Board of Education Budget Workshop. January 10, 2012

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1 Board of Education Budget Workshop January 10, 2012

2 Budget Overview 2

3 Framework for Budget Development Align resources to support Strategic Plan 2014 Keep strong academic focus coupled with data driven decision making Recognize and plan for the impact of the economic environment and employ sound fiscal management respond to signals from state and local sources that funding may be limited Acknowledge uncertainty regarding expected funding levels from all sources, but use best information available to prepare plan Identify savings opportunities through efficiencies and effective operations Request funding from County for sustaining operations, growth and new initiatives Establish flexibility in the budget to allow for various reduction levels 3

4 Adopted Budget * SOURCES $18.3M - 1% $328.3M - 28% $160.5M - 14% $662.3M - 57% State Federal and Other Grants County Other and Special Revenue Total Operating Budget $ billion *Operating Budget only does not include Capital or Enterprise Funds 4

5 Adopted Budget * USES $1.7M - <1% $16.9M - 1% $69.2M - 6% $123.6M - 11% $232.2M - 20% $725.8M - 62% Salaries Benefits Purchased Services Supplies and Materials Furniture and Equipment Other Total Operating Budget $ billion * Operating Budget only does not include Capital or Enterprise Funds 5

6 Adopted Budget * REVENUE CATEGORIES Categorical 27% 13% 14% 8% 1% Dollar 9% State Position 36% County 28% State Position Allotment Fed./Other Categorical Allotment Fed./Other Dollar Allotment State Categorical Allotment State Dollar Allotment County Purpose/Function 6

7 Average State General Fund FY to FY Other Taxes, 3.4% Non-Tax Transfers, 5.3% Insurance, 2.6% Franchise, 3.2% Corporate Income, 5.8% Personal Income, 52.6% Sales & Use, 27.2% Source: Fiscal Research Division, General Fund Revenue and Budget Outlook, December 15,

8 County Revenues FY Other Revenue, 0.56% Sales Tax - Unclassified, 11.61% Net Property Taxes - Prior, 1.74% Investment Interest, 0.22% Net Property Taxes - Current, 85.87% Source: Mecklenburg County Adopted Budget Book 8

9 Trends 9

10 Public Schools Funding - % of State Budget 42.00% 41.4% 41.5% 41.2% 41.00% $7.5B 40.00% 39.00% 39.6% 39.2% 38.9% 39.2% $7.5B 38.00% 38.0% 37.7% 37.4% 37.9% 37.00% 36.00% 35.00% Source: North Carolina Post-Legislative Budget Summary

11 Public Schools Funding - % of County Revenues 50.0% 45.0% 40.0% 35.0% 0.0% 0.0% 7.8% 8.4% 0.0% 9.0% 0.0% 0.0% 0.6% 9.5% 10.0% 9.6% 0.5% 8.7% 0.5% 10.3% 0.5% 0.5% 0.5% 11.3% 12.2% 11.8% 30.0% 25.0% 20.0% 15.0% 37.2% 37.1% 35.6% 33.4% 33.2% 34.1% 33.1% 33.6% 31.8% 31.4% 31.8% 10.0% 5.0% 0.0% Operating Debt Services Capital Replacement Note: Excludes fines and forfeitures Source: Mecklenburg County Adopted Budget Book 11

12 Sources of Revenue Trend 100% 90% 1.1% 1.1% 1.9% 2.4% 2.8% 1.9% 1.9% 2.4% 1.6% 4.5% 5.0% 7.9% 7.7% 8.2% 8.5% 14.6% 16.1% 13.7% 80% 70% 60% 50% 62.4% 58.9% 58.3% 59.0% 59.9% 60.2% 55.7% 55.2% 56.6% 40% 30% 20% 10% 0% 32.0% 35.0% 31.9% 30.9% 29.1% 29.4% 27.8% 26.3% 28.1% History Recent Trend County State Federal and Other Grants Other and Special Revenue 12

