Budget Work Session

CMS Board of Education

March 8, 2022
Budget Development Process
Tonight’s workshop is the next step in our budget development process, not the
finished product – at the March 23, meeting we will bring forward our recommendation
for your consideration

Alignment with the Goals and Guardrails

● Decision-making focused entirely on what will help CMS improve student outcomes and
achieve the objectives set forth in goals & guardrails
● Cases for existing and new investment must meet the standard of impacting the
district’s ability to deliver what is promised
● Investments not aligned with goals & guardrails removed from consideration

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The Process
Tight Timeframe, Work Compressed but Diligent Team Effort

● Work on 2022-2023 budget recommendation began even before 2021-2022 budget

was officially approved

● Focus area teams submitted cases for investment aligned to the goals and guardrails
for their area and Cabinet reviewed and prioritized each investment

● Staff, students, Board and public information/engagement sessions were conducted to

gather feedback

● Tonight’s presentation reflects this feedback

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COVID Funding – Reality Check
Perception that millions exist to fund necessary initiatives

● It is true that the district received federal COVID-related funding to mitigate the impacts of the past
two years

● It is also true that the reason for that funding is that the impact of COVID has been so severe for
CMS and these resources have been used to address those impacts

● As we continue to develop this budget, we are planning to leverage our COVID funding to the
greatest extent possible within the allowable uses for this funding

Key Consideration

● Anything and everything we fund with temporary COVID-relief money must take into consideration
the eventual end of that funding source – potential funding cliff

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Our Objective Agenda
Today’s primary objective is to 1. Review strategic investments by Focus
develop a shared understanding of Area
potential budget investments:
2. Board discussion of potential
1. Core investments that enable the
investments
district to function; and

3. Review key budget assumptions and

2. Strategic investments that will
budget drivers
address our goals and guardrails,
improving outcomes for our
4. Review of core investments
students.
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Strategic Investments
Presentations include:
● A description of feedback received

by Focus Area
and our response to that feedback
● An overview of potential
investments
Great Teaching Presentations will be followed by an
Academic Performance opportunity to ask clarifying questions.
Advanced Coursework We will have a more robust discussion
Student Engagement for Learning of the investments after all of the focus
Staffing area presentations.

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Great Teaching
Strengthen the instructional core by increasing the level and complexity of content, building the
knowledge and skill of teachers, and increasing student engagement as independent learners.
STRATEGY
Curriculum
Provide adopted curricula (and associated
resources) in Math and English (including
redesign of Foundations of Math)
Applying Professional Development (PD):
Strong Core Instruction
Enact core instruction that is engaging,
affirming, and meaningful for students,
including instruction support
Professional Development:
Preparing to Teach
Provide professional development for all math
and ELA teachers, instructional leaders and
school leaders
Monitor Effectiveness
Monitor the effectiveness of instruction (core
actions, districtwide coherent data process)
POTENTIAL APPROACH POTENTIAL NEW INVESTMENTS
● Continue providing resources for K-8 Math, Math I Curriculum, ● HS Math Curriculum &
K-8 ELA, and English I Curriculum adoptions. Professional Development
● Implement English II and HS SEL Curriculum
($1.3M)
● Augment curricular resources to support the ability of all
students to engage in grade level instruction ● Instructional Leader Summer
Conference ($1M)
● 5th Grade Math targeted PD
● Increase English language learner teacher allotment
($0.4M)
● Add’l High School Math I coaches at targeted schools
● Continue middle and high school school-based curriculum ● Monthly Instructional Leadership
implementation support positions or differentials Team Meetings ($1M)
● Continue MS school-based
curriculum support ($2M)
● Instructional Leader Summer Conference ● English Language Learner
● Elem 5th Gr Math Targeted PD
Teachers ($5.4 M)
● Ongoing Middle School Math & Math I PD
● Desmos PD for Math I Teachers ● Elementary Science & Social
● Teacher Leader Pathway Studies Curriculum Revision
($0.08M)
● Teacher Leader Pathway program
● Targeted Data Dashboard aligned to 3rd grade literacy and
support staff ($0.3M)
High School Math I goals
● Implement monthly school Instructional Leadership Team
meetings aligned to the board goals
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Academic Performance Implement systems and practices to ensure that all students in need of academic
intervention, based on universal district standards, receive appropriate interventions
regardless of the level of need at their school.

