public Instruction http://www.ncpublicschools.org/accountability/reporting/ End-of-Course Exam Subgroup Performance Differences in college and career ready rates exist by subgroup in English II, Math I, and Biology End-of-Course exams. For example, in 2015-16, 64.6% of Asian students, 37.4% of Black, 39.8% of Hispanic, and 80.6% of White students were College and Career Ready on the English II exam. On the Math I exam, 80.9% of Asian students, 36.4% of Black, 43.6% of Hispanic, and 85.1% of White students were College and Career Ready. In Biology, 69.9% of Asian, 33.9% of Black, 41.4% of Hispanic, and 79.1% of White students were College and Career Ready in 2015-16.

2015-16 English II Results by Subgroup



64.6

37.4 39.8

80.6

10.95.1

36.7


80







2015-16 Math I Results by Subgroup



2015-16 Biology Results by Subgroup Percent of Students Scoring Level IV (College and Career Ready) or Higher


SAT Results SAT scores increased from a score of 992 in 2015 to 1001 in 2016, while the national average slightly decreased and the NC average slightly increased from 2015 to 2016. In 2016, the average score for CMS is nine points below the average score for NC overall and twenty points above the national average.

80.9

36.443.6

85.1

12.6 15.9

37.7


69.9

33.941.4

79.1

14.4 12.8

35.7


81









2003-2016 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 2016, 52.7% of AP exams taken by CMS students received a 3, 4, or 5, which is 1.3 percentage points higher than the state of North Carolina and 3.2 points lower than national public schools.

2011 – 2016 Advanced Placement (AP) Exam Performance

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

Source: College Board District Integrated Summary

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016CMS 1001 1005 1008 995 996 1006 1007 1014 1002 990 996 1010 992 1001NC 1001 1006 1010 1008 1004 1007 1006 1004 1001 997 1001 1006 1002 1010Nation 1026 1026 1028 1021 1017 1017 1016 1015 1011 1010 1010 1010 1006 981

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 2014-15 2015-16CMS 63.8% 70.4% 66.4% 49.8% 49.6% 52.7%NC 59.0% 58.9% 59.2% 55.7% 50.8% 51.4%National Public 58.0% 59.2% 59.0% 59.1% 55.8% 55.9%

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 National Public

82

http://www.dpi.state.nc.us/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.

83



The budget process timeline is as follows:

SEPT-OCT

Board of Education (BOE) Retreat/Board

Workshops

SEPT-NOV

Superintendent and Executive Staff develops funding priorities for the

new fiscal year.

NOV-DEC

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

Executive Staff

OCT-NOV

Adopted operating budget document is published

APR

Superintendent presents the 2017-18

Budget Recommendation

to the BOE

MAR

Superintendent Coffees - Community engagement

sessions on the Superintendent’s budget

FY 2017-2018 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 prepares a budget recommendation for

BOE with input from Executive Staff, Stakeholders

and Board Members JUL-SEPT

BOE adopts operating budget

JUN Superintendent

recommends final budget to BOE based on approved funding from county, state

and federal sources

MAY-JUN

BOCC adopts county budget after holding

budget workshops and public hearings

MAY

BOE approves and submits budget request to Board of

County Commissioners (BOCC) after holding open

budget workshops and public hearing

84



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.

85



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.

86

Trends and Statistics

Tren

ds a

nd S

tati

stic

s


KEY STATISTICS (FY2008-2018)

SELECTED TRENDS FISCAL YEAR 2007-

08 2008-

09 2009-

10 2010-

11 2011-

12 2012-

13 2013-

14 2014-

15 2015-

16 2016-

17 2017-

18 ENROLLMENT

Total K-12 Enrollment on 20th Day

132,281 134,060 133,664 135,638 138,012 141,171 142,612 145,363 146,140 147,157 147,910*

LEP Students 17,035 18,407 18,407 16,220 15,505 14,830 15,176 17,146 16,938 17,210

Economically Disadvantaged Students 47.25% 48.74% 51.55% 53.41% 54.42% 54.30% 57.30% 58.50%*** 56.50%*** 60.06%***

COST PER PUPIL

Budgeted Total Cost Per Pupil

$8,868 $8,912 $8,533 $8,480 $8,473 $8,518 $8,714 $9,025 $9,215 $9,363 $9,952

Budgeted Local Cost Per Pupil

$2,581 $2,621 $2,374 $2,228 $2,379 $2,390 $2,500 $2,671 $2,766 $2,810 $2,978

NUMBER OF SCHOOLS

Elementary 99 104 108 108 88 88 89 91 95 95 96

Middle 31 31 33 33 39 39 39 39 39 39 40

High 31 32 31 33 28 28 28 31 31 32 35

Alternative 4 4 4 4 4 4 4 4 4 4 4

Total Schools Operating 165 171 176 178 159 159 160 165 169 170 175

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

% OF TOTAL OPERATING BUDGET

% County 29.10% 29.41% 27.83% 26.28% 28.08% 28.06% 28.69% 29.59% 30.02% 30.01% 31.18% % State 59.92% 60.15% 55.73% 55.19% 56.64% 57.95% 57.58% 57.13% 57.84% 58.53% 58.66%

% Federal & Other Grants

8.19% 8.51% 14.54% 16.16% 13.72% 12.00% 12.20% 11.71% 10.55% 10.00% 9.17%

% Other /Special Revenue

.91% 1.05% 1.12% 1.03% 1.01% 0.95% 0.91% 0.88% 1.03% .86% .88%

% Fund Balance 1.88% .88% .78% 1.35% 0.55% 1.04% 0.62% 0.69% 0.56% .60% .11%

PERSONNEL CHANGES

Principals/Assistant Principals

444 429 396 405 382 373 380 385 410 415 426

Teachers** 10,455 10,497 10,343 10,050 10,471 10,611 10,798 9,513 9,811 9,904 9,870

Support Staff** 1,344 1,412 1,390 1,545

Assistants/Tutors 2,740 2,591 2,258 2,117 2,434 2,488 2,322 2,257 2,342 2,303 2,326

Admin./Office Personnel 1,211 1,255 1,221 1,174 1,128 1,143 1,161 1,192 1,230 1,245 1,243

Transportation 1,486 1,506 1,506 1,453 1,323 1,354 1,381 1,388 1,386 1,435 1,445

Building Services/Other 1,364 1,319 1,221 1,197 1,054 1,063 1,080 1,078 1,127 1,139 1,153

Total Personnel 17,700 17,596 16,945 16,396 16,792 17,032 17,122 17,157 17,718 17,831 18,008

TRANSPORTATION

# of Yellow Buses- Operating

1,289 1,314 1,329 1,075 919 971 1,001 1,011 1,017 1,070 1,078

* 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 increased to 60.06% in 2016-17 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 increased in 2016-17. Currently, CMS serves students from 183 countries who speak 197 languages other than English. Over 17,000 students with limited english proficiency are currently served by CMS. That represents a 15.6% growth rate since the 2006-2007 school year. The following chart shows the trend in this population of students.

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

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

45.5% 47.3% 48.7%51.6% 53.4% 54.4% 54.30%

57.30% 58.5% 56.5%*60.06%*

%of

Stu

dent

Pop

ulat

ion

School Year

Economically Disadvantaged Students

88


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, 13,777 CMS students – 9.4% 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

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

14,88317,03518,407

16,631 16,220 15,505 14,830 15,17617,146 16,938 17,210

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

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

14,50214,702 14,743

14,170

13,646 13,566 13,560 13,53213,661

14,00213,777

Num

ber o

f Stu

dent

s

School Year

Students With Special Needs

89


CMS also serves approximately 15,683 identified 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 2016-2017

• American Indian/Multiracial = 3% • Asian = 6% • African-American = 39% • Hispanic/Latino = 23% • White = 29% • Economically Disadvantage Students = 60% • Native languages = 197 • Countries represented = 183 • Limited English Proficient = 17,210 • Students with Special Needs = 13,777

-

10,000

20,000

30,000

40,000

50,000

60,000

06-07

07-08

08-09

09-10

10-11

11-12

12-13

13-14

14-15

15-16

16-17

Num

ber

of S

tude

nts

School Year

Enrollment by Racial/Ethnic Group

White 28.7% African American 39.0% Latino 23.0% Asian 6.3% American Indian/Multi-Racial 2.9%

90


Enrollment Enrollment in 2017-18 is projected to grow by approximately .5%. Since 2007-08, CMS has grown from a little over 132,000 students to the projected enrollment of 147,910 students. We anticipate serving another 753 students next year (in 2017-18). It is anticipated that enrollment will continue to grow in 2018-19.

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

07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18

132,281134,060 133,664 135,638 138,012 141,171 142,612 145,363 146,140 147,157 147,910

Num

ber o

f Stu

dent

s

School Year

CMS Total Enrollment

91


SIX YEAR ENROLLMENT COMPARISON BY GRADE LEVEL

Grades2017-18

Projected*2016-17 Actual*

2015-16 Actual*

2014-15 Actual*

2013-14 Actual*

2012-13 Actual*

K 11,443 11,263 11,734 11,968 12,176 12,1731 11,354 11,743 12,107 12,286 12,214 12,0602 11,645 12,029 12,160 12,114 11,908 11,6953 12,013 12,204 12,027 11,852 11,500 10,7174 12,039 11,867 11,562 11,343 10,604 11,4025 11,637 11,386 11,126 10,437 11,045 11,0116 11,053 10,768 9,994 10,735 10,702 10,7667 10,834 10,156 10,781 10,712 10,852 10,5318 10,227 10,925 10,617 11,000 10,535 10,2149 12,835 12,488 12,962 12,513 11,584 11,74910 11,230 11,648 11,259 10,788 10,410 10,15611 10,080 9,851 9,234 9,303 8,644 8,44612 9,730 8,997 8,830 8,646 8,436 7,952Special 1,790 1,832 1,747 1,666 2,002 2,299

TOTAL ENROLLMENT 147,910 147,157 146,140 145,363 142,612 141,171

* End of First Month (20th Day)

90,000

100,000

110,000

120,000

130,000

140,000

150,000147,910147,157146,140145,363

142,612141,171

Num

ber o

f Stu

dent

s

School Year

92


CURRENT EXPENSE SIX YEAR EXPENDITURE COMPARISON

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

2017-18 Proposed Budget 440,479,845$ 6.5% 828,757,458$ 2.8% 143,628,037$ -9.0% 1,412,865,340$ 2.5%

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%2015-16 404,286,016$ 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

2017-18ProposedBudget

2016-17AdoptedBudget

2015-162014-152013-142012-13

Dol

lars

School Year

Federal/Special Revenue/Other State County

93


COMPARATIVE EXPENDITURES BY FUNDING SOURCE

FY 2017-18 FY 2016-17 FY 2015-16 FY 2014-15

Proposed Adopted Actual Actual


State of North Carolina 828,757,458$ 806,479,514$ 756,804,591$ 725,305,633$ Federal and Other Grants 129,595,537 137,785,489 109,267,350 120,017,144 County Appropriation 440,479,845 413,493,792 404,286,016 388,236,594 Other and Special Revenue 14,032,500 20,115,000 11,383,554 10,422,654 Total 1,412,865,340$ 1,377,873,795$ 1,281,741,511$ 1,243,982,025$

94


COMPARATIVE EXPENDITURES PERCENTAGE BY SOURCE

100% 100% 100% 100%100% 100% 100% 100%

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

58.66% 58.53% 59.05% 58.31%

State of North Carolina

FY 2017-18Proposed

Budget

FY 2016-17AdoptedBudget

FY 2015-16Actual

Expenditures

FY 2014-15 Actual

Expenditures

9.17% 10.00% 8.52% 9.65%Federal & Other Grants

31.18% 30.01% 31.54% 31.20%

County Appropriation

0.99% 1.46% 0.89% 0.84%Other and Special Revenue

95


COMPARATIVE EXPENDITURES BY MAJOR FUNCTION



Instructional Regular Instructional 699,631,397$ 670,651,017$ 627,625,713$ 604,603,665$ Special Populations 144,543,163 148,771,449 141,336,205 135,937,924 Alternative Programs 95,964,592 101,770,329 84,993,109 89,300,753 Co-Curricular 6,145,896 5,466,567 5,751,383 5,544,044 School-Based Support 78,664,958 70,406,251 61,499,902 59,882,940 Total Instructional 1,024,950,006 997,065,613 921,206,312 895,269,326

Instructional SupportSupport and Development 8,806,040 7,685,295 6,820,990 6,642,518 Special Population Support and Development 3,515,898 3,058,888 3,387,098 3,338,654 Alternative Programs Support and Development 5,444,009 5,546,574 3,906,511 3,589,452 System-wide Pupil Support 4,337,348 4,074,889 3,658,250 3,488,189 Total Instructional Support 22,103,295 20,365,646 17,772,849 17,058,813

OperationsTechnology Support 14,047,322 13,943,486 14,362,795 16,370,969 Operational Support 176,346,603 175,150,471 172,459,195 170,250,545 Financial and Human Resource Services 22,891,579 23,023,983 18,912,320 22,204,533 Accountability 4,736,188 4,572,387 4,329,624 4,530,333 Community Services 547,216 531,833 861,341 704,899 Nutrition Services 300,000 309,333 705,457 835,885 Debt Service 582,736 582,736 582,737 582,736 Other 3,014,961 3,512,378 2,212,425 3,104,394 Total Operations 222,466,605 221,626,607 214,425,894 218,584,294

LeadershipPolicy, Leadership and Public Relations 17,428,546 17,322,899 15,330,280 16,799,334 School Leadership Services 76,290,037 78,598,289 74,837,911 64,522,758 Total Leadership 93,718,583 95,921,188 90,168,191 81,322,092

Charter School Funds 49,626,851 42,894,741 38,168,265 31,747,500

Total 1,412,865,340$ 1,377,873,795$ 1,281,741,511$ 1,243,982,025$

96


INSTRUCTION TAKES TOP PRIORITY

100% 100% 100% 100%Note: Vertical bar graphs are not intended to be proportional across categories.

1.56% 1.48% 1.39% 1.37%Instructional Support

6.63% 6.96% 7.03% 6.54%Leadership

15.75% 16.08% 16.73% 17.57%

Operations

3.51% 3.11% 2.98% 2.56%

Charter School Funds

72.55% 72.36% 71.87% 71.96%

Instructional

FY 2017-18Proposed

Budget


FY 2015-16 Actual

Expenditures

FY 2014-15 Actual

Expenditures

97


COMPARATIVE EXPENDITURES BY OBJECT CODE



Salaries 859,933,660$ 826,129,936$ 769,822,918$ 739,366,959$ Benefits 312,807,269 295,912,143 249,192,607 242,566,995 Purchased Services 130,022,569 139,860,135 135,208,974 130,416,550 Materials and Supplies 59,522,614 72,647,541 85,270,452 95,298,470 Furniture and Equipment 952,377 429,299 4,078,295 4,585,551 Other 49,626,851 42,894,741 38,168,265 31,747,500

Total 1,412,865,340$ 1,377,873,795$ 1,281,741,511$ 1,243,982,025$

98


PRIMARY INVESTMENT IS IN OUR PEOPLE

100% 100% 100% 100%

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

83.00% 81.44% 79.50% 78.94%


FY 2017-18Proposed

Budget


FY 2015-16Actual

Expenditures

FY 2014-15Actual

Expenditures

4.21% 5.27% 6.65% 7.66%Materials and Supplies

0.07% 0.03% 0.32% 0.37%Furniture and Equipment

3.51% 3.11% 2.98% 2.55%Other

9.21% 10.15% 10.55% 10.48%Purchased Services

99


SUMMARY OF STAFFING

State County Federal/ Special

Revenue/Other

2017-18 Proposed

Budget

2016-17 Amended Budget

Inc./Dec. for 2017-18


Principals and Assistant Principals 310.23 110.81 5.00 426.04 415.50 10.54 410.00Teachers 7,858.19 1,628.44 383.00 9,869.63 9,840.16 29.47 9,811.44Support Staff 1,167.22 140.00 237.40 1,544.62 1,471.62 73.00 1,412.44Assistants, Tutors and Support 1,583.55 106.00 637.00 2,326.55 2,325.55 1.00 2,341.74Administration and Office Personnel 606.00 556.70 80.30 1,243.00 1,243.00 - 1,229.63Transportation 1,381.88 63.00 - 1,444.88 1,436.88 8.00 1,386.50Building Services and Other 868.50 281.50 3.00 1,153.00 1,142.00 11.00 1,126.50

Total 13,775.57 2,886.45 1,345.70 18,007.72 17,874.71 133.01 17,718.25

0

2,000

4,000

6,000

8,000

10,000

12,000

2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18

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 PrincipalsAssistant Principal III.A.1 Enrollment Growth 1.00 1.54 2.54Principal III.B.1 Additional Facility Space-New Schools 4.00 4.00Assistant Principal III.B.1 Additional Facility Space-New Schools 4.00 4.00

Subtotal Principals and Assistant Principals 5.00 5.54 0.00 10.54

TeachersRegular Education Teachers III.A.1 Enrollment Growth 1.00 1.00Regular Education Teachers III.B.1 Additional Facility Space-New Schools 25.47 3.00 28.47