13 Per Pupil Expenditure Trend 10,000 9,000 8,000 7,000 $80 $116 $137 $358 $503 $574 $141 $186 $651 $586 $258 $604 $247 $173 $726 $758 $162 $202 $132 $1,241 $1,370 $1,162 6,000 5,000 4,000 $4,207 $4,257 $4,250 $4,472 $4,500 $4,835 $5,314 $5,360 $4,756 $4,680 $4,793 3,000 2,000 1,000 - Total Per Pupil: $2,504 $2,418 $2,327 $2,234 $2,354 $2,451 $2,581 $2,621 $2,374 $2,228 $2, $ 7,149 $ 7,294 $ 7,288 $ 7,498 $ 7,626 $ 8,148 $ 8,868 $ 8,912 $ 8,533 $ 8,480 $ 8,463 County State Federal and Other Grants Other and Special Revenue Note: Reflects budgeted per pupil expenditure 13

14 Per Pupil Expenditure Ranking Per Pupil Expenditures Rank State Per Pupil Rank State Per Pupil 1 New Jersey $16, California $8,743 2 New York $16, North Dakota $8,541 3 Vermont $16, North Carolina $8,529 4 Rhode Island $15, Tennessee $8,199 5 Wyoming $15, Oklahoma $7,968 6 Massachusetts $14, Idaho $7,875 7 Connecticut $14, Nevada $7,813 8 Maine $14, Mississippi $7,752 9 Maryland $14, Utah $6, District of Columbia $13, Arizona $6,170 National Average = $10,586 Source: National Education Association 14

15 EDUCATION RESOURCE STRATEGIES, INC. At $8.1K per pupil, CMS spending level is well below other districts studied Average K-12 $/pupil ($K) $20 $15 $10 $5 $0 $20.0 $15.0 Cross District Comparison of Average K-12 Operating $/pupil SY0910 per pupil funding levels were 13% less than the next lowest district studied $14.6 $14.1 $13.6 $12.0 $11.0 $10.1 $9.3 $8.6 $8.7 $8.1 Rochester Boston Wash. D.C. Atlanta St.Paul Philadelphia Prince George's Chicago Duval CMS SY0708 CMS SY0809 CMS SY0910 NCES- Comparative Wage-Index *Dollars represent K-12 operating budget/expenditure for year studied. Dollars adjusted for geography using the National Center for Education Statistics 2005 School District Comparative Wage Index. Dollars adjusted to (inflation adjusted) using the Bureau of Labor Statistics CPI calculator Source: ERS analysis of CMS SY0708, SY0809, and SY0910 Expenditures; ERS comparative database EDUCATION RESOURCE STRATEGIES, INC. PRESENTATION DATE FEBRUARY 23,

16 Historical Budget Reductions 16

17 Budget Reductions by Area % of Area State & Local % of Area State & Local Budget Budgeted Total Budget Budget Total (State & Positions* Positions (State & Area FY Reductions Local) FY Reduced Local) Central Office 85,662,147 (6,613,642) (7.7%) 893 (60) (6.7%) Support 82,232,185 (10,161,756) (12.4%) 1,573 (235) (14.9%) Schools 769,086,720 (31,084,995) (4.0%) 11,809 (212) (1.8%) Total 936,981,052 (47,860,393) (5.1%) 14,275 (506) (3.5%) % of Area State & Local % of Area State & Local Budget Budgeted Total Budget Budget Total (State & Positions* Positions (State & Area FY Reductions Local) FY Reduced Local) Central Office 97,464,429 (9,405,886) (9.7%) 920 (61) (6.6%) Support 99,080,367 (9,601,118) (9.7%) 1,631 (80) (4.9%) Schools 756,478,796 (39,739,730) (5.3%) 11,957 (675) (5.6%) Total 953,023,592 (58,746,734) (6.2%) 14,508 (816) (5.6%) % of Area State & Local % of Area State & Local Budget Budgeted Total Budget Budget Total (State & Positions* Positions (State & Area FY Reductions Local) FY Reduced Local) Central Office 103,776,661 (9,380,942) (9.0%) 999 (98) (9.8%) Support 128,229,321 (11,217,486) (8.7%) 2,206 (133) (6.0%) Schools 837,951,318 (66,304,143) (7.9%) 13,367 (736) (5.5%) Total 1,069,957,300 (86,902,571) (8.1%) 16,572 (967) (5.8%) *Totals do not include Federal, Other, Child Nutrition, or ASEP positions 17

