conroe independent school district · effective september 1, 2018-august 31, 2019. conroe...

Effective

September 1, 2018 - August 31, 2019

Conroe Independent School District

2018-2019

Official Budget

3205 West Davis Conroe, Texas 77304-2098

www.conroeisd.net

Effective

September 1, 2018 - August 31, 2019


Official Budget


I s s u e d b y F i n a n c e O f f i c e

D a r r i n R i c e

C h i e f F i n a n c i a l O f f i c e r

J a n i t h S t o w e r s

B u s i n e s s & A c c o u n t i n g M a n a g e r

K a r e n G a r z a

B u s i n e s s & A c c o u n t i n g M a n a g e r

C y n d i W e s t r u p

S e n i o r A c c o u n t a n t

R a c h a e l B a t a l l a

S t a f f A c c o u n t a n t

www.conroeisd.net

Table of Contents

2018-19 Budget Introductory Section Principal Officials ............................................................................................................................ 1 Executive Summary .................................................................................................. 3 Certificate for Meritorious Budget Award ...................................................................................... 18

Organizational Section Organizational Chart ..................................................................................................................... 19 Vision Statement and Strategic Goals .......................................................................................... 20 2018-2019 District Improvement Plan .......................................................................................... 21 Financial Structure and Basis of Accounting ................................................................................ 43 Classification of Revenues and Expenditures .............................................................................. 44 Significant Financial Policies and Procedures .............................................................................. 48 Budget Policies and Development Procedures ............................................................................ 51 Budget Calendar ........................................................................................................................... 54 Budget Administration and Management Process ....................................................................... 57 Financial Section Financial Overview ....................................................................................................................... 59 Combined Budget Summary ........................................................................................................ 60 Combined Property Tax Rate Calculation Worksheet .................................................................. 62 Impact of Budget on Taxpayers .................................................................................................... 63 Tax Rate Comparisons ................................................................................................................. 64 General Fund General Fund Overview ................................................................................................................ 67 Budget Summary: 2018-2019 Summary by Major Object and Function ...................................... 72 Expenditure Summary by Major Object ........................................................................................ 73 Expenditure Summary by Major Object Within Function .............................................................. 74 Major Object Summary by Campus .............................................................................................. 78 Five Year Summary of Revenues and Expenditures ................................................................... 80 General Fund Organization Summaries Organizational Summaries ........................................................................................................... 81 Organizational Overview .............................................................................................................. 82 Superintendent Goals & Objectives.............................................................................................. 86 Deputy Superintendent of Operations Goals & Objectives .......................................................... 88 Deputy Superintendent of Schools Goals & Objectives ............................................................... 90 Financial Services Goals & Objectives ......................................................................................... 92 Legal Services Goals & Objectives .............................................................................................. 94 Security Goals & Objectives ......................................................................................................... 96 Campus ........................................................................................................................................ 98 Elementary / Intermediate Schools ............................................................................................... 99 Individual Elementary / Intermediate Schools Goals & Budgets ................................................ 100 Secondary Schools ..................................................................................................................... 187 Individual Secondary Schools Goals & Budgets ........................................................................ 188 Summer School .......................................................................................................................... 226

i

Table of Contents (continued)

Debt Service Fund Debt Service Fund Overview ...................................................................................................... 238 Five Year Summary of Revenues and Expenditures ................................................................. 229 Revenue and Expenditure Summary by Major Object ............................................................... 230 Debt Retirement Summary ......................................................................................................... 231 Schedule of Long Term Debt ...................................................................................................... 232 Debt Service Requirements Until Maturity ................................................................................. 234 Debt Service Requirements to Maturity by Issue Date............................................................... 235

Capital Projects Fund Capital Projects Fund Overview ................................................................................................. 239 Five Year Summary of Revenues and Expenditures ................................................................. 243 Revenue and Expenditure Summary by Major Object ............................................................... 244 Capital Projects Summary .......................................................................................................... 245 Capacity, Enrollment and Age by School ................................................................................... 248

Food Service Fund Food Service Special Revenue Fund Overview ......................................................................... 251 Goals & Objectives .................................................................................................................... 252 Five Year Summary of Revenues and Expenditures ................................................................. 253 Revenue and Expenditure Summary by Major Object ............................................................... 254

Informational Section Long-Range Financial Forecasts................................................................................................ 255 Financial Projections Summary .................................................................................................. 260 Impact of Budget on Taxpayers .................................................................................................. 268 Assessed and Estimated Value of Taxable Properties – Last Ten Fiscal Years ....................... 269 Property Tax Rates, Levies, and Collections – Last Ten Fiscal Years and 2019 Projection ..... 270 Financial Projections Enrollment ................................................................................................ 271 Revenue and Expenditure Forecasts ......................................................................................... 272

Personnel Salary Proposals......................................................................................................................... 275 General Fund Schedule of Payroll Expenditures by Function .................................................... 276 Position Counts by Year ............................................................................................................. 277 Budgeted Position Counts by Division and in Total.................................................................... 278 2018-19 Hiring Schedule ............................................................................................................ 279 Staffing Formulas........................................................................................................................ 280

Performance Measures Annual Accountability Summary ................................................................................................. 285 District Accountability Summary ................................................................................................. 286 Campus Accountability Summaries ............................................................................................ 288 Department Performance ........................................................................................................... 346 SAT / ACT Results..................................................................................................................... .348 Senior Exit Survey ...................................................................................................................... 349

Additional Information Location of Campuses ................................................................................................................ 353 2018-2019 Test Dates ................................................................................................................ 354 2018-2019 School Calendar ....................................................................................................... 357

Glossary of Terms .................................................................................................................... 359

ii

Introductory Section


Principal Officials

BOARD OF TRUSTEES

Length of Term Board of Trustees Service Expires Occupation

Mrs. Melanie Bush 4 Years 2018 Business Owner President Mr. Datren Williams 6 Years 2020 Financial Analyst 1st Vice President Mr. Skeeter Hubert 4 Years 2018 Financial Services 2nd Vice President Mr. Ray Sanders 8 Years 2018 Finance Counselor Secretary Mr. Scott Kid 6 Years 2020 Attorney Assistant Secretary Mr. John Husbands 15 Years 2020 Insurance Agent Immediate Past President Mr. Scott Moore 2 Years 2020 Pastor

Trustee

ADMINISTRATIVE OFFICIALS

Length Official Position of Service

Dr. Curtis Null Superintendent of Schools 16 Years

Dr. Chris Hines Deputy Superintendent 17 Years

Mr. Darrin Rice Chief Financial Officer 28 Years

Mr. James Kacur Assistant Superintendent of Operations 4 Years

Dr. Debbie Phillips Assistant Superintendent for Elementary Education 3 Year

Mr. Gregg Colschen Assistant Superintendent for Secondary Education 16 Years

Mrs. Carrie Galatas General Counsel 21 Years

1


2

Executive Summary Conroe Independent School District

Fiscal Year 2018-2019

Budget Information

The following document represents the financial plan for the Conroe Independent School District for the 2018-19 fiscal year. This document culminates an intensive process involving input from parents, citizens, campus and administrative staff, the Superintendent and the Board of Trustees. This budget provides the financial resources necessary to maintain our existing facilities, and provide the necessary funds to operate our sixty-four existing campuses.

This budget document and the year-end Comprehensive Annual Financial Report (CAFR) are the primary vehicles used to present the financial plan and the results of operations of the District. This document was prepared in the format necessary to meet the requirements of the Association of School Business Officials International (ASBO) Meritorious Budget Award.

ASBO presented their Budget Presentation Awards to the Conroe Independent School District for its annual budget for the fiscal year beginning September 1, 2017. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device.

This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to ASBO to determine its eligibility for another award.

However, the primary purpose of this document is to provide timely and useful information concerning the past, current, and projected financial status of the District in order to facilitate financial decisions that support the educational goals of the District.

Budget Overview & Highlights

Federal, state and local guidelines guide the budget development process. The annually adopted budget includes the General, Debt Service, Capital Projects and Food Service. Total expenditures for all funds are $784,018,882. This plan provides the resources necessary for reaching the goals established in the District’s improvement plan.

Projected Budget Percent

2017-18 2018-19 Change

General Fund 478,722,725$ 495,459,113$ 3.50%

Debt Service Fund 100,397,172 103,055,656 2.65%

Capital Projects Fund 154,440,171 163,504,113 5.87%

Food Service Fund 21,673,994 22,000,000 1.50%

Total 755,234,062$ 784,018,882$ 3.81%

Total Expenditures by Fund Comparison

3

Executive Summary (continued) As one of the largest employers in Houston’s northern suburbs, Conroe Independent School District has approximately 6,485 full time employees. The chart below will illustrate the changes in staffing levels proposed for 2018-19. In the past 5 years the district has added an additional 697 employees to meet student needs, maintain state and local class sizes, and provide a level of support for the various departments. The majority of the 697 added FTE’s occurred in the teacher category as a result of student growth.

Actual Actual Actual Projected Budgeted

Position 14-15 15-16 16-17 17-18 18-19

Administrators 185.0 186.0 190.0 192.0 200.0

Counselors 161.6 161.6 164.6 168.3 173.3

Librarians 61.0 61.0 62.0 63.0 65.0

Manual Trades 910.5 925.5 943.5 965.5 1,015.5

Nurses 59.2 60.2 61.2 62.2 64.2

Paraprofessionals/Aides 886.0 896.5 916.5 926.5 978.0

Professionals 99.9 107.4 111.4 116.4 117.9

Psych/OTPT Services - Paraprofessional 3.0 3.0 3.0 3.0 3.0

Psych/OTPT Services - Professionals 19.0 19.0 19.0 19.0 19.0

Special Ed - Paraprofessional 21.0 29.0 39.0 41.0 43.0

Special Ed - Professionals 22.8 22.8 24.8 32.8 33.8

Support Personnel 95.0 98.0 100.0 106.0 124.0

Teachers 3,264.1 3,358.6 3,447.6 3,549.9 3,647.9

Totals 5,788.1 5,928.6 6,082.6 6,245.6 6,484.6

Percentage Change 2.05% 2.43% 2.60% 2.68% 3.83%


Position Counts by Year

(General Fund only)

The District has experienced significant increases in enrollment over the last ten years of 1200-1600 students per year. This trend is expected to continue into the foreseeable future.

35,000

40,000

45,000

50,000

55,000

60,000

65,000

09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19

Enrollment Trend

A brief summary of each fund follows. Additional detailed information is included in the remainder of this document.

4

Executive Summary (continued)

General Fund

Revenues General Fund revenues are budgeted to increase $1,575,756, or 0.3% over 2017-18 projected revenue. The following table provides a comparison of revenues by source for the current year (projected) and the 2018-19-budget year.


2017-18 2018-19 Change

Local Sources 357,994,721$ 370,703,836$ 3.6%

State sources 136,189,132 131,571,646 -3.4%

Federal sources 6,515,873 - -100.0%

Total 500,699,726$ 502,275,482$ 0.3%

General Fund Revenue Sources Comparison

The decrease in State revenue is due primarily to the Robin Hood effect in the funding formulas. As the district’s property values increase, the state recaptures that increase in value by decreasing funding proportionately in the following fiscal year. A portion of the recapture was offset by student enrollment growth. The federal revenue that the District receives is based on Medicaid reimbursement application and is subject to federal regulations, therefore the District does not include this as budgeted revenue. The District will continue to apply for this funding. For the 2018-19 fiscal year, approximately 26% of the General Fund expenditures will be funded through state contributions. The remaining 74% will be funded locally.

26%

74%

General Fund2018-19 Revenue Budget

State Revenue

Local Revenue

5

Executive Summary (continued) The Texas Legislature meets biennially unless the Governor requests a special session. Attempts to reform Texas’ public school finance system failed during the 85th Regular Session of the Texas Legislature. However, the governor did call for a special session resulting in the passing of HB 21. Initially the bill would have provided an additional $1.8 billion in funding to public schools in Texas, which would have added $1.5 billion to the basic allotment. The Senate stripped the bill down to $300 million, focused primarily on various special education grants, support for small and rural schools, and the extension of ASATR to prevent many districts from closing schools. The bill also established a School Finance Commission to evaluate and suggest changes to Texas’ school finance system. For additional information on the State of Texas budget visit this website. http://www.lbb.state.tx.us/ . Although the actual calculations for state funding are rather complicated, the basic calculations are as follows:

The Tier I component of school funding represents the cost of providing basic educational services for students in the district. A school district’s entitlement in Tier 1 is determined by the various types of students that attend school in the district and the size of the district. Districts are entitled to a certain amount of revenue for each student, with those that are more expensive to educate generating more money through a series of “weights.” The total cost is divided between the state and the school district, with the district’s share determined by applying the district’s compressed maintenance and operations (M&O) tax rate (2005 adopted maintenance and operations [M&O] rate multiplied by 0.6667) to its taxable value, and the state paying the remaining portion. The district’s share remains the same regardless of how many additional students there are or what the total cost is, and property wealthy districts pay a larger percentage of their total entitlement than less wealthy districts. The basic allotment remains at $5,140.

In Tier II, the state will subsidize tax receipts as needed to produce a guaranteed level of revenue per student per penny of property tax levy. The guaranteed yield program provides funds for educational services beyond the basic programs financed through Tier I. The first level of Tier II was collapsed into the basic allotment so that the guaranteed yield for enrichment is paid on the tax effort that exceeds the compressed rate. The Tier II, Level II yield per student in weighted average daily attendance (WADA) was increased to $106.28 for 2018-2019.

In addition to the funds received under Tier I and II, the District recognizes as revenue the amounts contributed by the State of Texas to the Teacher Retirement System (TRS) on behalf of the District’s employees. This amount is also recognized as an expenditure. The State contributed 8.05% of all employees’ eligible gross earnings except for those District employees subject to statutory minimum requirements and those employees being paid from and participating in federally funded programs. The statutory minimum requirements (locally funded portion) are based on the State teacher schedule and then adjusted based on local tax rates. After determining the necessary level of expenditures to meet District educational goals and facility requirements and estimating State aid utilizing the above funding formula, the tax rate necessary to fund remaining expenditures is calculated. This calculation is based on estimated property values, after giving consideration to exemptions, including the homestead exemption.

$- $5

$10 $15 $20 $25 $30 $35 $40

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

Billio

ns

Tax Base Trend

`

6

http://www.lbb.state.tx.us/

Executive Summary (continued) Expenditures

General Fund expenditures are budgeted to increase $16,736,388 or 3.50% over 2017-18 projected expenditures. The following table provides a comparison of expenditures by object for the current year (projected) and the 2018-19 budget year:


2017-18 2018-19 Change

Payroll cost 425,748,009$ 442,197,112$ 3.86%

Purchased services 26,134,005 27,013,305 3.36%

Supplies 18,611,539 19,060,106 2.41%

Other operating 5,876,401 6,485,890 10.37%

Capital outlay 2,352,771 702,700 -70.13%

Total 478,722,725$ 495,459,113$ 3.50%

General Fund Expenditures by Object Comparison

Since the education of students is a labor-intensive process, payroll expenditures, including benefits comprise approximately 89.24% of the General Fund expenditures. Budgeted expenditures for salaries are determined in accordance with established staffing guidelines that are based on projected student enrollment at each individual campus.

89.24%

5.30%4.05%

1.30%

0.11%

General Fund Expenditures by Major Object

Payroll Cost

Purchase & cont. serv.

Supplies and materials

Other operating expend

Capital outlay

7

Executive Summary (continued) The following graph depicts the District’s budget emphasis on curriculum and instruction while continuing to control and monitor administrative expenditures.

