CHARLOTTE-MECKLENBURG BOARD OF EDUCATION
2018-2019 PROPOSED BUDGET RECOMMENDATION
Dr. Clayton M. Wilcox, Superintendent April 11, 2018 TABLE OF CONTENTS
Overview
An Open Letter to the Board of Education from the Superintendent ...... 1 - 2 Charlotte-Mecklenburg Board of Education ...... 3 CMS Organization Chart ...... 4 Vision, Mission, Core Beliefs and Commitments ...... 5 History of CMS ...... 6 Executive Summary ...... 7 - 9 District Priorities ...... 10 Proposed Budget – Sources and Uses ...... 11 Proposed Budget – Comparison to Prior Year ...... 12 Budget Process Calendar ...... 13-14
Proposed Operating Budget
Summary of Changes to 2017-18 Base Budget ...... 15 Proposed Program Changes ...... 17-25 Departmental Budgets by Funding Source ...... 26-27 Revenue Categories by Funding Source ...... 28-29 Proposed Budget by Revenue Category ...... 30-35 Fund Descriptions and Structure ...... 36 Expenditures by Funding Source ...... 37 Detail Expenditures by Funding Source ...... 38-40 Alignment with District Priorities Funding Source ...... 41
Proposed County Appropriation
Detail of Changes to 2017-18 County Appropriation ...... 43 Proposed County Appropriation by Function and Category ...... 44-45 Proposed County Appropriation by Major Function ...... 46-53
Capital Outlay/Leases
Fund Description ...... 55 Schedule of Revenues and Expenditures ...... 56 Lease/Installment Contracts & Debt Management...... 57
Enterprise Programs
Child Nutrition Program Program Description ...... 59 Schedule of Revenues, Expenses and Changes ...... 60 Comparison of Meal Prices ...... 61 After-School Enrichment Program Program Description ...... 62 Schedule of Revenues, Expenses and Changes ...... 63
i TABLE OF CONTENTS
Results and Accountability
Academic Achievement ...... 65-70 Understanding the Budget ...... 71 Factors Affecting the Budget ...... 72-74 School Budget and Fiscal Control ...... 75-83 Budget Process, Administration and Management ...... 84-88
Trends and Statistics
Key Statistics ...... 8 9 Student Population Trends ...... 90-93 Six Year Enrollment Comparison by Grade Level ...... 94 Six Year Expenditure Comparison ...... 95 Redirection of Resources ...... 97 Comparative Expenditures by Funding Source ...... 98 Comparative Expenditures Percentage by Funding Source ...... 99 Comparative Expenditures by Major Function ...... 100 Instruction Takes Top Priority ...... 101 Comparative Expenditures by Object Code ...... 102 Primary Investment Is In Our People ...... 103 Summary of Staffing ...... 104 Summary of Staffing Details ...... 105
Administrative & Other Services
Organizational Chart ...... 107-109 Goals, Objectives and Accomplishments ...... 110-124 Administrative & Other Services Totals: Expenditures...... 126 Administrative & Other Services Totals: Sources and Uses ...... 127 Office of the Superintendent of Schools ...... 128-129 Board of Education/Board Services ...... 130-131 Legal ...... 1 32-133 Chief of Staff...... 1 34-136 Communications Services ...... 136-137 Graphic Production Center ...... 138-139 Financial Services ...... 1 40-141 Human Resources Services ...... 142-143 Student Assignment & School Choice ...... 144-145 Planning Services ...... 1 46-147 Personalization and School Partnerships ...... 148-149 Teacher Professional Development ...... 150-151 Virtual Learning and Media Services ...... 152-153 Technology Services ...... 1 54-155 Community Relations & Engagement/Ombudsman’s Office ...... 156-157
ii
TABLE OF CONTENTS
Operational Services
Organizational Chart ...... 159 Goals, Objectives and Accomplishments ...... 160-165 Operational Services Totals: Expenditures...... 1 66 Operational Services Totals: Sources and Uses ...... 1 67 Chief Operations Officer ...... 1 68-169 Building Services ...... 170-171 Inventory Management ...... 1 72-173 Safety, Environmental Heath & Risk Management ...... 174-175 Transportation ...... 1 76-177 Athletics …...... 1 78-179 CMS Police Department ...... 180-181 Community Use of Facilities ...... 1 82 Enterprise Funds Program Support ...... 1 83
Learning Services
Organizational Chart ...... 1 85-187 Goals, Objectives and Accomplishments ...... 1 88-206 Learning Services Totals: Expenditures ...... 2 08 Learning Services Totals: Sources and Uses ...... 2 09 Chief Academic Officer ...... 210-211 Pre-K-5 Learning and Teaching ...... 2 12-213 Elementary Curriculum ...... 2 14-215 K-12 Literacy ...... 2 16-217 North Carolina Pre-K Program ...... 2 18-219 Bright Beginnings Pre-K Program ...... 2 20-221 6-12 Learning and Teaching ...... 2 22-223 Advanced Studies ...... 2 24-225 Secondary Curriculum ...... 2 26-227 Drivers Education ...... 2 28-229 International Baccalaureate Program ...... 230 ROTC Program ...... 231 Exceptional Children Services ...... 2 32-233 English Learners ...... 2 34-235 Student Services ...... 2 36-237 Career and Technical Education ...... 2 38-239 Accountability Services ...... …240-241 Magnet Programs and School Redesign ...... 2 42-243 Associate Superintendent, School Performance Services ...... 2 44-245 Student Discipline and Behavior Support ...... 2 46-247 ESEA Title I...... 2 48-249 Learning Communities ...... 2 50-251 Project L.I.F.T ...... 2 52-253
iii
Overview
Overview TABLE OF CONTENTS
Schools
Schools: Expenditures ...... 255 Schools: Sources and Uses ...... 256 School Administration Support Services ...... 257 Classroom Teachers ...... 258 Support Positions ...... 259 Assistants ...... 260 Charter Schools ...... 261
Appendices
Glossary of Terms ...... 2 63-268 2017-2018 School Allotment Formulas (Non-personnel) ...... 269 School Allotment Formulas ...... 270-275 State Teacher Salary Schedule – Non-NBPTS ...... 276-277 State Teacher Salary Schedule – NBPTS...... 278-279 State Psychologist Salary Schedule ...... 280 After School Enrichment, Tutor, Title 1 and AVID Salary Schedule...... 281 Substitutes and Non-Athletic Stipends ...... 282 State Principals Salary Schedule ...... 283 State Assistant Principals Salary Schedule ...... 284 Master Salary Schedule for Exempt Positions ...... 285-292 Master Salary Schedule for Non-Exempt Positions ...... 293-298 Coaching Stipends Comparative Data ...... 299
iv
CHARLOTTE-MECKLENBURG BOARD OF EDUCATION OUR KIDS NEED US An open letter from the Superintendent
To the Charlotte-Mecklenburg Board of Education:
A budget is a statement about our values and priorities.
This year, we are experiencing a unique moment of opportunity in Mecklenburg County to prioritize what we should value most in our community – our kids. My proposed budget is a call to seize this opportunity, to move us closer to equity and opportunity for all children.
The economic mobility report, and the work of the Leading on Opportunity Council that followed it, laid bare a painful truth: Mecklenburg County is rich in opportunity for some but not others. The CMS Breaking the Link report aligns with the findings that ours is a community divided. Over many years and decades, we have equipped some of our children to succeed in life while leaving many others behind.
It is not a pretty picture. But it is an accurate one. And it will only change when all of us – the community, this school district, our county commission, city council, private sector partners, non-profit organizations and determined residents -- unite behind a common goal to make Mecklenburg County a place where economic mobility is possible.
One of the most important levers for change – maybe the most important lever – is our public education system. How well our schools educate our kids can make or break our future. How well our schools educate our kids – all of our kids – has a direct effect on economic mobility and opportunity.
Our budget proposal identifies four main areas of need for our kids.
They need safe schools. They need great educators. They need strong support. They need positive learning spaces.
Our kids need us to act. They need us to engage and support public education. They need us to provide the funding required to truly equip them to succeed in the future, no matter where they begin in life.
Our total budget of $1.5 billion sounds like a lot. And it is. But is it enough for the 147,000 students we serve? Over the past nine years, the money we get from the county has increased to cover rising costs, but the county-funded expenditure per pupil has only increased by $49. Moreover, what’s going on in Mecklenburg mirrors what’s going on in the state as a whole: North Carolina is ranked 43rd nationally in per-pupil expenditure.
We need to direct more funds to our kids. This year, we are asking Mecklenburg County for $39.8 million more in funds than we received last year. About a third of it -- $13.3 million – will be used to provide student support, EL teachers, custodial staffing, instructional applications and security enhancement, among other things.
Our kids need great teachers and our teachers deserve and need more compensation. Therefore, a large portion of our request to Mecklenburg County -- $21.4 million – is for staff salaries, benefits and retirement. Also included is a seven percent increase in the county supplement amount for teachers and certified staff -- it’s the first rate increase since 2012 and will help keep us competitive in hiring.
1 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION OUR KIDS NEED US An open letter from the Superintendent
We are asking for $4.3 million for growth and additional space. Most of this money will go to the charter school pass-through -- $3.4 million to cover an anticipated 1,872 new students in charters. The remainder, about $923,000, will cover staffing, operations and maintenance at one new school and two repurposed schools we will open next year.
All of these changes will benefit our students. Our kids need us. Let us answer the call this year and in the years ahead.
Respectfully,
Dr. Clayton M. Wilcox, Superintendent
2 Charlotte-Mecklenburg Board of Education
Chairperson, At-Large Vice-Chairperson, District 1 At-Large Mary McCray Rhonda Cheek Elyse Dashew 704-281-6074 980-231-1465 704-659-6994 [email protected] [email protected] [email protected]
At-Large District 2 District 3 Ericka Ellis-Stewart Thelma Byers-Bailey Dr. Ruby Jones 704-412-8565 980-272-1943 704-579-1763 [email protected] [email protected] [email protected]
District 4 District 5 District 6 Carol Sawyer Margaret Marshall Sean Strain 980-292-0554 980-231-1837 980-343-5139 [email protected] [email protected] [email protected]
Board of Education Office 600 E. Fourth St. • Charlotte, NC 28202 980-343-5139 (Office) • 980-343-7128 (Fax) Courier #836
3 Charlotte-Mecklenburg Schools District Organization Chart 2017 – 2018
Citizens and Students of Charlotte-Mecklenburg
Board of Education
CLAYTON WILCOX, Ed.D. Superintendent
BRIAN SCHULTZ LAURA EARNEST AKESHIA DEREK ROOT VALERIE SHEILA SHIRLEY CAROL STAMPER Chief Academic FRANCISCO WINSTON CRAVEN-HOWELL Chief Technology TRUESDALE Chief Financial Chief Operations Officer Chief of Staff Chief, Associate Officer Associate Officer Officer Community Superintendent, Superintendent, Relations and Student Personalization Engagement, Assignment and School Ombudsman’s and School Partnerships Office Choice
4
CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 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
5 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION HISTORY OF CMS
The public school district known today as Charlotte-Mecklenburg Schools began in Charlotte in 1882 when T.J. Mitchell was chosen as the first superintendent of the segregated city school district. The system’s first school, known as the South School, was located on the corner of East Morehead Street and South Boulevard in the barracks of the Carolina Military Institute. The first school for African-American children was organized in 1882 and was known as Myers Street School.
The district expanded in 1907, pulling several county schools into the city district. Some of the schools included Dilworth School, Seversville School, Elizabeth Mill School, Belmont School, and Biddleville School.
During the Depression, the school district experienced great difficulty with a budget cut of 61 percent and elimination of the 12th grade in 1934, as well as the elimination of teaching and other positions. A number of positions were also cut during this time. In 1935, 12th grade was reinstituted.
The county school system, which had previously been led primarily by committees which gave schools a lot of autonomy, began to change. In the mid-1800s, there were more than 80 schools in the county enrolling more than 3,500 students. After the turn of the century, one-room and two- room schools were consolidated.
From 1944 to 1960, more schools in the county system were consolidated also during which time the East, West, North and South high schools were established.
In 1949, the Institute of Government at the University of North Carolina at Chapel Hill recommended the consolidation of the Charlotte City Schools and Mecklenburg County. The institute said that consolidation would result in several advantages, most notably equal educational opportunities for all children. Later, the Charlotte Chamber of Commerce recommended a study committee examine extending the city limits and consolidating the two school systems.
On Jan. 13, 1958, the Chamber committee’s final report requested that the city and county boards of education pursue enactment of appropriate legislation by the 1959 General Assembly that would make consolidation possible.
On June 30, 1959, residents of Charlotte and Mecklenburg Counties voted by a 2-1 margin in favor of consolidating the two school systems. The voters also approved levying a 50-cent school tax in order to serve the children of Charlotte-Mecklenburg. On July 1, 1960, the Charlotte City Schools and Mecklenburg County Schools were merged, joining the two largest school districts in the state to form a new city-county school district.
6 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION EXECUTIVE SUMMARY
We are experiencing a unique moment in Mecklenburg County history. A convergence of events has created a climate for social change and real improvement in our community: The economic mobility study, the subsequent work of the Opportunity Task Force and our own Breaking the Link report. Our budget proposal reflects this moment of opportunity. The economic mobility study ranked Charlotte 50th out of the country’s 50 largest cities in our ability to provide opportunity for citizens to climb from poverty to stability and prosperity. That study sparked the creation of the Opportunity Task Force, which found that Mecklenburg County offers opportunity to some of its citizens but hinders the access and mobility of others. And our Breaking the Link report mirrored that finding of selective access, showing that some of our students have many opportunities to succeed but others have far less. In short, we live in a community that is divided. And it’s hindering us, now and in the years ahead. We are not realizing our full potential. We are not empowering all of our citizens and children. We have given tacit permission to have racial and economic divisions in our neighborhoods, our politics and our schools. We have looked away from the truth and papered over our divisions, instead of working for unity. Those divisions are documented in the economic mobility study, the report of the Opportunity Task Force and the Breaking the Link report from CMS. The three reports are ominously consistent: If you are poor and black or Hispanic, you have little or no opportunity to build a stable, successful future. The picture is not a pretty one. But we believe it is an accurate representation of where we are now. The work of the Leading on Opportunity Council, which evolved from the Opportunity Task Force, however, points the way to change. It has identified schools as an important lever – though not the only one – to increase our community’s economic mobility. How well our schools educate our kids can make or break our future. How well our schools educate our kids – all of our kids – directly affects our community’s economic mobility and opportunity. We want Mecklenburg County to be a place of opportunity for everyone. Robust economic mobility for our citizens – meaningful and accessible ways to improve one’s life – is a shared goal. The Opportunity Task Force report concluded that creating pathways to economic mobility is a civic responsibility, one shared by government, schools and citizens. Charlotte-Mecklenburg Schools is committed to meeting this responsibility – and our proposed budget aligns with that commitment. Public schools are a key lever in building economic mobility. They can equip students with the skills and knowledge they will need to find jobs and to climb the career ladder. But until the predictive link between poverty/race and academic achievement is broken – the link documented in our Breaking the Link report – economic mobility will remain out of reach to many. We must close the achievement gaps between white students and students of color, between middle-class students and their peers who live in poverty.
7 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION EXECUTIVE SUMMARY
In this moment of opportunity for meaningful community change, our budget has additional urgency – and we believe that we’re not merely making a budget request. We’re seeking a budget call to action. We can’t afford to operate the way we have in the past. We talk about equity but we are not delivering it. Now is the time to get real about providing equal access for all kids. Our kids need us.
Our budget proposal identifies four main areas of need for our kids.
• They need safe schools. • They need great educators. • They need strong support. • They need positive learning spaces.
In creating our budget, we must also absorb higher operating costs overall. Our costs for everything from utilities to employee benefits continue to rise each year. These are costs that we do not control but must pay nonetheless. Among the areas of increases this year, and how we will pay for them:
• Sustaining operations. The state is expected to provide 90 additional teachers for enhancement classes in an effort to lower core class sizes, which will add $6.4 million. Of that amount, $5.6 million will come from the state and we are asking the county to provide $784,543 for the county supplement pay. • Investing in our employees. State raises for employees will raise our cost of providing salaries and benefits to our employees by $79 million. The state will pay $53 million, with an additional $4.7 million coming from federal and other grants, and we are asking the county for $21.4 million, including a boost in the county supplement amount. • Student growth and additional space. We do not anticipate an enrollment increase this year but we are opening one new school and two repurposed ones to help us alleviate existing overcrowding. The total cost for additional space is $1.6 million. We will receive $660,048 from the state toward this cost, and are asking the county for $922,747. Charter enrollment is expected to increase, so $3.4 million is needed for charter pass-through payments. • Program expansion. We are asking the county for $13.3 million to allow us to expand student support services, English Learner teachers, custodial staffing, security enhancement and other programs, as demand in these areas exceeds funding provided by the state.
In all, our budget will increase this year to $1.5 billion. Is that enough for the 147,000 students we serve? We don’t think that it is – and we are turning to Mecklenburg County for help. Over the past nine years, the money we get from the county has increased to help cover rising costs, but our county-funded expenditure per pupil has only increased by $49. Moreover, what’s going on in Mecklenburg mirrors what’s going on in the state as a whole: North Carolina is ranked 43rd nationally in per-pupil expenditure.
Our public schools require investment by the public if they are to succeed. As our costs continue to rise, our funding needs to rise too. For the 2018-2019 operating budget, we are asking Mecklenburg County for $39.8 million more in funds than we received last year.
8 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION EXECUTIVE SUMMARY
As indicated earlier, about a third of it -- $13.3 million – will be used to provide student support, EL teachers, custodial staffing, instructional applications and security enhancement, among other things.
Our kids need great teachers and our teachers deserve and need more compensation. The state’s contribution to this will be $53 million. Therefore, a large portion of our request to the county -- $21.4 million – is for staff salaries, benefits and retirement. This also includes a seven percent increase in the county supplement amount-- the first rate increase since 2012. It will help keep us competitive in hiring teachers and certified staff.
We are asking for $4.3 million for growth and additional space. Most of this money will go to the charter school pass-through -- $3.4 million to cover an anticipated 1,872 new students in charters. The remainder, about $923,000, will cover staffing, operations and maintenance at one new and two repurposed schools we will open next year.
Our county funding request this year is based in a simple but powerful fact: Our kids need us. We believe that this moment – when our community as a whole is absorbing and recognizing the harsh realities in the economic mobility study and the work of the Leading on Opportunity Council, as well as the school inequalities documented in Breaking the Link – can be a pivotal one. Let us take the path toward equity and equality, toward rich opportunity for every child and every citizen. Strengthening our schools is a key part of this work and our budget seeks the funding to make that happen.
The challenges we face are significant. They are the same challenges faced by all urban districts across America. But we are optimistic. We believe that our community is ready to make Mecklenburg County a place where everyone has the chance to grow and prosper. Adequate funding for our public schools is a good place to start. All of us are responsible for our community’s future. All of us are responsible for setting the priorities and values that will educate all children and build a strong pathway to prosperity for every citizen in Mecklenburg County.
9
CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2018-19 DISTRICT PRIORITY FOCUS AREAS
PRIORITY 1 – Academic growth/high academic achievement
Closing achievement gaps Access to rigor College- and career- readiness School performance improvement Technology integration Learning everywhere, all the time
PRIORITY 2 – High Quality Staff Professional learning Proactive recruitment Leadership development
PRIORITY 3 – District culture and engagement Physical safety Cultural competency Communication and outreach Family engagement
PRIORITY 4 – Social and emotional development - (with the goal that all children and staff will be physically, mentally, emotionally and psychologically safe). Five components of social and emotional development: Self-awareness Self-management Social awareness Relationship skills Responsible decision making
PRIORITY 5 – Strategic support and business operations - Support services and responsibilities that enable daily organizational operations to function efficiently and effectively. School Board Legal Arts Athletics Drivers Ed Charter Schools
10 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2018-2019 PROPOSED BUDGET: SOURCES AND USES
Sources
1% 32% State
Federal and Other Grants
County
Other and Special Revenue 8% 59%
Uses
<1% 4% 4% 8% Salaries
Benefits
Purchased Services
Supplies and Materials
23% Furniture and Equipment
Other 61%
11 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2018-19 PROPOSED CURRENT EXPENSE BUDGET: COMPARISON TO PRIOR YEAR
2018-19 2017-18 % Proposed Adopted Change Budget Budget REVENUES State of North Carolina $ 879,385,971 $ 837,795,986 5.0% Federal and Other Grants 125,305,522 124,499,419 0.6% Mecklenburg County Appropriation 468,532,719 428,744,699 9.3% Other and Special Revenue 13,990,000 18,829,236 -25.7% TOTAL REVENUES $ 1,487,214,212 $ 1,409,869,340 5.5%
EXPENDITURES Instructional Regular Instructional $ 732,422,685 $ 695,187,281 5.4% Special Populations 155,643,333 146,062,000 6.6% Alternative Programs and Services 105,444,549 96,132,408 9.7% Co-Curricular 6,623,312 6,321,691 4.8% School-Based Support 81,074,785 74,802,707 8.4% Total Instructional 1,081,208,664 1,018,506,087 6.2%
Instructional Support Support and Development 10,335,135 9,141,251 13.1% Special Population Support and Development 3,788,941 3,530,474 7.3% Alternative Programs Support and Development 4,877,162 5,228,919 -6.7% System-wide Pupil Support 4,369,354 4,126,126 5.9% Total Instructional Support 23,370,592 22,026,770 6.1%
Operations Technology Support 14,095,376 13,776,079 2.3% Operational Support 189,402,951 183,417,421 3.3% Financial and Human Resource Services 23,057,356 22,911,878 0.6% Accountability 4,745,552 4,698,223 1.0% Community Services 552,498 539,853 2.3% Nutrition Services 300,000 300,000 - Debt Service 582,736 582,736 - Other 3,055,607 3,016,462 1.3% Total Operations 235,792,076 229,242,652 2.9%
Leadership Policy, Leadership and Public Relations 18,081,076 16,851,515 7.3% School Leadership Services 75,741,684 73,615,465 2.9% Total Leadership 93,822,760 90,466,980 3.7%
Charter School Funds 53,020,120 49,626,851 6.8%
TOTAL EXPENDITURES $ 1,487,214,212 $ 1,409,869,340 5.5%
12 2018-19 Budget Process Calendar
Nov 15-17, 2017 Budget Kick Off Meetings with Fund Owners
Jan 4-Feb 8 CFO and budget staff meet with Executive Staff
Jan 31-Feb 8 Professional Organizations – Budget Engagement
Feb 7 Char-Meck Youth Council- Budget Engagement
Feb 27 Board of Education work session - Budget update (3:30 p.m. CMCG)
Mar 15 Community Engagement Workshop (11:00 a.m. at CPCC Culinary Center, 6:30 p.m. at Harris YMCA)
Superintendent’s Teacher Advisory Council (STAC) – Budget Update (11:30 a.m. at CMS Education Center)
Mar 19 Community Engagement Workshop (6:30 p.m. at Belmont Center)
Mar 21 Community Engagement Workshop (6:30 p.m. at Simmons YMCA)
Mar 20 Leadership Team Meeting – Budget update
Mar 22 Community Engagement Workshop (6:30 p.m. at Morning Star Lutheran Church)
Mar 27 Community Engagement Workshop (6:30 p.m. at JM Alexander Middle)
Mar 28 Community Engagement Workshop (6:30 p.m. at Olympic High School)
Apr 9 Community Engagement Workshop (6:30 p.m. at Bette Rae Recreation Center)
April 10 Community Engagement Workshop (6:30 p.m. at Christ Community Church)
April 11 Superintendent presents 2018-19 Budget Recommendation (6:00 p.m. Regular BOE Meeting)
April 24 Public hearing on Superintendent’s budget recommendation / tentative budget work session (6:00 p.m. Regular BOE Meeting)
13 2018-19 Budget Process Calendar
May 8 Board of Education approval of 2018-19 Budget Request (6:00 p.m., Regular BOE Meeting)
May 15 Board of Education’s 2018-19 Budget Request submitted to the county
May 17 Board of Education Budget Request presented to Board of County Commissioners (BOCC) (3:00 p.m., CMGC Room 267)
May 24 County Manager’s Recommended Operating and Capital Budgets presented to BOCC (TBD)
June 4 Public hearing on county’s budget
(6:00 p.m., CMGC Meeting Chamber)
June 19 County adopts 2018-19 Operating Budget (6:00 p.m., CMGC Meeting Chamber)
July-Sept 2018-19 Operating Budget finalized and approved by BOE
14 Proposed Operating Proposed
Budget Budget Operating 2018-2019 PROPOSED CURRENT EXPENSE BUDGET: SUMMARY OF CHANGES TO 2017-2018 BASE BUDGET
Federal and Other and State County Total Other Grants Special Revenue
2017-2018 ADOPTED BUDGET $ 837,795,986 $ 428,744,699 $ 124,499,419 $ 18,829,236 $ 1,409,869,340
REVISIONS TO 2017-2018 ADOPTED BUDGET Revisions to Base Budget* (16,346,325) - (3,844,923) (4,879,021) (25,070,269) Sub-Total (16,346,325) - (3,844,923) (4,879,021) (25,070,269)
2017-2018 BASE BUDGET 821,449,661 428,744,699 120,654,496 13,950,215 1,384,799,071
REDUCTIONS/REDIRECTIONS Reductions/Redirection of Funds to Alternative Uses (1,320,172) - - - (1,320,172) Sub-Total (1,320,172) - - - (1,320,172)
I. SUSTAINING OPERATIONS A Program Continuation 5,637,619 784,543 - - 6,422,162 Sub-Total 5,637,619 784,543 - - 6,422,162
II. INVESTING IN OUR EMPLOYEES A. Salaries and Benefits 52,958,815 21,362,567 4,651,026 39,785 79,012,193 Sub-Total 52,958,815 21,362,567 4,651,026 39,785 79,012,193
III. STUDENT GROWTH AND ADDITIONAL SPACE A. Enrollment Growth - 3,393,269 - - 3,393,269 B. Additional Facility Space 660,048 922,747 - - 1,582,795 Sub-Total 660,048 4,316,016 - - 4,976,064
IV. PROGRAM EXPANSION A. Student Support Services - 4,656,787 - - 4,656,787 B. English Learners (EL) Teachers - 1,464,730 - - 1,464,730 C. Custodial Staffing - 1,823,933 - - 1,823,933 D. Cultural Proficiency - 500,000 - - 500,000 E. Instructional Applications - 3,800,000 - - 3,800,000 F. AVID Expansion - 455,858 - - 455,858 G. Security Enhancement Staff - 623,586 - - 623,586 Sub-Total - 13,324,894 - - 13,324,894
TOTAL 2018-2019 PROPOSED CURRENT EXPENSE BUDGET $ 879,385,971 $ 468,532,719 $ 125,305,522 $ 13,990,000 $ 1,487,214,212
* Includes reduction of state revisions, reduction for prior year one-time fund balance appropriation and anticipated revenue adjustments to 2017-18 Adopted Budget.
15 This page left blank intentionally. CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2018-19 PROPOSED PROGRAM CHANGES
Redirections/Reductions Change Reference:
Explanation of Change Description State Cost Local Cost
Reductions/Redirection of Funds to Alternative Uses
1. State Budget Reductions The state's 2017-19 biennial budget included a reduction for Salaries & Benefits ($143,600) the 2018-19 budget in three areas. Funding for textbooks and digital tools ($1,120,601), central office staffing Supplies & Materials ($1,176,573) ($143,600), and Cooperative Innovative High Schools ($55,972) has been reduced. Totals ($1,320,173)
Total Redirections/Reductions ($1,320,173) $0
I. Sustaining Operations Change Reference: I.A
Explanation of Change Description State Cost Local Cost
A. Program Continuation
1. House Bill 90 Enhancement Teachers' Local Supplement House Bill 90 provides additional positions to schools to Salaries & Benefits $5,522,617 $784,543 address the phase in of class size requirements over four years. Specifically, the bill creates an allotment for program enhancement teachers (i.e. art disciplines including dance, music, theater and the visual arts, as well as physical education, health programs, and world languages). This legislation phases in funding for the newly created enhancement teacher allotment starting in the 2018-19 school year. CMS is estimated to receive approximately 90 positions in 2018-19, therefore, funding is requested to provide the local salary supplement for 90 teacher positions.
Total Sustaining Operations $5,522,617 $784,543
17 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2018-19 PROPOSED PROGRAM CHANGES II. Investing In Our Employees Change Reference: II.A
Explanation of Change Description State Cost Local Cost
A. Salaries and Benefits
1. State Proposed Salary Increase It is anticipated that the state legislature will approve a salary Salaries & Benefits $42,500,265 $11,020,317 increase of an average three percent for all state paid school administration and non-certified employees and will make the appropriate state budget adjustments to cover this increase. Local funds are needed to provide the same increase for locally funded school administration and non-certified employees. In addition, the state's 2017-19 approved biennial budget includes an average seven percent increase for all state paid certified staff. Local funds are needed to provide an equivalent increase for locally funded certified staff and to cover the local supplement impact for state and locally funded certified staff.
2. Local (County) Supplement Increase Recruiting and retaining highly qualified teachers continues Salaries & Benefits $0 $6,884,491 to be a key priority for the district. Currently, CMS is third in the state in the average local supplement paid to certified staff. In order to remain competitive with districts nearby in recruiting and retaining top talent, CMS is making this first request to increase the county supplement for teacher pay recognizing the supplement rate has not changed since 2012. This increase of seven percent to the county supplement amount will provide a modest but needed increase for our teachers (i.e. using the current year base salary, a teacher with 10 years of experience would receive an increase of $42.63 per month or $1.98 per day for 10 months).
3. Health Insurance Rate Increase The state's 2017-19 approved biennial budget includes an Salaries & Benefits $3,169,866 $678,156 increase in the employer paid health insurance rate from $5,869 to $6,104 annually for each employee beginning in July of 2018, and assumes the state will make the appropriate state budget adjustments for state paid staff. Local funding is needed to provide the state mandated increase for locally funded staff. This represents a 4% percent increase effective in July 2018.
18 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2018-19 PROPOSED PROGRAM CHANGES Change Reference: II.A (Continuation)
Explanation of Change Description State Cost Local Cost
4. Retirement Rate Increase The state's 2017-19 approved biennial budget includes an Salaries & Benefits $7,288,684 $2,779,603 increase in the employer-paid portion of the state retirement plan cost from 17.13% to 18.44% of eligible earnings annually. It is anticipated that the state will make the appropriate state budget adjustments to cover this increase for state paid staff, however, local funding is needed to cover the estimated increase for locally paid staff.
Total Investing In Our Employees $52,958,815 $21,362,567
III. Student Growth and Additional Space
Change Reference: III.A
Explanation of Change Description State Cost Local Cost
A. Enrollment Growth Costs 1. Charter School Enrollment Growth Based on the projected increase in charter school student Other $3,393,269 enrollment and additional county funding, funding is needed to increase our charter school pass-through budget so we can meet our statutory obligation to charter schools. Charter- school enrollment of Mecklenburg County students is expected to increase by 1,872 students. Since the prior year enrollment increase was not as high as expected, the requested amount has been reduced which adjusts the budget to the appropriate level for the total charter enrollment projected for 2018-19.
Total Enrollment Growth Costs $0 $3,393,269
19 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2018-19 PROPOSED PROGRAM CHANGES Change Reference: III.B
Explanation of Change Description State Cost Local Cost
B. Additional Facility Space - Including New, Renovated and Repurposed Schools
1. Additional Staffing Allotments for New Schools One new K-8 school and two repurposed schools (one Salaries & Benefits $660,048 $232,268 elementary and one middle school) are scheduled to open in August 2018. The schools require staffing to provide Local Supplement $0 $85,046 instruction and support services. This request also includes the local supplement for state and locally paid positions. Estimated additional positions are as follows:
State Local Principals 3.0 - Facilitators - 2.0 Media Specialists 3.0 - Psychologists 2.0 - Total 8.0 2.0
Total Additional Staffing Allotments for New Schools $660,048 $317,314
2. Maintenance and Operating Costs for All Additional Space The opening of one new K-8 school, two repurposed schools Salaries & Benefits $605,433 and major facility renovations coming on line will result in the net addition of 215,579 total square feet in our facilities. In order to properly maintain this additional square footage, funds are required to cover staffing.
State Local Head Custodian II - 2.0 Head Custodian I - 1.0 Custodian - 8.0 Pest Control - 3.0 Total - 14.0
Total Maintenance and Operating Costs $605,433
Total Additional Facility Space Costs $922,747
Total Student Growth and Additional Space $660,048 $4,316,016
20 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2018-19 PROPOSED PROGRAM CHANGES IV. Program Expansion and New Initiatives Change Reference: IV.
Explanation of Change Description State Cost Local Cost
A. Student Support Services CMS is committed to maximizing academic achievement and Salaries & Benefits $4,356,787 ensuring that all schools are safe places where every child feels welcome, engaged and nurtured . A growing body of Purchased Services $40,000 evidence shows that social and emotional well-being is the foundation for emerging cognitive abilities. In the school Supplies & Materials $260,000 setting, student services staff are key personnel in the development of healthy social and emotional mindsets for Totals $4,656,787 children. To best prepare students for academic growth and development, CMS must have counselors, psychologists and social workers in schools to support all students.
The addition of elementary school counselors will support the district’s efforts to improve students’ social emotional learning and behavioral skills. School counselors provide classroom lessons, consultation, and leadership for students and staff in these critical areas. They also provide small group and individualized interventions for students in need of supplemental or intensive behavioral and emotional interventions. Currently, CMS has 180 elementary school counselors. This equates to a 1:411 overall elementary school counselor to elementary student ratio. The addition of 33 elementary counselors would reduce the school counselor to student ratio to an average of 1:347.
CMS would also like to invest in a web-based tool that supports students in having a clear plan for their high school career that is directly connected to their post-high school aspirations. Students are supported in determining career aptitude, classes that would support this path, and the types of classes they should take for the universities they are interested in attending, etc. The tool also allows school counselors and students to send electronic transcripts to colleges and universities, easing the college application process greatly. The tool acts to promote and improve student engagement by making clear the connection between the present and students’ college and career aspirations.
21 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2018-19 PROPOSED PROGRAM CHANGES Change Reference: IV. (Continuation)
Explanation of Change Description State Cost Local Cost
A. Student Support Services (Continuation) School social workers provide their students and families with critical linkages to resources both in the community and in the school setting. Families in need of basic supports such as clothing, shelter, and food will be able to receive direct support and guidance from their school social worker. School social workers will also broaden the availability of group and individual counseling services in the buildings to which they are assigned. Finally, they play key roles in supporting students in addressing chronic absenteeism. Social Workers presently support 50 Title I schools. The addition of 17 positions will allow CMS to provide a social worker for 67 of 78 Title I schools.
CMS is in the midst of a major push to solidify our Multi- Tiered Systems of Support (MTSS). MTSS is a system of data-driven problem-solving and research-based instructional practices used to address concerns for all students. School psychologists are the only group of professionals trained in the MTSS framework as part of their graduate programs. At this time, schools have struggled to understand the framework- both how to put it in place and how to address student needs using a tiered approach. The addition of more school psychologists will allow us to use them to support the general education intervention process through behavioral and academic consultation, data interpretation, MTSS framework implementation, and MTSS process support inclusive of intervention delivery and progress monitoring support.
At present, CMS has 70 school psychologists in the budget. School psychologists are itinerant, providing services to students at 2 or 3 schools, with ratios of approximately 1:2100. The addition of 10 school psychologists would reduce the student ratio to an average of 1:1848.
In 2014-15, CMS started a phase-in plan to add additional student support services positions. Funding is requested for 33 school counselors, 17 social workers and 10 psychologists to continue the next phase of this plan.
22 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2018-19 PROPOSED PROGRAM CHANGES Change Reference: IV. (Continuation)
Explanation of Change Description State Cost Local Cost
B. English Learners (EL) Teachers The CMS student body represents approximately 186 Salaries & Benefits $1,464,730 countries and 205 different languages. As our student population becomes more diverse, our staff members need to be able to adapt to meet their needs – making all teachers language teachers. By increasing school support that addresses the needs of our students, we can better provide high-quality, rigorous, and engaging instruction through evidence-based practices. CMS currently has 19,794 English Learners (EL), which accounts for 14% of the student body. This is a number that has grown consistently over the last few years. By hiring additional EL teachers we can better ensure equity for our schools and our students. This increase in support will also help improve collaboration among school teams to make sure all instruction is aligned and provide for teachers that will be prepared to support our students and help improve school performance. The increased EL teacher allotment will provide an opportunity to create momentum to expand strategic support to EL students in EL and content classes. Funding is requested to provide an additional 20 EL teachers for 2018-19. The addition of 20 EL teachers will enable CMS to maintain its current teacher/student ratio of 1:68 with the expected increase in EL enrollment for 2018-19.
C. Custodial Allotments Additional custodial support is needed across the district. A Salaries & Benefits $1,823,933 recommended increase in the minimum staffing levels from 2 to 3 positions in all schools as well as increasing allocations in schools with significant mobile units is proposed. By adding the additional staffing, we will be able to provide cleaner/healthier facilities that will improve the educational environment for students and staff. Funding is requested to provide 46 additional custodial positions.
23 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2018-19 PROPOSED PROGRAM CHANGES Change Reference: IV. (Continuation)
Explanation of Change Description State Cost Local Cost
D. Cultural Proficiency As part of the district’s mission to maximize academic Purchased Services $500,000 achievement by every student in every school, the Office of Diversity & Inclusion is responsible for strengthening educators’ cultural proficiency to better serve all students and improve student outcomes. As CMS – and our nation – become more diverse, our mission is to help educators better serve students from cultures that may be different from their own. CMS’ commitment to cultural competence 1) supports employees in expanding their capacity to work successfully within and across various cultures; 2) supports each of our diverse learners to reach their full academic potential, graduate college- and career-ready and thrive in an increasingly-diverse global workplace; and 3) engages and embraces the diverse population that is served by CMS. Funding is requested to provide training for approximately 800 staff across the district.
E. Instructional Applications CMS is planning to invest in a literacy platform that Supplies & Materials $3,800,000 encourages students in grades 4 - 12 to build evidence- based arguments. It allows for consistent, school-wide literacy instruction across all disciplines by utilizing relevant, leveled texts and tasks. The application will focus on providing students with texts and tasks that are "just right" for their needs. By supporting differentiation, it allows for personalized instruction that meets the needs of diverse learners. CMS is also planning to invest in an instructional application that empowers teachers to transform instruction so that ALL students succeed. It will blend pedagogical research and intuitive technology into an easy-to-use online tool and leading professional development for educators. This comprehensive tool will also support teachers with designing learning targets and instructional plans that respond to the different ways students learn and their individual needs.
Funding is requested to purchase and implement these applications to enhance student achievement.
24 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2018-19 PROPOSED PROGRAM CHANGES Change Reference: IV. (Continuation)
Explanation of Change Description State Cost Local Cost
F. Advanced Via Individual Determination (AVID) Expansion
AVID trains educators to use proven practices in order to Purchased Services $455,858 prepare students for success in high school, college, and a career, especially students traditionally underrepresented in higher education. AVID brings research‐based strategies and curriculum to educational institutions in elementary, secondary, and higher education. The AVID System annually provides 60,000+ educators with training and methodologies that develop students’ critical thinking, literacy, and math skills across all content areas throughout the entire country. As a result, policymakers and educators now consider AVID's mission to be an essential strategy for closing the achievement gap, making college access and success available to all students. Funding is requested to provide AVID training and support for 31 additional schools.
G. Security Enhancement Staff The safety of our students is important. By providing Salaries & Benefits $552,628 additional police officers to our school campuses we demonstrate the value we have to provide a safe learning Purchased Services $70,958 environment for all students. It also shows our staff that we care about the safety of everyone. School Resource Officers Supplies & Materials $623,586 can prevent school violence, provide support and assistance to at risk kids, divert youth from the criminal justice process and create a safe, secure learning and teaching environment. Additional police officer positions will enhance our coverage at schools that do not have an assigned School Resource Officer. The new officers will perform all duties of other resource officers but will be responsible for multiple schools. There are currently two police officers that protect all CMS elementary schools.
CMS has already installed electronic door locks on most doors at all CMS school sites. These locks are crucial to provide a safe learning environment for CMS students. However, these locks need to be maintained, repaired and replaced on a consistent basis. Locksmiths and electronic specialists are required to maintain, repair and replace these locks. Funding is requested to provide five new police officers as well as two locksmiths and two electronics specialists. Funding is also requested for supplies, equipment and uniforms for the new police officers.
Total Program Expansion and New Initiatives $13,324,894
25 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2018-19 PROPOSED CURRENT EXPENSE BUDGET: DEPARTMENTAL BUDGETS BY FUNDING SOURCE
FEDERAL/ SPECIAL DIVISION STATE COUNTY TOTAL REVENUE/ OTHER
ADMINISTRATIVE & OTHER SERVICES Office of the Superintendent of Schools 198,470 518,232 - 716,702 Board of Education/Board Services - 512,155 - 512,155 Chief of Staff - 1,471,580 312,391 1,783,971 Legal - 1,971,699 158,794 2,130,493 Communications Services - 1,935,770 104,672 2,040,442 Graphic Production Center - 976,077 - 976,077 Financial Services 203,710 10,217,931 1,176,273 11,597,914 Human Resources Services 2,605,310 7,678,570 523,029 10,806,909 Student Assignment & School Choice - 244,557 - 244,557 Planning Services - 1,517,997 15,676 1,533,673 Personalized Learning & School Partnerships 148,000 2,460,798 833,094 3,441,892 Technology Services 1,653,552 14,249,019 498,337 16,400,908 Community Relations & Engagement, Ombudsman 272,535 2,825,861 670,567 3,768,963 Subtotal 5,081,577 46,580,246 4,292,833 55,954,656
OPERATIONAL SERVICES Chief Operations Officer 55,709 269,043 - 324,752 Building Services 20,614,798 66,924,007 8,259,510 95,798,315 Inventory Management 2,164,172 3,815,783 1,104,810 7,084,765 Safety, Environmental Health & Risk Management 526,840 811,034 - 1,337,874 Transportation 59,959,392 11,393,462 - 71,352,854 Athletics - 4,835,050 1,570,307 6,405,357 CMS Police Department 11,333,281 2,343,761 5,748 13,682,790 Community Use of Facilities - - 552,498 552,498 Enterprise Funds Program Support 45,938 - 254,062 300,000 Subtotal 94,700,130 90,392,140 11,746,935 196,839,205
LEARNING SERVICES Chief Academic Officer - 328,011 - 328,011 Learning and Teaching PreK-5 - 585,420 195,700 781,120 Elementary Curriculum - 2,109,894 245,662 2,355,556 K-12 Literacy 12,892,242 913,114 - 13,805,356 North Carolina Pre-K Program - - 13,289,776 13,289,776 Bright Beginnings Pre-K Program - 10,461,533 13,632,335 24,093,868 Learning and Teaching 6-12 - 1,064,388 - 1,064,388 Advanced Studies 9,180,650 1,824,553 - 11,005,203 Secondary Curriculum - 1,446,094 111,692 1,557,786 Drivers Education 3,023,707 10 - 3,023,717 International Baccalaureate Program 583,780 197,029 - 780,809 ROTC Program - 2,107,256 2,080,706 4,187,962
26 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2018-19 PROPOSED CURRENT EXPENSE BUDGET: DEPARTMENTAL BUDGETS BY FUNDING SOURCE
FEDERAL/ SPECIAL DIVISION STATE COUNTY TOTAL REVENUE/ OTHER
LEARNING SERVICES (continued) Teacher Professional Development 114,413 1,604,774 5,316,185 7,035,372 Virtual Learning and Media Services 195,335 1,123,212 - 1,318,547 Exceptional Children Services 85,041,301 5,636,552 36,194,239 126,872,092 English Language Learners 17,490,525 8,902,606 4,193,371 30,586,502 Student Services 2,471,664 3,093,583 2,339,763 7,905,010 Career and Technical Education 45,340,213 6,257,835 1,943,917 53,541,965 Magnet Programs and School Redesign - 721,340 - 721,340 Accountability Services 253,775 4,242,230 965,063 5,461,068 Assoc. Superintendent, School Performance Services 1,511,654 621,186 - 2,132,840 Student Discipline & Behavior Support 707,636 461,774 - 1,169,410 ESEA Title I - - 39,317,685 39,317,685 Learning Communities 1,033,638 4,998,179 880,987 6,912,804 Project L.I.F.T. - 503,389 1,290,148 1,793,537 Subtotal 179,840,533 59,203,962 121,997,229 361,041,724
SCHOOL PERFORMANCE SERVICES
SCHOOLS DIVISION School Admin. Support Services 71,098,480 64,678,514 1,254,007 137,031,001 Classroom Teachers 455,696,093 132,517,247 - 588,213,340 Support Positions 43,280,574 20,557,693 4,518 63,842,785 Assistants 29,688,584 1,582,797 - 31,271,381 Charter Schools - 53,020,120 - 53,020,120 Subtotal 599,763,731 272,356,371 1,258,525 873,378,627
TOTAL $ 879,385,971 $ 468,532,719 $ 139,295,522 $ 1,487,214,212
27 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2018-19 PROPOSED REVENUE BUDGET: REVENUE CATEGORIES BY FUNDING SOURCE FEDERAL/ REVENUE CATEGORY STATE COUNTY SPECIAL TOTAL REVENUE/ OTHER
Classroom Teachers $ 450,035,883 $ - $ - $ 450,035,883 Central Office Administration 3,158,132 - - 3,158,132 Non-Instructional Support Personnel 42,590,209 - - 42,590,209 * School Building Administration 28,070,859 - - 28,070,859 Instructional Support Personnel 51,779,591 - - 51,779,591 Non-Contributory Employee Benefits 6,179,667 - - 6,179,667 Driver Training 3,023,707 - - 3,023,707 Voc. Ed. - Months of Employment 43,347,559 - - 43,347,559 Voc. Ed.- Program Support 1,881,128 - - 1,881,128 School Technology Fund 3,629,290 - - 3,629,290 Summer Reading Camps 4,865,024 - - 4,865,024 Advanced Teaching Roles 2,229,160 - - 2,229,160 Disadv. Student Supplemental Funding 5,614,962 - - 5,614,962 Teacher Assistants 39,529,847 - - 39,529,847 Behavioral Support 310,455 - - 310,455 Children with Disabilities 64,207,833 - - 64,207,833 Children with Disabilities - Special 2,874,710 - - 2,874,710 Academically/Intellectually Gifted 8,381,035 - - 8,381,035 After-School Quality Improvement Grant - - - - Limited English Proficiency 16,575,361 - - 16,575,361 High School Learn and Earn 944,028 - - 944,028 Transportation of Pupils 58,867,549 - - 58,867,549 Classroom Materials/Supplies 601,764 - - 601,764 * Assistant Principal Intern - MSA Student 54,486 - - 54,486 At-Risk/Alternative Schools 28,110,937 - - 28,110,937 School Connectivity 341,988 - - 341,988 HB90 Enhancement Teachers 6,064,482 6,064,482 Special Position Allotment 114,413 - - 114,413 State Textbook Allotment 2,164,172 - - 2,164,172 * Textbook and Digital Resources 3,837,740 - - 3,837,740 * Mecklenburg County - 468,532,719 - 468,532,719 Voc. Ed. - Program Improvement - - 1,943,917 1, 943,917 McKinney-Vento Homeless - - 146,421 146,421 IDEA VI-B - Preschool Handicapped - - 492,006 492,006 ESEA Title I - Basic - - 46,320,514 46, 320,514 North Carolina Pre-K - - 13,289,776 13, 289,776 IDEA Title VI-B - - 25,018,536 25,018, 536 IDEA Early Intervening Services (EIS) - - 7,914,755 7, 914,755 IDEA VI B - Special Education State Improvement - - 17,716 17,716 IDEA VI B – Children with Disabilities - - 427,213 427,213 Title II - Improving Teacher Quality - - 5,495,256 5, 495,256 Title III - Language Acquisition - - 3,779,569 3, 779,569 Title III - Language Acquisition Sign. Inc. - - 343,050 343,050 Title I - School Improvement - - 4,711,141 4, 711,141 Title I - School Improvement - 1003G - - 2,508,771 2, 508,771 Title VII – Indian Education Grant - - 21,501 21,501 ESEA Title IV - Student Supp. & Acad. Enrichment - - 795,057 795,057
28 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2018-19 PROPOSED REVENUE BUDGET: REVENUE CATEGORIES BY FUNDING SOURCE FEDERAL/ REVENUE CATEGORY STATE COUNTY SPECIAL TOTAL REVENUE/ OTHER
21st Century Grant - - 392,568 392,568 Math and Science Partnerships - - 243,662 243,662 IDEA VI-B Special Needs - - 30,273 30,273 IDEA Preschool Targeted Assistance - - 51,387 51,387 Safety & Mental Health - NIJ - - 966,926 966,926 Teacher in Residence - - 36,382 36,382 DSS Reimbursement - - 603,934 603,934 National Board Services - - 7,000 7,000 ROTC Reimbursement - - 2,105,706 2, 105,706 Admin Outreach/Direct Svcs - Medicaid - - 4,448,812 4,448, 812 Regional Alternative Licensing Center - - 178,246 178,246 Project L.I.F.T. - - 1,290,148 1, 290,148 County Sheriff Reimbursement - - 393,000 393,000 County Bond Reimbursement - - 259,016 259,016 Burroughs Wellcome Fund - - 55,737 55,737 C. D. Spangler Foundation - - - - Wallace Grant - - 288,537 288,537 CMS Foundation - - 265,895 265,895 MDRC Grant - - 463,094 463,094 Athletics - - 1,550,000 1,550,000 Rental of School Property - - 1,400,000 1,400,000 Indirect Costs - - 7,600,000 7,600, 000 Tuition & Fees - - 535,000 535,000 Interest Earned on Investment - - 1,125,000 1,125,000 Restitution - - 30,000 30,000 Police Sales - - 150,000 150,000 Fund Balance - - 1,600,000 1,600,000 TOTAL $ 879,385,971 $ 468,532,719 $ 139,295,522 $ 1,487,214,212
* 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.
