HomeMy WebLinkAboutAbstract for Joint Meeting 1
ORANGE COUNTY
BOARD OF COMMISSIONERS
ACTION AGENDA ITEM ABSTRACT
Meeting Date: April 27, 2021
SUBJECT: Joint Meeting — Board of County Commissioners, Durham Technical
Community College — Orange County Campus, Chapel Hill-Carrboro City
Schools Board of Education and Orange County Schools Board of Education
DEPARTMENT: County Manager and Finance and Administrative Services
ATTACHMENT(S): INFORMATION CONTACT:
A. FY 2021-26 County Manager Bonnie Hammersley, (919) 245-2300
Recommended School Related CIP Travis Myren, (919) 245-2300
PowerPoint Presentation Dr. Nyah Hamlett, (919) 967-8211
B. Durham Technical Community Dr. Monique Felder, (919) 732-8126
College — Orange County Campus John B. Buxton, (919) 536-7200
FY 2021-22 Operating Budget Gary Donaldson, (919) 245-2453
Request Paul Laughton, (919) 245-2152
C. Chapel Hill-Carrboro City Schools
Board of Education FY2021-22
Operating Budget Request
D. Orange County Schools Board of
Education FY2021-22 Operating
Budget Request
PURPOSE: To receive and discuss the Durham Technical Community College — Orange
County Campus Capital Needs and FY 2021-22 Operating Budget request; Orange County
Schools and Chapel Hill-Carrboro City Schools Boards of Education Capital Needs and FY2021-
22 Operating Budget requests.
BACKGROUND: Each year at the April County/Schools Joint Work Session, both School
systems present their respective Boards Approved Annual Budgets and Capital Needs to the
Board of County Commissioners for review and discussion. Tonight, Durham Technical
Community College — Orange County Campus will also present their Annual Budget request
and Capital Needs. The following agenda items have been established for this Joint meeting:
Welcome and Introductions — Chair Price, Chair LaSerna, and Chair MacKenzie
1. Presentation of County Manager's Recommended Capital Budget for Fiscal Years
2021-26 (See Attachment A)
The Deputy County Manager will provide a PowerPoint presentation for school related Capital
projects included in the Manager's Recommended FY 2021-26 Capital Investment Plan.
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2. Operating Budget Updates
Presentation of Durham Technical Community College — Orange County Campus FY
2021-22 Operating Budget (See Attachment B)
Durham Technical Community College (DTCC) - Orange County Campus FY 2021-22
Operating Budget Request includes $868,967 for Operations (an increase of $145,711 from FY
2020-21), Capital Outlay Funds of $75,000 (no change from FY 2020-21), and $250,000 related
to Financial Aid ($200,000 to continue the funding of 200 scholarships for Orange County
residents attending DTCC — this is funded through Article 46 One-Quarter Sales Tax proceeds),
and a new funding request of $50,000 for financial aid grants for Back to Work students when
their courses are not covered by the State.
The increase in Current Expense includes a 2.5% increase for salaries and benefits to match
the expected increases for state paid employees, continue to pay all employees a livable wage,
funds to cover back increases in retirement that had not been requested in the past, new
personnel requests to cover the Orange County portion of a new Facilities Tech position to
support the increase in facility maintenance, a Small Business Center position to coordinate
training opportunities for Orange County clients, and Orange County's portion of a Student
Technology Support Help Desk position to coordinate work study students. The request also
includes increases in Workers Compensation and other employee related insurance, and a
projected 2.3% increase in utilities, contracted services, and insurance.
Presentation of Chapel Hill-Carrboro City Schools Board of Education FY 2021-22
Operating Budget (See Attachment C)
Based on the North Carolina Department of Public Instruction's projected Average Daily
Membership (ADM) enrollment for FY2021-22, Chapel Hill-Carrboro City Schools enrollment
would be 12,448 students, while charter students would be 156, less Out-of-County tuition paid
students of 253, for a total of 12,351 budgeted students (an increase of 124 students from FY
2020-21).
Chapel Hill-Carrboro City Schools is requesting an increase of $8,033,000 in continuation and
expansion funding, with a $650.39 per pupil increase, in FY 2021-22. This would provide a total
current expense funding of $61,764,203. This requested increase in the local per pupil
allocation for current expenses would increase the per pupil allocation from $4,367 to $5,017.39.
Presentation of Orange County Schools Board of Education FY 2021-22 Operating
Budget (See Attachment D)
Based on the North Carolina Department of Public Instruction's projected Average Daily
Membership (ADM) enrollment for FY2021-22, Orange County Schools enrollment would be
7,299 students, while charter students would be 919, less Out-of-County tuition paid students of
108, for a total of 8,110 budgeted students (a decrease of 46 students from FY 2020-21).
Orange County Schools is requesting an increase of $2,893,572 in continuation and expansion
funding, with a $357 per pupil increase, in FY 2021-22. This would provide a total current
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expense funding of $38,309,942. This requested increase in the local per pupil allocation for
current expenses would increase the per pupil allocation from $4,367 to $4,724.
3. General Questions
• School Resource Officers (SROs) Review
FINANCIAL IMPACT: There is no financial impact to receive Durham Technical Community
College — Orange County Campus and the School systems' FY2021-22 Operating Budget
requests.
SOCIAL JUSTICE IMPACT: There are no Orange County Social Justice Goal impacts
associated with these agenda items.
ENVIRONMENTAL IMPACT: There are no Orange County Environmental Responsibility Goal
impacts associated with these agenda items.
RECOMMENDATION(S): The Manager recommends that the Board discuss the issues noted
and provide direction to staff, as appropriate.
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ORANGE COUNTY
NORTH GAROLINA
ORANGE COUNTY
CAPITAL INVESTMENT PLAN
School Districts and Durham Tech
FY2O21-26
Board of Orange County Commissioners
Virtual Work Session
April 27, 2021
5
FY2021 -26 Recommended Capital Investment Plan
• Capital Budget School Funding — page 101 CIP
IM LAG • V. • •
Article 46 Sales Tax $2,020,288 Average Daily Membership (ADM)
Debt Financed School Improvements $4, 174,222 Average Daily Membership (ADM)
Lottery Proceeds $174027354 Average Daily Membership (ADM)
Recurring Capital $3,000,000 Average Daily Membership (ADM)
Supplemental Deferred Maint. $3,600,000 Average Daily Membership in
FY2020-21 ($30 million Total)
2016 Bond Referendum $135308,000 Average Daily Membership (ADM)
in FY2015-16 ($120 million Total)
TOTAL $279504,864
ORANGE COUNTY
2 NORTH CAROLINA
FY2021 -26 Recommended Capital Investment Plan 6
Funding and Expenditure Categories
inding . - .
Abatement Projects Safety& Security
Debt Financing — School Improvements • ADA Requirements Indoor Air Quality Improvements
Lottery Proceeds • Athletic Facilities Mechanical Systems
Article 46 Sales Tax • Classroom and Building Improvements Parking Lot Improvements
Doors/Hardware/Canopies Roofing and Waterproofing
$7.6 million in FY2021-22 • Electrical Systems Storm water Management
Energy Efficiency Technology
• Furniture and Equipment
Recurring Capital Drainage Improvements
• Carpet/Tile Installation
$3 million in FY2021-22 • Roof Repairs
• Mechanical Repairs
Deferred Maintenance — Bond Premium
Supplemental Deferred Maintenance • Deferred Maintenance — Repair and Replacement Projects that do not add capacity
• Supplemental Deferred Maintenance Funds Project List (p.133 & p. 135)
$3.6 million in FY2021-22
General Obligation Bond Funding • Major Facility Construction and Renovations
• $11.4 million Orange County Schools
$13.3 million in FY2021-22 • $1.9 million Chapel Hill Carrboro City Schools
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FY2021 -26 Recommended Capital Investment Plan
Assumptions for Future Years
1 . Recommended CIP Funding Assumptions
Article 46 Sales Tax 4.0% Growth Annually
Debt Financed School Improvements 2% Annual Growth
Lottery Proceeds $1 ,402,354 Annually
Recurring Capital $3,000,000 Annually
Supplemental Deferred Maintenance $30 million over four (4) years. Annual Expenditures Based on Draw Down
Schedule from Schools
General Obligation Bond Last Draw on 2016 General Obligation Bond in FY2021-22
L
ORANGE COUNTY
NORTH CAROLINA
4
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FY2021 -26 Recommended Capital Investment Plan
FY2021-220 - FY2025-26
Article 46 Sales Tax $ 2,020,288 $ 2,101,099 $ 2,185,143 $ 2,272,549 $ 2,363,452
Debt Financed School Improvements $ 4,174,222 $ 4,257,706 $ 4,342,860 $ 4,429,717 $ 4,518,312
Lottery Proceeds $ 1,402,354 $ 1,402,354 $ 1,402,354 $ 1,402,354 $ 1,402,354
Recurring Capital $ 3,000,000 $ 3,000,000 $ 3,000,000 $ 3,000,000 $ 3,000,000
Supplemental Deferred Maintenance $ 3,600,000 $ 14,253,000 $ 6,197,000 $ - $ -
TOTAL $ 14,196,864 $ 25,014,159 $ 17,127,357 $ 11,104,620 $ 11,284,118
General Obligation Bond $ 13,308,000
ORANGE COUNTY
NORTH CAROLINA
5
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FY2021 -26 Recommended Capital Investment Plan
FY2021 -26 Recommended CIP Expenditures for Schools
Not Including $13.3 million FY2021-22 General Obligation Bond
$30,000,000
Supplemental Deferred Maintenance Program
$25,014,159
$25,000,000 -
$20,000,000
$17,127,357
$15,000,000 $14,196,864
$11,104,620 $11,284,118
$10,000,000
$5,000,000
$0
FY2021-22 FY2022-23 FY2023-24 FY2024-25 FY2025-26
ORANGE COUNTY
NORTH CAROLINA
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FY2021 -26 Recommended Capital Investment Plan
• Major Education Projects
— Supplemental Deferred Maintenance
• $30 million over three (3) years — Now four (4) Years
• Apply to Deferred Maintenance and Life & Safety Improvements
• Allocated by Average Daily Membership in FY2020-21 (CHCCS 59.99% OCS 40.01%)
ha el Hill-r I • t7�rFiscal Yelar C rr P'
. . Total
. .
Schools
FY2020-21 $1,800,000 $4,150,000 $5,950,000
FY2021-22 $3,600,000 $3,600,000
FY2022-23 $10,000,000 $4,253,000 $14,253,000
FY2023-24 $6,197,000 $6,197,000
TOTAL $17,997,000 $12,003,000 $30,000,000
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ORANGE COUNTY
NORTH CAROLINA
11
Supplemental Deferred Maintenance Project Status in FY2020-21
of 1 1Projects
CH CCS HVAC Projects $681 ,258
• McDougle Elementary and McDougle
Middle School Mechanical System Control
Upgrades — Completed
• Phillips Middle School HVAC — gym and
band room — Design/RFP/Bid
CHCCS Architectural & Engineering Feasibility& $1 ,118,742
Design Services for large capital projects to
be completed in Year 3 & Year 4 — To be
conducted in FY2021-22
OCS Continuation of Districtwide Safety/Security $3,500,000
Plan
OCS Orange High School Main Hall, Restroom $650,000
Addition and Renovations
TOTAL $599509000
ORANGE COUNTY
NORTH CAROLINA
8
12
FY2020-25 Recommended Capital Investment Plan
&Distric� F�Y2021 -22 Projects
CHCCS Conduct Architectural and Engineering
Assessment focused on Older School
Improvements
OCS HVAC Upgrade as outlined in 2014 $2,500,000
Assessment
OCS Middle School Athletic Field Regrade $100,000
OCS Efland Cheeks Restroom and Plumbing Line $1 ,000,000
Upgrade
TOTAL $37600,000
ORANGE COUNTY
NORTH CAROLINA
9
13
FY2021 -26 Recommended Capital Investment Plan
District 22-23 Projects
L id
CHCCS Execution of Prioritized Capital $10,000,000
Recommendations from Facility Assessment
OCS CW Stanford Media Center Renovations $250,000
OCS Structural Analysis and Building Stabilization $3,003,000
• AL Stanback Media Center
• New Hope Elementary 300 Wing
• Orange High School Cultural Arts
OCS Fire Doors and Damper Repairs $500,000
OCS Supplemental Funding for Roof $500,000
Replacements
• New Hope Elementary
• Gravelly Hill
TOTAL $14,253,000
ORANGE COUNTY
NORTH CAROLINA
10
14
FY2021 -26 Recommended Capital Investment Plan
111SM=. 9 .
FA� I MW --I=
CHCCS Execution of Prioritized Capital $6,197,000
Recommendations from Facility Assessment
TOTAL $6,197,000
ORANGE COUNTY
NORTH CAROLINA
11
15
FY2021 -26 Recommended Capital Investment Plan
• Orange County Campus Expansion — page 130
• New Academic Building
— Facility master plan results in May
— $25.6 million total estimated project costs
— Estimated at 56,000 square feet
— 250 surface parking spaces
• Project Phasing
— FY2020-21 : Planning and design - $1 million
— FY2021 -22: Site preparation - $3 million
— FY2022-23: Construction - $22.5 million
• New Operating Costs of $365,000 starting in FY2023-24
• Current Debt Service Satisfied in FY2027 ORANGE COUNTY
12 NORTH CAROLINA
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FY2021 -26 Recommended Capital Investment Plan
• Next Steps
— Document Review
• Clerk to the Board's Office
• County Manager's Office
• Orange County Website — orangecountync.gov
— Upcoming Budget Meetings
• April 13 Work Session for Capital Investment Plan
• April 27 Work Session for School and Durham Tech CIP
• May 4 Presentation of FY2021 -22 Recommended Operating Budget
• May 11 & June 3 Public Hearings on Operating Budget and CIP
• May 13 Work Session for Schools and Outside Agencies
• May 20 Work Session for Fire Dist., Public Safety, Support, Gen. Govt.