84%

1%

2%

13% General Fund Expenditures by Major Function

Instruction

Instructional administration

General administration

Plant maintenance &operations

Debt Service Fund Debt Service fund revenue is budgeted to decrease $2,239,845 or 2.7% under 2017-2018 projected revenue. The 2018-19 Debt Service tax rate was reduced to $0.22 compared to $0.24 in 2017-18. As a result of the impact of Hurricane Harvey, Governor Abbott added Montgomery County to his state disaster declaration list on August 26, 2017, and he requested federal and state disaster assistance at that time. Because the District had increased expenditures in response to Hurricane Harvey, the District was then be eligible to raise its maintenance and operations taxes above the rollback rate without a ratifying election. This one time exception is in accordance with Section 26.08(a) of the Texas Tax Code. The District took advantage of this one

time exception and raised the M&O tax rate by two cents. In order to maintain the same overall tax rate of $1.28 the Debt Service rate was decreased by two cents. The following table provides a comparison of revenues by source for the current year (projected) and the 2018-2019 budget year:


2017-18 2018-19 Change

Local Sources $81,457,812 79,122,595$ -2.87%

State Sources 1,535,600 1,630,972 6.21%

Total 82,993,412$ 80,753,567$ -2.70%

Debt Service Fund Revenue Sources Comparison

Debt Service Fund expenditures are budgeted at $103,055,656, an increase of $2,658,484 or 2.58% over 2017-2018 projected expenditures.

8


Capital Projects Fund

The Capital Projects fund accounts, on a project basis, for projects financed by the proceeds from bond issues, or for capital projects otherwise mandated to be accounted for in this fund. The capital projects fund utilizes the modified accrual basis of accounting.

Capital Projects fund expenditures are budgeted to increase $9,063,942 or 5.6% from 2017-2018 projected expenditures. The majority of capital projects approved in the 2015 bond referendum will be completed by August 2019. The following tables provides a detail of expenditures in the Capital Projects fund over the past four years and the 2018-19 budget year.

$0

$25,000

$50,000

$75,000

$100,000

$125,000

$150,000

$175,000

2014-15 2015-16 2016-17 2017-18 2018-19

Tho

usand

s

Expenditures

Food Service Fund

Food Service fund revenue for the 2018-19 school year is budgeted to remain consistent with the projected 2017-18 revenue. The following table provides a comparison of revenues by source for the current year projected and the 2018-19 budget year.


2017-18 2018-19 Change

Local Source 8,310,970$ 9,105,358$ 9.56%

State Source 95,752 - -100.00%

Federal sources 13,789,449 12,894,642 -6.49%

Total 22,196,171$ 22,000,000$ -0.88%

Food Service Fund Revenue Sources Comparison

Federal revenue in the Food Service Fund is received from the U. S. Department of Agriculture under the National School Lunch Program, the School Breakfast Program and the Food Distribution Program.

Food Service fund expenditures are budgeted at $22,000,000, an increase of $326,006 or 1.5% more than 2017-2018 projected expenditures.

The vast majority of the expenditures in the food service program are for labor and food costs. It is recommended that the fund balance for Food Service not exceed approximately three months of average food service operation expenditures. The current fund balance is projected at $3,517,732 which is within these guidelines. These balances must be used exclusively for allowable child nutrition program purposes.

9


Long Range Financial Forecasts

General Fund & Debt Service Fund The general and debt service funds have two primary sources of revenue, tax collections and state funding. Expenditures in the general fund are allocated primarily to personnel while expenditures incurred in the debt service fund are for the payment of bond principal and interest. Many factors are taken into consideration when developing long range forecasts including enrollment projections, taxable value estimates, State aid estimates, legislative changes, and economic conditions that may impact the district.

Budgeted Projected Projected Projected

2018-19 2019-20 2020-21 2021-22

Total Revenue 502,275,482$ 507,244,938$ 507,398,028$ 518,054,652

Total Expenditures (495,459,113) (514,245,484) (533,713,093) (553,937,963)

Other Uses - - - -

Change in Fund Balance 6,816,369$ (7,000,546)$ (26,315,065)$ (35,883,311)$

Fund Balance - Beg of Year 138,088,222$ 144,904,591$ 137,904,045$ 111,588,980$

Fund Balance - End of Year 144,904,591$ 137,904,045$ 111,588,980$ 75,705,669$

Budgeted Projected Projected Projected

2018-19 2019-20 2020-21 2021-22

Total Revenue 80,753,567$ 90,848,190 94,432,699$ 98,160,094

Total Expenditures (103,055,656) (101,846,538) (101,846,319) (101,846,563)

Other Uses - 5,000,000 5,000,000 5,000,000

Change in Fund Balance (22,302,089)$ (5,998,348)$ (2,413,620)$ 1,313,531$

Fund Balance - Beg of Year 32,151,683$ 9,849,594$ 3,851,246$ 1,437,626$

Fund Balance - End of Year 9,849,594$ 3,851,246$ 1,437,626$ 2,751,157$

General Fund

Debt Service Fund

10


Tax Rate Impact

The District’s tax rate consists of two separate components — maintenance and operations rate (General Fund) and a debt service rate. The overall 2018-19 combined rate will remain at $1.28 due to the factors discussed above. Taxes are calculated by dividing the assessed property value (less the homestead exemption amount, if applicable) by 100 and multiplying by the tax rate. The Montgomery County Appraisal District determines property values.

0.80

1.00

1.20

1.40

1.60

1.80

Co

mb

ine

d T

ax

Ra

te

Fiscal Year

Tax Rate History

Debt Service Maintenance & Operations

Budget Process and Significant Changes

The State, the TEA, and the local district formulate legal requirements for school district budgets. These requirements are stipulated in detail within the subsequent sections of this document.

The budget process begins in December of each year with the preparation of the budget calendar and enrollment projections. These enrollment forecasts are used extensively during the budget development stage to determine campus allotments and staffing allocations.

In order to decentralize the budget process, site-based decision making teams, working under the direction of each campus principal, contribute extensively to campus budget decisions. Each campus receives a basic allotment per student to be used for supplies, materials, equipment, staff development and other appropriate instructional costs. The basic allotment to campuses for the 2018-19 budget year has remained the same as the prior year. The site-based decision making teams make decisions concerning utilization of this allocation.

Budgets for non-campus units are developed by department heads and reviewed by the Superintendent and the Chief Financial Officer.

Established staffing guidelines are utilized to develop payroll budgets. Personnel units are allocated to each campus based on student enrollment following state mandated ratios as applicable. Non-campus personnel units are evaluated at each departmental budget. Additional personnel units are evaluated each year and after extensive review and analysis, recommendations are presented to the Board of Trustees.

Following this development process, consolidated budgetary information is presented to the Board of Trustees in workshops and regular meetings.

11

Executive Summary (continued) This information is summarized in this draft document and line item detail is provided, as requested, through written and oral supporting information.

Encumbrance accounting is utilized in all funds. Encumbrances for goods or purchased services are documented by purchase orders or contracts. Under Texas law, General Fund appropriations lapse each August 31, and encumbrances outstanding at that time are to be either canceled or appropriately provided for in the subsequent year's budget. Significant Changes The budget development process has not significantly changed for the 2018-19 fiscal year. One of the priorities when developing the budget for 2018-19 was managing the increased property tax revenue as a result of continued growth in assessed values. While we will benefit from the tax revenue growth in this year our focus was on planning for future reductions in funding from the state due to the increased property values.

District Profile

Residents of the District elect a seven-member Board of Trustees (the Board), each of whom serves for three years. Monthly meetings of the Board are posted and advertised as prescribed under state laws so that the Board may fulfill its charge to the students, parents, staff, and taxpayers of the District. Special meetings or study sessions are scheduled as needed. The Board has final control over all school matters except as limited by state law. The District’s vision of where it is headed is the culmination of months of study, collective thought, and thoughtful activities by all constituent groups in the District. 2018: A Vision for CISD

CISD is a learning community united in its commitment to ensuring all students graduate with confidence and competence. The schools and communities work together to provide performance

standards which can be applied to the real world. This is achieved through the implementation of quality in instruction, operations, and leadership.

Conroe ISD has developed a District Improvement Plan as well as Campus Improvement Plans based on comprehensive needs assessments. These plans guide the District and Campus Level Planning and Decision Making Committees in determining specific strategies which will strengthen the attainment of the District's vision. District and campus goals include:

Student achievement & post-secondary success;

Fiscal responsibility;

Recruitment, development & retention of staff;

Parents & community;

Safe schools;

Technology;

Communication; The annual budget serves as the foundation for the District’s financial planning and control. The District maintains budgetary controls throughout all of its financial systems. The objective of these controls is to ensure compliance with legal provisions embodied in the annually appropriated budget approved by the Board of Trustees. Activities of the general fund, special revenue funds, debt service fund and capital projects funds are included in the annually appropriated budget. The level of budgetary control (the level at which expenditures cannot legally exceed the appropriated amount) is established by function within each individual fund. The District also maintains an encumbrance accounting system as one technique of

12

Executive Summary (continued) accomplishing budgetary control. Although encumbered amounts lapse at year-end, they are generally re-appropriated as part of the next year's budget through a Board-adopted budget amendment.

Factors Affecting Financial Condition The information presented in the budget is perhaps best understood when it is considered within the broader perspective of the specific environment in which the District operates. Located just north of Houston, Texas in Montgomery County, serving the communities of Conroe, The Woodlands, Oak Ridge North, Shenandoah, and Cut ‘n Shoot, the District’s boundaries encompass approximately 348 square miles in Montgomery County and is a dynamic factor in the quality of life and economic development efforts of the area. Residential properties account for approximately 66.5% of net taxable AV, followed by commercial and industrial properties, which account for nearly 18.5% of net taxable AV. While the oil-and-gas industry and mineral production have a substantial presence in the regional economy, these activities make up a minimal amount of the tax base. Furthermore, the district is bisected by the Houston-Dallas Freeway (Interstate 45), U.S. Highway 75, and state highways 105 and 242. These highways connect residents with employment opportunities in the rapidly expanding Houston MSA, which we consider broad and diverse. Therefore, district population growth remains strong. Likewise, there has been substantial AV growth within the district as market values have continued to increase. The following table provides information on the district’s top ten taxpayers and employers.

Total Assessed Top Ten Employers Employee Count

Anadarko Realty Co 356,347,330$ Conroe Independent School District 7454

Entergy Texas Inc 171,285,260$ Anadarko Petroleum Corporation 3309

The Woodlands Mall 170,212,605$ Memorial Hermann The Woodlands Hospital 2454

McKesson Corporation 155,798,317$ Montgomery County 2211

IMI Market Street LLC 129,595,770$ Alright Solutions 1850

Woodlands Land Dev 128,878,592$ ExxonMobil 1800

HL Champion Holding Company LLC 115,000,000$ CHI St. Luke's Health The Woodlands 1650

Wal-Mart Real Estate 112,200,004$ Conroe Regional Medical Center 1226

Ball Metal Container Corp 92,227,300$ Lone Star College 1098

National Oilwell Varco 84,265,332$ Huntsman Corporation 1018

Top Ten Tax Payers

Conroe Independent School District is the 13th largest district in the State and the 65th largest in the United States, serving over 63,000 students at 63 campuses. The Conroe Independent School District is among the fastest growing school districts in the state with a growth of approximately 1,200-1,600 additional students each year (which represents 2.2 % of the total 63,014 student population), and is projected to surpass an enrollment of 74,000 students by the year 2027. Conroe ISD covers almost one-third of Montgomery County, which is the 7th fastest growing county in the United States according to recent Census Bureau estimates. Employment Trends & Economy Unlike most of the State and nation, unemployment has remained fairly stable or has declined in both Conroe and Montgomery County over the past several years. The predominantly residential district is in one of the fastest-growing counties in the state. The district is experiencing healthy tax base expansion. The district's underlying economy continues to experience significant growth, spurred by new residential and commercial development, particularly along the I-45 corridor. About 5,000 acres of land are in various stages of master planning or construction, which should add thousands of new residences over the next several years and could significantly affect district AV and enrollment. The relocation of several major and large corporate office to The Woodlands and South Montgomery County – Anadarko, McKesson, Hewitt & Associates, Denbury Onshore

13

Executive Summary (continued) LLC, Exxon Mobile etc. has had a positive impact on the tax base, while also bringing an influx of families and potential students to Montgomery Country and the schools of Conroe ISD. The chart below displays comparative employment statistics for the county, state and country.

Montgomery County

Year Personal Per Capita Percent Percent Percent

Ended Civilian Total Incomeª Personalª Unemployed Unemployed Unemployed

August 31 Labor Force Employment (In Thousands) Income County State U.S.

2009 210,934 194,632 20,366,481 45,490 7.7 8.1 9.6

2010 220,539 203,453 20,753,439 45,184 7.7 8.4 9.5

2011 227,955 210,846 22,882,899 48,508 7.5 8.4 9.1

2012 237,435 222,574 24,638,680 50,796 6.3 7 8.2

2013 244,071 231,189 26,549,916 53,192 5.3 6.3 7.3

2014 253,103 241,166 28,982,523 55,849 4.7 5.5 6.3

2015 250,993 240,362 32,516,990 60,490 4.2 4.4 5.2

2016 259,617 245,412 32,516,990 60,490 5.5 5.0 5

2017 261,159 249,459 32,516,990 60,490 4.5 4.5 4.5

2018 272,940 262,593 32,516,990 60,490 3.8 3.9 3.9

ª Personal & per capita income information is only available through 2015 therefore the same income was used through 2018

Labor Market Statistics

With strong collaborative ties with the chambers of commerce and the business community, with the other local governmental entities in the area and with the Lone Star College System, CISD is making new inroads in building support and targeting resources to achieve the greatest impact for all of our students. The financial, cultural, educational and recreational climate of the area is a testimony to the collective leadership and to the communities’ progressive attitude toward responsible growth and their vision of the future.

Major Indicators In looking at the most common indicators of quality in a school system, the following are examples of what is going on in the District: Test Scores In 2011-12 the TAKS test was replaced by a new standardized test called the State of Texas Assessment of Academic Readiness (STAAR). The district received an overall performance rating of “B” on the 2018 Accountability Summary. The district performed above state standards on all four Performance Indexes which include Student Achievement, Student Progress, Closing Performance Gaps and Postsecondary Readiness. In addition, the district met standard on all required safeguards which include Performance Rates, Participation Rates, & Graduation Rates. Scholastic Aptitude Test (SAT) scores have also risen over the last several years and are above the national averages even when a higher percentage of District students take the test than their peers across the nation. In 2017-18 Conroe ISD continues to test a high number of students on the SAT (2,454) and ACT (2,305). Attendance Rate - Despite the rapid growth in the District and the problems facing families today, the attendance rate (96.4%) in the District remains high.

14

Executive Summary (continued) Completion Rate - The District’s 2017 graduation rate was 95.6% and is well above the State average, meaning more students are finishing high school and are entering college or the work force. Student Attitude - In a survey used to evaluate the District’s curriculum areas, students revealed that they believe they are receiving a quality education.

Public Support - The 2015 Bond Referendum passed with a positive vote in every geographic area of the District. Patrons continue to be extremely supportive of the District’s efforts. The bond referendum includes the construction of new schools and classroom additions to accommodate student growth, improvements to aged buildings to sustain capacity, funding for robotics and Career and Technical Education facilities, and the continuation of safety and security upgrades. Other Information The District received its Financial Integrity Rating System of Texas (FIRST) score from the Texas Education Agency for fiscal year 2016-2017 and the District scored the highest rating attainable - “Superior”. Conroe ISD continues to receive recognition for transparency from the Texas Comptroller of Public Accounts earning Transparency Stars for Traditional Finances, Contracts & Procurement, and Debt Obligations. Conroe ISD was recognized by the Comptroller’s Office for being the state’s first local government entity to receive the Debt Obligations Transparency Star.