29 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION PROPOSED BUDGET BY REVENUE CATEGORY
001 Classroom Teachers $450,035,883 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 portion of the school day providing classroom instruction and shall not be assigned to administrative duties in either the central or school offices. 002 Central Office Administration $3,158,132 Provides funding for salaries and associated benefits for central office administration. These funds may be used for personnel 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.
003 Non-Instructional Support Personnel $42,590,209 Provides funding for non-instructional support personnel, associated benefits and liability insurance. These funds may be used at the central office or at individual schools for personnel including: Clerical Assistants, Custodians, Duty Free Period and Substitute Teachers. 005 School Building Administration $28,070,859 Provides funding for salaries and associated benefits for principals and assistant principals. 007 Instructional Support Personnel – Certified $51,779,591 Provides funding for salaries and associated benefits for certified instructional support personnel who provide service to students who are at risk of school failure and their families. The funds may be used for personnel including: Media Specialist, Counselor, Psychologist, Social Worker, Student Services Specialist, Hearing Officer and Media Assistant.
009 Non-Contributory Employee Benefits $6,179,667 Provides funding for salaries and associated benefits to provide for annual leave, disability and longevity. 012 Driver Training $3,023,707 Provides funding for the expenses associated with training and instructing eligible persons in the operation of motor vehicles. 013 Vocational Education - Months of Employment $43,347,559 Provides funding for salaries and associated benefits for classroom teachers of secondary students who elect to enroll in vocational and technical education programs. 014 Vocational Education - Program Support Funds $1,881,128 Provides funding to assist in expanding, improving, modernizing, and developing quality vocational education programs. 015 School Technology Fund $3,629,290 Provides funding for the development and implementation of a local school technology plan. 016 Summer Reading Camps $4,865,024 Provides funding to allow any student to attend a Summer Reading Camp if s/he does not demonstrate reading proficiency.
022 Advanced Teaching Roles $2,229,160 Provides funding to develop and support highly effective teachers, to increase the access to effective and highly-effective teachers for students in low-achieving and high-poverty schools relative to their higher-achieving and lower-poverty peers. 024 Disadvantaged Student Supplemental Funding $5,614,962 Provides funding to support disadvantaged students. 027 Teacher Assistants $39,529,847 Provides funding for salaries and associated benefits for teacher assistants in regular and self-contained classrooms.
30 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION PROPOSED BUDGET BY REVENUE CATEGORY
029 Behavioral Support $310,455 Provides funding for Assaultive and Violent Children programs that provide appropriate educational programs to students under the age of 18 who suffer from emotional, mental, or neurological handicaps accompanied by violent or assaultive behavior. 032 Children with Disabilities $64,207,833 Provides funding for the special educational needs and related services of children with disabilities. These funds are to be used for children with disabilities, preschool handicapped, group homes, foster homes or similar facilities.
063 Children with Disabilities – Special Funds $2,874,710 Provides funding for the special educational needs and related services of children with disabilities. These funds are to be used for community residential centers and developmental day care facilities. 034 Academically or Intellectually Gifted $8,381,035 Provides funding for academically or intellectually gifted students and may be used only (i) for academically or intellectually gifted students, (ii) to implement the plan developed under G.S. 15C-150.7; (iii) for children with special needs; or (iv) in accordance with an accepted school improvement plan, for any purpose so long as that school demonstrates it is providing appropriate services to academically or intellectually gifted students assigned to that school in accordance with the local plan developed under G.S. 115C-150.7 . Funds cannot be used for Children with Special Needs unless moved with an ABC transfer. 054 Limited English Proficiency $16,575,361 Provides funding to support students who have limited proficiency in English. The funds shall be used to supplement local current expense funds and shall not supplant local current expense funds. 055 High School Learn and Earn $944,028 Provides funding to create rigorous and relevant high school options that provide students with the opportunity and assistance to earn an associate degree or two year of college credit by the conclusion of the year after their senior year in high school. 056 Transportation of Pupils $58,867,549 Provides funding for all “yellow bus” transportation related expenses for eligible school age (K-12) students for travel to and from school and between schools. Examples of these expenses are contract transportation, transportation personnel (other than Director, Supervisor, and Coordinator), bus drivers' salaries, benefits, fuel, and other costs as defined in the Uniform Chart of Accounts. 061 Classroom Materials/Instructional Supplies/Equipment $601,764 Provides funding for instructional materials and supplies, instructional equipment, and testing support. 067 Assistant Principal Intern - MSA Student $54,486 Provides funding for stipends to full-time students working on a master’s degree in school administration programs who are serving in an approved intern program. 069 At-Risk Student Services/Alternative Schools $28,110,937 Provides funding for identifying students likely to drop out and to provide special alternative instructional programs for these at-risk students. Also provides funding for summer school instruction and transportation, remediation, alcohol and drug prevention, early intervention, safe schools, and preschool screening. These funds may not be used to supplant dropout prevention programs funded from other state or federal sources.
073 School Connectivity $341,988 Provides funding to support the enhancement of the technology infrastructure for public schools. 090 House Bill 90 Enhancement Teachers $6,064,482 Provides funding for program enhancement teachers (i.e. art disciplines including dance, music, theater and the visual arts, physical education and health programs and world languages).
31 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION PROPOSED BUDGET BY REVENUE CATEGORY
096 Special Position Allotment $114,413 Provides funding for salary and associated benefits for local teacher on loan to the state.
130 State Textbook Allotment $2,164,172 Provides funding for purchase of prescribed textbooks purchased for pupils or group of pupils, and furnished free to them. Funding is reflected in the Other Local Category. Note: this is reflected under other local revenue as required by statute. 131 State Textbook Allotment $3,837,740 Used to transfer funds for textbooks and digital resources not purchased through the Textbook Warehouse.
Mecklenburg County $468,532,719 Provides funding to support the education of all children throughout Mecklenburg County in the amount approved by the Board of County Commissioners.
017 Vocational Education – Program Improvement $1,943,917 Provides funding to assist in developing the academic, vocational and technical skills of students who elect to enroll in vocational and technical education programs that will prepare them for occupations requiring other than a baccalaureate or advanced degree.
026 McKinney-Vento Homeless $146,421 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.). 049 IDEA VI-B – Preschool Handicapped $492,006 Provides funds to initiate and expand preschool special education programs for children with disabilities ages 3-5.
050 ESEA Title I – Basic $46,320,514 Provides funding to supplement and provide special help to educationally deprived children from low income families.
413 North Carolina Pre-K $13,289,776 Provides funding for high quality educational experiences in order to enhance Kindergarten readiness for four-year- olds who are at risk of school failure. 060 IDEA Title VI-B $25,018,536 Provides funding to initiate, expand, and continue special education to handicapped children ages 3 through 21.
070 IDEA Early Intervening Services (EIS) $7,914,755 Provides funding to develop and implement coordinated, early intervening services, which may include interagency financing structures, for students in kindergarten through grade 12 (with a particular emphasis on students in kindergarten through grade 3) who have not been identified as needing special education or related services but who need additional academic and behavioral support to succeed in a general education environment.
082 IDEA VI B – Special Education State Improvement Grant $17,716 The Special Education State Improvement Grant (State Personnel Development Grant) provides personnel development and program support services to significantly improve the performance and success of students with disabilities in local education agencies (LEA), charter schools and state-operated programs in North Carolina. Funds support the implementation of researched based practices in reading/writing and/or mathematics using sites and centers established by grant recipients. 114 IDEA VI B – Children with Disabilities – Risk Pool $427,213 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.
32 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION PROPOSED BUDGET BY REVENUE CATEGORY
103 Title II – Improving Teacher Quality $5,495,256 Provides funding to help increase the academic achievement of all students by ensuring that all teachers are highly qualified to teach.
104 Title III – Language Acquisition $3,779,569 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 student achievement standards as all children. Also, provide assistance to LEAs/Charter Schools in building their capacity to establish, implement, and sustain language instructional educational programs and programs of English language development for LEP children. 111 Title III – Language Acquisition Significant Increase $343,050 Provides funding for enhanced instructional opportunities for immigrant children and youth designed to assist them in achieving in elementary and secondary schools, including activities designed to assist parents in becoming active participants in the education of their children and activities designed to support personnel to provide services specifically to immigrant children and youth. Also provides funds for additional basic instructional services that are directly attributable to the presence of eligible immigrant children and youth.
105 Title I – School Improvement $4,711,141 Provides assistance for schools, which have been identified for School Improvement, Corrective Action, and Restructuring.
117 Title I – School Improvement -1003G $2,508,771 Provides assistance for schools, which have been identified for Corrective Action, and Restructuring and have shown progress in improving student performance. 310 Title VII – Indian Education Grant $21,501 Funding to meet the unique cultural, language, and educational needs of Indian students and ensure that all students meet the challenging State academic standard. Funds support such activities as culturally-responsive after-school programs, Native language classes, early childhood education, tutoring, and dropout prevention.
108 ESEA Title IV - Student Support & Academic Enrichment $795,057 Funding to promote equitable access to educational opportunity, including holding all students to high academic standards, ensuring meaningful action is taken to improve the lowest-performing schools and schools with underperforming student groups, and providing more children with access to high-quality preschool.
110 21st Century Grant $392,568 The purpose is to establish 21st Century Community Learning Center (21st CCLC) programs that provide students with afterschool academic and enrichment opportunities, along with activities designed to complement the regular school day. An emphasis must be on providing literacy and math strategies, as well as a broad array of additional services that may include the following: youth development activities, drug and violence prevention, counseling and mentoring, art, music and character education. 112 Math and Science Partnerships $243,662 Provides funding to increase the academic achievement of students in mathematics and science by enhancing the content. 118 IDEA VI-B Special Needs $30,273 The Individuals with Disabilities Education Act 2004 provides funds to local education agencies, charter schools and state-operated programs for specific areas of need for students with disabilities. These targeted areas include the establishment and coordination of reading/writing coordinators and training, math coordinators and training, early literacy activities, Positive Behavior Interventions and Support coordinators and training, Responsiveness to Instruction coordinators and training, related services support, autism and low incidence support and training.
33 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION PROPOSED BUDGET BY REVENUE CATEGORY
119 IDEA Preschool Targeted Assistance $51,387 The Individuals with Disabilities Education Act 2004 provides funds to local education agencies specific areas of need for students with disabilities. These targeted areas include the establishment and coordination of preschool demonstration classes and preschool assessment centers, preschool program network consultants and training, improving preschool LRE opportunities for handicapped preschoolers, and improving LEA family involvement activities.
373 National Institute of Justice (NIJ) $966,926 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.
083 Teacher in Residence $36,382 Provides funding for operating expenses reimbursed by DPI for coordination of regional projects for instructional personnel. 812/813 DSS Reimbursement $603,934 Provides funding to allow local school districts to be reimbursed under the federal Medicaid program for a portion on the administrative cost associated with providing school based health services. 880 National Board Services $7,000 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.
301 ROTC Reimbursement $2,105,706 Provides funding for salaries and associated benefits for ROTC classroom teachers. 305/306 Administrative Outreach Claiming for Education Program $4,448,812 Provides funding to allow local school districts to be reimbursed under the federal Medicaid program for a portion on
499 Regional Alternative Licensing Center $178,246 Provides funding to assist lateral entry teachers in NC to achieve a full professional educator’s license.
927 Project L.I.F.T. $1,290,148 The Project L.I.F.T. (Leadership and Investment For Transformation) program was created to address educational issues 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 to technology, and policy changes that will allow school leadership more freedom.
069 County Sheriff Reimbursement $393,000 Provides funding for salaries and associated benefits for positions supporting the jail education program in the Alternative Education department.
980 County Bond Reimbursement $259,016 Provides funding for salaries and associated benefits for positions supporting the capital program. 811 Burroughs Wellcome Fund $55,737 Provides funding to support creative science enrichment activities for 9th-12th grade students and also provides opportunities for professional development and collaboration for math and science teachers.
34 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION PROPOSED BUDGET BY REVENUE CATEGORY
887 Wallace Grant $288,537 The Wallace Foundation is launching a new initiative to help selected urban districts develop a much larger corps of effective principals and to determine whether this makes a difference in student learning in their schools. The grant will help selected districts establish what’s needed to cultivate principals fully equipped to boost student achievement in partnership with principal training programs. Based on 10 years of research, Wallace has four key parts of a principal 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.
889 CMS Foundation $265,895 The CMS Foundation works to generate financial investment to support Charlotte-Mecklenburg Schools and develop a community-wide culture of schoolanthropy—the support of public education.
970 MDRC Grant $463,094 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. 815 Athletics $1,550,000 Provides funding for the support and operations of the district’s middle schools athletics program. Rental of School Property $1,400,000 Provides funding for the operational costs of using school facilities after school hours and on the weekend. Indirect Costs $7,600,000 Provides funding for the cost necessary for the functioning of the District as a whole, but which cannot be directly assigned to one service.
Tuition & Fees $535,000 Provides funding for the education of students residing outside of Mecklenburg County but enrolled in the school district.
Interest Earned on Investments $1,125,000 Provides funding for the cost necessary for the functioning of the District as a whole, but which cannot be directly assigned to one service.
Restitution $30,000 Provides funding for the repair or replacement of District property destroyed due to the negligence of an individual.
Police Sales $150,000 Provides funding for the cost necessary for the functioning of the District as a whole, but which cannot be directly assigned to one service. Fund Balance $1,600,000 Provides funding from the excess of the assets of a fund over its liabilities and reserves at the beginning or ending of a fiscal year for the one-time purchases of services or equipment.
35 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 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.
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.
36 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2018-19 PROPOSED CURRENT EXPENSE BUDGET: EXPENDITURES BY FUNDING SOURCE
2018-19 2018-19 2018-19 2018-19 Proposed Proposed Proposed Proposed State County Federal/Special Total Funds Appropriation Revenue/Other Budget
EXPENDITURES Instructional Regular Instructional $ 550,377,251 $ 168,955,114 $ 13,090,320 $ 732,422,685 Special Populations 109,838,324 15,932,502 29,872,507 155,643,333 Alternative Programs 26,819,316 16,361,305 62,263,928 105,444,549 Co-Curricular - 5,237,686 1,385,626 6,623,312 School-Based Support 51,473,403 20,979,848 8,621,534 81,074,785 Total Instructional 738,508,294 227,466,455 115,233,915 1,081,208,664
Instructional Support Support and Development 1,427,830 7,194,050 1,713,255 10,335,135 Special Pop. Support and Development 318,788 2,133,067 1,337,086 3,788,941 Alternative Prog Support and Development 498,925 1,453,402 2,924,835 4,877,162 System-wide Pupil Support 58,799 4,303,488 7,067 4,369,354 Total Instructional Support 2,304,342 15,084,007 5,982,243 23,370,592
Operations Technology Support 551,768 13,409,260 134,348 14,095,376 Operational Support 86,091,604 94,237,903 9,073,444 189,402,951 Financial and Human Resource Services 579,860 19,980,142 2,497,354 23,057,356 Accountability 253,775 4,267,416 224,361 4,745,552 Community Services - - 552,498 552,498 Nutrition Services 45,938 - 254,062 300,000 Debt Service - 582,736 - 582,736 Other - - 3,055,607 3,055,607 Total Operations 87,522,945 132,477,457 15,791,674 235,792,076
Leadership Policy, Leadership and Public Relations 1,287,817 14,673,399 2,119,860 18,081,076 School Leadership Services 49,762,573 25,811,281 167,830 75,741,684 Total Leadership 51,050,390 40,484,680 2,287,690 93,822,760
Charter School Funds - 53,020,120 - 53,020,120
TOTAL EXPENDITURES $ 879,385,971 $ 468,532,719 $ 139,295,522 $ 1,487,214,212
37 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2018-2019 PROPOSED CURRENT EXPENSE BUDGET: DETAIL EXPENDITURES BY FUNDING SOURCE
Federal/Special Description State County Grand Total Revenue/Other
Salaries
Board Member Fees $ - $ 246,452 $ - $ 246,452 Superintendent 152,563 146,637 - 299,200 Assoc. Supt./Chief Officer 150,507 765,735 - 916,242 Director/Supervisor 1,529,214 8,440,351 1,321,645 11,291,210 Principal 12,229,100 5,613,297 47,579 17,889,976 Assistant Principal 8,694,880 10,022,885 32,171 18,749,936 Area/Assistant Superintendent 722,294 1,234,655 388,805 2,345,754 Bonus - - - - Administration $ 23,478,558 $ 26,470,012 $ 1,790,200 $ 51,738,770 2.67% 5.65% 1.29% 3.48%
Teacher 403,107,365 37,313,323 12,772,458 453,193,146 ROTC Instructor - 1,485,373 1,635,938 3,121,311 Extended Contracts - 332,861 57,851 390,712 Social Worker/Counselor/ Media Spec. 29,370,941 8,102,515 2,714,728 40,188,184 Speech Pathologist/Audiologist 9,727,029 - - 9,727,029 Psychologist 4,387,623 841,571 316,695 5,545,889 Deans/Facilitators 12,297,438 8,922,082 7,497,757 28,717,277 Supplementary Pay 6,420 81,293,980 6,653,637 87,954,037 Substitute - Certified 1,294,684 7,277,078 886,311 9,458,073 Bonus - 88,000 126,358 214,358 Additional Responsibility Stipend 38,316 2,793,303 627,555 3,459,174 Staff Development Pay 358,783 825,877 3,604,783 4,789,443 Professional Educator $ 460,588,599 $ 149,275,963 $ 36,894,071 $ 646,758,633 52.38% 31.86% 26.49% 43.49%
Teacher/Media Assistant 29,655,447 2,372,510 7,931,081 39,959,038 Tutor 2,059,968 - 3,481,471 5,541,439 Interpreter/Translator 98,546 152,574 1,779,524 2,030,644 Physical/ Occupational Therapist 4,593,916 - - 4,593,916 School-based Non-certified Support 2,355,826 257,155 4,917,390 7,530,371 Monitors 1,964,543 878,495 - 2,843,038 Non-Cert. Instructor - Driver/Alt Ed 288,449 - - 288,449 Resource Officer/Campus Sec. 3,402,231 287,447 - 3,689,678 Instructional Support Non-certified $ 44,418,926 $ 3,948,181 $ 18,109,466 $ 66,476,573 5.05% 0.84% 13.00% 4.47%
Office Support 15,437,154 8,300,696 584,182 24,322,032 Technician- Technology - 5,385,409 298,600 5,684,009 Administrative Specialist 469,966 18,700,467 2,359,890 21,530,323 Staff Development Pay - 77,416 - 77,416 Technical and Administrative Support $ 15,907,120 $ 32,463,988 $ 3,242,672 $ 51,613,780 1.81% 6.93% 2.33% 3.47%
38 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2018-2019 PROPOSED CURRENT EXPENSE BUDGET: DETAIL EXPENDITURES BY FUNDING SOURCE
Federal/Special Description State County Grand Total Revenue/Other
Driver 26,341,109 3,068,533 - 29,409,642 Driver Overtime/Additional Pay 61,800 1,372 104,500 167,672 Custodian 13,744,086 10,553,991 - 24,298,077 Skilled Trades 8,947,427 12,341,477 87,600 21,376,504 Operational Support Manager - 371,316 - 371,316 One-time Bonus - - - - Longevity Pay 2,931,495 611,845 352,810 3,896,150 Overtime Pay 547,933 686,979 221,208 1,456,120 Annual Leave 1,246,378 797,038 - 2,043,416 Disability Pay 722,434 94,183 1,009 817,626 Staff Development Pay - 571 - 571 Operational Support and Other $ 54,542,662 $ 28,527,305 $ 767,127 $ 83,837,094 6.20% 6.09% 0.55% 5.64%
Total Salaries $ 598,935,865 $ 240,685,449 $ 60,803,536 $ 900,424,850 68.11% 51.37% 43.65% 60.54% Employee Benefits
Employer's Social Security 45,980,944 18,001,311 4,810,359 68,792,614 Employer's Retirement 109,178,357 43,726,602 10,121,019 163,025,978 Employer's Hospitalization Ins. 82,620,951 18,364,851 7,293,119 108,278,921 Employer's Workers' Comp. Ins. - - 199,473 199,473 Employer's Unemployment Ins. - 1,239,965 - 1,239,965 Employer's Life Insurance - 168,451 11,196 179,647 Total Employee Benefits $ 237,780,251 $ 81,501,180 $ 22,435,166 $ 341,716,597 27.04% 17.39% 16.11% 22.98%
Total Salaries/Employee Benefits $ 836,716,116 $ 322,186,629 $ 83,238,702 $ 1,242,141,447 95.15% 68.77% 59.76% 83.52% Non-personnel Costs
Contracted Services 16,949,275 16,933,273 19,686,001 53,568,549 Workshop Expenses 1,553,979 1,591,926 7,439,051 10,584,956 Advertising Cost - 21,600 4,400 26,000 Printing and Binding Fees 36,260 139,848 277,852 453,960 Reproduction Costs 49,000 147,948 2,347 199,295 Other Prof & Tech Services 2,250 - 144,250 146,500 Public Utilities - Electric Services - 12,923,444 7,362,526 20,285,970 Public Utilities - Natural Gas - 2,922,230 - 2,922,230 Public Utilities – Water and Sewer - 5,258,420 631,688 5,890,108 Waste Management - 1,019,609 - 1,019,609 Contracted Repairs & Maintenance 24,500 8,351,313 30,000 8,405,813 Rentals/Leases - 420,984 145,584 566,568 Pupil Transportation - Contracted 3,391,293 1,109,405 120,264 4,620,962
39 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2018-2019 PROPOSED CURRENT EXPENSE BUDGET: DETAIL EXPENDITURES BY FUNDING SOURCE
Federal/Special Description State County Grand Total Revenue/Other
Travel Reimbursement 174,380 1,193,044 457,953 1,825,377 Field Trips 19,000 157,525 190,326 366,851 Telephone/Telecommunication 1,431,767 2,004,279 431,427 3,867,473 Postage 48,000 34,669 127,472 210,141 Employee Education Reimbursement 86,000 2,000 15,000 103,000 Membership Dues and Fees 50,000 830,820 300,800 1,181,620 Liability Insurance - 3,882,987 495,951 4,378,938 Vehicle Liability Insurance 128,000 1,521 - 129,521 Property Insurance - 950,226 421,738 1,371,964 Fidelity Bond Premium - 13,331 - 13,331 Other Insurance and Judgments - 66,500 7,000 73,500 Debt Service-Principal & Interest - 582,736 - 582,736 Indirect Cost - - 3,055,607 3,055,607 Total Purchased Services $ 23,943,704 $ 60,559,638 $ 41,347,237 $ 125,850,579 2.72% 12.93% 29.68% 8.46%
Supplies and Materials 4,712,797 14,264,669 9,601,544 28,579,010 State Textbooks 2,164,172 - - 2,164,172 Other Textbooks - 1,052,362 691,478 1,743,840 Library Books 115,335 367,013 12,213 494,561 Computer Software and Supplies 4,059,546 4,353,619 2,410,627 10,823,792 Repair Parts, Grease, and Anti-Freeze 1,133,032 3,945,714 - 5,078,746 Gas/Diesel Fuel 3,234,798 2,857,197 - 6,091,995 Oil 101,484 39,303 - 140,787 Tires and Tubes 657,844 147,050 - 804,894 Food Purchases -PreK/Extend. Day 51,168 74,646 192,975 318,789 Furniture & Equipment - Inventoried 55,365 2,477,132 573,862 3,106,359 Computer Equipment - Inventoried 2,010,070 2,937,951 1,054,193 6,002,214 Total Supplies and Materials $ 18,295,611 $ 32,516,656 $ 14,536,892 $ 65,349,159 2.08% 6.94% 10.44% 4.39%
Equipment - Capitalized 400,000 137,959 61,240 599,199 Computer Hardware - Capitalized - 111,717 111,451 223,168 License and Title Fees 30,540 - - 30,540 Total Equipment and Vehicles $ 430,540 $ 249,676 $ 172,691 $ 852,907 0.05% 0.05% 0.12% 0.06%
Transfers to Charter Schools - 53,020,120 - 53,020,120 Total Fund Transfers $ - $ 53,020,120 $ - $ 53,020,120 0.00% 11.32% 0.00% 3.57% ------Grand Total $ 879,385,971 $ 468,532,719 $ 139,295,522 $ 1,487,214,212 100.00% 100.00% 100.00% 100.00%
40 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2018-2019 PROPOSED CURRENT EXPENSE BUDGET: ALIGNMENT WITH THE DISTRICT'S PRIORITY FOCUS AREAS BY FUNDING SOURCE DETAIL
2018-19 2018-19 2018-19 2018-19 2018-19 Proposed Proposed Proposed Proposed Proposed State County Federal Other and Total Funds Approp. and Other Special Rev. Budget
PRIORITY 1 - Academic growth/high academic achievement 38.82% 13.22% 3.94% 0.06% 56.05%
PRIORITY 2 - High Quality Staff 3.69% 2.35% 1.89% 0.02% 7.95%
PRIORITY 3 - District culture and engagement 7.54% 2.93% 0.93% 0.04% 11.44%
PRIORITY 4 - Social and emotional development 6.58% 2.23% 1.03% 0.02% 9.86%
PRIORITY 5 - Strategic support and business operations 2.51% 10.77% 0.63% 0.80% 14.71%
Total Funding 59.13% 31.50% 8.43% 0.94% 100.00%
41 This page left blank intentionally. Proposed County Appropriation Proposed Proposed County Appropriation County CHARLOTTE-MECKLENBURG BOARD OF EDUCATION DETAIL OF CHANGES TO 2017-2018 COUNTY APPROPRIATION
2017-18 BASE BUDGET $ 428,744,699
I. SUSTAINING OPERATIONS
A. Program Continuation 1. House Bill 90 Enhancement Teachers' Local Supplement $ 784,543 Total Sustaining Operations $ 784,543
II. INVESTING IN OUR EMPLOYEES
A. Salaries and Benefits 1. Salary Increases - local impact of a 3% increase for school admin and non-certified staff and an average 7% increase for certified staff and a board member increase $ 11,020,317 2. Local (County) Supplement Increase - 7% increase on supplement amount for teachers and certified staff 6,884,491 3. Health Insurance Rate Increase - from $5,869 to $6,104 annually per eligible employee 678,156 4. Retirement Rate Increase - from 17.13% to 18.44% of eligible earnings 2,779,603
Total Investing In Our Employees $ 21,362,567
III. STUDENT GROWTH AND ADDITIONAL SPACE
A. Student Enrollment Growth Costs
1. Charter School Enrollment Growth - 1,872 new students $ 3,393,269 Total Student Enrollment Growth Costs $ 3,393,269
B. Additional Facility Space - including new, renovated and repurposed schools 1. Additional Staffing Allotments for New Schools $ 317,314 2. Maintenance and Operating Costs for All Additional Space 605,433 Total Additional Facility Space Costs $ 922,747
Total Student Growth and Additional Space Costs $ 4,316,016
IV. PROGRAM EXPANSION
A. Student Support Services $ 4,656,787 B. English Learners (EL) Teachers 1,464,730 C. Custodial Staffing 1,823,933 D. Cultural Proficiency 500,000 E. Instructional Applications 3,800,000 F. AVID Expansion 455,858 G. Security Enhancement Staff 623,586 $ 13,324,894
2018-2019 PROPOSED COUNTY APPROPRIATION $ 468,532,719
INCREASE IN TOTAL COUNTY APPROPRIATION OVER PRIOR YEAR $ 39,788,020
43 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2018-19 CURRENT EXPENSE BUDGET: PROPOSED COUNTY APPROPRIATION
Salaries and Purchased Supplies and Benefits Services Materials
EXPENDITURES
Regular Instructional $ 146,819,079 $ 6,137,968 $ 15,869,328 Special Populations 14,163,315 747,472 1,021,715 Alternative Programs 10,822,400 2,874,986 2,663,919 School Leadership Services 25,170,448 - 640,833 Co-Curricular 3,041,722 1,974,947 206,790 School-Based Support 19,856,689 523,954 568,205 Support and Development 6,288,244 434,724 469,934 Special Population Support and Development 1,666,849 455,858 10,360 Alternative Programs Support and Development 1,328,803 63,481 60,761 Technology Support 10,107,225 1,966,957 1,335,078 Operational Support 51,056,884 34,806,457 8,309,690 Financial and Human Resource Services 12,426,655 6,870,471 679,662 Accountability 3,815,083 337,839 108,515 System-wide Pupil Support 3,773,831 293,428 236,229 Policy, Leadership and Public Relations 11,849,402 2,488,360 335,637 Payments to Charter Schools - - - Debt Service - 582,736 - TOTAL EXPENDITURES $ 322,186,629 $ 60,559,638 $ 32,516,656 PERCENTAGE OF TOTAL 68.77% 12.93% 6.94%
Note: The description for each category is on the following pages 48-55.
44 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2018-19 CURRENT EXPENSE BUDGET: PROPOSED COUNTY APPROPRIATION
Furniture and % of Total Other Total Equipment Budget
128,739 - $ 168,955,114 36.06% - - - 15,932,502 3.40% - - - 16,361,305 3.49% - - - 25,811,281 5.51% 14,227 - 5,237,686 1.12% 31,000 - 20,979,848 4.48% 1,148 - 7,194,050 1.54% - - - 2,133,067 0.46% 357 - 1,453,402 0.31% - - - 13,409,260 2.86% 64,872 - 94,237,903 20.11% 3,354 - 19,980,142 4.26% 5,979 - 4,267,416 0.91% - - - 4,303,488 0.92% - - - 14,673,399 3.13% - - 53,020,120 53,020,120 11.32% - - 582,736 0.12% $ 249,676 $ 53,020,120 $ 468,532,719 100.00% 0.05% 11.32% 100.00%
45 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 $168,955,114 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 $15,932,502 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.
46 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION PROPOSED COUNTY APPROPRIATION BY MAJOR FUNCTION
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 $16,361,305 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.
47 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION PROPOSED COUNTY APPROPRIATION BY MAJOR FUNCTION
5400 School Leadership Services $25,811,281 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 $5,237,686 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 $20,979,848 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.
48 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION PROPOSED COUNTY APPROPRIATION BY MAJOR FUNCTION
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 $7,194,050 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 $2,133,067 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.
49 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION PROPOSED COUNTY APPROPRIATION BY MAJOR FUNCTION
6300 Alternative Programs and Services Support and Development Services $ 1,453,402 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 $13,409,260 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 $94,237,903 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. Does 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.
50 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION PROPOSED COUNTY APPROPRIATION BY MAJOR FUNCTION
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 $19,980,142 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 $4,267,416 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 $4,303,488 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.
51 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION PROPOSED COUNTY APPROPRIATION BY MAJOR FUNCTION
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 $14,673,399 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 $53,020,120 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.
52 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION PROPOSED COUNTY APPROPRIATION BY MAJOR FUNCTION
Capital Outlay Expenditures for acquiring fixed assets, including land or existing buildings, improvements of grounds, initial equipment, additional equipment, and replacement of equipment. Does 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.)
53 This page left blank intentionally. Capital Outlay/Leases Leases Capital Outlay/ CHARLOTTE-MECKLENBURG BOARD OF EDUCATION CAPITAL OUTLAY 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 Outlay Budget. However, since 2006-07 these funds have been used for debt service on school related debt and the Capital Outlay Budget has been funded with County revenues.
The Capital Outlay 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.
55 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION CAPITAL OUTLAY BUDGET SCHEDULE OF REVENUES AND EXPENDITURES
2018-19 2017-18 2016-17 2015-16 Proposed Adopted Adopted Adopted Budget Budget Budget Budget REVENUES County 40,660,000 22,960,000 22,960,000 12,960,000 TOTAL CAPITAL OUTLAY REVENUES $ 40,660,000 $ 22,960,000 $ 22,960,000 $ 12,960,000
EXPENDITURES Buildings and Sites Roofs $ 4,845,293 $ 5,451,889 $ 6,607,518 $ 1,215,000 Heating and Air Conditioning 5,485,939 3,899,014 3,076,748 3,373,493 Asphalt Resurfacing & Paving 3,313,384 3,294,577 4,990,050 25,000 Plumbing 1,070,000 - - - Carpeting - 391,372 150,000 90,000 Stage Curtains - 25,000 25,000 10,000 Sites 4,125,000 4,560,970 4,880,300 656,063 Renovations 907,000 3,341,539 2,345,000 5,494,000 Electrical 2,263,000 1,085,255 135,000 69,000 Total Buildings and Sites $ 22,009,616 $ 22,049,616 $ 22,209,616 $ 10,932,556 Furniture and Equipment Classroom and Office Equipment $ 550,384 $ 550,384 $ 550,384 $ 1,682,258 Computer Equipment - Instructional 100,000 100,000 100,000 100,000 Vehicles 200,000 160,000 - 145,186 Insurance Claims 100,000 100,000 100,000 100,000 Total Furniture and Equipment $ 950,384 $ 910,384 $ 750,384 $ 2,027,444 Additional Capital Projects Bus garages and washing stations $ 8,500,000 $ - $ - $ - School security enhancement 9,200,000 - - - Total Additional Capital Projects $ 17,700,000 $ - $ - $ -
TOTAL CAPITAL OUTLAY EXPENDITURES $ 40,660,000 $ 22,960,000 $ 22,960,000 $ 12,960,000
56 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION LEASE, INSTALLMENT CONTRACTS & 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.
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. Operating Leases The Board has various annual lease agreements principally for office equipment, which are classified as operating leases. Operating lease expense for the year ended June 30, 2017 totaled $1.3 million. b. Installment Purchases 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.
Year Ending June 30 Government Activities 2018 $ 3,266 2019 2,007 2020 1,773 Total Payments $ 7,046
c. Energy Performance Contract The Board has an Energy Performance Contract Agreement for the purpose of furnishing certain professional services designed to reduce energy consumption and operational costs. The agreement is financed by Wells Fargo Bank. Energy savings resulting from the project are expected to equal or exceed the total costs payable.
The annual debt service requirements for the Energy Performance Contract Agreement (expressed in thousands) are as follows:
Year Ending Principal Interest 2018 567 15
57 This page left blank intentionally. Enterprise Programs Enterprise Programs Enterprise CHARLOTTE-MECKLENBURG BOARD OF EDUCATION CHILD NUTRITION PROGRAM DESCRIPTION
The mission of Child Nutrition Services is to have caring professionals offer students nutritious, appealing, and affordable meals in support of academic success.
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 86 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.
Child Nutrition Services serves more than 41,000 breakfasts and 80,000 lunches each day. Another 12,000 customers are reached each day through adult meals and supplemental food sales. Charlotte-Mecklenburg Schools’ Before School, After School and EY tutoring programs consume 10,500 snacks and supper meals per day. There are 165 full service cafeteria operations. Five schools transport meals to satellite locations that house small specialty education programs. 60.00% of CMS student population were economically disadvantaged students in SY 2016-17.
59 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION CHILD NUTRITION PROGRAM SCHEDULE OF REVENUES, EXPENSES, AND CHANGES IN RETAINED EARNINGS
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Budget Budget Expenditures Expenditures OPERATING REVENUES: Student Meals $ 5,189,621 $ 5,136,555 $ 5,294,915 $ 5,241,383 Supplemental Sales 6,380,302 6,730,322 6,590,577 6,867,675 Total Operating Revenues 11,569,923 11,866,877 11,885,492 12,109,058
OPERATING EXPENSES: Food and Commodities 27,774,216 27,192,993 27,065,269 26,400,964 Salaries 24,849,450 24,641,127 22,386,892 22,043,870 Employee Benefits 6,709,352 6,178,820 5,908,497 4,479,978 Materials and Supplies 1,989,712 2,284,918 1,896,072 2,218,367 Depreciation 1,701,572 1,760,734 1,732,002 1,709,451 Contracted Services 3,833,848 3,568,137 3,484,400 3,464,211 Other 4,676,227 4,711,034 4,233,214 4,573,819 Total Operating Expenses 71,534,377 70,337,763 66,706,346 64,890,660
OPERATING INCOME (LOSS) (59,964,454) (58,470,886) (54,820,854) (52,781,602)
U.S. Government Subsidy and Commodities 58,467,840 57,670,886 57,184,671 57,428,705 Interest Revenue and Other Misc. Revenue 1,196,614 500,000 748,972 970,250 Total Non-Operating Revenue 59,664,454 58,170,886 57,933,643 58,398,955
INCOME (LOSS) BEFORE OPERATING TRANSFER (300,000) (300,000) 3,112,789 5,617,353
OPERATING TRANSFER FROM GENERAL FUND 300,000 300,000 260,549 347,250 Change in Net Position - - 3,373,338 5,964,603
Total Net Position - Beginning of Year* 43,346,336 43,346,336 39,972,998 34,008,395
Total Net Position - End of Year** $ 43,346,336 $ 43,346,336 $ 43,346,336 $ 39,972,998
* Based on prior year actuals ** Includes fund balance invested in fixed assets
60 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION CHILD NUTRITION PROGRAM COMPARISON OF MEAL PRICES
BREAKFAST LUNCH
Elementary Secondary Adult Elementary Secondary Adult
2018-19 Proposed No Charge No Charge A La Carte $ 2.25 $ 2.50 A La Carte
2017-18 Adopted No Charge No Charge A La Carte $ 2.25 $ 2.50 A La Carte
2016-17 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
2014-15 No Charge No Charge A La Carte $ 2.25 $ 2.50 A La Carte
2013-14 No Charge No Charge A La Carte $ 2.25 $ 2.25 A La Carte
2012-13 $ 1.25 $ 1.25 A La Carte $ 2.15 $ 2.15 A La Carte
2011-12 $ 1.25 $ 1.25 A La Carte $ 2.05 $ 2.05 A La Carte
2010-11 $ 1.25 $ 1.25 A La Carte $ 2.00 $ 2.00 A La Carte
2009-10 $ 1.25 $ 1.25 A La Carte $ 2.00 $ 2.00 A La Carte
2008-09 $ 1.25 $ 1.25 A La Carte $ 2.00 $ 2.00 A La Carte
2007-08 $ 1.25 $ 1.25 A La Carte $ 2.00 $ 2.00 A La Carte
61 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 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 who perform below grade level. 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.
Starting in 2018 students will have access to an online Foreign Language Program. Students will be able to progress at their own level or become familiar with a new Foreign Language Program.
The After School Enrichment Program is currently offered at eighty-three 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 2018-19 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
62 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION AFTER SCHOOL ENRICHMENT PROGRAM SCHEDULE OF REVENUES, EXPENSES, AND CHANGES IN RETAINED EARNINGS
2018-19 2017-18 2016-17 2015-16 Proposed Adopted Actual Actual Budget Budget Expenditures Expenditures
OPERATING REVENUES: Participant Fees $ 13,973,335 $ 13,951,312 $ 13,972,208 $ 13,295,021
OPERATING EXPENSES: Salaries 8,890,640 9,030,633 8,835,408 8,165,714 Benefits 2,221,020 2,042,979 2,003,513 1,493,531 Food Costs 407,541 709,186 462,796 399,579 Material and Supplies 233,831 310,155 243,476 391,976 Contracted Services 684,926 534,957 280,493 292,356 Other 1,610,377 1,352,402 1,651,462 1,495,666 Total Operating Expenses 14,048,335 13,980,312 13,477,148 12,238,822
OPERATING INCOME (LOSS) (75,000) (29,000) 495,060 1,056,199
NON-OPERATING REVENUES: Interest Income 75,000 29,000 59,939 36,231 Contributions and Grants - - - Total Non-Operating Revenue 75,000 29,000 59,939 36,231
Change in Net Position - - 554,999 1,092,430
Total Net Position - Beginning of Year* 4,393,871 4,393,871 3,838,872 2,746,442
RETAINED EARNINGS - End of Year $ 4,393,871 $ 4,393,871 $ 4,393,871 $ 3,838,872
Average number of participants students per week 6,200 6,200 6,100 6,100
*Based on prior year actuals
63 This page left blank intentionally. Results and Accountability
Results and Accountability CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ACADEMIC ACHIEVEMENT
End-of-Grade Exam Overall Performance In 2016-17, 45.9% of CMS students in grades 3-8 scored Level IV (College and Career Ready) or higher in reading on the state’s annual End-of-Grade assessment, a difference of +0.4 points compared to the state overall. In math, 53.3% 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, 63.9% of CMS students in grades 5 and 8 scored Level IV (College and Career Ready) or higher in 2016-17, a difference of +1.3 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.
2016-17 Reading Percent of Students Scoring Level IV (College and Career Ready) or Higher
CMS NC Difference between Test 2016-17 Percent 2016-17 Percent CMS and NC C & C Ready C & C Ready
Reading 3 46.5% 46.1% +0.4 points Reading 4 44.3% 43.7% +0.6 points Reading 5 43.7% 42.5% +1.2 points Reading 6 50.4% 50.4% 0.0 points Reading 7 48.8% 48.9% -0.1 points Reading 8 42.2% 41.7% +0.5 points Reading 3-8 45.9% 45.5% +0.4 points
Source: North Carolina Department of Public Instruction http://www.ncpublicschools.org/accountability/reporting/
2016-17 Mathematics Percent of Students Scoring Level IV (College and Career Ready) or Higher
CMS NC Difference between Test 2015-16 Percent 2015-16 Percent CMS and NC C & C Ready C & C Ready
Math 3 58.2% 52.1% +6.1 points Math 4 55.6% 50.9% +4.7 points Math 5 60.2% 53.9% +6.3 points Math 6 50.3% 45.3% +5.0points Math 7 48.8% 43.0% +5.8 points Math 8 45.1% 39.6% +5.5 points Math 3-8 53.3% 47.6% +5.7 points
Source: North Carolina Department of Public Instruction http://www.ncpublicschools.org/accountability/reporting/
65 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ACADEMIC ACHIEVEMENT
2016-17 Science Percent of Students Scoring Level IV (College and Career Ready) or Higher CMS NC Difference Test 2016-17 Percent 2016-17 Percent between C & C Ready C & C Ready CMS and NC Science 5 62.6% 59.1% +3.5. points Science 8 65.2% 66.2% -1.0 points Science 63.9% 62.6% +1.3 points 5 & 8
Source: North Carolina Department of Public Instruction http://www.ncpublicschools.org/accountability/reporting/
End-of-Grade Exam Subgroup Performance Differences in college and career ready rates exist by subgroup in reading, math, and science. For example, in 2016-17, 66.0% of Asian students, 31.3% of Black, 31.2% of Hispanic, and 73.7% of White students were College and Career Ready in reading. Differences also exist by racial/ethnic subgroup in math and science. In math, 78.5% of Asian students, 36.0% of Black, 44.2% of Hispanic, and 79.1% of White students were College and Career Ready. In science, 81.5% of Asian, 49.9% of Black, 53.9% of Hispanic, and 86.8% of White students were College and Career Ready in 2016-17.
2016-17 Reading Results by Subgroup Grades 3-8 Percent of Students Scoring Level IV (College and Career Ready) or Higher
73.7 66.0
31.3 31.2 28.4
12.9 11.2
Asian Black Hispanic White SWD LEP EDS
Source: North Carolina Department of Public Instruction http://www.ncpublicschools.org/accountability/reporting/ 2016-17 State, District, and School Level Drilldown Performance Data
66 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ACADEMIC ACHIEVEMENT
2016-17 Math Results by Subgroup Grades 3-8 Percent of Students Scoring Level IV (College and Career Ready) or Higher
78.5 79.1
44.2 36.0 36.8 26.1
15.6
Asian Black Hispanic White SWD LEP EDS
Source: North Carolina Department of Public Instruction http://www.ncpublicschools.org/accountability/reporting/ 2016-17 State, District, and School Level Drilldown Performance Data
2016-17 Science Results by Subgroup Grades 5 and 8 Percent of Students Scoring Level IV (College and Career Ready) or Higher
86.8 81.5
53.9 49.9 48.7
24.9 20.3
Asian Black Hispanic White SWD LEP EDS
Source: North Carolina Department of Public Instruction http://www.ncpublicschools.org/accountability/reporting/ 2016-17 State, District, and School Level Drilldown Performance Data
67 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ACADEMIC ACHIEVEMENT
End-of-Course Exam Overall Performance In 2016-17, 54.3% of CMS students scored Level IV (College and Career Ready) or higher on the English II End-of-Course exam, a difference of +4.2 points compared to the state overall. In Math I, 60.2% of CMS students scored Level IV (College and Career Ready) or higher on the state’s annual End-of-Course assessment, a difference of +6.1 points compared to the state. In Biology, 48.6% of CMS students scored Level IV (College and Career Ready) or higher on the state’s annual End-of- Course exam, a difference of +4.0 points compared to the state.