• May 27 Work Session for Human Services and Comm. Services
• June 8 Amendments and Intent to Adopt
• June 15 Adoption of Operating Budget and CIP
uRANGE COUNTY
NORTH CAROLINA
13
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=� D U R H A M T E C H Durham Toom cat community eoeage
1637 Lawson Street Durham North Gwo%a .77=,i
919-536-7200 durhamueh.adu
Office of the President
April 20, 2021
Ms. Bonnie Hammersley
Orange County Manager
200 South Cameron St.
PO Box 8181
Hillsborough, NC 27278
Dear Ms. Hammersley:
The FY 2021-22 Budget Request for Durham Technical Community College is attached
for your review. Durham Technical Community College's request reflects a total increase
of$195,71 I. This amount includes an increase of$36,722 or 4.6% in existing operating
funds, a $108,979 request for new positions, and a $50,000 increase in Financial Aid to
support unemployed and underemployed residents in Back-to-Work courses. The changes
in Current Operating Expenses appear below:
• Salaries and Benefits. This includes an increase of $47,845 (13%). This increase
includes a 2.5°-o increase for salaries and benefits to match the expected increases for
state paid employees and to continue to pay all employees a livable wage and funds to
cover back increases in retirement that had not be requested in the past, This is also
reflects increases in Workers Compensation and other employee related insurance.
• Operational Costs. A projected increase of $5,991 (2.3%) in the cost of utilities,
contracted services and insurance.
• Facilities Tech Position. A new request of $17,979 that covers the Orange County
portion of the salary and benefits for a new Facilities Tech position to support the
increase in facility maintenance needs.
• Small Business Center Support. A request for $70,000 for a Small Business Center
position to coordinate training opportunities for Orange County clients.
• Student Technology Assistance. A coordinator for our Student Technology Support
Help Desk at a cost of$21,000 for a 30 hour�week. Since more students are working
remotely, there is a greater need for help with their technology related issues. This
position would coordinate work study students, who would provide the actual support.
This is the Orange County portion of this position.
• Financial Aid for Back-to-Work courses. This provides $50,000 for financial aid
grants for Back to Work students when their courses are not covered by the State of
North Carolina's GEER funding.
Thank you for your partnership in serving the needs of Orange County's residents_ We
look forward to working w4h you to create budget that supports our community's needs.
All my best
John B. Bu It
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DURHAM TECHNICAL COMMUNITY COLLEGE
Orange County Budget Request
For Fiscal Year 2021-2022
Current FY 2020-21 FY 2021-22 From Appropriated
Requested _ Appropriated Request $ Change % Change
TOTAL CURRENT EXPENSE $ 777,954 $ 723,256 $ 868,967 $ 145,711 20.15%
TOTAL FINANCIAL AID $ 200,000 $ 200,000 $ 250,000 $ 50,000 25.00%
TOTAL CAPITAL OUTLAY $ 75,000 $ 75,000 $ 75,000 $ - 0.00%
GRAND TOTAL $ 1,052,954 $ 998,256 $ 1,193,967 $ 195,711 19.61%
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DURHAM TECHNICAL COMMUNITY COLLEGE
Orange County Budget Request
Fiscal Year 2021-22
Current FY 2020-21 FY 2021-22 Explanation
Requested As Budgeted Total Request for Increase
A Operations -Current Expense
1 Salaries& Benefits:
Professional Salaries 127,385 124,278 127,385 2.5%increase
Add One Facilities Technican position and 2.5%
Service,Maintenance, Skilled 126,532 113,690 126,532 increase
Add one Facilities Technican position and 2.5%
FICA 19,425 18,205 19,425 increase
Add One Facilities Technican position and revised
retirement based on past increases and 2.5%
Retirement 55.747 36,886 55,747 increase
Add One Fat I ties Technican position and IS%
Medical Insurance 24,898 23,017 24,898 increase
Revised retirement and medica';nsurance based on
College Liaison (Salary and Benefits) 67,650 58,000 67,650 past increases and 2.5 n increase
A position to work with the Small Business Center to
Small Business Center Coordinator(Salary and coordinate training opportunit es for Orange County
Benefits) 70,000 clients.
Student Technology Help Desk Coordinator( A position to coordinate the help desk for student
Salary and Benefits) 21,000 with technology25%Oran a Count( g y portion)
Longevity 1,714 1,672 1,714 2s%increase
Workers Compensation & Unemployment 3,231 3,152 3,310 5%increase
Group Dental 2,693 2,627 2,627
Employee Life Insurance 215 210 215 2.5%increase
Students (CWS & FSEOG) 3,231 3,152 3,231 2.5%increase
Sub-Total Salaries & Benefits 432,721 384,889 523,734
2 Contractual Services:
Institutional Development
Waste Removal 2,942 2,884 2,942 2%increase
Equipment Maintenance 5,253 5,150 5,253 2%increase
Janitorial Service/Maintenance Service 73,542 72,100 73,542 2%increase
Building Maintenance 28,119 26,780 28,119 5%increase
Landscaping 31,518 30,900 31,518 2%increase
Sub-Total Contractual Services 141,374 137,814 141,374
z
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DURHAM TECHNICAL COMMUNITY COLLEGE
Orange County Budget Request
Fiscal Year 2021-22
Current FY 2020-21 FY 2021-22 Explanaton
R_e__quested As Budgeted Total Request far Increase
3 Legal Fees:
Legal Fees 8,000 8,000 8,000
Sub-Total Legal Fees 8,000 8,000 8,000
4 Insurance:
Property& Llabi!ty Insurance 12,750 12,500 12,750 2%increase
Sub-Total Ins -rance 12,750 12,500 12,750
5 Rental:
Facility Services =quipment 2,500 2,500 2,500
Sub-Total Re^tal 2,500 2,500 2,500
6 Utilities:
Natural Gas 18,754 18,386 18,754 Estimated increase of 2%
Electricity 64,297 63,036 64,297 Estimated increase of 2%
Water 3,536 3,467 3,536 Estimated increase of 2%
Telephone 24,647 24,164 24,647 Estimated increase of 2%
Sub-Total Ut;"-ties 111,234 109,053 111,234
7 Advertising, Publicity, Public Relations:
Institutional Dues 6,000 6,000 6,000
Printing and Binding Publications 2,500 2,500 2,500
Advertising and Publicity 5,000 5,000 5,000
Sub-Total Advertising, Publicity, Public Relations 13,500 13,500 13,500
8 Repairs:
Equipment 7,875 7,500 7,875 5%increase
Facilities 10,500 10,000 10,500 5%increase
Sub-Total Repairs 18,375 17,500 18,375
9 Travel:
Administration
Maintenance and Housekeeping 2,500 2,500 2,500
Other Support Personnel 5,000 5,000 5,000
Sub-Total Travel 7,500 7,500 7,500
z
21
DURHAM TECHNICAL COMMUNITY COLLEGE
Orange County Budget Request
Fiscal Year 2021-22
Current FY 2020-21 FY 2021-22 Explanation
Requested As Budgeted Total Request for Increase
10 Supplies:
Operations 12,500 12,500 12,500
Maintenance 2.500 2,500 2,500
General' Institution 2.500 2,500 2,500
Sub-Total Supplies 17.500 17,500 17,500
11 Other Expense:
Misc. Items 12,500 12,500 12,500
Sub-Total Other Expense 12,500 12,500 12,500
TOTAL CURRENT OPERATING EXPENSE 777,954 723,256 868,967
18.73%
12 Financial Aid
Increase for Grants to Back to Work Students not
Student Tuition for Orange County Residents 200,000 200,000 250,000 covered by the GEERS Grant
TOTAL FINANCIAL AID(Sales Tax) 200,000 200,000 250,000
TOTAL CURRENT EXPENSE 977,954 923,256 1,118,967
20.01%
B. Capital Outlay
Recurring Budget
Capital Improvements 60,000 60,000 60,000
Contingency Fund 15,000 15,000 15,000
TOTAL CAPITAL OUTLAY 75,000 75,000 75,000
TOTAL CURRENT EXPENSE&CAPITAL OUTLAY 1,052,954 998,256 1,193,967
19.61%
Chapel Hill — Carrboro City Schools
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CHMEL HILL
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Board of Education's
FY 2022 Recommended
750 S Merritt Mill Road chccs.or
Chapel Hill, North Carolina 27517 g
23
Budget Request for the Fiscal Year Ending June 30, 2022
Chapel Hill — Carrboro City Schools
Board of Education Members and Principal Officials
Jillian LaSerna, Chair
Deon Temne, Vice Chair
Joal Broun
Rani Dasi
Mary Ann Wolf
Ashton Powell
Lisa Kaylie
Dr. Nyah Hamlett, Superintendent
Prepared By:
Jonathan Scott, Chief Financial Officer
Business and Financial Services Division
Lincoln Center
750 South Merritt Mill Road
Chapel Hill, NC 27516
(919) 967-8211
www.chccs.org
April 27, 2021
24
EXECUTIVE SUMMARY
I WEL HILL-
C ARRBOR,.O-
44 i 's
CITY SCHOOLS
Chapel Hill Carrboro City Schools
750 S Merritt Mill Road, Chapel Hill,NC 27516
Web Site: chccs.org
Prepared by the Business and Financial Services Division
(919) 967-8211
25
EXECUTIVE SUMMARY Page 12
CTWEL HILL- CHAPEL HILL CARRBORO CITY SCHOOLS
AMORO 750 S Merritt Mill Road
C ITY SCHOOLS Chapel Hill,NC 27516
April 27, 2021
Dear Members of the Orange County Board of County Commissioners:
Thank you for reviewing and considering the Chapel Hill—Carrboro City School Board of
Education's Recommended FY 2021-22 Budget Request. This request represents our best
estimate of the needs for our district; a critical stage of the budget development process. I would
be remiss if I didn't note how challenging the past year has been for our school district and the
rest of the world. We hope that this recommended budget request exhibits our commitment to
using our local and global challenges as an opportunity to serve our school community with
equity and transparency at the center of all that we do.
This recommended budget request is designed with the express purpose of prioritizing the
following five key areas:
• Safety of our students and staff,
• Social emotional and mental wellness for all;
• The morale, durability, and resilience of staff, as we all have to be at our best in order to
serve and support our students;
• Clear and consistent communication in an effort to help alleviate fears and anxiety; and
• Refocusing and reuniting our students and staff by providing them with tools to support
increased socialization, accessing additional services to address unfinished learning and
social emotional needs, and gradually acclimating to in-person instruction through Equity
Centered Classroom Practices.
Many representatives of our schools and community were involved in the construction of this
document. Principals worked with their School Improvement Teams to identify and prioritize
needs. Principals then met individually with the leadership team to present their budgetary
requests. District leaders also brought requests from their respective departments. Additionally, I
met with a diverse group of 15-30+ student representatives from every secondary school and
raised three topics that helped provide me with insight into school and district needs from a
student perspective. Those three topics centered around: (1)the impact of the pandemic and the
disruption of school as they formerly knew it; (2) moving equity from talk to action in order to
close the gaps that exist; and(3) connectivity between district administration and students in
order to amplify student voice as part of our decision-making processes.
All school and departmental budget requests were compiled and analyzed for themes, and serve
as the foundation for our financial plan. As we move toward multi-year planning and evaluation
of our programs, the budget will become more detailed over time and clearly represent needs.
Expressed needs will be based on strategic data points which will remain aligned with district
priorities in budget development, decision making, equity and engagement, and improved
instructional programming.
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Chapel Hill—Carrboro City Schools—FY 2021-22 Recommended Budget empower
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EXECUTIVE SUMMARY Page 13
As an organization, it is essential that we continually strive for more effective, equitable and
transparent processes. We believe this budget document is one small step along that journey. I
invite you to peruse the following pages, holding us accountable as good stewards of the trust
you have placed in our fiscal management.
The Board of Education and the District's administration has worked arduously to enhance the
usefulness of this document. We intend to further develop our fiscal plan and its corresponding
communications in the years to come, so that it will serve as a better tool of communication
between the District and all stakeholders involved. Above all,we will continue to improve the
budget process so we can ensure our resources are allocated to maximize our student's success.
Thank you for your continued support. I fully expect you will see a positive return on your
investment in our students, staff and schools.
Appreciatively,
Dr. Nyah Hamlett
Chapel Hill—Carrboro City Schools Superintendent
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Chapel Hill—Carrboro City Schools—FY 2021-22 Recommended Budget empower
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EXECUTIVE SUMMARY Page 14
Summary of the Board of Education's FY 2021-22 Recommended Budget
The following narrative details the requests for increases to the FY 2021-22 Board of
Education's budget which will be presented to the Board of County Commissioners in April
2021. It is broken up into two sections to provide details on the budget increases related to
Continuation Costs and Expansion Requests.
Student Data
The District's budget process begins by carefully considering enrollment projections for the
upcoming year. State enrollment projections ultimately determine both State and local funding
levels. As of this writing, initial State projections indicate a student enrollment of 12,448. The
District estimates 253 students are from out of district,therefore they cannot be counted for funding
purposes. The District also estimates 156 students in charter schools within the District. These
students must be added in for funding purposes. For this request's purposes, the estimated
enrollment, net of these adjustments, is 12,351 Average Daily Membership (ADM).
Continuation Budget
The COVID-19 pandemic has created a high level of uncertainty in our economic future
regarding federal, state, and local funding. Strong local funding support is required for CHCCS
to improve upon high levels of service for all students. The foundation of that local support is
found in the continuation portion of the Local Operating budget. This portion represents the
expenses required to be able to continue providing the same level of services and quality of
education in the upcoming fiscal year.
Salaries and Wages $2,224,000
On March 24th the Governor released his proposed biennial budget that included several
potential changes that would impact the District's budget. The Governor's budget included salary
increases of 5.7% for Certified Staff and 5% for Classified Staff, which are both higher than the
original 3%that the District included in the Superintendent's proposed budget. These increases
will amount to a$818,615 increase for Certified salaries and a $814,600 increase for Classified
salaries. This would also cause a needed increase of$590,000 to cover the Local Supplement.
These potential changes create a total increase of$2,224,000 for salaries and wages in the
Continuation Budget.
Benefit Increases $1,87400
Federal and State legislation establishes employer-required matching rates and annual employer
health insurance premiums. Together, these changes require adjustments to our local operational
plan as the District must match salary increases for the local portion of teacher salary increases
and for all locally-paid employees. The FICA rate is expected to remain at 7.65%,but to account
for the 5%projected increase in classified salaries, the 5.7%projected increase in certified
salaries, and all corresponding supplements, an increase of$125,000 is included for FICA
matching. Using a simple linear regression on data from the previous 5 years, the District
projected increases in the State Retirement Matching and Employer Health Insurance Costs for
each employee. The regression projected an increase to 22.64% from 21.68% in the matching
retirement rate and an increase to $6,791 from $6,647 for the Employer Health Insurance Cost of
each employee. The resulting budget increases were $1,471,000 for State Retirement Matching
and$278,000 for Employer Health Insurance Cost. Together, these combined increases matching
benefits total $1,874,000.