Conroe ISD has earned a 5‐Star Rating by the 2018 Texas Smart Schools. Conroe ISD is one of

only 3 ISD’s to receive a 5‐Star rating for all eight years.

Conroe ISD received a 1.1 rating from the Education Resource Group (ERG) for high academic performance by students and efficiency in spending. The District is 1 of 12 school districts in Texas to receive this top ranking.

Key Factors and Summary

Challenges The most significant challenge presented in forming the Conroe ISD budget is the continual increase in student enrollment of 1200-1600 per year. The continued increase of enrollment requires additional financial resources to fund areas such as, campus personnel, support staff, instructional facilities, equipment, and supplies. In addition to the recurring required increases that are necessary in every budget year, the opening of new campuses provides significant challenges. With these new costs the district has increased the 2018-19 General Fund budget by $16,736,388 or 3.5% over the projected expenditures for 2017-18. Payroll costs account for the largest portion of the increase at $15.8 million or 98.2% of the total budget increase. The District feels certain that even with these challenges the District will be able to maintain a constant and stable fund balance in the General Fund. Each section of this report will show how the challenges that face the District can be met due to the following factors.

Continued growth of the tax base (averaging 6.9% over past 10 yrs.)

Ability to raise the tax rate if necessary

State Funding being based on student attendance

Voter support for Bond Referendums

15

Executive Summary (continued) Funding Sources

The General and Debt Service funds receive funding from two major sources: tax revenues and state funding. The District receives approximately 74% of its revenues from local sources. Although the District’s student population is growing, the District tax base is growing at an even faster rate. With the growth in the District’s tax base, the District is able to provide adequate funding to cover the increased cost due to student growth, and provide resources necessary for reaching the goals established by the District. The Capital Projects Fund receives its funding from the proceeds from the sale of bonds. These bonds are approved through bond referendums that are approved by the voters in Conroe ISD. The last bond referendum was approved in 2015 in the amount of $487,000,000. The Food Service Special Revenue Fund has two major sources of revenue, national school lunch and breakfast program and user fees –i.e. student payments for meals. The national school program accounts for approximately (59%) of the budget and user fees generate (41%). The 2018-19 budget was developed according to goals and directions established by the Board of Trustees and the Superintendent. These goals are evident in all areas of the budget as resources are allocated as necessary to meet the established criteria. Acknowledgments - We would like to express appreciation to the Board of Trustees for concern in providing fiscal accountability to the patrons of our District and for its leadership in the development of one of the best educational operations within the State of Texas. Many hours have been devoted to this District by teachers, principals and administrators, and thanks is extended to the entire Conroe Independent School District Team who have worked so hard to provide a high-quality, cost-efficient education to the students we serve. Additionally, the preparation of this report was accomplished through much time and effort on the part of the District’s Finance Department and special appreciation is expressed to them.

16


17

This Meritorious Budget Award is presented to

CONROE INDEPENDENT SCHOOL DISTRICT

for excellence in the preparation and issuance of its budget for the Fiscal Year 2017–2018.

The budget adheres to the principles and standards of ASBO International’s Meritorious Budget Award criteria.

Charles E. Peterson, Jr. MBA, PRSBA, SFO John D. Musso, CAE, RSBA President Executive Director

18

Organizational Section

Su

per

inte

nd

ent

Dep

uty

Su

per

inte

nd

ent

CIS

D B

oar

d o

f T

rust

ees

Inte

rnal

Au

dit

or

Co

mm

un

icat

ion

s D

irec

tor

Ch

ief

Fin

anci

al

Off

icer

Dis

tric

t-L

evel

Pla

nn

ing

an

d D

ecis

ion

-Mak

ing

C

om

mit

tee

Gen

eral

Co

un

sel

Hu

man

Res

ou

rces

Dir

ecto

r

Ch

ief

of

Po

lice

Ass

ista

nt S

up

erin

ten

den

t o

f O

per

atio

ns

Net

wo

rk

Sy

stem

s D

irec

tor

Cu

sto

dia

l &

Mai

nte

nan

ce D

irec

tor

Pla

nn

ing

&

Co

nst

ruct

ion

Dir

ecto

r

Tra

nsp

ort

atio

n

Dir

ecto

r

Sp

ecia

l Ed

uca

tio

n D

irec

tor

Ass

essm

ent

&

Ev

alu

atio

n D

irec

tor

Ath

leti

cs

Dir

ecto

r

Co

mm

un

ity

O

utr

each

Dir

ecto

r In

form

atio

n S

yst

ems

Dir

ecto

r

Sch

oo

ls

Ass

ista

nt

Su

per

inte

nd

ent

fo

r E

lem

enta

ry

Ed

uca

tio

n

Ele

men

tary

E

du

cati

on

Dir

ecto

r

Fed

eral

Pro

gra

ms,

C

om

pli

ance

, &

Gra

nts

Dir

ecto

r

Ass

ista

nt S

up

erin

ten

den

t f

or

Sec

on

dar

y E

du

cati

on

Sch

oo

ls

Cu

rric

ulu

m,

Inst

ruct

ion

, & S

taff

D

evel

op

men

t D

irec

tor

Car

eer

& T

ech

nic

al

Ed

uca

tio

n D

irec

tor

Fin

e A

rts

Gu

idan

ce &

Co

un

seli

ng

C

oo

rdin

ato

r C

hil

d N

utr

itio

n

Dir

ecto

r S

afet

y

Co

ord

inat

or

19


Vision Statement

Conroe Independent School District is a learning community united in its commitment to ensuringall students graduate with confidence and competence. The schools and communities worktogether to provide performance standards which can be applied to the real world. This isachieved through the implementation of quality in instruction, operations, and leadership.

Strategic Goals

1. Student Achievement and Post-secondary SuccessCISD will maintain rigorous standards of achievement to prepare all students for graduationand post-secondary success.

2. Fiscal ResponsibilityCISD will maintain efficient and effective fiscal management of resources and operations tomaximize learning for all students.

3. Recruitment, Development, and Retention of StaffCISD will employ, develop, and retain highly qualified staff to maximize learning for allstudents.

4. Parents and CommunityCISD will work jointly with parents and the community to maximize learning for all studentsthrough collaborative partnerships and unity of purpose.

5. Safe SchoolsCISD will strive to ensure a safe and orderly environment conducive to learning for allstudents and staff.

6. TechnologyCISD will provide technology infrastructure, tools, and solutions to meet the administrativerequirements of the district and to maximize learning for all students.

7. CommunicationCISD will promote and enhance two-way communication among our staff and our communityto maximize the success of all students.

20

District Improvement Plan 2018-2019

Rating: Met Standard

GOAL 1: STUDENT ACHIEVEMENT AND POSTSECONDARY SUCCESS MASTER RIGOROUS ACADEMIC STANDARDS – STUDENT ACHIEVEMENT, STUDENT PROGRESS, CLOSING PERFORMANCE GAPS and SUCCESSFUL COMPLETION OF HIGH SCHOOL

ACCOUNTABILITY DOMAIN I: STUDENT ACHIEVEMENT - Evaluates performance across all subjects for all students on both general and alternate assessments; high schools include – College, Career, and Military Readiness (CCMR) indicators, and graduation rates.

DOMAIN I OBJECTIVES: All students/all subjects combined

2017-2018 Performance

85% Approaching Grade Level Standards

62% Meeting Grade Level Standards

34% Mastering Grade Level Standards

2018-2019 Goals (All students combined)

90% Approaching Grade Level Standards

67% Meeting Grade Level Standards

39% Mastering Grade Level Standards

DOMAIN II: SCHOOL PROGRESS - Measures district and campus outcomes in two areas:

Part A: Academic Progress –the number of students that grew at least one year academically (or are on track) as measured by Reading and Math STAAR results. Part B: Relative Performance – the achievement of all students relative to districts or campuses with similar economically disadvantaged percentages.

DOMAIN II OBJECTIVES: Reading and Math; all students, seven racial/ethnic groups, ELL, SpEd; weighted progress

2017-2018 Performance All Students Reading Math

Met Expected or Accelerated Growth measure 67% 66% 69% Met Accelerated Growth measure only 24% 22% 26%

2018-2019 Goals All Students Reading Math

Will meet Expected or Accelerated Growth measure 72% 71% 74% Will meet Accelerated Growth measure only 29% 27% 31%

FEDERAL ACCOUNTABILITY: CLOSING THE GAPS Support Area District Target Student Groups

Academic Achievement in Reading Academic Achievement in Math Growth in Reading Pacific Islander Growth in Math Graduation Rate African American, Economically Disadvantaged, English Learners, Special

Education

21

Support Area District Target Student Groups English Language Proficiency Student Success School Quality Special Education

DOMAIN III: CLOSING THE GAPS - Uses disaggregated data to demonstrate differentials among racial/ethnic groups, socioeconomic backgrounds, and other factors. The indicators included in this domain align the state accountability with Every Student Succeed Act (ESSA).

DOMAIN III OBJECTIVES: Reading and Math at Meets Grade Level Standards – All students, seven racial/ethnic groups, Eco Dis, SpEd, former SpEd, Current and monitored ELLs (through year 4), Continuously and Non-Continuously enrolled.

2017-2018 Performance:

Economically Disadvantaged Students

74% scored Approaching Grade Level Standards

17% scored Mastering Grade Level Standards

Focus Student Group: EL Current



Focus Student Group: SpEd Current



2018-2019 Goals:


79% will score Approaching Grade Level Standards

22% will score Mastering Grade Level Standards







READING/ELA 2017-2018 Performance:










2018-2019 Goals:










TARGET/FOCUS:

• Re-examine effectiveness of small group instruction, including Guided Reading, through an in-depth examination ofclassroom practices.

• Focus on the critical role of accessible texts and the expert teaching in the process of reading.

22

• Focus on teaching in genres for an in-depth understanding, the implementation of teaching fiction and nonfiction, and textbridging reading with writing.

• Focus on higher levels of questioning and critical thinking.

READING/ELA CURRICULUM, INSTRUCTION AND STAFF DEVELOPMENT

• Provide support of Tier I Differentiated Instruction through modeling and training of best practices such as levels ofquestions and critical thinking.

• Provide staff development and planning support to increase quality instructional practices to grow readers by deepeningteacher understanding.

• Provide training on using literacy assessments to gather data to guide small group (Guided Reading) instruction.• Instructional Coaches will provide campus-based trainings throughout the school year, targeting current best practices in

the teaching of reading.• Professional development will demonstrate collaboration between ELA, SLA, Bilingual/ESL and Special Education

departments.• Support the inclusion of student choice in book selection to foster independent reading and increase reading capacity.• Integrate specially designed instruction (SDI) into lesson planning and consider SDI when creating learning activities,

assignments, assessments and projects.• Adapt content, methodology and/or delivery of instruction to eliminate barriers to access the curriculum and meet

individual needs.

WRITING 2017-2018 Performance:










2018-2019 Goals:










TARGET/FOCUS:

• Examine the fidelity of implementation of the Writing Workshop approach to writing instruction and the use of therecommended resources for the teaching of writing.

• Maintain the vertical alignment of a Writer’s Workshop approach to support the explicit teaching of writing.• Incorporate strategies within the workshop approach to support teaching grammar in context, how to help students

develop skill and craft in the revision process of writing, and how to move students from formulaic to authentic writing.

WRITING CURRICULUM, INSTRUCTION AND STAFF DEVELOPMENT

• Staff development will be provided at the Homegrown Writing Institute to train on the Writer’s Workshop approach toteaching writing using the Lucy Calkins Units of Study.

• Staff development on the teaching of grammar and revision strategies using research based best practices.• Provide campus based “customized” writing trainings throughout the school year.• Professional development will demonstrate collaboration between ELA, SLA, Bilingual/ESL and Special Education

departments.

23

• Professional learning opportunities will be provided to staff on the reciprocity of reading and writing.

MATH 2017-2018 Performance:










2018-2019 Goals:










TARGET/FOCUS:

• Provide professional learning opportunities for all math teachers in identifying individual academic needs of all studentpopulations and using Differentiated Instruction to develop math strategies to modify for identified gifted math studentsand/or close learning gaps.

• Provide strategies and professional learning opportunities in the use of age appropriate algebra readiness skills as part ofCISD Solves Math Structure.

• Focus small group math instruction such as in guided math, tracking individual progress through documentation usinganecdotal notes, and the implementation of effective tutorial programs for teachers.

MATH CURRICULUM, INSTRUCTION STRATEGIES AND STAFF DEVELOPMENT

• Provide staff development in the areas of guided math, the use of algebra tiles, and the understanding of the processstandards.

• 90 Minutes of Student-Centered Math• Numberless Word Problems• Numeracy, Open Question, and all Parallel Tasks• Math in Action Series• Integrate specially designed instruction (SDI) into lesson planning and consider SDI when creating learning activities,

assignments, assessments and projects.• Adapt content, methodology and/or delivery of instruction to eliminate barriers to access the curriculum and meet

individual needs.

24

SOCIAL STUDIES2017-2018 Performance:










2018-2019 Goals:










TARGET/FOCUS:

• Integrate content literacy strategies K-12 with Pre-Reading, During Reading, and After Reading support from the SocialStudies Strategy Manual.

• Provide classroom instruction utilizing Differentiated Instruction, Quality Questioning, Cooperative Learning, and FormativeAssessments.

• Assist teachers in designing units based on enduring understandings that answer essential questions.

SOCIAL STUDIES CURRICULUM, INSTRUCTION AND STAFF DEVELOPMENT

• Professional learning opportunities will be provided for teachers to develop their understanding of inquiry-based learning.• Training will be provided in engagement from the Social Studies Model by attending Social Studies Alive! and History Alive!• Teachers will be provided professional development in “Teaching Social Studies to ELL’s,” a text supported through Seidlitz

Education.• A focused group of teachers have been trained in 7 Steps to a Language-Rich Interactive Classroom and will continue to

receive support throughout the year.• Social Studies will provide strategies for teaching the literacy strand of the Social Studies Processing Standards at

Leadership Team Meetings.

SCIENCE2017-2018 Performance:










2018-2019 Goals:










25

TARGET/FOCUS:

• Provide support for teachers as they improve vocabulary building in Science through Science Interactive Word Walls andthe use of Marzano Words identified in the Scope and Sequences.

• Provide support for teachers as they work to build student critical thinking skills using CERs (Claim, Evidence, Reasoning).• Provide gifted services, to identified students that deliver challenging learning experiences with depth and complexity and

result in the creation of advanced-level products.

SCIENCE CURRICULUM, INSTRUCTION AND STAFF DEVELOPMENT

• Provide professional learning opportunities on Science Interactive Word Walls to science teachers.• Professional learning opportunities will be provided on science best practices including: Science Interactive Notebooks,

Designing and Building 5E Lessons, Quality Questioning, and small group instruction.• Science Instructional Staff will provide training in vocabulary building using Marzano’s Six Step Process for Building

Academic Vocabulary during summer and afterschool professional learning opportunities.• Professional learning opportunities will be provided by a Science Instructional Coach in the area of common assessment

writing during teacher planning meetings.• Provide professional learning opportunities to support teachers as they work to build student critical thinking skills using

CERs (Claim, Evidence, Reasoning).• The Science Department will oversee the completion of the online TEA Science Safety course by all secondary science

teachers.• Staff development will be provided on increasing student engagement in the science classroom using the Eric Jensen book,

Engaging Students with Poverty in Mind: Practical Strategies for Raising Achievement.

PHYSICAL EDUCATION AND HEALTH PERFORMANCE OBJECTIVE: 80% of all students will meet a minimum of two Healthy Fitness Zone standard, as measured by the FitnessGram assessment

HEALTH CURRICULUM, INSTRUCTION AND STAFF DEVELOPMENT

• Provide instruction that allows students Moderate to Vigorous Physical Activity (MVPA) 70% of class time.• Provide students with relevant curriculum on the dangers of vaping.• Provide students with relevant curriculum on the risk factors of substance abuse and distracted driving.• Assess student’s Health-Related fitness biannually using the FitnessGram assessment.