Subtotal Teachers 26.47 3.00 0.00 29.47

Support StaffCounselors IV.A.1 Enrollment Growth 1.00 1.00Facilitators III.B.1 Additional Facility Space-New Schools 1.00 3.50 4.50Counselors III.B.1 Additional Facility Space-New Schools 3.50 3.50Media Specialists III.B.1 Additional Facility Space-New Schools 3.00 3.00Psychologists III.B.1 Additional Facility Space-New Schools 1.00 1.00Psychologists IV.B. Student Support Services-Phase III 6.00 6.00Social Workers IV.B. Student Support Services-Phase III 12.00 12.00Counselors IV.B. Student Support Services-Phase III 42.00 42.00

Subtotal Support Staff 2.00 71.00 0.00 73.00Assistants, Tutors and SupportISS Assistant IV.A.1 Enrollment Growth 1.00 1.00

Subtotal Assistants & Tutors 1.00 0.00 0.00 1.00

Building Services and OthersCustodian III.B.2 Additional Facility Space-Maintenance 10.00 10.00Plumber III.B.2 Additional Facility Space-Maintenance 1.00 1.00

Subtotal - Building Services & Other 0.00 11.00 0.00 11.00

TransportationBus Drivers III.A.1 Enrollment Growth 8.00 8.00

Subtotal -Transportation 0.00 8.00 0.00 8.00

GRAND TOTAL 34.47 98.54 0.00 133.01

101

Administrative and Other Services

Adm

inis

trat

ive

and

Oth

er S

ervi

ces

Administrative & Other ServicesPage 1

Office of the Superintendent of Schools

1.0 Superintendent 1.0 Chief of Staff1.0 Director, Diversity and Inclusion1.0 Coordinator, Supplier Diversity Project Controls1.0 Assistant to the Superintendent5.0 Positions

Legal

1.0 General Counsel1.0 Deputy General Counsel2.0 Administrative Assistant 1.0 Administrator, Legal Services 2.0 Sr. Associate General Counsel II1.0 Sr. Associate General Counsel I2.0 Paralegal I1.0 Legislative Advocate

11.0 Positions

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

Board of Education/Board Services

Deputy Superintendent

See Page 96 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 Planning & 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 Administrative Assistant - Finance Officer3.0 Analyst, Budget3.0 Analyst, Workforce Management 1.0 Assistant, Accounting2.0 Budget Specialist2.0 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 Supervisor1.0 Senior Graphic Designer1.0 Graphic Designer1.0 Graphic Artist1.0 Coordinators1.0 Client Services Representative6.0 Press/Bindery Oper./Specialists2.0 Computer Operators

16.0 Positions

Chief Operations Officer See Page 141 for Details

Chief Academic Officer

See Pages 169-170 for Details

Chief School Performance Services Officer


This Organizational Chart represents the FY 2017-18 Proposed Budget NOTE: Deputy Superintendent position is vacant and its direct reports currently report to the Superintendent

103



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 Program Manager, Success by Design1.0 Assistant, Admin To The Chief

15.0 Coordinator 7.0 Team Leader, District and Community Support 1.0 Teacher in Residence4.0 Secretary, Senior Administrative1.0 Secretary, Administrative

14.5 Specialist8.0 Technicians

.5 Investigator77.0 Positions


1.0 Deputy Superintendent1.0 Executive Director, Strategic Planning1.0 Executive Director, CMPS Foundation1.0 Director, Project & Change Management 1.0 Director, Grant Development2.0 Manager, District Strategy1.0 Manager, CMPS Foundation1.0 Admin. Assistant to Superintendents Office1.0 Secretary, Senior Administrative 2.0 Grant Developer

12.0 Positions

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

Career and Technical EducationSee Page 218 for Details

Magnet Programs and School Redesign



104




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 Coordinator, Technology Projects & Training1.0 Admin. Assistant2.0 Coach, Personalization Learning Instruction2.0 Program Manager Tech Services7.0 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 Desk2.0 Coordinators1.0 Administrator, Security1.0 Administrator, Kronos1.0 Administrator, Technology Compliance2.0 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 Architect5.0 Managers1.0 Office Supervisor1.0 Project Coordinator, Info Systems6.0 Specialists, Instructional Technicians2.0 Secretary, Senior Administrative6.0 Technicians 1.0 Warehouse Worker3.0 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. Vision & Innovation1.0 Director, Policy & Planning1.0 Assistant Director, State & Federal Testing1.0 Admin Asst. to Chief Accountability Officer2.5 Coordinators4.5 Senior Analysts6.0 Analysts2.0 Sr. Administrative Secretaries1.0 Administrator, Entersharepoint3.0 Enterprise Data Architect1.0 Senior Accountability Programmer

29.0 Positions


105


ADMINISTRATIVE & OTHER SERVICES Goals, Objectives and Accomplishments

OFFICE OF THE SUPERINTENDENT/BOARD OF EDUCATION Goals 2016-17 Superintendent Ann Clark will continue the work of the district’s Strategic Plan 2018: For a Better Tomorrow 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 2016-17 • Charlotte-Mecklenburg Schools is one of the first two districts in the state to receive the

Global-Ready District designation, which is awarded for ensuring that students are prepared to be globally engaged and productive citizens. Districts which apply for the designation must complete a rigorous, comprehensive report on how they meet the global standards.

• CMS has been named to the College Board's 7th Annual AP District Honor Roll, an award given to districts that successfully identify motivated, academically prepared students who are ready for Advanced Placement courses. CMS was one of only 433 districts nationwide – and the only large district in North Carolina – to qualify for the 7th Annual AP District Honor Roll. It was the first time CMS has earned the designation.

• The 2016 CMS four-year cohort graduation rate rose to 89.6 percent, higher than the state average and other large school districts in North Carolina.

• The graduating class of 2016 earned more than $127 million in scholarships. The amount was 16 percent higher than that earned by the class of 2015.

• Forty-two CMS seniors from 10 high schools have been named National Merit Scholarship semifinalists for 2017. Less than one percent of high school seniors in the U.S. receive this honor, which is given to students who earn the highest scores on the Preliminary SAT/National Merit Scholarship Qualifying Test. In 2016, nine CMS students were named National Merit Scholars and won scholarships.

• Fifty-two percent of CMS schools exceeded the state’s growth expectations for 2015- 2016, meaning many students achieved more than one year’s worth of learning in one school year. CMS exceeded expected growth in 12 of 16 tested areas. It was also the district’s third consecutive year of exceeding growth in fifth-grade science, biology, Math I and English II. Overall, 86 percent of CMS schools met or exceeded growth expectations.

• Seventeen magnet schools in Charlotte-Mecklenburg Schools were recognized in 2017 by Magnet Schools of America for showing a strong commitment to academic standards, demonstrating curriculum innovation and having a diverse student population.

106



OFFICE OF THE SUPERINTENDENT/BOARD OF EDUCATION (continued) • The 9,360 full-time teachers in CMS have an average of 11 years of experience. More

than 4,500 of them have advanced degrees. CMS ranks second in North Carolina and fourth nationwide in the total number of educators who have achieved National Board certification.

• Northwest School of the Arts theater arts teacher Corey Mitchell, who was the inaugural winner of the Tony Award for Excellence in Theatre Education in 2015, was named one of the finalists for the $1 million Global Teacher Prize for an "exceptional teacher," given by the London-based Varkey Foundation. Mitchell is one of 50 finalists from schools around the world chosen by the Varkey Foundation, and one of only five finalists from the United States.

LEGAL Goals 2017-18 To support the realization of the Board’s Vision, Mission and Core Beliefs by: • Being proactive • Managing, assessing and refining business processes to ensure maximum effectiveness and

efficiency • Minimizing the impact of legal issues on the Board’s business To continue to our efficiency initiatives including the following ongoing efforts: • Investment in leadership training and professional development for Legal Department • Realignment of support staff to leverage strengths/ proficiencies • Leveraging technology • Streamlining/revamping internal processes • Development of a cross functional team • Create an effective tool for legal department staff evaluation Objectives 2017-18 • 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

Accomplishments 2016-17 Established a successful reorganization. In particular, we: • Created practice groups to improve allocation of work, create substantive depth, provide

additional educational opportunities and further improve intra-departmental communication • Instituted a tier system for attorneys to support succession planning within the department • Changed titles to more appropriately reflect experience level and job responsibilities • Brought more formality to relationships between senior and junior attorneys, setting forth

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

107



COMMUNICATIONS SERVICES Goals 2017-18 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 2017-18 Increase proactive communications, highlighting effective teaching and leadership as well as key district strategies and initiatives

• Strengthen our comprehensive internal communication and engagement strategy • Engage parents and community members in authentic two-way dialogue • Promote CMS and its portfolio of schools • Support an environment of continuous learning for students and staff

Accomplishments 2016-17 • Shared more than 200 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 briefings/advisories/releases.

• Strengthened the district’s social media presence, securing the fourth largest Facebook and Twitter followership for a large school district (up from fifth the prior year).

• Expanded employee engagement and recognition efforts with CMS Insider, I am CMS campaign and awards, Hometown Hero awards, Salute to Service event, district-wide Culture of Caring initiative and the new CMS Culturally Speaking video-based publication.

• Advanced community engagement efforts via 30 Coffees with the Superintendent and numerous theme-based community engagement sessions.

• Showcased seniors from every CMS high school via CMS Senior Stories campaign. • Expanded CMS Math Xtra platform, a live, call-in math EOG review show with a focus on

secondary math instruction.

FINANCIAL SERVICES Goals 2017-18 • 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

108



FINANCIAL SERVICES (continued) • 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 2017-18 • 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

Accomplishments 2016-17 • Received an unmodified audit opinion (clean opinion) from the external audit for the fiscal year

2016. 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 community, staff, and student engagement throughout the process

• Successfully transitioned to a new version of the core financial systems which required development of test plans to identify all critical and utilized processes as well as testing of screens and process flow. The testing also includes all existing crystal reports utilized to ensure compatibility and continuity of services.

• 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/middle school treasurers participating in NC Association of School

Business Officials Treasurer Academy

109



HUMAN RESOURCES SERVICES Goals 2017-18 • Implement a comprehensive talent management strategy to recruit, hire, develop and retain

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

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

advancement • Refine strategic recruitment and marketing plans for targeted schools • Provide human capital data survey reports and provide managers with support for using

data to evaluate and refine talent management strategies • Design a strategic employee engagement model • Explore and expand efforts to transform compensation and recognition programs • Develop a comprehensive evaluation and development program that provides feedback and

promotes growth for all CMS staff Objectives 2017-18 • 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, vacancy rate and turnover of effective employees • Implement effective onboarding programs 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 annual training for managers on Board policies, state statutes and federal laws 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 2016-17 • Improved communication to hiring managers/supervisors about human resource initiatives

and practices through weekly emails, webinars and leadership team meetings • Executed management and payment of four merit-based bonuses • Restructured employee relations department to improve service level and developed

processes for tracking incidents and investigations • Expanded Success by Design initiative and received State grant to provide professional

development and coaching support for teacher leaders

110



HUMAN RESOURCES SERVICES (continued) • Continued refinement of and increasing the scope of the Principal Pipeline Initiative,

including assistant principal and principal induction and recruitment programs • Planning a district-wide career fair for April 29, 2017 at The Park Expo and Conference

Center ACCOUNTABILITY SERVICES Goals 2017-18 • Provide school-based and central office staff service that is customer-focused, collaborative,

consistent, and maximizes our expertise. • Accurately transform data in order to get the right information to the right people at the right

time to positively influence district results. • Plan, conduct, and disseminate results from program evaluations and research studies to

inform district investments. • Ensure consistency and increase efficiency in the way we manage, oversee, and support

high stakes student assessments. • Provide technical assistance to schools and learning communities to use data to inform

continuous improvement. • Foster a working environment that is high performing, and cultivates caring, accountability,

and high expectations for each team member. Objectives 2017-18 • Maintain timely access to school performance data, aligning indicators for ease of use,

analysis, and action. • Conduct and/or facilitate 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. • Sustain and improve existing systems and process to ensure data quality and integrity. Accomplishments 2016-17 • Launched an external interactive Data Dashboard providing multiple years of district and

school-level disaggregated data on various academic indicators including state assessment data, out-of-school suspensions, and graduation rates.

• Managed the district’s internal CMS Navigator Portal, providing over 150 reports and dashboards for over 6,000 unique users that accessed the portal over 300,000 times in the past year.

• Conducted training for over 1,000 CMS instructional leaders and teachers on the use of EVAAS data and various accountability tools to inform school improvement efforts.

• Administered the state’s suite of required assessments to students in grades K-12 including End-of-Grade (EOG), End-of-Course (EOC), Pre-ACT, ACT, W-APT, ACCESS 2.0, and North Carolina Final Exams (NCFEs).

111



ACCOUNTABILITY SERVICES (continued) • Supported the transition of EOG, EOC, NCFE testing from a paper-pencil format to an online

format for grades 5-12. Assisted high schools with ACT testing for their 11th graders using an online format.

• Delivered over 190 contact hours of training to School Testing Coordinators. • Initiated an internal program evaluation cycle to increase performance and program

effectiveness. • Conducted five (5) program evaluations of various CMS programs including a School-based

Mental Health Evaluation, the district’s Personalized Learning program, use of online academic tools, tech tools for teachers and school options.

• Reviewed more than 50 applications to conduct research studies with CMS during the 2016-17 (through the month of February).

• Fulfilled over 100 data requests from internal and external stakeholders (through February). • Led the annual administration of surveys to stakeholders, including parents, principals,

teachers, and students. SCHOOL OPTIONS AND INNOVATION Goals 2017-18 • 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 and high quality schools. Objectives 2017-18 • Successfully launch new programs and schools including University Area STEM / Coding

Academy, Charlotte Teachers Early College, Merancas Middle College, Marie G. Davis IB K-8, Secondary Montessori at JT Williams, Billingsville STEM / Health Sciences, Winget Park STEM, and Paw Creek Code Academy.

• Establish wall-to-wall CTE and small learning communities at West Charlotte and West Mecklenburg High Schools.

• Establish small learning communities at Hopewell and North Mecklenburg High Schools. • Plan for fall 2018 implementation of Phase II student assignment. • Significantly increase the number of CTE completers and the number of CTE students

earning industry credentials.

Accomplishments 2016-17 • Shifted the high school world language magnet serving the violet and gray transportation

zones from West Mecklenburg High School to North Mecklenburg High School. • Expanded Montessori education in CMS to 9th grade with the launch of a 9th grade offering

at Sedgefield Montessori. • Launched the Harding Institute of Technology at Phillip O. Berry • Revised entry and continuation requirements for most magnet themes to increase access

while maintaining quality and rigor the programs.

112



SCHOOL OPTIONS AND INNOVATION (continued) • Influenced changes to student assignment policy related to magnets and the lottery to include

SES diversity as a part of seat allocation. • Developed a CTE dashboard to indicate the health of school-based CTE programs. • Rebranded CMS School Choice and launched a new marketing and student recruiting

campaign including website, media and social media campaigns, guide book, outreach kits and mailers.

TECHNOLOGY SERVICES Goals 2017-18 • Attain The Trusted Learning Environment (TLE) Seal awarded by CoSN, Consortium of

School Networking, as a mark of distinction for school systems, signaling that measurable steps have been taken in implementing practices to help ensure the privacy of student data

• Implement Personalized Learning (PL) in support of Strategic Plan 2018: Goal 1 and Goal 6 in 50+ schools. Support collaboration to ensure effective strategies in PL through professional learning

• Upgrade entire school Network Switching/Routing infrastructure at 33 Schools • Upgrade wireless access points (1800+) at 31 schools • Upgrade SQL data warehouse from 2012 R2 to SQL 2014 • Upgrade SharePoint 2013 to SharePoint 2016 • Create an electronic system for parents to update demographic information, minimizing

many paper forms • Complete value engineering of CMS ERP software processes, building a roadmap for

improvements • Complete district roll out of Windows 10 and Chrome browser • Achieve status of digital citizenship certified school district • Increase teacher knowledge and skills in digital teaching and learning • Grow Personalized Learning catalog aligned to professional learning • Continue to build capacity of educators in Personalized Learning practices • Continue to shorten response time to tickets • Complete professional development with district webmasters around the Office of Civil

Rights WCAG 2.0 rules. • Certify all schools in digital citizenship certification • Provide synchronous and asynchronous professional learning to address various learning

styles • Provide mentor program technology facilitators • Expand use of learning management system with teachers and students • Replace legacy inventory management system

Objectives 2017-18 • Continue to expand the Personalized Learning catalog aligned to professional learning for

teachers in PL schools • Develop the capacity of teachers and leaders on skills/practices needed for Personalized

Learning. Provide training on coaching to Personalized Learning leads • Create school action plans for Personalized Learning and collaborate monthly on

strategies

113



TECHNOLOGY SERVICES (continued) • Increase the amount of device and network uptime by shortening response time to tickets • Complete professional development classes with all district webmasters around the Office

of Civil Rights accessibility aligned with WCAG 2.0 rules. • Certify 100% schools for Common Sense media digital citizenship certification. • Provide a variety of synchronous and asynchronous professional learning opportunities to

address various learning styles • Develop a technology facilitator mentor program • Support staff in developing courses in Canvas • Continue BPR, business process re-engineering in the Finance/HR systems

Accomplishments 2016-17 • 46 Personalized Learning schools each created action plans and collaborated monthly on

strategies • Provided PL tours and summer institute for visitors from across the US • Programmed a new lottery process for student assignment to include economic factors of

housing and income and updated web interface for families to select magnet options in each Learning Community

• Developed new CMS Intranet site with improved navigation, with higher functionality including video news feeds

• Expanded single sign on (SSO) to streamline access to applications, providing one point of entry from school and home

• Replaced 785 district Classroom Projector Systems • Designed a Gadget tool for the CMS Call Center, providing GUI interface for more visibility

and statistics on status • 26 schools received 1814 wireless access point upgrades • 32 schools received upgraded network switches totaling 62 schools • Refreshed 9000 classroom desktop clients with Windows 10 workstations • Installed and trained team on Microsoft Power Business Intelligence software • Coded update of K-2 report card to increase clarity for parents about instructional

progress • Supported online testing preparation and training in all schools • Provided technical and instructional support for teachers in monitoring students as they

use devices • Launched and supported new learning management system (Canvas), converting

all professional learning into the new LMS • Upgraded ERP software to Version 10 including migration to Landmark security, Infor

process automation and Ming.le platform • Supported 25 schools in earning Digital Citizenship certification • Taught 101 technology leader courses in summer and 48 courses on Saturdays, badging

over 2000 educators in 21st century digital tools and resources

114



COMMUNITY PARTNERSHIPS AND FAMILY ENGAGMENT Goals 2017-18 • Organize, cultivate and sustain relationships with community, business and faith partners

that result in the fulfillment of school-level needs. • Build school level-capacity in the areas of community partnerships and family

engagement. • Positively contribute to the creation of a district-wide atmosphere of connection, trust and

communication between families, community constituents and schools. • Assist schools in creating a learning environment that is welcoming and engaging to all

stakeholders. • Create process systems to improve public communication between the district, schools

with community partner organizations, families and houses of worship. ‘ • Maximize efficiencies for managing volunteers. • Ensure that schools provide family engagement and leadership opportunities that improve

academic, social and emotional needs of students.