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EXECUTIVE SUMMARY Page 5
Recommended Increases to the Local Operating Budget for
Salaries and Benefits
Employer Health
Insurance Cost
$278,000
rl I—
F Certified Salaries
$819,000
State Retirement
Matching
$1,471,000
. i oil
FICA Matching
$125,000
Project ADVANCE Salary Differential Continuation $936,000
Over the course of the 2014-15 school year, an inclusive team of teachers, administrators, and
key stakeholders developed Project ADVANCEa strategic compensation model designed to
connect professional learning to teacher and certified support staff salaries. Implemented in
August 2016, Project ADVANCE represented a shift in the professional learning model for
Chapel Hill-Carrboro City Schools to include compensation for completing learning at different
levels.
At the March 19, 2020 Board of Education work session, all Project ADVANCE completions as
of June 30, 2020 were suspended to coincide with the grant conclusion. The FY 2020-21 Board
of Education Adopted Budget included a one-time hold harmless payment for all Project
ADVANCE finishers including those in district-supported cohorts using $968,000 from fund
balance. At that time, the board also expressed interest in seeking a more permanent solution
during the FY 2021-22 budget cycle.
Continuation of the payments as a permanent salary differential will require a recurring
budgetary commitment by the District. The estimated increase required in the FY 2021-22
continuation budget is $936,000. This cost is made up of$719,000 in a continuing salary
differential, $55,000 in matching Social Security and Medicare costs, and $162,000 of matching
State retirement.
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Continuation Budget Summary $5,034,000
The continuation budget is composed of salary, wage, and benefit increases that total
$5,034,000. It includes the cost of making the on-going Project ADVANCE stipend payments a
permanent salary differential, which amounts to $936,000. The continuation budget,which
reflects the amount of additional funding necessary to continue current operations, is budgeted in
total at$5,034,000, which equates to $408 per pupil.
Total Board of Eduction's Recommended Coninutation Budget
Certified Salaries
rPoiect Advance ' 111
Differential
000
Employer Health
Insurance Cost &"hhh_ 0000000l0000lo
$278,000
I11
State Retirement
Matching
kk
$1,471,000
'1 111
FICA Matching
$125,000
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EXECUTIVE SUMMARY Page 17
Expansion Budget
The expansion budget represents expenditures that would require additional funding beyond the
base funding of the prior year budget and the requested Continuation costs. These requests would
be recurring costs beyond their initial implementation. The Superintendent and Cabinet received
many budget requests from our schools and department managers. While the budget requests
identified needs, the expansion budget was prioritized to align with the strategic plan goals,
Student Success, Family and Community Engagement, Employee Experience, and
Organizational Effectiveness.
Social and Emotional Learning and Mental Health Services Expansion $1,010,000
(Strategic Plan Goals: Student Success)
Prior to the pandemic, nearly one in five North Carolina students had at least one emotional,
behavioral or developmental disability(Splett, 2014). Without a doubt, the emotional and mental
health concerns of our students have only been exacerbated as a result of the pandemic and social
unrest they have experienced over the past year. For many of our students, our schools are the
only place they receive access to social and mental health support. The closure of school
buildings due to the pandemic limited student access to those supports, while adding on new and
more intensive stressors from remote learning and social isolation.
During the period of remote learning, a social and emotional learning(SEL)universal screener
and attendance measures were used to assess student social needs and level of engagement.
While we saw an increase in satisfactory attendance across all student groups in our First
Semester Attendance Data Report, however; our Black and Latino students continue to
experience severely chronic absenteeism at a significantly higher rate than other student groups.
Attendance data also highlighted a significant increase in chronic absenteeism among middle
schoolers this year from 1.6% in 2019-20 to 5.5%. The fall administration of the SEL universal
screener measured student perception of the social and emotional climate of schools. Of those
surveyed, results indicated that 70% of our elementary students provided favorable responses
and 57% favorable responses were provided from secondary level students regarding the social
and emotional climates in our schools. When we disaggregated this data by race and student
groups such as students with disabilities, we saw a reduction in favorable responses from a range
of 4-9 percentage points.
As we plan for the return to in-person instruction next year, we must make significant
investments in sustaining and advancing long-term support for the social, emotional and mental
well-being for our students. Our District has adopted Second Step, Restorative Practices and
Positive Behavioral Interventions and Supports (PBIS) as three evidence-based programs for
providing social and emotional learning instruction in our schools. Additionally, with the
revisions to create our new CHCCS Community Code of Character, Conduct, and Support, we
have invested in evidence-based practices to support operationalizing the code to eliminate
disciplinary disproportional practices in our schools. Currently, all schools have different levels
of implementation for every program due to limitation in providing ongoing professional
development and effective implementation support.
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EXECUTIVE SUMMARY Page 18
Successful implementation of social and emotional learning must be embedded throughout the
complete fabric of our school district from core instruction, professional development to hiring
practices. Providing a director of SEL and Restorative Practices will assure systemic
implementation of the SEL Program to include the development and implementation of SEL
standards, curriculum, instructional practices, assessments and professional learning. This
position will be used to sustain core practices across every school to include how we
communicate about SEL, how we explicitly teach SEL,how we integrate SEL into academics,
and how we promote SEL throughout the school day and beyond into our communities. As
noted in the previous budget report, the Director of SEL/RP will be critical in ensuring that this
vision is actualized across our district. This position would partner with other departments in our
district to include the Instructional Services Division, Equity office and Human Resources to
ensure that SEL is deeply embedded and successfully implemented in all practices that direct
student success. The cost of implementing the Director position will total $150,000 for salary
and matching benefits.
Given the fact that we know not all student needs are the same, school districts are required to
offer additional learning supports as identified through data points to include academic, social
and behavior measures. When we think about the implications for our students and their mental
well-being, it is vital that we not only offer the core practices, but given this recent year and its
impact on student learning, we must plan for tier II targeted support. During the previous budget
report,we discussed the need for additional supports in high schools to create safe and inclusive
learning environments through the implementation of the dean of student positions. These
positions will help our high schools build their SEL programming with intentional emphasis on
supporting students in developing social and academic efficacy. Additional priorities for this
position would include offering direct skill building experiences to students in the areas of
executive functioning skills, de-escalation, and problem solving. The cost of implementing three
dean of student positions totals $288,000.
Two years ago, the Board approved adding four mental health specialists, one for each high
school, to address the mental health needs of our students. This addition was driven by the need
to offer a continuum of services in advancing school-based mental health awareness, quality
prevention, intervention, and other supports provided to students, staff and families. During the
pandemic, mental health specialists were able to offer additional counseling sessions to students
to address needs varying from dealing with acute stress and trauma to increasing executive
functioning skills. Mental Health Specialists provide clinical and practical knowledge in the
areas of Cognitive Behavior Therapy(CBT), Dialectical Behavior Therapy(DBT), Individual,
Group, and Family Modalities and Mindfulness, all of which offer tiers 1I and III supports for our
students. Data collected during the first semester indicated that secondary students, specifically
middle school students could benefit from consideration of increased school-based mental health
staff, one for each middle school. The total cost of implementing a mental health specialist at
each middle school would be $384,000 in salaries and benefits for the 4 positions.
Given the impact this school year has had on students across all grade levels, the Board asked
for additional consideration to be given in expanding social and emotional supports at the
elementary level. While most elementary schools have been able to maintain a consistent level
of student engagement as measured by satisfactory attendance of 90% or greater, chronic
absenteeism continues to be an issue across elementary schools, impacting some more so than
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EXECUTIVE SUMMARY Page 19
others. Similarly, discipline data reviewed from the previous two academic school years also
indicate that select elementary schools more so than others struggle to reduce the
disproportionate student outcomes.
Feedback collected from school leaders and the review of strategic data points lead to the
recommendation of two additional mental health specialists to serve at two select schools. This
recommendation will build on our district's SEL/Mental Health Support Plan to phase in
additional mental health support across all school levels and strengthen our programming
efforts for increasing greater access based on school needs. Adding two additional supports at
the elementary level will increase the SEL/Mental Health Expansion by$192,000.
In total, this budget request item includes 10 positions to expand the District's SEL and Mental
Health services. The director position will cost $150,000, the 3 Deans of Students will cost
$288,000, and the 6 Mental Health Specialists at the middle and elementary levels will cost
$576,000. The total cost for these positions will be $1,014,000.
Elementary Math and English Intervention $880,000
(Strategic Plan Goals: Student Success)
The Board requested that the District consider costs associated with additional personnel who
could provide tiered supports in literacy to students not currently meeting grade level standards.
A full-time certified interventionist position in each Elementary School that could address
COVID-related gaps and accelerate learning for students in both reading and math would be
required. Schools could create flexible scheduling to ensure that students are receiving
supplemental small group or individualized instruction from the interventionist and not missing
core instruction. With a 10-month position, each interventionist would cost approximately
$80,000 per year for salary and matching benefits. Adding an interventionist position at all 11
elementary schools requires an additional $880,000 increase to the budget request.
Professional Development Office $550,000
(Strategic Plan Goals: Employee Experience and Organizational Effectiveness)
The Office of Professional Learning is submitting a budget that is vastly different from the
previous years, due to a change in funding structure (ending of the Project Advance Grant), thus
causing the need to start from a zero budget, and a need to continue to improve the quality of our
human resources and positive impacts on children.
During 2020-21, the office supported the work of all divisions as they worked through the
closure of school buildings and COVID-19. The department continued to monitor data with
regard to the Strategic Plan measures. With the end of Project ADVANCE, the Office of
Professional Learning began the work of a district-wide professional learning plan. Next steps
include working closely with schools and departments to build a plan and a budget that supports
District and school priorities based on data and closely aligned to Student Success and Employee
Experience. Initial steps were to carefully review and compile school level professional learning
goals as outlined in School Improvement Plans and identify focused ways to support schools
through a district plan. This plan will also support teachers in creating equity centered
classrooms that support learning for all students. Ultimately, common themes will be analyzed,
district professional development vision established, and process for implementation and
monitoring will be further developed.
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EXECUTIVE SUMMARY Page 110
Major initiatives and work for the 2021-22 school year include the creation of a district-wide
professional learning plan that is data driven based on student needs, staff needs, and inclusive of
classified employees and their succession planning goals/job-specific needs/district-wide
priorities. This major work includes the development and growth opportunities for school and
district administrators, which has not previously been a priority based on previous fiscal
allocations. According to the newly released Wallace Foundation study on the impact of
principals, "it is difficult to envision an investment with a higher ceiling on its potential return
than a successful effort to improve principal leadership" (p. 43).
Along with certified staff, classified staff serving schools and the District, will also be expected
to participate in professional growth offerings. Optimizing school system efficiency and
operational effectiveness will require streamlining stipend pay for presenters and participants and
establishing a district wide professional learning platform that will communicate with HR and
DPI while also documenting opportunities.
District Senior Leadership Reorganization $65,000
(Strategic Plan Goals: Organizational Effectiveness)
In order for our organization to operate effectively, efficiently, and communicatively we must
examine our organizational structure to ensure there is consistency in titles for people operating
at the same levels throughout the organization and a clear reporting structure. The next iteration
of our strategic plan will assist us with the decision-making process by including diverse
perspectives. As our district strives to move from talk to action with closing opportunity and
achievement gaps with equity centered decisions in mind, we are merging our departments of
Equity and Family and Community Engagement. In doing so, the current vacant Executive
Director of Equity and Inclusion will be reclassified to a Chief Equity and Engagement Officer.
This reclassification will create a need for a$65,000 increase, to cover salary and matching
benefits, to the budget in place for the vacant Executive Director position.
Magnet School/Dual Language Coordinator $80,000
(Strategic Plan Goals: Student Success and Organizational Effectiveness)
Our three Magnet/Dual Language elementary schools (Carrboro, FPG, and Glenwood)
highlighted a need for a Magnet/Dual Language Coordinator to support all three schools. This
position will help close our enrollment gaps in our Magnet/Dual Language Programs by
developing and implementing a comprehensive marketing and family outreach plan.
Additionally, this position will support school and district leaders in implementing research-
based practices for magnet programming and monitoring the magnets' impact on increasing
diversity and decreasing opportunity and achievement gaps. The coordinator will serve as the
liaison between schools and relevant district departments (Equity, DL/EL Office, Office of
Student Enrollment, HR, PreK)to ensure clear and consistent communication and ongoing
family engagement to enhance the educational experience for diverse populations. The total cost
of implementing the Magnet/Dual Language Coordinator position will be $80,000 for salaries
and matching benefits.
Business and Financial Services Reorganization $80,000
(Strategic Plan Goals: Organizational Effectiveness)
This reorganization plan addresses operational deficiencies in the Business and Financial
Services Division brought forth by the Board's Financial External Review. The addition of a
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EXECUTIVE SUMMARY Page 111
Coordinator of Purchasing and Procurement would add an additional level of review and
management of the District's purchasing practices. It would also relieve a bottleneck effect that
currently exists in the purchasing process with the Finance Officer serving as the only gatekeeper
for the District's purchases. For the total cost of salary and benefits, this position would cost
$80,000.
Virtual Academy (Recurring) $305,000
(Strategic Plan Goals: Student Success)
The Chapel Hill-Carrboro City School District is committed to providing quality, innovative and
flexible learning environments to meet the individual needs of all students. CHCCS is exploring
the possibility of establishing a High School (grades 9-12) Virtual Learning Academy for the
2021-22 school year. The Academy would operate as a separate school, with a dedicated
principal and staff. Students would have the option to engage in the following personalized
virtual settings:
• Remote Learning with a CHCCS teacher via live instruction and asynchronous
(independent) learning.
• North Carolina Virtual School (NCVPS): Facilitated by state certified NCVPS teachers,
this choice provides CHCCS students with over 150 online course options, including
Math, Science, English, Social Studies, electives and Advanced Placement classes, that
may not be available within the CHCCS virtual course catalog.
• APEX Learning Credit Recovery: Facilitated by CHCCS teachers, this choice provides
CHCCS students with the opportunity to recover high school credits for courses that may
not have been initially completed with a passing grade.
• Flex Setting: A combination of the above settings.
The CHCCS Virtual Learning Academy will be structured to serve diverse student populations
and those with unique educational, social, and emotional needs. Students who choose to apply to
the CHCCS Virtual Learning Academy will still have the option to participate in athletics and
extracurricular activities at their home school. Moving forward, the plan would be to expand the
Academy to include middle school students in year two, and possibly upper elementary students
in year three.