AT-RISK AND SPECIAL POPULATIONS STRATEGIES AND STAFF DEVELOPMENT – (Eco Dis, Dyslexia, GT, ELL, Immigrant, SpEd, Homeless)

• Provide intensive, systematic tutoring for identified at-risk students during the day, after school, and summer school(providing transportation if needed).

• Provide mentors to targeted at-risk students.• Provide intensive, explicit, systematic, research-based reading instruction to identified dyslexic at-risk students.• Ensure EL students receive appropriate English language acquisition and sheltered instruction.• Ensure language development of EL students through effective ELPS implementation in content instruction.• Provide RtI through Tier 1 research-based best practices and Tier II and III interventions to facilitate academic improvement

for identified students.• Provide educational options for students who are overage, need to recover credits, and students who can benefit from

accelerated instruction.• All teachers provide differentiated instructional strategies to improve the achievement of all at-risk students.• Review, revise, and implement daily attendance procedures to meet 95% average attendance.• Ensure students are in attendance during the assessment windows.• Provide additional support to students who are pregnant, students who are parents, homeless families, EL, special

education, and migrant families to ensure students are provided differentiated educational opportunities.• Promote students as “Future CISD High School Students” through activities within feeder and district, including: football

games, pep rallies, student visits, parades, “Education: Generation Texas Week”, etc.

26

• Provide visits to feeder campuses to ensure students experience a smooth transition.• Provide on-going, job embedded staff development by district coaches to campus teachers and instructional coaches to

build capacity and strengthen CISD best practices.• Provide new student registration for incoming students to ensure students and families have all the needed information.• Utilize research based instructional strategies and materials to meet the unique needs of students who are at-risk.

SUCCESSFUL COMPLETION OF HIGH SCHOOL/POSTSECONDARY READINESS DISTINCTION DESIGNATIONS

POSTSECONDARY READINESS INDICATORS ALL CAMPUSES

• Attendance rate is used in determining distinction designations for academic achievement in ELA/reading, mathematics,science, and social studies.

• Attendance rate will increase from 96.38 % in 2017-2018 to 97.0% in 2018-2019

3-8 CAMPUSES• Percentage of Grade 3–8 Results at Meets Grade Level or Above in Both Reading and Mathematics• Percentage of STAAR Results at Meets Grade Level or Above Standard (All Subjects)

HIGH SCHOOL CAMPUSES The best of the 4-year, 5-year or 6-year State Graduation rates is used for Domain I: All students, 7 race/ethnic groups, SpEd, and EL. The best of these graduation rates for the 2017 graduates was the 6-year rate at 97.4%.

Goal for 2018 graduates: The best of the 3 rates will increase from 97.4% to 97.5%

COLLEGE, CAREER, AND MILITARY READY GRADUATES:

• Satisfy the TSI requirement on TSIA, SAT or ACT in both ELA and math or successfully completing and earning credit for acollege prep course as defined.

• Met criterion score on an AP-exam in any subject (3, 4 or 5).• Earned dual course credits for at least 3 hours in ELA and Mathematics or 9 hours in any subject.• Earned an industry-based certification from approved list.• Earned an associate’s degree while in high school.• Graduated with completed IEP and Workforce Readiness (graduation type code 04, 05, 54, or 55)• Enlisted in the U.S. Armed Forces.• CTE coherent sequence graduates with at least one CTE course aligned with an industry-based certification and not met any

other criteria (1/2 credit).

MEET ELIGIBLE CAMPUS ACADEMIC ACHIEVEMENT DISTINCTION DESIGNATIONS (AADD) Elementary, Intermediate, Jr. High and High School Campuses

• 55% of indicators will be in top quartile

DROPOUT PREVENTION PROGRAM

• Campus staff will seek assistance from the Office of Dropout Prevention before assigning a dropout withdrawal code to astudent who is at-risk.

ATTENDANCE

• Campus administration will utilize the District’s Attendance Specialist as a liaison between the campus and the courtsystem.

• Campus staff will run attendance reports weekly, contact parents, and file truancy charges after 10 unexcused absences.• Campus staff will code unexcused and excused absences correctly.• Campus staff will utilize the Dropout Prevention Department for attendance interventions designed to lower the number of

unexcused absences.

27

COLLEGE READINESS/ADVANCED COURSES

• Ensure Advanced Placement and Pre-Advanced Placement course offerings are available and communicated to all studentsand student groups.

• Utilize the AP Potential Report to recruit underrepresented student groups for AP courses.• Promote and monitor progress in dual credit courses through a collaborative agreement with Lone Star College

Montgomery.• Increase the number of students taking AP Exams.

GRADUATION PLANS

• Monitor EL, Special Education, and CTE 4-year graduation plans.• Provide increased awareness of CTE Endorsements and Career Pathways for all students.

COLLEGE ADMISSIONS AND READINESS

• Maintain a rigorous curriculum that is aligned with SAT and ACT examinations.• Expand SAT preparation courses for high school students.• Increase college readiness awareness and CCR course enrollment in junior high schools.• Build rapport with junior high schools to increase college readiness awareness.• Increase the percentage of 11th graders scoring at or above the TSI College readiness standards (writing score of 340 with a

minimum of 4 on essay, a minimum Reading score of 351, and minimum Math TSI standard score of 350).• Offer College Prep Math and English 4 College Prep on each campus for graduating seniors to increase their college

readiness which will satisfy the TSI college ready exam (student must score a “C” or better).• Provide leadership, training, and follow-through on the implementation of certification and licensing opportunities for

students.• Provide leadership, training, and follow-through on the implementation of the certification and licensing reporting system

for CTE teachers.• Ensure the CTE TEKS are met and core content area TEKS are imbedded within CTE courses.• Provide hands-on training in use of industry standard hardware and software and equipment.• Provide staff development on certification testing across the curriculum.• Ensure staff and students utilize industry standard equipment and software as resources within curriculum and assessment.• Build teacher capacity to fully implement certification options within the instructional setting.• Provide meaningful opportunities for students to access certification standards for learning.

FINANCIAL RESOURCES General Operating, Elementary and Secondary State Compensatory Education Funds Title Funds IDEA, Part B High School Allotment Funds Bilingual Allotment Funds Gifted and Talented Allotment Funds

ADDITIONAL RESOURCES Teacher Content Leadership Teams and District and Campus Instructional Coaches Curriculum: CISD Instructional Model, CISD Reads, CISD Solves, CISD Investigates, CISD Remembers, CISD English Language Acquisition Model for Bilingual Education Programs, Gifted & Talented, RtI, Dyslexia Services Assessment: STAAR, STAAR A, STAAR L, STAAR Alt, STAAR Alt 2, TELPAS, District Benchmark Results, District Curriculum Checkpoints, Campus Common Assessments, Universal Screeners, BAS, DRA, OS, QPS, SAT, ACT, CogAT, IOWA, Logramos Systems: View It, Eduphoria, Dashboard Campus Improvement Plans Hobson’s Naviance Student (researching and planning college and career options) Road Trip Nation

28

FORMATIVE EVALUATIONS NOVEMBER, JANUARY Item analysis and data disaggregation of Benchmark assessments Staff Development: track number attending per campus; target for specific campus needs Content Leadership Team Meetings: track meeting attendance by campus (# general, special, and bilingual/ESL teachers) and follow-up campus delivery

SUMMATIVE EVALUATIONS JULY TEA Accountability Summary, TAPR, PBMAS, AMAOs, DVM, Special Education Evaluation

PROJECT MANAGERS Curriculum, Instruction and Staff Development Department including Reading/ELA, Math, Science, Social Studies, Guidance and Counseling, College Readiness; Advanced Programs; CTE; Federal Programs; Dropout Prevention; Gifted & Talented, Bilingual/ESL; Student Support; Section 504, Dyslexia and Reading Intervention; Early Childhood; Special Education; Assessment, Accountability and Evaluation.

Goal 2: FISCAL RESPONSIBILITY CISD will maintain efficient and effective fiscal management of resources and operations to maximize learning for all students.

Objective 2.1 – Effective and Efficient Use of Financial Resources Strategies

• Maintain high academic results in a cost effective manner.• Implement long-range revenue and budget plans.• Maintain a fund balance of 25%.• Provide essential positions needed to accommodate growth in student population.• Provide competitive compensation to attract and maintain quality personnel.• Monitor and Evaluate possible bond refunding opportunities.

Objective 2.2 – Successful Implementation of Capital Projects Strategies

• Implement long-range master facilities plan.• Conduct Bond Program Board Workshop.• Continue to monitor student growth and adjust implementation timeline for capital projects, as appropriate.• Working with the CISD Board of Trustees.

Objective 2.3 – Effective and Efficient Operations Strategies

• Continue implementation of energy management program.• Continue implementation of operations improvement plans.• Continue to optimize campus allocations.

Financial Resources General Fund, Fund Balance, Debt Service Fund, Capital Projects Fund, Special Revenue Funds; Food Service Fund, Instructional Materials Fund

Additional Resources Conroe ISD Employees

29

Monitoring Timeline Formative: November, January, February, April Summative: July

Formative Evaluation Financial Reports at Board meetings, Bond Update at Board meetings, Board Workshops

Summative Evaluation Meet Performance Indicators for FIRST Rating, Texas Smart Schools, ERG and District

Project Manager(s): Primary: Chief Financial Officer, Deputy Superintendent Support: Accounting and Business Managers and Director of P&C

Goal 3: RECRUITMENT, DEVELOPMENT, AND RETENTION OF STAFF CISD will employ, develop, and retain highly qualified staff to maximize learning for all students.

Objective 3.1 – Recruitment of Staff Strategies

• Ensure the appropriate certification for all professional and paraprofessional staff.• Increase communication opportunities with high school students, minority candidates, shortage area candidates,

professionals, and paraprofessionals through partnerships with area colleges and universities, local Chambers ofCommerce, College Educator Preparation Programs, CISD Education Foundation, and College Advisory Board(s).

• Continue to offer, market, and expand the CISD “Grow Our Own” initiative to increase the pool of applicants for bilingualprofessional positions and special education professional positions.

• Ensure the CISD Recruitment Program is updated and includes revised recruiting materials, a variety of advertising, andtraining for all recruiters. Provide CISD link to colleges, universities, and education-related professional organizations.Participate in college, university, and ACP Job Fairs to promote District and increase pool of qualified applicants.

• Utilize university and regional service center data to assist in identification of critical certification shortage areas, criticalteacher supply areas, and ACP local and state initiatives.

• Participate in Region 4 Human Resources Services Assistance.• Continue review of compensation incentives to attract applicants from outside CISD, as well as from existing staff.• Continually study the District’s ability to provide an ethnically and racially diverse staff and continue to develop a pool of

minority applicants and shortage area applicants.• Continue to develop pools of qualified candidates in specialized areas, such as school counselors, academic shortage areas,

and other designated pools.• Coordinate the recruitment, selection, hiring, and campus placement of District pool of bilingual teachers.• Host the CISD Teacher Job Fair and the CISD Auxiliary Job Fair to encourage employment in CISD, contingent upon staffing

needs.• Host a fall and spring Student Teacher Reception to encourage professional employment in CISD and build on the pool of

qualified substitutes.• Conduct annual meeting for the Council for Minority Recruitment & Retention.• Maintain database on student teachers’ placement and develop an evaluation for recruiting purposes.• Conduct electronic surveys at professional new hire orientation meetings to collect feedback on the CISD recruitment and

hiring processes.• Reward CISD high school graduates returning to the District to teach with a $100 gift card by tracking and reporting

information to the CISD Educational Foundation.• Continue to provide Sam Houston State University field level experience placement in all areas of CISD.• Continue to expand HR for Principals for principals and supervisors, which provides immediate access to information such

as staffing, funding sources, and pertinent documents relating to T-TESS, Eduphoria Appraise/Strive, Absence Management,recruiting, interviewing, Bilingual Pool, and other resources essential to streamlining HR’s role as it relates to the principals.

30

• Continue to create instructional guides and training presentations for principals regarding frequently used programs such asEduphoria, WinOcular, and Absence Management.

• Coordinate and assist with applicant screening and participate on interview committees.• Utilize Substitute Orientation meetings as a means to source hard-to-fill teaching positions and increase pool of qualified

applicants.• Continue to enhance social media presence by utilizing Facebook, LinkedIn, Job Boards, and Twitter for recruiting purposes.• Provide specialized training for campus and District administrators based on current needs.• Continue to offer visits to college and university campuses to share the benefits of living and working in CISD.• Continue to provide informational sessions for District paraprofessionals and auxiliary employees who are interested in

obtaining their teaching certification.• Partner with the CISD Educational Foundation by recruiting and screening bilingual and special education para-professionals

who wish to pursue a degree in the field of education.• Utilize current technology to streamline Human Resources processes, such as electronic contracts and letters of reasonable

assurance, use of iPads during applicant screening and Skype for interviews.• Maintain and update the Human Resources website to provide ease of access to pertinent information and a more

attractive, modern layout for prospective employees.• Collaborate with the high school campus sponsors of the Texas Association of Future Educators (TAFE) organization to

promote interest in the field of education among high school students in Conroe ISD.• Partner with Sam Houston State University by participating in their “Grow Your Own” teaching camp for high school

students wanting to become education majors.

Objective 3.2 – Staff Development Strategies

• Provide professional learning opportunities and support for beginning teachers through The Novice Teacher Academy (NTA)for novice teachers with 0-1 years’ experience.

• Continue to offer and participate in the Leadership Cooperative Training Series to develop leadership skills in currentpositions or in preparation to become assistant principals, curriculum coordinators, counselors, diagnosticians, specialists orother leadership roles.

• Participate in Leadership Cooperative in which identified staff can further develop their leadership capacity for current andfuture opportunities.

• Support cohorts with universities to develop Master of Education and Doctoral programs for professional staff members.• Assist employees by providing content area materials to any CISD employee for assistance with passing the appropriate

TExES exams.• Continue to provide programs/scholarships to assist instructional aides in becoming certified teachers in shortage areas.• Offer 2-day TExES ESL preparation workshop to CISD teachers seeking ESL endorsement.• Provide partial reimbursement to teachers who add the ESL endorsement to their teaching certificate.• Provide a pre-screening interview process for bilingual teacher applicants to verify the quality of language proficiency.• Provide updated information and materials to teachers and administrators regarding implementation, transition, and

general requirements of T-TESS and SLOs.• Create professional learning modules that can be completed online to reduce the amount of time taken away from

instruction on campuses.

Objective 3.3 – Retention of Staff Strategies

• Maintain a level of competitive salaries.• Provide a benefits package to employees that is comparable to or better than that of our peer districts and provide access

to the Conroe ISD Employee Health and Wellness Centers at reduced costs.• Provide option for employees to participate in a comprehensive Employee Wellness Program, and host the annual Health

Fair, which helps connect employees with health and wellness related providers in the community.• Conduct regular Substitute Feedback and Satisfaction Surveys.• Retention of Novice Teacher Academy Participants ranges 90% or above.

31

• Greet new CISD teachers at the District’s New Teacher Staff Development Sessions (An Intro to CISD) to encourageprofessional relationships with new staff.

• Summarize and analyze professional turnover based on yearly data to identify trends.• Create an exit survey which will be designed to help the District recognize patterns in in turnover in order to make positive

changes to reduce attrition.