2016-17 End of Course Exams Percent of Students Scoring Level IV (College and Career Ready) or Higher
CMS NC Difference between Test 2016-17 Percent 2016-17 Percent CMS and NC C & C Ready C & C Ready
Math I 60.2% 54.1% +6.1 points English II 54.3% 50.1% +4.2 points Biology 48.6% 47.5% +1.1 points EOC Composite 54.9% 50.9% +4.0 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 2016-17, 67.0% of Asian students, 38.3% of Black, 41.1% of Hispanic, and 82.5% of White students were College and Career Ready on the English II exam. On the Math I exam, 82.4% of Asian students, 38.7% of Black, 47.6% of Hispanic, and 85.9% of White students were College and Career Ready. In Biology, 69.4% of Asian, 31.5% of Black, 35.1% of Hispanic, and 77.3% of White students were College and Career Ready in 2016-17.
2016-17 English II Results by Subgroup Percent of Students Scoring Level IV (College and Career Ready) or Higher
82.5
67.0
41.1 38.3 36.7
13.6 5.0
Asian Black Hispanic White SWD LEP EDS
Source: North Carolina Department of Public Instruction http://www.ncpublicschools.org/accountability/reporting/ 2016-17 State, District, and School Level Drilldown Performance Data
68 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ACADEMIC ACHIEVEMENT
2016-17 Math I Results by Subgroup Percent of Students Scoring Level IV (College and Career Ready) or Higher
85.9 82.4
47.6 38.7 39.6
17.5 13.7
Asian Black Hispanic White SWD LEP EDS
Source: North Carolina Department of Public Instruction http://www.ncpublicschools.org/accountability/reporting/ 2016-17 State, District, and School Level Drilldown Performance Data
2016-17 Biology Results by Subgroup Percent of Students Scoring Level IV (College and Career Ready) or Higher
77.3 69.4
35.1 31.5 30.6
15.2 8.4
Asian Black Hispanic White SWD LEP EDS
Source: North Carolina Department of Public Instruction http://www.ncpublicschools.org/accountability/reporting/ 2016-17 State, District, and School Level Drilldown Performance Data
SAT Results In 2017, The SAT underwent a major change. The new SAT debuted in March 2016 and impacts students in the class of 2017. The content on the new SAT includes Evidence-Based Reading and Writing (EBRW), Math, and an optional essay. The number of questions and the scores in the 25th, 50th, and 75th percentiles nationally have changed substantially and it is not recommended to compare the old SAT scores to the new SAT scores. In 2017, the average score for CMS (1066) is eight points below the average score for NC (1074) and twenty-two points above the national average (1044).
69 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ACADEMIC ACHIEVEMENT
2003-2017 SAT Results Public School Students Math and Critical Reading Score Totals** 1080 1070 1060 1050 1040 1030 1020 1010 1000 990 andMathematics Scores 980 Sum of Critical Reading (verbal) 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 CMS 1001 1005 1008 995 996 1006 1007 1014 1002 990 996 1010 992 1001 1066 NC 1001 1006 1010 1008 1004 1007 1006 1004 1001 997 1001 1006 1002 1010 1074 Nation 1026 1026 1028 1021 1017 1017 1016 1015 1011 1010 1010 1010 1006 981 1044
CMS NC Nation
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. In 2017, The SAT underwent a major change. The new SAT debuted in March 2016
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 2017, 53.3% of AP exams taken by CMS students received a 3, 4, or 5, which is 1.7 percentage points higher than the state of North Carolina and 4.7 points lower than national public schools.
2012 – 2017 Advanced Placement (AP) Exam Performance Percent of Exams Taken Receiving a (Passing) Score of 3, 4, or 5 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0%
Receiving a 3, or5 4, 0.0% Percentof Exams Taken 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 CMS 70.4% 66.4% 49.8% 49.6% 52.7% 53.3% NC 58.9% 59.2% 55.7% 50.8% 51.4% 51.6% National Public 59.2% 59.0% 59.1% 55.8% 55.9% 58.0% CMS NC National Public
Source: College Board District Integrated Summary
70 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION UNDERSTANDING THE BUDGET
Charlotte Mecklenburg Schools (CMS) is the second-largest school district in North Carolina and the 18th-largest in the U.S. It is also one of the largest employers in Mecklenburg County, with more than 18,000 full-and part-time employees. Like most school districts in the state, CMS does not have taxing authority and relies primarily on funding from these sources:
County - County funding is a major source of operating revenue for CMS. Therefore, the County’s economic outlook directly affects that of the school district. County revenues come from several different sources, including property taxes on homes and businesses, county sales taxes and fees. State - Each year, the North Carolina General Assembly approves the state budget. Money for education is allocated to North Carolina’s Department of Public Instruction, which divides funds among the 115 school districts in the state and charter schools. Individual district allocations are based on the number of students and their special needs, family-income levels and other factors. Most state funding must be used for specific purposes or programs determined by the state.
Federal - Almost all federal funds are directed to specific programs. Some federal funds, such as Title I, are allocated based on the CMS student population. In other cases, the school district must submit competitive grant applications.
The total budget for the district is actually two separate budgets – an operating budget and a capital budget. The two budgets are equally important but they are separately funded. The district’s operating budget pays for the day-to-day expenses of operating schools and administrative offices. It includes expenses such as utilities, supplies, transportation and salaries and benefits. For the 2017-2018 school year, the operating budget was funded as follows:
State-59% County-32% Federal & Other- 9% More than 80 percent of the operating budget is used for salaries and benefits. About 80 percent of CMS employees work in schools. Of the school-based employees, about 63 percent are teachers. Principals, guidance counselors, media specialists, teacher assistants, cafeteria workers and other support staff make up the rest of school-based employees.
The capital budget is similar to the structural costs of a home, such as necessary renovations or improvements. It pays for the design and construction of new schools, expansion of existing schools and major renovation and replacement of older facilities to meet education and safety standards. The capital budget is primarily funded through bonds approved by voters and issued by the county.
71 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION FACTORS AFFECTING THE BUDGET
The CMS budget is affected by several key factors, including the economy, enrollment, charter schools, new initiatives and sustaining operations. Economy Charlotte-Mecklenburg enjoys a balanced economy that encompasses many sectors, as well as companies that range in size from multinational to microbusiness. Diverse business interests, once thought to shelter Mecklenburg County from problems that resulted from slowdowns in certain sectors, are still showing signs of vulnerability. However, the state remains in a relatively better position than some states.
MECKLENBURG COUNTY, NORTH CAROLINA TOP 10 EMPLOYERS CURRENT YEAR AND NINE YEARS AGO
2016 2007 % of Total % of Total Employer Employees Rank County Employees Rank County Employment Employment Carolinas HealthCare System 35,000 1 6.62% 22,159 1 5.06% Wells Fargo 23,000 2 4.35% 20,000 2 4.57% CMS 18,143 3 3.43% - - - Wal-Mart Stores, Inc. 17,100 4 3.24% 13,192 4 3.01% Bank of America Corp. 15,000 5 2.84% 15,000 3 3.43% American Airlines 11,000 7 2.08% - - - Novant Health Hospital 11,000 8 2.08% 8,505 6 1.94% Delhaize America, 9,078 9 1.72% 8,658 5 1.98% Inc./Food Lion Harris Teeter 8,239 10 1.56% 7,000 8 1.60%
NOTES: Data per Charlotte Chamber of Commerce Most recent data per Charlotte Chamber of Commerce publication, Charlotte's Largest Employers, dated 2015.
MECKLENBURG COUNTY, NORTH CAROLINA DEMOGRAPHIC STATISTICS LAST TEN YEARS
Total Per
Personal Income Capita Median School Unempl Year Population Income Age Enrollment Rate
2016 1,085,353 $ 27,738,165,000 $ 25,557 N/A 146,140 4.8% 2015 1,055,791 26,268,690,000 24,881 35.4 145,363 5.7% 2014 1,027,034 23,708,977,500 23,085 34.4 142,612 6.8% 2013 999,060 22,270,607,500 22,292 34.0 141,171 9.4% 2012 966,160 22,605,735,000 23,398 33.9 138,012 9.9% 2011 938,020 23,109,445,000 24,636 35.2 135,638 11.1% 2010 919,628 23,046,007,500 25,060 35.2 133,664 11.2% 2009 893,892 22,365,015,000 25,020 35.1 134,060 11.5% 2008 869,954 21,920,959,643 25,198 35.1 132,281 6.1% 2007 842,674 21,657,699,496 25,701 35.1 129,011 4.5%
NOTES: N/A = Data not available Data provided by the Charlotte Chamber of Commerce, the North Carolina Office of State Planning and the Charlotte-Mecklenburg School system.
72 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION FACTORS AFFECTING THE BUDGET
Enrollment - More students require more resources, including teachers and school-based staff. 20th day student enrollment for 2017-18 was 147,359, up 202 or .14 percent over last school year. Overall student enrollment has grown by over 13,000 or 8.9 percent since the 2009-10 school year. CMS Enrollment Growth 3,500 3,159 3,000 2,751 2,374 2,500 1,974 2,000 1,441 1,500 1,017 1,000 777 500 202 * - # of CMS Students (500) (179) (396) (1,000)
*Enrollment decline is a result of state legislation that changed the age for entrance into kindergarten
Charter schools - CMS are statutorily obligated to provide funding for all Mecklenburg County students in charter schools. Funding for charter schools is included in the CMS budget but is not retained by CMS. The chart below shows the adopted budget for charter school compared to the actual payments made to charters each year.
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$-
73 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION FACTORS AFFECTING THE BUDGET
Sustaining Operations – Funding required to maintain current service levels and to meet state mandated salary and benefit increases.
Retirement
20.00% 18.44% 15.32% 16.33% 17.13% 14.23% 14.69%14.91% 15.00% 13.12% 10.51% 8.75% 10.00%
% of % Salary of 5.00%
0.00%
Health 7,000 $6,104 $5,565 $5,869 $5,471 6,000 $5,192 $5,285 $5,435 $4,929 $4,931 5,000 $4,527
4,000
3,000
2,000
1,000 Cost Per Employee Employee Per Cost 0
74 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION SCHOOL BUDGET AND FISCAL CONTROL
The Charlotte Mecklenburg Board of Education budget is adopted in compliance with the statutory requirements of the North Carolina School Budget and Fiscal Control Act. This act contains the following statutes related to the budget process: 115C-425. Annual balanced budget resolution. (a) Each local school administrative unit shall operate under an annual balanced budget resolution adopted and administered in accordance with this Article. A budget resolution is balanced when the sum of estimated net revenues and appropriated fund balances is equal to appropriations. Appropriated fund balance in any fund shall not exceed the sum of cash and investments minus the sum of liabilities, encumbrances, and deferred revenues arising from cash receipts, as those figures stand at the close of the fiscal year next preceding the budget year. The budget resolution shall cover one fiscal year. (b) It is the intent of this Article that all moneys received and expended by a local school administrative unit should be included in the school budget resolution. Therefore, notwithstanding any other provisions of law, after July 1, 1976, no local school administrative unit may expend any moneys, regardless of their source (including moneys derived from federal, State, or private sources), except in accordance with a budget resolution adopted pursuant to this Article. (c) Subsection (b) of this section does not apply to funds of individual schools, as defined in G.S. 115C-448. (1975, c. 437, s. 1; 1981, c. 423, s. 1; 1993, c. 179, s. 1.) 115C-426. Uniform budget format. (a) The State Board of Education, in cooperation with the Local Government Commission, shall cause to be prepared and promulgated a standard budget format for use by local school administrative units throughout the State. (b) The uniform budget format shall be organized so as to facilitate accomplishment of the following objectives: (i) to enable the board of education and the board of county commissioners to make the local educational and local fiscal policies embodied therein; (ii) to control and facilitate the fiscal management of the local school administrative unit during the fiscal year; and (iii) to facilitate the gathering of accurate and reliable fiscal data on the operation of the public school system throughout the State. (c) The uniform budget format shall require the following funds: (1) The State Public School Fund. (2) The local current expense fund. (3) The capital outlay fund. In addition, other funds may be used to account for reimbursements, including indirect costs, fees for actual costs, tuition, sales tax revenues distributed using the ad valorem method pursuant to G.S. 105-472(b)(2), sales tax refunds, gifts and grants restricted as to use, trust funds, federal appropriations made directly to local school administrative units, and funds received for prekindergarten programs. In addition, the appropriation or use of fund balance or interest income by a local school administrative unit shall not be construed as a local current expense appropriation included as a part of the local current expense fund.
75 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION SCHOOL BUDGET AND FISCAL CONTROL
Each local school administrative unit shall maintain those funds shown in the uniform budget format that are applicable to its operations. (d) The State Public School Fund shall include appropriations for the current operating expenses of the public school system from moneys made available to the local school administrative unit by the State Board of Education. (e) The local current expense fund shall include appropriations sufficient, when added to appropriations from the State Public School Fund, for the current operating expense of the public school system in conformity with the educational goals and policies of the State and the local board of education, within the financial resources and consistent with the fiscal policies of the board of county commissioners. These appropriations shall be funded by revenues accruing to the local school administrative unit by virtue of Article IX, Sec. 7 of the Constitution, moneys made available to the local school administrative unit by the board of county commissioners, supplemental taxes levied by or on behalf of the local school administrative unit pursuant to a local act or G.S. 115C-501 to 115C-511, State money disbursed directly to the local school administrative unit, and other moneys made available or accruing to the local school administrative unit for the current operating expenses of the public school system. (f) The capital outlay fund shall include appropriations for: (1) The acquisition of real property for school purposes, including but not limited to school sites, playgrounds, athletic fields, administrative headquarters, and garages. (2) The acquisition, construction, reconstruction, enlargement, renovation, or replacement of buildings and other structures, including but not limited to buildings for classrooms and laboratories, physical and vocational educational purposes, libraries, auditoriums, gymnasiums, administrative offices, storage, and vehicle maintenance. (3) The acquisition or replacement of furniture and furnishings, instructional apparatus, data- processing equipment, business machines, and similar items of furnishings and equipment. (4) The acquisition of school buses as additions to the fleet. (5) The acquisition of activity buses and other motor vehicles. (6) Such other objects of expenditure as may be assigned to the capital outlay fund by the uniform budget format. The cost of acquiring or constructing a new building, or reconstructing, enlarging, or renovating an existing building, shall include the cost of all real property and interests in real property, and all plants, works, appurtenances, structures, facilities, furnishings, machinery, and equipment necessary or useful in connection therewith; financing charges; the cost of plans, specifications, studies, reports, and surveys; legal expenses; and all other costs necessary or incidental to the construction, reconstruction, enlargement, or renovation. No contract for the purchase of a site shall be executed nor any funds expended therefor without the approval of the board of county commissioners as to the amount to be spent for the site; and in case of a disagreement between a board of education and a board of county commissioners as to the amount to be spent for the site, the procedure provided in G.S. 115C- 431 shall, insofar as the same may be applicable, be used to settle the disagreement.
76 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION SCHOOL BUDGET AND FISCAL CONTROL
Appropriations in the capital outlay fund shall be funded by revenues made available for capital outlay purposes by the State Board of Education and the board of county commissioners, supplemental taxes levied by or on behalf of the local school administrative unit pursuant to a local act or G.S. 115C-501 to 115C-511, the proceeds of the sale of capital assets, the proceeds of claims against fire and casualty insurance policies, and other sources. (g) Other funds shall include appropriations for such purposes funded from such sources as may be prescribed by the uniform budget format. (1975, c. 437, s. 1; 1981, c. 423, s. 1; 2010- 31, s. 7.17(a); 2013-355, s. 2(a).) 115C-426.1. Vending facilities. Moneys received by a local school administrative unit on account of operation of vending facilities shall be deposited, budgeted, appropriated, and expended in accordance with the provisions of this Article. (1983 (Reg. Sess., 1984), c. 1034, s. 168.) 115C-426.2. Joint planning. In order to promote greater mutual understanding of immediate and long-term budgetary issues and constraints affecting public schools and county governments, local boards of education and boards of county commissioners are strongly encouraged to conduct periodic joint meetings during each fiscal year. In particular, the boards are encouraged to assess the school capital outlay needs, to develop and update a joint five-year plan for meeting those needs, and to consider this plan in the preparation and approval of each year's budget under this Article. (1995 (Reg. Sess., 1996), c. 666, s. 2.) 115C-427. Preparation and submission of budget and budget message. (a) Before the close of each fiscal year, the superintendent shall prepare a budget for the ensuing year for consideration by the board of education. The budget shall comply in all respects with the limitations imposed by G.S. 115C-432. (b) The budget, together with a budget message, shall be submitted to the board of education not later than May 1. The budget and budget message should, but need not, be submitted at a formal meeting of the board. The budget message should contain a concise explanation of the educational goals fixed by the budget for the budget year, should set forth the reasons for stated changes from the previous year in program goals, programs, and appropriation levels, and should explain any major changes in educational or fiscal policy. (1975, c. 437, s. 1; 1981, c. 423, s. 1.) 115C-428. Filing and publication of the budget; budget hearing. (a) On the same day that he submits the budget to the board of education, the superintendent shall file a copy of it in his office where it shall remain available for public inspection until the budget resolution is adopted. He may also publish a statement in a newspaper qualified under G.S. 1-597 to publish legal advertisements in the county that the budget has been submitted to the board of education, and is available for public inspection in the office of the superintendent of schools. The statement should also give notice of the time and place of the budget hearing authorized by subsection (b) of this section.
77 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION SCHOOL BUDGET AND FISCAL CONTROL
(b) Before submitting the budget to the board of county commissioners, the board of education may hold a public hearing at which time any persons who wish to be heard on the school budget may appear. (1975, c. 437, s. 1; 1981, c. 423, s. 1.) 115C-429. Approval of budget; submission to county commissioners; commissioners' action on budget. (a) Upon receiving the budget from the superintendent and following the public hearing authorized by G.S. 115C-428(b), if one is held, the board of education shall consider the budget, make such changes therein as it deems advisable, and submit the entire budget as approved by the board of education to the board of county commissioners not later than May 15, or such later date as may be fixed by the board of county commissioners. (b) The board of county commissioners shall complete its action on the school budget on or before July 1, or such later date as may be agreeable to the board of education. The commissioners shall determine the amount of county revenues to be appropriated in the county budget ordinance to the local school administrative unit for the budget year. The board of county commissioners may, in its discretion, allocate part or all of its appropriation by purpose, function, or project as defined in the uniform budget format. (c) The board of county commissioners shall have full authority to call for, and the board of education shall have the duty to make available to the board of county commissioners, upon request, all books, records, audit reports, and other information bearing on the financial operation of the local school administrative unit. (d) Nothing in this Article shall be construed to place a duty on the board of commissioners to fund a deficit incurred by a local school administrative unit through failure of the unit to comply with the provisions of this Article or rules and regulations issued pursuant hereto, or to provide moneys lost through misapplication of moneys by a bonded officer, employee or agent of the local school administrative unit when the amount of the fidelity bond required by the board of education was manifestly insufficient. (1975, c. 437, s. 1; 1981, c. 423, s. 1.) 115C-430. Apportionment of county appropriations among local school administrative units. If there is more than one local school administrative unit in a county, all appropriations by the county to the local current expense funds of the units, except appropriations funded by supplemental taxes levied less than countywide pursuant to a local act of G.S. 115C-501 to 115C-511, must be apportioned according to the membership of each unit. County appropriations are properly apportioned when the dollar amount obtained by dividing the amount so appropriated to each unit by the total membership of the unit is the same for each unit. The total membership of the local school administrative unit is the unit's average daily membership for the budget year to be determined by and certified to the unit and the board of county commissioners by the State Board of Education. (1975, c. 437, s. 1; 1981, c. 423, s. 1; 1985 (Reg. Sess., 1986), c. 1014, s. 78.)
78 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION SCHOOL BUDGET AND FISCAL CONTROL
115C-431. Procedure for resolution of dispute between board of education and board of county commissioners. (a) If the board of education determines that the amount of money appropriated to the local current expense fund, or the capital outlay fund, or both, by the board of county commissioners is not sufficient to support a system of free public schools, the chairman of the board of education and the chairman of the board of county commissioners shall arrange a joint meeting of the two boards to be held within seven days after the day of the county commissioners' decision on the school appropriations. Prior to the joint meeting, the Senior Resident Superior Court Judge shall appoint a mediator unless the boards agree to jointly select a mediator. The mediator shall preside at the joint meeting and shall act as a neutral facilitator of disclosures of factual information, statements of positions and contentions, and efforts to negotiate an agreement settling the boards' differences. At the joint meeting, the entire school budget shall be considered carefully and judiciously, and the two boards shall make a good-faith attempt to resolve the differences that have arisen between them. (b) If no agreement is reached at the joint meeting of the two boards, the mediator shall, at the request of either board, commence a mediation immediately or within a reasonable period of time. The mediation shall be held in accordance with rules and standards of conduct adopted under Chapter 7A of the General Statutes governing mediated settlement conferences but modified as appropriate and suitable to the resolution of the particular issues in disagreement. Unless otherwise agreed upon by both boards, the following individuals shall constitute the two working groups empowered to represent their respective boards during the mediation: (1) The chair of each board or the chair's designee; (2) The superintendent of the local school administrative unit and the county manager or either's designee; (3) The finance officer of each board; and (4) The attorney for each board. Members of both boards, their chairs, and representatives shall cooperate with and respond to all reasonable requests of the mediator to participate in the mediation. Notwithstanding Article 33C of Chapter 143 of the General Statutes, the mediation proceedings involving the two working groups shall be conducted in private. Evidence of statements made and conduct occurring in a mediation are not subject to discovery and are inadmissible in any court action. However, no evidence otherwise discoverable is inadmissible merely because it is presented or discussed in a mediation. The mediator shall not be compelled to testify or produce evidence concerning statements made and conduct occurring in a mediation in any civil proceeding for any purpose, except disciplinary hearings before the State Bar or any agency established to enforce standards of conduct for mediators. Reports by members of either working group to their respective boards shall be made in compliance with Article 33C of Chapter 143 of the General Statutes. Unless both boards agree otherwise, or unless the boards have already resolved their dispute, the mediation shall end no later than August 1. The mediator shall have the authority to
79 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION SCHOOL BUDGET AND FISCAL CONTROL determine that an impasse exists and to discontinue the mediation. The mediation may continue beyond August 1 provided both boards agree. If both boards agree to continue the mediation beyond August 1, the board of county commissioners shall appropriate to the local school administrative unit for deposit in the local current expense fund a sum of money sufficient to equal the local contribution to this fund for the previous year. If the working groups reach a proposed agreement, the terms and conditions must be approved by each board. If no agreement is reached, the mediator shall announce that fact to the chairs of both boards, the Senior Resident Superior Court Judge, and the public. The mediator shall not disclose any other information about the mediation. The mediator shall not make any recommendations or public statement of findings or conclusions. The local board of education and the board of county commissioners shall share equally the mediator's compensation and expenses. The mediator's compensation shall be determined according to rules adopted under Chapter 7A of the General Statutes. (c) Within five days after an announcement of no agreement by the mediator, the local board of education may file an action in the superior court division of the General Court of Justice. Either board has the right to have the issues of fact tried by a jury. When a jury trial is demanded, the cause shall be set for the first succeeding term of the superior court in the county, and shall take precedence over all other business of the court. However, if the judge presiding certifies to the Chief Justice of the Supreme Court, either before or during the term, that because of the accumulation of other business, the public interest will be best served by not trying the cause at the term next succeeding the filing of the action, the Chief Justice shall immediately call a special term of the superior court for the county, to convene as soon as possible, and assign a judge of the superior court or an emergency judge to hold the court, and the cause shall be tried at this special term. The judge shall find, or if the issue is submitted to the jury, the jury shall find the facts as to the following in order to maintain a system of free public schools as defined by State law and State Board of Education policy: (i) the amount of money legally necessary from all sources and (ii) the amount of money legally necessary from the board of county commissioners. In making the finding, the judge or the jury shall consider the educational goals and policies of the State and the local board of education, the budgetary request of the local board of education, the financial resources of the county and the local board of education, and the fiscal policies of the board of county commissioners and the local board of education. All findings of fact in the superior court, whether found by the judge or a jury, shall be conclusive. When the facts have been found, the court shall give judgment ordering the board of county commissioners to appropriate a sum certain to the local school administrative unit, and to levy such taxes on property as may be necessary to make up this sum when added to other revenues available for the purpose. (d) An appeal may be taken to the appellate division of the General Court of Justice, and notice of appeal shall be given in writing within 10 days after entry of the judgment. All papers and records relating to the case shall be considered a part of the record on appeal. The conclusion of the school or fiscal year shall not be deemed to resolve the question in controversy between the parties while an appeal is still pending. Any final judgment shall be legally binding on the parties at the conclusion of the appellate process. The payment of any final judgment by the county in favor of the local school administrative unit shall not be considered, or used in any
80 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION SCHOOL BUDGET AND FISCAL CONTROL manner, to deny or reduce appropriations to the local school administrative unit by the county in fiscal years subsequent to the one at issue to offset such payment of a final judgment. (e) If, in an action filed under this section, the final judgment of the General Court of Justice is rendered after the due date prescribed by law for property taxes, the board of county commissioners is authorized to levy such supplementary taxes as may be required by the judgment, notwithstanding any other provisions of law with respect to the time for doing acts necessary to a property tax levy. Upon making a supplementary levy under this subsection, the board of county commissioners shall designate the person who is to compute and prepare the supplementary tax receipts and records for all such taxes. Upon delivering the supplementary tax receipts to the tax collector, the board of county commissioners shall proceed as provided in G.S. 105-321. The due date of supplementary taxes levied under this subsection is the date of the levy, and the taxes may be paid at par or face amount at any time before the one hundred and twentieth day after the due date. On or after the one hundred and twentieth day and before the one hundred and fiftieth day from the due date there shall be added to the taxes interest at the rate of two percent (2%). On or after the one hundred and fiftieth day from the due date, there shall be added to the taxes, in addition to the two percent (2%) provided above, interest at the rate of three-fourths of one percent (3/4 of 1%) per 30 days or fraction thereof until the taxes plus interest have been paid. No discounts for prepayment of supplementary taxes levied under this subsection shall be allowed. (1975, c. 437, s. 1; 1981, c. 423, s. 1; 1989, c. 493, s. 2; 1995 (Reg. Sess., 1996), c. 666, s. 3; 1997-222, s. 1; 2007-92, s. 1; 2013-141, s. 1.) 115C-432. The budget resolution; adoption; limitations; tax levy; filing. (a) After the board of county commissioners has made its appropriations to the local school administrative unit, or after the appeal procedure set out in G.S. 115C-431 has been concluded, the board of education shall adopt a budget resolution making appropriations for the budget year in such sums as the board may deem sufficient and proper. The budget resolution shall conform to the uniform budget format established by the State Board of Education. (b) The following directions and limitations shall bind the board of education in adopting the budget resolution: (1) If the county budget ordinance allocates appropriations to the local school administrative unit pursuant to G.S. 115C-429(b), the school budget resolution shall conform to that allocation. The budget resolution may be amended to change allocated appropriations only in accordance with G.S. 115C-433. (2) Subject to the provisions of G.S. 115C-429(d), the full amount of any lawful deficit from the prior fiscal year shall be appropriated. (3) Contingency appropriations in a fund may not exceed five percent (5%) of the total of all other appropriations in that fund. Each expenditure to be charged against a contingency appropriation shall be authorized by resolution of the board of education, which resolution shall be deemed an amendment to the budget resolution, not subject to G.S. 115C-429(b) and 115C-433(b), setting up or increasing an appropriation for the object of expenditure authorized. The board of education may authorize the superintendent to authorize expenditures from contingency appropriations subject to such limitations and
81 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION SCHOOL BUDGET AND FISCAL CONTROL
procedures as it may prescribe. Any such expenditure shall be reported to the board of education at its next regular meeting and recorded in the minutes. (4) Sufficient funds to meet the amounts to be paid during the fiscal year under continuing contracts previously entered into shall be appropriated. (5) The sum of estimated net revenues and appropriated fund balances in each fund shall be equal to appropriations in that fund. (6) No appropriation may be made that would require the levy of supplemental taxes pursuant to a local act or G.S. 115C-501 to 115C-511 in excess of the rate of tax approved by the voters, or the expenditure of revenues for purposes not permitted by law. (7) In estimating revenues to be realized from the levy of school supplemental taxes pursuant to a local act or G.S. 115C-501 to 115C-511, the estimated percentage of collection may not exceed the percentage of that tax actually realized in cash during the preceding fiscal year, or if the tax was not levied in the preceding fiscal year, the percentage of the general county tax levy actually realized in cash during the preceding fiscal year. (8) Amounts to be realized from collection of supplemental taxes levied in prior fiscal years shall be included in estimated revenues. (9) No appropriation may be made to or from the capital outlay fund to or from any other fund, except as permitted by G.S. 115C-433(d). (10) (c) If the local school administrative unit levies its own supplemental taxes pursuant to a local act, the budget resolution shall make the appropriate tax levy in accordance with the local act, and the board of education shall notify the county or city that collects the levy in accordance with G.S. 159-14. (11) (d) The budget resolution shall be entered in the minutes of the board of education, and within five days after adoption, copies thereof shall be filed with the superintendent, the school finance officer and the county finance officer. (1975, c. 437, s. 1; 1981, c. 423, s. 1; 1987 (Reg. Sess., 1988), c. 1025, s. 13; 1993, c. 57, s. 1.) 115C-433. Amendments to the budget resolution; budget transfers. (a) Subject to the provisions of subsection (b) of this section, the board of education may amend the budget resolution at any time after its adoption, in any manner, so long as the resolution as amended continues to satisfy the requirements of G.S. 115C-425 and 115C-432. (b) If the board of county commissioners allocates part or all of its appropriations pursuant to G.S. 115C-429(b), the board of education must obtain the approval of the board of county commissioners for an amendment to the budget that (i) increases or decreases expenditures from the capital outlay fund for projects listed in G.S. 115C-426(f)(1) or (2), or (ii) increases or decreases the amount of county appropriation allocated to a purpose or function by twenty-five percent (25%) or more from the amount contained in the budget ordinance adopted by the board of county commissioners: Provided, that at its discretion, the board may in its budget ordinance specify a lesser percentage, so long as such percentage is not less than ten percent (10%). (c) The board of education may by appropriate resolution authorize the superintendent to transfer moneys from one appropriation to another within the same fund, subject to such limitations and procedures as may be prescribed by the board of education or State or federal
82 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION SCHOOL BUDGET AND FISCAL CONTROL law or regulations. Any such transfers shall be reported to the board of education at its next regular meeting and shall be entered in the minutes. (d) The board of education may amend the budget to transfer money to or from the capital outlay fund to or from any other fund, with the approval of the board of county commissioners, to meet emergencies unforeseen and unforeseeable at the time the budget resolution was adopted. When such an emergency arises, the board of education may adopt a resolution requesting approval from the board of commissioners for the transfer of a specified amount of money to or from the capital outlay fund to or from some other fund. The resolution shall state the nature of the emergency, why the emergency was not foreseen and was not foreseeable when the budget resolution was adopted, what specific objects of expenditure will be added or increased as a result of the transfer, and what objects of expenditure will be eliminated or reduced as a result of the transfer. A certified copy of this resolution shall be transmitted to the board of county commissioners for (its) approval and to the boards of education of all other local school administrative units in the county for their information. The board of commissioners shall act upon the request within 30 days after it is received by the clerk to the board of commissioners or the chairman of the board of commissioners, after having afforded the boards of education of all other local school administrative units in the county an opportunity to comment on the request. The board of commissioners may either approve or disapprove the request as presented. Upon either approving or disapproving the request, the board of commissioners shall forthwith so notify the board of education making the request and any other board of education that exercised its right to comment thereon. Upon receiving such notification, the board of education may proceed to amend the budget resolution in the manner indicated in the request. Failure of the board of county commissioners to act within the time allowed for approval or disapproval shall be deemed approval of the request. The time limit for action by the board of county commissioners may be extended by mutual agreement of the board of county commissioners and the board of education making the request. A budget resolution amended in accordance with this subsection need not comply with G.S. 115C-430. (1975, c. 437, s. 1; 1981, c. 423, s. 1.) 115C-434. Interim budget. In case the adoption of the budget resolution is delayed until after July 1, the board of education shall make interim appropriations for the purpose of paying salaries and the usual ordinary expenses of the local school administrative unit for the interval between the beginning of the fiscal year and the adoption of the budget resolution. Interim appropriations so made and expended shall be charged to the proper appropriations in the budget resolution. (1975, c. 437, s. 1; 1981, c. 423, s. 1.)
83 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION BUDGET PROCESS, ADMINISTRATION AND MANAGEMENT
CMS operates under an annual balanced budget adopted and administered in accordance with Section 115C-425(a) of the North Carolina School Budget and Fiscal Control Act (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 State law promulgates a standard budget format, which defines budgetary control at the fund, purpose/function or project level. Annual budgets are adopted for all funds, except the individual schools fund, as required by the North Carolina General Statutes. All budgets are prepared using the modified accrual basis of accounting. Under this method, revenues are recognized when measurable and available. The Board considers all revenues reported in the governmental funds to be available if the revenues are collected within sixty days after year-end. These could include federal, state, and county grants, and some charges for services. Expenditures are recorded when the related fund liability is incurred, except for claims and judgments and compensated absences, which are recognized as expenditures to the extent they have matured. The primary sources of revenues for the General Fund are budgeted allocations and appropriations from the State of North Carolina, Mecklenburg County and the Federal Government.
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.
84 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION BUDGET PROCESS, ADMINISTRATION AND MANAGEMENT
The budget process timeline is as follows:
SEPT-OCT SEPT-NOV NOV-DEC Board of Education (BOE) Superintendent and Department Managers Retreat/Board Executive Staff develops submit funding requests, tied Workshops funding priorities for the to the Strategic Plan, to the new fiscal year. Executive Staff
OCT-NOV FY 2018-2019 Adopted operating budget document is published BUDGET PROCESS JAN-MAR Superintendent prepares a TIMELINE budget recommendation for BOE with input from This chart illustrates the steps Executive Staff, Stakeholders in the budget cycle. These are and Board Members JUL-SEPT procedures used by the budget BOE adopts operating office to capture all budget budget requests and prepare the Operating Budget.
Please note that constant adjustments are made to the budget throughout the plan.
JUN- SEPT When the steps have been MAR completed, the sequence Superintendent Community engagement recommends final budget to starts over again in preparation for the next fiscal year. sessions on the BOE based on approved Superintendent’s budget funding from county, state and federal sources
MAY APR
BOE approves and submits Superintendent
MAY-JUN budget request to Board of presents the Budget BOCC adopts county County Commissioners Recommendation budget after holding (BOCC) after holding open to the BOE budget workshops and budget workshops and public hearings public hearing
85 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION BUDGET PROCESS, ADMINISTRATION AND MANAGEMENT
Per state statute, the Board may amend the budget in any manner, so long as the amended budget remains balanced and still conforms to the uniform budget format established by the State Board of Education. The BOE must obtain approval from the BOCC for any amendment to the budget that increases or decreases expenditures from the capital outlay plan fund or that increases or decreases the amount of county appropriation allocated to a purpose or function by twenty-five percent (25%) or more from the amount contained in the budget ordinance adopted by the BOCC. At its discretion, the BOCC may specify a lesser percentage but not less than ten percent (10%).
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.
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.
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.
86 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION BUDGET PROCESS, ADMINISTRATION AND MANAGEMENT
• 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. 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.
87 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION BUDGET PROCESS, ADMINISTRATION AND MANAGEMENT
• 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.
88 Trends and Statistics and Statistics Trends CHARLOTTE-MECKLENBURG BOARD OF EDUCATION KEY STATISTICS (FY2010-2019)
SELECTED TRENDS FISCAL YEAR 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19
ENROLLMENT
Total K-12 Enrollment - 20th 147,180 133,664 135,638 138,012 141,171 142,612 145,363 146,140 147,157 147,359 Day * EL Students 18,407 16,220 15,505 14,830 15,176 17,146 16,938 17,210 19,794 Economically Disadvantaged 51.7%** 51.6% 53.4% 54.4% 54.3% 57.3% 58.5%*** 56.5%*** 60.2%*** Students *
COST PER PUPIL
Budgeted Total Cost $8,533 $8,480 $8,473 $8,518 $8,714 $9,025 $9,215 $9,363 $9,568 $10,105 Budgeted Local Cost $2,374 $2,228 $2,379 $2,390 $2,500 $2,671 $2,766 $2,810 $2,910 $3,183 Local Cost w/o Charter $2,277 $2,119 $2,256 $2,247 $2,339 $2,467 $2,508 $2,518 $2,573 $2,823 Schools
NUMBER OF SCHOOLS
Elementary 108 108 88 88 89 91 95 95 94 95 Middle 33 33 39 39 39 39 39 39 44 46 High 31 33 28 28 28 31 31 33 35 31∆ Alternative 4 4 4 4 4 3 3 3 3 3 Total Schools Operating 176 178 159 159 160 164 168 170 176 175 New Schools Opened 6 2 0 0 1 4 4 2 6 3
% OF TOTAL OPERATING BUDGET
% County 27.83% 26.28% 28.08% 28.06% 28.69% 29.59% 30.02% 30.01% 30.41% 31.50% % State 55.73% 55.19% 56.64% 57.95% 57.58% 57.13% 57.84% 58.53% 59.42% 59.13% % Federal & Other Grants 14.54% 16.16% 13.72% 12.00% 12.20% 11.71% 10.55% 10.00% 8.83% 8.43% % Other /Special Revenue 1.12% 1.03% 1.01% 0.95% 0.91% 0.88% 1.03% .86% .99% .94% % Fund Balance .78% 1.35% 0.55% 1.04% 0.62% 0.69% 0.56% .60% .34% 0%
PERSONNEL CHANGES
Principals/Assistant Principals 396 405 382 373 380 385 410 415 436 427 Teachers** 10,343 10,050 10,471 10,611 10,798 9,513 9,811 9,904 9,736 9,686 Support Staff** 1,344 1,412 1,390 1,496 1,511 Assistants/Tutors 2,258 2,117 2,434 2,488 2,322 2,257 2,342 2,303 2,326 2,328 Admin./Office Personnel 1,221 1,174 1,128 1,143 1,161 1,192 1,230 1,245 1,238 1,234 Transportation 1,506 1,453 1,323 1,354 1,381 1,388 1,386 1,435 1,444 1,444 Building Services/Other 1,221 1,197 1,054 1,063 1,080 1,078 1,127 1,139 1,153 1,223 Total Personnel 16,945 16,396 16,792 17,032 17,122 17,157 17,718 17,831 17,829 17,854
TRANSPORTATION
# of Yellow Buses 1,329 1,075 919 971 1,001 1,011 1,017 1,048 1,079 1,109
* Projected enrollment **For years prior to fiscal year 2015, 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. The current factor is 1.6. ∆ Five Olympic High School academies, each with its own school number, were merged into one location, now having one designated school number.
89 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION STUDENT POPULATION TRENDS IN CHARLOTTE-MECKLENBURG SCHOOLS
Diversity and complex learning needs
As our community continues to become increasingly diverse, Charlotte-Mecklenburg Schools (CMS) also serves numbers of students who come to school with complex learning needs that require additional support and specialized services.
CMS data and national research indicate that all students can learn and achieve at high levels when challenged with high expectations, and given the guidance, support and attention they need to succeed. Effective early childhood programs, smaller class sizes, guidance and health and social services, English as a Second Language instruction and an intense focus on literacy and math are all designed to help CMS narrow the achievement gap between poor and minority students and their more affluent peers.
CMS serves a large number of economically disadvantaged students (EDS) who qualify for the federal assistance lunch program. The number of CMS students who qualify for federal assistance decreased to 51.7% in 2017-18 as calculated by the new formula noted below.
Economically Disadvantaged Students
70.0% 57.3% 58.5% 60.2%* 53.4% 54.4% 54.3% 56.5% 60.0% 51.6% 51.7%* 47.3% 48.7% 50.0%
40.0%
30.0%
20.0%
10.0%
%of Population Student %of 0.0%
School Year
* 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. The current factor is 1.6.
The number of English Learner (EL) students increased in 2017-18. This year’s PreK-12 EL count is 19,794 - an increase from last year’s count (17,210) by 2,584. Within CMS, more than 45,405 K-12 students speak a language other than English at home. CMS students speak 205 different languages and come from 186 countries. The top five home languages are Spanish, Vietnamese, Arabic, French and Telugu. That represents a 16.2% growth rate since the 2007-2008 school year. The following chart shows the trend in this population of students.
90 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION STUDENT POPULATION TRENDS IN CHARLOTTE-MECKLENBURG SCHOOLS
English Learners (EL) Population 19,794 18,407 20,000 17,035 17,210 16,631 16,220 17,146 16,938 15,505 14,830 15,176 15,000
10,000
5,000
0 Number of Students
School Year
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.
According to the December 1, 2017 child count, 14,342 CMS students – 9.7% 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. CMS also serves approximately 15,954 identified gifted and talented students.
Students With Special Needs
15,000 14,702 14,743
14,342 14,500 14,170 14,002 14,000 13,777 13,646 13,661 13,566 13,560 13,532 13,500
13,000 Number of Students
12,500
School Year
91 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION STUDENT POPULATION TRENDS IN CHARLOTTE-MECKLENBURG SCHOOLS
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 2017-2018* American Indian/Multiracial/Pacific Islander 3% Asian 7% African-American 38% Hispanic/Latino 24% White 28% Economically Disadvantaged Students 51.7% Native languages 205 Countries represented 186 English Learners 19,794 Students with Special Needs 14,342
Enrollment by Racial/Ethnic Group
60,000
50,000
40,000
30,000
Number of Students 20,000
10,000
-
School Year
White 28.0% African American 38.1% Latino 24.1% Asian 6.6% Native American/Multi-Racial 3.1%
*CMS 20th day count
92 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION STUDENT POPULATION TRENDS IN CHARLOTTE-MECKLENBURG SCHOOLS
Enrollment
Enrollment in 2018-19 is not projected to grow. Since 2007-08, CMS has grown from a little over 132,000 students to an enrollment of 147,359* students.
CMS Total Enrollment
141,171 142,612 145,363 146,140 146,917 147,359 147,180 138,012 134,060 135,638 140,000 133,664
130,000
120,000
110,000
100,000
Number of Students of Number 90,000
80,000
School Year
*CMS 20th day count
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 increased significantly as well as our population of children with special needs.
93 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION SIX YEAR ENROLLMENT COMPARISON BY GRADE LEVEL
2018-19 2017-18 2016-17 2015-16 2014-15 2013-14 Grades Projected* Actual* Actual* Actual* Actual* Actual*
K 11,350 11,067 11,263 11,734 11,968 12,176 1 11,112 11,214 11,743 12,107 12,286 12,214 2 11,069 11,433 12,029 12,160 12,114 11,908 3 11,363 11,949 12,204 12,027 11,852 11,500 4 11,767 12,039 11,867 11,562 11,343 10,604 5 11,788 11,611 11,386 11,126 10,437 11,045 6 11,236 11,018 10,768 9,994 10,735 10,702 7 11,101 10,861 10,156 10,781 10,712 10,852 8 10,917 10,229 10,925 10,617 11,000 10,535 9 11,701 12,702 12,488 12,962 12,513 11,584 10 11,666 11,506 11,648 11,259 10,788 10,410 11 10,094 10,170 9,851 9,234 9,303 8,644 12 10,171 9,702 8,997 8,830 8,646 8,436 Special 1,845 1,858 1,832 1,747 1,666 2,002 TOTAL ENROLLMENT 147,180 147,359 147,157 146,140 145,363 142,612
* End of First Month (20th Day)
150,000 147,157 147,359 147,180 145,363 146,140 142,612 140,000
130,000
120,000
110,000
100,000 Number of Students 90,000
School Year
94 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION CURRENT EXPENSE SIX YEAR EXPENDITURE COMPARISON
Federal/Special County State Total Revenue/Other
Dollars % Incr. Dollars % Incr. Dollars % Incr. Dollars % Incr.
2018-19 Proposed Budget $ 468,532,719 9.3% 879,385,971 5.0% $ 139,295,522 -2.8% $ 1,487,214,212 5.5% 2017-18 Adopted Budget $ 428,744,699 3.7% $ 837,795,986 5.5% $ 143,328,655 4.0% $ 1,409,869,340 4.8% 2016-17 $ 413,493,792 2.3% $ 794,257,003 4.9% $ 137, 826,349 14.2% $ 1, 345,577,144 5.0% 2015-16 $ 404,286,016 4.1% $ 756,804,591 4.3% $ 120, 650,904 -7.5% $ 1,281,741,511 3.0% 2014-15 $ 388,236,594 8.9% $ 725,305,633 4.0% $ 130, 439,798 10.8% $ 1, 243,982,025 6.1% 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.
$1,500,000,000
$1,300,000,000
$1,100,000,000
$900,000,000
$700,000,000
$500,000,000 Dollars $300,000,000
$100,000,000
2014-15 2015-16 2016-17 2017-18 2018-19 Adopted Budget Proposed Budget School Year
Federal/Special Revenue/Other State County
95 This page left blank intentionally. CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 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 priority focus areas assists in scrutinizing each item in the budget based on its relevance to the overall plan and goals of the district. These processes and other continuous improvement efforts result in a more efficient operation.
The following charts reflect the net reductions and redirections over the last nine years from state, federal and county sources for a total of $259.7 million. From 2009-10 to 2018-19, nearly $187 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.
Total Budget Reductions and Redirections from FY 2010-2018 = $259,728,321 Furniture & Equipment, 0.1%, (309,023)
Salary & Benefits, 68.5%, (177,133,671)
Supplies & Materials, 15.4%, (40,861,169)
Purchased Services, 16.0%, (41,424,458)
Salary & Benefits Purchased Services Supplies & Materials Furniture & Equipment
97 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION COMPARATIVE EXPENDITURES BY FUNDING SOURCE
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Budget Budget Expenditures Expenditures
State of North Carolina $ 879,385,971 $ 837,795,986 $ 794,257,003 $ 756,804,591 Federal and Other Grants 125,305,522 124,499,419 119,537,681 109,267,350 County Appropriation 468,532,719 428,744,699 413,493,792 404,286,016 Other and Special Revenue 13,990,000 18,829,236 18,288,668 11,383,554 Total $ 1,487,214,212 $ 1,409,869,340 $ 1,345,577,144 $ 1,281,741,511
98 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION COMPARATIVE EXPENDITURES PERCENTAGE BY SOURCE
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Budget Budget Expenditures Expenditures
59.13% 59.42% 59.03% 59.05%
State of North Carolina
8.43% 8.83% 8.88% 8.52% Federal & Other Grants
31.50% 30.41% 30.73% 31.54%
County Appropriation
Other and Special Revenue 0.94% 1.34% 1.36% 0.89%
100% 100% 100% 100%
Note: Vertical bar graphs are not intended to be proportional across categories.