Expansion Requests Summary
The Expansion Budget totals $2,974,000. The District feels that each item included in the request
addresses critical challenges facing the District in the wake of the pandemic. Filling the learning
gaps created by the extended remote learning period, providing the tools necessary to accelerate
student growth so that our students have what they need to be successful is vital to our work.
Maximizing efficiency in the operations of the District is also vital to the long-term sustainability
of our student's success. Our Expansion Budget aligns with the Strategic Plan in each of these
ways.
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EXECUTIVE SUMMARY Page 12
Total Board of Education's Recommended Expansion Budget
ry Math
7 and English
Intervention
FElementary MaWth
: : i i0i
Professional
L L Development Office
i ii0
Business and Magnet Dual
Financial Services District Senior Language
Reorganization Leadership Coordinator
$80,000 Reorganization $80,000
$65,000
Revenues and Operating Transfers In
Customarily, the BOE would increase several other local revenues such as interest revenues,
fines and forfeitures, and the special district tax. However, the COVID-19 pandemic has affected
these revenue types in several ways that has led the District to forecast decreases. As a result, the
District is holding all other local revenue sources at FY 2020-21 levels, with the exception of
interest revenues. Our estimates indicate a revenue decrease of$25,000 for next year as a direct
result of the reduction in interest rates on the District's funds held in the NC State Treasurer's
Short-Term Investment Fund(STIF).
Fund Balance Appropriated
We currently estimate our fiscal year end unassigned fund balance at$15.5 million. This is
approximately $11 million above our minimum target of 5.5% or$4.5 million. Although the
District historically has assigned$1 million to balance the current local operating budget, this
request is presented without a fund balance appropriation. To date, the District has appropriated
a total of$4.8 million in fund balance in its amended FY 2020-21 local operating budget
primarily to help address the challenges that surfaced throughout the pandemic and assist with
the reopening of schools.
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Summary FY 2021-22 Budget Request $8,089,000
The District's overall funding request is designed with the expressed purpose of achieving
excellence as we implement our plan for student success. The times ahead of us will certainly
present challenges. This local operating budget request will enable us to continue our vital work
as we reopen our doors. It will ensure we can keep our programs and schools moving forward.
Accomplishing the goals identified in our strategic plan will only be possible if our entire
community is focused on student academic needs and social and emotional growth through
continued funding of our schools.
The total Local Operating Budget increase of$8,033,000 will be essential in the success of our
students as we return in the face of daunting challenges posed by the pandemic. Our
Continuation request of$5,034,000 focuses the foundation of the local budget on those who have
been the foundation for us during these difficult times. Budgeting for increases in salaries for
certified and classified staff and delivering the continuation of the Project ADVANCE stipends
as a salary differential are critical steps to retaining the highly-qualified staff that will sustain the
success of our District long-term.
Our Expansion requests of$2,974,000 target several identified needs that must be addressed for
the District to continue to grow. Offering a Virtual Academy, expanding our Social Emotional
Learning and Mental Health capabilities,providing several high-need positions in District
leadership to maximize efficiency and to place equity at the center of our work, and to
implement more effective professional development plans are all building blocks that will impact
the level of education our students receive as the District continues to move forward.
The grand total for all of these requests is $8,008,000. Due to the expectation that interest rates
will remain low into the upcoming fiscal year, the District estimates a decrease of$25,000 in
local revenues from a reduction in interest revenue. After accounting for the change in revenue,
the total deficit in the local operating budget and the final amount requested by the Board of
Education is $8,033,000. This would correlate to an increase of$650 per pupil, based on
projected enrollment levels.
Total Board of Education's Recommended Local Operating Budget
Request
Request
$2,974,000
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EXECUTIVE SUMMARY Page 114
Non-recurring Expenditures Plan
The Non-recurring Expenditure plan represents expenditures beyond the base FY 2020-21
budget and the proposed Continuation cost that would only be a one-time payment in FY 2021-
22. These expenditures would not recur beyond the year they are implemented as the Expansion
Requests would. These expenditures address vital short-term District needs. This year, the
COVID-19 pandemic has directly impacted the education of our students and has created, and in
some cases exacerbated, gaps that need to be filled. The return to schools amidst the continuation
of the pandemic also presents new challenges that must be addressed for our students and staff to
safely return. The following requests address these unique challenges that must be overcome to
continue providing the highest quality of education. They also include other one-time payments
to address operational deficiencies identified in several areas of the District.
One-time Federal Relief Funding
The Federal Government has taken several steps to stimulate an economic recovery to bring us
out of the economic downturn at the onset of the COVID-19 pandemic. The earliest instance of
relief relevant to the District came in the form of CARES Act Funding early in the current fiscal
year. That money was used to provide equitable technology access during the period of total
remote learning and to safely restart in-person learning. Subsequent to the CARES Act, the
Federal Government has passed two more rounds of funding with the Elementary and Secondary
School Emergency Relief(ESSER) Fund. ESSER Il is the next round available to the District
with a total of$3,226,426 allotted to the District by the State on March 4th. ESSER III has also
been passed for future use and NCDPI's initial planning allotment includes $7,219,087 for the
District, however this has not been finalized and allotted at this time. The following non-
recurring expenditures are the District's initial plan for this federal money in the upcoming fiscal
year. However, further planning will be required to ensure that this federal money is effectively
invested in high-return initiatives for our students before the funds expire in FY 2023-24.
Virtual Academy (Non-Recurring) $100,000
(Strategic Plan Goals: Student Success)
In order to plan and launch the Virtual Learning Academy next year in grades 9-12, there will be
a number of non-recurring start-up costs. These items include the purchase of technology,
professional development, and supplies/furniture.
Extended Day/Year Program $445,000
(Strategic Plan Goals: Student Success)
To address COVID-related unfinished learning and provide continued access to rigorous and
engaging content, the District is proposing to offer extended day and extended week learning
recovery and enrichment programming during the 2021-22 school year, including a Saturday
Academy for students in grades K-5 who need additional scaffolded instruction on grade-level
curriculum and targeted skills. These extended learning opportunities are necessary to accelerate
student growth and make up for precious time that has been lost during the pandemic. Extended
day programming would take place at each school from approximately 2:45-4:00 several days
per week. The extended week Saturday Academy would operate at a central location from
approximately 8:00-1:00 p.m. on Saturdays from Fall 2021-Spring 2022. Content-integrated
Literacy and Math Instruction would be provided during each session, with a focus on reviewing
and previewing priority grade level standards. Social-emotional learning will also be woven into
daily lessons, along with enrichment opportunities in the arts, outdoor learning activities, and/or
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EXECUTIVE SUMMARY Page 115
virtual field trips tied to the curriculum. We will also work with local colleges and universities to
recruit volunteer tutors to provide enhanced staff: student ratios and prioritize small group and
one-to-one tutorials. Student impact measurements will include growth in reading and math
skills, mastery of grade level priority standards, and social-emotional wellness.
Safety and Security Enhancement— Phase I $52500
(Strategic Plan Goals: Student Success and Organizational Effectiveness)
This request will enhance campus and district wide communication, school security, and
community access through enhanced ADA upgrades. This will be a 3-year project containing the
following items:
• $225,000: Emergency digital radio systems to ensure effective and efficient
communication during emergency situations. Current radio equipment is antiquated and
inconsistent,rendering communication between school staff as substandard. The
upgrades will allow direct emergency communications between the district office and
each school.
• $300,000: Intercom system(Interior and Exterior)upgrades or repairs to ensure clear
communication for general announcements and during emergency situations.
Additional phases of the project in years two and three will include upgraded panic alarm
systems, security cameras and interfacing all security systems with non-proprietary
equipment. Using proprietary equipment has resulted in increased costs, vendor specific repairs
and the reliance on vendor specified non-compatible security cameras and access control
devices.
Increased Custodial Costs Related to the COVID-19 Response $8000
(Strategic Plan Goals: Organizational Effectiveness)
Following the Centers for Disease Control (CDC) and North Carolina Department of Health and
Human Services (DHHS) guidelines to ensure proper standards are in place for daily sanitation
and disinfecting has resulted in additional cost and personnel in order to keep buildings safe and
clean. The use of part-time locally hired temporary workers along with a District rapid response
team has assisted in cleaning when COVID related issues were reported.
Temporary Services for the Human Resources Division $100,000
(Strategic Plan Goals: Organizational Effectiveness)
To ensure organizational effectiveness and continuity of services, the District is committed to
providing coverage for prolonged absences of classified staff members (clerical and support
services) in schools or departments that would not otherwise be able to be covered by existing
staff members. Due to the global pandemic, staff absences are exacerbated due to COVID related
reasons. These funds will allow us to cover approximately 5,000 hours when the aforementioned
staff members need to be away from work for an extended period of time.
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EXECUTIVE SUMMARY Page 16
Total Board of Education Non-recurring Expenditures
Virtual Academy
(Non-recurring)
$100,000
Safety and Security
Initiative-Phase I
III
row,
Extended 1.
Programs
111
Increased Custodial
Costs-COVID-19
$80,000
Temporary Services
for the HR Division
$100,000
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BOARD OF EDUCATION'S RECOMMENDED LOCAL OPERATING BUDGET
FOR THE BUDGET YEAR 2021-22
Total Cost Per Pupil
Cost
STUDENT ENROLLMENT PROJECTIONS:
2021-22 Student Enrollment Projection: 12,351
LOCAL CURRENT OPERATING BUDGET CONTINUATION COSTS
Salary and Benefit Costs:
Increase to Salary and Supplement Costs
Certified Staff Salary Increase(5.7%projected) $819,000 $66.31
Classified Staff Salary Increase(5%projected) 815,000 65.99
Local Supplement Increase(5.33%projected) 590,000 47.77
Total Increase to Salary and Supplement Costs 2,224,000 180.07
Increase to Employer Matching Benefit Costs
Matching Social Security and Medicare(7.65%) 125,000 10.12
Matching State Retirement(21.68%to 22.64%projected increase)(Fixed) 1,471,000 119.10
Premium Increase in Health Insurance Cost from$6,647 to$6,791 (Fixed) 278,000 22.51
Total Increase to Employer Matching Benefit Costs 1,874,000 151.73
Project Advance Salary Differential Continuation
Salary Differential Continuation 719,000 58.21
Matching Social Security and Medicare(7.65%) 55,000 4.45
Matching State Retirement(22.64%projected) 162,000 13.25
Total Salary and Benefits for Project Advance Continuation 936,000 75.78
Total Local Operating Budget Continuation Costs $5,034,000 $407.58
LOCAL CURRENT OPERATING BUDGET PRIORITY EXPANSION COSTS
Social and Emotional Learning/Mental Health Services Expansion 1,014,000 82.10
Elementary Math and English Intervention 880,000 71.25
Professional Development Office 550,000 44.53
District Senior Leadership Reorganization 65,000 5.26
Magnet Schools Dual Language Coordinator 80,000 6.48
Business and Financial Services Reorganization 80,000 6.48
Virtual Academy 305,000 24.69
Total Local Operating Budget Expansion Costs 2,974,000 240.79
Grand Total of Local Continuation and Expansion Costs 8,008,000 648.37
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BOARD OF EDUCATION'S RECOMMENDED LOCAL OPERATING BUDGET
FOR THE BUDGET YEAR 2021-22
DECREASE IN LOCAL FUND REVENUES
Reduction in Interest Earned on Investment (25,000) 2.02
Total Decrease in Local Fund Revenues (25,000) (2.02)
Deficit in Local Current Operating Budget 8,033,000 650.39
Fund Balance Appropriated - -
TOTAL DISTRICT APPROPRIATION REQUEST 8,033,000 650.39
*The ad valorem tax rate for 2021-22 is estimated to generate$2,146,501 per$.01 increase.The District receives
approximately 63%of the revenue increase or$1.353,346.A 5.94 cents tax rate increase would be required to
fund the$8,033,000 shortfall.
**The special district tax rate for 2021-22 is estimated to generate$1,363,791 per$.01 increase.The revenue neutral
projected rate is 18.30 cents,down from the current 20.18 cents. The special district tax would need to increase
by 5.89 cents from the revenue neutral rate to a new rate of 24.19 cents to fully fund the shortfall.
BOARD OF EDUCATION'S NON-RECURRING EXPENDITURES SUMMARY
FOR THE BUDGET YEAR 2021-22
Non-Recurring Expenditures for Budget Year 2021-22
Virtual Academy $ 100,000 $ 8.10
Extended Day/Year Programs 445,000 36.03
Safety and Security Initiative-Phase I 525,000 42.51
Increased Custodial Costs Related to the COVID-19 Response 80,000 6.48
Temporary Services for the Human Resources Division 100,000 8.10
Total Non-Recurring Expenditures for Budget Year 21-22 $ 1,250,000 $ 101.21
ONE-TIME FEDERAL RELIEF FUNDING
ESSER-II Cares Act Funding $ 3,226,426 $ 261.23
ESSER-III(NCDPI Planning Allotment) 7,219,087 584.49
Total One-time Federal Relief Funding $10,445,513 $ 845.72
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Identified Needs in the School Budget Requests
Summary of General Takeaways from Elementary School Budget Requests:
• Our three Magnet/Dual Language schools requested the allocation of a Dual Language
Coordinator position to serve as the liaison between the relevant District departments and
the three schools.
• The pandemic and remote instruction have undoubtedly created a learning gap that must
be remedied as our students return to in-person instruction. Every school indicated
requests for increases in tutoring funding to provide additional support that would help
fill these gaps.
• At the onset of the pandemic and remote instruction, our schools provided their students
with necessary ARC materials to take home and supplement the remote instruction. Many
schools noted that it is likely much of these materials will not make their way back to the
schools once in-person instruction resumes. As such, many schools included requests to
help replenish those resources and to continue implementing ARC training and programs
into their curriculum.
• Every school mentioned a focus and a need for additional funding in Social and
Emotional Learning (SEL). This will be a vital aspect of our students' learning as they
return from over a year of limited social contact. Mental health will be an important issue
to monitor with our students.
• Our three Magnet/Dual Language schools included a request for sponsoring visas (H1-B
and Permanent Residency) especially for former CHCCS teachers that have been vetted
(C3.04). We must be able to retain the Dual Language staff in whom we invest
significant time, money, resources, and relationships.
Summary of General Takeaways from Middle School Budget Requests:
• Social Justice must remain at the forefront of our instruction, especially when we return
to in person. Several schools mentioned the use of equity-based school wide book
studies, equity training for staff, and equity staff teams to ensure there is always an equity
lens provided with our instruction.
• Several schools highlighted the importance of addressing the disproportionality in student
discipline, whether it be through additional staff training or implementing various student
support systems.