Financial Resources General Operating, Title Funds, IDEA, Part B

Additional Resources Technology, Area colleges and universities, Advisory Boards, Chambers of Commerce, Region Service Centers, Employee Benefits Committee, Principals, Central Office Staff, CISD Mentor Teachers, Sam Houston State University, Student Teacher Supervisors, CISD Education Foundation, CISD High Schools, Human Resources Data

Monitoring Timeline Formative: November, January Summative: July

Formative Evaluation Position Control reports, Human Resources reports to CISD Board (at Board meetings and workshops), Agendas and data for Council for Minority Recruitment & Retention, Recruiting reports, University and Regional Service Center partnership meetings, Training and staff development agendas/reports, NTA agendas, TASB Salary Survey, Professional New Hire Surveys, Student Teacher Surveys, Employee Exit Surveys, Substitute Feedback and Satisfaction Surveys

Summative Evaluation Meet Performance Indicators for TAPR, ESSA, and District

Project Managers Director of Human Resources, Assistant Director of Human Resource, Coordinator of Human Resources, Recruitment/Retention Specialist, Bilingual/ESL Coordinator, Director of Curriculum, Instruction, & Staff Development, and NTA Facilitators

Goal 4: PARENTS AND COMMUNITY CISD will work jointly with parents and the community to maximize learning for all students through collaborative partnerships and unity of purpose.

Objective 4.1 – Parent and Family Involvement Strategies

• Retain CISD parent and community outreach programs to support the educational achievement of CISD students (ex: CISDNewcomer Center, parent education classes, parent technology classes, parent center at county library, GED classes,Hispanic Parent Nights, Parent Orientation sessions in Spanish, Family Learning Nights, Dyslexia Information sessions, on-line parent sessions to support accelerated math).

• Facilitate education sessions for parents at various community/campus locations in order to address a variety of topicsincluding study skills, child development, support programs within CISD, curriculum, assessment, etc.

• Maintain the Parent Resource Center, with English and Spanish support, for parents of students with disabilities to provideinformation on CISD procedures, programs, resources, and contacts.

• Continue to provide the Transition and Resource Fair for students with disabilities.• Host Early Childhood Fair to support young learners and bring awareness to the program.• Facilitate parent information sessions and collect input regarding rezoning process for new K-6 campus opening August of

2019.• Utilize parent committees to develop bond priorities.• Provide opportunities for families to be engaged in academic events.• Provide opportunities for parents to participate in shared decision making at the campus level and district level.

32

Objective 4.2 – Community and Business Partnerships • Develop and expand CISD CTE partnerships with community agencies, businesses, industry organizations, and governmental

agencies to increase job shadowing and internship opportunities for CISD students.• Continue the development and distribution of the Student Activity Guide to better inform parents about non-school

activities available to their students throughout the District.• Continue to host CTE Career Expo to encourage business, community and parental involvement in career planning for CISD

students.• Host a New Teacher Vendor Fair for community businesses and organizations.• Continue support of Junior Achievement partnership.• Launch partnership with Tri-County Behavioral Healthcare to provide mental health and crisis services on two campuses:

Armstrong and Grangerland.• Expand partnership with Lone Star Family Health Services to provide dental care at the Grangerland clinic.

Financial Resources General Operating, Title Funds, IDEA, Part B

Additional Resources Technology, Education for Tomorrow Alliance, Junior Achievement, Conroe ISD Web Page


Formative Evaluation Web posting of communications, current information, student pictures, and events; minutes of district meetings posted on website; distribution of Student Activity Guide; district brochures and informative literature; record of business and community partners; record of flyers posted on website

Summative Evaluation Meet Performance Indicators for District

Project Managers Deputy Superintendent Assistant Superintendents, Principals, Director of Communications, Director of Community Outreach and Drop Out Prevention, Director of Special Education, Director of Federal Programs, Coordinator of Guidance and Counseling, Coordinator of PE/Health, College Readiness Specialist

Goal 5: SAFE SCHOOLS CISD will strive to ensure a safe and orderly environment conducive to learning for all students and staff.

Objective 5.1 – Implement Safe Schools Plan Strategies

• Maintain the CISD Safe Schools Committee and the Campus/Departmental Emergency Operations Team to review andmake recommendations for the Safe Schools Plan.

• Ensure that the CISD Safe Schools Plan addresses the areas of mitigation/prevention, preparedness, response, andrecovery, as well as safety control, crisis management, facilities management, environmental control, transportationservices, and health services.

• Conduct a Safe Schools Audit on each campus and District facility every three years making recommendations forimprovements.

• Update students, parents, faculty, and staff annually on the CISD Student Code of Conduct as required.• Implement the inclement weather/disaster/emergency procedures/continuation of operations for CISD campuses and

facilities.

33

• Implement a CISD Multi-Hazard Emergency Operations Plan, including command management, preparedness, resourcemanagement, communications and information management, supporting technologies, ongoing management andmaintenance, as well as suicide prevention, conflict resolution, and violence prevention.

• Implement the Standard Response Protocol. This includes use of the following vocabulary used with first responders:Lockout, Lockdown, Evacuate, and Shelter.

• Continue to improve campus safety and security through implementation of 2015 Bond projects and new projects fromother revenue sources: burglar and surveillance systems; controlled access entrances; IP phone and intercom systems; firealarm system replacements; exterior lighting improvements; visitor ID software.

• Make recommendations for campus safety for all new campuses and new construction. Develop District standardsregarding video cameras, controlled access, and communication systems.

• Involve parents and community members to support a safe school environment.• Involve students, at appropriate grade levels, in campus safety committee meetings.• Provide training to District staff members to support the development of emergency operations and to assist building

leaders with Emergency Incident Command.• Coordinate Emergency Operations Plans with local emergency management agencies.• As required by HB 1942, the following CISD Board Policies relate to bullying: FDB; FO; FFH; FFI; FNC; FNG; and FOF.

Procedures addressing bullying are located on the CISD website. In addition, staff development regarding bullying has beenprovided to all campus teachers and administrators through the August 2018, online Safe Schools Training. District policiesand procedures will be reviewed and revised, if appropriate, to ensure compliance with the new legislation.

• Provide additional support for students by adding an Licensed Professional Counselor.• Provide additional support to campuses with additional police officers.• Develop a Special Threat Response Plan in coordination with the Montgomery County Office of Emergency Management

and the Conroe ISD Police Department.

Objective 5.2 – Provide Resources and Training for Safety and Security Strategies

• Review and expand educational and support programs that involve student partnerships with campus staff and policeofficers, including programs on resistance to tobacco, alcohol, and other drugs.

• Provide training for teachers in discipline management, bullying, suicide prevention, conflict resolution, dating violence(CISD Policy FFH Local), violence prevention, sexual abuse of children, “Culture of Kindness”, and Crisis PreventionIntervention (CPI).

• Provide anger management classes for students assigned to Alternative Education Program (AEP).• Provide C.R.A.S.E. and Emergency Operations Best Practices training for staff.• Montgomery County Office of Emergency Management Special Threat Response Plan in coordination Conroe ISD Police

Department.• Implement program on the elementary and intermediate campuses to address misbehavior and improve life/coping skills,

including the utilization of Differentiating the Environment training, the Texas Behavior Support Initiative (TBSI), and CrisisPrevention Intervention (CPI).

• Continue the implementation of anti-victimization/bullying programs such as Child Lures, Tricounty Behavioral HealthProgramming, Get Real About Violence, Challenge Day, Why try Curriculum, Yello Dino, Ophelia Project, Rude, Mean, orBullying, The Safer Side – Stranger Safety, Safe Side, The: Internet Safety, Safe School Ambassadors, PBIS FoundationsProactive and Positive Behavior Support System, Upstander vs. Bystander, The Wise Owl, and Bully Proof.

• Provide random locker searches, walk-through metal detector searches, and canine searches to deter possession ofweapons and drugs on campus.

• Promote the KidChat 24-hour phone line to receive and react to information relating to drugs, weapons, fighting, bullying,and other crimes or fear of possible crimes occurring on our campuses.

• Promote and provide training for the Anonymous Alerts mobile app for students and the community to anonymously sendin information relating to drugs, weapons, fighting, bullying, and other crimes or fear of possible crimes occurring on ourcampuses.

• Provide police officers to assist school officials in identifying, documenting, and investigating gang-related incidents andassist local agencies in conducting gang-related investigations involving District students, staff, and property.

34

• Provide Crisis Response Team training and support on campuses to teachers, counselors, and administration regardingpotential crisis situations with students and staff.

• Conduct safety, hazardous materials, blood-borne pathogen, bullying, cyberbullying, online predators, sexual harassment,suicide, and integrated pest management training to all staff members.

• Provide staff training on the Standard Response Protocol.• Provide access and training to administrators for the Emergency Response Information Portal where campus-based

emergency plans, drill, and resources will be kept, maintained, and managed.• Conduct fire, disaster, lock-downs, evacuation, reverse evacuation, table-top drills, intruder/active shooter drills,

reunification and other emergency drills to ensure the effectiveness of Emergency Operations Plans at the District andcampus level.

• Provide student/staff awareness programs in sexual abuse and dangers of drugs, alcohol, and tobacco.• Continue to train staff in CPR and AED procedures.• Offer internet safety training and sexual abuse awareness training for parents at campus level.• Ensure that American Disabilities Act (ADA) compliance is achieved as part of the scheduled maintenance and renovation

process in all CISD schools and educational programs.• Provide WeatherSentry SmartPhone access and training to campuses for real-time weather monitoring and alerts.• Provide professional development on a campus wide positive, proactive instructional approach to behavior through

implementation of PBIS Foundations.• Provide professional development on a positive, proactive, instructional approach to classroom management through

CHAMPS.• Provide professional development on a campus wide positive, proactive instructional approach to behavior through

implementation of PBIS Foundations.• Provide professional development on a positive, proactive, instructional approach to classroom management through

CHAMPS.

Financial Resources General Operating, Capital Projects Fund, Grants

Additional Resources Safe Schools Online, Dashboard, School Messenger, NOVA (National Organization of Victim Assistance), MSDS Online, Local Law Enforcement, Fire Departments, Offices of Emergency Management, Samuel McKay Everett Foundation, Montgomery County Crimestoppers, Texas School Safety Center, Texas Attorney General’s Office, Kid Chat, Anonymous Alerts, SafePlans/ERIP.


Formative Evaluation CISD Emergency Operations Plan: procedures for weather, disaster, emergency; CISD Crisis Management Plan; Committee agendas and sign-in sheets; Results of Safe Schools Audits; Record of programs/presentations/trainings for students and staff; Quarterly reports of police activity and safety drills, Anonymous Alerts reports, and Campus Emergency Plan and Drill reports.


Project Managers Deputy Superintendent, Assistant Superintendent for Secondary Schools, Assistant Superintendent for Operations, Assistant Superintendent for Elementary Schools, District Safety Coordinator, Chief of CISD Police, Safe Schools Committee, Guidance and Counseling Coordinator

Goal 6: TECHNOLOGY CISD will provide technology infrastructure, tools, and solutions to meet the administrative requirements of the District and to maximize learning for all students.

35

Objective 6.1 – Maximize Teaching and Learning Technology Literacy Assessment Overall: Students will become proficient in the use of current technology.

Strategies

• Increase student opportunities for utilizing technology across the curriculum areas.• Think in meaningful ways to use the technology to represent what they know, and as a tool to promote learning and to

establish expectations.• Seamlessly apply technology across all subject and content areas.• Assure that technology is integral to all subject area instruction.• Within each grade level cluster, all Technology Applications TEKS are met.

a. Create and integrate lessons which include TEKS-based content, resources, and learning activities;b. Provide access to online-curriculum as appropriate.

• Utilize technology as a tool for information management, problem solving, and communication.

Objective 6.2 – Enhance Professional Practices Strategies

• Professional Development training will include:

a. integration of technology into teaching and learning;b. strategies to promote the regular creation and communication of new technology-supported learner-centered projects;c. resources to ensure the vertical alignment of Technology Application TEKS;d. resources to provide anytime, anywhere use of online database resources.

• Professional development will focus on the technological capabilities of educators to:a. use technology devices instructionally;b. encourage information literacy skills in their students;c. use collaborative cloud based tools for administrative and instructional tasks;d. use learning management system (LMS) to assist in anytime learning;e. teach students to use the internet safely.

• Professional development will focus on the leadership capabilities of administrators to:a. recognize and identify exemplary use of technology in instruction;b. demonstrate and model use of technology in daily work;c. ensure the integration of appropriate technologies to maximize learning and teaching.

• Professional development opportunities will focus on online learning:a. teachers are provided professional development in the creation of online courses in learning management system;b. teachers are provided professional development in the use of Edgenuity.

Objective 6.3 – Support Administration and Operations Strategies

• District and campus leadership promote a shared vision with policies that encourage continuous innovation withtechnology leading to increased student achievement.

• The District and campus administrators will provide vision and planning:

a. teachers and administrators have a vision for technology use for direct instruction and student use;b. administrators use technology tools for planning;c. assist the campuses in developing plans to address Technology Application TEKS and use technology to impose studentlearning;d. District Technology Steering committee meets to review and recommend technology direction.

36

• The District will allocate funds to support district technology needs.• Provide educators with access to student data for decision-making.

Objective 6.4 – Infrastructure to Support All Functions Strategies

• Student Technology:a. 2.0 or fewer students per Internet-connected device;b. provide for online student storage;c. provide desktop computers, iPad tablets, and Chromebooks;d. provide the infrastructure to support students bringing their own technology.

• Internet Access:a. direct connectivity to the Internet in 100% of the classrooms;b. adequate bandwidth within and between campuses;c. adequate bandwidth to the internet;d. minimum 1Gb connectivity to all classrooms within the campus;e. provide wireless for mobile devices.

• The technology works consistently, which requires a sufficient staff to support the installed computer equipment basealong with strategies and procedures to efficiently manage computer equipment.

Financial Resources General Operating, Elementary & Secondary, Bond, E-Rate, Title Funds

Additional Resources Principals, Campus plans, ViewIt, Eduphoria, Administrative Canvas course, District Staff Development Plan

Monitoring Timeline Formative: November, July Summative: July

Formative Evaluation Records of professional development in technology Campus and District Technology Plans align with strategies District technology budget supports Technology Plans Review of Instructional Coach log Technology Leadership visits each campus to review their technology plans and usage

Summative Evaluation Support Tickets worked in Eduphoria and Canvas Staff Development Reports

Project Manager(s): Directors of Technology, Instructional Technology Coordinator, Director of Curriculum and Instruction, Principals

Goal 7: Communication CISD will promote and enhance two-way communication among our staff and our community to maximize the success of all students.

Objective 7.1 – Effective Internal Communication Strategies

• Maintain the District’s procedures and practices for communicating with employees, Board of Trustees, and patrons/mediaregarding daily campus/District activities/events, special campus/District activities/events, urgent non-life threateningsituations, disaster/life-threatening situations, weather/natural disasters, and other special circumstances.

37

• Provide communications regarding District initiatives, programs, meetings, activities, operations, and leadership within andamong all departments and schools through a variety of media, including CISD website, newsletters, email announcements,campus/District meetings, newspaper, radio, television, and social media.

• Elicit comments and suggestions through committees, meetings, and surveys from within the CISD organization regardingimproving communications through webpage comments, email, District councils and committees, and campus personnel.

• Continue vertical meetings to discuss curriculum alignment, program alignment, and departmental issues (cadres; staffdevelopment; principals’ meetings; etc.).

• Continue horizontal meetings (grade level meetings by campus/feeder/or District; etc.) to discuss curriculum alignment,program alignment, and departmental issues.

Objective 7.2 – Effective External Communication Strategies

• Utilize the CISD website and social media accounts to promote campus and District events and information for parents,families, communities, and businesses.

• Continue producing and distributing press releases to area news media to inform the community of events, educationalprograms, and information, and to elicit community input.