99 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION COMPARATIVE EXPENDITURES BY MAJOR FUNCTION
2018-19 2017-18 2016-17 2015-16 Proposed Adopted Actual Actual Budget Budget Budget Expenditures
Instructional Regular Instructional $ 732,422,685 $ 695,187,281 $ 654,405,682 $ 627,625,713 Special Populations 155,643,333 146,062,000 146,296,104 141,336,205 Alternative Programs 105,444,549 96,132,408 91,657,995 84,993,109 Co-Curricular 6,623,312 6,321,691 5,893,058 5,751,383 School-Based Support 81,074,785 74,802,707 66,988,586 61,499,902 Total Instructional 1,081,208,664 1,018,506,087 965,241, 425 921,206, 312
Instructional Support Support and Development 10,335,135 9,141,251 8,395,556 6,820,990 Special Population Support and Development 3,788,941 3,530,474 3,715,946 3,387,098 Alternative Programs Support and Development 4,877,162 5,228,919 3,956,592 3,906,511 System-wide Pupil Support 4,369,354 4,126,126 3,854,988 3,658,250 Total Instructional Support 23,370,592 22,026,770 19,923, 082 17,772, 849
Operations Technology Support 14,095,376 13,776,079 15,093,916 14,362,795 Operational Support 189,402,951 183,417,421 178,594,006 172,459,195 Financial and Human Resource Services 23,057,356 22,911,878 23,493,231 18,912,320 Accountability 4,745,552 4,698,223 3,857,937 4,329,624 Community Services 552,498 539,853 810,640 861,341 Nutrition Services 300,000 300,000 527,736 705,457 Debt Service 582,736 582,736 582,737 582,737 Other 3,055,607 3,016,462 2,521,456 2,212,425 Total Operations 235,792,076 229,242,652 225,481, 659 214,425, 894
Leadership Policy, Leadership and Public Relations 18,081,076 16,851,515 16,771,026 15,330,280 School Leadership Services 75,741,684 73,615,465 77,356,484 74,837,911 Total Leadership 93,822,760 90,466,980 94,127, 510 90,168, 191
Charter School Funds 53,020,120 49,626,851 40,803, 468 38,168, 265
Total $ 1,487,214,212 $ 1,409,869,340 $ 1,345,577,144 $ 1,281,741,511
100 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION INSTRUCTION TAKES TOP PRIORITY
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Budget Budget Expenditures Expenditures
72.71% 72.24% 71.73% 71.86%
Instructional
Instructional Support 1.57% 1.56% 1.48% 1.39%
15.85% 16.26% 16.76% 16.73% Operations
Leadership 6.31% 6.42% 7.00% 7.03%
3.57% 3.52% 3.03% 2.99%
Charter School Funds
100% 100% 100% 100% Note: Vertical bar graphs are not intended to be proportional across categories.
101 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION COMPARATIVE EXPENDITURES BY OBJECT CODE
2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Budget Budget Expenditures Expenditures
Salaries $ 900,424,850 $ 851,507,500 $ 800,048,138 $ 769,822,918 Benefits 341,716,597 312,298,292 269,338,385 249,192,607 Purchased Services 125,850,579 125,617,376 139,921,239 135,208,974 Materials and Supplies 65,349,159 69,934,745 89,085,615 85,270,452 Furniture and Equipment 852,907 884,576 6,380,299 4,078,295 Other 53,020,120 49,626,851 40,803,468 38,168,265 Total $ 1,487,214,212 $ 1,409,869,340 $ 1,345,577,144 $ 1,281,741,511
102 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION PRIMARY INVESTMENT IS IN OUR PEOPLE
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Budget Budget Expenditures Expenditures
83.52% 82.55% 79.48% 79.50%
Salaries and Benefits
8.47% 8.91% 10.40% 10.55% Purchased Services
4.39% 4.96% 6.62% 6.65% Materials and Supplies
Furniture and Equipment 0.06% 0.06% 0.47% 0.32%
Other 3.57% 3.52% 3.03% 2.98%
100% 100% 100% 100%
Note: Vertical bar graphs are not intended to be proportional across categories.
103 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION SUMMARY OF STAFFING
State County Federal/ 2018-19 2017-18 2016-17 Inc./ Special Proposed Amended Adopted (Dec.) for Revenue/ Budget Budget Budget 2018-19 Other
Principals and Assistant Principals 308.79 115.91 2.00 426.70 423.70 3.00 415.50 Teachers 8,221.93 1,157.44 306.30 9,685.67 9,575.67 110.00 9,903.98 Support Staff 1,073.08 244.61 193.50 1,511.19 1,444.19 67.00 1,389.69 Assistants, Tutors and Support 1,583.55 106.00 639.00 2,328.55 2,328.55 - 2,302.80 Administration and Office Personnel 515.50 652.70 66.20 1,234.40 1,234.40 - 1,243.70 Transportation 1,381.88 62.00 - 1,443.88 1,443.88 - 1,435.88 Building Services and Other 619.00 601.00 3.00 1,223.00 1,154.00 69.00 1,139.00 Total 13,703.73 2,939.66 1,210.00 17,853.39 17,604.39 249.00 17,830.55
10,000
8,000
6,000
4,000 Staff 2,000
0 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 School Year Principals/Assistant Principals Teachers Assistants/Tutors Admin./Office Personnel Transportation Building Services/Other
104 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION SUMMARY OF STAFFING DETAILS
Program Federal/ Program Change Description State County Total Reference Other
Principals and Assistant Principals Principal III.B.1 Additional Facility Space-New Schools 3.00 3.00
Subtotal Principals and Assistant Principals 3.00 0.00 0.00 3.00
Teachers Regular Education Teachers I.A.1 HB90 Enhancement Teachers 90.00 90.00 Regular Education Teachers IV.B. English Learners (EL) Teachers 20.00 20.00
Subtotal Teachers 90.00 20.00 0.00 110.00
Support Staff Facilitators III.B.1 Additional Facility Space-New Schools 2.00 2.00 Media Coordinators III.B.1 Additional Facility Space-New Schools 3.00 3.00 Psychologists III.B.1 Additional Facility Space-New Schools 2.00 2.00 Psychologists IV.A. Student Support Services 10.00 10.00 Counselors IV.A. Student Support Services 33.00 33.00 Social Workers IV.A. Student Support Services 17.00 17.00
Subtotal Support Staff 5.00 62.00 0.00 67.00 Building Services and Others Custodian III.B.2 Additional Facility Space-Maintenance 11.00 11.00 Pest Control Operators III.B.2 Additional Facility Space-Maintenance 3.00 3.00 Custodian IV.G. Custodial Allotments 46.00 46.00 CMS Police Officers IV.G. Security Ehnancement Staff 5.00 5.00 Locksmiths IV.G. Security Ehnancement Staff 2.00 2.00 Electronics Specialists IV.G. Security Ehnancement Staff 2.00 2.00
Subtotal - Building Services & Other 0.00 69.00 0.00 69.00
GRAND TOTAL 98.00 151.00 0.00 249.00
105 This page left blank intentionally. Administrative and Other Services Services Other Administrative and Administrative Administrative & Other Services Page 1
Office of the Superintendent of Schools Financial Services Chief Operations Officer 1.0 Superintendent See Page 161 for Details 1.0 Assistant to the Superintendent 1.0 Chief Financial Officer 2.0 Positions 1.0 Executive Director, Budget Dev and Mgmt Svc 1.0 Executive Director, Financial Services 1.0 Executive Director, Procurement Services 1.0 Ex Dir, HR Planning & Workforce Mgmt 1.0 Director, Accounting and Auditing Chief Academic Officer 1.0 Director, Accounts Payable Board of Education/Board Services 1.0 Director, Payroll See Pages 187-189 for Details 1.0 Director, Budget Development 1.0 Board Services Manager 1.0 Director, Budget Operations 1.0 Clerk to the Board 1.0 Manager of P-Card Administration 2.0 Positions 9.0 Accountant 1.0 Accountant II 2.0 Accountant, Senior 1.0 Administrative Assistant - Finance Officer Legal 5.0 Analyst, Budget 3.0 Analyst, Workforce Management 1.0 General Counsel 1.0 Assistant, Accounting 1.0 Deputy General Counsel 2.0 Budget Specialist 2.0 Administrative Assistant 3.0 Budget Assistant 1.0 Administrator, Legal Services 6.0 Payroll Processing/Control Agent 2.0 Sr. Associate General Counsel II 2.0 Purchasing Agent 1.0 Sr. Associate General Counsel I 3.0 Purchasing Agent, Senior 2.0 Paralegal I 1.0 Assistant, Procurement/P-Card 1.0 Legislative Advocate 1.0 Secretary, Administrative 11.0 Positions 1.0 Supervisor, Accounts Payable 1.0 Supervisor, Payroll Processing 1.0 Associate Accounting 6.0 Technician, Accounting 2.0 Technician, Senior Accounting 2.0 Representative, Customer Service 64.0 Positions
This Organizational Chart represents the FY 2018-19 Proposed Budget 107 Administrative & Other Services Page 2
Office of the Superintendent of Schools
Chief of Staff
1.0 Chief of Staff Human Resources Services Assignment & School Choice 1.0 Executive Director, Strategic Planning 1.0 Executive Director, District Performance 1.0 Assoc. Supt., Student Assignment 1.0 Director, Project & Change Management and School Choice 1.0 Chief Human Resources Officer 1.0 Director, Grant Development 1.0 Executive Director, HR Administration 2.0 Manager, District Strategy 1.0 Ex Dir, Sourcing and On Boarding 1.0 Admin. Assistant to Superintendent’s Office 1.0 Ex Dir, Talent Management 2.0 Grant Developer 1.0 Ex Dir, Employee Support Services Planning Services 10.0 Positions 1.0 Ex Dir, Leadership Development 1.0 Executive Director-Planning & Student 1.0 Ex Dir, Employee Relations Placement Services 1.0 Director, Compensation and Benefits 1.0 Director, Strategic Initiatives 1.0 Director-Student Placement Services Communications Services 1.0 Director-Student Records 1.0 Director, RALC 1.0 Chief Communications Officer 5.0 Sr. Administrative/ Administrative 1.0 Director, Licensure Administration 1.0 Executive Dir., Communications Services Secretaries 2.0 Manager Talent Acquisition 1.0 Administrative Asst. to CCO 3.0 Student Assignment Technician II/Student 3.0 Manager, Licensure Case 1.0 Writer, Senior Editor Accounting/Student Planning Technicians 1.0 Supervisor, Benefits 1.0 Manager, Internal Media 2.0 Planning Specialists 1.0 Supervisor, Leaves of Absences 3.0 Manager, Projects and Special Initiatives 4.0 Student Placement Specialists 1.0 Analyst, HRIS Data Quality 1.0 Digital Producer/Webmaster 2.0 Student Attendance Coordinators 1.0 Analyst, HR Systems Training 3.0 Specialist, Media Relations 19.0 Positions 1.0 Analyst, HRIS Compliance 1.0 Specialist, Social Media 1.0 Project Manager, Principal Pipeline 1.0 Specialist , Creative Media 1.0 Program Manager, Success by Design 2.0 Specialists, Internal Communications 1.0 Assistant, Admin To The Chief 16.0 Positions 17.0 Coordinator 6.0 Team Leader, Community Support Magnet Programs and School 1.0 Team Leader, District Support Redesign See Graphic Production Center 1.0 Teacher in Residence 3.0 Secretary, Senior Administrative Page 188 for Details 1.0 Director of Graphic Productions 1.0 Secretary, Administrative 1.0 Creative Services Project Manager 14.5 Specialist 1.0 Graphic Production Supervisor 8.0 Technicians 1.0 Senior Graphic Designer 75.5 Positions 2.0 Graphic Designer Career and Technical Education 1.0 Graphic Artist See Page 188 for Details 1.0 Coordinators 1.0 Client Services Representative 6.0 Press/Bindery Oper./Specialists 2.0 Computer Operators 17.0 Positions This Organizational Chart represents the FY 2018-19 Proposed Budget 108 Administrative & Other Services Page 3
Office of the Superintendent of Schools
Technology Services Personalized Learning & School Partnerships Community Relations & Engagement, 1.0 Chief Technology Officer Ombudsman’s Office 1.0 Executive Director, Technology Services 17.0 Analysts/Sr. Analysts 1.0 Associate Supt, Personalized Lrng & Schl 1.0 Assistant Director, Network Systems & Partnerships 1.0 Chief Community Relations & Workstation 1.0 Executive Director, Prof Learning Engagement/Ombudsman 1.0 Assistant Director, Technical Services 1.0 Director, Personalized Learning 1.0 Exec Dir, Community Partnerships & Family Operations 1.0 Coordinator, Technology Projects & Training Engagement 1.0 Assistant Director, Student App & Dev 8.0 Specialist, Prof Learning 1.0 Asst. Director, Community Partnerships 1.0 Assistant Director, Telecommunications 1.0 Admin. Assistant 1.0 Director, Diversity and Inclusion 1.0 Assistant Director Technology 1.0 Budget Assistant 1.0 Manager, Culinary Development 11.0 Coordinator, Help Desk 1.0 Specialist, School Partnerships 1.0 Administrator, District Title IX 2.0 Coordinators 15.0 Positions 1.0 Secretary, Senior Administrative 1.0 Administrator, Security 1.0 Executive Director, CMPS Foundation 1.0 Administrator, Kronos 1.0 Manager, CMPS Foundation 1.0 Administrator, Technology Compliance 2.0 Coordinator, Ombudsman Teacher Professional Development 1.0 Administrator, Inventory System 1.0 Coordinator, Supplier Diversity Compliance 1.0 Administrator, Infor Lawson System 1.0 Specialist, Customer Service & Curr. 1.0 Executive Director, Leadership Dev 1.0 Director - Student Applications Development 3.0 Specialists, Family & Community Services 1.0 Director, Teacher/ Prof. Development 1.0 Director, Info System and Support 1.0 Specialist, Technology and Evaluation 1.0 Director, Strategic Initiatives 1.0 Director, Business Systems 9.0 Coordinators, Partnership 1.0 Coordinator, Professional Development 26.5 Engineers 1.0 Coordinator, Volunteer 1.0 Coordinator, Prof Learning Support 1.0 Solutions Architect 1.0 Executive Secretary 8.0 Specialists, Professional Development 6.0 Managers 28.0 Positions 1.0 Project Manager, Principal Pipeline 1.0 Office Supervisor 1.9 Principal Coach, Retiree 1.0 Project Coordinator, Info Systems 1.2 Teacher In Residence 2.0 Senior Project Manager 2.0 Sr. Administrative Secretaries 1.0 Secretary, Senior Administrative 19.1 Positions 6.0 Technicians 1.0 Warehouse Worker 3.0 Coordinator, PowerSchool 1.0 Web Developer 94.5 Positions Virtual Learning and Media Services 1.0 Director , Virtual Learning & Media Services 1.0 Coordinator, Media Automation 2.0 Media Services Specialist 1.0 Admin/Sr. Admin. Secretaries 5.0 Positions This Organizational Chart represents the FY 2018-19 Proposed Budget 109 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ADMINISTRATIVE & OTHER SERVICES
Goals, Objectives and Accomplishments
OFFICE OF THE SUPERINTENDENT/BOARD OF EDUCATION
Goals 2018-19 • Communicate, promote and model a positive message around the assets CMS provides to this community which instills confidence and community-wide pride and ownership of the public-school system. • Develop, refine and improve processes and systems necessary to close and eliminate student performance and opportunity gaps within CMS. • Monitor, direct, and implement Phases I and work to implement Phase II of the student assignment plan through an efficient and transparent project management approach. • Demonstrate improved performance and customer satisfaction and experiences in the areas of Human Resources, Communications, Transportation Services and Accountability. • Work to develop, implement and maintain a facilities plan which prioritizes preventative and routine maintenance and improving the conditions of our schools. • Provide a broad strategic vision for building, renovating and acquiring twenty-first century learning spaces for our children and young people which is respectful of the communities in which we are located. • Develop, submit and pass a budget which allocates resources clearly focused on the approved aspirational goals and which addresses staffing, support services not sure what you mean by support services in this context and improved compensation for members of Team CMS.
LEGAL
Goals 2018-19 • Provide more education on pertinent legal issues for CMS Board and employees • Increase capacity to bring more legal work in-house
Accomplishments 2018-19 • Continued to bring the most expensive legal work in-house • Successful implementation of the Board’s current legislative agenda • Made presentations at the North Carolina School Boards Association Annual Meeting and Fall Law Conference • General Counsel elected Chair of the North Carolina Council of School Attorneys
COMMUNICATIONS SERVICES
Goals 2018-19 The CMS Communications Services department supports the CMS mission to support academic achievement for all students with the following goals for 2018-2019 • Bolster access and use of information by families, parents and students that impact student achievement and make clear the options and choices open to students. • Continue to open access to data and information that empower families, parents and students with information to drive achievement. • Strengthen crisis, incident and emergency response communications.
110 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ADMINISTRATIVE & OTHER SERVICES
Goals, Objectives and Accomplishments
COMMUNICATIONS SERVICES (Continued)
• Increase awareness of Career & Technical Education pathways, classes and possibilities across the district. • Support communications that drive improvements on key levers identified in the Breaking the Link report and central to the 2018-2024 Strategic Plan. • Increase the quality and engagement of employees across the district. • Centralize platforms, tools and outlets for communications with digital outreach as a prominent focus. • Increase access to information among ESL families, parents and students. • Strengthen communication to and among BOE members, and BOE messaging to community. • Build greater engagement around Superintendent’s priorities and engagement within community on those priorities.
Objectives 2018-19 • Redesign and re-launch CMS website. • Conduct a brand experience survey and map points of contact for key audiences. • Revisit and refresh CMS brand identity and design standards. • Create and launch an enrollment campaign across community. • Craft CMS Communications Strategic Plan and implementation framework based on CMS 2018-2024 Strategic Plan
Accomplishments 2017-18 • Created and launched CMS magnet lottery campaign that increased participation by more than 25% over last year and heightened awareness. • Created and launched CMS Strategic Plan campaign including press events, community workshops, website, print and social media outreach in English and Spanish. • Created branding, messaging and pathway collateral for CTE campaign to be launched in June 2018. • Attained higher numbers of followers on social media platforms, in top 5 across nation for school districts and surpassing 100,000 followers on Twitter. • Increased number of positive and proactive stories shared via social media and other CMS channels. • Responded to increased number of requests for public information from media and community • 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. • 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
111 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ADMINISTRATIVE & OTHER SERVICES
Goals, Objectives and Accomplishments
GRAPHIC PRODUCTION SERVICES
Goals 2018-19 • The Graphic Production Center will maintain a competitive advantage of 20-30% for all services provided through the effective use of resources • The department will increase the billable services levels of non-CMS funded customer base through insourcing, consolidation and enterprise funding practices
Objectives 2018-19 • Increase outside revenue to offset operational cost to the district • Implement web based job submissions utilizing a digital storefront
Accomplishments 2017-18 • During the last evaluation period Graphic Production recorded 100% Customer Satisfaction Rating on returned surveys
FINANCIAL SERVICES
Goals 2018-19 • Deliver world class customer service by providing timely, accurate, and responsive service • Provide financial support activities in a timely, cost effective and high quality manner in compliance with accounting standards and regulatory requirements • Implement Continuous Improvement Process (CIP) projects to improve the operational efficiency within the Finance department and the district • Improve interdepartmental relationships and communication to enhance productivity and quality of service • Develop future leaders and enhance staff performance with emphasis on staff development and high expectations for personal accountability
Objectives 2018-19 • 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 • Demonstrate improved performance and customer satisfaction in the financial services division • Evolve the budget process to execute resource realignments as needed to use resources more effectively and in clear alignment to Strategic Plan 2018 and aspirational goals • 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 efforts to eliminate student performance and opportunity gaps and improve academic outcomes
Accomplishments 2017-18 • Received an unmodified audit opinion (clean opinion) from the external audit for the fiscal year 2017 – the opinion was included in the Comprehensive Annual Financial Report (CAFR) prepared by the accounting staff
112 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ADMINISTRATIVE & OTHER SERVICES
Goals, Objectives and Accomplishments
FINANCIAL SERVICES (Continued)
• 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 • Received recognition and awards for excellence in financial reporting from both the Government Finance Officers Association and Association of School Business Officials for the 2016 Comprehensive Annual Financial Report (CAFR) • Improved communication and collaboration with HR and Business Systems departments to improve processes and enhance customer experience across the functional areas • Achieved high audit satisfaction scores from school principals and staff • Designed, developed and implemented a strategic framework for funding Restart Schools and worked with a cross-functional committee to evaluate schools’ strategic plans and allocate funding in support of school-based initiatives • Provided financial leadership and support for district staff by providing numerous training opportunities such as: o Financial secretaries annual In-Service and 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
HUMAN RESOURCES SERVICES
Goals 2018-19 • Implement a comprehensive talent management strategy to ensure the workforce matches the needs of the district • Define strategic recruitment plans to support efficient hiring practices to increase and improve the number of quality candidates • Develop a comprehensive performance management program that provides feedback and promotes growth for all CMS staff • Drive departmental efficiency by improving critical HR processes; deliver core HR/Administration functions in a timely manner • Define and execute a strategic market compensation and recognition plan to support attracting, developing and retaining great talent • Enhance existing self-service tools/systems through technology modernization with transition towards a comprehensive HR System • Further develop our role as a strategic partner for managers through the increased utilization of human capital data and strategic collaboration • Support employee career development through methods of increased targeted leadership development • Drive towards a focus on employee retention • Build a contemporary HR talent organization
113 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ADMINISTRATIVE & OTHER SERVICES
Goals, Objectives and Accomplishments
HUMAN RESOURCES SERVICES (Continued)
Objectives 2018-19 • Serve as a strategic partner for hiring managers • Proactively source talent, particularly in challenging functional areas • Define career paths that identify competencies and skills needed as well as enable succession planning • Streamline the new employee pre-hire process by eliminating manual tasks and leveraging offerings of third party vendors • Improve the workflow from initiation to closure for Leave of Absences, Workers Compensation and Workplace Accommodations (ADA • Implement an online employee orientation to better equip new CMS employees with the foundational knowledge for success • Provide Onboarding for all new hires and job changes with targeted content based on assignment • Increase quantity of data available and educate the end user on its utilization • Increase scope of data reporting throughout the district • Strategically collaborate regarding staffing and performance. • Develop a new manager learning curriculum to include topics such as managing team performance, coaching, and communicating for success • Focused leadership learning solutions for central office employees • Utilize existing data and enhance reporting to understand unintended employee attrition and develop action plans • Partner with the functional leaders to define a strategic approach towards specific occupational groups Accomplishments 2017-18 • Implemented a workplace accommodations request process aligned with the Americans with Disabilities Act to record and track employee requests for accommodations and mitigate potential liability to the District. • Strengthened working relationships with principals, community superintendents and department heads in the following areas: performance management, disciplinary actions, terminations, conflict resolution and employee investigations. This has resulted in a reduction in involuntary terminations and employee appeals. • Managed 241 employee investigations, a 15% increase from the prior year. • Drug testing and background check request for proposal released and finalized by end of 2017-2018. • Increased the detail and scope of our reporting to reach additional departments and partners. o Automated human capital reporting for human resource team leads. o Finalizing phase one of Power BI: security and gateway. Beginning phase two: building out reports. • Increased the number of schools utilizing Success by Design to 40 for the 2018-2019 school year and increased talent pool average student growth. • Developed and released CMS indicators for exempt/non-exempt/teacher leadership specialist evaluation rubrics.
114 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ADMINISTRATIVE & OTHER SERVICES
Goals, Objectives and Accomplishments
HUMAN RESOURCES SERVICES (Continued)
• New teacher orientation received a Distinguished Rating on the North Carolina Department of Public Instruction’s BTSP Audit which was held in November 2017. The State has decided to use the program as a model for other districts in North Carolina. • Implemented a new human resources newsletter to support improved culture within human resources. • Employee support services reduced the number of teacher vacancies without recommendations for the first day of school from 80.5 to 48.5. • Reduced the staffing technician’s time to hire to an average of 8.6 days, below the 10 day target. • Record number of CMS employees (11,358) successfully participated in benefits open enrollment for 2018. • In collaboration with teacher professional development, hosted a five-day new teacher orientation for all teachers (experienced and novice) who were new to Charlotte- Mecklenburg Schools in August 2017.
STUDENT ASSIGNMENT AND SCHOOL CHOICE
Goals 2018-19 • Design and launch new schools and programs based on promising practices and models; replicate proven CMS programs that are in high demand. • Continuously improve CTE and Magnet offerings by setting standards, providing high quality tools and resources, and supporting school level implementation. • Increase equitable access to theme-based programs and high quality schools through the implementation of the Board’s student assignment • Continuously improve response times for requests for reassignment and transfer.
Objectives 2018-19 • Successfully launch new programs and schools including creative arts magnets at Long Creek Elementary, Greenway Park Elementary and Crestdale Middle; computer science and coding magnets at Northeast, Northridge and Wilson middle schools; environmental STEM magnets at Bruns Elementary and Whitewater Middle; Covey Leader in Me magnet programs at Quail Hollow and Eastway middle schools; medical sciences magnet at Walter G. Byers K-8. • Launch a countywide enrollment campaign to increase enrollment at all CMS schools. • Implement a new online student enrollment platform.
Accomplishments 2017-18 • Led the district’s efforts to plan for the implementation of the Board’s 2018-19 student assignment plan, including but not limited to the reopening of 2 schools, school pairings amongst 6 schools, the opening of a new relief school, the conversion of 3 K-8 schools to K- 5 schools, and boundary changes affecting a number of schools countywide. • Successfully implemented the first year of implementing an SES priority in the school choice lottery, increasing the opportunity for more socioeconomic diversity is schools with magnet programs.
115 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ADMINISTRATIVE & OTHER SERVICES
Goals, Objectives and Accomplishments
PLANNING SERVICES
Goals 2018-19 • Provide families and members of the community exceptional responsiveness to requests for information including transfers / reassignments, student records, boundaries, etc. • Partner with and respond to city and municipal planning offices toward improved coordination and informing Mecklenburg County growth and its impact on individual schools and the school system.
Objectives 2018-19 • Execute the Board’s 2018-19 student assignment plan. • Provide professional development and coaching to school-based registrars and attendance coordinators toward increasing the accuracy of student membership and attendance data. • Continuously improve the accuracy of building level and grade level projections.
Accomplishments 2017-18 • Updated transfer and reassignment practices to accommodate new priorities for students in school performance priority eligible schools and schools rated D and F. • Fully implemented the online pay and work force solution for responding to student, alumni and external stakeholder requests for student records, increasing efficiency and providing an additional revenue source for the district. • Supported development of the Board’s 2018-19 student assignment plan informing changes in boundaries to support increasing proximity, the number of intact feeder patterns, and socioeconomic diversity, while decreasing capacity utilization.
PERSONALIZATION & SCHOOL PARTNERSHIPS
Personalized Digital Learning
Goals 2018-19 • Continue to scale Personalized Learning (PL) to ensure effective strategies for teaching students based on individual needs and interests. • Ensure that 100% of school leaders are familiar with key principles of personalization • Ensure all educators have the knowledge, skills and confidence to teach and lead in a personalized 21st c learning environment • Provide synchronous and asynchronous professional learning to address various learning styles • Achieve status of all schools and district earning digital citizenship certification • Provide mentor program for school technology facilitators and contacts in a professional learning community • Expand use of learning management system with teachers and students • Train all staff on the newly replaced inventory management system
Objectives 2018-19 • Continue to scale Personalized Learning (PL) to ensure effective strategies for teaching students based on individual needs and interests. In the first four cohorts, 63 schools have engaged in a personalized learning journey. Cohort 5 in 2018-19 will engage another 15 schools in a school improvement process based on personalized learning.
116 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ADMINISTRATIVE & OTHER SERVICES
Goals, Objectives and Accomplishments
PERSONALIZATION & SCHOOL PARTNERSHIPS (Continued)
• Ensure that 100% of school leaders are familiar with key principles of personalization and continue to build capacity of educators in best practices • Ensure all educators have the knowledge, skills and confidence to teach and lead in a personalized 21st century learning environment, providing professional learning in varied locations as well as virtual • Grow and open Personalized Digital Learning catalog aligned to professional learning needs with videos to illustrate best practices • Support schools as they seek digital citizenship certification, aligning digital citizenship courses for students to grade-level needs • Structure mentor program for school technology facilitators and contacts in monthly professional learning community trainings • Expand use of learning management system with leaders, teachers and students • Train all staff on the newly replaced inventory management system
Accomplishments 2017-18 • Blended personalized learning and instructional technology departments, to form Personalized Digital Learning, conducted level setting training for all staff (Google and Apple certified) and forged cohesive direction • 63 Personalized Learning (PL) schools each created action plans, were coached and supported through collaborative professional learning communities monthly • Provided Personalized Learning tours in CMS schools and hosted summer institute for visitors from across the US, including hosting 59 district superintendents for AASA in CMS schools engaged in personalized learning • Built awareness of and support for personalization principles in all departments of teaching and learning • Earned $50,000 grant from DPI to showcase PL schools in April 2018 • Provided massive training on learning management system, converting all professional learning into Canvas • Supported 50 schools in earning Digital Citizenship certification • Taught 175 technology leader courses in summer and 48 courses on Saturdays, badging over 2000 educators in 21st century digital tools and resources
School Partnerships
Goals 2018-19 • Continue to build partnerships that benefit schools and children • Implement Sprint 1 Million grant in all CMS high schools • Seek grants to personalized learning for students and staff • Continue to provide partner-based professional learning in STEMersion • Expand leadership training provided by school partners • Train teachers to teach coding in before- and after-school clubs and ASEP • Support coding in elementary schools
Objectives 2018-19 • Continue partnership with Charlotte Area Technology Collaborative that provides programming for eFITT and Cyber Saturdays
117 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ADMINISTRATIVE & OTHER SERVICES
Goals, Objectives and Accomplishments
PERSONALIZATION & SCHOOL PARTNERSHIPS (Continued)
• Continue to partner with Information Systems and Support to provide wifi hotspots to all CMS high school students who do not have connectivity in their homes • Continue to partner with Eliminate the Digital Divide (E2D) to provide laptops to families in need, in particular for homeless students • Expand Reimage Charlotte labs, in partnership with E2D • Continue to raise funds and provide programming for STEMersion for fifty teachers; include science and technology teachers in elementary schools for summer 2019 • Expand Hour of Code partnership with Accenture • Develop and implement virtual Hour of Code activities with Microsoft • Continue leadership training provided by TIAA; expand to other partners
Accomplishments for 2017-18 • Implemented STEMersion for fifth year, raising funds and programming for 50 teachers to engage with over 30 industry, higher education and business partners • Charlotte Area Technology Collaborative –Cyber Saturdays, Exploring Futures in IT (eFITT) programs, • Partnered with non-profit Eliminate Digital Divide (E2D), which facilitated placement of over 5,000 computers in homes of CMS children without access • Collaborated with E2D to form three Reimage Charlotte labs • Earned $8 million in Verizon Innovative Learning School grants which provided an iPad to all students in grades 6, 7, 8 in five middle schools • Earned two $40,000 grants from Verizon to provide makerspaces in Whitewater Middle and Westerly Hills • Earned Sprint 1Million grant for 250 Wi-Fi hotspots for West Charlotte High School • Earned Sprint 1Million expansion grant valued at over $40 million for 25,000 Wi-Fi hotspots over 5 year period
After School Enrichment Programs
Goals 2018-19 • Continue to ensure ASEP students are safe, welcomed and supported in before-and after- school programs • Market before- and after-school programs to parents to increase from current 97 ASEP sites supporting 6,000 children • Extend learning beyond the school day by utilizing digital tools and software to engage children in instructional goals as established by their teachers • Continue to stabilize staffing by providing enriching training and validation of staff’s efforts to support children
Objectives 2018-19 • Target schools and learning communities with opportunity for growth with marketing strategies • Train 450 ASEP staff on how to support students with accessing digital tools in before- and after-school time to increase time on instruction • Provide training for ASEP staff in reading strategies to increase learning beyond the school day
118 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ADMINISTRATIVE & OTHER SERVICES
Goals, Objectives and Accomplishments
PERSONALIZATION & SCHOOL PARTNERSHIPS (Continued)
Accomplishments for 2017-18 • Supported over 6,000 children in 97 school sites in safe, affirming environments and programming • Collaborated with new division of Personalization and School Partnerships to donate books for each child in three programs to take home • Increased compensation for staff, reducing turnover
TEACHER PROFESSIONAL DEVELOPMENT
Goals 2018-19 • Explicitly align and provide professional learning opportunities, including virtual learning experiences, to focus on district and school needs and are personalized based on participants’ needs, identified through student and educator data. • Ensure educators demonstrate proficiency with the NC Digital Learning Competencies for Teachers and Administrators by providing Professional learning experiences driven by student and educator data. • Provide extensive training for non-instructional staff in areas related to students’ needs, specifically reading, conflict resolution, extending learning beyond the school day
Objectives 2018-19 • 100% of new teachers hired for the 2018-2019 school year will be supported through cohesive foundational training in their first year of teaching in CMS. • 100% of educators requiring renewal credit related to digital learning competencies to meet State Board of Education requirements will have a plan for demonstration of mastery.
Accomplishments 2017-18 • Received a distinguished rating from the state audit of the Beginning Teacher Support Program, a result of strong collaborations between HR and Teacher PD. • 100% of TPD instructional specialists have incorporated district identified instructional leadership team strategies in their training and support programs. • 100% of TPD specialists deepened their knowledge of personalized learning and began to implement strategies of personalization in professional development sessions. • 100% of TPD specialists have advanced their digital learning competency based on the SAMR model (Substitution, Augmentation, Modification, and Redefinition) in their own professional learning as well as in professional learning delivery.
VIRTUAL LEARNING AND MEDIA SERVICES
Goals 2018-19 • Focus professional development to align with CMS Strategic Plan 2024, state evaluation tool, Future Ready Librarian standards, and NC Digital Learning Competencies • Build capacity in Media Coordinators to impact literacy growth school-wide • Strengthen the impact of the partnership with the Charlotte-Mecklenburg Library
119 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ADMINISTRATIVE & OTHER SERVICES
Goals, Objectives and Accomplishments
VIRTUAL LEARNING AND MEDIA SERVICES (Continued)
• Provide targeted plan for supporting implementation of digital learning resources • Drive the cultural vision for effective use of digital/online learning and its role in building strong literacy and background knowledge to support student learning, especially in the media center and with media coordinators • Continue to expand Maker Mindset • Advocate for qualified staff to support schools with media services, track data showing impact • Provide equitable access to up-to-date technology, digital resources, and connectivity to community resources to bridge digital and socio-economic divides that affect information technology skills
Objectives 2018-19 • Target effort to build agency with administrators on the power of blended learning • Implement a comprehensive job description for school-based media coordinators • Organize a maker group to expand the vision for makerspaces in CMS • Fine tune new FF&E, technology, and space utilization standards • Ensure use of OneAccess program so students and staff have access to tools in Charlotte- Mecklenburg Library • Use data derived from the Destiny automation system to drive collection development • Review collections through the lens of diversity and culture. Ensure that all of our students have access to books and instructional materials that reflect their culture. • Research successful models used to build diverse collections, implement these drivers where appropriate. • Use data to identify schools w/ collections that fall below CMS standards and upgrade • Formalize process maps for key functions of department of VLMS • Build capacity in media coordinators aligned with the N. C. evaluation system • Continue to provide ongoing training and support for Destiny automation system • Collaborate with Personalized Digital Learning team to facilitate a Makerspace advisory group
Accomplishments for 2017-18 • Worked across departments and team to create a Blended Learning Committee and cohort to support 6-12 online and blended learning, including Blended Learning Summer Institute • Provided learning opportunities through the Canvas platform • Enhanced district-wide e-bookshelf and targeted e-book partnership with Teacher PD department to make professional development books available to all new teachers • In partnership with the work of the ILT, offered aligned support for school-wide literacy practices • Used data to identify schools w/ collections that fell below CMS standards, secured funding to upgrade • In conjunction with Strategy Management, began process mapping key functions of VLMS • Made measurable improvements in the ordering process • Provided ongoing training and support for Destiny automation system • Enhanced partnership with the Charlotte-Mecklenburg Library through several programs and initiatives including: EpicFest, StoryVine, Community Reads, Summer Reading Lists, and ONE Access
120 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ADMINISTRATIVE & OTHER SERVICES
Goals, Objectives and Accomplishments
VIRTUAL LEARNING AND MEDIA SERVICES (Continued)
• Managed media center collections/resources to reach CMS Collection Guidelines in ≥75% of schools • Continued to enhance Media Centers with Makerspaces for all bond schools receiving a media center • Continued to fine tune new FF&E, tech., and space utilization standards for future planning • Established a Makerspace advisory group • Provided district-wide, school, PLC, and individual PD for media staff & other relevant departments • Aligned PD for media coordinators with state evaluation tool and Future Ready Librarian standards • In partnership with Instructional Technology department, 50% of media coordinators became digital citizenship certified • Collaborated with New Teacher Orientation to train/support new teachers, media coordinators and staff
TECHNOLOGY SERVICES
Goals 2018-19 • Develop an Enterprise Resource Planning (ERP) roadmap for future business process improvements - prioritize business process improvement projects and implement the top three this year • Develop the necessary goals, systems and documentation in order to apply for certification as a Consortium of School Networking (CoSN) Trusted Learning Environment • Provide schools with resources to support direct assignment of chrome books to students allowing for a true 1:1 take home program • Enhance school level technical training for applications such as Google, Canvas, and PowerSchool • Develop a centralized approval process for CMS technology requests • Improve data sharing agreements between CMS and its suppliers by implementing national standards such as IMS Global and EdFi • Improve the security of student information by implementing PowerSchool security groups, roles, fields and individual page permissions • Standardize the platform for teacher websites and deliver training • Support district administration and the Office of School Performance through PowerSchool scheduling and reporting in order to comply with North Carolina Legislature (class size requirements) • Ensure improved student data privacy through an enhanced vendor data sharing agreement and create a vendor security & readiness checklist
Objectives 2018-19 • Hayes Inventory System - Complete the implementation of the Hayes inventory system including the integration of legacy Lawson procurement systems with the Hayes • Continue data center end of life equipment refresh • Configure and install next generation Kronos In-Touch time clocks • Upgrade the CPAM server for school building entrance security doors. This controls the communication between the Voice over IP (VoIP) system that allows for remote door unlocking at school sites
121 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ADMINISTRATIVE & OTHER SERVICES
Goals, Objectives and Accomplishments
TECHNOLOGY SERVICES (Continued)
• Upgrade the VCSe and VCSc systems allowing for updated code enhancing security of the CMS Cisco Video conferencing system • Continue to refresh student Chromebooks that are approaching end of life • Begin upgrading end of life projectors to the new CMS classroom presentation standards • Continue to upgrade the districts 5000 Cisco wireless access point model 1200 series to the current 2800 series to provide a faster and more reliable wireless connection for instructional spaces • Develop and deploy an employee cyber security training program • Configure PowerSchool PowerTeacher Pro district settings and develop a training plan to train all teachers on the new gradebook for 2018-19
Accomplishments 2017-18 • Upgraded Business Systems Hardware and Software o Kronos Timekeeping System o Installation of new servers to support the Kronos upgrade / replaced older hardware o Employee Self Service - software modified to support multiple browsers Internet Explorer, Chrome, Firefox, Safari o 180 Business Systems program modifications and business software customizations • Provided support for annual business processing - 1099s, W2s, benefits annual enrollment, Affordable Care Act compliance reporting, finance year end processing, installment pay, opening of schools-verify assignment, purge archive finance and payroll data • Provided Employee Self Service access and help desk support for 18,000 district employees: view paycheck, view/print W2, address change, direct deposit and tax withholding setup, and benefits enrollment • Replaced 1500 projector bulbs and over 600 projectors • Upgraded over 3000 VoIP phones while closing over 1500 tickets • Completed installs of 187 new network switches and 127 new access points in mobile units across 33 campuses • Upgraded 31 sites from 100Mb to 1G Bandwidth and installed 320 network switches. • Implemented Solarwinds monitoring system to monitor all sites Local Area Network (LAN) activity • Implemented new Hayes TIPWEB-IT inventory system and tagged 210,000 technology assets to track within CMS • Upgraded all elementary schools with a new iPad cart for K-2 student use • Upgraded 15,000 end of life Samsung Chromebooks to the newest HP G5 Chromebook and added an additional 2400 Chromebooks to bring all K-3 classrooms to a standard number of Chromebooks • Provided 3000 new Windows 10 laptop to high school teachers • Provided 2900 new Windows 10 laptops or desktops to school administrative staff • Completed 4 pilot schools for student device take home project with Chromebooks • Completed repairs of 12,472 Chromebooks, 823 Window Devices and 75 UPS replacements • Upgraded to System Center Configuration Manager (SCCM) 2017 to support faster software distribution and imaging of windows machines along with better reporting functionality • Installed 17 SCCM distribution points for better performance.
122 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ADMINISTRATIVE & OTHER SERVICES
Goals, Objectives and Accomplishments
TECHNOLOGY SERVICES (Continued)
• Certified over 150 CMS employees on Google’s GSuite and Canvas learning management system • Developed auditing tools for Google Drive to address data security and privacy concerns • Developed and deployed an acceptable use policy extension that requires all students to agree to terms before they are allowed to use a Chromebook • Developed over 20 custom Chrome apps and web extensions to support specific school site needs • Developed and supported a successful online three-round lottery system for Student Placement • Provided second and third-level support for PowerSchool for by handling 7315 trouble tickets in Cherwell • Supported rostering and authentication for over 50 software products in the classroom
COMMUNITY PARTNERSHIPS AND FAMILY ENGAGMENT, OMBUDSMAN
Goals 2018-19 • Organize, cultivate and sustain relationships with community, business and faith partners that result in the fulfillment of school and district-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 2018-19 • Provide capacity building opportunities for school-based staff that promote a welcoming environment for all families. • Increase the number of partnership commitments supporting school and the district needs 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 for 2017-18 • Created and coordinated the community engagement strategy that led to the successful passing of the largest bond package in the history of CMS--$922M. More than 101 organizations were reached by CMS staff and volunteers during the campaign. • Hosted third annual academic fair with a focus on literacy, college and career readiness and adding a component of personal development and growth for families and community. Charlotte Works, Red Ventures, and Urban League engagement.
123 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ADMINISTRATIVE & OTHER SERVICES
Goals, Objectives and Accomplishments
COMMUNITY PARTNERSHIPS AND FAMILY ENGAGMENT, OMBUDSMAN (Continued)
• Increased the number of school 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. • Hosted multiple school and community experiences focused on engaging families with strategies that empower them to support and continue learning at home. More than 6,258 participants attended these experience • Co-sponsored Countdown to Kindergarten with Discovery Place KIDS, an annual event in the North Learning Community that introduces new CMS families and their children to the kindergarten experience. The event hosted 1,250 people and offered students and families the opportunity to connect with teachers, practice school bus safety, experience a typical kindergarten classroom and learn more about CMS services, all while having full access to the museum for the evening. • Increased the number of partnership relationships from 267 (baseline at the end of 2015) to 647 at the end of the 2016-2017 school year. • Coordinated and delivered the first Latino Youth Education Summit in collaboration with the Hispanic community and with an attendance of more than 280 students, chaperones and volunteers. • Increased the number of partner investments from $441,558 (baseline at the end of 2015) to $3,147,031 at the end of the 2016-2017 school year. • Increased the number of partnership commitments from 770 (baseline at the end of 2015) to 2,838 commitments at the end of last school year. • Hosted the 10th Annual Faith Summit for local clergy members. More than 200 participants came represented approximately 30 different houses of worship and slightly about a half a dozen different religions.
124 This page left blank intentionally. CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ADMINISTRATIVE & OTHER SERVICES
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 29,871,719 26,997,527 23,965,655 22,271,408
Benefits 10,079,439 8,870,200 7,553,644 6,583,158
Purchased Services 19,713,088 20,641,596 22,109,941 16,106,252
Supplies and Materials 4,613,329 3,334,436 7,858,932 6,270,623
Furniture and Equipment 31,000 15,000 2,506,216 1,912,673
Other - - - -
$ 64,308,575 $ 59,858,759 $ 63,994,388 $ 53,144,114
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Department and Program Information
126 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ADMINISTRATIVE & OTHER SERVICES
Sources
Federal/ Special Revenue
77% Local
State 15%
8%
Uses
46% Benefits Furniture and Equipment Other Purchased Services 31% Salaries 7% Supplies and Materials 0% 16% 0%
Department and Program Information
127 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION OFFICE OF THE SUPERINTENDENT OF SCHOOLS
Description: The Superintendent of Schools is the Chief Executive Officer of the Board of Education and is directly 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 by the Board and establishing and administering regulations for the school system.
BUDGET ACCOUNTABILITY: Dr. Clayton M. Wilcox Superintendent
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 16,986
Purchased Services Central Office Reorganization - redirected funds to chief of staff dept. (301,405)
Supplies and Materials Central Office Reorganization - redirected funds to chief of staff dept. (12,926)
Note: Changes listed are not intended to agree exactly to variance between budgets.
128 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION OFFICE OF THE SUPERINTENDENT OF SCHOOLS
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 397,682 389,229 716,614 776,941 Benefits 98,164 91,631 175,488 202,360 Purchased Services 214,594 515,999 359,552 801,693 Supplies and Materials 6,262 19,188 53,906 50,877 Furniture and Equipment - - - - Other - - - -
$ 716,702 $ 1,016,047 $ 1,305,560 $ 1,831,871
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
55% 72%
28% 30% 14% 1% 0% 0%
0%
Fe de r al/ Be ne fits Furniture and Equipment Special Revenue Othe r Purchased Services Local Salaries Supplies and Materials
State
Department and Program Information
129 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 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.
BUDGET ACCOUNTABILITY: Board Services
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 73,483
Note: Changes listed are not intended to agree exactly to variance between budgets.
130 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION BOARD OF EDUCATION/BOARD SERVICES
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 353,353 287,344 277,340 264,013 Benefits 59,382 51,908 48,496 44,632 Purchased Services 85,139 85,139 161,661 124,589 Supplies and Materials 14,281 14,281 15,337 19,912 Furniture and Equipment - - - - Other - - - -
$ 512,155 $ 438,672 $ 502,834 $ 453,146
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.