Objectives for 2017-18 • Provide capacity building opportunities for school-based staff that promote a welcoming

environment for all families. • Increase the number of partnership relationships supporting the schools and the district by

10%. • Increase the number of schools with family leadership organizations to 96% • Increase the number of staff trainings focused on creating family engagement opportunities

that are linked to learning.

Accomplishments 2016-17 • Increased the number of new partnership relationships from 267 to 482 in the 2015-16

school year. • Met and exceeded our 2017-2018 targeted number of partnerships in a shorter period of

time that expected. • Hosted the second annual Literacy Festival in partnership with the Title I Office. More than

1183 community members and families participated. The Festival provided grade specific literacy strategies to support learning at home.

• Increased the percentage of schools with structured leadership organizations from 84% to 92%.

• Increased the number of schools implementing the Family Instructional Team (F.I.T) Model which allows teachers to share instructional strategies with families for home use—strengthening the home school relationship

• Co-sponsored the Countdown to Kindergarten event with Discovery Place. More than 1000 new CMS parents and their children attended to meet their teacher prior to the start of school and learn more about the kindergarten experience.

115

Expenditures

FY 2017-18

Proposed

Budget

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

ADMINISTRATIVE & OTHER SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

Salaries 24,520,547 23,361,913 21,391,570 21,455,488

Benefits 8,033,707 7,487,543 6,369,698 6,368,597

Purchased Services 18,060,487 17,841,783 18,900,968 21,578,534

Supplies and Materials 3,879,693 3,231,156 4,596,397 3,691,599

Furniture and Equipment - - 1,920,682 1,489,995

Other - - - -

$ 54,494,434 $ 51,922,395 $ 53,179,315 $ 54,584,213

Note: Due to departmental realignment, the 2016-17 Adopted Budget and historical expenditures may differ from prior presentations.

Department and Program Information

116

ADMINISTRATIVE & OTHER SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

Sources

9%

86%

5%

Federal/

Special Revenue

Local

State

Uses

15%

0%

0%

33%

45%

7%

Benefits


Other

Purchased Services

Salaries



117

Note: Changes listed are not intended to agree exactly to variance between 2016-17 and 2017-18 Budgets.

Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 20,656$ Redirected funds from salaries and benefits to deputy superintendent department (78,249)

Purchased ServicesRedirected funds from purchased services to deputy superintendent department (2,139)

Supplies and MaterialsRedirected funds from supplies and materials to deputy superintendent department (2,000)

SIGNIFICANT CHANGES: 2017-18 PROPOSED BUDGET VS. 2016-17 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:

118

Expenditures

FY 2017-18

Proposed

Budget

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

OFFICE OF THE SUPERINTENDENT OF SCHOOLSCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

Salaries 543,499 588,821 518,859 457,193Benefits 166,478 178,749 126,127 85,546Purchased Services 168,798 170,937 484,165 211,875Supplies and Materials 6,262 8,262 23,532 40,750Furniture and Equipment - - - - Other - - - -

$ 885,037 $ 946,769 $ 1,152,683 $ 795,364

Sources:

0%

79%

21%

Federal/

Special Revenue

Local

State

Uses:

19%

0%

0%

19%

61%

1%

Benefits Furniture and Equipment

Other Purchased Services

Salaries Supplies and Materials


119


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 6,670$

Purchased ServicesRedirected funds to purchased services from supplies and materials 719

Supplies and MaterialsRedirected funds from supplies and materials to purchased services (719)


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.

120

Expenditures

FY 2017-18

Proposed

Budget

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

BOARD OF EDUCATION/BOARD SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


$ 433,446 $ 426,776 $ 453,146 $ 393,419

Sources:

0%

100%

Federal/

Special Revenue

Local

Uses:

12%

0%

0%

21%

64%

3%




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.


121


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 43,291$ Redirected funds for legislative advocate position 90,106

Purchased ServicesRedirected funds to purchased services from supplies and materials 4,500

Supplies and MaterialsRedirected funds from supplies and materials to purchased services (4,500)


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.


122

Expenditures

FY 2017-18

Proposed

Budget

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

LEGALCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

Salaries 1,139,221 1,042,972 1,009,699 969,641Benefits 342,568 305,020 257,890 253,697Purchased Services 454,768 450,268 418,173 331,974Supplies and Materials 30,346 34,846 29,043 48,782Furniture and Equipment - - - - Other - - - -

$ 1,966,903 $ 1,833,106 $ 1,714,805 $ 1,604,094

Sources:

8%

92%

Federal/

Special Revenue

Local

Uses:

17%

0%

0%

23%

58%

2%





123


Description Amount


Purchased ServicesEnrollment Growth - additional funds for Blackboard 4,622 Redirected funds from purchased services to english language learners department (13,752) Redirected funds from purchased services to supplies and materials (2,759)

Supplies and MaterialsRedirected funds to supplies and materials from purchased services 2,759


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.

124

Expenditures

COMMUNICATIONS SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2017-18

Proposed

Budget

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

Salaries 938,770 915,918 972,623 824,392

Benefits 299,544 286,110 286,097 243,901

Purchased Services 458,129 470,018 389,888 780,798

Supplies and Materials 65,897 63,138 95,252 73,953

Furniture and Equipment - - 13,321 -

Other - - - -

$ 1,762,340 $ 1,735,184 $ 1,757,181 $ 1,923,044

Sources:

6%

94%

Federal/

Special Revenue

Local

Uses:

17%

0%

0%

26%

53%

4%





125


Description Amount



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.


126

Expenditures

GRAPHIC PRODUCTION CENTERCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 670,569 642,934 553,466 576,479Benefits 256,593 242,028 191,660 202,684Purchased Services 2,266 2,266 290,040 186,162Supplies and Materials 5,000 5,000 147,670 108,526Furniture and Equipment - - 1,294,502 400,015Other - - - -

$ 934,428 $ 892,228 $ 2,477,338 $ 1,473,866

Sources:

0%

100%

Federal/

Special Revenue

Local

Uses:

27%

0%

0%

0%

72%

1%





127


Description Amount


Purchased ServicesRedirected funds to purchased services from supplies and materials 1,002 Insurance Premium Increase 178,843



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.


128

Expenditures

FY 2017-18

Proposed

Budget

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FINANCIAL SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

Salaries 3,587,766 3,512,687 3,063,717 3,046,897Benefits 1,243,887 1,181,279 949,249 949,371Purchased Services 6,092,889 5,913,044 5,294,160 7,755,061Supplies and Materials 69,016 70,018 57,300 65,657Furniture and Equipment - - 7,416 - Other - - - -

$ 10,993,558 $ 10,677,028 $ 9,371,842 $ 11,816,986

Sources:

90%

2%0%

Federal/

Special Revenue

Local

State

Uses:

11%

0%

0%

55% 33%

1%





129


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 56,185$ Special Revenue Adjustment-CMS Foundation executive director and manager positions 246,325 Redirected funds for diversity director and coordinator positions from building services dept. 161,746 Redirected funds for salaries and benefits from superintendent department 59,849 Redirected funds for salaries and benefits from chief academic officer department 2,000

Purchased ServicesRedirected funds to purchased services from superintendent department 12,539 Redirected funds from purchased services to chief academic officer department (40,000) Redirected funds to purchased services from supplies and materials 2,342 Redirected funds to purchased services 5,694 Insurance Premium Increase 1,700

Supplies and MaterialsRedirected funds to supplies and materials from superintendent department 10,000 Redirected funds from supplies and materials to purchased services (2,342)


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.


130

Expenditures

DEPUTY SUPERINTENDENTCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 1,281,512 883,252 797,882 700,886Benefits 394,676 266,821 228,515 198,284Purchased Services 525,914 543,639 324,817 1,408,433Supplies and Materials 29,075 21,417 28,581 46,143Furniture and Equipment - - - - Other - - - -

$ 2,231,177 $ 1,715,129 $ 1,379,795 $ 2,353,746

Sources:

28%

66%

6%

Federal/

Special Revenue

Local

State

Uses:

18%

0%

0%

24%

57%

1%





131


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 214,661$ Redirected funds for sourcing specialist position from purchased services 91,062 Redirected funds for performance management specialist position to learning communities (92,344) Redirected funds to salaries and benefits from purchased services 46,864 Redirected funds to salaries and benefits from teacher professional development department 4,614

Purchased ServicesRedirected funds from purchased services to salaries and benefits (91,062) Redirected funds to purchased services from teacher professional development department 19,240 Redirected funds from purchased services to salaries and benefits (46,864) Federal adjustment - Wallace Grant (414,788) Redirected funds from purchased services to supplies and materials (10,920)



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.


132

Expenditures

HUMAN RESOURCES SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 5,126,374 4,953,828 4,821,777 4,978,017Benefits 1,709,345 1,617,034 1,444,753 1,472,830Purchased Services 2,265,505 2,809,899 2,313,536 3,616,417Supplies and Materials 529,768 518,848 403,547 130,396Furniture and Equipment - - 56,649 - Other - - - -

$ 9,630,992 $ 9,899,609 $ 9,040,262 $ 10,197,660

Sources:

14%

82%

4%

Federal/

Special Revenue

Local

State

Uses:

18%

0%

0%

24%

52%

6%






133


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 142,556$ Redirected funds to salaries and benefits from purchased services 23,000 Central Office staffing reductions (48,880)

Purchased ServicesRedirected funds from purchased services to salaries and benefits (23,000) Redirected funds to purchased services from K-12 literacy department 413,280

Supplies and MaterialsFederal adjustment- IDEA Early Intervening Services 700,000


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

134

Expenditures

ACCOUNTABILITY SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 2,462,061 2,346,220 1,981,122 2,056,856Benefits 750,233 700,518 565,782 588,688Purchased Services 1,042,109 624,329 566,300 529,081Supplies and Materials 1,022,247 274,192 269,621 216,134Furniture and Equipment - - 8,009 - Other - - - -

$ 5,276,650 $ 3,945,259 $ 3,390,834 $ 3,390,759

Sources:

19%

77%

4%

Federal/

Special Revenue

Local

State

Uses:

14%

0%

0%

20%

47%

19%





135


Description Amount


Purchased ServicesRedirected funds to purchased services from CTE department 50,000

Supplies and MaterialsRedirected funds to supplies and materials from CTE department 50,000


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

136

Expenditures

SCHOOL OPTIONS AND INNOVATIONCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget


$ 301,066 $ 195,992 $ 253,531 $ 563,302

Sources:

0%

100%

Federal/

Special Revenue

Local

Uses:

13%

0%

0%

25%

45%

17%





137


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 24,669$ Redirected funds for coordinator position from technology services department 82,150

Purchased ServicesRedirected funds from purchased services to technology services department (119,457)


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

138

Expenditures

CHIEF TECH, PERSONALIZATION & ENGAGEMENT OFFICERCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget


$ 981,020 $ 993,050 $ 1,152,575 $ 437,061

Sources:

11%

75%

14%

Federal/

Special Revenue

Local

State

Uses:

20%

0%

0%

14%

65%

1%





139


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 278,340$ Redirected funds for coordinator position to chief technology officer department (82,150) Redirected funds for coordinator position from schools department 61,816 Redirected funds to salaries and benefits from purchased services 30,160

Purchased ServicesRedirected funds from purchased services to salaries and benefits (30,160) Redirected funds to purchased services from supplies and materials 171,956 Redirected funds from purchased services to chief technology officer department 119,457 Enrollment Growth - additional funds for telephone service 903

Supplies and MaterialsState allotment adjustment - NC Ren funds 11,022 Redirected funds from supplies and materials to purchased services (171,956)


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.

140

Expenditures

TECHNOLOGY SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 6,585,171 6,404,284 5,679,232 5,984,366Benefits 2,183,793 2,076,514 1,782,940 1,843,395Purchased Services 6,629,689 6,366,333 8,088,332 6,131,066Supplies and Materials 2,025,266 2,186,200 3,467,594 2,812,570Furniture and Equipment - - 540,785 1,089,980Other - - - -

$ 17,423,919 $ 17,033,331 $ 19,558,883 $ 17,861,377

Sources:

3%

90%

7%

Federal/

Special Revenue

Local

State

Uses:

13%

0%

0%

37%

38%

12%





141


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 44,964$ Redirected funds to salaries and benefits from purchased services supplies and materials 4,200

Purchased ServicesRedirected funds from purchased services to salaries and benefits (2,500)

Supplies and MaterialsRedirected funds from supplies and materials to salaries and benefits (1,700)


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.

142

Expenditures

COMMUNITY PARTNERSHIPS AND FAMILY ENGAGEMENTCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 1,138,097 1,109,135 1,001,876 1,107,320Benefits 398,901 378,699 312,717 345,031Purchased Services 119,465 121,965 125,318 259,200Supplies and Materials 17,435 19,135 36,529 61,984Furniture and Equipment - - - - Other - - - -

$ 1,673,898 $ 1,628,934 $ 1,476,440 $ 1,773,535

Sources:

0%

84%

16%

Federal/

Special Revenue

Local

State

Uses:

24%

0%

0%

7%

68%

1%





143


Ope

rati

onal

Ser

vice

s


Chief Operations Officer

1.0 Chief Operations Officer1.0 Adm. Assistant to Associate Superintendent2.0 Positions

Building Services

1.0 Executive Director Facilities1.0 Exec. Director, Facilities Planning & Mgmt1.0 Director of Maintenance1.0 Director of Property and Quality1.0 Director of Custodial Services 1.0 Director, Building Services Support1.0 Director, Architecture

10.0 Real Estate Personnel 13.0 Plant Maintenance Personnel18.0 Plant Operations Personnel17.0 Grounds Personnel

7.0 Garage Personnel39.0 Carpentry Personnel

4.0 Pest Control Personnel 13.0 Painting Personnel12.0 Roofing/Sheet Metal Personnel24.0 Plumbing Personnel31.0 HVAC Personnel

5.0 Engineer21.0 Electrical Personnel15.0 Electronics Personnel

3.0 Mobile Classroom Personnel3.0 Custodial Personnel

764.0 Custodians1006.0 Positions

Inventory Management 1.0 Director, Warehouse Operations1.0 Quality Analyst5.0 Coordinators1.0 Inventory Manager1.0 FF&E Manager1.0 Technician, Audit Inventory3.0 Storekeeper1.0 Data Entry Senior Operator

21.0 Delivery Drivers11.0 Warehouse Personnel1.0 Cycle Counter2.0 Sr. Administrative Secretary.

49.0 Positions

Safety, Environmental Health & Risk Mgmt

1.0 Director of Safety1.0 Manager, Environmental Health1.0 Supervisor, School Zone Safety1.0 Specialist, Safety3.0 Specialist, Environmental Health1.0 Specialist, Risk & Fire Safety1.0 Sr. Administrative Secretary9.0 Positions

Transportation

1.0 Executive Director of Transportation4.0 Director, Transportation2.0 Director, Safety and Quality/Support1.0 Coordinator, Transportation1.0 Administrators, Transportation3.0 Manager – Support

15.0 Transportation/Safety Specialists 18.0 Quality Support Technicians15.0 Routing Technicians/TIMS Administrators1.0 Gus the Bus (Bus Safety Teacher)

94.0 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 Driver3.0 Bus Monitors

11.38 Bus Driver Trainer/Trainees1211.5 Bus Drivers1450.88 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, Security3.0 Associate, Security – 12 mo.4.0 Associate, Lead Security1.0 Supervisor, Security 1.0 Coordinator, Safe Schools6.0 Dispatcher4.0 Investigator, CMS Police

