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OPERATING BUDGET for 2018-19 Adopted by the Baltimore City Board of School Commissioners May 8, 2018 BALTIMORE CITY BOARD of SCHOOL COMMISSIONERS Cheryl A

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OPERATING BUDGET for 2018-19 Adopted by the Baltimore City Board of School Commissioners May 8, 2018 BALTIMORE CITY BOARD of SCHOOL COMMISSIONERS Cheryl A OPERATING BUDGET FOR 2018-19 Adopted by the Baltimore City Board of School Commissioners May 8, 2018 BALTIMORE CITY BOARD OF SCHOOL COMMISSIONERS Cheryl A. Casciani, chair Peter Kannam, vice chair Muriel Berkeley Michelle Harris Bondima Linda M. Chinnia Andrew “Andy” Frank Martha James-Hassan Ronald S. McFadden Johnette A. Richardson Ashley Peña, student commissioner BALTIMORE CITY PUBLIC SCHOOLS EXECUTIVE OFFICERS Sonja Brookins Santelises, chief executive officer Alison Perkins-Cohen, chief of staff Sean L. Conley, chief academic officer John L. Davis, Jr., chief of schools Jeremy Grant-Skinner, chief human capital officer Theresa D. Jones, chief achievement and accountability officer J. Keith Scroggins, chief operations officer Kenneth J. Thompson, chief information technology officer Tammy L. Turner, chief legal counsel John Walker, interim chief financial officer TABLE OF CONTENTS Context for Developing City Schools’ 2018-19 Operating Budget...................... 3 Allocating Resources to Improve Student Outcomes.................................... 5 The Revenue Side of the Equation: Strategies to Increase Enrollment......... 8 Looking to the Future.................................................................................... 11 Building the 2018-19 Operating Budget................................................................ 12 Step 1: Revenue............................................................................................. 14 Step 2: Expenses............................................................................................ 17 School Budgets......................................................................................................... 29 Budget Tables........................................................................................................... 54 General Fund................................................................................................. 57 Special Funds................................................................................................ 105 Enterprise Fund............................................................................................. 121 Buildings....................................................................................................... 123 Appendix.................................................................................................................. 127 Budget-Related Policies of the Board of School Commissioners................ 128 CONTEXT FOR DEVELOPING CITY SCHOOLS’ 2018-19 OPERATING BUDGET Each spring, Baltimore City Public Schools’ chief executive and chief financial officers present a proposed budget for consideration by the Board of School Commissioners for the subsequent school year. The proposed budget is balanced, reflecting the district’s role as a good CITY SCHOOLS’ MISSION, VISION, steward of taxpayer dollars and its commitment to spend within its AND STRATEGIC PRIORITIES means, and outlines how funds will be allocated to advance the district’s mission and vision in the coming year. Mission: Excellence in education for every child at every level by focusing In recent years, initial budget development has revealed significant on quality instruction, managing gaps between rising expenses and flat or declining revenue, with the systems efficiently, and sustaining a result that budget proposals have reflected decreased spending, culture of excellence particularly at the district office. In fiscal year 2017-18 (FY18), with the projected gap exceeding $100 million, the district could no longer Vision: Every student will graduate insulate schools from spending reductions. At the same time, with the ready to achieve excellence in higher advocacy of students, families, staff, and community partners and the education and the global workforce support of the State of Maryland and City of Baltimore, legislation was passed to provide approximately $180 million in additional resources Strategic priorities: for City Schools over three years. This, in combination with cuts to the • Quality curricula and instruction district office and schools, balanced the FY18 budget and positioned • Quality staff City Schools for financial stability in fiscal year 2018-19 (FY19). • Climate and facilities • Family and community While funding levels remain below what the state has identified as engagement needed for ensuring an adequate education for Baltimore’s young • Responsible stewardship and people, for the first time in several years, budget development for excellent customer service FY19 opened without identification of a significant budget gap. • Portfolio of great schools Instead of identifying places to cut, school and district leaders were able to focus on how best to allocate available resources to promote success for all students. “BRIDGE TO KIRWAN” FUNDING COMMITMENT Recommendations from the state’s Commission on Innovation and Excellence in Education (the “Kirwan Commission”) are scheduled to be discussed by state lawmakers in 2019. Included will be a proposal for education funding that will ensure equity across the state’s school districts and position Maryland as a worldwide education leader. For FY19, the state’s current funding formula (the “Thornton formula”) remains in place. That formula has not been adjusted for inflation since FY09. According to analysis by the state’s Department of Legislative Services, had those adjustments been made, by FY15, City Schools would have received an additional $290 million in state funding. Further, a state-commissioned report to the Kirwan Commission in 2016 indicated that City Schools needed an additional $358 million annually to ensure an adequate education for Baltimore’s children. The cumulative effect of revenue shortfalls have contributed significantly to the district’s budget gaps over the past several years. In FY18, city and state lawmakers identified approximately $60 million in additional resources to bolster City Schools’ revenue each year from FY18 through FY20. By FY21, a new funding formula is anticipated to be in place. Baltimore City Public Schools, FY19 Adopted Operating Budget 4 ALLOCATING RESOURCES TO IMPROVE STUDENT OUTCOMES At the beginning of the 2017-18 school year, City Schools released “Building a Generation: City Schools’ Blueprint for Success,” the district’s plan for advancing achievement by emphasizing work in three areas— student wholeness, literacy, and staff leadership— identified by CEO Sonja Brookins Santelises as having the greatest potential for improving student outcomes. The FY19 budget reflects strategic allocations and decisions about how to redirect resources for advances in each area. Student wholeness Students learn best in school communities that value and celebrate learning; provide a wide range of opportunities that motivate students, challenge them, and ignite their curiosity; and promote social, emotional, and physical well-being. The Whole Child Services and Support department, established in 2017-18 in the district’s Academics Office, oversees planning and effective, efficient service delivery in this area, including programs in social-emotional learning and restorative practices, home and hospital services, attendance, suspension services, athletics, and school choice opportunities for students and families. Also in the Academics Office, the Teaching and Learning department houses a unit for specialized services, providing curriculum design, implementation, and professional development in “multi-tiered systems of support.” This integrated, data-driven approach focuses on instruction and interventions that address students’ individual academic and behavioral needs. A second unit addresses the differentiated learning needs of student populations including English learners and those identified as gifted, advanced, or with high potential. Cross-functional teams from the Academics, Operations, and Executive offices are reviewing BLUEPRINT IMPLEMENTATION: program offerings, making sure that rich and varied academic and INTENSIVE LEARNING SITES enrichment opportunities are available in neighborhoods across the city so that all students will have access to programs that meet In Fall 2017, schools were invited to their needs, engage their interests, and motivate them to succeed. apply to become “intensive learning sites” in blueprint focus areas. With Resources in action: Supporting student wholeness this innovative implementation strategy, 20 schools were named • In partnership with the Open Society Institute (OSI)– intensive learning sites in literacy and Baltimore, restorative practices are being implemented 35 in student wholeness. These across the district. This approach focuses on building healthy schools are receiving additional communities, improving social behavior, repairing harm, and supports in their respective focus restoring positive relationships, and has been shown to areas. The goal is for them to become improve school climate and culture for learning. In the initial resources for other nearby or similar implementation phase, 15 of 35 schools identified as intensive schools, accelerating the scaling-up of implementation districtwide. Baltimore City Public Schools, FY19 Adopted Operating Budget 5 learning sites for student wholeness are focused on restorative practices, with extensive training for staff members supported by funds from OSI. • Twenty new staff associates, will be funded centrally but deployed full time to each of the remaining 20 intensive learning sites, where the focus is on social-emotional
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