Sources: Uses:
68% 100%
3% 17% 12% 0% 0% 0%
Benefits Furniture and Equipment Other Purchased Services Federal/ Special Revenue Salaries Supplies and Materials
Local
Department and Program Information
131 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION LEGAL
Description: The General Counsel oversees the Legal Department. This department provides legal advice to and representation of the Board of Education, the Superintendent, and CMS staff and oversees the provision of such advice and representation by outside counsel.
BUDGET ACCOUNTABILITY: George Battle III General Counsel
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 64,502 Redirected funds for salary adjustments 94,696
Note: Changes listed are not intended to agree exactly to variance between budgets.
132 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION LEGAL
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 1,249,178 1,139,221 1,032,219 1,009,699 Benefits 396,201 346,970 277,073 257,890 Purchased Services 454,768 454,768 732,496 418,173 Supplies and Materials 30,346 30,346 217,253 29,043 Furniture and Equipment - - - - Other - - - -
$ 2,130,493 $ 1,971,305 $ 2,259,041 $ 1,714,805
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
93% 59%
21% 1% 19% 7% 0% 0%
Fe de r al/ Be ne fits Furniture and Equipment Special Revenue Othe r Purchased Services Salaries Supplies and Materials Local
Department and Program Information
133 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION CHIEF OF STAFF
Description: The Office of the Chief of Staff supports and directs the work of the Communications, Human Resources and Strategy Management departments, including working with the Chiefs of Communications and Human Resources to develop and implement strategies to improve the customer service and experience for all internal and external customers. Strategy Management will work to successfully close out Strategic Plan 2018 and will plan and prepare extensively for the development and roll-out of a new strategic plan. The Chief of Staff supports the Superintendent in all projects and initiatives designed to further the growth and success of Charlotte- Mecklenburg Schools.
BUDGET ACCOUNTABILITY: Laura Francisco Chief of Staff
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 52,413
Purchased Services Central Office Reorganization - redirected funds to redirected funds from superintendent department 301,405
Supplies and Materials Central Office Reorganization - redirected funds from superintendent department 12,926
Note: Changes listed are not intended to agree exactly to variance between budgets.
134 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION CHIEF OF STAFF
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 984,079 953,594 550,147 483,778 Benefits 347,492 323,564 165,647 137,124 Purchased Services 430,825 96,474 7,638 7,289 Supplies and Materials 21,575 8,649 1,920 1,236 Other - - - -
$ 1,783,971 $ 1,382,281 $ 725,352 $ 629,427
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
40% 87%
35% 11% 0% 14% 3% 10% 0%
Fe de r al/ Be ne fits Furniture and Equipment Special Revenue Othe r Purchased Services Local Salaries Supplies and Materials
State
Department and Program Information
135 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 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.
BUDGET ACCOUNTABILITY: Tracy Russ Chief Communications Officer
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments 60,465 Central Office Reorganization - redirected funds for three communications positions 240,983
Purchased Services Central Office Reorganization - redirected funds from purchased services to salaries and benefits (10,000)
Note: Changes listed are not intended to agree exactly to variance between budgets.
136 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION COMMUNICATIONS SERVICES
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 1,151,292 938,770 910,866 972,623 Benefits 392,428 303,502 278,839 286,097 Purchased Services 448,129 458,129 394,863 389,888 Supplies and Materials 48,593 48,593 74,231 95,252 Furniture and Equipment - - 14,517 13,321 Other - - - -
$ 2,040,442 $ 1,748,994 $ 1,673,316 $ 1,757,181
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
95% 57%
22% 2% 5% 0% 19%
0%
Fe de r al/ Be ne fits Furniture and Equipment Special Revenue Othe r Purchased Services
Local Salaries Supplies and Materials
Department and Program Information
137 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION GRAPHIC PRODUCTION CENTER
Description: The Graphic Production Center provides support services in the production of printed materials. By producing high volume digital publishing, offset printing and design services, the department generates competitive advantages to the district and numerous community partners.
BUDGET ACCOUNTABILITY: Alvin B. Griffin Director of Graphic Production
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 37,867
Note: Changes listed are not intended to agree exactly to variance between budgets.
138 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION GRAPHIC PRODUCTION CENTER
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 690,767 670,685 598,798 553,466 Benefits 278,044 260,259 216,967 191,660 Purchased Services 2,266 2,266 122,737 290,040 Supplies and Materials 5,000 5,000 105,699 147,670 Furniture and Equipment - - (89,463) 1,294,502 Other - - - -
$ 976,077 $ 938,210 $ 954,738 $ 2,477,338
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
71% 100%
0% 1% 0% 28% 0% 0%
Be ne fits Furniture and Equipment Fe de r al/ Special Revenue Othe r Purchased Services Salaries Supplies and Materials
Local
Department and Program Information
139 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION FINANCIAL SERVICES
Description: The Chief Financial Officer is responsible under N.C. General Statutes for keeping the accounts of the school system in accordance with national accounting standards and state rules and regulations; giving a pre-audit certificate for system obligations; issuing all checks and depositing and investing all monies; preparing and filing financial statements; purchasing goods and services in accordance with applicable laws and good purchasing practices; and performing other duties as assigned by law, the Superintendent, or state agencies. These responsibilities are delegated to the Financial Services, Budget Development and Management Services and Procurement Services departments which are a part of the Finance Division.
BUDGET ACCOUNTABILITY: Sheila W. Shirley Chief Financial Officer
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 214,657 Redirected funds to salaries and benefits for budget analyst position 90,965
Purchased Services Other Local Revenue Adjustment (74,785)
Note: Changes listed are not intended to agree exactly to variance between budgets.
140 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION FINANCIAL SERVICES
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 4,040,105 3,854,394 3,317,228 3,063,717 Benefits 1,445,401 1,325,490 1,051,225 949,249 Purchased Services 6,018,104 6,092,889 8,482,995 5,294,160 Supplies and Materials 94,304 94,304 49,379 57,300 Furniture and Equipment - - - 7,416 Other - - - -
$ 11,597,914 $ 11,367,077 $ 12,900,827 $ 9,371,842
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
88% 52% 35%
0% 12% 1% 2% 0% 0%
Fe de r al/ Special Revenue Be ne fits Furniture and Equipment Local Othe r Purchased Services Salaries Supplies and Materials State
Department and Program Information
141 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION HUMAN RESOURCES SERVICES
Description: Description: The Human Resources Services department consists of Sourcing & Onboarding, Employee Support Services, Employee Relations, HRIS, Benefits, Compensation, Licensure and Planning and Workforce Management and provides support services to schools and departments by recruiting, hiring, and managing top quality staff.
BUDGET ACCOUNTABILITY: Gerri Parker Chief Human Resources Officer
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 289,069 Central Office Reorganization - redirected leadership devel. office to personalized learning dept. (279,412) Redirected funds from salaries and benefits to purchased services and supplies and materials (37,621) State allotment adjustment 506,822
Purchased Services Redirected funds to purchased services from salaries and benefits 9,000 Federal adjustment - Regional Alternative Licensing Center (6,061) State allotment adjustment 1,375,000
Supplies and Materials State allotment adjustment 210,510 Redirected funds to supplies and materials from salaries and benefits 28,621
Note: Changes listed are not intended to agree exactly to variance between budgets.
142 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION HUMAN RESOURCES SERVICES
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 5,403,641 5,128,370 4,558,212 4,570,086 Benefits 1,930,359 1,726,772 1,668,746 1,385,864 Purchased Services 2,727,574 1,349,635 1,176,026 1,448,231 Supplies and Materials 745,335 506,564 378,278 364,077 Furniture and Equipment - - (1,320) 56,649 Other - - - -
$ 10,806,909 $ 8,711,341 $ 7,779,942 $ 7,824,907
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
71% 50%
25% 24% 7% 5% 0% 18%
0%
Fe de r al/ Special Revenue Be ne fits Furniture and Equipment Local Othe r Purchased Services Salaries Supplies and Materials
State
Department and Program Information
143 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION STUDENT ASSIGNMENT AND SCHOOL CHOICE
Description: The office of Student Assignment and School Choice includes Career and Technical Education and Magnet Programs and School Redesign. Student Assignment and School Choice is responsible for nurturing innovation through strategic school redesign and incubating new programs and schools.
BUDGET ACCOUNTABILITY: Akeshia Craven-Howell Associate Superintendent, Student Assignment and School Choice
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 15,096
Purchased Services Redirected funds from purchased services (10,000)
Note: Changes listed are not intended to agree exactly to variance between budgets.
144 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION STUDENT ASSIGNMENT & SCHOOL CHOICE
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 175,383 165,315 132,186 149,846 Benefits 51,874 46,846 36,392 42,153 Purchased Services 15,200 25,200 6,855 32,547 Supplies and Materials 2,100 2,100 - 7,735 Furniture and Equipment - - - - Other - - - -
$ 244,557 $ 239,461 $ 175,433 $ 232,281
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
100% 72%
6% 21% 1% 0% 0%
0%
Fe de r al/ Special Revenue Be ne fits Furniture and Equipment Othe r Purchased Services Salaries Supplies and Materials Local
Department and Program Information
145 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION PLANNING SERVICES
Description: Planning Services conducts both short and long range planning activities. Short-range projects 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 in magnet schools recommendations and placement plans for special student populations. Long-range projects include the development of the district’s ten-year enrollment projections for the district and tracking of key school/community demographic information.
Student Placement Services includes oversight of the student records department and the attendance office. Annual activities include the implementation of the new student enrollment process; implementation of the student assignment plan and lottery; process requests for reassignment and transfer; facilitate appeals 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 staff and principals. The department has extensive contact with parents and school staff. The student attendance office prepares attendance reports (i.e. PMR – Principals Monthly Report, graduation report) as required by the state and assists in the management of the student information system. The student records department manages records for all inactive students (graduates and drops) facilitating requests and managing storage.
BUDGET ACCOUNTABILITY: Akeshia Craven-Howell Assistant Superintendent, School Options and Innovation
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 57,775
Note: Changes listed are not intended to agree exactly to variance between budgets.
146 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION PLANNING SERVICES
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 1,078,182 1,046,778 990,895 1,011,112 Benefits 397,468 371,097 322,543 322,466 Purchased Services 37,678 37,678 126,292 205,667 Supplies and Materials 20,345 20,345 26,018 53,756 Furniture and Equipment - - - - Other - - - -
$ 1,533,673 $ 1,475,898 $ 1,465,748 $ 1,593,001
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
99% 71%
2% 1% 1% 0% 26%
0%
Fe de r al/ Special Revenue Be ne fits Furniture and Equipment Othe r Purchased Services Salaries Supplies and Materials Local
Department and Program Information
147 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION PERSONALIZATION & SCHOOL PARTNERSHIPS
Description: The division of Personalization and School Partnerships is comprised of seven departments: Personalized Learning, Instructional Technology, Virtual Learning and Media Services, Teacher and Non- Instructional Professional Development, School Partnerships, Leadership and Principal Pipeline Development, and After School Enrichment Program.
BUDGET ACCOUNTABILITY: Valerie Truesdale Associate Superintendent, Personalization and School Partnerships
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 84,602 Central Office Reorganization - redirected leadership devel. office from human resources dept. 279,412 Central Office Reorganization - redirected budget assistant position from virtual learning dept. 50,072 Central Office Reorganization - redirected partnership specialist position from teacher pd dept. 103,597 Federal adjustment - Title II 240,066 Federal adjustment - Title IV 253,991
Purchased Services Federal adjustment - Wallace grant (312,190)
Supplies and Materials Federal adjustment - Title IV 43,298
Note: Changes listed are not intended to agree exactly to variance between budgets.
148 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION PERSONALIZATION & SCHOOL PARTNERSHIPS
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 2,033,537 1,218,307 1,025,670 788,403 Benefits 568,743 375,157 287,920 217,559 Purchased Services 630,185 930,375 519,878 900,699 Supplies and Materials 209,427 178,129 188,247 49,988 Furniture and Equipment - - - - Other - - - -
$ 3,441,892 $ 2,701,968 $ 2,021,715 $ 1,956,649
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
72% 59%
18% 6% 24% 4% 17% 0%
0%
Fe de r al/ Special Revenue Be ne fits Furniture and Equipment Othe r Purchased Services Local Salaries Supplies and Materials
State
Department and Program Information
149 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 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.
BUDGET ACCOUNTABILITY: Christina Efird Director, Teacher Professional Development
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 88,962 Federal adjustment- Improving Teacher Quality grant 648,928 Redirected funds for coordinator position from virtual learning department 73,922
Purchased Services Federal adjustment- Improving Teacher Quality grant (2,584,904)
Supplies and Materials Federal adjustment- Improving Teacher Quality grant 881,725
Note: Changes listed are not intended to agree exactly to variance between budgets.
150 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION TEACHER PROFESSIONAL DEVELOPMENT
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 3,282,562 2,673,802 1,974,546 1,471,494 Benefits 970,560 760,833 540,374 338,176 Purchased Services 1,835,138 4,458,892 1,487,680 411,865 Supplies and Materials 947,112 62,887 195,041 131,307 Furniture and Equipment - - - - Other - - - -
$ 7,035,372 $ 7,956,414 $ 4,197,641 $ 2,352,842
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
47% 75%
23% 26% 13% 2% 14% 0%
0%
Fe de r al/ Special Revenue Be ne fits Furniture and Equipment Local Othe r Purchased Services Salaries Supplies and Materials
State
Department and Program Information
151 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION VIRTUAL LEARNING AND MEDIA SERVICES Description: 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.
BUDGET ACCOUNTABILITY: Catherine Poling Executive Director, Professional Learning
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 18,318 Redirected funds for budget assistant position to personalized learning department (50,072) Redirected funds for specialist position to 6-12 teaching and learning department (97,157) Redirected funds for coordinator position to professional development department (73,922)
Purchased Services Redirected funds to purchased services from supplies and materials (16,000)
Supplies and Materials Redirected funds from supplies and materials to purchased services 16,000
Note: Changes listed are not intended to agree exactly to variance between budgets.
152 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION VIRTUAL LEARNING AND MEDIA SERVICES
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 326,809 479,611 526,578 377,798 Benefits 115,818 165,849 167,963 118,473 Purchased Services 165,400 181,400 257,342 60,133 Supplies and Materials 679,520 679,520 1,883,496 1,750,441 Furniture and Equipment 31,000 15,000 16,384 - Other - - - -
$ 1,318,547 $ 1,521,380 $ 2,851,763 $ 2,306,845
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
85% 51%
25%
0% 15% 13% 9% 2%
0%
Fe de r al/ Special Revenue Be ne fits Furniture and Equipment Local Othe r Purchased Services Salaries Supplies and Materials
State
Department and Program Information
153 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION TECHNOLOGY SERVICES
Description: The Technology Services Division delivers sophisticated and integrated systems and services to support instructional, administrative and business operations through its five departments: Business Systems, Data Center Operations, Student Information Services, Instructional Technology, and Information Systems and Support. Hardware infrastructure services range from the school desktop PC to the data center 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 integrated enterprise systems to web-based systems. Data management operations provide critical information to support the goals of the district.
BUDGET ACCOUNTABILITY: Derek Root Chief Technology Officer
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 346,416 Redirected funds for project manager position from schools department 104,816 Redirected funds to salaries and benefits from purchased services 119,662 Central Office Reorganization - redirected funds from salaries & benefits (105,350)
Purchased Services Redirected funds from purchased services to salaries benefits (119,662) Redirected funds to purchased services from schools department 436,297
Supplies and Materials State allotment adjustment 128,515
Note: Changes listed are not intended to agree exactly to variance between budgets.
154 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION TECHNOLOGY SERVICES
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 6,556,168 6,275,586 5,729,360 5,720,534 Benefits 2,308,572 2,123,901 1,828,344 1,761,580 Purchased Services 5,778,358 5,461,723 6,337,265 5,595,960 Supplies and Materials 1,757,810 1,626,295 4,436,386 3,475,500 Furniture and Equipment - - 2,566,098 540,785 Other - - - -
$ 16,400,908 $ 15,487,505 $ 20,897,453 $ 17,094,359
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
40% 87%
35% 11% 0% 14% 3% 10% 0%
Fe de r al/ Be ne fits Furniture and Equipment Special Revenue Othe r Purchased Services Local Salaries Supplies and Materials
State
Department and Program Information
155 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION COMMUNITY RELATIONS & ENGAGEMENT, OMBUDSMAN'S OFFICE
Description: Community Relations and Engagement/Ombudsman's 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.
BUDGET ACCOUNTABILITY: Earnest Winston Chief Community Relations & Engagement Officer/Ombudsman
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 108,241 Central Office Reorganization - redirected funds for two community relations positions 161,494 Redirected funds to salaries and benefits from purchased services supplies and materials 132,313 Redirected funds for Title IX administrator from school performance office 93,001 Federal adjustment - Indian Education 4,021
Purchased Services Redirected funds from purchased services to salaries and benefits (125,397) Cultural Proficiency 500,000
Supplies and Materials Redirected funds from supplies and materials to salaries and benefits (6,917)
Note: Changes listed are not intended to agree exactly to variance between budgets.
156 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION COMMUNITY RELATIONS & ENGAGEMENT, OMBUDSMAN
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 2,148,981 1,776,521 1,624,996 1,057,898 Benefits 718,933 596,421 487,627 327,875 Purchased Services 869,730 491,029 1,936,661 125,318 Supplies and Materials 31,319 38,235 233,741 36,529 Furniture and Equipment - - - - Other - - - -
$ 3,768,963 $ 2,902,206 $ 4,283,025 $ 1,547,620
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
75% 57%
23% 1% 18% 7% 0% 19%
0%
Fe de r al/ Special Revenue Be ne fits Furniture and Equipment Local Othe r Purchased Services Salaries Supplies and Materials
State
Department and Program Information
157 This page left blank intentionally. Operational Services Operational Services Operational Operational Services Transportation 1.0 Executive Director of Transportation 4.0 Director, Transportation 1.0 Director, Transportation Support Services Chief Operations Officer 1.0 Director, Safety and Quality/Support 1.0 Administrators, Transportation 1.0 Chief Operations Officer Building Services 3.0 Manager – Support 1.0 Adm. Assistant to Associate Superintendent 7.0 Supervisor, Parts Room/Transp Main 2.0 Positions 1.0 Executive Director Facilities 16.0 Transportation/Safety Techs/Specialists 1.0 Exec. Director, Facilities Planning & Mgmt 18.0 Quality Support Technicians 1.0 Director of Maintenance 15.0 Routing Technicians/TIMS Administrators 1.0 Director of Property and Quality 1.0 Foreman, Shop 1.0 Director of Custodial Services 1.0 Gus the Bus (Bus Safety Teacher) 1.0 Director, Building Services Support 83.0 Garage Personnel Inventory Management 1.0 Director, Architecture 14.0 Operators, Service Truck 10.0 Real Estate Personnel 2.0 Sr. Administrative Secretary/Financial Sec. 1.0 Director, Warehouse Operations 12.0 Plant Maintenance Personnel 6.0 Cost Clerks/Sr. Costs Clerks 1.0 Quality Analyst 19.5 Plant Operations Personnel 3.0 Parts Clerks/Crew Chief 4.0 Coordinators 16.0 Grounds Personnel 2.0 Dispatcher 1.0 Inventory Manager 7.0 Garage Personnel 45.0 Lead Bus Driver 1.0 FF&E Manager 41.0 Carpentry Personnel 3.0 Bus Monitors 1.0 Technician, Audit Inventory 7.0 Pest Control Personnel 11.38 Bus Driver Trainer/Trainees 1.0 Storekeeper 13.0 Painting Personnel 1211.5 Bus Drivers 1.0 Data Entry Senior Operator 12.0 Roofing/Sheet Metal Personnel 1449.88 Positions 21.0 Delivery Drivers 24.0 Plumbing Personnel 11.0 Warehouse Personnel 31.0 HVAC Personnel 2.0 Sr. Administrative Secretary. 5.0 Engineer 21.0 Electrical Personnel Community Use of Facilities 45.0 Positions 17.0 Electronics Personnel 1.0 Manager, Community Facilities 3.0 Mobile Classroom Personnel 2.0 Assistants, Community Facilities 3.0 Custodial Personnel 3.0 Positions 820.0 Custodians 1068.5 Positions Safety, Environmental Health & Risk Mgmt
CMS Police Department 1.0 Director of Safety 1.0 Manager, Environmental Health 1.0 Chief, School Police 1.0 Supervisor, School Zone Safety 1.0 Deputy Chief, School Police 1.0 Specialist, Safety 1.0 Sr. Administrative Secretary 3.0 Specialist, Environmental Health 2.0 Alarm System Technicians 1.0 Specialist, Risk & Fire Safety Athletics 101.0 Associate, Security 1.0 Sr. Administrative Secretary 1.0 Director of Athletics 3.0 Associate, Security – 12 mo. 9.0 Positions 1.0 Asst. Director, Athletics 4.0 Associate, Lead Security 1.0 Sr. Administrative Secretary 1.0 Supervisor, Security 3.0 Positions 1.0 Coordinator, Safe Schools 6.0 Dispatcher 5.0 Investigator, CMS Police 1.0 Supervisor, School Law Enforcement 16.0 Officer, School Resource, CMS Police 143.0 Positions
This Organizational Chart represents the FY 2018-19 Proposed Budget 159 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION OPERATIONAL SERVICES
Goals, Objectives and Accomplishments
CHIEF OPERATIONS OFFICER
Goals 2018-19 • Deliver the highest quality operational support that provides all students the best education and maximizes student achievement. • Provide efficient and effective operational services and facilities where students and staff can be safe and successful.
Objectives 2018-19 • Support the district’s Strategic Plan 2024 • Maintain strong lines of communication with all CMS departments and schools to assure continued operational excellence • Support successful implementation of Student Assignment Phase I and Phase II • Recommend and implement approved enhance safety and security strategies
BUILDING SERVICES
Goals 2018-19 • Open 54 classroom New Language Immersion K-8 Albemarle Road Elementary School- Middle School to provide relief for Albemarle Road Elementary School-Middle School and additional magnet capacity. • Renovate and open former Wilson Middle School as Wilson STEM Academy. Relocate West Mecklenburg High School Hawk Academy to Amay James Recreational Center. • Repurpose Villa Heights for an Elementary School. • Complete multi-year Myers Park High School phased project which includes two multi-story buildings, demolition and site improvement. • Complete and occupy a 14 classroom addition for Northridge Middle School to increase classroom count to 54 and bring campus to baseline. • Complete Selwyn Elementary School project which includes renovations of the B/C building. • Relocate e-Learning Academy and FOCUS Garinger from Villa Heights to TBD locations. • Provide facilities support for 23 Student Assignment Plan schools, various re-start program schools and Whitewater Middle School Verizon Innovation Lab. • Continue with the design and construction of the 2017 Bond Referendum projects. Objectives 2018-19 • Implement, manage and update 5-year $18,000,000 annual Facilities Sustainment Plan funded by Mecklenburg County. 2018-19 is year 3 of a 5 year commitment. Continue to advocate Preventative Maintenance funds and update the Facility Condition Index (FCI). • Continue to achieve and monitor health inspection grade improvement and curb appeal enhancement driven though process improvement. • Develop a strategic organizational plan to form a maintenance and engineering group dedicated to supporting present security related physical assets, identifying 21st century best practices to drive improvement. • Work towards achieving a long-term plan to maximize renewable energy by a. Continuing to build upon our solar knowledge and experience, and b. Taking advantage of opportunities when policy and market conditions are best
160 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION OPERATIONAL SERVICES
Goals, Objectives and Accomplishments
BUILDING SERVIES (Continued)
• Continue to implement energy conservation strategies which make economic sense. • Roll out our sustainment plan for modular buildings, mobile classrooms and restrooms prior to 2019-20 budget development. • Support strategies for facilities impacts related to K-3 class size modifications. Accomplishments 2017-18 • Achieved approval of record $922 million bond package • Opened 54 classroom PK-8 Renaissance West STEAM Academy (Berryhill-Reid Park Relief) • Opened 54 classroom JM Alexander MS replacement school • Opened South Mecklenburg High School 3 story 30 classroom building, new kitchen and cafeteria • Opened 27 classroom new East Mecklenburg High School building and other renovations • Opened new building 2 at Myers Park High School • Completed phased Northwest School of the Arts renovations including auditorium and Building D • Relocated Turning Point Academy to renovated former Pawtucket Elementary School • Renovated and occupied John Taylor Williams Secondary Montessori • Renovated and occupied former Newell Elementary School as Dorothy J. Vaughn Academy of Technology • Relocated Military and Global Leadership Academy to Hawthorne Academy campus • Achieved all additional FY 2017-18 opening of school deliverables and summer maintenance plans • Successfully developed and implemented comprehensive strategies and tactical plans to improve school health inspection grades and “curb appeal”
INVENTORY MANAGEMENT
Goals 2018-19 • Long term staffing plan to maximize resources and provide career paths for employees • Replace outdated MMIS system with system that minimizes the need for human resources currently necessary to manage asset and textbook inventory • Space utilization plan for the increasing volume of furniture and other assets being held for auction and/or re-use, that more effectively utilizes our current space • Collaborative work with other departments, assisting them in development of strategies to achieve their own supply chain goals and objectives • Begin managing the bid process for copy paper procurement
Objectives 2018-19 • Maintain or exceed 97% departmental physical inventory accuracy • Achieve 90% or higher department participation rate for annual employee engagement survey • Renewal of electronics recycling contract • Organization & Staffing:
161 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION OPERATIONAL SERVICES
Goals, Objectives and Accomplishments
INVENTORY MANAGEMENT (Continued)
o Hire an FF & E Manager o Hire an Inventory Control Specialist o Adjust Delivery Driver pay grade to competitive market rate o Adjust Warehouse Worker pay grade to competitive market rate o Transition Transportation warehouse back to Transportation department o Transition Maintenance Warehouse back to Building Services o Transition Testing Warehouse back to Accountability department • Develop a replacement program for warehouse trucks/powered industrial vehicles that allows for replacement of at least two aged out vehicles per year, if necessary • Eliminate the 2.5% fee currently paid to GovDeals.com for use of their auction services
Accomplishments 2017-18 • Successfully fulfilled all school based textbook orders, submitted by June 30, 2016, by the 10th day of school • Successful implementation of electronics recycling program yielding $72,061 in revenue • Recovered $97,985.70 in revenue via auction of surplus unusable property through GovDeals.com • Sustained overall inventory accuracy goal of 97% or greater, with accuracy of 97.69% • Hired Hovis Rd. warehouse supervisors and an Asset Inventory Coordinator • Year-long participation in the North Star reading program at Lake Wylie Elementary • On-site support of opening of schools during the first week of classes at Dorothy J. Vaughn Academy of Technology, Renaissance West STEAM Academy, and Devonshire Elementary
SAFETY, ENVIRONMENTAL HEALTH & RISK MANAGEMENT
Goals 2018-19 • Support Strategic Plan 2018 Goal 4 – “Promote a system-wide culture of Safety” • Comply with North Carolina Occupational Safety & Health Standards (OSHA) • Plan and prepare for emergency management situations and recovery • Manage traffic safety and school crossing guard programs • Eliminate risks in school chemistry labs and meet regulatory requirements • Reduce the risk of injury to children by maintaining playground safety program
Objectives 2018-19 • Conduct a comprehensive disposal of outdated chemicals in high school chemistry labs • Develop and re-vise emergency action plans for administrative buildings • Develop job hazard assessments for additional Operation’s departments • Implement Phase II of water quality testing initiative • Conduct audits of schoolhouse safety processes and correct any identified deficiencies • Conduct comprehensive summer playground safety inspection and audit
Accomplishments 2017-18 • School Crossing Guard Program - In-house program improved efficiency & reduced cost • Health Inspections - Implemented a formal internal inspection & re-inspection process • Water Quality –Tested 58 elementary schools to ensure water meets quality standards • Crisis Response – Conducted tabletop exercise for Response TEAM at Evacuation site
162 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION OPERATIONAL SERVICES
Goals, Objectives and Accomplishments
SAFETY, ENVIRONMENTAL HEALTH & RISK MANAGEMENT (Continued)
• Job Hazard Analysis- Developed a virtual library of maintenance workers job tasks • Process Mapping – Continued developing processes for several departmental programs • Safety Conference - Conducted the 20th Building Services Annual Conference • Fire Safety – Coordinated upgrades to hood suppression systems in school kitchens
TRANSPORTATION
Goals 2018-19 • 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 2018-19 • Maintain timely and quality transportation to all students utilizing CMS buses • Improve the annual DPI fleet audit score compared to previous year milestone Accomplishments 2017-18 • Maintained timely and quality transportation to all CMS transportation eligible students • Launched the “Here Comes the Bus” app which enables parents to track their child’s school bus ATHLETICS
Goals 2018-19 • 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 2018-19 • Generate revenue to operate and 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 2017-18 • Generated over $1.4 million in revenue to fund middle school athletics at 29 middle schools and nine K-8 home schools. • Conducted seasonal pre-season high school and middle school coaches meetings that involve state and local eligibility training and promote sportsmanship.
163 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION OPERATIONAL SERVICES
Goals, Objectives and Accomplishments
ATHLETICS (Continued)
• Incorporated leadership training in high school athletic director monthly meetings and in high school pre-season coaches meetings. • In partnership with Atrium Health (formerly Carolinas HealthCare System), 1) completed 10th year of Heart of a Champion Day that provided free and extensive sport physicals to 1,678 CMS high school student-athletes; 2) organized free First Responder/AED/CPR certification classes for high school and middle school coaches and athletic directors; 3) continued to provide IMPACT concussion baseline testing to all 9th grade and/or first time high school student-athletes; 4) provided opportunity of access to sports nutritionists in high school and middle school athletic programs. • Represented CMS at Charlotte Touchdown Club luncheons, Hood-Hargett Breakfast Club events, and spoke at the Northeastern University of Charlotte Winter Leadership Institute. • Organized Region 6 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 one summer graduation ceremonies totaling 10,000+ graduates and 119,000+ guests.
CMS POLICE DEPARTMENT
Goals 2018-19 • Recruit and employ a Certified Instructor in the position of a Detective to coordinate the instruction and presentation of Active Shooter Training for all CMS employees. • Coordinate the interfacing of the Genetec Camera System with the Charlotte Mecklenburg Police Department
Objectives 2018-19
• Provide a safe and secure environment for students, teachers, staff and community. • Develop strategies to combat and eliminate the Social Media threats of violence against schools through the education of consequences and enforcement of criminal laws
Accomplishments 2017-18
• Reviewed, updated and distributed the Emergency Operations procedures and reference guide • Planned and executed the Level 3 Evacuation Drill with the Executive staff • Diverted thirty-five juveniles from criminal proceedings through the Juvenile Diversion Program
164 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION OPERATIONAL SERVICES
Goals, Objectives and Accomplishments
COMMUNITY USE OF SCHOOLS
Goals 2018-19 • Deliver world class customer service by providing timely, accurate, and responsive service to internal/external customers • Increase revenue, not to profit but to break even in allowing the community to use our Facilities
Objectives 2018-19 • Finalize Football Stadium Process, specifically compensation to employees covering Football Stadium usage • Develop management reports on facility usage • Conduct on-going training for school personnel and building services staff on the usage and maintenance of the Schedule FM system
Accomplishments 2017-18 • Launched new regulations and fees • Launched the Online Request Form which allows customers to apply online
165 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION OPERATIONAL SERVICES
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 87,541,122 83,370,652 75,959,121 73,293,347
Benefits 39,023,254 35,727,760 29,146,477 27,505,942
Purchased Services 51,691,026 57,130,849 65,170,701 65,118,014
Supplies and Materials 18,508,391 27,714,317 32,123,856 24,532,666
Furniture and Equipment 75,412 110,689 2,696,989 889,702
Other - - - -
$ 196,839,205 $ 204,054,267 $ 205,097,144 $ 191,339,671
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Department and Program Information
166 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION OPERATIONAL SERVICES
Sources
Fe de ral/ 48% Special Revenue
Local
46% State 6%
Uses
45% Be ne fits
9% Furniture and Equipment Othe r Purchased Services Salaries 20% 26% Supplies and Materials 0%
0%
Department and Program Information
167 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION CHIEF OPERATIONS OFFICER
Description: The Chief Operations Officer oversees the day-to-day operations of the school district. This office is directly responsible for the oversight of the following departments: Building Services, Inventory Management, Safety, Transportation, Planning Service, Athletics, CMS Police, Community Use and Child Nutrition.
BUDGET ACCOUNTABILITY: Carol Stamper Chief Operations Officer
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 12,488
Note: Changes listed are not intended to agree exactly to variance between budgets.
168 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION CHIEF OPERATIONS OFFICER
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 245,000 237,864 241,864 226,087 Benefits 74,467 69,115 64,894 58,873 Purchased Services 4,285 4,285 4,469 5,700 Supplies and Materials 1,000 1,000 1,000 - Furniture and Equipment - - - - Other - - - -
$ 324,752 $ 312,264 $ 312,227 $ 290,660
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
76% 83%
1% 0% 23% 0% 17% 0%
0%
Fe de r al/ Be ne fits Furniture and Equipment Special Revenue Othe r Purchased Services Local Salaries Supplies and Materials
State
Department and Program Information
169 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 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 and equitable school facilities for all children.
BUDGET ACCOUNTABILITY: Carol Stamper Chief Operations Officer
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 2,087,103 Additional Facility Space - added 11 custodial positions and 3 pest control operators 605,433 Custodial Allotments- added 46 custodial positions 2,047,519
Purchased Services Reduction of prior year fund balance appropriation adjustment for movement of mobile units (3,000,000) Reduction of prior year fund balance appropriation adjustment for choice options (1,529,236) Redirected funds from purchased services to athletics department (200,210) Redirected funds from purchased services to elementary curriculum department (175,626)
Note: Changes listed are not intended to agree exactly to variance between budgets.
170 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION BUILDING SERVICES
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 37,531,085 34,642,566 32,401,629 31,732,648 Benefits 16,653,507 14,802,045 12,357,396 11,646,763 Purchased Services 37,662,995 42,610,020 49,069,744 49,839,614 Supplies and Materials 3,916,462 3,916,462 5,744,540 5,819,045 Furniture and Equipment 34,266 34,266 2,335,197 362,766 Other - - - -
$ 95,798,315 $ 96,005,359 $ 101,908,506 $ 99,400,836
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
69% 39% 40%
0% 4% 22% 17% 9% 0%
Fe de r al/ Special Revenue Be ne fits Furniture and Equipment Local Othe r Purchased Services Salaries Supplies and Materials
State
Department and Program Information
171 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION INVENTORY MANAGEMENT
Description: The Inventory Management Department was created to evaluate current District inventory practices and to determine standardized processes that would maximize efficiency and effectiveness in managing those inventories and distribution processes. The department is also a participant in the Opening Schools Project Charter and the FF&E New Schools committee. The Storage and Distribution department reports to Inventory Management.
BUDGET ACCOUNTABILITY: Jeff Jackson Director of Inventory Management
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 109,795 Redirected funds testing coordinator and storekeeper positions to accountability department (97,901)
Purchased Services ce Reorganization - redirected funds from purchased services (30,000) Redirected funds from furniture and equipment to purchased services 63,078
Supplies and Materials State Adjustment - textbooks (8,101,346) State budget reduction (1,120,601) Redirected funds from supplies and materials to purchased services (27,801)
Furniture and Equipment Redirected funds from furniture and equipment to purchased services (35,277)
Note: Changes listed are not intended to agree exactly to variance between budgets.
172 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION INVENTORY MANAGEMENT
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 1,928,510 1,941,942 1,646,258 1,670,181 Benefits 875,236 849,910 618,678 609,226 Purchased Services 255,450 222,372 947,391 197,297 Supplies and Materials 4,025,569 13,275,317 13,771,247 8,800,060 Furniture and Equipment - 35,277 61,995 - Other - - - -
$ 7,084,765 $ 16,324,818 $ 17,045,569 $ 11,276,764
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
57% 56% 32%
27% 12% 12% 4%
0%
0%
Fe de r al/ Be ne fits Furniture and Equipment Special Revenue Othe r Purchased Services Local Salaries Supplies and Materials
State
Department and Program Information
173 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION SAFETY, ENVIRONMENTAL HEALTH & RISK MANAGEMENT
Description: The Safety, Environmental Health and Risk Management Department coordinates the district's safety, environmental, and risk management program by providing guidance to schools and departments in maintaining a safe physical environment and adhering to applicable safety standards including; regulatory compliance, risk management, car pool & traffic control, school crossing guards, general liability claims, fire prevention, indoor air quality (IAQ), accident investigations, storm water pollution prevention, playground safety audits, personal protective equipment and maintaining pertinent records. Serves as district liaison with multiple public agencies and organizations including OSHA, DOT, Fire Departments, Risk Management, Emergency Management, All-Hazards Advisory Committee, Emergency Operations Center and Red Cross on various issues and programs.
BUDGET ACCOUNTABILITY: Kevin Earp Director of Safety, Environmental Health & Risk Management
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 37,289
Purchased Services Redirected funds to purchased services from supplies and materials 59,516
Supplies and Materials Redirected funds from supplies and materials to purchased services (59,516)
Note: Changes listed are not intended to agree exactly to variance between budgets.
174 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION SAFETY, ENVIRONMENTAL HEALTH & RISK MANAGEMENT
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 754,481 732,504 458,265 418,814 Benefits 229,291 213,979 146,143 132,177 Purchased Services 340,071 280,555 534,465 532,118 Supplies and Materials 14,031 73,547 57,548 21,743 Furniture and Equipment - - - - Other - - - -
$ 1,337,874 $ 1,300,585 $ 1,196,421 $ 1,104,852
Sources: Uses:
57%
61%
39% 25% 1% 0% 17% 0% 0%
Fe de r al/ Special Revenue Be ne fits Furniture and Equipment Othe r Purchased Services Local Salaries Supplies and Materials
State
Department and Program Information
175 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION TRANSPORTATION
Description: To support the educational process for all transportation eligible Charlotte-Mecklenburg Schools students by providing safe, timely and courteous services daily.
BUDGET ACCOUNTABILITY: Janet Thomas Executive Director of Transportation
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments 2,166,739
Purchased Services State allotment adjustment (808,422)
Note: Changes listed are not intended to agree exactly to variance between budgets.
176 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION TRANSPORTATION
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 38,975,932 37,933,575 33,536,374 31,498,881 Benefits 18,174,429 17,045,037 13,485,140 12,676,677 Purchased Services 4,268,693 5,077,115 6,504,624 6,242,603 Supplies and Materials 9,892,654 9,897,664 11,970,200 9,169,522 Furniture and Equipment 41,146 41,146 294,920 454,763 Other - - - -
$ 71,352,854 $ 69,994,537 $ 65,791,258 $ 60,042,446
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
84% 55%
6% 14% 16% 0% 0% 25% 0%
Fe de r al/ Special Revenue Be ne fits Furniture and Equipment Othe r Purchased Services Local Salaries Supplies and Materials
State
Department and Program Information
177 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ATHLETICS
Description: The Department of Athletics provides support through administrative and technical assistance in interscholastic athletics for 37 middle schools, 19 high schools and 1 developmental disability school. The department serves as a liaison with local businesses and community organizations in a variety of athletic arenas. Additionally, the Department of Athletics coordinates 25 high school graduations, mid-year graduations and summer school graduations.
BUDGET ACCOUNTABILITY: Sue Doran Director of Athletics
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 40,372 Redirected funds from salaries and benefits to purchased services (52,146)
Purchased Services Redirected funds to purchased services from building services department 200,210 Redirected funds to purchased services 49,790 Reduction of prior year fund balance appropriation adjustment for middle school athletics (275,000) Redirected funds to purchased services from salaries and benefits 52,146
Supplies and Materials Redirected funds to supplies and materials 37,390
Note: Changes listed are not intended to agree exactly to variance between budgets.
178 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ATHLETICS
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 2,552,830 2,622,867 2,212,954 2,177,826 Benefits 659,550 601,287 525,943 498,170 Purchased Services 2,811,887 2,784,741 2,359,789 2,345,535 Supplies and Materials 381,090 343,700 416,829 529,279 Furniture and Equipment - - 7,021 - Other - - - -
$ 6,405,357 $ 6,352,595 $ 5,522,536 $ 5,550,810
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
75% 40%
44% 25% 6% 10%
0%
0%
Fe de r al/ Be ne fits Furniture and Equipment Special Revenue Othe r Purchased Services Salaries Supplies and Materials Local
Department and Program Information
179 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION CMS POLICE DEPARTMENT
Description: The CMS Police Department conducts investigations of alleged inappropriate conduct by employees and of crimes against school board property. Also, preventive patrols of property are conducted along with alarm response and apprehension and prosecution of persons committing crimes against Board owned property, students and staff. The CMS Police Department manages, trains and equips the Security Associates and manages the installation of new alarm systems and CCTV.
BUDGET ACCOUNTABILITY: Randy Hagler Chief of Police
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 269,610 State allotment adjustment - At-Risk (106,337) Security Enhancement Staff 329,042
Purchased Services State allotment adjustment - At-Risk 195,884
Supplies and Materials Security Enhancement Staff 70,958
Note: Changes listed are not intended to agree exactly to variance between budgets.
180 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION CMS POLICE DEPARTMENT
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 5,155,429 4,865,711 4,822,797 4,800,471 Benefits 2,196,427 1,994,453 1,782,918 1,692,474 Purchased Services 6,093,583 5,897,699 5,580,707 5,726,910 Supplies and Materials 237,351 166,393 109,738 140,313 Furniture and Equipment - - (2,144) 72,173 Other - - - -
$ 13,682,790 $ 12,924,256 $ 12,294,016 $ 12,432,341
Sources: Uses:
83% 38% 44%
0% 2% 17% 0% 16% 0%
Fe de r al/ Special Revenue Be ne fits Furniture and Equipment Local Othe r Purchased Services Salaries Supplies and Materials
State
Department and Program Information
181 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION COMMUNITY USE OF FACILITIES
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 361,335 357,103 603,832 650,979 Benefits 150,929 142,516 154,054 157,658 Purchased Services - - - - Supplies and Materials 40,234 40,234 52,754 52,704 Furniture and Equipment - - - - Other - - - -
$ 552,498 $ 539,853 $ 810,640 $ 861,341
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
100% 66%
0% 7% 0% 27%
0%
Be ne fits Furniture and Equipment Fe de r al/ Othe r Purchased Services Special Revenue Salaries Supplies and Materials
Department and Program Information
182 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ENTERPRISE FUNDS PROGRAM SUPPORT
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 36,520 36,520 35,148 117,460 Benefits 9,418 9,418 11,311 33,924 Purchased Services 254,062 254,062 169,512 228,237 Furniture and Equipment - - - - Other - - - -
$ 300,000 $ 300,000 $ 215,971 $ 379,621
Operating transfer to Child Nutrition Fund = $300,000.