12.0 Officer, School Resource, CMS Police1.0 Supervisor, School Law Enforcement

138.0 Positions

CMS Police Department

This Organizational Chart represents the FY 2017-18 Proposed Budget145


OPERATIONAL SERVICES Goals, Objectives and Accomplishments

BUILDING SERVICES Goals 2017-18

• Open 54 CR PK-8 Renaissance West STEAM Academy for August 2017 occupancy (Berryhill- Reid Park Relief)

• Open JM Alexander MS 54 CR replacement school for August 2017 occupancy • Open South Mecklenburg HS 3 story 30 CR building, new kitchen and cafeteria for

August 2017 occupancy. Final site work completion November 2017 • Complete new East Mecklenburg HS 27 CR building and other renovations for January

2018 occupancy • Complete site work for renovations of Selwyn ES original 16 CR building • Continued phased Northwest School of the Arts renovations with substantial completion

of auditorium and Building D August 2017 • Relocate Turning Point Academy to former Pawtuckett ES in February 2017 following

Pawtuckett renovations • Renovate former JT Williams MS to open in August 2017 as a Secondary Montessori

school • Renovate the former Newell ES for August 2017 occupancy as a K-5 full magnet

(computer science/coding theme) • Relocate Military and Global Leadership Academy to Hawthorne Health Science

Academy campus • Provide facilities support for partial magnet program at Winget Park ES, Billingsville

Leadership Academy, and Paw Creek ES Objectives 2017-18

• Implement, manage and update Mecklenburg County commitment for a 5 year, $18,000,000 annual sustainment plan

• Implement and monitor effective strategies to improve condition of school restrooms and improve school health inspection outcomes

• Lead and drive outcomes to improve and sustain organizational staffing and alignment • Work towards achieving a long-term plan to maximize renewable energy by • Continuing to build upon our solar knowledge and experience, and • Taking advantage of opportunities when policy and market conditions are best • Continue to implement energy conservation strategies which make economic sense to

achieve 10-15% additional reduction potential as measured by our KBTU/SF key performance metric

Accomplishments 2016-17

• Opened two (2) new replacement schools before August 2016; Nations Ford ES (at Waddell) and Statesville Road ES

• Completed and occupied new multi-classroom Building 1 at Myers Park HS October 2016

• Opened new 20 classroom addition at Olympic HS August 2016 • Supported Career and Technical Education (CTE) programs at West Charlotte HS,

Vance HS, Phillip O. Berry Academy of Technology (Harding HS) and Military and Global Leadership Academy at Marie G. Davis by completing renovations before August 2016

• Completed new track & football field project at West Charlotte HS August 2016 •

146



BUILDING SERVICES (continued)

• Occupied Garinger Academy @ Villa Heights and Vance Academy @ former Leadership

Academy • Implemented priority Facilities Sustainment Plan major projects and Preventive

Maintenance to the extent funded. Annual plan update to be completed April - May 2017 • Continued progress in support of November 2017 Bond Referendum • Achieved all additional FY 2016-17 all additional FY 2016-17 opening of schools

deliverables, summer deferred maintenance • Continued multi-year projects to upgrade all High School video surveillance from analog

to internet protocol (IP) standard

INVENTORY MANAGEMENT Goals 2017-18

• On time and accurate Furniture, Fixtures & Equipment (FF & E) project deliverables for opening of schools

• In accordance with North Carolina statutes and CMS Board of Education policies, conduct monthly surplus property auction through GovDeals.com

• Comprehensive space utilization and management plan • Replace MMIS with a more advanced system for asset and textbook tracking • Collaborative work with other departments allowing Inventory Management to share its

supply chain expertise, while assisting other departments in developing strategies to achieve their own supply chain goals and objectives

• Re-organization to maximize resources and provide career paths for employees Objectives 2017-18

• Maintain or exceed 97% departmental physical inventory accuracy • Fulfill all school based textbook orders received by 6/30/17, by the 10th day of school • Utilize an employee’s Six Sigma project (Doreen Tyrelle) for improving centralized

receiving and distribution of Curriculum and Instruction materials for new and replacement schools

• Improved warehouse scheduling process • Organization & Staffing:

o Add FF & E Manager o Add Mail/Forms Clerk o Adjust Delivery Driver pay grade to market rate o Adjust Warehouse Worker pay grade to market rate o Transition Testing Warehouse back to Accountability

• Replacement and PM program for warehouse trucks and forklifts • Eliminate the need for surplus storage at locations other than warehouse facilities • Achieve 90% or higher participation rate on annual employee engagement survey


• 84% satisfaction rate on quarterly principal survey • Successfully fulfilled all school based textbook orders, submitted by June 30, 2016, by

the 10th day of school • Successful implementation of electronics recycling program and renewal of the contract

147



INVENTORY MANAGEMENT (continued)

• Sustained overall inventory accuracy goal of 97% or greater, with accuracy of 97.69% • Achieved 97% physical inventory accuracy thus far – still awaiting textbooks

SAFETY, ENVIRONMENTAL HEALTH & RISK MANAGEMENT GOALS 2017-18

• 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 • Manage traffic safety and school crossing guard programs. • Reduce the risk of injury to children by maintaining playground safety program

OBJECTIVES 2017-18

• Comply with the Dept. of Public Safety School Risk Management Initiative • Continue developing job hazard assessments for operations department tasks • Revise and update the CMS Environmental Management System (EMS) • Exercise 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 2016-17

• Re-organized duty assignments to improve process efficiency for schools & employees • Developed several job hazard analysis (JHA’s) for maintenance department tasks • Initiated process mapping for processes in several departmental programs • Team achieved several certifications related to professional development plans • Conducted the 19th Annual Building Services Safety Conference • Supported the North Star Reading Partner program with weekly tutoring sessions

TRANSPORTATION Goals 2017-18

• 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 2017-18 • Achieve timely arrivals of buses to and from all schools • Receive an improved aggregate annual DPI fleet audit score compared to previous year

milestone

148



TRANSPORTATION (continued) Accomplishments 2016-17

• Successfully implemented hybrid transportation model for specific magnet programs • Implemented bus driver trainee program to provide additional training for driver

candidates

PLANNING SERVICES Goals 2017-18

• 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 2017-18

• 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.


• 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 2016-17 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

45 appeals to the Board, and made decisions on 151 superintendent designee appeals. • Provided school district demographic data and maps to staff, Board and community.

149



PLANNING SERVICES (continued)

• Lead support for Principals Monthly Report (PMR). • Enrollment projection was 513 students low (or 0.71%) of projected enrollment.

ATHLETICS Goals 2017-18

• Promote an environment of fair and equitable athletic opportunity in our schools • Operate in compliance with NCHSAA and CMS policies and regulations • Partner with school principals and athletic directors to support overall student-athlete

well-being and enhance the student-athlete experience in our schools • Provide excellent customer service to our constituents • Promote and communicate the correlation between athletic participation and increased

student achievement and leadership development • Coordinate successful high school graduation ceremonies

Objectives 2017-18

• Generate needed revenue to sustain middle school athletics on CMS campuses • 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 Accomplishments 2016-17

• Expanded athletic opportunities for students who attend K-8 home schools • Generated necessary revenue to fund middle school athletics at 29 middle schools and

nine K-8 schools; met annual MS revenue needs for the seventh year (+$1.2 million) • Conducted seasonal high school and middle school coaches meetings that involve

eligibility training and promote sportsmanship; total number of ejections increased across the state, but decreased in CMS

• Secured 5-year agreement with Carolinas Healthcare System to provide full-time certified athletic trainers in 19 CMS high schools with NCHSAA athletic programs on their campus

• In partnership with Carolinas Healthcare System 1) completed ninth year of Heart of a Champion Day that provides free and extensive sport physicals to 1,500+ CMS high school student-athletes; 2) organized free First Responder/AED/CPR certification classes for high school and middle school coaches and athletic directors

• Represented CMS at Charlotte Touchdown Club luncheons, Hood-Hargett Breakfast Club events, spoke at Northeastern University of Charlotte Winter Leadership Institute

• Organized regional North Carolina High School Athletic Association (NCHSAA) athletic summit attended by superintendents, high school principals and athletic directors

• Served on the North Carolina High School Athletic Association Education & Athletics Committee

• Coordinated and directed two mid-year, 29 end-of-year, and two summer school graduation ceremonies

150



CMS POLICE DEPARTMENT Goals 2017-18

• Increase CMSPD participation in the NorthStar Reading Program • Participate and support the Juvenile Diversion Program • Coordinate with school staff to expand Right Moves for Youth Programs • Increase CMSPD ability to respond and investigate all types of crimes

Objectives 2017-18

• Provide a safe and secure environment for students, teachers, staff and community • Divert youth from criminal proceedings and empower youth through education, guidance

and direction • Provide enhanced learning experiences for students and encourage student success • Develop strategies to recruit/retain employees, enhance employee satisfaction and staff

development Accomplishments 2016-17

• Coordinated the implementation of the Security Enhancement Plan • Provided Bullying instruction and Diversity training for the Campus Security Associates

and the Police Officers • Implemented the North Carolina State Certification training for CMSPD dispatchers • Reduced the number of alarms and alarm fines to schools through education and

accountability

151

Expenditures

OPERATIONAL SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 83,478,381 80,162,123 74,304,459 70,747,255

Benefits 35,398,973 33,454,347 27,828,408 27,122,255



Furniture and Equipment 178,490 75,412 889,702 2,555,104

Other - - - -

$ 191,578,155 $ 189,003,706 $ 192,932,672 $ 186,413,734


152

OPERATIONAL SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

Sources

6%

40%

54%

Federal/

Special Revenue

Local

State

Uses

18%

0%

0%

27%

45%

10%

Benefits


Other

Purchased Services

Salaries



153


Description Amount



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.

154

Expenditures

CHIEF OPERATIONS OFFICERCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 237,864 232,074 226,087 132,211Benefits 69,264 66,089 58,873 36,868Purchased Services 4,285 4,285 5,700 7,855Supplies and Materials 1,000 1,000 - - Furniture and Equipment - - - - Other - - - -

$ 312,413 $ 303,448 $ 290,660 $ 176,934

Sources:

0%

83%

17%

Federal/

Special Revenue

Local

State

Uses:

22%

0%

0%

1%

77%

0%





155


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 1,526,521$ Redirected funds salaries and benefits from purchased services 231,519 Redirected funds for salaries and benefits to deputy superintendent department (161,756) Additional Facility Space - added 10 custodial positions and one plumber 440,402

Purchased ServicesReduction of prior year fund balance appropriation for movement of mobile units (500,000) Other local revenue adjustment - utilities (12,526) Redirected funds from purchased services to salaries and benefits (219,838) Facility Leases 110,418 Solid Waste Removal 170,000 Utilities increase 714,643 Additional Facility Space - increase for utilities and contracted services 645,954

Supplies and MaterialsEnrollment Growth - additional funds for custodial supplies 7,941 Redirected funds from supplies and materials to salaries and benefits (11,681)


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.

156

Expenditures

BUILDING SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 34,573,640 33,331,972 31,732,648 29,863,870Benefits 14,643,906 13,848,888 11,646,763 11,195,440Purchased Services 37,992,933 41,584,282 49,839,707 46,125,885Supplies and Materials 3,955,877 3,959,617 5,819,045 6,732,858Furniture and Equipment 34,266 34,266 362,766 2,372,660Other - - - -

$ 91,200,622 $ 92,759,025 $ 99,400,929 $ 96,290,713

Sources:

9%

58%

33%

Federal/

Special Revenue

Local

State

Uses:

16%

0%

0%

42%

38%

4%





157


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 84,251$ Redirected funds from salaries and benefits to furniture and equipment (15,139)

Purchased ServicesRedirected funds from purchased services to furniture and equipment (5,575)

Supplies and MaterialsState Adjustment - textbooks (10,090) Redirected funds from supplies and materials to furniture and equipment (76,789)

Furniture and EquipmentRedirected funds to furniture and equipment from salaries, purchased services and supplies 103,078


Jeff JacksonDirector of Inventory Management


INVENTORY MANAGEMENT

Description: The Inventory Management Department was created to evaluate current District inventorypractices and to determine standardized processes that would maximize efficiency and effectiveness inmanaging those inventories and distribution processes. The department is also a participant in the OpeningSchools Project Charter and the FF&E New Schools committee. The Storage and Distribution departmentreports to Inventory Management.


158

Expenditures

INVENTORY MANAGEMENTCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 1,940,509 1,934,160 1,670,181 1,616,984Benefits 837,732 774,969 609,226 601,619Purchased Services 222,372 227,947 197,297 217,822Supplies and Materials 5,416,030 5,508,484 8,800,060 4,990,095Furniture and Equipment 103,078 - - - Other - - - -

$ 8,519,721 $ 8,445,560 $ 11,276,764 $ 7,426,520

Sources:

46%

14%

40%

Federal/

Special Revenue

Local

State

Uses:

10%

1%

0%

3%

23%

63%





159


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 28,424$ Redirected funds for safety supervisor and 35 part-time crossing guards from purchased services 196,608

Purchased ServicesRedirected funds from purchased services to salaries and benefits (196,608) Redirected funds from purchased services to supplies and materials (50,716)



Kevin EarpDirector of Safety, Environmental Health & Risk Management


SAFETY, ENVIRONMENTAL HEALTH & RISK MANAGEMENT

Description: The Safety, Environmental Health and Risk Management Department coordinates the district'ssafety, environmental, and risk management program by providing guidance to schools and departments inmaintaining a safe physical environment and adhering to applicable safety standards including; regulatorycompliance, risk management, car pool & traffic control, school crossing guards, general liability claims, fireprevention, indoor air quality (IAQ), accident investigations, storm water pollution prevention, playgroundsafety audits, personal protective equipment and maintaining pertinent records. Serves as district liaisonwith multiple public agencies and organizations including OSHA, DOT, Fire Departments, RiskManagement, Emergency Management, All-Hazards Advisory Committee, Emergency Operations Centerand Red Cross on various issues and programs.


160

Expenditures

SAFETY, ENVIRONMENTAL HEALTH & RISK MANAGEMENTCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget


$ 1,342,691 $ 1,315,467 $ 1,104,852 $ 736,743

Sources:

0%

58%

42%

Federal/

Special Revenue

Local

State

Uses:

16%

0%

0%

24%

55%

5%





161


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 1,665,002$ Enrollment Growth - 8 bus driver positions 261,525

Supplies and MaterialsState allotment adjustment 407,420 Enrollment Growth - fuel and parts 140,883


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

162

Expenditures

TRANSPORTATIONCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 36,934,316 35,792,686 31,498,881 30,631,983Benefits 16,535,769 15,755,039 12,676,677 12,654,510Purchased Services 5,077,115 5,077,115 6,242,510 5,699,192Supplies and Materials 9,940,923 9,388,473 9,169,522 12,636,440Furniture and Equipment 41,146 41,146 454,763 59,779Other - - - -

$ 68,529,269 $ 66,054,459 $ 60,042,353 $ 61,681,904

Sources:

0%16%

84%

Federal/

Special Revenue

Local

State

Uses:

24%

0%

0%

7%

54%

15%





163


Description Amount



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.

164

Expenditures

PLANNING SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget


$ 1,522,453 $ 1,479,419 $ 1,593,001 $ 1,430,250

Sources:

1%

99%

Federal/

Special Revenue

Local

Uses:

25%

0%

0%

2%

72%

1%





165


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 9,452$ Redirected funds to salaries and benefits 36,000 Other local revenue adjustment 272,507 Athletic Coaches/Directors Stipends 359,522

Purchased ServicesRedirected funds to purchased services 197,000 Other local revenue adjustment (20,969) Athletic Coaches/Directors Stipends 73,150

Supplies and MaterialsOther local revenue adjustment 6,000


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.


166

Expenditures

ATHLETICSCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 2,622,960 2,065,150 2,177,826 2,118,903Benefits 594,404 474,733 498,170 479,404Purchased Services 2,618,470 2,369,289 2,345,535 2,350,641Supplies and Materials 343,700 337,700 529,279 371,047Furniture and Equipment - - - - Other - - - -

$ 6,179,534 $ 5,246,872 $ 5,550,810 $ 5,319,995

Sources:

73%

27%

Federal/

Special Revenue

Local

Uses:

10%

0%

0%

42%

42%

6%





167


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 242,831$ Redirected funds to salaries and benefits from supplies and materials 20,000

Purchased ServicesCMPD School Resource Officer Contract 313,782 Redirected funds to purchased services from supplies and materials 61,500

Supplies and MaterialsRedirected funds from supplies and materials to salaries and benefits and purchased services (81,500)


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.


168

Expenditures

CMS POLICE DEPARTMENTCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 4,916,437 4,776,912 4,800,471 4,570,535Benefits 1,978,316 1,855,010 1,692,474 1,627,910Purchased Services 6,063,090 5,687,808 5,726,910 5,835,342Supplies and Materials 166,393 247,893 140,313 155,788Furniture and Equipment - - 72,173 122,665Other - - - -

$ 13,124,236 $ 12,567,623 $ 12,432,341 $ 12,312,240

Sources:

0%16%

84%

Federal/

Special Revenue

Local

State

Uses:

15%

0%

0%

47%37%

1%





169

Expenditures

COMMUNITY USE OF FACILITIESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 392,171 382,624 650,979 566,548Benefits 142,565 136,729 157,658 138,061Purchased Services - - - - Supplies and Materials 12,480 12,480 52,704 (745)Furniture and Equipment - - - - Other - - - -

$ 547,216 $ 531,833 $ 861,341 $ 703,864

Sources:

100%

Federal/

Special Revenue

Uses:

26%

0%

0%

0%

72%

2%





170

Expenditures

ENTERPRISE FUNDS PROGRAM SUPPORTCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 36,520 36,520 117,460 60,533Benefits 9,418 9,418 33,924 18,872Purchased Services 254,062 254,062 228,237 255,166Furniture and Equipment - - - - Other - - - -

$ 300,000 $ 300,000 $ 379,621 $ 334,571

Sources:

85%

15%

Federal/

Special Revenue

State

Uses:

3%

0%

0%

85%

12%



Salaries

Operating transfer to Child Nutrition Fund = $300,000.