18 Budget Reductions Reductions in Budget Request Accountability Initiatives $ (341,391) Achievement Zone (182,544) Bonus Programs: Departments Performance (447,904) Building Maintenance (4,136,700) Central Office Non-Personnel Reductions (1,398,407) Central Office- Staffing: 58 Total Positions Eliminated (4,251,691) CMS TV Operations (107,006) Dental Insurance (1,917,628) Four-Day Work Week (281,000) Graphic Productions (94,864) Learning Communities (613,756) Legal Services (121,474) Reduce State Central Office Funds (2,426) Reduce State Improving Student Accountability Funds (27,349) Storage And Distribution Personnel (144,512) Transportation Reduction (1,348,972) Utilities (2,209,632) Campus Security Associates Reduction (1,920,321) Community Partners Support: Arts & Science/Classroom Central/Jr. Achievement (453,000) Reduce State Technology Funds (314) 18

19 Budget Reductions (cont.) Reductions in Budget Request (cont.) Budget Reductions Academy Of Reading $ (57,625) Aquatic Director Positions: 2 Positions Eliminated (131,320) AVID Program: Eliminated Except For Licensing Fees And Support For New Sites (382,834) Bonus Programs: Local ABC, Principal Large School, Teaching Fellows, and Signing (5,015,658) Career And Technical Education (2,977,936) Charter School Reduction (1,332,274) Counselors Allotment Formula Change: 16 High And Middle School Positions Eliminated (1,121,799) Dance Teacher Positions: 10 Positions Eliminated (523,758) English As A Second Language; ESL Assistants, SIFE Assistant (1,426,954) Exceptional Children: BMT And Homebound Teachers (6) (1,219,295) Extended Day/Extended Year (1,332,619) Extended Employment For Opening New Schools (654,927) Family School Advocates Positions: 31 Positions Eliminated (1,167,315) Garinger Accelerated High School (138,116) High School Challenge Funding (3,627,781) Reduce State Textbook Funds (884,837) Support Services Reorganization (1,855,144) Talent Development Program (283,801) Textbooks (2,677,587) Teacher Asst Positions: 31 Positions Eliminated Due To Kindergarten Age Requirement (807,908) Teacher Positions: 85 "Hold Harmless" Positions Eliminated (5,158,789) Subtotal $ (52,779,168) 19

20 Budget Reductions (cont.) Optional Reductions in Budget Request Tier 1 Redirect Exceptional Children Teachers To IDEA ARRA Funds $ (1,619,411) Redirect Midwood Teachers To Title I ARRA Funds (1,014,152) Reduce Furniture Cost Due To Lower Enrollment Growth (300,000) Reduce State Staff Development Expenses (366,571) Reduce Transportation Common Stops And Reduce Fuel Price (1,700,000) Reduce Assistant Principals Due To Change In Formula (2,075,649) Reduce Teacher Assistants Due To Change In 3rd Grade Formula (4,457,329) (11,533,112) Tier 2 Reduce ADM Teachers (Elem.) - K-3 Ratio For Focus Schools From 1:16 to 1:17 $ (3,042,455) Reduce ADM Teachers (High) - Eliminate 9th Grade Academy Positions (869,273) Reduce Teacher Assistants Due To Change In 3rd Grade Formula (4,370,497) (8,282,225) Tier 3 Reduce ADM Teachers (High) - Increase Grade Ratio From 1:26 to 1:27 $ (6,278,082) Reduce ADM Teachers (Middle) - Increase Grade 6-8 Ratio From 1:23.5 to 1:24 (1,303,909) (7,581,991) Tier 4 Reduce ADM Teachers (Elem.) - Increase Grade 4-5 Ratio From 1:26.5 to 1:27.5 $ (1,738,546) Reduce ADM Teachers (High) - Increase Grade Ratio From 1:27 to 1:28.5 (3,042,455) Reduce ADM Teachers (Middle) - Increase Grade 6-8 Ratio From 1:24 to 1:24.5 (1,448,788) Reduce Assistant Principals Due To Change In Formula (1,509,562) (7,739,351) Subtotal $ (35,136,679) 20

21 Budget Reductions (cont.) Additional Reductions in Adopted Budget Eliminate All Grandfathered Transportation $ (377,487) Eliminate Billingsville Expanded Day Program (350,697) Eliminate C & I Position And Department Expenses (249,378) Eliminate Discovery Place Field Trips (138,000) Eliminate Junior Achievement-Biz Town Field Trip (187,600) Eliminate Magnet Office Positions (98,007) Eliminate Middle School Literacy Coaches (925,710) Eliminate Transportation For Required Field Trips (235,862) Redirect Local Bright Beginnings Expenditures To ARRA (8,426,499) Reduce Human Resources Staffing (225,281) Reduce Mentor Pay (224,676) Reduce Transport. Expenses By Adj. Bell Schedule (Northwest and JT Williams) (600,000) Reduce Communications Staffing (141,944) Reduce CTE Equipment (600,000) Reduce State Technology Funds (170,944) Subtotal (12,952,085) Added Back: (teachers allocated to zones, non-instructional staff, and staff development) 13,965,361 Total Reductions $ (86,902,571) 21