• All schools mentioned SEL as a key focus when we ultimately do return to school.
Mental health is a real and present concern for many students after being isolated and
without much social interaction for the last 12 months. The presence of some form
of Mental Health Experts would be a vital part of improving student success upon
return.
• The need for remediation and catching up is going to be a major obstacle upon return.
Filling the learning gaps created by the extended period of remote instruction will take
time and effort beyond the normal scope of the classroom. Additional tutoring and
remediation plans need to be in place to ensure our students are set up for success as we
move forward.
• The pandemic has placed a burden on the relationship between the schools and the
public. There is a lot of work that has to be done to repair these relationships and gain the
full trust of the families around the District. Every school highlighted the importance of
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EXECUTIVE SUMMARY Page 120
family and community engagement and offered several ideas and programs to address
this area of need.
Summary of General Takeaways from High School Budget Requests:
• Each high school requested that their Athletic Directors and Athletic Trainers be moved
from 10-month employees to 12-month employees.
• Each high school requested the allocation of a testing coordinator at each school.
• Carrboro HS requested an additional AP that would also serve as the testing coordinator
• Additional Funds for First-year Transition.
o Additional supplies, stipends for staff, and professional development related to
first-year support will greatly improve the transition that has to be made by the
students as they enter high school.
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EXECUTIVE SUMMARY Page 121
1 � e 1 �
Our learning a en onally designed to Our schools exis ex , t empower,inspire
empower,inspire and engage students. and engage.
empower inspire •
Student Success
Student Success addresses the academic,social and emotional capacities of
students.The Student Success goals assist students in exploring,defining
and solving complex problems; pursuing their unique interests,passions
and curiosities; and contributing to the community through dialogue,
service and leadership-all while supporting to the child's well-being.
• Employee Experience
•� 1 The greatest resource of any organization is its people. Employee
• Experience refers to all people, processes and systems related to an
• • organization's employees.It includes the skills,knowledge and experience
•
that represent an investment in people. CHCCS is committed to the
•
• growth,development and care of its employees.
Family and Community Engagement
Schools are successful when parents, educators and communities lock
arms and work together for the benefit of students.Chapel Hill-Carrboro
community stakeholders are crucial partners in student success, and,
as such, are actively engaged in productive and equitable two-way
communications.
Organizational Effectiveness
Education of children is the core mission of the school district. Ensuring
all children's success is only possible if the organization is completely
_ aligned and focused on student academic needs,behavioral support,and
social and emotional growth. CHCCS is committed to improving our
organizational effectiveness and culture to ensure all children succeed.
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EXECUTIVE SUMMARY Page 122
Board of Education
The Board of Education is comprised of seven community members elected to set policy and
direction for the local school district. The Chapel Hill-Carrboro City Schools Board of Education
includes seven members who serve four-year terms.
CHCCS School Board's Mission Statement:
To facilitate the CHCCS Mission by establishing and maintaining policies that are in the best
interest of our students, communicating and engaging with key stakeholders, and hiring and
collaborating with the district superintendent.
Jillian LaSerna, Deon Temne,
Chair Vice Chair
ji1han.1aserna@chccs.k12.nc.us dtemne@chccs.k12.nc.us
-
•�a
w'
T
Lisa Kaylie
Joal Broun Mary Ann Wolf
broun chccs.k12.nc.us mawolf chccs.k12.nc.us
. Q
Ashton Powell Rani Dasi
a owell chccs.kl2.nc.us rdasi chccs.kl2.nc.us
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EXECUTIVE SUMMARY Page 23
Organization Chart
Chapel Hill and Carrboro Citizens
School Board
Superintendent
Patrick Abele,Assistant Jessica O'Donovan,Assistant
Superintendent Support Services Superintendent Instructional Services
Charles Banks,Senior Executive Jonathan Scott,Interim Chief
Director of Student Services Finance Officer
Jeff Nash,Public Information Misti Williams,Senior Executive
Officer Director of Leadership and Strategy
Executive Director of Equity and Erika Newkirk,Senior Executive
Inclusion Director of Human Resources
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EXECUTIVE SUMMARY Page 124
FY 2021-22 Budget Preparation Timeline
In accordance with North Carolina General Statute (GS 115C—428), the Superintendent shall
prepare a budget for the ensuing year and submit to the local Board of Education no later than
May 1. Before submitting the prepared budget, the Board of Education may choose to hold a
public hearing at which time any persons who wish to be heard on the budget may appear. North
Carolina LEAS are fiscally dependent on the local governing body, which in the District's case is
the Orange County Board of County Commissioners. After consideration of the budget and the
public hearing, the Board of Education will submit the budget to the Orange County Board of
County Commissioners no later than May 15 (GS I I5C—429).
The following is a summary of the budget preparation process timeline for the upcoming year:
November -December
• Finance Committee holds preliminary budget discussions
• Cabinet holds Budget Strategy Work Session
• The budget development process for gathering school and department budgets is
considered and established
January—February
• Budget Request Worksheets are distributed to schools and departments
• Board of Education holds first budget work session
• Schools present budget requests to Cabinet based on school data, identified needs,
schedules, and special circumstances
• Departments submit budget requests to Business and Financial Services Division
• Superintendent presents preliminary budget information to Board of Education
March -April
• Superintendent submits FY2022 Proposed Budget Request to the Board of Education
• Board of Education holds Public Hearing work session
• Board of Education holds budget work session for final consideration and review
• Board of County Commissioners holds budget work session for consideration and review
• Board of Education approves FY2022 Budget Request and submits to the Board of
County Commissioners
May—June
• Board of County Commissioners holds Public Hearing on budget
• Board of County Commissioners holds work sessions to review requested budget
• Board of County Commissioners holds final Public Hearing and work session
• Board of County Commissioners adopts FY 2021-22 Local and Capital Fund budget
• Board of Education approves Final Budget Resolution for all Fund Codes
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FY 2021-22 Budget Preparation Process
For this year's budget process, the District implemented an improved budget request process
to gather data from Schools and Budget Managers. These changes primarily came from the
advice and recommendations received from the Board's External Review.
The District updated the budget preparation process to move towards what is known as a
"zero base"budgeting process. Essentially what this means is that instead of just adjusting
the prior year's numbers, each department will submit a request based on what they predict
will be needed in the upcoming year. This will result in a budget that is built solely from the
needs of the upcoming year, without much attention to the previous year. This year, it is not
intended to jump straight to a purely"zero base"process, so each department will be
provided their current budget as a guide,with the ability to request and reallocate for any
needs they predict in the upcoming year.
For each line item of the department's budget,we asked the manager to provide a few
additional data points beyond the dollar amount requested:
• A Category and Subcategory that the expense fit into (i.e. new growth initiative,
enhancement to existing program, continuation, etc.)
• Alignment to the Strategic Plan (Student Success, Employee Experience, Family and
Community Engagement, Organizational Effectiveness)
• A written justification to provide details about the expense
We also asked a set of general questions for each request relating to the broader picture of the
department within the District:
• A Department Description
• Achievements during the Prior Year
• Major Work Initiatives for the Upcoming Fiscal Year
• What are the equity impacts from this request?
Each piece of requested data is intentional in the overarching goal of building trust with our
community. Stating the prior year's achievements and declaring the work initiatives of each
department holds each department accountable year over year. The question on equity
ensures that equity is at the forefront of everything the District does and documenting the
known impacts holds the District accountable in this regard. Aligning each expense with the
Strategic Plan ensures that everyone in the District is working in unison towards our
District's goals. Justifying each expense ensures transparency and allows the public to gain a
deeper understanding of the decisions made by the District.
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EXECUTIVE SUMMARY Page 126
Changes in Fiscal Management for FY 2021-22
Through the beginning of the current Fiscal Year(2020-21),the Board of Education requested
and engaged in an External Financial Review of various processes related to the budget
preparation and fiscal management processes of the District. The goal was to identify
deficiencies and seek feedback on the many processes that the Business and Financial Services
Division manages to ensure smooth and efficient budgeting,purchasing, and fiscal operations of
the District. The External Financial Review produced several recommendations to ensure
compliance with board policies and statutes, as well as best practices to maximize efficiency in
these processes:
Budget Preparation Recommendations
I. As stated earlier,budget managers should identify in the budget process the need for all
services contracts, and the consultants recommend following a process for service
contracts of over a certain dollar threshold(possibly$10,000)that was outlined by a staff
member during an interview.
2. As a part of the annual budget process, we recommend identifying needs, bidding the
anticipated purchases, selecting one or more vendors, contracting for a realistic"not to
exceed" and getting Board approval prior to July 1. As described in the best practices
section, the contract should be encumbered in early July so that the software will prompt
the budget manager and the finance officer if/when the contracted budget amount needs
to be exceeded and an amended contract is required.
As stated in the budget preparation process, the District shifted towards "zero-base"budget
requests in which each school and department make a request based on their needs for the
upcoming year. The budget worksheets provided to each of our schools allowed them to identify
service contracts and other needs prior to the start of the fiscal year. Therefore, when the new
fiscal year begins, budget managers can encumber the funds necessary to cover those contracts.
Fiscal Management Recommendations
3. When staff members consider purchases with vendors who offer both services and
supplies, material, or equipment, the consultants recommend that the contract no longer
be considered a contract for services and follow the provisions of Policy 6430.
4. In the operations area, the consultants recommend the current practice for purchases
above $25,000 (the assistant superintendent of operation's threshold) for all purchases
between $25,000 and $90,000: identify three vendors who can provide the supplies,
material, or equipment; receive informal quotes from at least two vendors (can be
collected by phone or e-mail); select the lowest responsible quotation; document the
request and response; and then purchase the supplies, materials, or equipment.
5. If construction work is expected to cost between $30,000 and$300,000 then the informal
bid process outlined in Recommendation#7 should be used: identify three vendors who
can complete the construction work; receive informal quotes from at least two vendors
(can be collected by phone or e-mail), select the lowest responsible quotation, document
the request and response, and then construct the project. (G.S. 133-1.1 requires that
architectural and/or engineering(A&E) design services be used on certain projects—
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EXECUTIVE SUMMARY Page 127
these requirements are reflected in the recommended policy changes for Policy 9030
below).
6. If the construction project is expected to cost in excess of$300,000, then bid
specifications must be prepared by an architect or engineer, with the project formally
advertised, and bids solicited. (A pre-bid meeting should be conducted for large
complicated projects.) Once the successful bidder is identified, the contract should go to
the school board attorney and then to the Board for approval.
The District has revised several policies as a result of the Financial Review. Board Policies 6420,
6430, and 6450 were all reviewed and updated to provide clearer language for intent and
understanding for all users. In December, 6420 was revised to clarify the language surrounding
multiple contracts with vendors within the fiscal year. Payments to a single vendor cannot
exceed $90,000 in aggregate during a fiscal year. Additionally, contracts cannot be divided
between fiscal years to with the purpose of avoiding this threshold. In December, 6450 was also
revised to clearly state the situations in which informal bidding and formal bidding are required.
In February, 6430 was revised to clarify the language surrounding the Board and
Superintendent's ability to reject contracts under certain circumstances.
To implement all of these procedural changes effectively, a Contract Routing form is used to
proactively identify the required approval and actions to be taken before the writing of any
contracts. This allows for proper review by all necessary staff and clearly explains the
competitive environment, informal bidding, and formal bidding requirements.
Position Recommendations
7. The consultants recommend that the Board consider employing in-house legal counsel to
assist the Board in all these matters.
8. Business and Financial Services will need to fill the Purchasing Agent position vacated
due to retirement on January 1.
9. The consultants recommend that the Director of Business and Financial Services position,
vacated when Jonathan Scott was named interim Finance Officer,be filled to provide
additional purchasing and contracting oversight.
Each of these positions is addressed by the Superintendent's Local Operating Budget Request in
the reorganization for senior level District leadership and the Business and Financial Services
reorganization plan. All three positions will relieve pressures and bottlenecks in various
purchasing, reporting, and managing processes in the Business and Financial Services Division.
Other Fiscal Management Procedures Changes
Independent from the Financial Review,the District has implemented some other procedural
changes relating to fiscal management. The first is a monthly report to the Board that details all
vendors that have received payment from the District over$50,000 in aggregate during the
current fiscal year. This report allows both the Board and the public to review the District's
purchasing practices and hold the District accountable to its purchasing policies. Beyond that, the
District has implemented complete digitization of the purchasing process. In order for a purchase
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EXECUTIVE SUMMARY Page 128
order to be approved and created, the document cabinet in the ERP system must contain all of the
relevant documentation. This would include items like the bids and quotes received for the
purchase, the completed service contract, and other miscellaneous documents. This benefits the
District in aligning with its sustainability goals and provides an easily accessible,permanent
document trail should any of this information need review in the future. Finally, the District has
moved to using an attorney-created contract template. This template both protects the District
when entering into service contracts with vendors and streamlines the contract writing process so
our purchasing process can continue efficiently. It also ensures that the District member entering
into the contract provides every piece of required information in the contract, to avoid any
situations where important information is accidently omitted. Each of these procedural changes
were set up to ensure compliance and increase efficiency in their various aspects of the fiscal
management process for the District.