• Provide factual, relevant information about District programs and initiatives to both the public and the District employeesthrough a variety of media (print, website, newsletters, social media, campus meetings, social networks, etc.).

• Provide information regarding demographic, financial, achievement, and student and staff data through published reportsfor parents, families, communities, and businesses.

• Elicit comments, suggestions, and questions from parents/families/communities/businesses through CISD website, socialmedia, and e-mail.

• Plan, coordinate, and advertise District-wide events.

Financial Resources General Operating

Additional Resources Communications Specialist, Graphics & Printing Coordinator, Audio/Video Production Specialist, Social Media, Campus Communicators & Webmasters, CISD Newcomers Centers, Translation services, Local Media, Technology


Formative Evaluation Record of contact with media, press releases, and social media posts and data; Website information is current and accurate


Project Managers Director of Communications, Director of Curriculum and Instruction

38

Financial Resources 2018-2019 School Year

SCE Strategy Program/Service Funds Budgeted FTEs

Goal 1 At-Risk and Special Populations Strategy 7

General Education Teachers for At-Risk Students Campuses District SCE Indirect Cost

$31,741,725 585.00

Goal 1 At-Risk and Special Populations Strategy 1, 7

Secondary Campus Teachers and Paraprofessionals Serving At-Risk Students

$4,989,022 99.00


Academic Tutorials for At-Risk Students $420,805 7.55


Parent Education Specialist $63,969 1.00


PASS Overage Initiative $351,635 5.00


District At-Risk Instructional Coaches $335,382 9.00


Elementary/Intermediate Campus At-Risk Instructional Coaches and Intervention Teachers

$1,204,397 21.00


Instructional Materials for At-Risk Students $354,506 0.00


Tutorial Transportation for At-Risk Students $5,066 0.00

Total SCE $39,466,507 727.55

Title IA Strategy Program/Service Funds Budgeted FTEs


Instructional Coaches and Support $659,609 8.15


Program Administration Supplies, Administrator (85%) and Secretary (75%)

$141,879 1.55


Homeless Support Paraprofessional $12,921 0.50


PASS Overage Initiative Support $272,890 4.00

Goal 3 Recruitment of Staff Strategy 1

HR Title I Certifications Paraprofessional (33%) and Legal Fees

$44,658 0.33


Private School Title I ELA Teacher for At-Risk PT $18,000 0.40


Summer School Materials, Extra Duty and Transportation

$298,417 3.43

Goal 4 Parent and Family Involvement Strategy 1, 8, 9

Family Engagement Materials and Extra Duty $75,394 0.01

Total Title IA $1,523,768 18.37

39

Title IC Strategy Program/Service Funds Budgeted FTEs


Migrant Program Paraprofessional, Extra Duty, Mileage, and Materials

$31,057 1.01

Total Title IC $31,057 1.01

Title ID Strategy Program/Service Funds Budgeted FTEs

Goal 1 At-Risk and Special Populations Strategy 27, Goal 5 Training for Safety Strategy 3

Juvenile Delinquent Instructional Materials and Extra Duty

$130,475 .30

Total Title ID $130,475 .30

Title IIA Strategy Program/Service Funds Budgeted FTEs


Instructional Coaches and Support $310,958 3.85


Program Administration Administrator (15%) and Secretaries (25%)

$59,994 1.10


Private Schools Staff Development $15,000 0.00

Goal 1 At-Risk and Special Populations Strategy 14, 16, 17

Staff Development Materials, Extra Duty, and Contracted Services

$967,505 4.60

Total Title IIA $1,353,457 9.55

Title III LEP Strategy Program/Service Funds Budgeted FTEs


Instructional Materials, Instructional Support for Dual Language Paraprofessional, and Extra Duty

$121,000 1.33

Goal 4 Parent and Family Strategy 1

Newcomer Social Worker and Instructional Support for Newcomer Program

$160,137 1.67

Goal 1 At-Risk and Special Populations Strategy 4, 5, 11, 14, 17

Staff Development Materials and Contracted Services

$93,923 0.41


Summer School $158,398 2.84


Program Administration Secretary $16,111 0.25

Total Title III LEP $549,569 6.50

40

Title IV Strategy Program/Service Funds Budgeted FTEs

Goal 1 At-Risk and Special Populations Strategy 5, 11, 14

Instructional Coach (75%) and Support for English Language Learners and Staff Development

$183,088 2.50


Access to Fine Arts for Economically Disadvantaged and At-risk Students

$58,770 0.69

Goal 5 Training for School Safety Strategy 2, 7

Safe and Healthy Students Staff Development $64,753 0.00

Goal 6 Enhance Professional Practices Strategy 1, 2, 3, 4

Innovative Technology, Technology Instructional Coach Support, and Professional Development

$151,753 1.00

Goal 1 At-Risk and Special Populations Strategy 17, Goal 6 Enhance Professional Practices Strategy 1, 2

Private Schools Staff Development $6,000 0.00

Total Title IV $464,364 4.19

NON-DISCRIMINATION STATEMENT

The Conroe Independent School District is an equal opportunity employer and does not discriminate on the basis of race, color, national origin, sex, religion, age, or disability in employment matters, in its admissions policies, or by excluding from participation in, denying access to, or denying the benefits of district services, academic and/or vocational and technology programs, or activities as required by Title VI and Title VII of the Civil Rights

Act of 1964, as amended, Title IX of the Education Amendments of 1972, the First Amendment of the United States Constitution, the Age Discrimination Act of 1975, Section 504 of the Rehabilitation Act of 1973, as amended, and Title II of the Americans with Disabilities Act.

For information about Title IX rights, contact the Title IX Coordinator, 3205 W. Davis, Conroe, Texas 77304; (936) 709-7700. For information about Section 504/ADA rights, contact the Section 504/ADA Coordinator, 3205 W. Davis, Conroe, Texas 77304; (936) 709-7670.

41

CaneyCreek

Conroe

TheWoodlands

OakRidge

GrandOaks

Conroe ISD Campus Locations

MCJDC444

16A54

3912

5

158

27

3536

3720

26 34 27

3841

43

18

24

21

29

3019

17

28253331

9

6

10

3

23

42

45

49

50

51

C B

52

Grand Oaks ZoneHigh School 60 Grand Oaks High SchoolJunior High School 47 York Junior HighIntermediate Schools

48 Cox Intermediate 59 Clark IntermediateElementary Schools

51 Birnham Woods Elementary 58 Bradley Elementary46 Broadway Elementary19 Ford Elementary53 Snyder Elementary

Oak Ridge ZoneHigh School

33 Oak Ridge High School31 Oak Ridge HS - 9th grade campus

& Academy for Careers in Engineering & Science

Junior High School 52 Irons Junior HighIntermediate Schools 17 Vogel IntermediateElementary Schools

19 Ford Elementary28 Houser Elementary45 Kaufman Elementary25 Oak Ridge Elementary61 Suchma Elementary

The Woodlands ZoneHigh School

42 The Woodlands College Park HS& Academy of Science & Technology

34 The Woodlands High School 38 The Woodlands HS - 9th grade campusJunior High School

30 Knox Junior High32 McCullough Junior High

Intermediate Schools27 Collins Intermediate 36 Mitchell Intermediate 29 Wilkerson Intermediate

Elementary Schools37 Buckalew Elementary 35 Bush Elementary 18 David Elementary43 Deretchin Elementary (K-6)20 Galatas Elementary 21 Glen Loch Elementary 22 Hailey Elementary23 Lamar Elementary26 Powell Elementary24 Ride Elementary41 Tough Elementary (K-6)

13

40

14

55

156

32

11

57

Imperial Oaks

Birnh am W

oods Dr.

Al dine WestfieldRayford Rd. Rayford Rd.

Hardy Toll Rd.

47

4648

58

5953

60

Caney Creek ZoneHigh School 57 Caney Creek High SchoolJunior High School 13 Moorhead Junior HighIntermediate Schools 40 Grangerland Intermediate Elementary Schools

3 Austin Elementary 10 Creighton Elementary

6 Milam Elementary 9 San Jacinto Elementary

A Deane L. Sadler Administration/Technology Center3205 West Davis

Conroe, TX 77304-2098________________________________B CISD Police Command Center

2900 N. Loop 336 East Conroe, TX 77301________________________________C DAEP and JJAEP

2235 N. First StreetConroe, TX 77301

Grogan ’s Point Rd.22

FM 1485

FM 1314

Willis W

alukegan Rd.

FM 1485

Stidham Rd.

Magnolia BendOld Hum

ble Pipeline Rd.

I-45

I-45

I-45

Frazier

Frazier

Avenue M

Airp

ort R

d.

Teas Nursery Rd.

Hwy 105

Wilson Rd.

E. DallasHwy 105

Hwy 105

FM 1484Old Hwy 105

FM 14

84

Willis Walukegan Rd.

Whi

ppor

will

Albe

rt M

oorh

ead

Rd.

Old

Hou

ston

Rd.

FM 1314

FM 1314Ea

st Te

x Fre

eway

/Hwy

59

Hwy 242

Gulf Coast Rd.

FM 2090

FM 3083

Gladstell St.

Old

Mag

nolia

Rd.

Hope Rd.

Hwy 242Needham Rd.

College Park Dr.

Carri

age H

ills B

lvd

Research Forest

Kuyk

enda

hlKu

yken

dahl

Sleepy HollowTamina Rd .

Research Forest

Robinson Rd.

Kuyk

enda

hl

HannaRichards Rd.

Lake Woodlands Grogan’s Mill

N. Millbend S. Millbend

Sawdust

SawdustSawdust

Glen Loch Dr.

Woodlands Pkw.

Flintridge Pant

her C

ree

k

Goslin

g Rd.

Woodlands Pkw.

Coch

ran’s

Cros

sing

Creighton Rd.

Loop

336

Loop 336

Loop 336Loop 336

W. D allas

FM 14

84

San Jacinto River

San Jacinto R iver

Spring Creek

Spring Creek

Conroe Zone 12 Hauke Academic Alternative High School (9-12)MCJDC Montgomery County Juvenile Detention CenterHigh School

16 Conroe High School & Academy for Science & Health Professions

54 Conroe High School - 9th grade campusJunior High School

14 Peet Junior High 62 Stockton Junior High 15 Washington Junior High

Intermediate Schools49 Bozman Intermediate 44 Cryar Intermediate39 Travis Intermediate

Elementary Schools1 Anderson Elementary2 Armstrong Elementary3 Austin Elementary4 Giesinger Elementary5 Houston Elementary

56 Patterson Elementary11 Reaves Elementary

7 Rice Elementary 8 Runyan Elementary

55 Stewart Elementary (K-6)50 Wilkinson Elementary

61

62

42


Financial Structure and Basis of Accounting

Description of Entity The Conroe Independent School District is an independent public educational agency operating under applicable laws and regulations of the State of Texas. A seven member Board of Trustees elected to staggered three-year terms by the District’s residents autonomously governs the District. The Texas Education Agency and Southern Association of Colleges and Schools provide the District’s K-12 education accreditation. The District includes 64 campuses. There are 30 elementary schools, 3 Kindergarten-6th grade schools, 10 intermediates, 7 junior highs, 6 high schools, 3 science academies, 1 alternative high school, and 1 disciplinary alternative school. Three of the 5 High Schools have separate 9th grade campuses. The District occupies 348 square miles within Montgomery County, Texas and the 2018-2019 enrollment is estimated at over 63,000 students. Please refer to page 353, in the Informational section, for a map of the District.

Fund Accounting The Funds and accounts of the District have been established under the rules prescribed in the Financial Accounting and Reporting Module of the Texas Education Agency Financial Accountability System Resource Guide. This budget document contains detailed information for all funds for which the Board of Trustees is required to adopt annual budgets. Budgets for all funds are prepared using the same method of accounting as for financial reports (modified accrual). Under the modified accrual basis of accounting, revenues are recognized in the accounting period in which they become both measurable and available. Expenditures are recognized in the accounting period in which the fund liability is incurred, if measurable, except for principal and interest on general long-term debt which is recognized when due. Following is a description of the funds for which annual budgets are adopted.

General Fund The General Fund is used to account for all financial transactions not properly includable in other funds. The principal sources of revenue include local property taxes, state funding allocations and interest on fund investments. The District does receive other revenues; however they are not considered material or sustaining. Expenditures include all costs necessary for the daily operation of the schools.

Special Revenue Funds Special Revenue Funds are used to account for funds awarded to the District for the purpose of accomplishing specific educational tasks as defined by grantors in contracts or other agreements.

Food Service – used to account for the District’s Food Services Program including local, state and federal revenue sources and all costs associated with the operation of the program.

Debt Service Fund The Debt Service Fund is used to account for the payment of interest and principal on all bonds of the District. The primary source of revenue for the debt service fund is local property taxes.

Capital Projects Fund The Capital Projects Fund is used to account, on a project basis, for projects financed by the proceeds from bond issues, or for capital projects otherwise mandated to be accounted for in this fund. The capital projects fund utilizes the modified accrual basis of accounting.

43


Classification of Revenues and Expenditures

Section 44.007 of the Texas Education Code requires that a standard school district fiscal accounting system be adopted by each school district. The system must meet at least the minimum requirements prescribed by the State Board of Education and also be subject to review and comment by the state auditor. Additionally, the accounting system must conform with Generally Accepted Accounting Principles (GAAP). This section further requires that a report be provided at the time that the school district budget is filed showing financial information sufficient to enable the state board of education to monitor the funding process and to determine educational system costs by school district, campus and program.

A major purpose of the accounting code structure is to establish the standard school district fiscal accounting system required by law. Although certain codes within the overview may be used at local option, the sequence of the codes within the structure and the funds and chart of accounts are to be uniformly used by all school districts in accordance with GAAP.

Basic System Expenditure Code Composition

• Fund Code – A mandatory three digit code used for all financial transactions to identify thefund group and specific funds. The first digit refers to the fund group and the second andthird digits specify the fund.

• Function Code – A mandatory two digit code which identifies the purpose of the transaction isapplied to expenditures. The first digit identifies the major service area and the second digitrefers to the specific function within the area.

• Object Code – A mandatory four digit code identifying the nature and object of an account, atransaction or a source. The first of the four digits identifies the type of account ortransaction, the second digit identifies the major area and the third and fourth digits providefurther sub-classifications.

• Sub-Object – Optional code. At Conroe ISD this code is used to provide special accountability for certain programs or areas.

• Organization Code – A mandatory three digit code identifying the organization, i.e., campus,department.

• Fiscal Year Code – A mandatory single digit code which identifies the fiscal year of thetransaction or the project year of inception of a grant project.

• Program Intent Code – A two digit code used to designate services provided to students.

• Optional Code 3, 4 and 5 – Optional code that may be used to further describe thetransaction.

District revenues are classified by fund and object or source. There are three major sources: local sources, state sources and federal sources.

Expenditure budgets are legally adopted at the fund and function level; however, within this document we have included several additional presentations of expenditures. These presentations segregate expenditures by either organization or by major object. Major object codes are used to describe the type of items purchased or services obtained. The major object codes used in this document are: payroll and related costs, purchased and contracted services, supplies and materials, other operating expenditures and capital outlay. Fund codes have been previously described in the preceding Financial Structure section. Following is a description of the function codes used throughout this document.

44

Function Codes

General Descriptions

Function codes are grouped according to related activities in the following major areas:

10 Instruction and Instructional Related Services- This function series is used for

expenditures/expenses that provide direct interaction between staff and student to achieve learning. It includes expenses for the resources to achieve the appropriate student learning outcomes.

11 Instruction- This function is used for activities that deal directly with the interaction

between teachers and students. This function includes expenditures for direct classroom instruction and other activities that deliver, enhance, or direct the delivery of learning situations to students.