22 Budget Reductions Reductions in Budget Request Scenario 1 Bright Beginnings staffing and furniture costs $ (76,836) Career and Technical Ed staffing and reduction in textbooks (228,905) Central Office non-personnel expenses (1,249,548) Central Office staffing 25 positions across departments (1,736,071) CMS TV Staffing and operating costs (76,452) Extended employment for opening new schools (663,103) Learning Communities/Achievement Zone Reorganization (3,597,731) Legal expenses (77,758) Mileage rate reimbursement decrease (from 55 to 50 cents per mile) (110,922) State Textbooks (5,435,273) Storage and Distribution reduce deliveries for Child Nutrition and reduce postage (169,289) Technology deinstallation of mainframe (438,500) Transportation expenses (742,031) Utilities various energy conservation measures (1,710,567) Walton Plaza operating costs and transportation lease costs (294,486) Subtotal $ (16,607,472) 22

23 Budget Reductions (cont.) Optional Reductions in Budget Request Scenario 2 Consolidate extended learning opportunities for HS students $ (343,540) Eliminate district's cost for employee dental insurance (1,885,241) Expand magnet shuttle stops for four high schools (2,258,896) Implementing Magnet Shuttle stops beyond 5 mile radius (full Magnet Middle Schools) (1,241,977) Reduce Building Services positions (1,382,798) Reduce bus driver positions (1,486,242) Reduce Campus Security Associate positions (178,248) Reduce classroom supplies and furniture (510,000) Reduce CTE positions (non-classroom teachers) (477,436) Reduce ESL supplies and materials (255,807) Reduce extended day and summer school programs (370,583) Reduce funds for mobile units (1,206,000) Reduce funds for utilities (702,104) Reduce media supplies and materials (150,000) Reduce signing bonuses (1,898,092) Reduce Staff Development (312,000) Reduce Talent Development supplies and staff development (382,430) Reduce tuition reimbursement funds (400,000) Subtotal $ (15,441,394) 23

24 Budget Reductions (cont.) Optional Reductions in Budget Request (cont.) Scenario 3 Adjust bell schedule at Marie G. Davis $ (600,000) Adjust school secretary allotment (formula change) (1,102,148) Eliminate CMS-TV - retain funding for Board meetings to be televised (346,122) Eliminate Exceptional Children support positions (363,205) Eliminate funding for AP/IB Exams- students to pay (1,279,086) Eliminate Middle School Athletics (1,266,354) Eliminate teacher positions (121 teacher positions added back ) (6,383,113) Mentor Pay (1,031,945) Modification of employment term - Technology Facilitator, IB Coordinators (38,094) Modification of employment term for some central office and school based positions (1,109,592) Modification of small high school allotment (1,446,101) Modification of Teacher Assistant model (1,677,029) Reduce CTE positions (1,129,803) Reduce ESL positions (1,810,740) Reduce School-based positions (.5AP and Media Specialist) (112,125) (19,695,457) Scenario 4 Eliminate K-3 FOCUS school ratio of 1:17 $ (1,271,634) Eliminate teacher positions (added back ) (8,069,985) (9,341,619) Yellow shaded items are reductions restored 24

25 Budget Reductions (cont.) Optional Reductions in Budget Request (cont.) Scenario 5 ADM Teachers (Elementary) maintain weight of 1.3: increase ratio from 1:27.5 to 1:28.5 $ (1,320,543) ADM Teachers (High) maintain weight of 1.3: increase 9th ratio from 1:25 to 1:26; increase ratio from 1:28.5 to 1:29.5 (2,298,723) ADM Teachers (Middle) maintain weight of 1.3: increase ratio from 1:24.5 to 1:25.5 (2,592,177) Change in Teacher Assistant formula- K from 1:25 to 1:31, 1-2 from 1:38 to 1:44 (4,766,660) (10,978,103) Total Reductions (55,456,573) Added Back: (funds to cover state shortfall in transportation and school admin; capital replacement; non-instructional support-arra cliff) 13,317,311 Total Reductions $ (58,746,734) Yellow shaded items are reductions restored 25