Sources: Uses:
85% 85%
12% 15% 3%
0%
0%
Fe de r al/ Be ne fits Furniture and Equipment Special Revenue Othe r Purchased Services Salaries
State
Department and Program Information
183 This page left blank intentionally. Learning Services Learning Services Learning Services Page 1 Exceptional Children Chief Academic Officer 6-12 Teaching and Learning 1.0 Asst. Superintendent-Exceptional Children 1.0 Chief Academic Officer 1.0 Exec. Director, Secondary Learning and Teaching 2.0 Directors of Exceptional Children 1.0 Specialist, Virtual-Central-Office 18.0 Program Specialists 1.0 Admin. Assistant 2.0 Positions 1.0 Sr. Administrative/Administrative Secretary 48.0 Coordinating Teachers/Area Coordinators 1.0 Budget Assistant 1.0 Director of Instruction, Beacon 4.0 Positions 27.0 Diagnosticians 777.5 Teachers** PreK-5 Teaching and Learning 671.75 Teacher Assistants** 1.0 Exec. Director, Learning and Teaching, PreK-5 160.0 Speech /Language Pathologists** 1.0 Administrative Secretary Secondary Curriculum 70.2 Physical/Occupational Therapists/Assts** 2.0 Positions 42.0 Behavior Modification/Support Tech** 1.0 Director, Secondary Curriculum 4.0 Liaison, Behavior Support 1.0 Specialists, Literacy 10.0 Audiologists/Assistants 2.0 Specialist, Global Studies 5.0 Psychologists** Elementary Curriculum 1.0 Specialist, English Curriculum 1.0 Specialist, Secondary Math 0.5 CEIF Administrator 1.0 Director, PreK Math & Science 1.0 Specialist, Secondary Curriculum 33.0 Interpreter-Tutor, Hearing 2.0 Math Specialists 1.0 Specialist, World Language 4.0 Braillist /Orientation & Mobility 1.0 Science Specialists 1.0 Sr. Administrative Secretary 1.0 Social Worker 1.0 Specialists, Physical Education 9.0 Positions 20.0 Coaches/Assistants 1.0 Specialists, Social Studies 1.0 Graduation Success Specialist 1.0 Specialists, Visual Arts 2.0 Specialist, MTSS & Ed Plan 1.0 Specialist, Performing Arts 2.0 Child Find Advocate 2.0 Resource Teachers, Health 1.0 Technology Associates 1.0 Sr. Administrative Secretary AdvancedHumanities Studies 77.0 Bus Monitors** 11.0 Positions 6.0 Administrative Secretaries/Receptionists 89.0 Talent Development Teachers** 1.0 Budget Assistant 1.0 Director, Advanced Studies 1.0 Project Manager 6.0 LITD Magnet Coordinators 1.0 Office Supervisor 3.0 Specialist, Talent Development/Compliance 1987.95 Positions K-12 Literacy 1.0 Specialist, Advanced Studies 1.0 Administrative Secretaries 1.0 Director, K-12 Literacy 1.0 Sr. Administrative Secretary 1.0 Specialist, Extended Day 102.0 Positions 4.0 Specialist, Literacy 1.0 Specialist, Virtual Learning 1.0 Coordinator, Ext Day 1.0 Administrative Secretary 9.0 Positions International Baccalaureate Program 7.0 Lead Teachers** 7.0 Positions Drivers Education
1.0 Drivers Education Specialist 1.0 Positions ROTC Program 58.0 Instructors** 58.0 Positions
NOTE: ** indicates school based personnel
This Organizational Chart represents the FY 2018-19 Proposed Budget 185 Learning Services Page 2
Bright Beginnings Pre-K Program English Learners
1.0 Exec. Director, ESL Student Education Chief Academic Officer 1.0 Director, Pre-K Services 1.0 Director, ESL Student Education 1.0 Assistant Director 2.0 Coordinator, EL Curriculum/LEP 1.0 Specialist, Preschool Title I 2.0 Coordinating Teacher EL Curriculum/LEP Curriculum 2.0 Sr. Administrative Secretaries 1.5 Sr. Admin/Administrative Secretaries 2.0 Bilingual Counselor 173.0 Teachers** 311.5 LEP/ESL Teachers ** Student Services 146.0 Teachers Assistants/Tutors** 3.0 Bilingual Enrollment Technicians ** 1.0 Literacy Facilitators 12.0 Pre-K Literacy Support Teachers 4.0 Interpreter Translators 1.0 Executive Director, Student Services 1.0 Interpreter 3.0 Specialists 1.0 Director, Social Emotional Learning & Behavior 2.0 Preschool Psychologist** 13.0 Resource Teachers Support 2.0 Social Workers 3.0 Tutors 6.0 Counselor, Student Assistance 1.0 Preschool Family Advocate 1.0 EL Psychologist 1.0 Counselor, ESL 2.0 Pre-K Screeners 1.0 Coach, Graduation 2.0 Liaison, Educational with DSS 1.0 Office Coordinator 2.0 Coach, Sheltered Inst. Observe 2.0 Liaison, Lead with DSS/Youth & Family Service 0.5 Pre-K Enrollment Coordinator 1.0 Data Quality Manager 14.0 Specialists 38.0 Pre-K Safety Assistants** 1.0 Advocate, EL Family 1.0 Specialist, Character Development 384.0 Positions 1.0 Office Supervisor 4.0 Facilitator, 504 354.50 Positions 1.0 Compliance Assistant, 504 5.0 NIJ Grant Facilitators 3.0 NIJ Grant School Psychologists 1.0 Program Manager, Compliance 1.0 Manager, Mental Health Program 1.25 Teacher, Homebound 6.0 Secretaries, Sr. Administrative/Secretaries 50.25 Positions NC PreK Program
1.0 Assistant Director, Pre-K Services 2.0 Administrative Secretaries 16.0 Teachers Assistants** 1.0 Coordinator, More at Four 3.0 Literacy Facilitators Career & Technical Education Magnet Programs and School Redesign 2.0 Coach, PreK Literacy 3.0 Social Workers 1.0 Director, Career and Tech Ed Education 1.0 Director of Magnet Schools 1.0 Advocate, Family/School 1.0 Assistant Director, CTE 2.0 Magnet Schools Specialist 3.0 Pre-K Screeners 558.56 Teachers** 1.0 Sr. Administrative Secretary 1.0 Budget Assistant 53.0 Coordinators – Career/Academy/Support 4.0 Positions 0.5 Pre-K Enrollment Coordinator 2.0 Systems Engineers 33.5 Positions 1.0 Manager, Lead Information Systems 1.0 Office Supervisor 1.0 Sr. Administrative/Secretary 618.56 Positions
NOTE: ** indicates school based personnel
This Organizational Chart represents the FY 2018-19 Proposed Budget 186 Learning Services Page 3
Chief Academic Officer Accountability Services Learning Communities 1.0 Associate Supt, Accountability 8.0 Learning Community Superintendents 1.0 Executive Director, Data Quality 7.0 Executive Directors, Community 1.0 Executive Director, Accountability 7.5 Area Administrator for Student Services 1.0 Director, State Testing 8.0 Community Support Coordinators Associate Superintendent, School Performance 1.0 Director, Research & Evaluation 1.0 Principal Services 1.0 Director, Data Use School Improvement 1.0 Assistant Principal 1.0 Associate Supt, School Performance 1.0 Assistant Director, State & Federal Testing 1.0 Beacon Human Capital Team Leader 1.0 Admin. Assist. to Chief School Performance Officer 1.0 Admin Asst. to Chief Accountability Officer 1.0 Cambridge Coordinator 1.0 Executive Coordinator 3.5 Coordinators 1.0 Project Manager, Human Capital Strategies 1.0 Secretary 4.0 Senior Analysts 2.0 Specialists 4.0 Positions 6.0 Analysts 8.0 Executive Secretaries 3.0 Enterprise Data Architect 6.0 Senior Administrative Secretaries 1.0 Senior Accountability Programmer 51.5 Positions 3.0 Specialist, Data Use for Sch Improvement 1.0 Storekeeper ESEA Title I 29.5 Positions
1.0 Executive Director 3.0 Director 3.0 Project Manager, School Improvement 4.0 Specialists Project L.I.F.T. 1.0 Office Supervisor 1.0 Sr. Administrative Secretaries 0.5 Learning Community Superintendent 3.0 Budget Assistants/Analyst 1.0 Executive Director, Community 15.0 Teachers ** Student Discipline and Behavioral Support 1.0 Coordinator, PL Community Engagement 7.5 Social Workers 2.0 Community Support Coordinators 26.0 Facilitators 1.0 Executive Director of Alternative Education 0.5 Area Administrator for Student Services 2.0 Lead Facilitators 1.0 Coordinator, Court and Student Discipline 1.0 Assistant Principals 29.0 Family/ School Advocates 2.0 Coordinator, Training and Quality 1.0 Executive Secretary 83.5 Behavior Modification Technicians 1.0 Liaison, At Risk Students 1.0 Secretaries 21.0 Technology Associates 3.0 Manager, Transitional Support 8.0 Positions 21.5 Assistants 1.0 Manager, Data & Transition Support 7.0 Coordinator, New Teacher Support 1.0 Hearing Officers 16.0 Coaches 1.0 Senior, Administrative Secretary 15.0 Interpreters/Translators 1.0 Technician, Discipline 54.0 Tutors 2.0 Technician, Behavior Modification 313.5 Positions 1.0 Technician Lead Behavior Modification 15.0 Positions
NOTE: ** indicates school based personnel
This Organizational Chart represents the FY 2018-19 Proposed Budget 187 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION LEARNING SERVICES
Goals, Objectives and Accomplishments
CHIEF ACADEMIC OFFICER
Goals 2018-19 • All students are reading on or above grade level to foster success in all content areas. • CMS Academics possesses a culture of collaboration within and across all divisions, departments, schools and community to maximize student learning. • Integrate cultural proficiency and social-emotional learning into district-guiding instructional practices and priorities. • Each student has equitable access to personalized learning to ensure career- and college- readiness.
PRE-K – 5 LEARNING AND TEACHING
Goals 2018-19 • Support the Instructional Leadership Team model for developing core literacy knowledge and developing leadership capacity within all schools • Provide professional development and coaching support of the PreK-3 Literacy Framework: Our Minimum Standard of Instructional Care • Provide a high quality, evidence-based, and standards-aligned guaranteed viable curriculum to all PreK-5 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 all elementary and K-8 schools, especially as they undergo the 2018-2019 Student Assignment Plan transitions • Work collaboratively with district partners and the Department of Public Instruction staff to both stay informed of federal mandates, research, and community resources
Objectives 2018-19 • Expand Reading Research to Classroom Practice (formerly known as Reading Foundations) Training for all PreK-1 grade teachers through a combination of district funds and CMS Foundation funds • Focus on implementing the PreK-3 Framework, which includes MTSS Tier instruction and culturally relevant practices across the district • Develop the CMS Families Read: Bedtime Stories online literacy resource for parents • Redesign, effectively communicate, and support teachers’ use of district provided standards-aligned resources to best meet the needs of all students
Accomplishments 2017-18 • During the 2017- 2018 school year, we provided Reading Research to Classroom Practices professional development to 715 educators (Pre-K, K, first, ESL, EC, CC, LFs, Pre-K coaches and administrators) and supported targeted schools with additional resources and PD. • The PreK-12 Team spearheaded and achieved Global Ready District status for CMS. We were one of the first districts to receive this honor from the state. Our Advisory Committee has developed a capacity building plan and pipeline to support new Global Ready School and Global Digital Badge Applicants. • Efforts to work with Read Charlotte, UPD Consulting, Dr. Jimmy Kim, the Urban Literacy Leaders Network, Curriculum Leaders Collaborative, and the PreK-3 Framework Design
188 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION LEARNING SERVICES
Goals, Objectives and Accomplishments
PRE-K – 5 LEARNING AND TEACHING (Continued)
Team to develop a district literacy framework and align PreK-5 curriculum and instructional practices have been informative and targeted on improving instruction and Breaking the Link. • The PreK-5 Department worked collaboratively to develop a meaningful curriculum resource analysis WIG, leading indicators, scoreboard, and accountability measures. • The PreK-5 Department worked to break silos. We have intentionally included Personalized Learning, the Grant Office, and the Magnet Office in our regular directors’ meetings to share and align instructional initiatives. • Provided professional development and support for the newly adopted social studies and math curriculum
ELEMENTARY CURRICULUM
Goals 2018-19 • Continue a strong implementation plan for new k-5 math and social studies curriculum. • Provide timely and targeted instructional support especially in the realm of digital learning. • 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. • Support the recruitment and retention of teacher leaders through the CMS Cohort of NCSU Kenan Fellowship for Teacher Leadership
Objectives 2018-19 • 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 scores. • Design professional development opportunities for teachers in dance, music, theatre arts and visual arts to promote exposure and participation of all k-5 students. • Streamline access to relevant, current instructional resources for all content areas.
Accomplishments 2017-18 • Adopted new math and social studies curriculum and provided training to over 2500 teachers prior to the first day of school • Combined and organized all digital elementary support documents to central location on the Canvas home page. • Created Canvas course in all content areas to expand professional learning with a digital format. • Recruited and develop discipline-specific instructional leaders to build school and district capacity in science, math, social studies, arts and HPE content areas. • Supported the district wide literacy initiative through active participation in ILT Leadership Meetings, Maker Meetings and Facilitator Trainings.
189 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION LEARNING SERVICES
Goals, Objectives and Accomplishments
ELEMENTARY CURRICULUM (Continued)
• Expanded the number of schools incorporating Move to Improve, Brain Break and Choice Led Classrooms to support the healthy, active children initiative. • Expanded 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.
K-12 LITERACY
Goals 2018-19 • Provide research-based and when possible, evidence-based, curriculum and instructional support along with high quality professional learning
Objectives 2018-19 • Support new elementary and K-8 programs by providing high-quality, targeted, and flexible K-5 literacy professional learning and instructional support • Intentionally design and provide culturally relevant useable instructional materials, resources, and programs • Support the Instructional Leadership Team model for developing core literacy knowledge and developing leadership capacity within all schools • Analyze formative (TRC, DIBELS, MAP) and summative assessment data (EOG, EVAAS) and utilize research to drive differentiated support to schools which both promote academic growth and significantly close the achievement gap between subgroups • Work collaboratively with schools, district partners, and the Department of Public Instruction staff to stay informed of federal mandates, research, and community resources • Work with Read Charlotte, Harvard University, UPD, UNCC, and other organizations to maximize efficiencies and enhance knowledge to inform K-5 literacy practices • Improve professional collaboration among the team and within the district • Develop a culturally-relevant evidence-based extended day & summer school program focused on improving literacy and math skills for our most vulnerable children. • Increase literacy digital footprint to promote CMS literacy learning and to provide online PD. • 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 2017-18 • Worked collaboratively with Harvard University to conduct a research study to understand connections between curriculum and outcomes to aid in making future strategic purchasing and support decisions • Provided two online book studies and four online courses to gain reading credit for all teachers in CMS
190 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION LEARNING SERVICES
Goals, Objectives and Accomplishments
K-12 LITERACY (Continued)
• Increased Specialists’ time spent in schools to 50% while supporting district-wide initiatives 50% of time • Implemented, supported, and conducted a research study with Accountability on a Letterland and Words Their Way pilot to target foundational reading skills and on Being a Writer to support writing • Implemented Read.Write.Inspire. Literacy professional learning for over 800 teachers over four days in the summer. • Provided quality summer programming for 2500 rising 2nd to rising 4th grade students focused on reading and STEM skills where 82% of students agreed that “Because of camp, I am more confident in my reading.” • Provided quality summer programming for high school summer graduation with a 100% pass rate and two credit recovery sessions with a 78% pass rate. • Worked closely with Read Charlotte on the Harvard University Study, UPD Consulting work, and MORE study to provide CMS support and insight with the community on improving reading outcomes for birth to 3rd graders • Conducted a K-3 phonics vendor review • Improved, revised, and trained on curriculum resources to reflect the changes in the ELA standards • Developed three additional resources to support K-5 literacy teachers in foundational reading skill development • Executed and directed the support to over 75 schools for online digital learning tools available to all teachers in the district: Edgenuity, Learning A-Z, Dreambox, Discovery Ed, and Castle Learning • Conducted a research study on highly effective teachers • Full team participated in Social Styles, Cultural Proficiency Training, and professional learning focused on leadership and coaching support
NORTH CAROLINA PRE-K PROGRAM AND BRIGHT BEGINNINGS
Goals 2018-19 • Implement Creative Curriculum in all Bright Beginnings and NC Pre-K classrooms • Support the CMS Literacy Initiative and Instructional Team Leadership model • Analyze student data to drive differentiated support to schools in order to promote academic growth and reduce the achievement gap • Deliver world class customer service by providing timely, accurate, and responsive service to families and schools • Support school staff in implementing the Multi-Tiered Support System (MTSS) with fidelity
Objectives 2018-19 • Build the capacity of teachers to implement Creative Curriculum with fidelity through professional development (training and coaching)
191 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION LEARNING SERVICES
Goals, Objectives and Accomplishments
NORTH CAROLINA PRE-K PROGRAM AND BRIGHT BEGINNINGS (Continued)
• Provide targeted and quality professional development on essential practices in early literacy Build a cadre of Teacher Leaders to collaborate with department leaders and increase communication to all Pre-K teachers • Support new sites and classrooms in NC Pre-K • Train all certified staff in Social, Emotional Foundations of Early Learning • Establish a system for collecting and analyzing coaching data related to strategies used and their effectiveness.
Accomplishments 2017-18 • Implemented Creative Curriculum in 25% of Pre-K classrooms • Created a resource, communication and professional development Canvas course • Successfully opened and supported ten additional classrooms • Provided professional development to Instructional Assistants • Set April 30th as the completion date of Teaching Strategies Gold Inter-rater Reliability for all Pre-K teachers • Enlisted a coaching expert to provide a Targeted PD series for all Literacy Coaches • Worked with UNC-C in the development and use of an “Enhanced Coaching Model” • Streamlined the in-take process through the use of technology • Developed focused committees to address department initiatives and goals
6-12 LEARNING AND TEACHING
Goals 2018-19 • Maximize student achievement in a personalized 21st century learning environment for every child to graduate college- and career-ready • Continue to develop high quality functioning Instructional Leadership Teams at every school to improve core instruction for all students
Objectives 2018-19 • Increase student achievement through an intentional alignment of professional learning around literacy in and across all content areas • Provide differentiated academic support and resources to schools across CMS
Accomplishments 2017-18 • Institutionalized an aligned system for professional learning through Instructional Leadership Teams that continued to focus on opening up classroom practice, distributive leadership and improving literacy outcomes for students in all content areas. • Increased college and career readiness in state assessment outcomes across content areas
192 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION LEARNING SERVICES
Goals, Objectives and Accomplishments
ADVANCED STUDIES
Goals 2018-2019 • Implement and evaluate the CMS 2019 Plan for Gifted Education and support the implementation of the CMS Strategic Plan 2018. Begin to gather relevant feedback to create necessary changes for the new three year plan. • 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. • Create consistency and leadership opportunities for Talent Development Catalyst Programs in all elementary schools. • Support and strengthen consistency of AVID implementation at participating sites, increasing number of certified sites. Add two additional high-schools and two additional elementary programs. • Support and strengthen consistency of IB implementation at participating sites, ensuring minimum programme requirements are being met in order to maintain IB World Status and pass re-evaluation. Support the development of new IB programmes at Marie G. Davis, West Charlotte, Billingsville and schools selected for Career Programmes • Create community partnerships and outreach opportunities for parents, students, and stakeholders focused on social/emotional development of AIG and advanced students
Objectives 2018-2019 • 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 • Evaluate and expand a group to collaboratively work together to develop and pilot an alternate identification process for fourth grade underrepresented students • Create alignment of district programs, IB and AVID programs, to evaluation tools and strategic goals. • Continuing partnering with secondary schools to increase equity and access to advanced courses and curriculum. • 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 • Gather and analyze data from relevant stakeholders to create necessary changes for the new Plan for Gifted Education.
Accomplishments 2017-2018 • Provide updated training focused on curriculum, instructional design, and social-emotional support of advanced learners for teachers, administrators, and other relevant stakeholders, including an AIG Parent Day held in October at Piedmont Middle School and a Learning Immersion/Talent Development Parent Night held in February at Tuckaseegee Elementary. • Align work of all programs supported by the Advanced Studies Department to the Instructional Leadership Team work focused on questions, conversations and writing
193 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION LEARNING SERVICES
Goals, Objectives and Accomplishments
ADVANCED STUDIES (Continued)
• Develop a group to collaboratively work together to develop and pilot an alternate identification process for fourth grade underrepresented students by Advanced Studies • 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. Trained AVID staff at 100% of those who indicated needed training. • 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 • Provide opportunity for secondary personnel to achieve AIG licenses through cohort sponsored 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 • 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 • 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 • Presented to North Carolina Board of Education regarding promising practices in gifted identification • Presented to CollegeBoard on promising practices regarding access to advanced courses • Partnered with schools and Equal Opportunity Schools to identify students demonstrating readiness skills for advanced course work
SECONDARY CURRICULUM
Goals 2018-19 • 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 • Provide resources, materials, and professional learning to support core curriculum instruction across all disciplines • Support the Instructional Leadership Team model for developing core literacy knowledge and developing leadership capacity within all schools and across all disciplines
Objectives 2018-19 • Continue to provide Secondary Content Literacy Training for all Middle and High School content areas • Deepen understanding of core curriculum as it relates to the state guidelines for multi-tiered systems of support (MTSS).
194 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION LEARNING SERVICES
Goals, Objectives and Accomplishments
SECONDARY CURRICULUM (Continued)
• 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 teacher • Continue to develop and institutionalize the Instructional Leadership Team focus across schools
Accomplishments 2017-18 • 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 • Provided Secondary Content Literacy Training for all Middle and High School content areas • Developed a group of teacher-leaders in each content area to support implementation of new standards • Established cornerstone lessons and tasks within all curriculum guides to support core curriculum and instruction in accordance with state guidelines for multi-tiered systems of support (MTSS).
DRIVERS EDUCATION
Goals 2018-19 • Maintain high level of involvement with DE contractor supervisors, office staff and evaluators. • Increase professional development in classroom management skills. • 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. • Utilize the ADTSEA and NHTSA approved standard Driver Education Curriculum in all classes.
Objectives 2018-19 • Supervise CMS Driver Education contractor and encourage improvement in classroom teaching and student learning. • Conduct multiple observations of classroom and BTW teachers to determine their teaching effectiveness. • Seek Community Partners willing to offer grants to cover DE Fee Waivers • Offer parent night sessions aimed at providing parents with good information on how to best assist their child in parent led BTW sessions. • All CMS Driver Education teachers will teach using the NHTSA approved ADTSEA 3.0 Curriculum.
Accomplishments 2017-18 • Updated a portion of the CMS Driver Education Vehicle Fleet. • Updated all Instructor cell phones to smart phones • Offered a course in Driver Education and Traffic Safety to all eligible students in Mecklenburg County.
195 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION LEARNING SERVICES
Goals, Objectives and Accomplishments
DRIVERS EDUCATION (Continued)
• Began Driving Simulator pilot study to test 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 NHTSA’s Association of National Stakeholders in Traffic Safety Education (ANSTSE)
EXCEPTIONAL CHILDREN SERVICES
Goals 2018-19 • 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 2018-19 • 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 all students following the NC Extended Content Standards have the opportunity to attend their home school to the greatest extent possible. • Provide magnet options for students following the NC Extended Content Standards. • Increase community based transition to adulthood opportunities for students with a disability between the ages of 18-22.
Accomplishments 2017-2018 • Continued differentiated training of Inclusive Practices for identified schools. • Provided training for elementary EC teachers in Reading Research to Classroom Practice, Orton–Gillingham and Math Foundations. • Enhanced the implementation of FUSION Reading at middle schools. • Provided focused training and monitoring in scheduling for students with disabilities at the high school level. • Provided middle and high schools students following the NC Extended Content Standards more opportunities to attend home school. • Provided full day business based instruction to increase transition to adulthood opportunities.
ENGLISH LEARNERS
Goals 2018-19 • Meet federal and state Every Student Succeeds Act (ESSA) accountability for making progress and proficiency in English language learning and English Learner (EL) subgroup performances • Support the implementation of high-quality Language Instruction Educational Programs (LIEPs) at all schools
196 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION LEARNING SERVICES
Goals, Objectives and Accomplishments
ENGLISH LEARNERS (Continued)
• Provide effective and evidence-based professional development to teachers of ELs • Increase family and community engagement to better serve families of ELs
Objectives 2018-19 • 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 • Provide extended summer intensive language academy to newcomer high school students • Provide extended summer C.O.D.E. Camp for ELs to newcomer elementary school students • 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 2017-18 • Developed and executed the department’s Wildly Important Goals (WIGs) aligned with CMS Strategic Plan and NC Every Student Succeeds Act (ESSA) state plan • Executed ‘Comprehensive and Multi-Tiered Professional Development’ • Continued to offer online ‘Second Language Methodologies and Language Acquisition’ courses available to any CMS employee • Developed, shared, and supported the implementation of Personalized Academic Command of English (PACE) curriculum resources corresponding to English Language Development and content standards for all teachers of English Learners • Continued with digital curriculum integration and hosted the annual Digital Integration conference • Launched and supported schools through ‘Graduation Support Initiative (GSI)’ and ‘Graduation Task Force’ resulting in improving the 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 • Opened EL Services Center for Family and Community Engagement to empower parents and students by providing resources • Opened a dedicated parent phone line managed by the internal interpreters Monday through Friday from 8-4.
197 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION LEARNING SERVICES
Goals, Objectives and Accomplishments
STUDENT SERVICES
Goals 2018-19 • Broaden the array of evidence-based social emotional and behavioral supports and interventions provided to students by all school-based student services professionals • Improve the implementation of MTSS across CMS Objectives 2018-19 • Improve the ratio of elementary school counselors so that there is 1 counselor for every 347 students • Increase the number of school psychologists so that they can be more involved in MTSS implementation, support, and leadership • Increase the number of school social workers so that more high needs schools can have access to this support • Increase professional development offerings for all school-based student services professionals Accomplishments 2017-18 • Lowered the elementary school counselor ratio • Instituted an evidence-based suicide risk assessment protocol • Provided access to critical student services information to staff and community via a combined CMS/community social emotional learning conference • Raised awareness of the importance of MTSS for all schools, all grade levels, and all children • Gathered feedback from all student services staff groups for the purpose of building a multi- year department work plan • Collaborated with multiple community organizations to address trauma and resilience needs of Mecklenburg County • Established a district behavior leadership team to address inter-departmental and inter- organizational collaboration to support the social, emotional, and behavioral needs of students CAREER AND TECHNICAL EDUCATION
Goals 2018-19 • Increase the number of students graduating with an industry relevant credential and/or postsecondary credit. • Increase the number of students graduating with meaningful work-based learning experiences • Improve the instructional practice of CTE teachers districtwide Objectives 2018-19 • Develop pathways aligned with industry need and postsecondary partners • Collaborate with principals to align master schedule and supporting processes to incorporate student access to CTE pathway courses • Increase in percent of concentrators of students taking CTE courses • Align CTE school support team to align with overall CTE goals
198 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION LEARNING SERVICES
Goals, Objectives and Accomplishments
CAREER AND TECHNICAL EDUCATION (Continued)
• Provide industry relevant professional development for teachers • Develop and deepen instructional skills for school based CTE Instructional Facilitator Accomplishments 2017-18 • Increased the number of industry certifications by 47.5% across 21 different certifications versus four certifications in 2015.16 • Eight comprehensive high schools opted into the pathway strategy
MAGNET SCHOOL PROGRAMS
Goals 2018-19 • Increase equitable access for all students to theme-based, high-quality educational options • Establish consistent standards for each magnet program with measurable student achievement outcomes • Continue to focus on consistency of theme integration by creating high-quality tools and resources and supporting school level implementation Objectives 2018-19 • Create benchmarks for magnet themes based on national standards of magnet school excellence • Build communities of practice among magnet principals, coordinators and teachers • Establish a rigorous, clear and written program of study for all magnet programs Accomplishments 2017-18 • Successfully launched new programs and schools including Dorothy J Vaughn Academy of Technology, Charlotte Teacher Early College, Merancas Middle College, Marie G. Davis IB K-8, JT Williams Secondary Montessori, Winget Park STEM and Computer Science Immersion at Paw Creek. • Increased the number of theme-specific certified teachers • Supported 8 magnet schools to receive Schools of Excellence and 13 to receive Schools of Distinction awards from Magnet Schools of America • Orchestrated a successful marketing and student recruiting campaign including website, targeted media and social media campaigns ACCOUNTABILITY SERVICES
Goals 2018-19 • 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.
199 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION LEARNING SERVICES
Goals, Objectives and Accomplishments
ACCOUNTABILITY SERVICES (Continued)
• 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 2018-19 • 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 2017-18 Data Collection • Increased CMS’ participation in online assessment administration from zero exams in 2014- 15 to twenty-seven (27) exams in 2016-17 (ES, MS & HS – Grade 5 Science, all exams Grade 6 and up). • Managed the administration of 315,000 Measures of Academic Progress (MAP) assessments, K-8. • Provided face-to-face training on testing policy and procedures to more than one-hundred and seventy (170) school testing coordinators for more than twenty-five (25) different assessments. • Collected over 500,000 accurate and reliable assessment data points in support of Strategic Plan 2018. • Received 320 NCDPI approved medical exemptions for students unable to test due to medical issues. • Led a cross functional graduation task force which included a partnership with Student Services and Information Technology (IT) to support schools during the Graduate Data Verification Process. Information Creation • Developed 115 new or enhanced reports and dashboards for district use in our Navigator Portal. • Reports and dashboards were accessed by 11,200 unique users over 600,000 times from July 2016 – May 2017, with 97% of principals agreeing or strongly agreeing that the Navigator helps them make informed decisions that positively impact student achievement. • Enhanced or developed 3 applications - Projected Graduation Application, Read to Achieve Application, and Projected School Performance Grade Application.
200 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION LEARNING SERVICES
Goals, Objectives and Accomplishments
ACCOUNTABILITY SERVICES (Continued)
• Completed six (6) program evaluations to inform decision making and enhance student outcomes, and supported five (5) additional program evaluations in Learning Services via an external partner. • Vetted sixty-nine (69) external research applications. • Produced annual reviews in five (5) targeted areas and quarterly reviews in three (3) areas, aligning quarterly reviews with existing resources in the Navigator Portal to leverage reports that update nightly. • Developed a consolidated data process that served nineteen (19) community partners quarterly. • Fulfilled one-hundred and fifty-six (156) data requests of varying magnitudes and complexities. • Administered and provided reports on five (5) district wide surveys for principals, students, and classroom teachers. Information Sharing • Conducted 470 hours of professional development, reaching a total of 2,224 teachers, principals, and district leaders. • Provided customized professional development on Measures of Academic Progress (MAP) to a total of 1,262 participants via eight (8) district wide and thirty-five (35) school-specific trainings. • Led 60 hours of differentiated EVAAS Data Use training and provided just-in-time EVAAS Roster Verification support. • Trained over 100 future school leaders from Queens University School Executive Leadership Academy (SELA) and UNCC Aspiring High School Leaders program. • Facilitated 2-day Instructional Planning Approach (IPA) trainings for twenty (20) School Leadership Teams, totaling one-hundred and fifty (150) school and teacher leaders. • The majority of principals were satisfied or very satisfied with our responsiveness (93%), the timeliness of our responses (92%), our ability to help them solve problems (95%), and 96% agreed or strongly agreed that our Office supports their school when they have data needs.
STUDENT DISCIPLINE AND BEHAVIORAL SUPPORT
Goals 2018-19 • 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 4 of 4). • 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. • Expand Community Service to collaborate with various community organizations to further promote social skills. • Expand Restorative Practices to include 25 additional schools (total: 54 schools)
201 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION LEARNING SERVICES
Goals, Objectives and Accomplishments
STUDENT DISCIPLINE AND BEHAVIORAL SUPPORT (Continued)
• Increase the number of sites utilizing Community Service as an alternative to suspension.
Objectives 2018-19 • 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 (via Monthly Behavior Modification Technician and Quarterly Assistant Principal, Principal and Dean meetings) • Create a student toolkit regarding social skills/motivational interventions to give to community service participants to reduce recidivism; this would include implementing more mentoring or counseling sessions after community service.
Accomplishments 2017-18 • Expanded Restorative Practices to include additional schools (currently 29 schools) • Collaborated with various departments to begin providing monthly behavior support and professional development. • Conducted pre-conference meetings for expulsions, re-admissions and re-assignment appeals to ensure fidelity and equality • 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. • 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.
202 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION LEARNING SERVICES
Goals, Objectives and Accomplishments
STUDENT DISCIPLINE AND BEHAVIORAL SUPPORT (Continued)
• 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 2018-19 • Implement Title I, Part A programs in alignment with federal guidelines for the Every Student Succeeds Act (ESSA) • Support the implementation of initiatives under the Title IV - Student Support and Academic Enrichment- grant initiatives • Align district Title I services and school-wide programs to the district’s new Strategic Plan goals • Support the turn-around efforts for three School Improvement Grant (SIG) schools in their second full year of program implementation
Objectives 2018-19 • Partner with Child Nutrition and Learning and Teaching to provide educational opportunities for Title I students who participate in the summer mobile meals program • Coordinate data sharing and program services with the Mecklenburg County Department of Social Services • Implement a communication plan to ensure that the department and school websites contain information required by the Every Student Succeeds Act (ESSA) in an easily accessible format • Partner with the office of the Chief of Community Engagement to establish a parent advisory team to provide feedback on district initiatives and Title I • Secured Title IV-A federal grant that will provide additional support for well-rounded educational opportunities for students, reduce K-2 suspensions and create an online library of digital learning tools. • Successful monitoring of district services to homeless students by the NC Department of Public Instruction and the National Center for Homeless Education at the SERVE Center • Partnered with Community Partnerships and Family Engagement division to plan and implement a successful Saturday Academic Fair to engage K-12 families and students in Title I schools • Prepare the district and Title I schools for successful consolidated monitoring of federal programs by the NC Department of Public Instruction • Implemented The Creative Curriculum (new) in Title I pre-K classrooms • Secured access to the MasteryConnect platform and CASE benchmark assessments for all Title I schools
LEARNING COMMUNITIES
Goals 2018-19 • 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
203 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION LEARNING SERVICES
Goals, Objectives and Accomplishments
LEARNING COMMUNITIES (Continued)
• 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 2018-19 • 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 home • 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
204 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION LEARNING SERVICES
Goals, Objectives and Accomplishments
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
Accomplishments 2017-18 • Leading indicators are updated nightly for use by Learning Communities via dashboards or spreadsheets • CMS as a district on all state assessments and 73% of schools met or exceeded expected growth • CMS exceeded the state average graduation rate in 2016-17 with a 89.4% rate, while o the state average was 86.5% • The Beacon initiative entered into the third 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 is • 89.2% in 2016-17 down from 94% in 2015-16 • 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 • Manage School Improvement and Safety Plan process for all Learning Communities • 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.
205 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION LEARNING SERVICES
Goals, Objectives and Accomplishments
PROJECT LEADERSHIP INVESTMENT for TRANSFORMATION (L.I.F.T.)
Goals 2018-19 • Increase the four-year graduation cohort rate at West Charlotte High School to 90%. • Increase the overall composite proficiency for the Project LIFT 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 2018-19 • 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 advance student learning. • Provide students with appropriate wrap-around services that will support their physical, emotional, and behavioral well-being.
Accomplishments 2017-18 • The graduation rate at West Charlotte High school increased from 86% in 2016 to 88% in 2017. This is an overall 34% increase in the graduation rate since the inception of the Project LIFT Initiative in 2012. • West Charlotte High School moved from a state performance grade of F to C, achieved high growth, and was removed from the state low performing school list. • The percentage of 9th grade students accumulating multiple Early Warning Indicators during their freshman year substantially declined. * • Out-of-School Suspension rates dropped among all Project LIFT middle and elementary schools.
• Based on a Research for Action evaluation on the impact Project LIFT has had on student outcomes, consistent positive academic effects were noted in the following state tested areas: o 6th-8th grade reading o 3rd-5th grade science o High school Biology assessments
• Over 850 families now have devices and broadband connectivity in their homes because of LIFT garnered partnerships and CMS support. • All Project LIFT schools established a parent organization and are implementing school- based strategies to increase parent and community engagement. *Research for Action (2017), Year 5 Student Outcomes Memo
206 This page left blank intentionally. CHARLOTTE-MECKLENBURG BOARD OF EDUCATION LEARNING SERVICES
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 207,600,626 204,476,772 195,115,459 188,135,998
Benefits 77,820,951 72,790,802 64,395,221 60,336,033
Purchased Services 44,569,653 39,739,779 43,068,455 43,343,589
Supplies and Materials 22,276,575 18,566,510 26,373,187 21,208,178
Furniture and Equipment 420,000 420,000 1,032,125 842,884
Other - - - -
$ 352,687,805 $ 335,993,863 $ 329,984,447 $ 313,866,682
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Department and Program Information
208 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION LEARNING SERVICES
Sources
Fe de ral/ Special Revenue 16% 51%
Local
State 33%
Uses
59% Be ne fits Furniture and Equipment 6% Othe r Purchased Services Salaries 22% 13% Supplies and Materials 0%
0%
Department and Program Information
209 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION CHIEF ACADEMIC OFFICER
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 the following departments: Learning and Teaching Services, NCPre-K/Bright Beginnings, Exceptional Children, English Learners, Student Services, Accountability and School Performance Services. The department of Learning and Teaching Services has numerous areas of responsibility, including: STEM 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.
BUDGET ACCOUNTABILITY: Brian Schultz Chief Academic Officer
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 12,382
Purchased Services Redirected funds from purchased services (40,000)
Note: Changes listed are not intended to agree exactly to variance between budgets.
210 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION CHIEF ACADEMIC OFFICER
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 240,909 233,892 230,682 244,143 Benefits 75,082 69,717 61,011 61,936 Purchased Services 8,470 48,470 126,744 40,756 Supplies and Materials 3,550 3,550 25,244 34,010 Furniture and Equipment - - - - Other - - - -
$ 328,011 $ 355,629 $ 443,681 $ 380,845
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
100% 73%
3% 1% 0% 23% 0%
0%
Fe de r al/ Special Revenue Be ne fits Furniture and Equipment Othe r Purchased Services Salaries Supplies and Materials Local
Department and Program Information
211 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 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 Grant Executive Director, PreK-5 Learning & Teaching
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 9,831 Redirected funds to salaries and benefits from purchased services and supplies and materials 98,232
Purchased Services Redirected funds from purchased services to salaries and benefits (130,445) Federal adjustment- IDEA Early Intervening Services 195,700
Supplies and Materials Redirected funds from supples and materials to salaries and benefits (6,574)
Note: Changes listed are not intended to agree exactly to variance between budgets.
212 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION PREK-5 LEARNING AND TEACHING
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 289,763 206,580 147,561 - Benefits 87,829 62,949 39,646 - Purchased Services 322,799 257,544 327,491 - Supplies and Materials 80,729 87,303 160,914 - Furniture and Equipment - - - - Other - - - -
$ 781,120 $ 614,376 $ 675,612 -
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
75% 37%
42% 10% 25% 11%
0%
0%
Fe de r al/ Be ne fits Furniture and Equipment Special Revenue Othe r Purchased Services Salaries Supplies and Materials Local
Department and Program Information
213 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 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.
BUDGET ACCOUNTABILITY: Nancy Addison Director, Elementary Curriculum
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 52,748 Federal Adjustment - Math & Science Partnership 94,887 Redirected funds from salaries and benefits to secondary curriculum department (124,605)
Purchased Services Federal Adjustment - Math & Science Partnership (566,145) Redirected funds to purchased services from building services department 175,626 Redirected funds to purchased services 74,374 Redirected funds to purchased services from supplies and materials 10,000
Supplies and Materials Federal Adjustment - Math & Science Partnership (513,272) Redirected funds from purchased services to supplies and materials (10,000)
Note: Changes listed are not intended to agree exactly to variance between budgets.
214 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ELEMENTARY CURRICULUM
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 1,078,152 1,086,060 1,285,026 1,701,505 Benefits 383,905 340,575 383,258 483,076 Purchased Services 522,234 828,379 658,148 919,123 Supplies and Materials 371,265 894,537 3,023,369 1,028,789 Furniture and Equipment - - 327,219 219,565 Other - - - -
$ 2,355,556 $ 3,149,551 $ 5,677,020 $ 4,352,058
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
90% 46%
16% 22% 16% 10% 0%
0%
Fe de r al/ Special Revenue Be ne fits Furniture and Equipment Othe r Purchased Services Salaries Supplies and Materials Local
Department and Program Information
215 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 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.
BUDGET ACCOUNTABILITY: Diane Powell Director, K-12 Literacy
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments 155,307 Redirected funds to salaries and benefits from supplies and materials 54,530
Purchased Services State allotment adjustment - Summer Reading (947,873) Redirected funds to purchased services from supplies and materials 58,173
Supplies and Materials State allotment adjustment - At-Risk (412,001) Redirected funds from supplies and materials to salaries and benefits and purchased services (112,703)
Note: Changes listed are not intended to agree exactly to variance between budgets.
216 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION K-12 LITERACY
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 2,964,853 2,682,233 4,347,547 3,787,079 Benefits 817,039 889,822 949,182 833,510 Purchased Services 5,337,962 6,227,662 4,942,061 5,906,860 Supplies and Materials 4,685,502 5,210,206 4,056,566 1,743,465 Furniture and Equipment - - - - Other - - - -
$ 13,805,356 $ 15,009,923 $ 14,295,356 $ 12,270,914
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
93% 21%
34%
39% 6% 7% 0% 0%
0%
Fe de r al/ Special Revenue Be ne fits Furniture and Equipment Othe r Purchased Services Local Salaries Supplies and Materials
State
Department and Program Information
217 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 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.
BUDGET ACCOUNTABILITY: Julie Babb Director, Pre-K Instruction
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 102,911 Federal Adjustment - NC Pre-K (44,423)
Purchased Services Federal Adjustment - NC Pre-K 3,427,198
Supplies and Materials Federal Adjustment - NC Pre-K 161,465
Note: Changes listed are not intended to agree exactly to variance between budgets.
218 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION NORTH CAROLINA PRE-K PROGRAM
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 1,425,874 1,304,874 1,008,563 944,850 Benefits 615,859 678,371 359,276 303,038 Purchased Services 10,425,734 6,998,536 8,252,368 8,339,852 Supplies and Materials 822,309 660,844 409,500 55,096 Furniture and Equipment - - - - Other - - - -
$ 13,289,776 $ 9,642,625 $ 10,029,707 $ 9,642,836
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
100% 78%
11%
6%
5%
0%
0%
Be ne fits Furniture and Equipment Othe r Purchased Services Fe de r al/ Salaries Supplies and Materials Special Revenue
Department and Program Information
219 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION BRIGHT BEGINNINGS PRE-K PROGRAM
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.
BUDGET ACCOUNTABILITY: Julie Babb Director, Pre-K Instruction
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments 1,394,630 Redirected funds from salaries and benefits to purchased services and supplies and materials (297,150) Federal adjustment- Title I (81,232)
Purchased Services Redirected funds to purchased services from salaries and benefits 12,400
Supplies and Materials Redirected funds to supplies and materials from salaries and benefits 284,750 Federal adjustment- Title I (24,148)
Note: Changes listed are not intended to agree exactly to variance between budgets.
220 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION BRIGHT BEGINNINGS PRE-K PROGRAM
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 15,575,520 15,043,464 13,900,047 13,853,373 Benefits 6,570,698 6,086,506 5,087,351 4,883,850 Purchased Services 1,429,094 1,416,694 2,459,495 2,354,453 Supplies and Materials 518,556 257,954 635,293 1,264,718 Furniture and Equipment - - - (314) Other - - - -
$ 24,093,868 $ 22,804,618 $ 22,082,186 $ 22,356,080
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
65%
57%
43% 6% 2% 0% 27%
0%
Fe de r al/ Be ne fits Furniture and Equipment Special Revenue Othe r Purchased Services Salaries Supplies and Materials Local
Department and Program Information
221 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 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.
BUDGET ACCOUNTABILITY: Chris Triolo Executive Director, 6-12 Learning and Teaching
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 20,494 Redirected funds for specialist position from virtual learning department 97,157
Purchased Services Redirected funds from purchased services to K-5 teaching and learning department 38,787
Note: Changes listed are not intended to agree exactly to variance between budgets.
222 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 6-12 LEARNING AND TEACHING
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 600,419 519,368 216,756 229,336 Benefits 217,570 180,970 72,729 72,033 Purchased Services 182,099 143,312 469,367 1,131,392 Supplies and Materials 64,300 64,300 (27,712) 109,730 Furniture and Equipment - - - - Other - - - -
$ 1,064,388 $ 907,950 $ 731,140 $ 1,542,491
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
100% 57%
17% 6% 20% 0% 0% 0%
Fe de r al/ Be ne fits Furniture and Equipment Special Revenue Othe r Purchased Services Salaries Supplies and Materials
Local
Department and Program Information
223 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 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.
BUDGET ACCOUNTABILITY: Sheena Miracle Director of Advanced Studies
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 723,172 Redirected to salaries and benefits from purchased services 8,749
Purchased Services Redirected funds from purchased services to salaries and benefits and supplies and materials (216,055)
Supplies and Materials State allotment adjustment 25,955 Redirected funds to supplies and materials from purchased services 207,306
Note: Changes listed are not intended to agree exactly to variance between budgets.
224 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ADVANCED STUDIES
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 7,132,423 6,644,926 6,351,796 5,634,430 Benefits 2,461,635 2,217,211 1,951,109 1,742,216 Purchased Services 584,627 800,682 991,059 948,618 Supplies and Materials 826,518 593,257 664,810 1,025,212 Furniture and Equipment - - - - Other - - - -
$ 11,005,203 $ 10,256,076 $ 9,958,774 $ 9,350,476
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
83% 65%
5% 8% 17% 0% 0% 22%
0%
Fe de r al/ Special Revenue Be ne fits Furniture and Equipment Othe r Purchased Services Local Salaries Supplies and Materials
State
Department and Program Information
225 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 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.
BUDGET ACCOUNTABILITY: Rebecca Graf Director, Secondary Curriculum
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 40,164 Redirected funds to salaries and benefits to elementary curriculum department 124,605
Purchased Services Federal adjustment- Title IV 51,867
Supplies and Materials Federal adjustment- Title IV 59,825
Note: Changes listed are not intended to agree exactly to variance between budgets.
226 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION SECONDARY CURRICULUM
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 797,648 680,471 953,692 858,995 Benefits 278,419 231,037 280,956 258,412 Purchased Services 163,900 114,698 434,735 164,406 Supplies and Materials 317,819 255,119 2,135,695 84,545 Furniture and Equipment - - - - Other - - - -
$ 1,557,786 $ 1,281,325 $ 3,805,078 $ 1,366,358
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
93% 51%
20% 11% 7% 18% 0%
0%
Fe de r al/ Be ne fits Furniture and Equipment Special Revenue Othe r Purchased Services Salaries Supplies and Materials Local
Department and Program Information
227 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 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.
BUDGET ACCOUNTABILITY: Connie Sessoms Driver Education Specialist
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 14,498
Note: Changes listed are not intended to agree exactly to variance between budgets.
228 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION DRIVERS EDUCATION
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 288,449 280,047 244,429 223,462 Benefits 82,461 76,365 62,231 55,986 Purchased Services 2,049,807 2,049,807 2,049,976 2,245,596 Supplies and Materials 183,000 183,000 167,782 132,250 Furniture and Equipment 420,000 420,000 490,166 - Other - - - -
$ 3,023,717 $ 3,009,219 $ 3,014,584 $ 2,657,294
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
100% 67%
10%
0% 0% 14% 6% 0% 3%
Fe de r al/ Be ne fits Furniture and Equipment Special Revenue Othe r Purchased Services Local Salaries Supplies and Materials
State
Department and Program Information
229 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION INTERNATIONAL BACCALAUREATE PROGRAM
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 514,979 476,540 - - Benefits 177,156 158,612 - - Purchased Services 88,674 88,674 - - Furniture and Equipment - - - - Other - - - -
$ 780,809 $ 723,826 - -
Note: Actual salaries and benefits for IB school based positions are reflected in the Schools Division, although positions are budgeted in the IB department. Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
66% 75%
11% 25% 0% 0% 23%
0%
Fe de r al/ Special Revenue Be ne fits Furniture and Equipment Local Othe r Purchased Services State Salaries
Department and Program Information
230 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ROTC PROGRAM
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 3,184,829 2,979,815 4,309,526 4,434,565 Benefits 1,003,133 897,346 1,293,909 1,274,976
$ 4,187,962 $ 3,877,161 $ 5,603,435 $ 5,709,541
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
76%
50%
50%
24%
Fe de r al/ Special Revenue Be ne fits Salaries
Local
Department and Program Information
231 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION EXCEPTIONAL CHILDREN SERVICES
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.
BUDGET ACCOUNTABILITY: Ann Stalnaker Assistant Superintendent for Exceptional Children
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 7,477,701 Federal adjustment- IDEA VI -B (2,568,612) Federal adjustment- IDEA Early Intervening Services (2,767,038) State allotment adjustment 7,762
Purchased Services State allotment adjustment (414,752) Federal adjustment- IDEA VI -B 1,110,373 Federal adjustment- IDEA Preschool 8,600 Federal adjustment- IDEA Early Intervening Services 2,036,736 Federal adjustment- State Improvement Grant 5,066
Supplies and Materials Federal adjustment- IDEA Preschool (29,015) Federal adjustment- IDEA Early Intervening Services 415,351 Federal adjustment- IDEA VI -B Special Needs Targeted Assistance 15,431 Federal adjustment- IDEA Preschool Targeted Assistance (8,165) Federal adjustment- Medicaid Reimbursement 57,722 Federal adjustment- State Improvement Grant
Note: Changes listed are not intended to agree exactly to variance between budgets.
232 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION EXCEPTIONAL CHILDREN SERVICES
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 84,202,854 83,627,878 83,945,183 81,516,591 Benefits 32,658,664 31,112,853 29,379,803 27,595,293 Purchased Services 7,548,350 4,805,811 9,448,633 8,651,597 Supplies and Materials 2,462,224 2,017,548 982,776 3,333,397 Furniture and Equipment - - 14,936 26,930 Other - - - -
$ 126,872,092 $ 121,564,090 $ 123,771,331 $ 121,123,808
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
67% 66% 5%
6% 28% 2% 0% 26%
0%
Fe de r al/ Special Revenue Be ne fits Furniture and Equipment Local Othe r Purchased Services Salaries Supplies and Materials
State
Department and Program Information
233 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ENGLISH LEARNER SERVICES
Description: The English Learner (EL) Services department utilizes state, local, and federal funding to deliver specialized services, programs and resources to meet the individual needs of linguistically and culturally diverse students. The EL Services department empowers all English learners to be globally engaged by meeting their linguistic and academic needs within their socio-cultural contexts.