12 Instructional Resources and Media Services- This function is used for expenditures that

are directly and exclusively used for resource center, establishing and maintaining libraries, and other major facilities dealing with educational resources and media.

13 Curriculum Development and Instructional Staff Development- This function is used for

expenditures that are directly and exclusively used to aid instructional staff in planning, developing, and evaluating the process of providing learning experiences for students.

20 Instructional and School Leadership- This function series is used for

expenditures/expenses that relate to the managing, directing, supervising and leadership of staff who are providing either instructional or instructional-related services.

21 Instructional Leadership- This function encompasses those district-wide activities that have as their purpose managing, directing, and supervising the general and specific instructional programs and activities. For example, function 21 includes instructional supervisors and Assistant Superintendent for Instruction but does not include principals.

23 School Leadership- This function includes expenses for directing, managing and

supervising a school. It includes salaries and supplies for the principal, assistant principal and other administrative and clerical staff including attendance clerks.

30 Student Support Services- This function series is used for expenditures/expenses that directly support students.

31 Guidance, Counseling and Evaluation Service- This function includes expenses for testing and assessing students’ abilities, aptitudes, and interests with respect to career and educational goals and opportunities. It includes psychological services, testing, and counseling.

32 Social Work Services- This function includes expenditures that directly and exclusively

promote and improve school attendance. Examples include visiting teachers, home visitor aides, and truant officers.

33 Health Services- This function embraces the area of providing health services that are

not a part of direct instruction. It includes medical, dental, and nursing services.

45

Function Codes

General Descriptions 34 Student Transportation- This function includes the cost of providing management and

operational services for transporting students to and from school. Function 34 includes transportation supervisors and bus drivers but does not include field trips.

35 Food Services- This function includes the management of the food service program at

the schools and the serving of meals, lunches, or snacks in connection with school activities. Function 35 includes cooks and food purchases but does not include concession stands.

36 Cocurricular/Extracurricular Activities- This function incorporates those activities that are

student and curricular related but are not necessary to the regular instructional services. Function 36 includes athletic salary supplements paid exclusively for coaching, directing, or sponsoring extracurricular athletics but does not include salaries for teaching physical education .

40 Administrative Support Services- This function series is used to account for

expenditures/expenses that relate to the overall general administrative support services of the district.

41 General Administration- This function includes expenses incurred for the overall

administrative responsibilities of the school district. It includes expenses for the school board, superintendent’s office, personnel services, financial services, and administrative attendance personnel.

50 Support Services- This function series is used for expenditures/expenses that are used

for school district support services.

51 Facilities Maintenance and Operations- This function includes expenses incurred to keep the facilities and grounds open, clean, comfortable and in good working condition and state of repair, and insured. This function also includes expenses associated with warehousing and receiving services.

52 Security and Monitoring Services- This function is used for expenditures to keep student

and staff surroundings safe whether in transit to or from school, on a campus or participating in school-sponsored events at another location.

53 Data Processing Services- This function is used for expenditures for data processing

services, whether in-house or contracted. 60 Ancillary Services- This function series is used for expenditures/expenses that are for

school district support services supplemental to the operation of the school district.

61 Community Services- This function encompasses all other activities of the school district that are designed to provide a service or benefit to the community as a whole or a portion of the community.

46

Function Codes

General Descriptions 70 Debt Service- This function series is used for expenditures/expenses that are used for

the payment of debt principal and interest.

71 Debt Service- This function is used for expenditures that are for the retirement of recurring bond, capital lease principal, and other debt, related debt service fees, and for all debt interest.

80 Capital Outlay - This function series is used for expenditures/expenses that are for

acquisitions, construction, or major renovation of school district facilities.

81 Facilities Acquisition and Construction- This function includes expenses for acquisition of land and building, the remodeling of buildings, additions to buildings, and installation and extension of service systems and other built-in systems.

90 Intergovernmental Charges- This function series is used for the transfer of resources

from one governmental unit to another. 99 Other Intergovernmental Charges- This function is used for expenditures to other

governmental entities, such as county appraisal districts, for costs related to the appraisal of property.

47


Significant Financial Policies and Procedures The following financial policies and procedures of the District significantly influence the development of the annual budget. Cash Management The District’s cash management goals are as follows:

• Insure proper collateralization of deposits.

• Ensure adequate balances to cover cash disbursement needs.

• Maximize interest earnings.

• Minimize bank changes. These goals are accomplished by keeping bank balances as low as possible through transferring all available dollars into an investment pool. Additionally, treasuries, government discount notes, and commercial paper are purchased after considering yield and cash flow projections. Cash balances are monitored daily by the District through on-line banking. Using this system allows accounting personnel to minimize bank balances by only transferring into the accounts the funds necessary to cover the dollar amount of checks that have been presented to the bank each day. This keeps the low interest bearing bank balances at a minimum, thus maximizing interest earnings. Investment Policies The Board of Trustees has adopted a written investment policy regarding the investment of its funds as defined in the Public Funds Investment Act of 1995. This policy authorizes the District to invest in obligations of the U. S. Treasury, the State of Texas or certain U. S. agencies, certificates of deposit, repurchase agreements, commercial paper, money market and no-load mutual funds and public funds investment pools as permitted by Chapter 2256, Texas Government Code. The main goal of the investment program is to ensure its safety as well as to maximize financial returns within current market conditions in accordance with the District’s investment policy. Assets of the District shall be invested in instruments whose maturities do not exceed three years from the time of purchase. The Board may specifically authorize a longer maturity for a given investment, within legal limits. The investment portfolio shall be diversified in terms of investment instrument, maturity scheduling, and financial institutions to reduce the risk of loss. Monitoring is performed monthly as investment reports are submitted to the Board of Trustees for review. In addition, the District investment officer annually presents a comprehensive report on the investment program and investment activity. Debt Administration Debt service is a major area of cost due to the District’s building program that is primarily financed by the sale of general obligation bonds. The ratio of net bonded debt to assessed value for the District is 3.80%. Educational legislation has eliminated limits on outstanding debt; however, prior law limited debt to 10% of the assessed value and the District is well below that level. All principal and interest payments are due February 15th and August 15th of each year. On February 1st of each year, outstanding taxes become delinquent which permits the collection of a large majority of taxes levied before the long-term debt payments are due. The District’s bonds presently carry a favorable rating of “Aaa” with Moody’s Investment Service and “AAA” with Standard and Poor’s Investor Service.

48

Significant Financial Policies and Procedures (continued)

Debt Service Policy The Board of Directors may obtain funds to construct, acquire or equip school buildings, to purchase necessary sites, to purchase school buses, or to acquire, or refinance property financed under a contract entered under the Public Property Finance Act by issuing bonds and assessing annual ad valorem taxes sufficient to pay the principal and interest on the bonds as they come due. Before issuing bonds, the District must demonstrate to the Attorney General that, with respect to the proposed issuance, the District has a projected ability to pay the principal of and interest on the proposed bonds and all previously issued bond. The District has adopted the provisions of section 45 of the Texas Education Code requiring the levy each year of a tax rate, unlimited as to amount, sufficient to meet principal and interest requirements during the fiscal year. Resources from the property taxes for servicing bonded debt principal and interest are accumulated in, and expended from the Debt Service Fund (Article 278e-1, VCS). Texas statutes do not prescribe a debt limit; however, a practical economic debt limit of 10% of the assessed valuation is used by the district. Fund Balances and Net Position The District has adopted the provisions of GASB Statement No. 54, Fund Balance Reporting and Governmental Fund Type Definitions (GASB 54). In accordance with GASB 54 the District classifies governmental fund balances as follows: Non-Spendable – includes amounts that cannot be spent because they are either not in spendable form, or, for legal or contractual reasons, must be kept intact. This classification includes inventories, prepaid items and long term receivables. Restricted – includes fund balance amounts that are constrained for specific purposes which are externally imposed by providers, such as creditors or amounts restricted due to constitutional provisions or enabling legislation. This classification includes the child nutrition program, retirement of long term debt, construction programs and other federal and state grants. Committed – Committed fund balances are amounts constrained to specific purposes by the District itself, using a resolution passed by its highest decision making authority (the Board of Trustees). To be reported as committed, amounts cannot be used for any other purpose unless the District takes the same highest level of action to remove or change the constraint.

Assigned – includes fund balance amounts that are self imposed by the District to be used for a particular purpose. Fund balance can be assigned by the District’s Board, the Superintendent or the Chief Financial Officer pursuant to the District’s fund balance policy.

Unassigned – amounts that are available for any purpose are considered unassigned fund balance. Positive numbers can only be reported in the general fund. Net Position may serve over time as a useful indication of a government’s financial position. Net position on the Statement of Net Position includes the following: Net Investment in Capital Assets – this component of net position reports the difference between capital assets less both the accumulated depreciation and the outstanding balance of debt, excluding unspent proceeds, that is directly attributable to the acquisition, construction or improvement of these capital assets; Restricted –this component of net position reports the difference between assets and liabilities of the District that consist of assets with constraints placed on their use by external parties; Unrestricted –the difference between the assets and liabilities that is not reported in Net Investment in Capital Assets, or Restricted Net Position.

49

Significant Financial Policies and Procedures (continued) Reserve Policies

• General Fund & Debt Service Fund– The District strives to maintain a fund balance equal to 25% of operating expenditures for the general and debt service funds.

• Debt Service Fund – The District maintains a debt service fund balance of not more than 1/2 of the previous year’s required principal and interest payments for all outstanding bonds. If the fund balance exceeds this level, the excess is considered a reserve and is subject to rebate under arbitrage regulations.

• Food Service Fund – The fund balance for food service should not exceed three months of average food service operations expenditures. Average monthly food service expenditures are calculated by dividing the subsequent year’s budgeted expenditures by ten months since the food service department only operates for ten months out of the year.

Accounting Pronouncements The District has adopted the provisions of GASB Statement No. 68, Accounting and Financial Reporting for Pensions (GASB 68). The District also adopted the provisions of GASB Statement No. 75, Accounting and Financial Reporting for Postemployment Benefits Other Than Pensions (GASB 75). I detailed calculation will be performed in conjunction with the preparation of the District’s annual financial statements. Risk Management The District’s risk management program encompasses various means of protecting the District against loss. Property and casualty, health, and workers’ compensation insurance is provided by commercial carriers and liability insurance coverage is provided by the Texas Association of School Boards. The District also has local Safety Programs, a District Police Department and a written Investment Policy which ensures the safety of funds as well as maximizing the financial returns. Independent Audit and Financial Reporting In accordance with Section 221.256, Texas Education Code, public school districts in Texas shall have their accounts audited annually. The audit shall be made on an organization-wide basis and shall involve all funds types and accounts groups of the school district. In addition to meeting the requirements set forth in state statutes, the audit is also designed to meet the requirements of the federal Single Audit Act of 1984 and the related provisions of OMB Circular A-133 “Audits of State, Local Governments and Non-Profit Organizations.” Once the annual audit is complete, an Annual Financial and Compliance Report is prepared and submitted to the Texas Education Agency for review. The Annual Financial and Compliance Report is designed to meet the specific monitoring needs of the Texas Education Agency. Thus, a Comprehensive Annual Financial Report conforming to standards of both the Association of School Business Officials International and the Government Finance Officers Association is also prepared to better serve the needs of the taxpayers and other financial statement users.

50


Budget Policies and Development Procedures

The State, the Texas Education Agency (TEA) and each local district formulate legal requirements for school district budgets. Legal Requirements Sections 44.002 through 44.006 of the Texas Education Code establish the legal basis for budget development in school districts. The following items summarize the legal requirements from the code:

• The Superintendent is the budget officer for the District and prepares or causes the budget to be prepared.

• The District budget must be prepared by a date set by the State Board of Education, currently August 20th.

• The President of the Board of Trustees must call a public meeting of the Board of Trustees giving ten days public notice in a newspaper for the adoption of the District budget. Any taxpayer in the District may be present and participate in the meeting.

• No funds may be expended in any manner other than as provided for in the adopted budget. The Board does have the authority to amend the budget or adopt a supplementary emergency budget to cover unforeseen expenditures.

• The budget must be prepared in accordance with GAAP (generally accepted accounting principles) and State guidelines.

• The budget must be legally adopted before the adoption of the tax rate. Annual budgets must be prepared for the following funds: General Fund, Debt Service Fund, Technology Fund, Food Service and Special Revenue Funds. Budget Development Process Teachers, principals, community members and other staff of the District, under the direction of the Chief Financial Officer and the Superintendent, develop the budget. All expenditure allocations are determined based on projected revenue from state and local sources with the goals of maintaining an appropriate fund balance and combined tax rate while still meeting District educational goals. The budget process begins in December each year with the preparation of the budget calendar and enrollment projections. The enrollment projections contained in this plan form the basis for significant budgetary decisions including per pupil allocations to each campus, instructional staffing allocations and other required service levels. The Chief Financial Officer prepares revenue projections for all funds. These projections are based on enrollment projections, estimates of local tax revenue, State funding formulas, and other significant factors. The State funding formulas are extremely complex. The Texas Legislature meets every other year. Salaries and benefits comprise approximately 89.26% of the annual operating budget. Therefore, the Board of Trustees gives careful consideration to staffing allocations for both instructional and non-instructional positions. Additional personnel units are evaluated each year and, after extensive review and analysis, recommendations are presented to the Board of Trustees. Personnel units are allocated to each campus based on projected student enrollment following State mandated ratios as applicable. The budget amounts are then developed utilizing approved staffing guidelines and estimates of cost for each position. Projected costs for each position are based on the average cost of employees currently filling each position. Supplemental pay (coaches, department heads, etc.) is approved on a year-to-year basis and does not become part of the base salary of an employee. A salary supplement may be changed upward, downward or eliminated as the Board of Trustees deems is in the best interest of the District.

51

Budget Policies and Development Procedures (continued)

In order to decentralize the budget process for non-payroll related budget allocations, site-based decision making teams, working under the direction of each campus principal, contribute extensively to campus budget decisions. Each campus receives a basic allotment per student to be used for supplies, materials, equipment, staff development and other appropriate instructional costs. The site-based decision making teams make decisions concerning utilization of this allocation. Below are the per student allocations (PSA) and budget allocations that are used during the budget process.

Supplies, Materials, and Equipment PSA

Area Elementary Intermediate Junior High High School Instructional-Supplies $28.50 $28.50 $30.10 $31.75 Media Services 13.00 13.00 14.60 14.60 Principal's Office 1.95 1.95 2.50 4.25

Printing PSA (Breakdown) P.S.A. Function 11 Function 23 Elementary $2.30 $1.62 $.68 Intermediate 2.30 1.62 .68 Junior High 3.02 2.34 .68 High School 4.46 3.78 .68

Travel Administrative / Instructional Travel and Fees & Dues (per campus allocation)

Elementary/Intermediate $240 Junior High 800 High Schools 800 Student Travel and Co-Curricular Activities PSA

Elementary $ 1.88 Intermediate 1.88 Junior High 8.99 High School 31.35

Student Mail-Outs- Each campus will be provided funds for five mail-outs. This amount is

intended to be used to mail report cards or other correspondence to parents/guardians and is calculated using the current first class mailing rate.

Equalization Funding - This category of funding helps address equity within the District. The

funds are based on the most recent PEIMS free lunch percentage and are calculated to allocate $500 for each percentage point over 50%. These funds may be used for a variety of things on the campus and are intended to meet Goals 1 and 2 of the strategic plan. Some examples of what the funds could be used for are: staff development, attendance incentives, equipment, field trips, etc. These funds are placed into a separate account at the campus level to be used as needed.