26 Budget Reductions Reductions in Adopted Budget Operationalized & Efficiencies Comprehensive review - School Closures $ (5,210,576) Average salary adjustment (2,176,485) Midwood relocation (969,617) Redirect contracted services to state technology funds (651,321) Eliminate annual maintenance fee for AAL NC WISE (245,000) Utilities (reducing consumption) (1,903,552) Eliminate prior year extended employment (79,713) Transportation - Bell schedule and 7 hour instructional day for all students (4,009,059) (15,245,323) Tier 1 Central Office Reductions $ (8,785,421) DSSF funding for high school plans (1,229,914) Achievement Zone - school based positions (689,290) Media Specialists - 1 position (69,019) Bonuses- Incentive, Critical Needs, Signing (4,293,933) (15,067,577) 26

27 Budget Reductions (cont.) Tier 2 Reduce funds for equitable supplies and materials $ (125,000) CTE - 38 teachers (2,504,830) Alternative Ed (1,146,108) CSA's - 10 Rapid Response (362,880) SQR training (135,000) Building Services - trade positions (712,422) Custodians (1,734,753) Academic Competitions (87,559) (6,808,552) Tier 3 Extended Day allotment to schools $ (1,052,532) CTE - 10 teachers (659,170) 107 teacher-level positions for Zones and leave* (6,338,359) Talent Development - 6 teachers (412,380) CSA's - 16 positions (543,160) (9,005,601) Tier 4 Bright Beginnings Centers' administrative, clerical and custodial costs $ (1,733,340) (1,733,340) Grand Total $ (47,860,393) *Positions were ultimately restored for only Yellow shaded items are reductions restored 27

28 Budget Outlook 28

29 State Budget Outlook General Fund revenue through October is $115 million above the revenue target Despite little improvement in employment, withholding income tax and sales tax collections continue to meet or surpass their targets Many of the volatile revenue sources do not show up until the 2 nd half of the fiscal year Without further strengthening in the State s economy, revenue for the second quarter could struggle to meet modest target increases relative to the first quarter s target The budget revenue forecast was built on a scenario where the State s economic conditions would continue to improve each quarter of the fiscal year An improving economy will be needed to continue meeting the monthly revenue targets Most economists believe the economic recovery is regaining strength. Unfortunately, economic activity will be weak, which means unemployment will remain elevated Source: Fiscal Research Division, December

30 CMS Budget Outlook Federal EduJobs funds of $25.5M expire September 30, 2012 Budget plan is based upon the 2 nd year of the state biennial budget which includes an increase in the LEA discretionary reduction of $7.0M Proactive planning during the budget process resulted in our being positioned to cover the expected funding reductions above County funding is still uncertain at this time greatest challenge will continue to be juggling competing needs for county, debt, and education services Staff will continue to identify efficiencies and effectiveness savings Plan for increase in enrollment of approximately 2,000 students 30

31 Academic Achievement 31

32 Results Test Change (without retest) Change (with retest) Math Math Math Math Math Math Reading Reading Reading Reading Reading Reading Test Change (without retest) Change (with retest) Algebra I Algebra II Biology Civics English I Geometry Physical Science US History Writing +1 n/a SAT +5 n/a AP +2 n/a Science Science Progress was made in 25 of 25 areas 32

33 Results Test Change (without retest) Change (with retest) Math Math Math Math Math Math Reading Reading Reading Reading Reading Reading Science Science Test Change (without retest) Change (with retest) Algebra I -8-6 Algebra II -6-6 Biology 0-1 Civics -1-2 English I Physical Science US History Writing -2 n/a Progress was made in 7 of 22 areas 33

34 CMS NAEP Performance 4 th grade Tops all other districts in math Top 3 districts in reading Flat in math and reading from previous test 8 th grade Top 2 districts in math Tops all other districts in reading Flat in math from previous test Up in reading from previous test 34

35 NAEP Results 35

36 Cost of Living Salary Increase for all CMS Employees 36

37 It takes a village to raise a child 37

38 Strategic Cuts through Recession least impact on Student Achievement mostly protecting school based resources asking our team members to provide more with and for less that strategy paid off. but the trend is turning 38