STRATEGY POTENTIAL APPROACH POTENTIAL NEW INVESTMENTS

Access to Information
Improve educator access to assessment, coursework,
attendance, behavior, and SEL data in order to to identify
students in need of intervention, manage the provision of
interventions, and monitor progress.
MTSS Support
Ensure that schools have the guidance, tools, resources
and support needed to manage effective MTSS processes.
● Acquire & launch a MTSS Data System/Platform. ● HS Academic Diagnostic
Assessments & Intervention Tools
($1.5M)
● MTSS Facilitators ($3M)
● Sustain K-8 academic universal screener
● Provide HS academic diagnostic assessments & ● MTSS Academic Interventionists
intervention tools ($10.2M)
● Provide MTSS Facilitator positions ● MTSS District Director ($0.13M)
● Provide Academic Interventionists

MTSS Oversight
Systematize and intensify the implementation of MTSS ● Increase district-level leadership/support
across the district, ensuring accountability for common ● Codify expectations
standards and expectations across all schools.

● Revise intervention determination “decision

MTSS Structures
rules.”
Update and revise regulations and practices that support
● Revise CMBRE regulations (IKE-R) to reflect new
the effective implementation of MTSS district-wide.
district direction.
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 Ensure all students, have access to and experience success in college-level courses, with a
Advanced Coursework particular focus on closing gaps among groups of students who are historically underrepresented
in said coursework.
STRATEGY
Awareness
Ensure students and their families understand the
value of college level courses / NCDPI endorsements
for their college and career goals, know what
courses exist and how to access them.
Identification
Ensure every student is known by a school-based
adult advocate who will encourage and support their
success.
Access
Ensure students, regardless of which school they
attend, have access to a wide range of college-level
and advanced courses and are appropriately
scheduled for them.
Support
Ensure students are enrolled in courses that prepare
them for success in college-level courses and have the
appropriate supports to succeed once enrolled in
college-level courses
POTENTIAL APPROACH POTENTIAL NEW INVESTMENTS
● Increase awareness of wide range of college-level
courses through a student-centered, multimedia
campaign ● College & Career Coaches
● Continue awareness efforts through Equal ($1.4M)
Opportunity Schools (EOS) and Access 2024 ● Multimedia Campaign to increase
awareness of college-level course
● Systematize college and career readiness support
options ($0.05M)
by providing schools College & Career Coaches.
● Naviance Course Planner
● Implement structures which promote stronger
student-adult relationships ($0.08M)
● Curriculum Revision: Spanish for
Native Speakers ($0.09M)
● Add Early College on CPCC’s central campus.
● Early College ($0.4M)
● Strengthen existing offerings including IB, AP and
Cambridge, Early and Middle Colleges and Career
and College Promise.
● Implement an online system for students, with
their advisors, to plan and track progress toward
high school and postsecondary goals.
● Ensure class-embedded and out-of-class time
supports are available to students who need them
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Student Engagement for Learning
STRATEGY
Provide High Interest Activities for Students
Create increased opportunities to improve students’
connection to school.
Strengthen SEL Implementation and Integration
Improve SEL instructional practices, moving to content
area and schoolwide integration
Expand Intervention Center ISS Model
An intervention-focused approach to in-school
suspension
Professional Development: Addressing Learning
Support Needs & Barriers to Learning
Increasing awareness, knowledge and skills of school and
district leaders, and teachers and support staff
Develop systems and structures that support the social-emotional engagement
of students and staff and reduce disproportionality in suspensions.
POTENTIAL APPROACH POTENTIAL NEW INVESTMENTS
● Increase co-curricular/extracurricular, and field trip
offerings, targeting schools with high suspension/low
attendance rates. ● HS SEL Curriculum ($0.6M)
● Incentivize staff to lead extracurricular activities;
● 20 Additional Counselors, Social
provide transportation.
Workers, Psychologists ($3.5M)
● Increase SEL coaching and supports. ● Increase co-curricular & extra-
● Continue provisioning SEL curriculum K-12. curricular offerings ($0.5M)
● Coach instructional leaders on creating learning ● Family Connect Tool ($1.6M)