BUDGET ACCOUNTABILITY: Nadja Trez Executive Director, ESL Student Education
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 2,181,727 Federal adjustment- Language Acquisition grant (328,886) Federal adjustment- Language Acquisition Significant Increase grant 23,115 English Learners (EL) Teachers 1,464,730 Redirected funds from salaries and benefits to purchased services (95,000)
Purchased Services Federal adjustment- Language Acquisition grant (113,186) Federal adjustment- Language Acquisition Significant Increase grant (28,911) Redirected funds to purchased services from salaries and benefits 95,000
Supplies and Materials Federal adjustment- Language Acquisition grant 341,248 Federal adjustment- Language Acquisition Significant Increase grant (46,213)
Note: Changes listed are not intended to agree exactly to variance between budgets.
234 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ENGLISH LEARNER
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 20,804,605 18,703,410 16,358,155 16,324,247 Benefits 7,275,067 6,130,576 5,335,935 5,096,974 Purchased Services 1,854,203 1,901,300 1,324,295 1,540,249 Supplies and Materials 652,627 357,592 723,186 865,470 Furniture and Equipment - - - - Other - - - -
$ 30,586,502 $ 27,092,878 $ 23,741,571 $ 23,826,940
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
68% 57% 29%
6% 2% 14% 0% 24%
0%
Fe de r al/ Special Revenue Be ne fits Furniture and Equipment Othe r Purchased Services Local Salaries Supplies and Materials
State
Department and Program Information
235 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION STUDENT SERVICES
Description: 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.
BUDGET ACCOUNTABILITY: Cotrane Penn Executive Director, Student Services
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 250,091 Federal adjustment- Title IV 213,077 Redirected funds from salaries and benefits to purchased services and supplies and materials (96,340) State budget reductions (16,406)
Purchased Services Federal adjustment- Safety & Mental Health - NIJ (360,970) Federal adjustment- MDRC Grant 106,784 Federal adjustment- Title IV 15,119 Redirected funds to purchased services from salaries and benefits 91,471
Supplies and Materials Federal adjustment- Safety & Mental Health - NIJ (70,000) Federal adjustment- Title IV 13,720 Redirected funds to supplies and materials from salaries and benefits 4,869
Note: Changes listed are not intended to agree exactly to variance between budgets.
236 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION STUDENT SERVICES
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 3,947,609 3,694,568 4,374,970 3,665,072 Benefits 1,318,808 1,221,499 1,217,525 999,897 Purchased Services 2,317,529 2,464,776 1,788,740 1,669,061 Supplies and Materials 321,064 372,475 93,088 294,473 Furniture and Equipment - - - - Other - - - -
$ 7,905,010 $ 7,753,318 $ 7,474,323 $ 6,628,503
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
39% 50%
31% 29% 30% 4% 0% 17%
0%
Fe de r al/ Special Revenue Be ne fits Furniture and Equipment Local Othe r Purchased Services Salaries Supplies and Materials
State
Department and Program Information
237 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION CAREER AND TECHNICAL EDUCATION
Description: 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.
BUDGET ACCOUNTABILITY: Susan Gann Director of Career and Technical Education
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 3,934,347 State allotment adjustment 502,010 Federal adjustment- Voc. Ed. - Program Improvement (122,181) Redirected funds from salaries and benefits to supplies and materials (47,097)
Purchased Services Federal adjustment- Voc. Ed. - Program Improvement (205,508) Redirected funds from purchased services to supplies and materials (96,380)
Supplies and Materials State allotment adjustment 72,487 Redirected funds to supplies and materials from salaries and benefits and purchased services 143,480 Federal adjustment- Voc. Ed. - Program Improvement 557,114
Note: Changes listed are not intended to agree exactly to variance between budgets.
238 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION CAREER AND TECHNICAL EDUCATION
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 36,707,452 33,851,033 30,256,484 28,244,932 Benefits 13,234,686 11,823,029 9,830,164 8,881,365 Purchased Services 1,014,516 1,316,404 1,734,375 1,509,268 Supplies and Materials 2,585,311 1,812,227 6,024,822 5,277,492 Furniture and Equipment - - 131,192 549,426 Other - - - -
$ 53,541,965 $ 48,802,693 $ 47,977,037 $ 44,462,483
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
68% 84%
2% 5% 25% 12% 4% 0% 0%
Fe de r al/ Be ne fits Furniture and Equipment Special Revenue Othe r Purchased Services Local Salaries Supplies and Materials
State
Department and Program Information
239 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ACCOUNTABILITY SERVICES
Description: The Accountability Services department manages National, State, and Local Assessments, Research & Evaluation, School Improvement, Managing for Performance and the Grant Development and Program Evaluation components of CMS. The department provides information to improve organizational and instructional practices in CMS. This includes development and implementation of assessment programs, as well as data collection, analysis and reporting of National, State, Local and School accountability programs, and the evaluation of programs and initiatives within CMS. The Grant Development component 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, via technology-based tools, to assist in making decisions on instruction and increase student achievement in every school.
BUDGET ACCOUNTABILITY: Frank D. Barnes Chief Accountability Officer
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 130,778 Redirected funds for testing coordinator and storekeeper positions from inventory management dept. 97,901
Note: Changes listed are not intended to agree exactly to variance between budgets.
240 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ACCOUNTABILITY SERVICES
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 2,575,288 2,462,121 1,864,705 1,981,122 Benefits 826,667 760,008 549,043 565,782 Purchased Services 996,848 1,002,781 530,836 566,300 Supplies and Materials 1,062,265 1,063,435 83,076 269,621 Furniture and Equipment - - - 8,009 Other - - - -
$ 5,461,068 $ 5,288,345 $ 3,027,660 $ 3,390,834
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
77% 48%
19% 18% 18% 5% 15% 0%
0%
Fe de r al/ Special Revenue Be ne fits Furniture and Equipment Othe r Purchased Services Local Salaries Supplies and Materials
State
Department and Program Information
241 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 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.
BUDGET ACCOUNTABILITY: Natasha Thompson Director of Magnet Programs and School Redesign
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 15,470
Note: Changes listed are not intended to agree exactly to variance between budgets.
242 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION MAGNET PROGRAMS AND SCHOOL REDESIGN
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 294,477 285,900 268,832 182,489 Benefits 100,699 93,806 81,141 53,450 Purchased Services 262,814 262,814 265,863 94,344 Supplies and Materials 63,350 63,350 37,827 44,413 Furniture and Equipment - - - - Other - - - -
$ 721,340 $ 705,870 $ 653,663 $ 374,696
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
100% 41%
36% 9% 0% 0% 14% 0%
Fe de r al/ Be ne fits Furniture and Equipment Special Revenue Othe r Purchased Services Salaries Supplies and Materials Local
Department and Program Information
243 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ASSOCIATE SUPERINTENDENT, SCHOOL PERFORMANCE SERVICES
Description: The Office of School Performance Services is responsible for the support and supervision of the schools via the learning communities. In addition, the Office of School Performance Services provides oversight and management for the departments of Alternative Education and Safe Schools and ESEA Title I.
BUDGET ACCOUNTABILITY: Kathy Elling Chief School Performance Services Officer
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 40,642 Redirected funds for Title IX administrator to community relations department (93,001) Redirected funds to salaries and benefits from supplies and materials 303,679
Purchased Services Redirected funds to purchased services from supplies and materials 116,000
Supplies and Materials Redirected funds from supplies and materials to salaries and benefits (419,679)
Note: Changes listed are not intended to agree exactly to variance between 2016-17 and 2017-18 Budgets.
244 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ASSOC. SUPT., SCHOOL PERFORMANCE SERVICES
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 1,234,364 1,226,083 1,401,199 1,443,208 Benefits 580,766 324,877 353,745 346,354 Purchased Services 275,710 159,710 34,664 161,279 Supplies and Materials 42,000 461,679 186,986 321,197 Furniture and Equipment - - - - Other - - - -
$ 2,132,840 $ 2,172,349 $ 1,976,594 $ 2,272,038
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
71% 58%
13%
29% 0% 2% 0% 27% 0%
Fe de r al/ Special Revenue Be ne fits Furniture and Equipment Local Othe r Purchased Services Salaries Supplies and Materials State
Department and Program Information
245 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION STUDENT DISCIPLINE AND BEHAVIOR SUPPORT
Description: The department of Student Discipline and Behavior Support is designed by the Board of Education to foster academic achievement of students through support for the regular classroom teachers and by providing leadership for the development of a safe, orderly and drug-free learning school environment. This program offers a comprehensive integrated approach and requires individualized instruction, acceleration and strategies to maximize literacy skills and character development, which assist students toward successfully returning to the regular school program. The Safe Schools program provides violence prevention/intervention training and support to staff and students. The Substance Abuse prevention and intervention programs and services assist in the development of healthy, drug-free life styles and productive citizens.
BUDGET ACCOUNTABILITY: Lisa Barnes Executive Director of Alternative Education and Safe Schools
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 42,711
Note: Changes listed are not intended to agree exactly to variance between 2016-17 and 2017-18 Budgets.
246 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION STUDENT DISCIPLINE AND BEHAVIOR SUPPORT
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 810,406 787,937 870,042 979,775 Benefits 305,976 285,734 287,190 319,784 Purchased Services 32,600 32,600 860,879 75,957 Supplies and Materials 20,428 20,428 142,395 47,538 Furniture and Equipment - - - - Other - - - -
$ 1,169,410 $ 1,126,699 $ 2,160,506 $ 1,423,054
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
61% 69%
3% 39% 2% 0% 0% 26%
0%
Fe de r al/ Special Revenue Be ne fits Furniture and Equipment
Local Othe r Purchased Services Salaries Supplies and Materials
State
Department and Program Information
247 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ESEA TITLE I
Description: Title I are Federal entitlement grants designed to help students meet high standards. Schools with high levels of poverty qualify for services. Services are supplemental and focus on supporting comprehensive reform in school-wide settings, accelerating students’ progress, supporting teacher professional development and promoting family/community involvement.
BUDGET ACCOUNTABILITY: Kelly Price Executive Director, Title I
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 1,164,222 Federal adjustment- McKinney Vento 33,229 Federal adjustment- Title I (5,418,035)
Purchased Services Federal adjustment- Title I 815,868 Federal adjustment-School Improvement (248,345) Federal adjustment- School Improvement 1003G 144,160 Federal adjustment- McKinney Vento (38,849)
Supplies and Materials Federal adjustment- Title I 1,969,727 Federal adjustment- School Improvement 1003G 1,169,912
Note: Changes listed are not intended to agree exactly to variance between 2016-17 and 2017-18 Budgets.
248 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ESEA TITLE I
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 17,447,997 21,209,679 16,292,943 15,554,348 Benefits 6,759,052 7,217,954 4,977,310 4,748,069 Purchased Services 8,346,131 7,673,297 3,807,004 3,850,560 Supplies and Materials 6,764,505 3,624,866 5,919,898 4,671,732 Furniture and Equipment - - 68,612 39,268 Other - - - -
$ 39,317,685 $ 39,725,796 $ 31,065,767 $ 28,863,977
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
45% 100%
17% 21% 17% 0%
0%
Be ne fits Furniture and Equipment Othe r Purchased Services Fe de r al/ Salaries Supplies and Materials Special Revenue
Department and Program Information
249 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 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.
BUDGET ACCOUNTABILITY: Community Superintendents
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 231,003 Redirected funds to salaries and benefits to purchased services and supplies and materials 262,703 Redirected funds to salaries and benefits 199,635
Purchased Services Redirected funds to salaries and benefits from purchased services (134,764)
Supplies and Materials Redirected funds to supplies and materials from purchased services (127,939) Redirected funds to supplies and materials from schools department 63,137
Note: Changes listed are not intended to agree exactly to variance between 2016-17 and 2017-18 Budgets.
250 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION LEARNING COMMUNIITIES
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 4,477,921 4,199,140 4,209,658 3,816,551 Benefits 1,492,600 1,340,743 1,238,673 1,071,974 Purchased Services 654,030 679,306 2,309,531 2,783,548 Supplies and Materials 288,253 199,840 689,226 244,652 Furniture and Equipment - - - - Other - - - -
$ 6,912,804 $ 6,419,029 $ 8,447,088 $ 7,916,725
Note: Due to departmental realignment, the 2016-17 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
71% 65%
9% 4% 13% 16% 0% 22%
0%
Fe de r al/ Special Revenue Be ne fits Furniture and Equipment Local Othe r Purchased Services Salaries Supplies and Materials State
Department and Program Information
251 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 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.
BUDGET ACCOUNTABILITY: Denise Watts Community Superintendent
SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Description Amount
Salaries and Benefits Salary and Benefit Adjustments $ 130,348 Project L.I.F.T. funds (flow thru) (1,510,328)
Purchased Services Project L.I.F.T. funds (flow thru) (315,000)
Supplies and Materials Project L.I.F.T. funds (flow thru) (222,000)
Note: Changes listed are not intended to agree exactly to variance between 2016-17 and 2017-18 Budgets.
252 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION PROJECT L.I.F.T.
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 1,003,835 2,290,753 2,277,663 2,515,925 Benefits 497,180 590,242 604,034 688,058 Purchased Services 151,522 466,522 252,191 390,370 Supplies and Materials 141,000 363,000 238,446 360,378 Furniture and Equipment - - - - Other - - - -
$ 1,793,537 $ 3,710,517 $ 3,372,334 $ 3,954,731
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
56% 72%
8% 28% 8% 0% 28% 0%
Fe de r al/ Special Revenue Be ne fits Furniture and Equipment Othe r Purchased Services Salaries Supplies and Materials Local
Department and Program Information
253 This page left blank intentionally. Schools
Schools CHARLOTTE-MECKLENBURG BOARD OF EDUCATION SCHOOLS: EXPENDITURES
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 575,411,383 536,662,559 505,007,903 486,122,165 Benefits 214,792,953 194,909,529 168,243,043 154,767,474 Purchased Services 9,876,812 8,089,643 9,572,142 10,641,119 Supplies and Materials 19,950,864 20,334,982 22,729,640 33,258,985 Furniture and Equipment 326,495 338,887 144,969 433,036 Other 53,020,120 49,626,851 40,803,468 38,168,265 $ 873,378,627 $ 809,962,451 $ 746,501,165 $ 723,391,044
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations. SIGNIFICANT CHANGES: 2018-19 PROPOSED BUDGET VS. 2017-18 ADOPTED BUDGET
Salaries and Benefits Amount Salary and benefit Increase $54,250,173 Additional Staffing Allotments for New Schools 977,362 State allotment adjustment (6,764,098) Student Support Services 4,356,787 HB 90 Enhancement Teachers 6,422,162 Purchased Services Student Support Services 40,000 AVID Expansion 455,858 Instructional Applications 1,700,000 Supplies and Materials State allotment adjustment (1,956,525) Student Support Services 185,595 Instructional Applications 2,100,000 Other Charter School Enrollment Growth 3,393,269
Department and Program Information
255 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION SCHOOLS: SOURCES AND USES
Sources
69% Fe de r al/ Special Revenue
Local
State 31% 0%
Uses
66% Be ne fits Furniture and Equipment Other Purchased Services
1% 2% Salaries Supplies and Materials 6% 25%
0%
Department and Program Information
256 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION SCHOOL ADMINISTRATION SUPPORT SERVICES (Principals, Assistant Principals, Clerical)
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 78,599,539 76,125,495 83,739,760 88,971,697 Benefits 28,277,291 26,407,346 28,441,666 26,397,248 Purchased Services 9,876,812 8,089,643 9,572,142 10,641,119 Supplies and Materials 19,950,864 20,334,982 22,729,640 33,258,985 Furniture and Equipment 326,495 338,887 144,969 433,036 Other - - - -
$ 137,031,001 $ 131,296,353 $ 144,628,177 $ 159,702,085
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
57%
52%
47% 7% 15% 21% 1% 0%
0%
Fe de r al/ Special Revenue Be ne fits Furniture and Equipment Local Othe r Purchased Services Salaries Supplies and Materials
State
Department and Program Information
257 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION CLASSROOM TEACHERS
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 429,404,837 399,402,419 364,889,526 345,747,972 Benefits 158,808,503 143,973,340 119,289,339 110,181,852
$ 588,213,340 $ 543,375,759 $ 484,178,865 $ 455,929,824
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
77% 73%
23% 27%
Benefits Salaries Local State
Department and Program Information
258 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION SUPPORT POSITIONS (Media Specialist, Social Worker, Counselor, Psychologist)
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 47,189,552 40,299,741 35,722,782 34,626,400 Benefits 16,653,233 13,799,867 11,579,922 10,832,313
$ 63,842,785 $ 54,099,608 $ 47,302,704 $ 45,458,713
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
74% 68%
32% 26% 0%
Fe de r al/ Special Revenue Be ne fits Salaries Local
State
Department and Program Information
259 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION ASSISTANTS (Teacher Assistants, Media Assistants, Administrative Assistants)
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Salaries 20,217,455 20,834,904 20,655,835 16,776,096 Benefits 11,053,926 10,728,976 8,932,116 7,356,061
$ 31,271,381 $ 31,563,880 $ 29,587,951 $ 24,132,157
Note: Due to departmental realignments, the 2017-18 Adopted Budget and historical expenditures may differ from prior presentations.
Sources: Uses:
95% 65%
5% 35%
Be ne fits Salaries Local State
Department and Program Information
260 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION CHARTER SCHOOLS
FY 2018-19 FY 2017-18 FY 2016-17 FY 2015-16 Proposed Adopted Actual Actual Expenditures Budget Budget Expenditures Expenditures
Other 53,020,120 49,626,851 40,803,468 38,168,265
$ 53,020,120 $ 49,626,851 $ 40,803,468 $ 38,168,265
Sources: Uses:
100% 100%
Local Othe r
Department and Program Information
261 This page left blank intentionally. Appendices Appendices CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 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 Outlay 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.
263 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 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.
Education Value-Added Assessment System (EVAAS) A customized software system for K-12 which provides North Carolina's educators with tools to improve student learning and to reflect and improve on their own effectiveness.
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.
264 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION GLOSSARY OF TERMS
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. Furniture and Equipment Expenditures for the acquisition of fixed assets such as equipment, computer hardware, replacement furniture, etc.
Generally Accepted Accounting Principles (GAAP) 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.
265 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION GLOSSARY OF TERMS
Media Operations Cost of supplies, materials, and other routine expenses required in the operation of the school media centers (libraries).
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.
266 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION GLOSSARY OF TERMS
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.
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.
267 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION GLOSSARY OF TERMS
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.
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.
268 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-2018 SCHOOL ALLOTMENT FORMULAS NON-PERSONNEL
SUPPLIES AND OPERATING COSTS:
School Instructional Supply $45.16 per pupil*
School General Supply $1.66 per pupil Elementary School* $3.33 per pupil Middle School* $7.02 per pupil Senior High School*
School Long Distance Telephone $ .36 per pupil Elementary School* $ .88 per pupil Middle School* $1.85 per pupil Senior High School*
Professional Travel Allotment $750 per School
School Athletic Supply and Equipment $6,373 per Middle School $6,373 per Senior High School
School Custodial Supply $9.07 per pupil and Summer Cleaning
*Note: Allotment based on weighted student population (EDS students receive weight of 1.3)
269 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-2018 BASE ALLOTMENT & STUDENT WEIGHTED STAFFING BY GRADE LEVEL ELEMENTARY SCHOOLS
Position Grade Teacher/Student Ratio
ADM Teacher - Base Allotment K 1:20 students [Based on student enrollment (no weight); 1 "base" allotment 1st 1:18 students position may be converted to cash] 2nd-3rd 1:19 students 4th-5th 1:27.5 students
K-3 Teacher Assistant K-1st 1:27 students
Assistant Principal 1 per school [Based on weighted student enrollment as determined by 2 per 1,201+ students Concentration of Need Tiers]
Teaching Assistant Principal (TAP) Stipend 1 per 751-1,200 students [Based on weighted student enrollment]
Counselor 1 per school 2 per 726+ students
Media Specialist 1 per school 2 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 students 2 per 1,156-1,540 students 2.5 per 1,541+ students
Literacy Facilitator 1 per school
Secretaries 2 per school [ES and PreK-6: one 12 month position; MS and PreK-8: two 3 per 801-1,100 students 12 month positions; HS, 6-12 and PreK-12: three 12 month 4 per 1,101+ students positions]
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.
270 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-2018 BASE ALLOTMENT & STUDENT WEIGHTED STAFFING BY GRADE LEVEL MIDDLE SCHOOLS
Position Grade Teacher/Student Ratio
ADM Teacher - Base Allotment 6th 1:23 students [Based on student enrollment (no weight); 1 "base" allotment 7th-8th 1:22.5 students position may be converted to cash]
ISS Assistant 1 per school
Assistant Principal 1 per school [Based on weighted student enrollment as determined by 2 per 1,001+ students Concentration of Need Tiers]
Counselor 1 per school 2 per 526-1,050 students 3 per 1,051-1,575 students 4 per 1,576-2,100 students 5 per 2,101+ students
Media Specialist 1 per school 2 per 1,201+ students
Media Assistant 1 per 1,001-1,200 students
Academic Facilitator 1 per school
Facilitator (unspecified) 1 per school
Band Teacher 1 per school
Orchestra Teacher .5 per school
Secretaries 4 per school [ES and PreK-6: one 12 month position; MS and PreK-8: two 5 per 901-1,500 students 12 month positions; HS, 6-12 and PreK-12: three 12 month positions] 6 per 1,501+ 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.
271 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-2018 BASE ALLOTMENT & STUDENT WEIGHTED STAFFING BY GRADE LEVEL HIGH SCHOOLS
Position Grade Teacher/Student Ratio
ADM Teacher - Base Allotment 9th 1:24.5 students [Based on student enrollment (no weight); 1 "base" allotment 10-12th 1:26.5 students position may be converted to cash]
Admininistrative Student Intervention Assistant (ASIA) 1 per school
Assistant Principal 1 per school [Based on weighted student enrollment as determined by 2 per 1,001-2,300 students Concentration of Need Tiers] 3 per 2,301-2,500 students 4 per 2,501+ students Teaching Assistant Principal (TAP) Stipend [Based on weighted student enrollment]
Counselor 1 per school 2 per 426-850 students 3 per 851-1,275 students 4 per 1,276-1,700 students 5 per 1,701-2,125 students 6 per 2,126-2,550 students 7 per 2,551-2,975 students 8 per 2,976-3,400 students 9 per 3,401+ students
Media Specialist 1 per school 2 per 2,201-3,300 students 3 per 3,301+ students
Instructional Acct. Facilitator (IAF) 1 per school
Technology Facilitator 1 per school
Band Teacher 1 per school
Orchestra Teacher .5 per school
Secretaries 5 per school [ES and PreK-6: one 12 month position; MS and PreK-8: two 12 6 per 1,501-2,500 students month positions; HS, 6-12 and PreK-12: three 12 month 7 per 2,501+ students positions]
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.
272 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-2018 BASE ALLOTMENT & STUDENT WEIGHTED STAFFING BY GRADE LEVEL PREK-6TH GRADE SCHOOLS
Position Grade Teacher/Student Ratio
ADM Teacher - Base Allotment PreK-K 1:20 students [Based on student enrollment (no weight); 1 "base" allotment 1st 1:18 students position may be converted to cash] 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 2 per 1,201+ students Concentration of Need Tiers]
Teaching Assistant Principal (TAP) Stipend 1 per 751-1,200 students [Based on weighted student enrollment]
Counselor 1 per school 2 per 801+ students
Media Specialist 1 per school 2 per 1,201+ students
Media Assistant 1 per 1,001-1,200 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 students 2.5 per 1,541+ students (based on PreK-6 enrollment)
Literacy Facilitator 1 per school
Miscellaneous Elective Teachers 1 per school
Secretaries 2 per school [ES and PreK-6: one 12 month position; MS and PreK-8: two 12 3 per 801-1,100 students month positions; HS, 6-12 and PreK-12: three 12 month positions] 4 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.
273 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-2018 BASE ALLOTMENT & STUDENT WEIGHTED STAFFING BY GRADE LEVEL PREK-8TH GRADE SCHOOLS
Position Grade Teacher/Student Ratio ADM Teacher - Base Allotment K 1:20 students [Based on student enrollment (no weight); 1 "base" allotment 1st 1:18 students position may be converted to cash] 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
ISS Assistant 1 per school Assistant Principal 1 per school [Based on weighted student enrollment as determined by 2 per 1,001+ students Concentration of Need Tiers] Counselor 2 per school (1 Elementary, 1 MS) 3rd position if: Elementary of 801+ students Middle School of 526+ students
Media Specialist 1 per school 2 per 1,201+ students
Media Assistant 1 per 1,001-1,200 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 students 2.5 per 1,541+ students (based on K-5 enrollment only)
Literacy Facilitator 1 per school
Academic Facilitator 1 per school
Facilitator (unspecified) 1 per school
Miscellaneous Elective Teachers 3 per school
Secretaries 2 per school [ES and PreK-6: one 12 month position; MS and PreK-8: two 3 per 601-900 students 12 month positions; HS, 6-12 and PreK-12: three 12 month 4 per 901-1,200 students positions] 5 per 1,201+ 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.
274 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-2018 BASE ALLOTMENT & STUDENT WEIGHTED STAFFING BY GRADE LEVEL 6TH-12TH GRADE SCHOOLS
Position Grade Teacher/Student Ratio
ADM Teacher - Base Allotment 6th 1:23 students [Based on student enrollment (no weight); 1 "base" allotment 7th-8th 1:22.5 students position may be converted to cash] 9th 1:24.5 students 10th-12th 1:26.5 students
ISS Assistant 1 per school
Admininistrative Student Intervention Assistant (ASIA) 1 per school
Assistant Principal 1 per school [Based on weighted student enrollment as determined by 2 per 1,001-2,300 students Concentration of Need Tiers] 3 per 2,301-2,500 students 4 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 school 2 per 2,201-3,300 students 3 per 3,301+ students
Academic Facilitator 1 per school
Facilitator (unspecified) .5 per school
Instructional Acct. Facilitator (IAF) 1 per school
Technology Facilitator 1 per school
Band Teacher 1 per school
Orchestra Teacher .5 per school
Secretaries 5 per school [ES and PreK-6: one 12 month position; MS and PreK-8: two 6 per 1,501-2,500 students 12 month positions; HS, 6-12 and PreK-12: three 12 month 7 per 2,501+ students positions]
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.
275 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-2018 STATE TEACHER SALARY SCHEDULE NON-NBPTS
BACHELOR "A" CERTIFICATE
PERCENT OF ANNUAL TOTAL TEN ANNUAL ANNUAL LOCALLY PAID MONTH YEARS OF STATE BASE STATE BASE BASE BASE ANNUAL EXPERIENCE AMOUNT AMOUNT AMOUNT SALARY
0 $ 35,000.00 14.99% $ 5,246.50 $ 40,246.50 1 $ 36,000.00 14.99% $ 5,396.40 $ 41,396.40 2 $ 36,300.00 14.99% $ 5,441.40 $ 41,741.40 3 $ 37,300.00 14.99% $ 5,591.30 $ 42,891.30 4 $ 37,300.00 14.99% $ 5,591.30 $ 42,891.30 5 $ 38,300.00 15.02% $ 5,752.70 $ 44,052.70 6 $ 38,300.00 15.02% $ 5,752.70 $ 44,052.70 7 $ 39,300.00 15.02% $ 5,902.90 $ 45,202.90 8 $ 39,300.00 15.02% $ 5,902.90 $ 45,202.90 9 $ 40,550.00 15.02% $ 6,090.60 $ 46,640.60 10 $ 40,550.00 15.02% $ 6,090.60 $ 46,640.60 11 $ 42,050.00 15.02% $ 6,315.90 $ 48,365.90 12 $ 42,050.00 15.02% $ 6,315.90 $ 48,365.90 13 $ 43,550.00 15.02% $ 6,541.20 $ 50,091.20 14 $ 43,550.00 15.02% $ 6,541.20 $ 50,091.20 15 $ 45,550.00 15.53% $ 7,073.90 $ 52,623.90 16 $ 46,300.00 15.53% $ 7,190.40 $ 53,490.40 17 $ 47,300.00 15.53% $ 7,345.70 $ 54,645.70 18 $ 47,300.00 15.53% $ 7,345.70 $ 54,645.70 19 $ 48,300.00 15.53% $ 7,501.00 $ 55,801.00 20 $ 48,300.00 16.03% $ 7,742.50 $ 56,042.50 21 $ 49,300.00 16.03% $ 7,902.80 $ 57,202.80 22 $ 49,300.00 16.03% $ 7,902.80 $ 57,202.80 23 $ 50,000.00 16.03% $ 8,015.00 $ 58,015.00 24 $ 50,000.00 16.03% $ 8,015.00 $ 58,015.00 25 $ 51,300.00 16.03% $ 8,223.40 $ 59,523.40 26 $ 51,300.00 16.03% $ 8,223.40 $ 59,523.40 27 $ 51,300.00 16.03% $ 8,223.40 $ 59,523.40 28 $ 51,300.00 16.03% $ 8,223.40 $ 59,523.40 29 $ 51,300.00 16.03% $ 8,223.40 $ 59,523.40 30 $ 51,300.00 17.05% $ 8,746.70 $ 60,046.70 31 $ 51,300.00 17.05% $ 8,746.70 $ 60,046.70 32 $ 51,300.00 17.05% $ 8,746.70 $ 60,046.70 33 $ 51,300.00 17.05% $ 8,746.70 $ 60,046.70 34 $ 51,300.00 17.05% $ 8,746.70 $ 60,046.70 35+ $ 51,300.00 17.05% $ 8,746.70 $ 60,046.70
276 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-2018 STATE TEACHER SALARY SCHEDULE NON-NBPTS
BACHELOR "M" CERTIFICATE
PERCENT OF ANNUAL TOTAL TEN ANNUAL ANNUAL LOCALLY PAID MONTH YEARS OF STATE BASE STATE BASE BASE BASE ANNUAL EXPERIENCE AMOUNT AMOUNT AMOUNT SALARY
0 $ 38,500.00 14.98% $ 5,767.30 $ 44,267.30 1 $ 39,600.00 14.98% $ 5,932.10 $ 45,532.10 2 $ 39,930.00 14.98% $ 5,981.50 $ 45,911.50 3 $ 41,030.00 14.98% $ 6,146.30 $ 47,176.30 4 $ 41,030.00 14.98% $ 6,146.30 $ 47,176.30 5 $ 42,130.00 15.49% $ 6,525.90 $ 48,655.90 6 $ 42,130.00 15.49% $ 6,525.90 $ 48,655.90 7 $ 43,230.00 15.49% $ 6,696.30 $ 49,926.30 8 $ 43,230.00 15.49% $ 6,696.30 $ 49,926.30 9 $ 44,610.00 15.49% $ 6,910.10 $ 51,520.10 10 $ 44,610.00 15.55% $ 6,936.90 $ 51,546.90 11 $ 46,260.00 15.55% $ 7,193.40 $ 53,453.40 12 $ 46,260.00 15.55% $ 7,193.40 $ 53,453.40 13 $ 47,910.00 15.55% $ 7,450.00 $ 55,360.00 14 $ 47,910.00 15.55% $ 7,450.00 $ 55,360.00 15 $ 50,110.00 16.55% $ 8,293.20 $ 58,403.20 16 $ 50,930.00 16.55% $ 8,428.90 $ 59,358.90 17 $ 52,030.00 16.55% $ 8,611.00 $ 60,641.00 18 $ 52,030.00 16.55% $ 8,611.00 $ 60,641.00 19 $ 53,130.00 16.55% $ 8,793.00 $ 61,923.00 20 $ 53,130.00 17.56% $ 9,329.60 $ 62,459.60 21 $ 54,230.00 17.56% $ 9,522.80 $ 63,752.80 22 $ 54,230.00 17.56% $ 9,522.80 $ 63,752.80 23 $ 55,000.00 17.56% $ 9,658.00 $ 64,658.00 24 $ 55,000.00 17.56% $ 9,658.00 $ 64,658.00 25 $ 56,430.00 17.56% $ 9,909.10 $ 66,339.10 26 $ 56,430.00 17.56% $ 9,909.10 $ 66,339.10 27 $ 56,430.00 17.56% $ 9,909.10 $ 66,339.10 28 $ 56,430.00 17.56% $ 9,909.10 $ 66,339.10 29 $ 56,430.00 17.56% $ 9,909.10 $ 66,339.10 30 $ 56,430.00 18.59% $ 10,490.30 $ 66,920.30 31 $ 56,430.00 18.59% $ 10,490.30 $ 66,920.30 32 $ 56,430.00 18.59% $ 10,490.30 $ 66,920.30 33 $ 56,430.00 18.59% $ 10,490.30 $ 66,920.30 34 $ 56,430.00 18.59% $ 10,490.30 $ 66,920.30 35+ $ 56,430.00 18.59% $ 10,490.30 $ 66,920.30
277 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-2018 STATE TEACHER SALARY SCHEDULE NBPTS
BACHELOR "A" CERTIFICATE
PERCENT OF ANNUAL TOTAL TEN ANNUAL ANNUAL LOCALLY PAID MONTH YEARS OF STATE BASE STATE BASE BASE BASE ANNUAL EXPERIENCE AMOUNT AMOUNT AMOUNT SALARY
0 N/A N/A N/A N/A 1 N/A N/A N/A N/A 2 N/A N/A N/A N/A 3 $ 41,780.00 14.97% $ 6,254.50 $ 48,034.50 4 $ 41,780.00 14.97% $ 6,254.50 $ 48,034.50 5 $ 42,900.00 15.04% $ 6,452.20 $ 49,352.20 6 $ 42,900.00 15.04% $ 6,452.20 $ 49,352.20 7 $ 44,020.00 15.04% $ 6,620.60 $ 50,640.60 8 $ 44,020.00 15.04% $ 6,620.60 $ 50,640.60 9 $ 45,420.00 15.04% $ 6,831.20 $ 52,251.20 10 $ 45,420.00 15.04% $ 6,831.20 $ 52,251.20 11 $ 47,100.00 15.04% $ 7,083.80 $ 54,183.80 12 $ 47,100.00 15.04% $ 7,083.80 $ 54,183.80 13 $ 48,780.00 15.04% $ 7,336.50 $ 56,116.50 14 $ 48,780.00 15.04% $ 7,336.50 $ 56,116.50 15 $ 51,020.00 15.53% $ 7,923.40 $ 58,943.40 16 $ 51,860.00 15.53% $ 8,053.90 $ 59,913.90 17 $ 52,980.00 15.53% $ 8,227.80 $ 61,207.80 18 $ 52,980.00 15.53% $ 8,227.80 $ 61,207.80 19 $ 54,100.00 15.53% $ 8,401.70 $ 62,501.70 20 $ 54,100.00 16.01% $ 8,661.40 $ 62,761.40 21 $ 55,220.00 16.01% $ 8,840.70 $ 64,060.70 22 $ 55,220.00 16.01% $ 8,840.70 $ 64,060.70 23 $ 56,000.00 16.01% $ 8,965.60 $ 64,965.60 24 $ 56,000.00 16.01% $ 8,965.60 $ 64,965.60 25 $ 57,460.00 16.05% $ 9,222.30 $ 66,682.30 26 $ 57,460.00 16.05% $ 9,222.30 $ 66,682.30 27 $ 57,460.00 16.05% $ 9,222.30 $ 66,682.30 28 $ 57,460.00 16.05% $ 9,222.30 $ 66,682.30 29 $ 57,460.00 16.05% $ 9,222.30 $ 66,682.30 30 $ 57,460.00 17.06% $ 9,802.70 $ 67,262.70 31 $ 57,460.00 17.06% $ 9,802.70 $ 67,262.70 32 $ 57,460.00 17.06% $ 9,802.70 $ 67,262.70 33 $ 57,460.00 17.06% $ 9,802.70 $ 67,262.70 34 $ 57,460.00 17.06% $ 9,802.70 $ 67,262.70 35+ $ 57,460.00 17.06% $ 9,802.70 $ 67,262.70
NBPTS: National Board Professional Teaching Standards certification
278 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-2018 STATE TEACHER SALARY SCHEDULE NBPTS
MASTER "M" CERTIFICATE
PERCENT OF ANNUAL TOTAL TEN ANNUAL ANNUAL LOCALLY PAID MONTH YEARS OF STATE BASE STATE BASE BASE BASE ANNUAL EXPERIENCE AMOUNT AMOUNT AMOUNT SALARY
0 N/A N/A N/A N/A 1 N/A N/A N/A N/A 2 N/A N/A N/A N/A 3 $ 45,510.00 14.98% $ 6,817.40 $ 52,327.40 4 $ 45,510.00 14.98% $ 6,817.40 $ 52,327.40 5 $ 46,730.00 15.47% $ 7,229.10 $ 53,959.10 6 $ 46,730.00 15.47% $ 7,229.10 $ 53,959.10 7 $ 47,950.00 15.47% $ 7,417.90 $ 55,367.90 8 $ 47,950.00 15.47% $ 7,417.90 $ 55,367.90 9 $ 49,480.00 15.47% $ 7,654.60 $ 57,134.60 10 $ 49,480.00 15.55% $ 7,694.10 $ 57,174.10 11 $ 51,310.00 15.55% $ 7,978.70 $ 59,288.70 12 $ 51,310.00 15.55% $ 7,978.70 $ 59,288.70 13 $ 53,140.00 15.55% $ 8,263.30 $ 61,403.30 14 $ 53,140.00 15.55% $ 8,263.30 $ 61,403.30 15 $ 55,580.00 16.54% $ 9,192.90 $ 64,772.90 16 $ 56,490.00 16.54% $ 9,343.40 $ 65,833.40 17 $ 57,710.00 16.54% $ 9,545.20 $ 67,255.20 18 $ 57,710.00 16.54% $ 9,545.20 $ 67,255.20 19 $ 58,930.00 16.54% $ 9,747.00 $ 68,677.00 20 $ 58,930.00 17.58% $ 10,359.90 $ 69,289.90 21 $ 60,150.00 17.58% $ 10,574.40 $ 70,724.40 22 $ 60,150.00 17.58% $ 10,574.40 $ 70,724.40 23 $ 61,000.00 17.58% $ 10,723.80 $ 71,723.80 24 $ 61,000.00 17.58% $ 10,723.80 $ 71,723.80 25 $ 62,590.00 17.58% $ 11,003.30 $ 73,593.30 26 $ 62,590.00 17.58% $ 11,003.30 $ 73,593.30 27 $ 62,590.00 17.58% $ 11,003.30 $ 73,593.30 28 $ 62,590.00 17.58% $ 11,003.30 $ 73,593.30 29 $ 62,590.00 17.58% $ 11,003.30 $ 73,593.30 30 $ 62,590.00 18.60% $ 11,641.70 $ 74,231.70 31 $ 62,590.00 18.60% $ 11,641.70 $ 74,231.70 32 $ 62,590.00 18.60% $ 11,641.70 $ 74,231.70 33 $ 62,590.00 18.60% $ 11,641.70 $ 74,231.70 34 $ 62,590.00 18.60% $ 11,641.70 $ 74,231.70 35+ $ 62,590.00 18.60% $ 11,641.70 $ 74,231.70
NBPTS: National Board Professional Teaching Standards certification
279 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-2018 STATE PSYCHOLOGIST SALARY SCHEDULE
MASTER "M" CERTIFICATE
PERCENT OF ANNUAL TOTAL TEN ANNUAL ANNUAL LOCALLY PAID MONTH YEARS OF STATE BASE STATE BASE BASE BASE ANNUAL EXPERIENCE AMOUNT AMOUNT AMOUNT SALARY
0 $ 42,130.00 21.14% $ 8,906.30 $ 51,036.30 1 $ 42,130.00 21.14% $ 8,906.30 $ 51,036.30 2 $ 43,230.00 21.14% $ 9,138.80 $ 52,368.80 3 $ 43,230.00 21.14% $ 9,138.80 $ 52,368.80 4 $ 44,610.00 21.14% $ 9,430.60 $ 54,040.60 5 $ 44,610.00 22.16% $ 9,885.60 $ 54,495.60 6 $ 46,260.00 22.16% $ 10,251.20 $ 56,511.20 7 $ 46,260.00 22.16% $ 10,251.20 $ 56,511.20 8 $ 47,910.00 22.16% $ 10,616.90 $ 58,526.90 9 $ 47,910.00 22.16% $ 10,616.90 $ 58,526.90 10 $ 50,110.00 22.65% $ 11,349.90 $ 61,459.90 11 $ 50,930.00 22.65% $ 11,535.60 $ 62,465.60 12 $ 52,030.00 22.65% $ 11,784.80 $ 63,814.80 13 $ 52,030.00 22.65% $ 11,784.80 $ 63,814.80 14 $ 53,130.00 22.65% $ 12,033.90 $ 65,163.90 15 $ 53,130.00 23.64% $ 12,559.90 $ 65,689.90 16 $ 54,230.00 23.64% $ 12,820.00 $ 67,050.00 17 $ 54,230.00 23.64% $ 12,820.00 $ 67,050.00 18 $ 55,000.00 23.64% $ 13,002.00 $ 68,002.00 19 $ 55,000.00 23.64% $ 13,002.00 $ 68,002.00 20 $ 56,430.00 23.65% $ 13,345.70 $ 69,775.70 21 $ 56,430.00 23.65% $ 13,345.70 $ 69,775.70 22 $ 56,430.00 23.65% $ 13,345.70 $ 69,775.70 23 $ 56,430.00 23.65% $ 13,345.70 $ 69,775.70 24 $ 56,430.00 23.65% $ 13,345.70 $ 69,775.70 25 $ 60,660.00 23.68% $ 14,364.30 $ 75,024.30 26 $ 60,660.00 23.68% $ 14,364.30 $ 75,024.30 27 $ 60,660.00 23.68% $ 14,364.30 $ 75,024.30 28 $ 60,660.00 23.68% $ 14,364.30 $ 75,024.30 29 $ 60,660.00 23.68% $ 14,364.30 $ 75,024.30 30 $ 60,660.00 23.68% $ 14,364.30 $ 75,024.30 31 $ 60,660.00 23.68% $ 14,364.30 $ 75,024.30 32 $ 60,660.00 23.68% $ 14,364.30 $ 75,024.30 33 $ 60,660.00 23.68% $ 14,364.30 $ 75,024.30 34 $ 60,660.00 23.68% $ 14,364.30 $ 75,024.30 35+ $ 60,660.00 23.68% $ 14,364.30 $ 75,024.30
280 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION AFTER SCHOOL ENRICHMENT, TUTOR, TITLE I AND AVID PROGRAM SALARY SCHEDULE FOR 2017-2018
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
272
281 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION SUBSTITUTE AND NON-ATHLETIC STIPENDS PAY RATES FOR 2017-2018
SUBSTITUTE TEACHERS Effective July 1, 2017 Certified Substitute Teachers $103.00 per day Non-Certified Substitute Teachers $80.00 per day Teacher Assistants as Classroom Substitutes $162.79 per day Certified Substitute Teachers (Permanent) $108.00 per day Non-Certified Substitute Teachers (Permanent) $85.00 per day
OTHER SUBSTITUTE RATES Effective July 1, 2017 Substitute EC Teacher Assistants $11.89 per hour Substitute ASEP Assistants $11.43 per hour Substitute Cafeteria Workers $11.43 per hour Substitute Bus Drivers $12.87 per hour Substitute Cafeteria Managers Entry level for given position Substitute Secretaries Entry level for given position
STIPENDS Effective July 1, 2017 Non-Athletic Stipends (Sr. High Only) $1,440.00 Annually Lead Teacher/Alternative School $247.50 Monthly Principal Fellow $1,587.20 Monthly Honorarium $100.00 Per Point Teaching Assistant Principal $88.00 Monthly Band Director $2,640.00 Annually Elementary - Chess; Math Olympiad $200.00 Annually Middle School - Chess; National Academic League $300.00 Annually Sr High - Chess; Science Olympiad $400.00 Annually
COMMUNITY USE OF SCHOOLS Effective July 1, 2017 Custodians Hourly Rate Non-Exempt Non-Custodians Hourly Rate Exempt Employees $12.00 per hour
TUTORS Effective July 1, 2017 Tutor - 10 month $19.77 per hour Tutor - 9 month $19.77 per hour Title I Tutor - 10 month $19.77 per hour Title I Tutor - 9 month $19.77 per hour
282 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-2018 STATE PRINCIPALS SALARY SCHEDULE
Effective July 1, 2017, the North Carolina legislature approved new principal schedules which are tied to ADM and School Growth Measures. The ADM used will be the best of month one or month two of ADM at the principal's school (PreK ADM is not included in the calculation). For 2017-18 principals' salary, the growth status shall be determined using the 2014-15, 2015-16 and 2016-17 accountability growth status for each school supervised by the principal for the majority of the school year.
PRINCIPAL (MONTHLY SCHEDULE)
BASE GROWTH MET GROWTH EXCEEDED Schedule/ Monthly Schedule/ Monthly Schedule/ Monthly ADM Range Pay Level Salary Pay Level Salary Pay Level Salary up to 400 B1 5,145.92 G1 5,660.50 E1 6,175.08 401-700 B2 5,403.25 G2 5,943.50 E2 6,483.83 701-1,000 B3 5,660.50 G3 6,226.58 E3 6,792.58 1,001 to 1,300 B4 5,917.83 G4 6,509.58 E4 7,101.33 over 1,300 B5 6,175.08 G5 6,792.58 E5 7,410.08
PRINCIPAL (ANNUAL SCHEDULE)
BASE GROWTH MET GROWTH EXCEEDED Schedule/ Annual Schedule/ Annual Schedule/ Annual ADM Range Pay Level Salary Pay Level Salary Pay Level Salary up to 400 B1 61,751 G1 67,926 E1 74,101 401-700 B2 64,839 G2 71,322 E2 77,806 701-1,000 B3 67,926 G3 74,719 E3 81,511 1,001 to 1,300 B4 71,014 G4 78,115 E4 85,216 over 1,300 B5 74,101 G5 81,511 E5 88,921
NOTE: Effective July 1, 2017, Principals are no longer eligible for advanced degree, doctorate or longevity payments. Bonuses will be added based on principal's meeting additional state eligibility requirements related to school growth measures.