171

Learning Services

Lear

ning

Ser

vice

s

Learning ServicesPage 1


1.0 Chief Academic Officer1.0 Admin. Assistant2.0 Positions

6-12 Teaching and Learning1.0 Exec. Director, Secondary Learning and Teaching1.0 Sr. Administrative/Administrative Secretary1.0 Budget Assistant4.0 Positions

Humanities

NOTE: ** indicates school based personnel

International Baccalaureate Program

7.0 Lead Teachers**7.0 Positions

Advanced Studies

89.0 Talent Development Teachers**1.0 Director, Advanced Studies6.0 LITD Magnet Coordinators3.0 Specialist, Talent Development/Compliance1.0 Specialist, Advanced Studies 1.0 Administrative Secretaries1.0 Sr. Administrative Secretary

102.0 Positions

This Organizational Chart represents the FY 2017-18 Proposed Budget

Elementary Curriculum1.0 Director, PreK Math & Science2.0 Math Specialists1.0 Science Specialists1.0 Coordinator, MSP Grant1.0 Specialists, Physical Education1.0 Specialists, Social Studies1.0 Specialists, Visual Arts2.0 Resource Teachers, Health2.0 Specialists1.0 Sr. Administrative Secretary

13.0 Positions

K-12 Literacy1.0 Director, K-12 Literacy1.0 Specialist, Extended Day4.0 Specialist, Literacy1.0 Specialist, Virtual Learning2.5 Homebound Teachers (2 part-time)1.0 Sr. Administrative Secretary

10.5 Positions

Drivers Education

1.0 Drivers Education Specialist1.0 Positions

ROTC Program

58.0 Instructors**58.0 Positions

Exceptional Children

1.0 Asst. Superintendent-Exceptional Children2.0 Directors of Exceptional Children

20.0 Program Specialists47.0 Coordinating Teachers/Area Coordinators

1.0 Director of Instruction, Beacon1.0 Executive Coordinator, Beacon

27.0 Diagnosticians 777.5 Teachers**

672.75 Teacher Assistants**160.0 Speech /Language Pathologists**70.2 Physical/Occupational Therapists/Assts**43.0 Behavior Modification/Support Tech**

4.0 Liaison, Behavior Support10.0 Audiologists/Assistants

5.0 Psychologists**1.0 CEIS SEL Project Manager0.5 CEIF Administrator

33.0 Interpreter-Tutor, Hearing4.0 Braillist /Orientation & Mobility1.0 Social Worker

21.0 Coaches/Assistants1.0 Graduation Success Specialist1.0 MTSS Specialist2.0 Child Find Advocate2.0 Technology Coordinator/Associates

77.0 Bus Monitors**7.0 Administrative Secretaries/Receptionists1.0 Project Manager1.0 Office Supervisor

1993.95 Positions

Virtual Learning and Media Services

1.0 Director , Virtual Learning & Media Services1.0 Coordinator, Media Automation1.0 Budget Assistant2.0 Virtual Learning Specialist2.0 Media Services Specialist2.0 Admin/Sr. Admin. Secretaries9.0 Positions

1.0 Director, Secondary Curriculum1.0 Specialists, Literacy2.0 Specialist, Global Studies1.0 Specialist, English Curriculum1.0 Specialist, Secondary Math1.0 Specialist, Secondary Science1.0 Specialist, World Language1.0 Sr. Administrative Secretary9.0 Positions

Secondary Curriculum

1.0 Exec. Director, Learning and Teaching, PreK-51.0 Administrative Secretary2.0 Positions

PreK-5 Teaching and Learning

173

Learning ServicesPage 2



Career & Technical Education

2.0 Director, Career and Tech Ed Education 1.0 Assistant Director, CTE

549.73 Teachers**53.0 Coordinators – Career/Academy/Support2.0 Systems Engineers1.0 Manager, Lead Information Systems1.0 Office Supervisor2.0 Sr. Administrative/Secretary

611.73 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 Secretaries2.0 Bilingual Counselor

278.0 LEP/ESL Teachers **3.0 Bilingual Enrollment Technicians **4.0 Interpreter Translators4.0 Specialists

11.0 Resource Teachers1.0 ESL Psychologist1.0 Coach, Dual Language4.0 Coach, Sheltered Inst Observe1.0 Data Quality Manager1.0 Office Supervisor

316.0 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, 5042.0 NIJ Coordinator, What Works Grant

10.0 NIJ Grant Facilitators6.0 NIJ Grant School Psychologists6.0 Secretaries, Sr. Administrative/Secretaries

58.0 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

173.0 Teachers**150.0 Teachers Assistants/Tutors**

1.0 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

38.0 Pre-K Safety Assistants**388.0 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**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

Teacher Professional Development

1.0 Director, Teacher/ Prof. Development1.0 Coordinator, Professional Development9.0 Specialists, Professional Development1.0 Middle School Math & Prof. Development1.2 Teacher In Residence2.0 Sr. Administrative Secretaries

15.2 Positions


1.0 Chief Academic Officer 1.0 Assistant, Administrative to the CAO2.0

174


LEARNING SERVICES Goals, Objectives and Accomplishments

LEARNING AND TEACHING PreK - 5 Goals 2017-18

• Support the Instructional Leadership Team model for developing core literacy knowledge and developing leadership capacity within all schools

• Analyze formative and summative assessment data to drive differentiated support to schools which both promote academic growth and significantly close the achievement gap between subgroups

• Support the development of new elementary and K-8 programs • Work collaboratively with district partners and the Department of Public Instruction staff to

both stay informed of federal mandates, research, and community resources Objectives 2017-18

• Provide Reading Foundations Training for all PreK-1 grade teachers through a combination of district funds and CMS Foundation funds

• Focus on providing cultural proficiency training to department staff to both improve the professional collaboration of the team and to intentionally design culturally relevant instructional materials and strategies for teachers

• Develop the CMS Families Read: Bedtime Stories online literacy resource for parents • Attend State Board Meetings as the district liaison to stay abreast of current legislative and

educational decisions and their impact on CMS Accomplishments 2016-17 • During the 2016-2017 school year, we provided cultural awareness training for our staff and

set department goals to be more intentionally reflective of cultural perspectives and cultural representation in the curriculum.

• The PreK-12 Team spearheaded and achieved Global Ready District status for CMS. We are one of the first districts to receive this honor from the state.

• Monthly State Board Meeting were attended in conjunction with Executive Directors from OSP, networking with DPI staff occurred, and detailed notes were shared with Executive Staff and Learning and Teaching Directors.

• Intentionally efforts to align PreK-5 curriculum, instructional efforts, and collaboration have been successful.

ELEMENTARY CURRICULUM Goals 2017-18 • Identify and implement new k-5 math curriculum aligned with revised state standards. • Implement new instructional materials for k-5 social studies. • Provide timely and targeted instructional support especially in the realm of digital learning. • Recruit and develop discipline-specific instructional leaders to build school and district

capacity in science, math, social studies, arts and HPE content areas. • Support the district wide literacy initiative. • Support academic achievement through the healthy active child initiative. • Expand opportunities for exposure and participation in the visual and performing arts for all

k-5 students including honors programs, Scholastic’s art and writing awards, competitions and performances.

175



ELEMENTARY CURRICULUM (continued) Objectives 2017-18 • To encourage the use of Canvas through training and professional development. • Achieve a 10% increase of schools in CMS integrating kinesthetic learning strategies

through professional development and funding. • To provide timely and focused instructional support resulting in a 5% increase in proficient

level for all math and science EOG/EOC scores. • To provide extensive k-5 teacher and administrator PD for the continued use of Discovery

Education Techbook and new math and social studies curriculum. • Design professional development opportunities for teachers in dance, music, theatre arts

and visual arts to promote exposure and participation of all k-5 students. • Collaborate with NC Dance Education Organization to host state conference in 2018. Accomplishments 2016-17 • Received a Burroughs Wellcome Grant to fund Camp Invention program at five Title I

Schools for next three years. • EOC science scores for grades 5 and 8 increased 3.0 points with the percentage of students

College or Career Ready (Level IV & V). • EOC math scores for grades 3 through 8 increased 3.3 points with the percentage of

students CCR (Level IV & V) which is 5.7 points higher that NC average. • Created and implemented a kinesthetic school environment at Winget Park Elementary

School. • Collaborated with Mecklenburg Parks and Recreation implementing a “Choice led recess”

program in 21 elementary schools. • Collaborated with Charlotte Concerts to conceptualize and create an inaugural event, “A

Musical Showcase”, which highlighted 14 musical ensembles throughout the district. • Established an instrumental music feeder program at First Ward Creative Arts Academy and

University Creative Arts Elementary School. K-12 LITERACY Goals 2017-18 • Support the Instructional Leadership Team model for developing core literacy knowledge

and developing leadership capacity within all schools with K-5 grade levels • Analyze formative (TRC, DIBELS, MAP) and summative assessment data (EOG, EVAAS) to

drive differentiated support to schools which both promote academic growth and significantly close the achievement gap between subgroups

• Support the new elementary and K-8 programs • Work collaboratively with schools, district partners, and the Department of Public Instruction

staff to stay informed of federal mandates, research, and community resources • Develop a culturally-relevant evidence-based extended day & summer school program

focused on improving literacy for our most vulnerable children.

176



K-12 LITERACY (continued) Objectives 2017-18 • Provide targeted, flexible, and quality K-5 literacy professional development. • Focus on intentionally designing and providing culturally relevant useable instructional

materials, resources, and programs • Provide cultural proficiency training to team and create avenues to improve professional

collaboration • Streamline Literacy Specialists workload to focus provide literacy support to schools &

teachers • Increase literacy digital footprint to promote CMS literacy learning and to provide online PD. • Build a diverse cadre of K-5 teacher leaders and provide outreach communication to all K-5

literacy teachers • Provide a streamlined and efficient approval process for extended day with accounting

measures of spending • Direct the usage of district-provided digital learning tools; align tools with literacy curriculum;

examine the correlation between usage and effectiveness

Accomplishments 2016-17 • All team members participated in Race Matters for Juvenile Justice’s Dismantling Racism • Conducted a literacy inventory and managed a research study to understand connections

between curriculum and outcomes to make future strategic purchasing and support decisions

• Established a CMSLIT email account, trending on Twitter/Instagram/Facebook @CMSLIT • Provided 9 online literacy courses (4 Canvas, 5 from a vendor) to provide on-demand online

PD and reading credit for all teachers in CMS • Developed processes to account and measure Specialists’ time spent in schools and on

district-wide initiatives • Implemented and supported a Words Their Way pilot to target foundational reading skills • Provided every K-2 teacher at 74 self-selected elementary schools with culturally relevant

classroom library sets • On target to partner with a new vendor to complete Read to Achieve summer program for

3320 students at 13 sites across the district; direct and support completion of 6 credit recovery programs, 1 summer graduation program

• Established relationship with Read Charlotte to have a CMS voice within the work in the community on improving reading outcomes for birth to 3rd graders

• Conducted a summer learning partner vendor review and a digital learning platform vendor review

• Executed and directed the support for online digital learning tools available to all teachers in the district: Compass Learning, Learning A-Z, Dreambox, Discovery Ed, and Castle Learning

• Started a research study to measure the usage of K-5 literacy digital tools against reading outcomes

177



NORTH CAROLINA PRE-K PROGRAM AND BRIGHT BEGINNINGS Goals 2017-18

• Pre-Kindergarten participants will acquire pre-literacy, cognitive, and language skills necessary for success in Kindergarten

• Teachers will gain knowledge and receive coaching to implement research based pre-literacy instruction

• Children will demonstrate the social and behavioral skills (self-regulation, executive function) needed to successfully participate in group and independent activities

• Families will be offered information and instruction to increase their ability to effectively support their children’s achievement throughout formal schooling

• The Pre-K Department will serve as a supportive resource and welcoming environment for children, families and schools

Objectives 2017-18

• Build the capacity of teachers to articulate and implement evidence based instruction • Provide prescribed coaching model to teachers in order to increase fidelity to research

based practices that effectively increase student learning • Commit support to school administrators to ensure appropriate, effective instruction • Offer strategies and support to schools to engage parents in learning effective advocacy

practices • Collaborate with community partners and schools to increase Kindergarten readiness

and family engagement Accomplishments 2016-17

• Improved opportunities for teacher reflection, as well as the specificity and frequency of instructional feedback to teachers

• Delivered Professional Development for teachers in all domains, especially in Literacy, Language, and Emotional/Social Development

• Collaborated with EC to include additional teachers in the professional development and implementation of “Social and Emotional Foundations for Early Learning” (SEFEL)

• Provided a welcoming, resourceful environment and high quality service for children and families who applied for Bright Beginnings and NC Pre-K

• Delivered district information on rising Kindergarten “Beginners Day” events to community early childhood partners, as well as readiness resources for every rising Kindergarten student (distributed at each elementary schools’ event)

• Maintained “five star” licensure in thirteen schools (awarded by the NC Division of Child Development and Early Education)

LEARNING AND TEACHING 6-12 Goals 2017-18

• Support the Instructional Leadership Team model for developing core literacy knowledge and developing leadership capacity within all schools

• Analyze formative and summative assessment data to drive differentiated support to schools which both promote academic growth and significantly close the achievement gap between subgroups

• Support the development of new 6-8 courses and programs

178



LEARNING AND TEACHING 6-12 (continued)

• Work collaboratively with district partners and the Department of Public Instruction staff to both stay informed of federal mandates, research, and community resources

Objectives 2017-18 • Provide Secondary Content Literacy Training for all Middle and High School content areas • Focus on providing cultural proficiency training to department staff to both improve the

professional collaboration of the team and to intentionally design culturally relevant instructional materials and strategies for teachers

• Continue to develop and institutionalize the Instructional Leadership Team focus across schools

Accomplishments 2016-17 • Implemented 6 weeks of Instructional Leadership Team professional learning to advance

the understanding of academic conversations and discourse to prepare teachers to engage students in prewriting through content literacy

• During the 2016-2017 school year, we provided cultural awareness training for our staff and set department goals to be more intentionally reflective of cultural perspectives and cultural representation in the curriculum.

• The PreK-12 Team spearheaded and achieved Global Ready District status for CMS. We are one of the first districts to receive this honor from the state.

• Monthly State Board Meeting were attended in conjunction with Executive Directors from OSP, networking with DPI staff occurred, and detailed notes were shared with Executive Staff and Learning and Teaching Directors.

ADVANCED STUDIES

Goals 2017-18 • 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 strengthen consistency of AVID implementation at participating sites, increasing number of certified sites. Successfully pilot AVID Elementary at two 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. Support the development of new IB programs at Marie G. Davis, West Charlotte, and schools selected for Career Programs

• Strengthen curriculum understanding and better instructional delivery in AP courses to maintain high-expectations of students

• Strengthen Talent Development Catalyst Program implementation at elementary schools across the district

• Increase number of AIG licensed staff at the secondary level • Create community partnerships and outreach opportunities for parents, students, and

stakeholders focused on social/emotional development of AIG and advanced students

179



ADVANCED STUDIES (continued) Objectives 2017-18 • 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.

• Align work of all programs supported by the Advanced Studies Department to the Instructional Leadership Team work focused on questions, conversations and writing

• 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 three new AVID sites: Thomasboro, Rocky River, and Sedgefield secondary sites. Provide strategic support for two pilot AVID elementary sites: Walter G Byers and University Meadows.

• 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

• Provide opportunity for secondary personnel to achieve AIG licenses through cohort sponsored by Advanced Studies

• 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

• Provide ongoing training or support for training on 21st century skills Accomplishments 2016-17 • Created and staffed an IB Lead Coordinator Position to specifically support IB • Opened the EL AIG identification process to all qualifying EL students in the district • Provided Elementary Classroom Teachers the opportunity to receive specific training on

instruction and curriculum for AIG students • Provided culturally relevant PD for middle and high school facilitators focused on the

Holocaust and Social Justice • Achieved College Boards AP Honor Roll through focused efforts of open-enrollment and

access for all • Expanded K-12 Vertical Team work to best prepare students for advanced courses at the

secondary level • Aligned district literacy work with Talent Development curriculum resources and instructional

practices • Held collaborative meetings with IB Coordinators, LI/TD Coordinators, and AIG stakeholders

regarding best practice in programs • Provided specialized IB training for approximately 150 in various regions of the United

States • Provided specialized IB training focused on unit planning and curriculum development • Provided specialized training for TD Catalyst teacher leaders at Vanderbilt, NCAGT, ASCD

National Conference • Provided IB leadership training for Learning and Teaching Executives and Magnet Programs

180



ADVANCED STUDIES (continued) • Created an additional TD Catalyst teaching position 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. • 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, Girls Go Beyond, and Odyssey of the Mind

• Supported two schools in being selected to provide the AP Capstone opportunity to students • Received an authorization visit for IB Career Programs at East Mecklenburg High School,

and selected other candidate schools • Worked collaboratively to begin the initial candidacy phase of IB: Primary Years Program at

Marie G. Davis. Designed a timeline to successful gain authorization for both PYP and MYP programs within the next four years

• Provided financial support for approximately 45 individuals to gain a state license for teaching AIG students

• 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, Greenspan Center, Girl Scouts, and Charlotte Hornets

SECONDARY CURRICULUM Goals 2017-18 • Provide high quality services and products for effective learning of students, teachers,

principals, and central office. Objectives 2017-18 • 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, academic conversations, and prewriting.