experiences that improve targeted SEL skills. ● Community Engagement
● Integrate SEL expectations in the core action Violence Prevention (0.06M)
walkthrough tool. ● Personalized Academic
● Include SEL instructional time in all master schedules.
Command of English (PACE)
Global Academy opening Fall
● Provide incident-related intervention in proximity to
2023 -startup expenses ($1.1M)
the event.
● Hire and train Intervention Center Coordinators.
● Targeted PD based on role, school needs, and
individual growth needs.
● Restorative practices, implicit bias, culturally
responsive instruction. SEL, building a classroom
community etc.
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Staffing
Ensure schools are sufficiently staffed so that they are equipped to create nurturing learning
environments
STRATEGY
Recruitment & Retention of Certified
Teachers
Improve recruitment and retention of
certified teachers so that students have
increased access to high quality
instruction by reducing the number of
teachers who are teaching out of
certification.
Classroom Support
Strengthen classroom support and
maintain continuity of instruction when
certified staff are absent or unassigned.
POTENTIAL APPROACH POTENTIAL NEW INVESTMENTS
● Increase local teacher supplement
● Strengthen Workforce Development pipeline with UNCC
● Praxis/licensure online study prep courses for 10 tests ● Critical shortage pay &
● Critical shortage pay: EC, secondary math/science
recruitment bonuses for EC,
● Continue existing investments:
○ Employee Retention Incentives Secondary Math & Secondary
○ EC/Elementary ED Teacher Residency Cohort Science Teachers ( $7.3M)
○ Recruitment incentives: EC ● Increase local teacher
○ Increased # of guaranteed contracts for international supplement ($11.2M)
teachers with experience: secondary math/science, EC (all) ● Market-based pay increase for
and Elementary (K-6) Teacher Assistants ($6.0M)
○ Increase in TFA placements (60 to 80)
● Praxis/Licensure online study
○ Live Virtual Instruction (classroom manager on site; certified
teacher remotely) prep courses ($0.1M)
● Market-based pay increase for Teacher Assistants
● Leverage vendor to fill TA vacancies at Title I schools
● Continue:
○ Guest Teacher program
○ Increase in daily sub rates
○ Incentives for working 5+ and 10+ assignments/month
○ External partnerships to assist with recruiting
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These investments
will support our
efforts to
holistically address
student needs and
achieve the goals
and guardrails!

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What are your questions and comments about the alignment of the potential strategic
investments with the Goals and Guardrails?
Potential Strategic Investments
● HS Math Curriculum & Professional Development
($1.3M)
● Instructional Leader Summer Conference ($1M)
● 5th Grade Math targeted PD ($0.4M)
● Monthly Instructional Leadership Team Meetings
($1M)
● Continue MS school-based curriculum support
($2M)
● English Language Learner Teachers ($5.4 M)
● Elementary Science & Social Studies Curriculum
Revision ($0.08M)
● Teacher Leader Pathway program support staff
($0.3M)
● College & Career Coaches ($1.4M)
● Multimedia Campaign to increase awareness of
college-level course options ($0.05M)
● Naviance Course Planner ($0.08M)
● Curriculum Revision: Spanish for Native Speakers
($0.09M)
● Early College ($0.4M)
Goals and Guardrails
↑ 3rd Grade ELA Scores for
Black and Hispanic Students
↑ HS Math 1 Scores
↑ State HS Endorsements
↑ EVAS Growth
↓ Inequities (Certified
Teachers, Sub Fill Rates, OOS)
↑ Access to Courses (College
Courses, Languages, & Arts)
↑ Social Emotional Wellness
(Self Efficacy, Self
Management, Engagement)
Potential Strategic Investments
● HS Academic Diagnostic Assessments & Intervention
Tools ($1.5M)
● MTSS Facilitators ($3M)
● MTSS Academic Interventionists ($10.2M)
● MTSS District Director ($0.13M)
● HS SEL Curriculum ($0.6M)
● 20 Additional Counselors, Social Workers,
Psychologists ($3.5M)
● Increase co-curricular & extra-curricular offerings
($0.5M)
● Family Connect Tool ($1.6M)
● Community Engagement Violence Prevention
(0.06M)
● Personalized Academic Command of English (PACE)
Global Academy opening Fall 2023 -startup ($1.1M)
● Critical shortage pay & recruitment bonuses for EC,
Secondary Math & Science Teachers ( $7.3M)
● Increase local teacher supplement ($11.2M)
● Market-based pay increase for TAs ($6.0M)
● Praxis/Licensure online study prep courses ($0.1M)
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 In addition to the targeted strategic