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EXECUTIVE SUMMARY Page 129
Summary of Revenues and Expenses by Fund
State Other
Public Local Federal Capital Child Community Local
School Operating Grants Outlay Nutrition Schools Revenues
Fund Fund Fund Fund Fund Fund Fund Total
Revenues:
State TBD $ - TBD TBD TBD TBD TBD
Local TBD 86,549,842 TBD TBD TBD TBD TBD
Federal TBD - TBD TBD TBD TBD TBD
Fund Balance Appropriated TBD - TBD TBD TBD TBD TBD
Fund Transfers TBD 528,000 TBD TBD TBD TBD TBD
Total Revenues TBD $87,077,842 TBD TBD TBD TBD TBD
Expenditures:
Instructional Services TBD $63,376,898 TBD TBD TBD TBD TBD
System-Wide Support Services TBD 22,738,722 TBD TBD TBD TBD TBD
Ancillary Services TBD 1,692 TBD TBD TBD TBD TBD
Non-Programmed Charges TBD 960,530 TBD TBD TBD TBD TBD
Capital Outlay TBD - TBD TBD TBD TBD TBD
Total Expenditures TBD $87,077,842 TBD TBD TBD TBD TBD
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EXECUTIVE SUMMARY Page 130
Fiscal Year Budget Comparisons
Budget Percent
Change Change
FY18 FY19 FY20 FY21 FY22 FY21 to FY21 to
Actual Actual Actual Budget Proposed FY22 FY22
State Public School Fund
Revenue $66,728,884 $74,573,183 $75,505,555 $78,457,074 TBD
Expenditures 66,728,884 74,573,183 75,505,555 78,457,074 TBD
Ending Net Balance - - - - -
Local Operating Fund
Revenue 76,775,899 76,978,927 79,044,842 79,236,083 87,077,842 8,033,000 10.14%
Fund Balance Appr. 1,034,334 - 3,100,000 4,983,261 - -4,983,261 -100.00%
Expenditures 74,948,800 75,960,350 75,990,307 84,219,344 87,077,842 2,858,498 3.39%
Ending Net Balance 1,827,099 1,018,577 3,054,535 - -
Federal Grants Fund
Revenue 3,475,998 3,564,746 2,899,485 5,178,432 TBD
Expenditures 3,475,998 3,564,746 2,899,485 5,178,432 TBD
Ending Net Balance - - - - -
Capital Outlay Fund
Revenue 9,647,613 27,902,044 42,904,734 29,557,325 TBD
Expenditures 9,089,561 27,920,558 42,261,878 29,557,325 TBD
Ending Net Balance 558,052 (18,514) 642,856 - -
Child Nutrition Fund
Revenue 4,608,078 4,564,049 4,416,601 4,851,966 T 3D
Expenditures 4,637,871 4,190,759 4,215,226 4,851,966 T3D
Ending Net Balance (29,793) 373,290 201,375 - -
Community Schools Fund
Revenue 2,197,573 2,073,300 1,804,391 1,981,189 TBD
Expenditures 2,460,001 1,934,825 1,504,712 1,981,189 TBD
Ending Net Balance (262,428) 138,475 299,679 - -
Other Grants Fund
Revenue 2,454,278 6,403,734 7,029,764 10,497,954 TBD
Expenditures 2,164,566 5,039,192 5,677,850 10,497,954 TBD
Ending Net Balance 289,712 1,364,542 1,351,914 - -
Total Net Position 2,382,642 2,876,370 5,550,359 - - -
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EXECUTIVE SUMMARY Page 131
Enrollment Trends and Forecast
Prior to this year, the District had seen steady enrollment growth over the last 10 years with
average growth just under 1% each year. This year's enrollment is much more complicated than
in previous years. The COVID-19 pandemic has introduced major uncertainty for families
around the District, and it is difficult to predict how many students will return to our schools in
the new school year. The graph below highlights the overall trend of student enrollment across
the last 10 years:
14,000
13,500
13,000
12,500
12,000 /
a�
W 11,500
11,000
L
a�
on
10,500
a�
Q
10,000
9,500
9,000
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
ADM 11,629 11,905 12,094 12,138 12,076 11,965 12,113 12,239 12,296 12,270 11,764 12,351
*if adopted at the projected FY2021-22 adjusted level of 12,351 ADM
The District adopts its budget for the upcoming year in June based on what the projected
enrollment is at that time. The actual number of students enrolled is taken on the 40th school day
of the year. The table below shows the prior year's adopted enrollment, the prior year's 40th Day
enrollment, and the State's initial projection of enrollment:
FY21 40th Day to FY22
Projection
FY 2021 FY 2021 FY 2022
Adopted 40th Day Projected
Enrollment Enrollment Enrollment Change Percent
Elementary School 5,307 4,926 5,246 320 6.50%
Middle School 3,870 3,909 3,128 (781) -19.98%
High School 3,072 2,912 4,059 1,147 39.39%
Other 30 17 20 3 17.65%
Total 12,279 11,764 12,453 689 5.86%
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EXECUTIVE SUMMARY Page 132
Tax Base and Rate Trends
Real property taxes are levied on the assessed value of real estate owned by businesses,
individuals, and public service corporations. Personal property taxes are levied on the assessed
market value of tangible property such as vehicles, mobile homes, heavy equipment, machinery,
and tools. Real property tax assessments are conducted by the County Assessor, while personal
property assessments are conducted by the Commissioner of the Revenue. Both real and personal
property taxes are levied on 100% of assessed market value. Rates are established per $100 of
assessed value. The total tax base and tax rates for Orange County over the last 10 fiscal years
are summarized below:
Assessed
Value as
Public- Less Tax- Direct Estimated %of
Fiscal Personal Service Exempt Total Assessed Tax Actual Market Actual
Year Real Property Property Companies Property Value Rate Value Value
2020 $16,974,899,491 $1,726,673,593 $337,564,917 $82,646,419 $18,956,491,582 0.868 $21,116,733,410 89.77%
2019 16,603,198,106 1,821,061,820 337,735,426 80,381,765 18,681,613,587 0.850 20,299,482,328 92.03%
2018 16,385,248,774 1,711,150,366 315,583,138 81,081,408 18,330,900,870 0.838 19,247,060,972 95.24%
2017 15,168,750,327 1,620,578,558 306,434,830 71,244,631 17,024,519,084 0.878 19,932,700,016 85.41%
2016 15,020,157,254 1,442,897,338 382,744,805 67,617,005 16,778,182,392 0.878 19,676,536,170 85.27%
2015 14,863,350,430 1,461,891,252 244,191,811 67,500,359 16,501,933,134 0.878 19,323,118,424 85.40%
2014 14,734,501,833 1,724,462,428 239,923,242 66,527,135 16,632,360,368 0.858 19,398,362,762 85.74%
2013 14,630,730,056 1,274,117,983 235,565,073 64,439,641 16,075,973,471 0.858 18,896,681,052 85.07%
2012 14,509,087,828 1,217,661,746 234,219,001 61,832,450 15,899,136,125 0.858 18,726,408,865 84.90%
2011 14,349,991,992 1,173,260,442 228,934,751 92,197,005 15,659,990,180 0.858 18,269,667,186 85.72%
$22,000,000,000 - - —
$21,000,000,000 - - —
$20,000,000,000 - -
$19,000,000,000 - -
$18,000,000,000
$17,000,000,000
$16,000,000,000
$15,000,000,000
$14,000,000,000
$13,000,000,000
$12,000,000,000
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
—*--Estimated Actual Market Value --*--Total Assessed Value
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EXECUTIVE SUMMARY Page 133
Debt Obligations and Changes
The District maintains a very healthy financial obligation position by incurring low amounts of
debt only when necessary. The District recommended and the Board approved the payoff of a
loan with Grapeland State Bank that was used to upgrade the GPS systems in buses around the
District. The total amount paid off was approximately$55,000 that would have matured in June
of 2022. The only major debt obligation entered into during FY 2021 thus far was an installment
purchase from Trinity 3 Holdings, LLC to provide each of our secondary students with
Chromebooks. This was a 4-year agreement totaling $3.44 million. Payment of the year 1
obligation has already been made, which brings the remaining obligation down to $2.58 million.
Year Ended June 30 Installment Purchases Total Debt Obligations Per Capita
2020 $ 194,468 $ 194,468 N/A
2019 344,995 344,995 $ 2.32
2018 362,825 362,825 2.48
2017 167,778 167,778 1.16
2016 597,416 597,416 4.21
2015 601,602 601,602 4.26
2014 890,391 890,391 6.34
2013 1,212,475 1,212,475 8.64
2012 39,468 39,468 0.29
2011 137,760 137,760 1.03
Source:Chapel Hill-Carrboro City Board of Education,North Carolina,Annual Financial Reports.
Note:This table is a ten-year schedule.However,current year county level annual population estimates are not released by the U.S.
Census Bureau until the spring of the following year.Therefore,June 30,2020 population-based information will be shown above as
"N/A",and the information will be reported for the year ended June 30,2021,if applicable.
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Orange CountySchools
2021 -2022
Local Budget
Funding Request
►s y
s:
I_—
r
r
s
Dr. Monique Felder, Superintendent
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Table of Contents
Introduction
Boardof Education ............................................................................................................... 4
Superintendent's Message.................................................................................................. 5
Central Services Organization Chart................................................................................... 7
Orange County Schools Budget at a Glance...................................................................... 8
Who Works In Orange County Schools............................................................................ 10
WhoWe Serve..................................................................................................................... 11
Success During a Pandemic............................................................................................... 13
Struggles During a Pandemic............................................................................................. 14
Financial Section
FY2021-22 Budget Proposal............................................................................................. 18
FY 2021-22 Local Budget Request.................................................................................... 19
FY 2021 Fund Balance Projection..................................................................................... 24
CoronavirusRelief Funds................................................................................................... 25
FY 2021-22 Capital Investment Plan................................................................................. 26
60
Board of Education
Hillary Mackenzie Brenda Stephens
Board Chair Board Vice Chair
hillary.mackenzie@orange.kl2.nc.us brenda.stephens@orange.kl2.nc.us
AMP1�
Will Atherton Carrie Doyle
Board Member Board Member
wiILatherton@orange.kl2.nc.us carrie.doyle@orange.kl2.nc.us
Bonnie Hauser Jennifer Moore Sarah Smylie
Board Member Board Member Board Member
bonnie.hauser@orange.kl2.nc.us jennifer.moore@orange.kl2.nc.us sarah.smylie@orange.kl2.nc.us
61
Superintendent's Budget Message
..,, - M
April 20, 2021
As planning and preparation begins for the 2021/2022 school year, Orange County Schools finds itself facing
many challenges, not all of which are unique to our district. Like districts across the state, the focus in 2020-
2021 quickly turned from getting students access to remote learning to getting students and staff, safely,back
into our buildings. Orange County Schools has successfully transitioned students and staff back into our
buildings with seven elementary schools currently operating in Plan A and the three middle and high schools
operating in Plan B.
As you know, the infusion of additional funds from; (1) The Coronavirus Aid, Relief&Economic Security
Act known as CARES Act, (2) The Coronavirus Response &Relief Supplemental Appropriations Act known
as CRSSA Act and(3) The American Rescue Plan known as ARP Act, enabled school districts to better re-
spond to the ever-changing environment COVID presented although infused with many restrictions. The
FY2022 budget presented for Commissioner consideration incorporates the district plan for the additional
funding, to be released later this fiscal year, from the CRSSA and ARP Acts. Thankfully, Legislatures re-
laxed restrictions in the CRSSA and ARP Acts to enable school districts the flexibility needed to address
learning loss,provide remediation and enrichment opportunities and provide the much needed social and
emotional support students and staff are needing after a pandemic.
The budget presented for consideration was developed in alignment with the following four priorities that
remain the focus of OCS:
1. Equity—Ensuring ALL students have what they need to be successful; eliminating disparities and
creating supportive, safe, inclusive &responsive learning environments.
2. Literacy—To ensure that ALL students are proficient in their ability to read, write, listen, speak
and think critically across all content areas.
3. Climate & Culture/Social Emotional Learning(SEL)—Creating safe, healthy and inclusive learn-
ing and work environments that ensure student and staff success and well-being.
4. Family Engagement—Engaging, empowering and giving voice to all families which is vital to the
success and continual achievement of our students.
Focus in these areas afforded OCS the ability to make strides during a pandemic and will provide the neces-
sary structures and frameworks to close gaps in the upcoming school year. Through the leadership of the
School Board and the staff within OCS, we were still able to accomplish great things.
• E ui : Partnered with IDRA to provide equity training to school-based staff on topics such as
culturally responsive teaching; reviewing district policies through an equity lens;providing train-
ing to the Board of Education on a number of equity topics; etc.
• Literacy: Successfully stood up a remote learning model of instruction; converted in person cur-
riculum for an online platform; implemented a district-based assessment tool in absence of state
assessments to monitor student progress; developed and implemented self-paced option for stu-
dents;planning for professional development that will build staff's capacity regarding the Science
of Reading and the implementation of new curriculum that will provide access to more rigorous
curriculum; opened five Supervised Learning Labs to provide families a safe environment for
their students to learn while parents continued working; etc.
• Climate & Culture/SEL: Developed and implemented in person small group learning opportuni-
ties to meet the academic and SEL needs of students;provided supplemental meals to the commu-
nity (i.e.food boxes, meals over weekends and during breaks); implemented numerous health and
safety protocols; etc.
62
Superintendent's Budget Messageim
• Family Engagement: Improved communications by launching a new website with translation features;
hired Family Liaisons who are bilingual at all schools to support family engagement; applied and was ac-
cepted to the Flamboyan Foundation Fellowship in an effort to better engage our families; established a Es-
sential Partners Committee with the faith-based community and business partners designed to improve out-
reach to marginalized families; etc.
Although great things were and continue to be accomplished, we realize much work lies ahead in service to
children. The budget presented for your consideration requests the necessary funding to support our budget
as follows:
• Increase in charter enrollment of 34 students
• Anticipated state mandated salary and benefit increases of 5.7% for certified staff(teachers) and
5.0% for non-certified staff
• Operational cost increases to support the necessary service agreements for hotspots distributed to
students lacking broadband connectivity, increased square footage with the Cedar Ridge High
School wing addition and the necessary bilingual staff added to afford communication with our
Spanish speaking families.
• $985,800 in expansion budget to afford additional staff to better support students' academic and/
or SEL needs to address the impact of COVID including remediation, readiness and enrichment
needs and the health and safety needs for students and staff.
Additionally, we have incorporated several expansion budget items for consideration which will afford the
district maximum use of the ESSER II and III funding anticipated later this fiscal year. Our current plan will
utilize ESSER funding to support:
• Improvement of teaching and learning through professional development and curriculum en-
hancements to improve rigor and access
• Increase staff s capacity to provide high quality literacy instruction across all content areas
• Extended Learning Opportunities (i.e., Summer Scholars Program, Saturday Academy)
• Opening of a new stand-alone virtual school--OCS Online Academy
• Enhancing school-based staffing in support of student learning and well-being (i.e., school coun-
selors, math coaches, interventionists, additional teacher assistants, etc.)
• Possible reimagined choice programs
• School-level grants to support the year-round customized needs identified by principals and their
staff
Orange County Commissioners have and continue to be responsive to our students' needs, but we continue to
face new mandates at the state and federal level. Our budget request for the 2021-2022 school year includes
$37.3 million in support of continued operations and $0.9 million in expansion requests for a total request of
$38.3 million. This would require an increase in per pupil spending of$357.00.
We believe the budget presented for your consideration aligns with the Orange Schools Strategic Plan and
our continued focus on Equity, Literacy, Climate/Culture and SEL and Family Engagement. We look for-
ward to the year ahead and celebrating the successes of our students, staff and families.