• Recruit and develop discipline-specific instructional leaders to build school and district capacity.

Accomplishments 2016-17 • Successfully continued the design, development, and support of professional literacy

learning for all schools via the Instructional Leadership Teams (ILTs). Six full days for 171 schools including materials, facilitator guides, resources, support, and modeling.

• Continued professional learning for Reading Apprenticeship in all secondary schools (grades 6 – 12) to increase use of disciplinary literacy across all content areas.

• Supported implementation of scope and sequence and curriculum documents English language arts in grades 6-12. Developed common assessments in English language arts and social studies aligned with scope and sequence.

181



SECONDARY CURRICULUM (continued) • Launched successful pilot of College and Career Ready Math Ready Program in

collaboration with CPCC. Teachers in five high schools began implementation with plans to expand to additional schools in 2017-2018.

• Completed third year of Math and Science Partnership IMPACT grant focusing on career readiness

• Used Canvas to reach over 35,000 middle school math students in conjunction with the CMS TV program Math Xtra.

• Continued support and implementation of Leveled Literacy Intervention training for grades K-8 to support struggling readers including both resources and professional learning.

• In all content areas (math, science, English language arts, social studies, world language, performing and visual arts), provided excellent professional learning for district teacher-leaders to build school and district capacity.

• Implemented Analyzing Student Work (ASW) state initiative in world language, physical education, arts, music, theatre, dance, and Advanced Placement (AP) courses.

• Supported successful participation in co-curricular events in both number of students total and number of schools (Speech and Debate, Study Abroad, 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 5).

DRIVERS EDUCATION Goals 2017-18 • Explore partnerships with Community Partner Organizations to assist in the delivery of

quality Driver Education 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 ADTSEA and 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. Objectives 2017-18 • 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 3.0

Curriculum. • Offer professional development aimed at teaching classroom management skills,

differentiated instruction and higher level thinking skills.

182



DRIVERS EDUCATION (continued) • Supervise CMS Driver Education contractor and encourage improvement in classroom

teaching and student learning. Accomplishments 2016-17 • Offered a course in Driver Education and Traffic Safety to all eligible students in

Mecklenburg County. • Secured a Grant from our Community Partners to assist need based students with Driver

Education Fee Waivers and secured a grant from our Community partners to purchase a Driving Simulator to complete a small pilot study on its teaching effectiveness and benefits.

• Provided professional development opportunities and training support for all CMS Driver Education staff.

• CMS Driver Education Specialist presented at sessions during 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)

• CMS Driver Education Specialist serves as chair of the statewide NC Driver Education Advisory Committee (DEAC).

• CMS Driver Education Specialist serves as Chair of NHTSA’s Association of National Stakeholders in Traffic Safety Education (ANSTSE)

TEACHER PROFESSIONAL DEVELOPMENT Goals 2017-18

• Integrate ILT strategies into training and support for teachers and staff • Increase blended learning and support opportunities for teachers and staff • Incorporate cultural proficiencies practices into our customer service and curriculum

design Objectives 2017-18

• By June 2018, 100% of TPD instructional specialists will incorporate district identified ILT strategies in their training and support.

• By June 2018, 100% of TPD specialists will deepen their knowledge of diverse cultures by attending district trainings, local conferences, engage with community cultural partners and/or read professional text related to culture as they begin to document implementation of these strategies as they review, select and create curriculum, resources and materials for teacher and staff use.

• By June 2018, 100% of TPD specialists will advance their digital learning competency based on the SAMR model (Substitution, Augmentation, Modification, and Redefinition)


• Developed Canvas courses to enhance training and support for National Board candidates, Mentors, MyTalent course developers, and New Teachers

• Incorporated ILT strategies and cultural proficiency best practices in the Differentiation Academy and Differentiated Instruction Support Sessions.

183



TEACHER PROFESSIONAL DEVELOPMENT (continued)

• Trained Lateral Entry Teachers through L.E.A.P. including sessions on Cultural Proficiency in the Classroom and ILT strategies

• Provided quarterly mentor training to build capacity among mentors in the area of literacy instruction, coaching, cultural proficiency, and data literacy.

• Provided face-to-face and blended learning opportunities to non-instructional staff and instructional assistants in the areas of ILT practices, culture of care, Office 365, Google for Educators, business writing, etc.

• Provided high quality logistic site, site and service support to all departments/schools hosting training at the PDC.

VIRTUAL LEARNING & MEDIA SERVICES Goals 2017-18

• Drive district vision for online and blended learning • Problem solving (credit acquisition) for schools and students • Focused professional development to better align IT, PL, and Opportunity Culture • Develop a workable solution for online world languages • Support OCS online content and blended learning

Objectives 2017-18

• Expand footprint of digital content, through Edgenuity, to all middle and high schools as well as to 100% of all teachers/staff

• Targeted effort to build agency with administrators on the power of blended learning • Support all homebound students with access to Edgenuity • Provide professional development to all CMS staff working with any homebound

students • Continue to drive the cultural vision for the role of the media center and the media

coordinator • Drive the vision for the maker movement in CMS • Continue to lead the charge of the Maker Mindset by supporting the implementation of

maker spaces and the transition of media centers into learning commons • Enhanced district-wide e-bookshelf • Targeted partnership with Teacher Professional Development • Continue to fine tune new FF & E standards, technology standards, and space utilization

standards; • In partnership with the work of the Instructional Leadership Team, offer aligned support

for school-wide literacy practices, such as close-reading, choosing appropriate complex text, and leading academic conversations.

• Enhance partnership with the Charlotte-Mecklenburg Library through several programs and initiatives including: EpicFest, StoryVine, Community Reads, Summer Reading Lists, and ONE Access

• Use data derived from the Destiny automation system to drive collection development • Use data to identify schools with the worst collections and request funding to upgrade • Create a plan for Title 2 funds

184



VIRTUAL LEARNING & MEDIA SERVICES (continued)

• In conjunction with Strategy Management, continue to process map key functions of VLMS

• Streamline the ordering process • Provide 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

• Align professional development for media coordinators with state evaluation tool and district-wide literacy initiatives

• Develop and curate a Virtual Learning digital tool kit and a blended learning toolkit, in Canvas, to provide schools a one-stop location for online learning options, including directions to register students, training, how-to’s and FAQs.

• In partnership with Instructional technology, work for 50% of all media coordinators to be digital citizenship certified.

• Collaborate with district credit recovery PLC to gather information about credit recovery options and to create a comprehensive credit recovery plan for the district

• Work with curriculum specialists to validate courses and align all Edgenuity courses with local standards for rigor and content

Accomplishments 2016-17 • Supported the opening of a virtual high school, Fall 2016 • Provided a targeted plan for supporting schools implementing digital learning resources

inclusive of online and blended learning • Transitioned online content from NCVPS to Edgenuity including creating CMS Credit

Recovery courses aligned to our standards and priorities • Continued to drive the cultural vision for effective use of digital/online learning and its

role in building a strong core curriculum • Worked across departments and team to create a blended learning cohort to support 6-

12 online and blended learning • Increased digital footprint in both whole course and supplemental online programs • Advocated for certified media coordinators referencing Every Student Succeeds Act and

using data • Have them viewed as teaching staff • Worked on capacity building using the evaluation tool • Ongoing training and support for Destiny automation system • Increased investment opportunities in the partnership with the public library • Supported curriculum writing and implementation of K-12, inquiry-based, information

literacy curriculum • Built and managed media center collections and resources to reach CMS Collection

Guidelines in at least 75% of schools • Continued 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

• Created a Maker Space advisory group • Organized and supported regional Destiny training • Trained and supported teacher, administrator, and central office staff on Edgenuity

curriculum as well as professional development on blended learning

185



VIRTUAL LEARNING & MEDIA SERVICES (continued)

• Continued certification program for online and blended teachers and expanded to cohort two

• Worked with content specialists and several departments including BL, IT and Opportunity Culture to coalesce district understanding of blended learning

• Placed all Professional Development courses in Canvas • Training and support for new teachers/media coordinators/media staff

Training and support for using classroom data to enhance core instructional practices EXCEPTIONAL CHILDREN SERVICES Goals 2017-18

• Accelerate academic achievement for every child with a disability to close achievement gaps so all students will graduate from CMS college- or career-ready.

• Improve post-secondary outcomes for students with a disability. Objectives 2017-18

• 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. • Expand inclusive practices to ensure middle and high school students following the NC

Extended Content Standards have the opportunity to attend their home school to the greatest extent possible.

• Increase community based transition to adulthood opportunities for students with a disability between the ages of 18-22.


• Continued differentiated training of Inclusive Practices for identified schools. • Provided training for elementary EC teachers in Reading Foundations, Orton–Gillingham

and Math Foundations. • Enhanced the implementation of FUSION Reading at middle schools. • Collaborated with Learning and Teaching to implement Intensified Math in co-taught

Math 1 classes. • Provided focused training and monitoring in scheduling for students with disabilities at

the high school level. ENGLISH LANGUAGE LEARNERS Goals 2017-18

• Meet federal accountability for making progress and proficiency in English language learning

• Support the implementation of high-quality Language Instruction Educational Programs (LIEPs) at all schools

• Extend communication with families of English Learners (ELs)

186



ENGLISH LANGUAGE LEARNERS (continued) Objectives 2017-18

• Expand development of 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 data-driven comprehensive multi-tiered professional development and support so ESL and classroom teachers implement proven EL instructional strategies

• Train school leaders to use English language proficiency data to design instructional programming tailored to student needs

• 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 Accomplishments 2016-17

• Developed and executed the department strategic plan including vision, mission statements and overarching goals and objectives aligned with CMS Strategic Plan and Every Student Succeeds Act (ESSA)

• Developed ‘Comprehensive and Multi-Tiered Professional Development’ plans • Developed online ‘Second Language Methodologies and Language Acquisition’ courses

available to any CMS employee • Developed, shared, and supported the implementation of curriculum resources

corresponding to English Language Development and content standards for all teachers of English Learners

• Recognized as a state role model with digital curriculum integration (i.e. i-Pad tray cohorts, SIFE i-Pad Pilot and statewide and national digital integration presentation)

• Conducted ‘English language proficiency and student achievement longitudinal data analysis’ with a national research entity

• Launched and supported schools through ‘Graduation Support Initiative (GSI)’ and ‘Graduation Task Force’ to improve graduation rate for English Learners

• Hosted ‘International Day of Learning’ for CMS language minority families to ensure that our parents and students have all the necessary information for their children’s success in schools

• Provided additional “I Speak” phone interpreting services and “Parent Language Assistance” phone line for non-English speaking parents

• Distributed “I Speak Point to Your Language” posters to assist front office staff with a present non-English speaking parent or guardian

187



STUDENT SERVICES Goals 2017-18

• Provide district-wide and community-wide advocacy for increasing student services personnel in schools in order to serve the needs of the whole child.

• Promote the social and emotional health of every child in a culture of acceptance from every CMS employee.

Objectives 2017-18 • Decrease elementary counselors to reach a ratio of 1:600. • Implement content units in K-5 classrooms with social and emotional components

embedded in the classroom instruction. • Implement redesigned truancy court process in concert with DJJ, Family Court Judges,

and D.A.’s office.

Accomplishments 2016-17 • Implemented School-based Mental Health in additional schools for a total of 95. • Provided Crisis event support for schools in no less than 45 non-duplicated events. • Developed and implemented processes and protocols for Foster Student Transportation

in concert with DSS and Transportation to comply with ESSA regulations. • Raised elementary counselor retention rate to 91% coming out of 2015-16. • Restructured MTSS support to schools and provided training to all district teams both in

district training and school-based training. • Implemented use of Canvas for PD and meetings across department.

188

Expenditures

LEARNING SERVICES CHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 172,609,056 170,219,203 163,697,336 158,300,227

Benefits 62,965,306 60,672,121 53,052,770 51,674,494



Furniture and Equipment 435,000 15,000 795,607 195,939

Other - - - -

$ 287,463,018 $ 289,385,630 $ 270,793,426 $ 261,574,786



190

LEARNING SERVICES CHARLOTTE-MECKLENBURG BOARD OF EDUCATION

Sources

27%

15%

58%Federal/

Special Revenue

Local

State

Uses

22%

0%

0%

14%

60%

4%

Benefits


Other

Purchased Services

Salaries



191


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 8,846$ Redirected funds for salaries and benefits to deputy superintendent office (2,000)

Purchased ServicesRedirected funds for purchased services 49,219

Supplies and MaterialsRedirected funds for supplies and materials 2,467




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.

192

Expenditures

CHIEF ACADEMIC OFFICERCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget


$ 357,734 $ 299,202 $ 380,845 $ 209,262

Sources:

0%

100%

Federal/

Special Revenue

Local

Uses:

19%

0%

0%

14%

66%

1%





193


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 4,438$ Learning and Teaching departmental reorganization (567,113)

Purchased ServicesLearning and Teaching departmental reorganization 135,000

Supplies and MaterialsRedirected funds to offset Transportation Model Revision costs (5,360)



PREK-5 LEARNING AND TEACHING Description: The PreK-5 Learning and Teaching team supports the following curriculum departments: Elementary Curriculum, Literacy, After School Enrichment Program and Pre-Kindergarten Services.

BUDGET ACCOUNTABILITY:Nicolette GrantExecutive Director, PreK-5 Learning & Teaching

194

Expenditures

PREK-5 LEARNING AND TEACHINGCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17 Adopted Budget

FY 2015-16 Actual

Expenditures

FY 2014-15 Actual

Expenditures

FY 2017-18 Proposed

Budget

Salaries 206,550 668,275 - - Benefits 61,848 162,798 - - Purchased Services 217,141 85,141 - - Supplies and Materials 87,303 92,663 - -

$ 572,842 $ 1,008,877 - -

Sources:

1%

99%

Federal/ Special Revenue

Local

Uses:

11%38%

36%

15%

Benefits Purchased Services




195


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 38,764$ Federal Adjustment - KCS Math & Science Partnership (9,708) Learning and Teaching departmental reorganization (127,894)

Purchased ServicesFederal Adjustment - PEP grant (25,850) Learning and Teaching departmental reorganization (25,607)

Supplies and MaterialsFederal Adjustment - Math & Science Partnership 30,230 Learning and Teaching departmental reorganization (143,371)


Nancy AddisonDirector, Elementary Curriculum



Description: The Elementary Curriculum team serves CMS students in kindergarten through grade five. The team works to ensure that student content needs are met through the North Carolina Standard Course of Study in all content areas. The team also provides high quality professional learning for teachers as well as aligned instructional materials to meet the needs of a diverse student population. We support student understanding and knowledge in math, science, visual and performing arts, literature, wellness, world languages, civic responsibility, personal financial literacy, history of our state, nation and the world.

ELEMENTARY CURRICULUM

196

Expenditures

ELEMENTARY CURRICULUMCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 1,085,682 1,163,055 920,951 843,446Benefits 335,861 357,326 261,493 234,252Purchased Services 303,248 354,705 490,442 484,987Supplies and Materials 894,537 1,007,678 649,372 241,955Furniture and Equipment - - - - Other - - - -

$ 2,619,328 $ 2,882,764 $ 2,322,258 $ 1,804,640

Sources:

27%

73%

Federal/

Special Revenue

Local

Uses:

13%

0%

0%

12%

41%34%






197


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 115,555 Learning and Teaching departmental reorganization (1,053,774)

Purchased ServicesState allotment adjustment - Summer Reading (203,224) Learning and Teaching departmental reorganization (220,804)

Supplies and MaterialsLearning and Teaching departmental reorganization 164,400


Diane PowellDirector, K-12 Literacy


K-12 LITERACY


Description: The K-12 Literacy team works to ensure that student literacy needs are met through the North Carolina Standard Course of Study through a use of a K-5 balanced literacy framework, 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 determined by data for students below grade level, and acceleration is provided for students at or above grade level. The team also provides high quality professional learning for teachers as well as aligned literacy instructional materials to meet the needs of a diverse student population. Academic support is also provided by this team through the facilitation of the extended day and twice-retained programs, supplemental digital learning tools for all K-12 schools, and summer school, including Read to Achieve Summer Camp, high school credit recovery, and summer graduation.

198

Expenditures

K-12 LITERACYCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 3,272,995 2,367,088 3,787,079 5,450,117Benefits 1,004,145 745,440 833,510 1,235,796Purchased Services 9,851,512 10,275,540 5,907,047 4,717,500Supplies and Materials 3,651,338 3,486,938 1,743,465 1,678,513Furniture and Equipment - - - - Other - - - -

$ 17,779,990 $ 16,875,006 $ 12,271,101 $ 13,081,926

Sources:

0%

6%

94%

Federal/

Special Revenue

Local

State

Uses:

6%

0%

0%

55%

18%

21%






199


Description Amount


Purchased ServicesFederal Adjustment - NC Pre-K (764,888)


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.