Review of Key Budget

investments, our budget must also
address the core investments that

Assumptions and enable our district to function and

support the ongoing operations such

Budget Drivers as:

● Investing in our people

Core Operating Investments ● Investing in our facilities and
operating costs
● Investing in safety and support

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Budget assumptions
Revenue
• Budget estimates based on state approved biennial budget
• Assumes hold harmless provision will not continue in fiscal year 2023
• Anticipate CMS will rank among top priorities for county funding
• Federal allotments for CMS available late spring
• COVID funding leveraged to maximum extent possible

Salary and Benefits

• Salary driven increases for staff based on biennial budget:
• for certified staff is 2.7%
• for principals 2.5%
• for non-certified and central office staff 2.5%
• Local supplement increase - considering 10%
• Competitive market pay adjustments are needed
• Health and retirement rates increasing per state budget 15
Budget assumptions
Staffing
• Assume state will provide teacher positions at prior year ratios
• Use COVID funding for “enhancement” teacher allotment to schools to support
students with learning loss and to buffer position losses due to lower enrollment

Enrollment
• Enrollment projections for CMS increase of 561 students
• Charter school enrollment projected increase of 1,563 students

New Schools and Added Facility Space

• Added square footage (692,723 s.f.) will increase utility and maintenance costs
• Two new schools require added staffing

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Budget Drivers - investments in people Estimated Cost

Estimated state driven salary increases $33.9M

2.7% certified staff (teachers, instructional support and assistant principals);
2.5% principals and non-certified staff

Local supplement increase for teachers and instructional support 11.2M

district local supplement pay to be highest in state - 10% increase

Market driven adjustments for teacher assistants 6.0M

minimum pay to $16.50/hr. for teacher assistants
adjust experienced staff in accordance with new market rates
Retirement and health insurance rate increases 21.0M

Investments in people $72.1M

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Budget Drivers - investments in facilities
Estimated Cost

New Schools and added space operating costs $4.6M

new elementary and new high school opening fall 2022
maintenance and operating costs; new schools staffing

Preventive maintenance $5.0M

maintenance of equipment to extend life, reduce breakdown and minimize
operating costs

Indoor air quality improvements $11.3M

adding needlepoint bipolar ionization technology, replacement of
chillers/rooftop units and exhaust fans

Investments in facilities $20.9M

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Budget Drivers - investments in safety & support
Estimated Cost

School Resource Officers: additional officers + rate increases $.6M

three new officers
contract increases for officers in most municipalities

Student wellness and mental health support .6M

maintain mental health program manager and CMS-DSS liaisons
maintain student assistance program (SAP) counselors

Investments in safety and support $1.2M

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Closing Thoughts
Our Efforts are Intentional

● Any investments individuals or groups consider “missing” reflect the reality that
we must have a laser focus on those investments that directly align with the goals
and guardrails adopted by our Board

● Information shared tonight reflects the best thinking of our staff experts after
hundreds of hours of combined work; we believe this approach uses our
resources to their fullest potential, strategically investing in the highest priority
areas

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Thank you