Sincerely,
63
ORANGE COUNTY SCHOOLS
CENTRAL SERVICES LEAD ADMINISTRATORS
Superintendent's Office
Dr. Monique Felder Superintendent
Dr. Kathleen Dawson Deputy Superintendent
Curriculum and Instruction
Ambra Wilson Executive Director of Literacy
Jason Johnson Executive Director Student Support Et School Improvement
Dr. Chris Gammon Executive Director Curriculum Et Instruction
Connie Crimmins Director, Exceptional Children
Sherita Cobb Director,Student Support
Shannon Braxton Director, College and Career Readiness
Crystal Vaught Director, Testing Et Accountability
Operations
Vacant Chief Operations Officer
Roger Ivey Director, Maintenance
Jarwin Hester Director, Environmental Health Et Safety
Sara Pitts Director, Child Nutrition Services
Larry Albert Director, Transportation
Finance
Rhonda Rath Chief Finance Officer
Human Resources
Teresa Cunningham-Brown Chief Human Resources Officer
Information Technology
Todd Jones Chief Technology Officer
Communications
Melany Stowe Public Information Et Family/Community Engagement Officer
Equity
Dr. Dena Keeling Chief Equity Officer
64
Budget at a Glance
Where the money comes from: Sources of Revenue
General Funds w Special Funds w Enterprise Funds
FederalCapital
State
$48,406,539 $15,729,319 School Food Service $2,576,160
$160.5 million in total budgeted revenues for the 2021-22 school year
General Revenue Funds—$102.4 million-63.8% of total revenue—$12,632 per pupil
These funds support districtwide instructional programs, operations and administration.
=> State Public School Fund—$48.4 million—$5,969 per pupil—represents the largest revenue
source for Orange County Schools. This revenue is generated primarily from state income and
sales taxes. These revenues are intended to adequately support basic instruction programs for
North Carolina's students.
=> Local Operating Fund—$38.3 million—$4,724 per pupil—is comprised primarily from Orange
County property and sales taxes. These revenues support school building maintenance and oper-
ations and supplement state funds for instructional programs.
=> Federal Grants Fund—$15.7 million—$1,937 per pupil—includes Covid relief funds allocated to
Orange County Schools from the Elementary & Secondary School Emergency Relief Fund (ESSER II
& III). These revenues provide additional support for students with disabilities as well as our ele-
mentary schools with a high proportion of children from low income families.
Special Revenue Funds—$54.6 million—$6,730 per pupil—are restricted for specific purposes.
=> Capital Outlay Fund—$51.3 million—$6,324 per pupil—consists primarily of proceeds from local
general obligation bonds, Supplemental deferred maintenance funding, local annual operations
and maintenance appropriations and proceeds from the state lottery. North Carolina law stipu-
lates that counties are charged with building, equipping and maintaining school facilities.
=> Other Restricted Fund—$3.3 million—$406 per pupil—represents funds received rom other
sources for specific purposes. The largest component of this fund is Medicaid/MAC and nurse re-
imbursements.
Enterprise Funds—$3.5 million—$427 per pupil—consists of the School Nutrition and Child Care funds. The
revenues received in these funds are based on fees for service. They are intended to be self-supporting.
65
Budget at a Glance
Where the money goes: Expenses by Category
Personnel I Non-Personnel
41 =1W
Salaries Capital
$64,455,817
Purchased
Benefits Supplies & Materials Services
$160.5 million in total budgeted expenses for the 2021-22 school year
Personnel—$90.3 million
=> Salaries—$64.5 million—represents state base pay, local supplements, extra duty pay and all oth-
er supplements such as longevity pay for classified staff..
=> Benefits—$25.9 million—includes an estimated $6,791 employer health insurance contribution
for full time employees, an estimated employer contribution of 22.97% of employee salary to-
wards the Teachers and State Employees Retirement System for full time employees, and the
matching 7.65% employer matching contribution for Social Security/Medicare (FICA) taxes for all
employees.
Capital Investments—$51.5 million
Represents general contracts and repairs pertaining to major building repairs and maintenance (Roofing,
HVAC, Security, etc) in addition to architect fees and improvements to existing sites. Capitalized assets pur-
chased with State, Federal or local funds are also included as well as the installment payment associated with
1:1 technology device refresh.
Supplies & Materials—$12.1 million
Comprised of any article or material that: 1) is consumed in use; 2) loses its original shape or appearance
with use; 3) is expendable; 4) inexpensive; and 5) loses its identity through incorporation into a different or
more complex unit. OCS major expenses include textbooks and curricula, computer hardware and software
and classroom supplies. Operational expenditures surrounding custodial supplies, fuel, tires and replace-
ment parts for transportation are also included.
Purchased Services—$7.9 million
OCS major purchases include utilities (water/sewer, electricity, phone, natural gas), building and equipment
repairs, printer/copier lease, transportation, legal fees and insurance.
66
Who Works in Orange County Schools
Teachers �98
Instructional Support ■ 319
Operational Support ■ 253
Technical&Admin Support 85
School Leadership ■ 33
Central Admin ■ 26
0 100 200 300 400 Soo 600 700
Teachers-598 (45.5% of all OCS staff)
Includes regular classroom instruction personnel (standard course of study), art/music/physical education/
world languages, specialized instruction for students w/disabilities, English Language Learner and academi-
cally/intellectually gifted.
Instructional Support-319 (24.3%of all OCS staff)
Includes teacher assistants, math and literacy coaches, instructional facilitators, media, guidance counselors,
social workers, nurses, psychologists, school-based specialists, speech pathologists, physical and occupation-
al therapists, interpreters, translators and bus monitors.
Operational Support-253 (19.3% of all OCS staff)
Includes bus drivers, custodians, cafeteria workers and skilled trades workers (i.e. HVAC, plumber, etc)
Technical &Administrative Support-85 (6.5% of all OCS staff)
Includes school level treasurer/bookkeepers, IT technicians, secretaries as well as administrative staff in fi-
nance, human resources, operations and curriculum and instruction.
School Leadership-33 (2.5% of all OCS staff)
Represents principals and assistant principals at the thirteen OCS school locations.
Central Administration-26 (2.0% of all OCS staff)
Includes senior leadership, directors, and supervisors across curriculum, administrative and operational sup-
port services
67
]NEU—Who We Serve
Hispanic
26%
White
52%
Black
14
Orange County Schools serves 7,299 students. Of our 7,000 plus students:
• 10.82% are English language learners. Represents students who are unable to communicate flu-
ently or learn effectively in English.
• 12.70% receive special education services. Services provided, at no cost to the parents, that in-
clude special classroom instruction-at home, hospitals or other institutions
• 17.34% are academically/intellectually gifted. Students who perform or show the potential to
perform at substantially high levels of accomplishment when compared with others their age,
experience or environment.
• 41.80% receive free and reduced price meals. Students who qualify for meal assistance based on
household income. Income eligibility standards range include (not conclusive representation):
Household Size Annual Income—Free Meals Annual Income—Reduced Meals Full income eligibility can be found at
1 16,744 23,828 https://childnutrition.ncpublicschools.gov/
information-resources/eligibility/eligibility-
4 34,450 49,025 income-eligibility-guidelines
7 52,156 74,222
68
MMM:Who We Serve
8000 1000
919
COD
850 900
800
700
619
600
519
7500 500
400
300
200
100
7000 0
FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022
ADM —Charters
Orange County Schools Enrollment By Grade & Ethnicity
4,000
3,500
3,000 233 289 289
298
2,500 799 835 835
801 124 157
131 176
2,000 513
471 425 425 536 563 554
407 110 127 130 321
119
1,500 408 419 441 304 311 331
464
1,000 260 277 288
247
1,685 1,645 1,683
1,523 1,471
1,333 1,353 1,297
500 950 949
822
0
FY2018 FY2019 FY2020 FY2021 FY2018 FY2019 FY2020 FY2021 FY2018 FY2019 FY2020 FY2021
K-5 6-8 9-12
■White ❑Black ■Hispanic ■AIIOther
69
Success During a Pandemic
Even though an Executive Order issued by the Governor closed Public Schools in March 2020, Orange
County Schools continued to have successes through good work such as:
=> Successfully standing up a remote learning model of instruction
=> Converted in-person curriculum for an online platform
=> Implemented a district-based assessment tool in absence of state assessments to monitor stu-
dent progress
=> Developed and implemented self-paced option for students
=> Planning for professional development that will build staff's capacity regarding the Science of
Reading and the implementation of new curriculum that will provide access to more rigorous
curriculum
=> Opened five Supervised Learning Labs to provide families a safe environment for their students
to learn while parents continued working
=> Developed and implemented in-person small group learning opportunities to meet the aca-
demic and SEL needs of students
=> Provided supplemental meals to the community (i.e. food boxes, meals over weekends and
during breaks)
=> Implemented numerous health and safety protocols
=> Improved communications by launching a new website with translation features
=> Hired Family Liaisons who are bilingual at all schools to support family engagement
Applied and was accepted to the Flamboyan Foundation Fellowship in an effort to better en-
gage our families
Established a Essential Partners Committee with the faith-based community and business part-
ners designed to improve outreach to marginalized families
70
Struggles During a Pandemic
' MBELS Grade K to
0r r
9i
a
F 0 r r
50% 4 r J r
r
i
r
r
r i 1; r r ;{ r•
20%
% + r r
r
_ ■ a
r
r
(X
BelowWell BelowBenchmarkBenchmarkAboveBenchmark
Benchmark
Grade i . •el( MOY EGradelBOY MGradeIMOY
Follows last year Kindergartners to first grade this year.
Across the nation, material learning loss was predicted for students as the result of COVID. Unfortunately,
these predictions became reality as assessments began occurring. At no fault of our students or teachers,
OCS assessment data reflected stark contrasts to just one year earlier.
As kindergartners, only 28% started the year well below the benchmark in 2019.
59% of this same cohort of students started their first grade year well below the benchmark in 2020 which
is a 31% increase. The number of students above benchmark decreased 18%.
You will also notice that the data reflects that it took until the middle of the current school year for our stu-
dents to begin catching up to where they were when they started Kindergarten.
71
Struggles During a Pandemic
• 11 -
4 ' ,
i
F
6 F
% F
{
. t
0% r i
%
i% iF
�� r a
Below5% 1'70
Well
BelowBenchmarkBenchmark AboveBenchmark
Benchmark
Grade 1 BOY Grade 1 MOY Gradei
Follows last year first graders to second grade this year.
First graders moving to second grade this year showed minimal change for the most part across all admin-
istrations of the assessment.
43% of this cohort remain below and well below the benchmark.
We realize and acknowledge that this is absolutely unacceptable for our students.
72
Struggles During a Pandemic
Reading Middle School
30
L
:3 20%
LJl
10%
0%
Diagnostic 1 Diagnostic 2 Diagnostic 3
1475tudenis Tested 1517 Scudencs Tested 1431 Studencs Tested
Last year, students did not take end of year assessments to measure learning so the dis-
trict experienced a void when planning for this school year.
Orange County Schools did adopt an online tool, ExactPath, that includes a computer
adaptive diagnostic specific to the student. This tool was selected as those students that
piloted the program during the summer showed growth (Diagnostic 1).
Our middle school students are showing growth when given access.
73
Struggles During a Pandemi
MMr��T019 vs. 020
Semester 1 High School Course •
Pr 14.6%IM% 14.5%
■
below)
Unfortunately, our high school students did not fare as well as middle school students.
When comparing semester 1 for the past two years, we do not notice a much variance until looking at the
number of students failing a first semester course. We saw a 9.0% increase in the number of high school
students failing a first semester course in comparison to the same time last year.
A root cause of this lack of student growth is a reflection of the social and emotional well being of our stu-
dents.
74
2021-22 Budget Proposal
FY2020-21 Increase/ FY2021-22
Fund Fund Title Budget (Decrease) Budget Proposal
1 State 49,302,016 (895,477) 48,406,539 30%
2 Local 35,802,252 2,507,690 38,309,942 24%
3 Federal 3,408,412 12,320,907 15,729,319 9%
4 Capital 33,264,715 18,025,505 51,290,220 32%
5 School Food Service 2,204,958 371,202 2,576,160 2%
6 Child Care 212,560 672,435 884,995 1%
8 Restricted 3,292,953 - 3,292,953 2%
Totall 127,487,866 33,002,262 160,490,128
$160.5 million is the current projected budget for the 2021-22 school year. This is a $33.0 million increase
over the 2020-21 school year.
STATE BUDGET: The projected decrease in State funding is a result of the additional Cares Relief Funds
(CRF) funneled through the State received in FY 2020-21. These funds were set to expire December 30,
2020 and as a result, OCS expended them in support of Covid response. See page 23 for additional details
surrounding CRF funds.
LOCAL BUDGET:The projected increase is the result of anticipated and State mandated salary and benefit
increases, operational increases and several expansion budget requests. Additional details can be found
on pages 20-21.
FEDERAL BUDGET: A primary contributor to the budget increase is the ESSER II and III funds scheduled to
be released to the Local Education Agencies later this fiscal year. OCS is projected to receive $3.7 million
from the Coronavirus Response and Relief Supplemental Appropriations Act or ESSER II and $8.6 million
from the American Rescue Plan or ESSER III. Please refer to Page 23 in this document for more details sur-
rounding the planned spending of these funds.
CAPITAL BUDGET: Additionally, OCS is scheduled to receive the final installment from the 2016 Bond.
These proceeds are scheduled to address HVAC upgrades at six schools and Roofing needs at two schools.
CHILD CARE FUND: The 2020-21 fiscal year was untypical for this program . Opening in a virtual environ-
ment left this program closed through much of the year. As a result, the budget is lower than previous
years. It is anticipated that the program will be back to normal in the 2021-22 fiscal year which resulted in
the $672 thousand increase in anticipated budget.
75
2021-22 Local Budget Request
Student Membership
FY 2021 FY 2022 Change
Projected ADM (Average Daily Membership) 7,381 71299 (82)
Charter School 885 919 34
(less) Out Of District 110 108 (2)
Total Student Billing Base 8,156 8,110 (46)
Anticipated Local Revenue
FY 2021 FY 2022 Change
County Appropriation 35,617,252 35,416,370 (200,882)
$25 Per Pupil Increase needed to hold funding harmless
OCS is projected to have Average Daily Membership (ADM) of 7,299 for the 2021-22 school year. This is
an 82 decrease in comparison to the previous year. Student displacement as a result of Covid is the pri-
mary factor of this decrease.
Currently, OCS has 919 students that are domiciled in the Orange County School district but attending a
charter school. 75% of OCS students attend the two charters located in the county, Eno River Academy
and The Expedition.