200

Expenditures

NORTH CAROLINA PRE-K PROGRAMCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 1,298,783 1,258,747 944,850 583,504Benefits 660,936 634,742 303,038 178,250Purchased Services 6,719,173 7,492,547 8,339,852 8,269,554Supplies and Materials 660,844 660,844 55,096 27,638Furniture and Equipment - - - - Other - - - -

$ 9,339,736 $ 10,046,880 $ 9,642,836 $ 9,058,946

Sources:

100%

Federal/

Special Revenue

Uses:

7%

0%

0%

72%

14%

7%





201


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 665,469 Redirected funds to salaries and benefits from purchased services 12,398 Federal adjustment- Title I (360,578)

Purchased ServicesRedirected funds from purchased services to salaries and benefits (12,398) Redirected funds from purchased services to supplies and materials (6,500)

Supplies and MaterialsRedirected funds to purchased services from supplies and materials 6,500 Federal adjustment- Title I (76,106)


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

202

Expenditures

BRIGHT BEGINNINGS PRE-K PROGRAMCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 14,949,708 15,060,320 13,853,373 13,757,525Benefits 5,956,351 5,528,450 4,883,850 4,999,222Purchased Services 1,446,233 1,465,131 2,354,453 1,291,749Supplies and Materials 269,793 339,399 1,268,180 1,035,065Furniture and Equipment - - (314) 48,183Other - - - -

$ 22,622,085 $ 22,393,300 $ 22,359,542 $ 21,131,744

Sources:

56%

44%

Federal/

Special Revenue

Local

Uses:

26%

0%

0%

6%

67%

1%





203


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 11,583$ Learning and Teaching departmental reorganization 306,995

Purchased ServicesLearning and Teaching departmental reorganization 178,715



Charles NusinovExecutive Director, 6-12 Learning and Teaching


Description: The 6-12 Learning and Teaching supports the following curriculum departments: Secondary Curriculum, Virtual Learning and Media Services, Advanced Studies and Teacher Professional Development, Drivers Education and ROTC.


6-12 LEARNING AND TEACHING

204

Expenditures

6-12 LEARNING AND TEACHINGCHARLOTTE-MECKLENBURG BOARD OF EDUCATION


FY 2015-16Actual

Expenditures

FY 2014-15Actual

Expenditures

FY 2017-18Proposed

Budget

Salaries 551,228 324,101 229,336 197,467Benefits 196,747 105,336 72,033 56,535Purchased Services 183,715 5,000 1,131,392 459,775Supplies and Materials 64,300 58,940 106,268 702,501Furniture and Equipment - - - -Other - - - -

$ 493,377 $ 1,539,029 $ 1,416,278

Sources:

1%

99%

Federal/Special Revenue

Local

Uses:

20%

0%

0%

18%

56%

6%

Benefits Furniture and EquipmentOther Purchased ServicesSalaries Supplies and Materials

$ 995,990

Note: Due to departmental realignment, the 2016-17 Adopted Budget and historical expenditures maydiffer from prior presentations.


205


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 266,392$ Redirected funds salaries and benefits from supplies and materials 93,694

Purchased ServicesRedirected funds to purchased services from supplies and materials 35,296

Supplies and MaterialsState allotment adjustment 21,223 Redirected funds from supplies and materials to international baccalaureate department (90,940) Redirected funds from supplies and materials to salaries and benefits and purchased services (128,990)


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.

206

Expenditures

ADVANCED STUDIESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 6,331,093 6,084,265 5,634,430 5,320,280Benefits 2,055,533 1,942,275 1,742,216 1,632,323Purchased Services 838,237 802,941 948,618 928,782Supplies and Materials 716,278 936,422 1,025,212 1,428,646Furniture and Equipment - - - - Other - - - -

$ 9,941,141 $ 9,765,903 $ 9,350,476 $ 9,310,031

Sources:

0%17%

83%

Federal/

Special Revenue

Local

State

Uses:

21%

0%

0%

8%

64%

7%





207

Expenditures

INTERNATIONAL BACCALAUREATE PROGRAMCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 475,157 389,638 - -Benefits 156,214 126,992 - -Purchased Services 94,788 94,788 (44) -Supplies and Materials - - 7,646 339,183Furniture and Equipment - - - -Other - - - -

$ 726,159 $ 611,418 $ 7,602 $ 339,183

Sources:

0%26%

74%

Federal/

Special RevenueLocal

State

Uses:

22%

0%

0%

13%

65%

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.


208

Expenditures

ROTC PROGRAMCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 2,971,430 2,884,883 4,434,565 4,341,553Benefits 884,359 843,254 1,274,976 1,249,793

$ 3,855,789 $ 3,728,137 $ 5,709,541 $ 5,591,346

Sources:

50%

50%

Federal/

Special Revenue

Local

Uses:

23%

77%

Benefits Salaries



209


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 24,741$ Learning and Teaching departmental reorganization (342,613)

Purchased ServicesLearning and Teaching departmental reorganization (41,812)



Rebecca GrafDirector, Secondary Curriculum


SECONDARY CURRICULUM


Description: The Secondary Curriculum team serves CMS students in grades six through twelve. The team works to ensure that student content needs are met through the North Carolina Standard Course of Study in all content areas. The team also provides high quality professional learning for teachers as well as aligned instructional materials to meet the needs of a diverse student population. We support student understanding and knowledge in math, science, visual and performing arts, literature, wellness, world languages, civic responsibility, personal financial literacy, history of our state, nation and the world.

210

Expenditures

SECONDARY CURRICULUMCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget


$ 1,279,137 $ 1,533,400 $ 1,366,358 $ 1,122,189

Sources:

0%

100%

Federal/

Special Revenue

Local

Uses:

18%

0%

0%

9%

53%

20%






211

Description Amount


Purchased ServicesRedirected funds from purchased services to supplies and materials and furniture and equipment (423,000)


Furniture and EquipmentRedirected funds to furniture and equipment from purchased services for vehicles 420,000


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.


212

Expenditures

DRIVERS EDUCATIONCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 286,467 279,493 223,462 238,450Benefits 77,043 73,464 55,986 59,133Purchased Services 2,026,771 2,449,771 2,245,596 2,336,482Supplies and Materials 183,000 180,000 132,250 152,264Furniture and Equipment 420,000 - - - Other - - - -

$ 2,993,281 $ 2,982,728 $ 2,657,294 $ 2,786,329

Sources:

0%

0%

100%

Federal/

Special Revenue

Local

State

Uses:

3%

14%0%

67%

10%

6%





213


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 47,425$ Redirected funds for specialist position from purchased services 99,413 Redirected funds PD specialist position 91,062 Redirected funds for stipends from purchased services and supplies and materials 1,336,299

Purchased ServicesFederal adjustment- Improving Teacher Quality grant 204,960 Redirected funds from purchased services to salaries and benefits (1,411,804)

Supplies and MaterialsRedirected funds from supplies and materials to salaries and benefits (23,908)


Christina EfirdDirector, Teacher Professional Development


TEACHER PROFESSIONAL DEVELOPMENT


Description: The Teacher Professional Development department coordinates professional development activities system-wide and has the oversight of several key state or district programs. To accomplish this, specific professional development initiatives have been implemented such as New Teacher Orientation, Mentor Program, National Board Certification Support Program, Lateral Entry Advancement Program, MyTalent Professional Learning Management System, and Support Staff Training Program.

214

Expenditures

TEACHER PROFESSIONAL DEVELOPMENTCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 2,675,583 1,578,578 1,474,538 3,248,033Benefits 753,403 276,209 338,303 944,762Purchased Services 5,328,057 6,690,143 489,602 978,160Supplies and Materials 62,020 85,928 131,113 27,364Furniture and Equipment - - - - Other - - - -

$ 8,819,063 $ 8,630,858 $ 2,433,556 $ 5,198,319

Sources:

79%

20%1%

Federal/

Special Revenue

Local

State

Uses:

9%

0%

0%

60% 30%

1%





215


Description Amount



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.

216

Expenditures

VIRTUAL LEARNING AND MEDIA SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 515,378 499,316 377,798 310,228Benefits 178,193 169,559 118,473 99,561Purchased Services 181,400 181,400 60,133 183,378Supplies and Materials 695,141 699,117 1,750,441 1,942,390Furniture and Equipment 15,000 15,000 - - Other - - - -

$ 1,585,112 $ 1,564,392 $ 2,306,845 $ 2,535,557

Sources:

0%

88%

12%

Federal/

Special Revenue

Local

State

Uses:

11%

1%

0%

11%

33%44%





217


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 3,311,864$ Federal adjustment- IDEA VI -B (4,382,602) Federal adjustment- IDEA Early Intervening Services 641,969 Federal adjustment- Medicaid Reimbursement (1,351,583) State allotment adjustment (53,201)

Purchased ServicesState allotment adjustment (393,671) Federal adjustment- IDEA VI -B (93,797) Federal adjustment- IDEA VI B – Children with Disabilities (258,765) Federal adjustment- IDEA Preschool Targeted Assistance (13,594) Federal adjustment- IDEA VI -B Special Needs Targeted Assistance (9,541) Federal adjustment- Medicaid Reimbursement (1,242,166) Federal adjustment- IDEA Early Intervening Services (1,059,606)

Supplies and MaterialsFederal adjustment- IDEA Preschool 65,140 Federal adjustment- IDEA Early Intervening Services (740,000) Federal adjustment- IDEA VI -B Special Needs Targeted Assistance (3,979) Federal adjustment- Medicaid Reimbursement (1,628,620) Federal adjustment- State Improvement Grant (7,869)


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

218

Expenditures

EXCEPTIONAL CHILDREN SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 81,815,301 83,664,573 81,516,522 78,644,603Benefits 31,513,541 31,497,708 27,595,275 26,849,976Purchased Services 6,151,850 9,177,460 8,651,597 7,994,763Supplies and Materials 1,658,242 4,019,000 3,333,397 3,678,037Furniture and Equipment - - 26,930 - Other - - - -

$ 121,138,934 $ 128,358,741 $ 121,123,721 $ 117,167,379

Sources:

31%

4%65%

Federal/

Special Revenue

Local

State

Uses:

26%

0%

0%

5%

68%

1%






219


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 781,028$ Federal adjustment- Language Acquisition grant 229,324

Purchased ServicesFederal adjustment- Language Acquisition grant 417,879 Federal adjustment- Language Acquisition Significant Increase grant (147,096)


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.

220

Expenditures

ENGLISH LANGUAGE LEARNERSCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 18,064,606 17,329,682 16,324,247 15,316,947Benefits 6,073,753 5,798,324 5,096,974 4,763,639Purchased Services 2,032,351 1,747,816 1,540,249 978,071Supplies and Materials 358,120 358,120 865,470 1,278,532Furniture and Equipment - - - - Other - - - -

$ 26,528,830 $ 25,233,942 $ 23,826,940 $ 22,337,189

Sources:

16%

25%59%

Federal/

Special Revenue

Local

State

Uses:

23%

0%

0%

8%

68%

1%





221


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 131,924$ Federal adjustment- Safety & Mental Health - NIJ 666,611

Purchased ServicesFederal adjustment- Safety & Mental Health - NIJ 477,298 Federal adjustment- MDRC Grant 257,821

Supplies and MaterialsFederal adjustment- Safety & Mental Health - NIJ 89,966


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.

222

Expenditures

STUDENT SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 3,687,678 3,075,077 3,665,072 2,786,196Benefits 1,138,505 970,678 999,897 815,108Purchased Services 2,376,702 1,640,831 1,669,061 1,674,525Supplies and Materials 374,184 266,863 294,473 342,870Furniture and Equipment - - - - Other - - - -

$ 7,577,069 $ 5,953,449 $ 6,628,503 $ 5,618,699

Sources:

29%

40%

31%

Federal/

Special Revenue

Local

State

Uses:

15%

0%

0%

31%

49%

5%





223


Description Amount

Salaries and BenefitsSalary and Benefit Adjustments 1,485,462$ State allotment adjustment 119,427

Purchased ServicesFederal adjustment- Voc. Ed. - Program Improvement 68,816 Redirected funds from purchased services to supplies and materials (169,394)

Supplies and MaterialsState allotment adjustment 19,087 Redirected funds to supplies and materials from purchased services 169,394


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.

224

Expenditures

CAREER AND TECHNICAL EDUCATIONCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 33,221,214 32,162,887 28,244,932 25,438,216Benefits 11,528,553 10,981,991 8,881,365 8,013,087Purchased Services 1,497,587 1,598,165 1,509,268 1,363,536Supplies and Materials 1,771,064 1,582,583 5,277,492 5,237,967Furniture and Equipment - - 549,426 147,756Other - - - -

$ 48,018,418 $ 46,325,626 $ 44,462,483 $ 40,200,562

Sources:

4%11%

85%

Federal/

Special Revenue

Local

State

Uses:

24%

0%

0%

3%

69%

4%





225


Description Amount


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

226

Expenditures

MAGNET PROGRAMS AND SCHOOL REDESIGNCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget


$ 712,380 $ 697,630 $ 374,696 $ 691,883

Sources:

0%

100%

Federal/

Special Revenue

Local

Uses:

13%

0%

0%

38%

40%

9%





227

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 Coordinator1.0 Secretary6.0 Positions


Student Discipline and Behavioral Support

1.0 Executive Director of Alternative Education1.0 Coordinator, Court and Student Discipline2.0 Coordinator, Training and Quality 1.0 Liaison, At Risk Students3.0 Manager, Transitional Support1.0 Manager, Data & Transition Support1.0 Hearing Officers1.0 Senior, Administrative Secretary1.0 Technician, Discipline 2.0 Technician, Behavior Modification1.0 Technician Lead Behavior Modification

15.0 Positions

1.0 Executive Director3.0 Director4.0 Specialists1.0 Office Supervisor1.0 Sr. Administrative Secretaries3.0 Budget Assistants/Analyst

70.0 Teachers **10.0 Social Workers26.0 Facilitators

2.0 Lead Facilitators29.0 Family/ School Advocates83.5 Behavior Modification Technicians21.0 Technology Associates21.5 Assistants

3.0 Coordinators, Compliance7.0 Coordinator, PD

48.0 Coaches15.0 Interpreters/Translators54.0 Tutors

403.0 Positions

ESEA Title I

Learning Communities

9.0 Learning Community Superintendents 7.0 Executive Directors, Community7.5 Area Administrator for Student Services 9.0 Community Support Coordinators1.0 Principal1.0 Assistant Principal1.0 Beacon Human Capital Team Leader1.0 Executive Coordinator, Beacon Initiative1.0 Cambridge Coordinator1.0 Project Manager, Human Capital Strategies2.0 Specialists9.0 Executive Secretaries5.0 Senior Administrative Secretaries

54.5 Positions

Project L.I.F.T.

1.0 Learning Community Superintendent 1.0 Ex. Dir. Strategic Planning1.0 Executive Director, Community1.0 Director, Project L.I.F.T. School Lead Dev1.0 Coordinator, PL Community Engagement1.0 Community Support Coordinators0.5 Area Administrator for Student Services1.0 Executive Coordinator4.0 Assistant Principals2.0 OLPC Facilitators1.0 Specialist, Project Lift HCS1.0 Executive Secretary2.0 Secretaries

17.5 Positions


229


SCHOOL PERFORMANCE SERVICES Goals, Objectives and Accomplishments

STUDENT DISCIPLINE AND BEHAVIORAL SUPPORT Goals 2017-18

• 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 (Non-Crisis Intervention Trainings, and Restorative Practices Training – Year 3 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 via the triage process for identified at-risk students to increase opportunities for graduation and advocate for student success.

Objectives 2017-18

• 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 and home based school administrators.


• Expanded Restorative Practices to include 20 additional schools. • 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.

•

230



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 2017-18

• Implement Title I, Part A programs in alignment with federal guidelines for the Every Student Succeeds Act (ESSA)

• Support the turn-around efforts for three School Improvement Grant (SIG) schools in their first full year of program implementation

• 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 2017-18

• Expand virtual meeting opportunities to minimize out-of-building time for Title I principals • Streamline processes and expand services to children and youth identified as homeless

under the McKinney-Vento Homeless Act • Provide training to Title I school-based family school advocates to increase parent and family

engagement in schools • Explore ways to expand access to Title I funded Pre-K classrooms • Implement a desktop audit process for schools to prepare for state monitoring


• Secured School Improvement Grant (SIG) funding for three (3) schools with a federal priority (comprehensive support) designation

• Provided coaching comments in NCStar for all Title I schools that are in state low performing status

• Identified and allocated an additional $5.3M in supplemental funding to Title I schools • Conducted quarterly district meetings and provided real-time, school-based support for

principals, financial secretaries and compliance contacts • Hired new teacher support coordinators and implemented ASCD professional development to

support new teachers in Title I schools with 0-2 years of experience.