283 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-2018 STATE ASSISTANT PRINCIPALS SALARY SCHEDULE
Master's Degree Advanced Degree Doctorate
ANNUAL ANNUAL ANNUAL YRS OF STATE YRS OF STATE YRS OF STATE EXPERIENCE AMOUNT EXPERIENCE AMOUNT EXPERIENCE AMOUNT L00 $ 45,045 LS00 $ 46,431 LD00 $ 47,828 L01 $ 46,332 LS01 $ 47,718 LD01 $ 49,115 L02 $ 46,717 LS02 $ 48,103 LD02 $ 49,500 L03 $ 48,004 LS03 $ 49,390 LD03 $ 50,787 L04 $ 48,004 LS04 $ 49,390 LD04 $ 50,787 L05 $ 49,291 LS05 $ 50,677 LD05 $ 52,074 L06 $ 49,291 LS06 $ 50,677 LD06 $ 52,074 L07 $ 50,578 LS07 $ 51,964 LD07 $ 53,361 L08 $ 50,578 LS08 $ 51,964 LD08 $ 53,361 L09 $ 52,184 LS09 $ 53,570 LD09 $ 54,967 L10 $ 52,184 LS10 $ 53,570 LD10 $ 54,967 L11 $ 54,120 LS11 $ 55,506 LD11 $ 56,903 L12 $ 54,120 LS12 $ 55,506 LD12 $ 56,903 L13 $ 56,045 LS13 $ 57,431 LD13 $ 58,828 L14 $ 56,045 LS14 $ 57,431 LD14 $ 58,828 L15 $ 58,619 LS15 $ 60,005 LD15 $ 61,402 L16 $ 59,587 LS16 $ 60,973 LD16 $ 62,370 L17 $ 60,874 LS17 $ 62,260 LD17 $ 63,657 L18 $ 60,874 LS18 $ 62,260 LD18 $ 63,657 L19 $ 62,161 LS19 $ 63,547 LD19 $ 64,944 L20 $ 62,161 LS20 $ 63,547 LD20 $ 64,944 L21 $ 63,448 LS21 $ 64,834 LD21 $ 66,231 L22 $ 63,448 LS22 $ 64,834 LD22 $ 66,231 L23 $ 64,350 LS23 $ 65,736 LD23 $ 67,133 L24 $ 64,350 LS24 $ 65,736 LD24 $ 67,133 L25 $ 66,022 LS25 $ 67,408 LD25 $ 68,805 L26 $ 66,022 LS26 $ 67,408 LD26 $ 68,805 L27 $ 66,022 LS27 $ 67,408 LD27 $ 68,805 L28 $ 66,022 LS28 $ 67,408 LD28 $ 68,805 L29 $ 66,022 LS29 $ 67,408 LD29 $ 68,805 L30 $ 66,022 LS30 $ 67,408 LD30 $ 68,805 L31 $ 66,022 LS31 $ 67,408 LD31 $ 68,805 L32 $ 66,022 LS32 $ 67,408 LD32 $ 68,805 L33 $ 66,022 LS33 $ 67,408 LD33 $ 68,805 L34 $ 66,022 LS34 $ 67,408 LD34 $ 68,805 L35 $ 66,022 LS35 $ 67,408 LD35 $ 68,805
NOTE: Effective July 1, 2017, Assistant Principals are eligible for advanced degree and doctorate supplements but are longer eligible for longevity payments.
284 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-18 MASTER SALARY SCHEDULE FOR EXEMPT POSITIONS
PAY MONTHLY MONTHLY GRADE POSITION TITLE MO MINIMUM MAXIMUM 05 SCREENER, PREK-TITLE I 12 2,965.73 4,744. 13 05 SUPERVISOR, CHILD NUTRITION INVENTORY 12 05 SUPERVISOR, SCHOOL LAW ENFORCEMENT COMMUNICATIONS 12
06 ANALYST, CAPITAL PROJECTS 12 3,409.47 5,456. 53 06 HEARING OFFICER 12 06 COORDINATOR, AMERICANS WITH DISABLITY 12 06 LIAISON, AT-RISK STUDENTS INTERVENTION 12 06 LIAISON, EDUCATIONAL WITH DSS 12 06 LIAISON, YOUTH AND FAMILY SERVICES 12 06 COORDINATOR, BEGINNING TEACHER SUPPORT 12 06 ACCOUNTANT 12 06 SUPERVISOR, CHILD NUTRITION TECHNOLOGY 12 06 PURCHASING AGENT 12 06 COORDINATOR, SCHOOL ZONE SAFETY 12 06 SUPERVISOR, GRAPHIC PRODUCTION 12 06 SUPERVISOR, AREA OPERATIONS 12
07 ANALYST, BUDGET 12 3,922.53 6,274. 67 07 COACH, NCSTAR 12 07 SPECIALIST, MEDIA - CENTRAL OFFICE 12 07 SPECIALIST, PARENT UNIVERSITY TECHNOLOGY & EVALUATION 12 07 SPECIALIST, PARENT UNIVERSITY CUSTOMER SRVC & CURRICULUM 12 07 COORDINATOR, OFFICE OF ACCOUNTABILITY 12 07 COORDINATOR, EL CURRICULUM 12 07 COORDINATOR, COMMUNITY SUPPORT 12 07 COORDINATOR, TITLE I NEW TEACHER SUPPORT 12 07 COORDINATOR, EXCEPTIONAL CHILDREN TECHNOLOGY 11 07 SPECIALIST, DRIVER EDUCATION 12 07 SPECIALIST, ASEP ELEMENTARY & MIDDLE SCHOOL 12 07 SUPERVISOR, CHILD NUTRITION BUSINESS SERVICES 12 07 SPECIALIST, SIG MH PRG. 12 07 COORDINATOR, WHAT WORKS GRANT 12 07 INSTRUCTOR, LATERAL ENTRY ADVANCEMENT PROGRAM 10 07 SPECIALIST, DIVERSITY & EQUITY 12 07 SPECIALIST, STUDENT PLACEMENT 12 07 SUPERVISOR, LEAVES OF ABSENCE 12 07 SUPERVISOR, BENEFITS 12 07 COORD., SUPPLIER DIVERSITY COMPLIANCE PROJECT CONTROLS 12 07 SPECIALIST, FAMILY & COMMUNITY SERVICES 12 07 COORDINATOR, ENGLISH LANGUAGE LEARNER COMMITTEE 12 07 COORDINATOR, INFORMATION SYSTEMS 12 07 COORDINATOR, PRE-K ENROLLMENT & RECRUITMENT 12 07 ANALYST, DATA INTEGRITY 12 07 COORDINATOR, MEASUREMENT OPERATIONS 12 07 ANALYST, HUMAN RESOURCES SYSTEMS TRAINING 12 07 COORDINATOR, PROJECT LIFT COMMUNITY ENGAGEMENT 12 07 COORDINATOR, SIG FAMILY & COMMUNITY ENGAGEMENT 12 07 COORDINATOR, COURT & STUDENT DISCIPLINE 12 07 NUTRITIONIST 12 07 SPECIALIST, EMPLOYEE RELATIONS 12
285 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-18 MASTER SALARY SCHEDULE FOR EXEMPT POSITIONS
PAY MONTHLY MONTHLY GRADE POSITION TITLE MO MINIMUM MAXIMUM 07 SPECIALIST, MEDIA RELATIONS 12 3,922.53 6,274. 67 07 SPECIALIST, INTERNAL COMMUNICATIONS 12 07 WRITER, SENIOR EDITOR 12 07 SPECIALIST, CREATIVE MEDIA 12 07 SPECIALIST, SOCIAL MEDIA 12 07 ACCOUNTANT II 12 07 COMPUTER SYSTEMS ANALYST 12 07 DEVELOPER, WEB 12 07 DEVELOPER, GRANT 12 07 ANALYST, HRIS DATA QUALITY 12 07 ANALYST, WORKFORCE MANAGEMENT 12 07 PROJECT MANAGER, CREATIVE SERVICES 12 07 COORDINATOR, PROFESSIONAL DEVELOPMENT 12 07 SUPERVISOR, AREA CHILD NUTRITION 12 07 SUPERVISOR, ACCOUNTS PAYABLE 12 07 SUPERVISOR, PAYROLL PROCESSING 12 07 COORDINATOR, TECHNOLOGY PROJECTS & TRAINING 12 07 COORDINATOR, ASSET INVENTORY 12 07 MANAGER, PROCUREMENT CARD 12 07 SUPERVISOR, SCHOOL ZONE SAFETY 12 07 MANAGER, COMMUNITY USE OF SCHOOLS 12 07 SUPERVISOR, PEST MANAGEMENT 12 07 SPECIALIST, SAFETY 12 07 SPECIALIST, SAFETY & TRAINING 12 07 SUPERVISOR, FACILITIES OPERATIONS SUPPORT 12 07 SUPERVISOR, WAREHOUSE 12 07 MANAGER, BUILDING SERVICES PROCESS IMPROVEMENT 12 07 ENGINEER, SENIOR SYSTEMS 12 07 MANAGER, INFORMATION SYSTEMS 12 07 SPECIALIST, RISK & FIRE SAFETY 12 07 SUPERVISOR, MAINTENANCE OPERATIONS I 12 07 SUPERVISOR, EQUIPMENT MAINTENANCE 12 07 SUPERVISOR, TRANSPORTATION MAINTENANCE SERVICES 12 07 SUPERVISOR, TRANSPORTATION PARTS 12
08 DIRECTOR, GRAPHIC PRODUCTION 12 4,510.13 7,215. 87 08 DEPUTY CHIEF OF POLICE 12 08 SPECIALIST, BUDGET 12 08 ASSISTANT DIRECTOR, TELECOMMUNICATIONS 12 08 ASSISTANT DIRECTOR, TECHNOLOGY 12 08 ASSISTANT DIRECTOR, ATHLETICS 12 08 ASSISTANT DIRECTOR, COMMUNITY PARTNERSHIP INITIATIVES 12 08 ASSISTANT DIRECTOR, PREK PROGRAMS 12 08 SPECIALIST, WORKFORCE MANAGEMENT 12 08 SPECIALIST, DATA USE FOR SCHOOL IMPROVEMENT 12 08 PROJECT MANAGER, TITLE I SCHOOL IMPROVEMENT GRANT 12 08 ADMINISTRATOR, LEGAL SERVICES 12 08 EXEC. COORD. RACE TO THE TOP 12 08 EXECUTIVE COORDINATOR, OFFICE OF SCHOOL PERFORMANCE 12 08 SPECIALIST, SECONDARY MATH & PROFESSIONAL DEVELOPMENT 12 08 SPECIALIST, VIRTUAL LEARNING & MEDIA SERVICES 12
286 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-18 MASTER SALARY SCHEDULE FOR EXEMPT POSITIONS
PAY MONTHLY MONTHLY GRADE POSITION TITLE MO MINIMUM MAXIMUM 08 SPECIALIST, TRUANCY COURT 11 4,510.13 7,215. 87 08 SPECIALIST, BEACON ELEMENTARY LITERACY TITLE I 12 08 SPECIALIST, SECONDARY LITERACY & PROFESSIONAL DEV 12 08 SPECIALIST, BEACON SECONDARY MATH TITLE I 12 08 SPECIALIST, BEACON ELEMENTARY MATH, TITLE I 12 08 SPEC, BEACON SECONDARY SCIENCE, TITLE I 12 08 SPECIALIST, CHILD NUTRITION FACILITIES & EQUIPMENT 12 08 SPECIALIST, CHILD NUTRITION TALENT DEVELOPMENT 12 08 SPECIALIST, ENGLISH CURRICULUM 12 08 SPECIALIST, LITERACY 12 08 SPECIALIST, MATH 12 08 SPECIALIST, VIRTUAL LEARNING 12 08 SPECIALIST, INSTRUCTIONAL TECHNOLOGY 12 08 COACH, PERSONALIZED LEARNING INSTRUCTIONAL 12 08 SPECIALIST, PERFORMING ARTS 12 08 SPECIALIST, SCHOOL HEALTH 12 08 SPECIALIST, PSYCHOLOGY 12 08 SPECIALIST, INTERVENTION TEAM 12 08 SPECIALIST, SCHOOL COUNSELING 12 08 SPECIALIST, SOCIAL WORKERS & SITE COORDINATORS 12 08 SPECIALIST, ELEMENTARY SCIENCE 12 08 SPECIALIST, SECONDARY SCIENCE 12 08 SPECIALIST, ELEMENTARY MATH 12 08 SPECIALIST, SECONDARY MATH 12 08 SPECIALIST, PHYSICAL EDUCATION 12 08 SPECIALIST, EXCEPTIONAL CHILDREN PROGRAMS & RELATED SRVC 12 08 SPECIALIST, GLOBAL STUDIES 12 08 SPECIALIST, EXCEPTIONAL CHILDREN COMPLIANCE TECH SUPPORT 12 08 SPECIALIST, MENTAL HEALTH PROGRAM 12 08 SPECIALIST, TALENT DEVELOPMENT COMPLIANCE 12 08 SPECIALIST, EXTENDED DAY 12 08 SPECIALIST, MTSS & EDPLAN PLATFORM 12 08 MANAGER, DATA 10 08 SPECIALIST, SOCIAL STUDIES 12 08 SPECIALIST, PROFESSIONAL DEVELOPMENT 12 08 SPECIALIST, BULLYING PREVENTION 12 08 SPECIALIST, VISUAL ARTS 12 08 SPECIALIST, ADVANCED STUDIES 12 08 MANAGER, EMPLOYEE RELATIONS 12 08 ADMINISTRATOR, SECURITY TECHNOLOGIES 12 08 SPECIALIST, CURRICULUM PRE-K TITLE I 12 08 SPECIALIST, ELEMENTARY LITERACY TITLE 1 12 08 SPECIALIST, COMPLIANCE 12 08 SPECIALIST, TITLE I 12 08 SPECIALIST, EXCEPTIONAL CHILDREN INSTRUCTIONAL PROGRAM 12 08 SPECIALIST, MAGNET PROGRAM 12 08 SPECIALIST, WORLD LANGUAGE 12 08 SPECIALIST, PROFESSIONAL DEV NON-INSTRUCTIONAL SUPPORT 12 08 ANALYST, SUMMATIVE MEASUREMENT 12 08 SPECIALIST, TALENT DEVELOPMENT 12 08 SPECIALIST, EXCEPTIONAL CHILDREN BEHAVIORAL SUPPORT SRVC 12
287 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-18 MASTER SALARY SCHEDULE FOR EXEMPT POSITIONS
PAY MONTHLY MONTHLY GRADE POSITION TITLE MO MINIMUM MAXIMUM 08 PROJECT MANAGER, HUMAN CAPITAL STRATEGIES 12 4,510.13 7,215. 87 08 SENIOR PROGRAMMER, ACCOUNTABILITY 12 08 SPECIALIST, ENGLISH LANGUAGE LEARNER 12 08 PROJECT MANAGER, PRINCIPAL PIPELINE 12 08 PROJECT MANAGER, EXCEPTIONAL CHILDREN 12 08 PROGRAM SPECIALIST, SUCCESS BY DESIGN 12 08 PROJECT MANAGER, PHYSICAL EDUCATION FOR PROGRESS GRANT 12 08 ADMINISTRATOR, CONTRACTS 12 08 SPECIALIST, ENGLISH LANGUAGE LEARNER INSTRUCTIONAL TECH 12 08 SPECIALIST, TD ELEMENTARY 12 08 SPECIALIST, CTE MAGNET PROGRAM 12 08 MANAGER, FACILITIES CONTRACT ADMINISTRATION 12 08 SPECIALIST, PROGRAM EC EXTENDED CONTENT STANDARDS 12 08 SPECIALIST, EXCEPTIONAL CHILDREN ACCOUNTABILITY 12 08 SPECIALIST, EXCEPTIONAL CHILDREN SECONDARY 12 08 SPECIALIST, SOURCING 12 08 SPECIALIST, TITLE I MCKINNEY-VENTO PROGRAM 12 08 LIAISON, LEAD WITH DSS 12 08 SPECIALIST, WELLNESS & MARKETING 12 08 MANAGER, INTERNAL MEDIA & COMMUNICATIONS 12 08 THERAPIST, OCCUPATIONAL 10 08 THERAPIST, PHYSICAL 10 08 ACCOUNTANT, SENIOR 12 08 ADMINISTRATOR, KRONOS SYSTEM 12 08 ANALYST, BUSINESS 12 08 ANALYST, SENIOR PROGRAMMER 12 08 DATA BASE ADMINISTRATOR 12 08 SPECIALIST, COMPENSATION II 12 08 ANALYST, DATA 12 08 SPECIALIST, PERFORMANCE MANAGEMENT 12 08 SPECIALIST, HRIS SUPPORT 12 08 SPECIALIST, PLANNING 12 08 MANAGER, INFORMATION SYSTEMS (BUILDING SERVICES) 12 08 PURCHASING AGENT, SENIOR 12 08 MANAGER, INVENTORY OPERATIONS 12 08 ANALYST, ASSESSMENT PROGRAM 12 08 PROJECT MANAGER, INFORMATION SYSTEMS & SUPPORT 12 08 PROJECT MANAGER, ERATE 12 08 SHOP FOREMAN, TRANSPORTATION 12 08 SPECIALIST, TRANSPORTATION 12 08 MANAGER, FURNITURE, FIXTURES & EQUIPMENT 12 08 PROJECT MANAGER, FACILITIES 12 08 MANAGER, LEAD INFORMATION SYSTEMS 12 08 SPECIALIST, ENVIRONMENTAL HEALTH & STEWARDSHIP 12 08 MANAGER, PROJECT 12 08 SUPERVISOR, MAINTENANCE OPERATIONS II 12 08 TEMP SPECIALIST 12
09 DIRECTOR, STUDENT PLACEMENT SERVICES 12 5,186.13 8,299. 20 09 DIRECTOR, ESL STUDENT EDUCATION 12 09 DIRECTOR, ATHLETICS 12
288 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-18 MASTER SALARY SCHEDULE FOR EXEMPT POSITIONS
PAY MONTHLY MONTHLY GRADE POSITION TITLE MO MINIMUM MAXIMUM 09 DIRECTOR, CHILD NUTRITION OPERATIONS 12 5,186.13 8,299. 20 09 DIRECTOR, VIRTUAL LEARNING & MEDIA SERVICES 12 09 ASSISTANT DIRECTOR, NETWORK SYSTEMS 12 09 ASSISTANT DIRECTOR, TECHNICAL SERVICES OPERATIONS 12 09 SENIOR SYSTEMS ANALYST & MANAGER, STUDENT DATA 12 09 MANAGER, DISTRICT STRATEGY 12 09 DIRECTOR, TEACHER PROFESSIONAL DEVELOPMENT 12 09 DIRECTOR, PREK-12 MATH AND SCIENCE 12 09 COMMUNITY ADMINISTRATOR, STUDENT SERVICES (DISCIPLINE) 11 09 DIRECTOR, SOCIAL EMOTIONAL LEARNING & BEHAVIORAL SUPPORT 12 09 ASISTANT DIRECTOR, STUDENT APPLICATIONS & DEVELOPMENT 12 09 DIR., STUDENT REC, ATTENDANCE, INTERNATIONAL ADMISSIONS 12 09 SENIOR ANALYST, SOLUTIONS 12 09 DIRECTOR, ACCOUNTS PAYABLE 12 09 DIRECTOR, CHILD NUTRICIAN BUSINESS SERVICES 12 09 MANAGER, CULINARY DEVELOPMENT 12 09 TEAM LEADER, BEACON HUMAN CAPITAL 12 09 DIRECTOR, DIVERSITY & INCLUSION 12 09 SENIOR ANALYST, RESEARCH & EVALUATION 12 09 SENIOR ANALYST, DATA ANALYSIS & REPORTING 12 09 ASSISTANT DIRECTOR, STATE & FEDERAL TESTING 12 09 MANAGER, TALENT ACQUISITION 12 09 SUPPORT TEAM LEADER, COMMUNITY 12 09 SUPPORT TEAM LEADER, DISTRICT SUPPORT 12 09 MANAGER, CMPS FOUNDATION 12 09 ANALYST, SENIOR COMPUTER SYSTEMS 12 09 PROGRAM MANAGER, SUCCESS BY DESIGN 12 09 ADMINISTRATOR, ENTERSHAREPOINT 12 09 DIRECTOR, REGIONAL ALTERNATIVE LLICENSING CENTER (RALC) 12 09 SENIOR MANAGER, PROPERTY PORTFOLIO 12 09 MANAGER, ENERGY 12 09 MANAGER, TRANSPORTATION ROUTING & SCHEDULING 12 09 MANAGER, TRANSPORTATION SUPPORT 12 09 MANAGER, FLEET 12 09 ENGINEER, SENIOR CONSTRUCTION 12 09 ENGINEER, SENIOR NETWORK 12 09 ENGINEER, SENIOR ELECTRICAL 12 09 PROJECT MANAGER, SENIOR CONSTRUCTION 12 09 PROJECT MANAGER, SR STRUCTURED CABLING 12 09 ENGINEER, SENIOR MECHANICAL 12 09 MANAGER, ENVIRONMENTAL HEALTH & STEWARDSHIP 12 09 ARCHITECT, SENIOR FACILITIES 12 09 PROJECT MANAGER, SENIOR TECHNOLOGY SERVICES 12 09 INTERIM CHIEF OF POLICE 12
10 DIRECTOR, SAFETY & QUALITY MANAGEMENT 12 5,964.40 9,543. 73 10 DIRECTOR, CHILD NUTRITION SPECIAL PROJECTS 12 10 DIRECTOR, TECHNOLOGY SERVICES 12 10 DIRECTOR, INFORMATION SYSTEMS & SUPPORT 12 10 DIRECTOR, MAINTENANCE 12 10 DIRECTOR, EMPLOYEE RELATIONS 12
289 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-18 MASTER SALARY SCHEDULE FOR EXEMPT POSITIONS
PAY MONTHLY MONTHLY GRADE POSITION TITLE MO MINIMUM MAXIMUM 10 CHIEF OF POLICE 12 5,964.40 9,543. 73 10 DIRECTOR, ARCHITECTURE 12 10 DIRECTOR, GRANT INNOVATION 12 10 DIRECTOR, STATE TESTING 12 10 DIRECTOR, EXCEPTION CHILDREN EDUCATIONAL SERVICES 12 10 DIRECTOR, EXCEPTIONAL CHILDREN ADMINISTRATIVE SERVICES 12 10 DIRECTOR, ADVANCED STUDIES 12 10 DIRECTOR, CAREER & TECHNICAL EDUCATION 12 10 DIRECTOR, HUMANITIES 12 10 DIRECTOR, PRE-K SERVICES 12 10 DIRECTOR, PROPERTY AND QUALITY 12 10 DIRECTOR, RESEARCH & EVALUATION 12 10 DIRECTOR, STUDENT APPLICATIONS 12 10 DIRECTOR, ELEMENTARY EDUCATION 12 10 DIRECTOR, LICENSURE ADMINISTRATION 12 10 DIRECTOR, COMPENSATION 12 10 DIRECTOR, AFTER SCHOOL ENRICHMENT PROGRAM (ASEP) 12 10 DIRECTOR, TRANSPORTATION OPERATIONS 12 10 DIR. DATA USE FOR SCH IMPR 12 10 DIRECTOR, TITLE I 12 10 SOLUTIONS ARCHITECT 12 10 DIRECTOR, BUDGET DEVELOPMENT 12 10 DIRECTOR, BUDGET OPERATIONS 12 10 DIRECTOR, PROJECTS & CHANGE MANAGEMENT 12 10 DIRECTOR, ACCOUNTING & AUDITING 12 10 DIRECTOR, PAYROLL 12 10 DIRECTOR, WAREHOUSE OPERATIONS 12 10 PROGRAM MANAGER, TECHNOLOGY SERVICES 12 10 DIRECTOR, CAREER TECHNICAL ED CURRICULUM & INSTRUCTION 12 10 DIRECTOR, K-12 LITERACY 12 10 DIRECTOR, MAGNET PROGRAMS & SCHOOL REDESIGN 12 10 DIRECTOR, STRATEGIC INITIATIVES 12 10 FELLOW, BROAD 12 10 ADVOCATE, LEGISLATIVE 12 10 DIRECTOR OF INSTRUCTION, BEACON 12 10 DIRECTOR, SAFETY, ENVIORNMENTAL HEALTH & RISK MANAGEMENT 12 10 DIRECTOR, BUSINESS SYSTEMS 12 10 ENTERPRISE DATA ARCHITECT 12 10 ENTERPRISE DATA RESEARCH ARCHI 12 10 DIRECTOR, TRANSPORTATION SUPPORT SERVICES 12 10 DIRECTOR, BUILDING SERVICES SUPPORT 12 10 DIRECTOR, CUSTODIAL SERVICES 12
11 EXECUTIVE DIRECTOR, COMMUNITY INTERIM 12 6,858.80 10,975. 47 11 EXECUTIVE DIRECTOR, LEARNING & TEACHING 12 11 EXECUTIVE DIRECTOR, ENGLISH AS A SECOND LANGUAGE STUDENTS 12 11 EXECUTIVE DIRECTOR, TITLE I 12 11 EXECUTIVE DIRECTOR, PROJECT LIFT 12 11 EXECUTIVE DIRECTOR, PROFESSIONAL LEARNING 12 11 EXECUTIVE DIRECTOR, COMMUNITY 12 11 EXECUTIVE DIRECTOR, LEADERSHIP DEVELOPMENT 12
290 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-18 MASTER SALARY SCHEDULE FOR EXEMPT POSITIONS
PAY MONTHLY MONTHLY GRADE POSITION TITLE MO MINIMUM MAXIMUM 11 EXECUTIVE DIRECTOR, STRATEGY MANAGEMENT 12 6,858.80 10,975. 47 11 EXECUTIVE DIRECTOR, DATA QUALITY 12 11 EXECUTIVE DIRECTOR, ALTERNATIVE EDUCATION 12 11 EXECUTIVE DIRECTOR, CMPS FOUNDATION 12 11 EXECUTIVE DIRECTOR, FACILITIES PLANNING & MANAGEMENT 12 11 EXECUTIVE DIRECTOR, SOURCING & ONBOARDING 12 11 EXECUTIVE DIRECTOR, TALENT MANAGEMENT & HRIS 12 11 EXECUTIVE DIRECTOR, ACCOUNTABILITY 12 11 EXECUTIVE DIRECTOR, COMMUNICATIONS 12 11 EXECUTIVE DIRECTOR, PREK-5 LEARNING & TEACHING 12 11 EXECUTIVE DIRECTOR, STRATEGIC PLANNING & EVALUATION 12 11 EXECUTIVE DIRECTOR, OFFICE OF SCHOOL PERFORMANCE 12 11 SENIOR ASSOCIATE GENERAL COUNSEL I 12 11 EXECUTIVE DIRECTOR, STUDENT SERVICES 12 11 CONSULTANT, ORG DEV 12
12 EXECUTIVE DIRECTOR, TRANSPORTATION 12 7,888.40 12,620. 40 12 EXECUTIVE DIRECTOR, CHILD NUTRITION 12 12 EXECUTIVE DIRECTOR, PROCUREMENT 12 12 EXECUTIVE DIRECTOR, STUDENT PLACEMENT 12 12 EXECUTIVE DIRECTOR, HUMAN RESOURCES ADMINISTRATION 12 12 EXECUTIVE DIRECTOR, FACILITIES 12 12 EXECUTIVE DIR., BUDGET DEVELOPMENT & MANAGEMENT SERVICES 12 12 EXECUTIVE DIRECTOR, FINANCIAL SERVICES 12 12 EXECUTIVE DIRECTOR, PLANNING & WORKFORCE MANAGEMENT 12 12 EXECUTIVE DIRECTOR, TECHNOLOGY SERVICE 12 12 EXECUTIVE DIRECTOR, EMPLOYEE SUPPORT SERVICES 12 12 SENIOR ASSOCIATE GENERAL COUNSEL II 12
13 ASSOC. SUPT, SCHOOL ASSIGNMENT, CTE & MAGNET PRGRMS 12 8,900.67 14,684. 80 13 ASSC SUPT, STUDENT ASSGNMNT & SCHL CHOICE 12 13 EXECUTIVE DIR., COMMUNITY PARTNERSHIPS & FAM. ENGAGEMENT 12 13 ASST SUPT, EXCEPTIONAL CHILDREN 12 13 DEPUTY GENERAL COUNSEL 12 13 PRINCIPAL COACH-RETIREE 12
14 ASSOC SUPT, SCHOOL PERFORMANCE 12 10,235.33 16,887.87 14 COMMUNITY SUPERINTENDENT 12 14 COMMUNITY SUPERINTENDENT, INTERIM 12 14 HUMAN RESOURCES OFFICER 12 14 ASSOC SUPT, ACCOUNTABILITY 12 14 ASSOC SUPT, PERSONALIZATION & SCHL PARTNERSHIPS 12 14 COMMUNICATIONS OFFICER 12 14 CHIEF OF STAFF 12
15 GENERAL COUNSEL 12 11,771.07 19,422.00 15 CHIEF COMMUNITY RELATIONS & ENGAGEMENT OFFICER/OMBUDSMAN 12 15 CHIEF TECHNOLOGY OFFICER 12 15 CHIEF OPERATIONS OFFICER 12 15 CHIEF ACADEMIC OFFICER 12
291 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-18 MASTER SALARY SCHEDULE FOR EXEMPT POSITIONS
PAY MONTHLY MONTHLY GRADE POSITION TITLE MO MINIMUM MAXIMUM 16 DEPUTY SUPERINTENDENT 12 13,535.60 22,334.00 16 CHIEF FINANCIAL OFFICER 12
292 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-18 MASTER SALARY SCHEDULE FOR NON-EXEMPT POSITIONS
PAY MONTHLY MONTHLY GRADE POSITION TITLE MO MINIMUM MAXIMUM 1 ASSISTANT, TITLE I BILINGUAL RESOURCE 12 1,743.73 2, 712.67 1 ASSISTANT, ALTERNATIVE EDUCATION 9 1 ASSISTANT, BEFORE SCHOOL ENRICHMENT 10 1 ASSISTANT, ASEP W/OUT BENEFITS 10 1 ASSISTANT, ASEP WITH BENEFITS 10 1 ASSISTANT, LUNCH ROOM 9 1 BUS MONITOR 9 1 ASSISTANT, PRE-K SAFETY 9 1 DRIVER, DELIVERY 12 1 BUS MONITOR, TURNING POINT 9 1 TRAINEE, BUS DRIVER 12 1 CUSTODIAN 12 1 CUSTODIAN, FLOATER 12 1 GUARD, SCHOOL CROSSING 10 1 CAFETERIA WORKER 9 1 CAFETERIA WORKER, PART TIME 9 1 WAREHOUSE WORKER 12 1 WAREHOUSE WORKER I 12 1 GROUNDS WORKER 12 1 SUBSTITUTE, CAFETERIA 12 1 SUBSTITUTE, SECRETARY 12
2 ADVOCATE, CHILD FIND 12 1,950.00 3, 120.00 2 ASSOCIATE, BEFORE SCHOOL ENRICHMENT 10 2 ASSOCIATE, ASEP 10 2 ASSOCIATE, REACH INSTRUCTIONAL 10 2 INTERN, CHILD NUTRITION 10 2 TECHNICIAN, INVENTORY AUDIT 12 2 CLERK, COST 12 2 OPERATOR, SENIOR DATA ENTRY 12 2 ASSISTANT, INVENTORY AUDIT 12 2 CLERK, CHILD NUTRITION 12 2 TECHNICIAN, STUDENT ACCOUNTING 12 2 STOREKEEPER 12 2 CLERK, FRONT DESK 10 2 BUS DRIVER, ACTIVITY 9 2 BUS DRIVER 9 2 BUS DRIVER, PART TIME 9 2 CUSTODIAN, HEAD I 12 2 CUSTODIAN, HEAD II 12 2 CUSTODIAN, HEAD III 12 2 MONITOR, SECURITY 12 2 ASSOCIATE, SECURITY 10 2 ASSOCIATE, SECURITY-12 MONTHS 12 2 ASSISTANT MANAGER, CAFETERIA 7 HOURS 9 2 ASSISTANT MANAGER, CAFETERIA 6 HOURS 9 2 WAREHOUSE WORKER II 12 2 CREW CHIEF, ASSISTANT GROUNDS 12 2 OPERATOR, SERVICE TRUCK 12 2 PAINTER 12 2 ROOFER 12 2 OPERATOR, BINDERY 12 1,950.00 3, 120.00
293 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-18 MASTER SALARY SCHEDULE FOR NON-EXEMPT POSITIONS
PAY MONTHLY MONTHLY GRADE POSITION TITLE MO MINIMUM MAXIMUM 2 SUBSTITUTE, BUS DRIVER 9
3 COORDINATOR, DRIVER EDUCATION 12 2,242.93 3, 588.00 3 COORDINATOR, ASEP SITE TRAINEE 10 3 TRAINER, LEAD FIRST CLASS PHYSICAL 10 3 LIFEGUARD, METRO SCHOOL 10 3 ASSOCIATE, ASEP - LEAD 10 3 ASSOCIATE, SCHOOL-BASED ACCOUN 10 3 TRANSLITERATOR, CUED SPEECH 10 3 REPRESENTATIVE, CLIENT SERVICES. 12 3 TECHNICIAN, CHILD NUTRITION CUSTOMER SERVICE 12 3 MANAGER, CAFETERIA TRAINEE-EXTERNAL 10 3 REPRESENTATIVE, PAYROLL CUSTOMER SERVICE 12 3 TECHNICIAN, COMPUTER SYSTEMS 12 3 COORDINATOR, CURRICULUM & INSTRUCTION INVENTORY 12 3 COORDINATOR, TRACKED INVENTORY 12 3 TECHNICIAN, EXCEPTIONAL CHILDREN ASSISTIVE TECHN 10 3 COORDINATOR, TESTING MATERIAL 12 3 TECHNICIAN, SUPPORT SERVICES 12 3 CLERK, SENIOR COST 12 3 CLERK, PARTS 12 3 TECHNICIAN, STUDENT ASSIGNMENT 12 3 TECHNICIAN, PLANNING 12 3 DISPATCHER, SECURITY 12 3 DISPATCHER, TRANSPORTATION 12 3 TECHNICIAN, MARKETING 12 3 COORDINATOR, FRONT DESK 12 3 SECRETARY 10 3 SECRETARY, 12 MONTHS 12 3 SECRETARY, ADMINISTRATIVE 12 3 LEAD BUS DRIVER 9 3 LEAD BUS DRIVER, NON-DRIVING 9 3 TRAINER, BUS DRIVER 12 3 CUSTODIAN, AREA LEADER 12 3 TECHNICIAN, SECURITY ALARM I 12 3 COORDINATOR, FOOD SERVICE EQUIPMENT 12 3 REPRESENTATIVE, BUILDING SERVICES TECHNOLOGY 12 3 CREW CHIEF, GROUNDS 12 3 WORKER II, SHEET METAL 12 3 TECHNICIAN I, TRANSPORTATION 12 3 TECHNICIAN, TRANSPORTATION TIRE REPAIR 12 3 CARPENTER 12 3 OPERATOR, PRESS 12 3 OPERATOR, HIGH VOLUME COPIER 12 3 OPERATOR, HEAVY EQUIPMENT 12 3 TECHNICIAN, EPA CERT ASBESTOS 12 3 WELDER 12 3 SUBSTITUTE, DR. ED COORDINATOR 12 3 SUBSTITUTE, CAFETERIA MANAGER 10
294 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-18 MASTER SALARY SCHEDULE FOR NON-EXEMPT POSITIONS
PAY MONTHLY MONTHLY GRADE POSITION TITLE MO MINIMUM MAXIMUM 4 COORDINATOR, SITE ASEP 10 2,579.20 4, 125.33 4 COORDINATOR, TEMPORARY ASEP NO BENEFITS 10 4 TECHNICIAN, BEHAVIOR SUPPORT 10 4 AUDITOR, CHILD NUTRITION INVENTORY CONTROL 12 4 COORDINATOR, CHILD CARE 10 4 ADVOCATE, FAMILY/SCHOOL TITLE I 10 4 ADVOCATE, PRESCHOOL FAMILY/SCHOOL 10 4 CASE MANAGER, TRANSITIONAL SUPPORT 10 4 TECHNICIAN, TRANSPORTATION QUALITY SUPPORT 12 4 ADVOCATE, FAMILY/SCHOOL 10 4 TECHNICIAN, BEHAVIOR MODIFICATION 10 4 TECHNICIAN, BEHAVIOR MODIFICATION TITLE I 10 4 ADVOCATE, EL FAMILY TITLE III 12 4 ASSISTANT, COMMUNITY FACILITIES 12 4 INTERPRETER/TRANSLATOR, BILINGUAL 12 4 INTERPRETER/TRANSLATOR EXCHANGE 10 4 INTERPRETER/TRANSLATOR BILINGUAL TITLE I 12 MONTHS 12 4 INTERPRETER/TRANSLATOR BILINGUAL TITLE I 10 MONTHS 10 4 INTERPRETER - TRANSLATOR 10 4 ASSOCIATE, TITLE I TECHNOLOGY 10 4 ASSOCIATE, TECHNOLOGY 10 4 INTERPRETER-TUTOR, HEARING IMPAIRED 10 4 TECHNICIAN, FACILITIES OPERATIONS SUPPORT 12 4 OPERATOR, COMPUTER 12 4 ARTIST, GRAPHIC 12 4 MANAGER, CAFETERIA I 10 4 MANAGER, CAFETERIA II 10 4 MANAGER, SENIOR CAFETERIA I 10 4 MANAGER, CAFETERIA SR II 10 4 MANAGER, CAFETERIA I, 12 MONTH 12 4 TECHNICIAN, DATA RECORDS 12 4 TECHNICIAN, DISCIPLINE 12 4 COORDINATOR, TEXTBOOK INVENTORY 12 4 TECHNICIAN, TRANSPORTATION OPERATIONS 12 4 TECHNICIAN, ACCOUNTING 12 4 ASSOCIATE, SYSTEM ACCOUNT MAINTENANCE 12 4 ASSISTANT, 504 COMPLIANCE PROGRAM 12 4 ASSISTANT, BUDGET 12 4 ASSISTANT, ACCOUNTING 12 4 COORDINATOR, MEDIA AUTOMATION 12 4 TECHNICIAN, BILINGUAL ENROLLMENT 12 4 REGISTRAR, HIGH SCHOOL 12 4 SECRETARY, FINANCIAL 12 4 SECRETARY, SENIOR ADMINISTRATIVE 12 4 TREASURER, HIGH SCHOOL 12 4 ASSISTANT, PROCUREMENT/P-CARD 12 4 COORDINATOR, OFFICE 12 4 OFFICE COORDINATOR, GRAPHIC PRODUCTIONS 12 4 TECHNICIAN, SECURITY ALARM II 12 4 ASSOCIATE, LEAD SECURITY 10 4 TECHNICIAN, INTEGRATED PEST MANAGEMENT 12
295 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-18 MASTER SALARY SCHEDULE FOR NON-EXEMPT POSITIONS
PAY MONTHLY MONTHLY GRADE POSITION TITLE MO MINIMUM MAXIMUM 4 CREW CHIEF, PEST CONTROL 12 2,579.20 4, 125.33 4 LOCKSMITH 12 4 OPERATOR, SENIOR PRESS 12 4 CREW CHIEF, MAINTENANCE 12 4 COORDINATOR, SUMMER ENRICHMENT 12
5 SCREENER, PRE-K 12 2,965.73 4, 744.13 5 INTERN, 3L LAW STUDENT 12 5 COORDINATOR, TRAINING & QUALITY 11 5 COORDINATOR, ARTS AUDITIONS 11 5 COORDINATOR, VOLUNTEER 12 5 COORDINATOR, TRANSITION 12 5 COORDINATOR, SAFE SCHOOLS 12 5 COORDINATOR, PARTNERSHIP 12 5 TECHNICIAN, ROUTING 12 5 ASSISTANT, PHYSICAL THERAPY 10 5 ASSISTANT, OCCUPATIONAL THERAPY 10 5 TECHNICIAN, LEAD BEHAVIOR MODIFICATION 10 5 TECHNICIAN, STAFFING 12 5 COORDINATOR, BENEFITS 12 5 INTERPRETER, SIGN LANGUAGE 10 5 TRANSLITERATOR, CUED SPEECH II 10 5 BRAILLIST 10 5 COORDINATOR, HELP DESK 12 5 DESIGNER, SR GRAPHIC 12 5 COORDINATOR, HRIS DATA QUALITY & COMPLIANCE 12 5 TECHNICIAN, ELECTRONIC II 12 5 TECHNICIAN, SENIOR TRANSPORTATION OPERATIONS 12 5 TECHNICIAN, SENIOR ACCOUNTING 12 5 AGENT, PAYROLL PROCESS/CONTROL 12 5 ASSOCIATE, ACCOUNTING 12 5 TECHNICIAN, DIETETIC 12 5 SECRETARY, EXECUTIVE 12 5 SUPERVISOR, OFFICE 12 5 CLERK TO THE BOARD 12 5 COORDINATOR, STUDENT ATTENDANCE DATA 12 5 MANAGER, LICENSURE CASE 12 5 SUPERVISOR, SECURITY 11 5 OFFICER, SCHOOL RESOURCE 12 5 PROJECT COORDINATOR, INFORMATION SYSTEMS 12 5 COORDINATOR, BUSINESS SYSTEMS HELP DESK 12 5 COORDINATOR, POWERSCHOOL HELP DESK 12 5 LEADER, SITE MAINTENANCE 12 5 MECHANIC I, HVAC 12 5 PLUMBER I 12 5 CREW CHIEF, LOCKSMITH 12 5 MECHANIC, EQUIPMENT 12 5 ELECTRICIAN II 12 5 ASSISTANT SUPERVISOR, ROOFING 12
296 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-18 MASTER SALARY SCHEDULE FOR NON-EXEMPT POSITIONS
PAY MONTHLY MONTHLY GRADE POSITION TITLE MO MINIMUM MAXIMUM 6 SPECIALIST, VIDEO TECHNOLOGY 12 3,409.47 5, 456.53 6 SPECIALIST, ELECTRONIC FIRE ALARMS 12 6 PROGRAM ASSISTANT, AFTER SCHOOL ENRICHMENT PROG 12 6 ADMINISTRATOR, TIMS DATABASE 12 6 COORDINATOR, REAL ESTATE 12 6 MANAGER, SCHOOL BOARD SERVICES 12 6 ANALYST, EMPLOYEE RELATIONS 12 6 ANALYST, HRIS COMPLIANCE 12 6 ADMINISTRATOR, TECHNOLOGY COMPLIANCE 12 6 COORDINATOR, TELEPHONE SERVICES 12 6 COORDINATOR, POWERSCHOOL 12 6 ADMINISTRATIVE ASSISTANT, CHIEF OPERATIONS OFFICER 12 6 ADMINISTRATIVE ASSISTANT, GENERAL COUNSEL 12 6 ADMINISTRATIVE ASSISTANT, CHIEF FINANCE OFFICER 12 6 ADMIN. ASSISTANT, CHIEF ACCOUNTABILITY OFFICER 12 6 ADMIN. ASSISTANT, CHIEF SCHOOL PERFORMANCE OFFICER 12 6 ADMIN. ASSISTANT, CHIEF HUMAN RESOURCES OFFICER 12 6 INVESTIGATOR 12 6 SHOP FOREMAN, BUILDING SERVICES EQUIPMENT 12 6 CREW CHIEF, SUPPLY 12 6 MECHANIC II, HVAC 12 6 TECHNICIAN II, TRANSPORTATION 12 6 ENGINEER, SYSTEMS 12 6 PLUMBER II 12 6 ASSISTANT SUPERVISOR, MAINTENANCE I 12
7 ADMINISTRATIVE ASSISTANT, DEPUTY SUPERINTENDENT 12 3,922.53 6, 274.67 7 COORDINATOR, BEHAVIOR SUPPORT 10 7 COORIDNATOR, SUCCESS BY DESIGN PROGRAM 12 7 SPECIALIST, HVAC CONTROL 12 7 ANALYST, QUALITY INVENTORY 12 7 PARALEGAL 12 7 ADMINISTRATIVE ASSISTANT, CHIEF ACADEMIC OFFICER 12 7 SPECIALIST, TRANSPORTATION TECHNOLOGY 12 7 SPECIALIST, ELECTRICAL CONTROL 12 7 ASSISTANT SUPERVISOR, ELECTRIC 12 7 ENGINEER, NETWORK 12 7 ASSISTANT SUPERVISOR, HVAC 12 7 PLUMBER III, REGIONAL TRADES SPECIALIST 12 7 ASSISTANT SUPERVISOR, PLUMBING 12
8 ASSISTANT TO THE SUPERINTENDENT 12 4,510.13 7, 215.87
TA ASSISTANT, CHILD CARE 9 1,470.67 2, 338.67 TA ASSISTANT, DISTANCE LEARNING 9 TA ASSISTANT, EXCEPTIONAL CHILDREN 9 TA ASSISTANT, EXCEPTIONAL CHILDREN JOB COACH 9 TA ASSISTANT, DISTANCE LEARNING TITLE 1 9 TA ASSISTANT, ADMIN STUDENT INTERVENTION (AASI) 9 TA ASSISTANT, (LEVELED LITERACY) INTERVENTIONIST 9 TA ASSISTANT, AUDIOLIOGY 9 TA ASSISTANT, SECONDARY 9 1,470.67 2, 338.67
297 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION 2017-18 MASTER SALARY SCHEDULE FOR NON-EXEMPT POSITIONS
PAY MONTHLY MONTHLY GRADE POSITION TITLE MO MINIMUM MAXIMUM TA ASSISTANT, PRE-K 9 TA ASSISTANT, PRE-K EXCEPTIONAL CHILDREN 9 TA ASSISTANT, PRE-K MONTESSORI 9 TA ASSISTANT, TEACHER K-3 9 TA ASSISTANT, STUDENT TEACHER 10 TA ASSISTANT, ESL TEACHER 9 TA ASSISTANT, MEDIA 9 TA ASSISTANT, TITLE I 9 TA ASSISTANT, TITLE I PRE-K 9 TA ASSISTANT, IN-SCHOOL SUSPENSION 9 TA ASSISTANT, SPANISH IMMERSION 9 TA ASSISTANT, FRENCH IMMERSION 9 TA ASSISTANT, GERMAN IMMERSION 9 TA ASSISTANT, JAPANESE IMMERSION 9 TA ASSISTANT, FOREIGN LANGUAGE IMMERSION 9
298 CHARLOTTE-MECKLENBURG BOARD OF EDUCATION COACHING STIPENDS COMPARATIVE DATA
SENIOR HIGH SCHOOL PROGRAMS COACHING STIPENDS 2015-2016
Cumberland Winston/ CMS Wake County Guilford County Gaston County County Forsyth County
(1) 12 mo. plus (1) 11 mo. plus Athletic Director (1) 11 mo. plus (1) 12 mo. plus (1) 11 mo. plus $3,500-5,200 (1) 12 mo. Asst. $8,536-14,225 $5,181 1/2 load $9,687-14,535 $3,866-4,833 1/2 load Principal 1/2 load $1,200 mileage 1/2 load (may use opt. 1/2 load Assistant A.D. Coach) (1) 4700-7,840
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 Cheerleader 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 Coach 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) 11 mo. plus (1) 3,600-7,200+ (2) 2,640-4,050+* (1) 4,576-7,623 (1) 3,805-4,757 Athletic Trainers 9,687-14,535 2/3 Ctfd./Non-ctfd. load 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 1 1 + = Pre-Season Supplement also. (Cumberland - /2 to /3 mo. Pay) * = Post-Season Supplement also (Cumberland - 10% of listed supplement per week inplayoffs) ** = Plus one month's teacher salary
299 This page left blank intentionally. Board of Education 600 East Fourth Street Charlotte, NC 28202 Phone: 980-343-5139 Fax: 980-343-7128 www.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.