Out of District students represent those students attending OCS that are not domiciled in Orange County
and are not paying out of district tuition. As a recruitment tool, OCS allows staff children to attend our
schools free of charge.
Taking all of this into consideration, OCS is projected to have a net decrease of 46 students for the 2021-
22 school year. As a result, we are projected to have a decrease in local appropriation of$201 thousand
which equates to approximately 4.5 teaching positions.
76
2021-22 Local Budget Request
Anticipated Local Expenses
FY 2022 Projected Appropriation 35/416/370
State Mandate Salary Increase (locally funded staff) 9501000
State Mandate Benefit Increase (locally funded staff) 290,890
Hold ADM Harmless 220,882
Operation Cost Increases 4461000
Total Continuation Request 37,324,142
FY 2022 Per Pupil Need $4,602
FY 2021 Per Pupil Funded $4,367
Per Pupil Increase need to fund Continuation Budget $ 235
The Orange County Board of County Commissioners approved funding at $4,367 per pupil for the 2020-21
school year. Based on this per pupil, OCS would receive $35,416,370 to support projected local expendi-
tures for the 2021-22 school year. The Governor's Budget includes mandated salary increases for certified
staff of 5.7% and non-certified staff of 5.0%. These mandated salary increases would be applicable to all
staff. As a result, $950,000 of additional funds would be needed to support staff funded through local
funds. Additionally, the employers contribution of health insurance premiums and employers contribution
of salary to the Teachers and State Employees Retirement System is increasing to $6,791 and 22.97% re-
spectively. As a result, it is anticipated that an additional $290,890 is needed to support staff funded local-
ly.
Even though OCS is projected to decrease in enrollment 46 students, we are requesting that Commission-
ers hold our funding harmless for the 2021-22 school year. In an effort to ensure our students have con-
sistency and stability when returning to our school buildings, we request that our student base be held at
the2020-21 level. As a result, an additional $220,882 is needed.
The final component of the OCS continuation budget request is related to the increased operational costs
the district has bore as a result of Covid. In order to provide access to all Orange County students, numer-
ous hotspots were purchased with State, Federal and Local funds. The monthly service agreements sup-
porting these additional hotspot devices has been incorporated into the continuation budget. Per legisla-
tion, remote instruction days have been built into the upcoming school year calendar. It is also the intent
of the district to continue offering a virtual option for students and families. As a result, the distributed
hotspots will need to remain active.
77
2021-22 Local Budget Request
Anticipated Local Expenses-continued
Teacher Assistant Work Days Paid 821500
Academically/Intellectually Gifted Teachers (AIG) 1601000
PreK Dual Language 40,000
Equity Facilitators 1421000
PT Karen/Burmese Family Liaisons 401000
Maintenance Technicians 192,000
Recruitment & Talent Mgmt. Director 81,000
MTSS Facilitator 721800
English Language Learner Teachers 1101000
Additional TIMS Coordinator 65,500
Total Expansion Budget Request 985,800
Per Pupil Increase need to fund Expansion Budget $ 122
In an effort to ensure Federal Covid relief funds are dedicated to student remediation and enrichment, OCS
has several expansion budget needs presented for consideration.
• Previous budget shortfalls forced the district to search for cost saving options with minimal impact on
students. One such option was to no longer allow teacher assistants to work and be paid for workdays
during the school year. Teacher Assistants provide lots of support outside of day to day instruction, as a
result, we are striving to reinstate workdays for this population.
• As OCS continues to implement an AIG plan that places a priority on equity, the district needs to be
sufficiently staffed in order to provide equitable access to gifted services across the district. These addi-
tional specialists would serve district schools that do not have full AIG support. The addition of two full-
time specialists would decrease the student teacher ratio allowing specialists to increase the amount of
time they serve advanced learners, increase nurturing service times and grow the talent development
program at each elementary school.
• Budget shortfalls in the 2020-21 school year, along with Covid response, prevented the district from
moving forward on developing a feeder path for the very successful K Dual Language program currently
offered at New Hope Elementary. Our community is very interested in the program for PreK and we
hope budget is made available to implement.
78
2021-22 Local Budget Request
Anticipated Local Expenses-continued
• The expansion request to add Equity Facilitators was unfunded in 2020-21. As a result, the district
brings back this request to build capacity related to culturally relevant teaching practices. Not only
would these positions assist in building capacity surrounding culturally relevant teaching practices but
we also envision these facilitators; (1) teaching African American and Latinx history courses at the two
high schools; (2) Examining policies, practices and protocols through an equity lens; and (3) Additional
support to 13 school based equity teams. At this time, the OCS Equity Department consists of one staff
member. We know in looking at our end of grade reading data for grades 3-8, our marginalized students
reflect the greatest disparities.
• The number of families needing Karen and Burmese translation services continues to grow in OCS. As a
result, we are requesting funding to support a part-time position to provide this service.
• We bring back the expansion request to increase the maintenance technician staff by four. OCS current-
ly has one maintenance technician serving 93,000 square feet. Industry standards are one maintenance
technician serving 50,000 square feet. An additional 50,000 square feet has been added to the district
with completion of the Cedar Ridge High School wing addition and 26,000 square feet added with the
opening of the Orange County Schools Welcome Center which adds to the 93,000 square feet currently.
• To enable the district to focus on diversity recruitment and hiring resulting in an increase in the number
of male and minority candidates hired into teaching positions, we bring back the request to fund hiring a
Recruitment and Talent Management Director. This position will coordinate district recruitment efforts
and outreach to university partners.
• MTSS (Multi-Tiered System of Supports) focuses on core instruction and identifying specific concepts or
foundational skills that need to be targeted at allow students to be successful. A strong MTSS program
can increase the success of all students. A MTSS Facilitator would provide support to all schools to fully
implement supports that can develop a strong program to increase the literacy and mathematics profi-
ciency of our students.
• The number of English Language Learner teachers within OCS has remained unchanged since the 2017-
18 school year. However, the number of English language learner students has continued to grow. The
658 students identified as English learners in 2018-19 has grown to 775 which represents over 10% of
the total OCS student population. Such an increase has created disparities across the district with teach-
er to student ratios ranging from 1:36 to 1:76.
• During our Listen & Learn sessions last February and early March, our families shared transportation is-
sues as a primary concern. Districts the size of OCS typically have two TIMS Coordinators to develop and
create bus routes. At this time, one individual is solely responsible for developing and creating the nec-
essary bus routes for all OCS students.
79
2021-22 Local Budget Request
In summary, the budget presented for consideration requests a per pupil increase of$357 or $2.9 million
to address the needs of the students educated in Orange County Schools.
FY 2021 Approved Per Pupil $4,367
FY 2022 Continuation Per Pupil $ 235
FY 2022 Expansion Per Pupil $ 122
FY 2022 Total Per Pupil Request $4,724
[intentionally blank]
80
Fund Balance
FY 2021 Beginning Balance 6/123/848
Assigned/Restricted 2,968,028
Unassigned/Available 3,155,820
FY 2021 Budget Surplus/(Under run) (+ or -)500,000
FY 2021 Ending Balance 2.7M-3.7M
The district is currently projecting a June 30 fund balance of$2.7M—$3.7M. We currently anticipate a
revenue neutral end to the 2020-21 school year.
The district did turn to fund balance for the 2020-21 school year to support:
• Remote curriculum purchase
• Hotspot devices
• Webcams to enable teachers the ability to be seen while teaching remotely
• 2nd computer monitors to afford teachers the ability to view students and materials simulta-
neously
• Air purifiers in classroom spaces
In an effort to enhance recruitment efforts and remain competitive with neighboring districts, the dis-
trict is investigating potential adjustments to teacher supplements and classified salary schedules. In an
effort to minimize the impacts in a given year, fund balance is being reserved to allow the district to
phase in any potential adjustments.
81
Coronavirus Relief Funds
PRC PRC Description Funding Source Fund Allotment Amount
Spent
121 Summer Learning Prog CARES Act—CRF State 361,260 201,412
122 School Health Support CARES Act—CRF State 44,836 13,590
123 Nondigital Resources CARES Act—CRF State 14,273 13,375
124 Student Computers/Devices CARES Act—CRF State 115,873 -
125 School Nutrition CARES Act—CRF State 201,815 181,258
126 Personnel Computers/Devices CARES Act—CRF State 23,787 190,273
128 Home & Community WiFi CARES Act—CRF State 41,478 117,029
132 Exceptional Children CARES Act—CRF State 183,557 166,648
135 Cybersecurity CARES Act—CRF State 12,664 -
137 Personal Protective Eq CARES Act—CRF State 67,342 234,698
163 Emergency Relief Fund CARES Act—ESSER 1 Federal 942,810 571,332
165 Digital Curricula CARES Act—ESSER I Federal 52,667 6,988
166 Learning Mgmt. Systems CARES Act—ESSER I Federal 26,180 -
167 Exceptional Children CARES Act—ESSER I Federal 44,428 -
169 Student Health Support GEER Federal 204,104 -
170 Supplemental Instructional Services GEER Federal 77,209
Total 2,414,2831 1,696,603
82
EW:Capital Investment Plan
DEBT ADD SUPP Year1
FI- TL 46T BOND DEF DESCRIPTION LOCATION 2021-2022
NANCED PG MAINT (FY 22)
ROOFING/BUILDING WATERPROOFING--51010
x
[ROOF REPLACEMENT PER 2016 ASSESSMENT NHE $229,530
x OF REPLACEMENTS ALSM $240,015
ROOF REPLACEMENT PER 2016 ASSESSMENT GHMS $338,300
x ROOF REPLACEMENTS ECGE $350,821
x
ROOF REPLACEMENT PER 2016 ASSESSMENT HES $400,000
x
ROOF REPLACEMENT PER 2016 ASSESSMENT CPE
x
METAL ROOF RECOAT PER 2016 ASSESSMENT CRHS
x
C W STANFORD ROOF PER 2016 ASSESSMENT CWSM
x
ROOF REPLACEMENT PER 2016 ASSESSMENT PE
ROOF REPLACEMENTS-GHMS (PARTIALLY FUNDED) GHMS
ROOF REPLACEMENTS-NEW HOPE(PARTIALLY FUNDED) NHE
TECHNOLOGY--51011
x TECHNOLOGY UPGRADES DISTRICT $37,200
x DISTRICT: TECHNOLOGY UPGRADES DISTRICT $163,292
x TECHNOLOGY DEBT SERVICE DISTRICT $771,117
FIRE/SAFETY/SECURITY SYSTEMS--51024
x EMERGENCY GENERATORS CENTRAL OFFICE/SCHOOL
EMERG LIGHTING/KITCHEN EQUIPMENT DISTRICT $50,000
x
AED REPLACEMENT(8 YEAR CYCLE PER UNIT) DISTRICT
83
Aw
EW:Capital Investment Plan
DEBT ADD SUPP Year
NANC TL 46 T BOND MAIN DESCRIPTION LOCATION 2021-2022
ED PG T (FY 22)
x LIFE SAFETY UPGRADES--FIRE DOORS AND DAMPER RE-
PAIRS/UPGRADES DISTRICT
CLASSROOM/BUILDING IMPROVEMENTS--
51025
x
EXTERIOR RESURFACING (MULTI-YEAR FUNDING) CPE $17,790
x OUTDOOR CLASSROOM (PARTIAL FUNDING) ALSM $50,000
x
HOT WATER TANK REPLACEMENT DISTRICT $155,000
x ABATEMENT PROJECT: CARPET/MASTIC CAMPUS WIDE:
NEW HOPE NHE $225,000
x RESTROOM AND PLUMBING LINE UPGRADE ECGE $1,000,000
x CLASSROOM/BUILDING IMPROVEMENTS-- INCLUDING FU-
TURE FACILITIES PLANNING DISTRICT
x STRUCTURAL ANALYSIS/BUILDING STABILIZATION-MEDIA
CENTER/LOBBY WALL ALSM
x MEDIA CENTER RENOVATION CWSM
x FACILITIES ASSESSMENT UPDATE DISTRICT
x HOT WATER SYSTEM EVALUATION/PLANNING DISTRICT
x
RESERVE: DEFERRED MAINTENANCE DISTRICT
x RESERVE: FUTURE FACILITIES PLANNING DISTRICT
x STRUCTURAL ANALYSIS AND BUILDING STABILIZATION- NHE-
300 WING NHE
x STRUCTURAL ANALYSIS AND BUILDING STABILIZATION--
CULTURAL ARTS OHS
ATHLETIC FACILITIES--51027
x ATHLETIC FACILITIES RESERVE DISTRICT
84
Capital Investment Plan A I
DEBT ADD SUPP Year
NAINC TL 46 BOND MAIN DESCRIPTION LOCATION 2021-2022
ED PG T (FY 22)
X
INDUSTRIAL WASHER AND DRYERS FOR HIGH SCHOOLS DISTRICT
MECHANICAL SYSTEMS--51029
X HVAC UPGRADE-SUPPLEMENTAL FUNDING TO COMPLETE
SUD STUDY RECOMMENDATIONS ECGE $200,000
X MECHANICAL SYSTEM CPE $239,993
X HVAC REPLACEMENT GABE $336,104
X MECHANICAL SYSTEM HES $458,233
x HVAC UPGRADE-SUPPLEMENTAL FUNDING TO COMPLETE
SUD STUDY RECOMMENDATIONS NHE $530,000
X HVAC UPGRADE-SUPPLEMENTAL FUNDING TO COMPLETE
SUD STUDY RECOMMENDATIONS GABE $1,870,000
X MECHANICAL SYSTEM NHE $2,002,738
X MECHANICAL SYSTEM ECGE $2,034,000
X MECHANICAL SYSTEM CE $2,538,200
X MECHANICAL SYSTEM ALSM $3,522,000
x
MECHANICAL SYSTEM DESIGN AND REPLACEMENT PE
SCHOOL SAFETY/SECURITY--51034
X
SCHOOL SAFETY INITIATIVES--FACILITY IMPROVEMENTS DISTRICT $266,172
ADDITIONAL PAY AS YOU GO(AKA: LOTTERY) $561,082
ARTICLE 46 SALES TAX $808,317
DEBT FINANCING(AKA: PAY-AS-YOU-GO) $1,670,106
SUB TOTAL ANNUAL ALLOCATION $3,039,505
SUPPLEMENTAL DEFERRED MAINTENANCE(3YRS ONLY BEGINNING
FY21) $3,600,000
BOND REFERENDUM PROJECTS $11,386,000
GRAND TOTAL ANNUAL ALLOCATION $18,025,505