231



LEARNING COMMUNITIES

Goals 2017-18 • 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 2017-18 • 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 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

232



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 • Support the continuation of the Graduation Cohort Mentor Initiative that supports at-risk

seniors towards on-time graduation. • Monitor and provide guidance for utilizing the district Title IX tracking system in an effort to

reduce occurrences and provide support to victims and • Provide on-going Title IX training specific to school administrators, faculty, staff, and students


• Leading indicators are updated nightly for use by Learning Communities via dashboards or spreadsheets

• CMS improved as a district on all state assessments and 86% of schools met or exceeded expected growth

• 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

• Providence High School was one of the highest scoring schools on ACT performance and 4 year cohort graduation rate in North Carolina

• Providence Spring Elementary was the 4th highest scoring College and Career Ready traditional elementary school in North Carolina

• Ridge Road Middle was 4th highest Math I College and Career Ready traditional middle school in North Carolina

• CMS exceeded the state average in graduation rate. CMS increased to 89.6% in 2015-16, while the state average was 85.8%

• The Beacon initiative entered into the second year of implementation and received intense professional development from the external partner - University of Virginia Darden School of Business

• Utilizing the new substitute system via Kelly Services to support the Beacon Schools with high substitute fill rates for teacher absences, the Beacon substitute fill rate increased to 94% in 2015-16 from 59% in 2014-15

• The Beacon Initiative began its second 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 • The leadership Institute at the University of Washington has worked throughout the year with

Community Superintendents and Executive Directors to refine coaching practices for instructional alignment. Coaching practices were standardized and aligned across the district.

233



PROJECT LEADERSHIP INVESTMENT for TRANSFORMATION (L.I.F.T.) Goals 2017-18 • Increase the four-year graduation cohort rate at West Charlotte High School to 88%. • 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. • Reduce out-of-school suspensions by 10%. Objectives 2017-18 • 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 2016-17 • This has been an overall 30% graduation rate increase since the inception of the Project L.I.F.T.

Initiative. • The percentage of 9th grade LIFT students accumulating multiple Early Warning Indicators during

their freshman year substantially declined. * • Out-of-School Suspension rates dropped among LIFT high school students at a higher rate than

for similar students in non-LIFT high schools. * • The risk of dropping out has fallen considerably for LIFT 9th graders throughout the last four years

of LIFT and the likelihood of graduating on time rose. * • In grades 6-8, LIFT had a significant, positive impact on both Reading EOG scale scores and

proficiency rates every year between 2013-14 and 2015-16. * • In grades 9-12, LIFT had a significant, positive impact on the most recent Math I and Biology EOC

scale scores and proficiency rates. * • 88% of the Project LIFT schools, met/exceeded the state growth ratio. • Over 700 families now have devices and broadband connectivity in their homes because of

L.I.F.T. garnered partnerships and CMS support. • 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 only one vacancy in all schools combined.

234

Expenditures

SCHOOL PERFORMANCE SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 30,679,243 26,863,643 24,309,807 24,823,772

Benefits 9,892,273 8,917,367 7,174,239 7,336,489



Furniture and Equipment - - 39,268 127,226

Other - - - -

$ 57,229,604 $ 58,198,272 $ 44,430,525 $ 52,752,244



236

SCHOOL PERFORMANCE SERVICESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

Sources

84%

11%

5%

Federal/

Special Revenue

Local

State

Uses

17%

0%

0%

22%

54%

7%

Benefits


Other

Purchased Services

Salaries



237


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





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

238

Expenditures

CHIEF SCHOOL PERFORMANCE SERVICES OFFICERCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget


$ 2,385,430 $ 2,331,588 $ 2,272,038 $ 2,138,811

Sources:

0%

36%

64%

Federal/

Special Revenue

Local

State

Uses:

15%

0%

0%

7%

57%

21%





239


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.


240

Expenditures

STUDENT DISCIPLINE AND BEHAVIOR SUPPORTCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 801,883 743,795 979,775 1,322,125Benefits 283,916 256,998 319,784 454,529Purchased Services 32,600 27,813 75,957 29,334Supplies and Materials 20,428 25,215 47,538 23,221Furniture and Equipment - - - - Other - - - -

$ 1,138,827 $ 1,053,821 $ 1,423,054 $ 1,829,209

Sources:

0%

40%

60%

Federal/

Special Revenue

Local

State

Uses:

25%

0%

0%

3%

70%

2%






241


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.


242

Expenditures

ESEA TITLE ICHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 21,162,254 17,422,808 15,401,838 16,505,068Benefits 7,022,049 6,147,386 4,720,904 5,056,133Purchased Services 10,717,281 10,637,965 3,745,851 5,305,557Supplies and Materials 3,095,693 8,695,299 4,630,982 13,226,761Furniture and Equipment - - 39,268 127,226Other - - - -

$ 41,997,277 $ 42,903,458 $ 28,538,843 $ 40,220,745

Sources:

100%

Federal/

Special Revenue

Uses:

17%

0%

0%

26%

50%

7%





243


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,

244

Expenditures

LEARNING COMMUNIITIESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-17

Actual

Expenditures

FY 2017-18

Proposed

Budget

Salaries 4,536,505 4,580,649 3,816,551 3,514,852Benefits 1,426,240 1,410,168 1,071,974 978,970Purchased Services 702,742 825,703 2,783,548 421,942Supplies and Materials 204,446 205,087 244,652 146,885Furniture and Equipment - - - - Other - - - -

$ 6,869,933 $ 7,021,607 $ 7,916,725 $ 5,062,649

Sources:

18%

69%

13%

Federal/

Special Revenue

Local

State

Uses:

21%

0%

0%

10%

66%

3%






245


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.

246

Expenditures

PROJECT L.I.F.T.CHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget


$ 4,838,137 $ 4,887,798 $ 3,954,731 $ 3,500,830

Sources:

90%

10%0%

Federal/

Special Revenue

Local

State

Uses:

17%

0%

0%

17%

58%

8%






247

Schools

Sch

ools

Expenditures

SCHOOLS: EXPENDITURESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2017-18 Proposed

Budget

FY 2016-17 Adopted Budget

FY 2015-16 Actual

Expenditures

FY 2014-15 Actual

Expenditures

Salaries 548,646,434 525,523,053 486,119,746 464,040,195

Benefits 196,517,010 185,380,765 154,767,492 150,064,602



Furniture and Equipment 338,887 338,887 433,036 217,286

Other 49,626,851 42,894,741 38,168,265 31,747,500

$ 822,100,130 $ 789,363,791 $ 720,405,573 $ 688,656,532


Salaries and Benefits AmountSalary and benefit Increase $27,532,300Enrollment Growth 624,200 Additional Staffing Allotments for New Schools 3,752,062 State allotment adjustment 620,304 Student Support Services - Phase III 4,531,806

Purchased ServicesState allotment adjustment (1,641,518) Federal adjustment (221,381) Reverse PY fund balance appropriated - Cultural Proficiency (500,000)

Supplies and MaterialsState allotment adjustment (4,237,904) Enrollment Growth 185,595 Reverse PY fund balance appropriated -Technology Devices (1,200,000) Other local revenue adjustment 349,815

OtherCharter School Enrollment Growth 6,732,110



249

SCHOOLS: SOURCES AND USESCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

Sources

0%32%

68% Federal/

Special Revenue

Local

State

Uses

24%

0%

6%

1%

67%

2%

Benefits


Other

Purchased Services

Salaries



250

Expenditures

SCHOOL ADMINISTRATION SUPPORT SERVICES

(Principals, Assistant Principals, Clerical)


FY 2017-18

Proposed

Budget

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

Salaries 64,188,425 60,991,410 72,780,399 52,235,586Benefits 22,182,458 20,756,581 21,202,104 16,302,862Purchased Services 7,257,968 9,238,877 7,657,158 8,832,647Supplies and Materials 19,712,980 25,987,468 33,259,876 33,754,302Furniture and Equipment 338,887 338,887 433,036 217,286Other - - - -

$ 113,680,718 $ 117,313,223 $ 135,332,573 $ 111,342,683

Sources:

2%

44%

54%

Federal/

Special Revenue

Local

State

Uses:

20%

0%

0%

6%

57%

17%






251

Expenditures

CLASSROOM TEACHERSCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2017-18

Proposed

Budget

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

Salaries 405,879,103 392,353,455 346,198,289 340,200,255Benefits 144,739,952 137,712,627 110,281,652 108,628,957

$ 550,619,055 $ 530,066,082 $ 456,479,941 $ 448,829,212

Sources:

27%

73%

Local State

Uses:

26%

74%

Benefits Salaries



252

Expenditures

SUPPORT POSITIONS (Media Specialist, Social Worker,

Counselor, Psychologist)


FY 2017-18

Proposed

Budget

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures


$ 77,089,302 $ 68,849,327 $ 66,292,637 $ 71,298,332

Sources:

0%22%

78%

Federal/

Special Revenue

Local

State

Uses:

25%

75%

Benefits Salaries



253

Expenditures


FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

ASSISTANTS (Teacher Assistants, Media Assistants,

Administrative Assistants)


$ 31,084,204 $ 30,240,418 $ 24,132,157 $ 25,438,805

Sources:

4%

96%

Local State

Uses:

34%

66%

Benefits Salaries



254

Expenditures

CHARTER SCHOOLSCHARLOTTE-MECKLENBURG BOARD OF EDUCATION

FY 2016-17

Adopted

Budget

FY 2015-16

Actual

Expenditures

FY 2014-15

Actual

Expenditures

FY 2017-18

Proposed

Budget

Other 49,626,851 42,894,741 38,168,265 31,747,500

$ 49,626,851 $ 42,894,741 $ 38,168,265 $ 31,747,500

Sources:

100%

Local

Uses:

100%

Other


255

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.

257


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.

258


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).

259


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.

260


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 is expendable, 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.

261


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.

262

Position Grade Teacher/Student Ratio

ADM Teacher - Base Allotment K 1:20 students1st 1:18 students2nd-3rd 1:19 students4th-5th 1:27.5 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 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 EDUCATION2017-2018 BASE ALLOTMENT & STUDENT WEIGHTED STAFFING BY GRADE LEVELELEMENTARY SCHOOLS

263


ADM Teacher - Base Allotment 6th 1:23 students 7th-8th 1:22.5 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 EDUCATION2017-2018 BASE ALLOTMENT & STUDENT WEIGHTED STAFFING BY GRADE LEVELMIDDLE SCHOOLS


264

2017-2018 BASE ALLOTMENT & STUDENT WEIGHTED STAFFING BY GRADE LEVEL


ADM Teacher - Base Allotment 9th 1:24.5 students 10-12th 1:26.5 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




265



ADM Teacher - Base Allotment PreK-K 1:20 students 1st 1:18 students 2nd-3rd 1:19 students 4th-5th 1:27.5 students 6th 1:23 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

266



ADM Teacher - Base Allotment K 1:20 students 1st 1:18 students 2nd-3rd 1:19 students 4th-5th 1:27.5 students 6th 1:23 students 7th-8th 1:22.5 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



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 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





267



ADM Teacher - Base Allotment 6th 1:23 students 7th-8th 1:22.5 students 9th 1:24.5 students 10th-12th 1:26.5 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

Media Specialist 1 per school2 per 2,201-3,300 students3 per 3,301+ 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



268


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

269


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

270


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

271


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

272


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

273


AFTER SCHOOL ENRICHMENT, TUTOR, TITLE I AND 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

274


SUBSTITUTE AND NON-ATHLETIC STIPENDS PAY 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

275


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

276


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

277




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

278




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

279




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

280




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

281




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

282




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

283




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

284


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 12ROOFER 12SECURITY ASSOCIATE 10STOREKEEPER 12

285




MONTHLY MINIMUM

MONTHY MAXIMUM

SUBSTITUTE, 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 12TECHNICIAN, CN CUSTOMER SERVICE 12TECHNICIAN, COMPUTER SYSTEMS 12TECHNICIAN, EC ASSISTIVE TECHNOLOGY 10TECHNICIAN, EPA CERT ASBESTOS 12TECHNICIAN, MARKETING 12TECHNICIAN, PLANNING 12

286




MONTHLY MINIMUM

MONTHY MAXIMUM

TECHNICIAN, 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 10INTERPRETER/TRANSLATOR BILINGUAL TITLE I 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

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 12

287




MONTHLY MINIMUM

MONTHY MAXIMUM

SECRETARY, 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

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 12

288




MONTHLY MINIMUM

MONTHY MAXIMUM

CREW 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

289


COACHING STIPENDS COMPARATIVE DATA

CMS Wake County Guilford County Cumberland County

Winston/ Forsyth County Gaston County

Athletic Director

Assistant A.D.

Football Head (1) 4172 (1) 3,229-4,845 (1) 3,400-5,100+ (1) 2,550-3,380* (1) 3,563-5,936 (1) 3,402-4,253

Assistant (6) 2038 (5) 2,018-3,028 (5) 1,300-2,700+ (7) 1,370-1,930+* 2,041-3,738 (1) 1,994-2,492

Basketball Head (1) 2878 (1) 2,421-3,635 (1) 2,300-3,800 (1) 1,990-3,100* (1) 2,892-4,812 (1) 2,272-2,840

Assistant (1) 1499 (1) 1,210-1,817 (2) 1,200-2,100 (2) 920-1,340* 1,572-2,616 (2) 797-1,495

Baseball Head (1) 2878 (1) 2,018-3,028 (1) 1,800-3,000 (1) 1,370-1,930* (1) 2,090,3,479 (1) 1,714-2,143

Assistant (2) 1499 (1) 1,210-1,817 (2) 900-1,750 690-970* 1,208-2,020 (2) 797-1,329

Track Head (1) 2878 (1) 2,018-3,028 (1) 1,500-2,500 (1) 1,140-1,410* (1) 2,079-3,455 (1) 1,701-2,126

Assistant (1) 1499 (1) 1,210-1,817 (1) 900-1,850 (1) 690-970* 1,208-2,020 (1) 665-831

Wrestling Head (1) 1799 (1) 2,018-3,028 (1) 1,800-2,700 (1) 1,140-1,410* (1) 2,388-3,976 (1) 1,714-2,143

Assistant (1) 600 (1) 900-1,700 690-970* 1,388-2,308 (1) 665-831

Soccer Head (1) 2878 (1) 2,018-3,028 (1) 1,500-2,250+ (1) 910-1,220* (1) 2,079-3,455 (1) 1,289-1,611

Asst. (1) 1499 (1) 1,210-1,817 (2) 900-1,600+ 690-970* 1,208-2,020 (2) 665-997

Softball Head (1) 2878 (1) 2,018-3,028 (1) 1,800-3,000 (1) 1,370-1,930* (1) 2,090,3,479 (1) 1,714-2,143

Assistant (2) 1499 (1) 1,210-1,817 (2) 900-1,750 690-970* 1,208-2,020 (2) 797-1,329

Swimming Head (1) 1799 (1) 2,018-3,028 (1) 1,500-2,250 (1) 2,096-3,496 (1) 997-1,246

Assistant (1) 600 (1) 800-1,200 1,032-1,716 (1) 532-665

Tennis (1) 1799 (1) 1,210-1,817 1,000-2,000 (1) 770-1,040* (1) 1,281-2,135 997-1,246

Golf (1) 1799 (1) 1,210-1,817 900-1,750 (1) 770-1,040* (1) 1,281-2,135 997-1,246

Cross Country Head (2) 1,799-2,158 (1) 1,210-1,817 (1) 1,000-1,900+ (2) 770-1,040* (1) 1,344-2,244 (2) 997-1,246

Assistant (1) 1199 (1) 700-1,050+ 903-1,502

Volleyball Head (1) 1799 (1) 1,618-2,421 (1) 1,400-2,200+ (1) 770-1,040* (1) 1,521-2,532 (1) 997-1,246

Assistant (1) 1019 (1) 1,210-1,817 (1) 800-1,600+ (1) 550-820* 963-1,608 (1) 532-665

Varsity (1) 1348.6 (1) 4,842-7,270 (1) 2,000-3,400+ (1) 1,290-1,710* (1) 2,800-4,655 (1) 1,435-1,794

Assistant (1) 764.37 (1) 3,236-4,842 (1) 1,500-2,400+ (1) 1,000-1,480* (2) 2,016-3,346 (1) 1,063-1,329

Head (1) 3,022-3,885 (1) 3,600-7,200+ (2) 2,640-4,050+* (1) 4,576-7,623 (1) 3,805-4,757

Assistant (1) 2,158-3,022 (1) 4,854-7,263 (1) 1,900-2,850+ (1) 2,296-3,829 3,262-4,078

( ) = # of Allotted Coaches+ = Pre-Season Supplement also. (Cumberland - 1/2 to 1/3 mo. Pay)

* = Post-Season Supplement also (Cumberland - 10% of listed supplement per week inplayoffs)** = Plus one month's teacher salary

(1) 11 mo. plus 9,687-14,535 2/3 load

SENIOR HIGH SCHOOL PROGRAMS COACHING STIPENDS 2015-2016

Athletic Trainers Ctfd./Non-ctfd.

Cheerleader Coach

(1) 11 mo. plus $5,181 1/2 load $1,200 mileage

(1) 12 mo. plus $9,687-14,535

1/2 load

(1) 12 mo. plus $3,500-5,200

1/2 load (may use opt.

Coach)

(1) 11 mo. plus $8,536-14,225 1/2 load(1) 4700-7,840

(1) 11 mo. plus $3,866-4,833

1/2 load

(1) 12 mo. Asst. Principal

290

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.


An Open Letter from the Superintendent S… · An open letter from the Superintendent The third...

Documents

Transcript of An Open Letter from the Superintendent S… · An open letter from the Superintendent The third...