39 Cumulative Financial Impact Last salary increase in 2008 Example $40,000 Cost of Living up 7.58% since $3,000 CMS medical benefits more costly -$500 Approximate Current Value = $36,500 39

40 Stresses on Employees and Organization Withdrawals against their retirement savings accounts Work related stress rising Voluntary turnover up 19.5% Leaving for better pay up 39% More holding second jobs Slowing student achievement gains 40

41 Investment 3% cost of living increase for all employees and continuation of market adjustment $25-$30M 41

42 Attracting High Caliber New Hires 42

43 Voluntary Attrition on Rise Total Licensed Employees Total Non-Licensed Employees Total Turnover 2,500 Number of Licensed and Non n-licensed Employees 2,000 1,500 1, YTD School Year 43

44 Returning to Hiring Growth Licensed Non-Licensed Total Hires for School Year 5, ,500 Number of New Employee Hires 4,000 3,500 3,000 2,500 2,000 1,500 1, (July-Dec 2011) School Year 44

45 Employees are Most Important! 45

46 Building a Bench: A Process 46

47 Recruiting Strategies Promote opportunities Direct sourcing Hard to fill, experienced College Selection Prescreening Interview process 47

48 Increase High School Staffing 48

49 Alignment with Strategic Plan 2014 Goals Effective Teaching and Leadership Graduation Cohort Teaching and Learning through Technology 49

50 Impact Reduce class size Increase graduation cohort rate Increase personalization for students Reduce ninth grade retentions Provide freedom and flexibility with accountability to principals 28 high schools 38,716 high school students 11,834 ninth grade students 50

51 Results Graduation Cohort Coach at Mallard Creek High School 93.1 graduation cohort rate Distance Learning Teacher at Independence High School 688 students enrolled in North Carolina Virtual High School 51

52 Investment Changing the 9th grade ratio from 1:25.0 to 1:22.5 yields approximately 62 additional positions $3.1M 52

53 H.S. Instructional Technology Facilitators 53

54 Background Strong Team Contributor Critical Thinker Capable Technology User Effective Problem Solver 54

55 Build Capacity Through Professional Development A technology integrator should be available in each building to train and support teachers as they learn to use technology effectively in classrooms. (Star, 2009) 55

56 Results Only through ongoing, consistent, leveled professional development opportunities can users gain the technology skills and confidence needed to teach the new literacies. (Larson, Middle & Ribble, 2010) Teachers cite four areas for PD as most essential: content knowledge, classroom management, students with special needs, and technology. (Adamson, Darling- Hammond & Wei, 2010) U.S. investments in teacher learning appear to be increasingly focused on the least effective models of professional development short-term workshops that research suggests are unlikely to influence practice and student achievement. (Adamson, Darling-Hammond & Wei, 2010) 56

57 Impact Research indicates that computer technology can help support learning and is especially useful in developing the higher-order skills of critical thinking, analysis, and scientific inquiry by engaging students in authentic, complex tasks within collaborative learning contexts. (Roschelle, Pea, Hoadley, Gordin, & Means, 2000) 32 Schools impacted 2,372 Teachers impacted 38,814 Students impacted 57

58 Alignment Strategic Plan 2014 Teaching Our Way to the Top Area 4 Teaching and Learning Through Technology Key Strategy Expand student and staff access to, and use of, technologybased educational services. CMS high school students identify keeping up with technology as one of the five most important issues facing CMS. (UNC Charlotte Urban Institute, 2011) 58

59 Investment 23 Instructional Technology Facilitators X $57,500 $1,322,500 59

60 Key Dates (tentative) Date/Time Activity January 24 * Board of Education budget work session February 14 * Board of Education budget work session February 28 * Board of Education budget work session March 13 * Superintendent's Budget Recommendation presented to Board of Education March 27 * Public hearing on Superintendent's Budget Recommendation March 28 * Board of Education budget work session April 6pm * Board of Education's Proposed Budget including county request approved *Board meeting dates 60

61 Conclusion Closing remarks 61

Superintendent s Proposed Budget Recommendation

Superintendent s Proposed Budget Recommendation Superintendent s 2011-12 12 Proposed Budget Recommendation April 12, 2011 Framework for Budget Development Align resources to support Strategic Plan 2014 Keep strong academic focus coupled with data driven