52

Budget Policies and Development Procedures (continued)

Budgets for non-campus units are developed by department heads and reviewed by the Superintendent and the Chief Financial Officer. The Chief Financial Officer develops the Debt Service Fund budget. This budget is constructed based primarily on tax base assumptions (for local revenue projections), State funding estimates, and required and projected debt retirement requirements. The Food Service Fund budget is prepared by the Director of Child Nutrition. The Superintendent and Chief Financial Officer then review the budget for approval. Following this development process, consolidated budgetary information is presented to the Board of Trustees in workshops and regular meetings. This information is summarized in a variety of different presentations and line item detail is provided, as requested, through written and verbal supporting information. Significant dates and events included in the budget development process are summarized on the budget calendars on the following pages of this document. Capital Improvement Budget Policies Capital Projects Funds are used to account for the proceeds of general obligation bonds and related interest earnings and the expenditures of these funds for the construction and equipping of new school facilities, to purchase school sites, and renovations or repair of existing facilities. The Board of Trustees does not formally adopt the Capital Projects Funds budgets annually. These budgets are prepared on a project basis based on the proceeds available from bond issues and planned expenditures outlined in applicable bond ordinances. Capital Projects Fund equity is re-appropriated in each year’s budget through budget amendments until all available funds for acquisition and construction of facilities are utilized. Each major construction contract is approved based on the existing availability of bond proceeds and/or approved but not issued bonds. However, the impact of the Capital Projects Funds budgets must be considered during development of the annual budgets for all other funds. Future operating costs (staffing, utilities, etc.) associated with capital improvements and new facilities must be projected and included in the General Fund budget. Repayment of bonds issued for capital projects must be included in Debt Service Fund projections Additionally, certain capital outlay expenditures are budgeted in the General Fund. Other capital needs (buses, computers, etc.) are provided for in both the General Fund and the Technology Fund based on department head requests during the budget hearings. Before any Capital Improvement Projects are considered, a detailed demographic/enrollment study, and a review of existing facilities for optimization must be conducted by a competent demographer. These studies will determine if a new building is necessary to relieve existing buildings in demographic areas of the District. Whenever these assessments are being conducted, a District wide long-range facility master plan with associated cost and time frame must be considered and coordinated with District Financial Advisors.

53


Budget Calendar


December 5, 2017 Preliminary budget meeting of the Finance Office to discuss

budget development process

February 6, 2018 First meeting with the Board to discuss budget projections

and goals

January - February Projected enrollment figures developed and ready for use in

budget preparation

February 2018 Preliminary budget meeting with Finance Office and Deputy

Superintendent and Assistant Superintendents for

Secondary & Elementary Education to discuss budget

meetings with department heads and principals and overall

budget process

April 18, 2018 ELEMENTARY/INTERMEDIATE PRINCIPALS MTG

Distribute budget information to elementary and intermediate

campus principals. Discuss per pupil allocations, specific

budget needs, and mechanics of budgeting.

April 18, 2018 SECONDARY PRINCIPALS MEETING

Distribute budget information to secondary campus

principals. Discuss per pupil allocations, specific budget

needs, and mechanics of budgeting.

April 18, 2018 CURRICULUM & INSTRUCTION

Distribution budget information to Curriculum group

Feb-May Staffing allocation meetings with principals

54


Budget Calendar


April-May Finance Office to meet with individual support department

heads to distribute budget packets, and discuss budget

development process

May 11, 2018 Campus budgets due to Assistant Superintendents for

Secondary and Elementary Education

May 18, 2018 Campus budgets due to Finance Office

All departmental budgets due to the Finance Office

May-June Review campus and department budgets. Develop payroll

budgets.

June 2018 Revenue budgets developed based on estimated tax values.

Expenditure estimates based on submitted requests

including staffing changes and salary adjustments.

May - August Schedule meetings and review budget with the Board of

Trustees.

July 13, 2018 I M P O R T A N T

Official Notification Received for Chapter 41 Status

July 17, 2018 Regular Board Meeting (1st Budget Proposals)

July 19, 2018 Post Notice of public hearing on budget and tax rate.

55


Budget Calendar


July 2018 Meeting with District-Level Planning & Decision-Making

Committee to discuss 2018-19 Budget

July 25, 2018 FOR INFORMATION ONLY

District receives certified appraisal roll. Adjust revenue

projections.

August 1, 2018 Public hearing on 2018-19 Budget and Tax Rate. Special

Board Meeting to discuss budget

August 3, 2018 Publish “NOTICE OF PUBLIC MEETING TO DISCUSS

BUDGET AND TAX RATE”

(must be at least 10 days prior to public meeting).

August 21, 2018 REGULAR BOARD MEETING

1. Public hearing on 2018-19 Budget and Tax Rate.

2. Adopt 2018-19 Budget (Must be before adoption of tax

rate)

3. Set 2018-19 Tax Rate (Must adopt by component, i.e.

M&O and I&S).

September 1, 2018 Last date to complete the 2018-19 Chapter 41 Intent/Choice

Selection in TEASE

56


Budget Administration and Management Process

Adoption of the official budget by the Board of Trustees is only the first step in the budget process. Following adoption, the budget administration and management process begins. The budget administration and management process is the process of regulating expenditures throughout the fiscal year to ensure that they do not exceed authorized amounts and that they are used for intended, proper, and legal purposes.

Expenditure Control and Approvals

Expenditure appropriations are allocated between organizations or cost centers (campuses, departments, divisions, etc.). Each organization is assigned a budget manager (i.e., principal, department head). The budget manager is accountable for his organization’s portion of the General Fund budget. Each budget manager is authorized to approve the expenditure of funds within their respective organization provided that the funds are expended in accordance with District purchasing procedures and legal requirements.

This is accomplished through the use of the Standard Account Code System prescribed by the Texas Education Agency, which includes an organization code. This code system is described in detail within this document. Each budget manager (or designee) is granted on-line access to the accounting codes for their organization. This access includes purchase order, check requisition, account inquiry and reporting capabilities.

Purchase Orders The Board of Trustees approves all bid awards and contracts. Purchase orders are prepared for all tangible goods. Once a purchase order is entered and approved at the campus/departmental level, administrative regulations require that all purchase orders be forwarded to the Purchasing Department for verification of availability of funds, proper account coding, and compliance with legal purchasing procedures. Purchasing then sends the P.O. to the appropriate vendor. Once the P.O. is printed and mailed, an encumbrance is entered into the account code. Encumbrances are reservations of appropriations for open purchase orders for goods that have not yet been received. The purpose of the encumbrance is to insure that obligations are recognized as soon as financial commitments are made in order to prevent inadvertent over-expenditure of funds due to lack of information about future commitments.

The majority of goods are received at our Central Warehouse. The warehouse personnel prepare a receiving report either on-line or manually. Once the Accounts Payable Department matches the P.O., receiving report and vendor invoice, payment is made.

Check Requisitions Check requisitions are used for payment for services, employee travel, and relatively small dollar reimbursements. Check requisitions, along with the appropriate supporting documentation, are forwarded to the Finance Office for verification, approval, and payment.

Amending the Budget

The budget is legally adopted at the fund and function level. The Board of Trustees must, therefore, approve budget amendments that transfer funds between funds or functions. For example, appropriations for instruction cannot be transferred to administration without Board approval. All other required transfers that do not involve fund or function changes are reviewed, approved, and processed by the Finance Office.

57

Budget Administration and Management Process (continued)

Amending the Budget (continued) To reduce the number of transfers that require processing by the Finance Office, budgetary control accounts have been established so that budget managers are able to utilize their organization’s funds as necessary within the same fund and function without submitting an official budget amendment. Control accounts link several detail expenditure accounts to the same budgetary control balance. For example, assume that the general supplies detail account at a particular campus had no remaining budgetary balance and the warehouse supplies detail account in the same fund and function had a remaining budget balance. An expenditure could be made from the general supplies account without doing a budget transfer because the control account (which includes the warehouse supplies account) had enough funds to cover the expenditure. Monitoring the Budget The District’s interactive, on-line budgetary accounting and control system provides many useful reports to assist Board Members, Finance Office personnel, and budget managers in administering, monitoring, and controlling the implementation of the budget. This system provides many checks on account balances to insure that funds are not over-expended at the budgetary control account level. If sufficient funds are not available at the budgetary control account level, purchase order and check requisitions cannot be generated. The CFO carefully monitors comparisons between budget and actual expenditures to maintain cost control and to insure against over-spending for payroll and related accounts. On a monthly basis, management reviews financial projection reports generated by the District’s accounting system. At any period of time during the year, financial projections through the end of the fiscal year can be generated. This is done by taking the expenditures through a certain specified period in the current year divided by the percent of expenditures through this same period in the prior year divided by total actual expenditures in the prior year. This process of reviewing projected year-end expenditure levels, as well as current expenditure levels, provides an increased level of comfort in assuring budgetary compliance. Relevant financial reports are submitted to the Board of Trustees on a monthly basis. The final step in the budget monitoring process is the evaluation of the results of operations that are presented annually in the District’s Comprehensive Annual Financial Report (CAFR). Reporting to the Texas Education Agency (TEA) The District budget must be submitted to TEA via the Public Education Information Management System (PEIMS) transmission process as of the date established in the annual instructions for the system. TEA monitors for compliance at the district level only. This monitoring is a legal requirement to ensure mandatory expenditure levels in certain areas. In addition, amended budgets are reflected on the schedule comparing budget and actual results in the Annual Financial and Compliance Report. The requirement for filing the amended budget with TEA is formally met when the District submits its Annual Financial and Compliance Report.

58

Financial Section

Financial Overview Combined revenues for all funds are budgeted to decrease to $605 million for budget year 2018-19. This decrease is $4.5 million less than the combined projected revenues for 2017-18. The majority of the decrease is in federal revenue in the General Fund. The federal revenue that the District receives is based on Medicaid reimbursement claims and is subject to federal regulations, therefore the District does not include this as budgeted revenue. The majority of General and Debt Service fund revenues are generated by tax collections. The District has experienced dramatic increases in its tax base, averaging 6.9% over the past ten years.

$- $5

$10 $15 $20 $25 $30 $35 $40

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

Billio

ns

Tax Base Trend

`

We have provided several supporting schedules that show the Tax Rate effects for the District on pages 62-63. Revenues for the Capital Projects fund will be earned by investment income. All of the bonds approved in the 2015 bond referendum have been sold. The majority of projects approved in the 2015 bond referendum will be completed by the end of fiscal year 2018-19. In the Food Service Fund approximately (59%) of the revenue in this fund is received from the United States Department of Agriculture (USDA) under the National School Lunch Program and the School Breakfast Program. The remaining revenue (41%) is primarily generated from user fees i.e. student payments for meals. The Food Service revenue is budgeted to remain consistent with the 2017-18 projected revenues. The total 2018-19 combined fund expenditures are budgeted to increase to $784 million or 3.81% over 2017-18 projected expenditure levels. The majority of the increase in expenditures is in the General fund related to additional personnel for growth. A large portion of the personnel growth was a result of opening two new campuses in 2018-19 including Grand Oaks High School. Our number one goal as a district is student achievement so it is a priority in the budget process to provide the necessary funding to put an adequate number of teachers in the classroom as well as maintain a competitive pay structure to retain high quality teachers.


2017-18 2018-19 Change

General Fund 478,722,725$ 495,459,113$ 3.50%

Debt Service Fund 100,397,172 103,055,656 2.65%

Capital Projects Fund 154,440,171 163,504,113 5.87%

Food Service Fund 21,673,994 22,000,000 1.50%

Total 755,234,062$ 784,018,882$ 3.81%

Total Expenditures by Fund Comparison

59

2018-19

General Fund Debt Service Capital Pojects Food Service Total

Revenues

5710 Tax Collections 363,478,836$ 78,872,595$ -$ -$ 442,351,431$

5742 Investment earnings 3,425,000 250,000 352,914 - 4,027,914

5749 Miscellaneous 3,800,000 - - - 3,800,000

5751 Food service-meals - - - 9,105,362 9,105,362

Total Local Revenues 370,703,836 79,122,595 352,914 9,105,362 459,284,707

5810 Foundation school program 108,271,646 - - - 108,271,646

5829 Miscellaneous state revenue - 1,630,972 - - 1,630,972

5831 Teacher retirement on-behalf 23,300,000 - - - 23,300,000

Total State Revenues 131,571,646 1,630,972 - - 133,202,618

5921 School breakfast program - - - 2,545,220 2,545,220

5922 National school lunch program - - - 10,349,418 10,349,418

5929 Misc. Federal Revenues - - - - -

Total Federal Revenues - - - 12,894,638 12,894,638

Total Revenues 502,275,482 80,753,567 352,914 22,000,000 605,381,963

Expenditures

11 Instruction 315,098,815 - - - 315,098,815

12 Instructional resources & media 5,782,833 - - - 5,782,833

13 Staff development 3,814,145 - - - 3,814,145

21 Instructional administration 4,408,256 - - - 4,408,256

23 School administration 31,195,357 - - - 31,195,357

31 Guidance and counseling 15,670,999 - - - 15,670,999

32 Social work services 745,210 - - - 745,210

33 Health services 5,378,152 - - - 5,378,152

34 Student transportation 25,581,500 - - - 25,581,500

35 Food services - - - 20,471,000 20,471,000

36 Co-curricular activities 11,506,271 - - - 11,506,271

41 General administration 8,439,765 - - - 8,439,765

51 Plant maintenance & operations 49,046,719 - 437,480 1,529,000 51,013,199

52 School police 7,538,589 - - - 7,538,589

53 Technology 6,933,402 - - - 6,933,402

61 Community service 19,100 - - - 19,100

71 Debt service - 103,055,656 - - 103,055,656

81 Facilities acquisition & const. - - 163,066,633 - 163,066,633

99 Other Intergovernmental 4,300,000 4,300,000

Total Expenditures 495,459,113 103,055,656 163,504,113 22,000,000 784,018,882

Excess Revenues Over Expenditures 6,816,369 (22,302,089) (163,151,199) - (178,636,919)

Other Resources (Uses) - - - - -

Fund Balance-Beginning-Projected 138,088,222 32,151,683 169,400,938 3,517,732 343,158,575

Fund Balance-Ending-Projected 144,904,591$ 9,849,594$ 6,249,739$ 3,517,732$ 164,521,656$

Expenditures By Major Object

2018-19

General Fund Debt Service Capital Pojects Food Service Total

6100 Payroll Costs 442,197,112 - - 8,580,000 450,777,112

6200 Purchase & Cont Service 27,013,305 - 344,299 1,634,000 28,991,604

6300 Supplies and Materials 19,060,106 - 5,553,851 11,135,000 35,748,957

6400 Other Operating Expend 6,485,890 - - 30,000 6,515,890

6500 Debt Service 103,055,656 - - 103,055,656

6600 Capital Outlay 702,700 - 157,605,963 621,000 158,929,663


Note: Please see individual fund sub-sections for more detailed explanations of revenues, expenditures and fund balance.

-


Combined Budget Summary: 2018-19 Including 2017-18 Projected and 2016-17, 2015-16 & 2014-15 ActualGeneral Fund, Debt Service Fund, Capital Projects & Food Service Fund

60

2018-19 2017-18 2016-17 2015-16 2014-15

Total Projected Actual Actual Actual

Revenues

5710 Tax Collections 442,351,431$ 430,671,954$ 413,886,890$ 378,727,243$ 344,360,198$

5742 Investment earnings 4,027,914 8,440,463 5,091,776 2,058,651 1,401,637

5749 Miscellaneous 3,800,000 4,343,310 5,236,413 5,025,977 4,244,960

5751 Food service-meals 9,105,362 8,273,127 7,759,230 7,278,099 7,031,534

Total Local Revenues 459,284,707 451,728,854 431,974,309 393,089,970 357,038,329

5810 Foundation school program 108,271,646 111,275,991 111,735,410 135,298,280 134,575,901

5829 Miscellaneous state revenue 1,630,972 1,631,352 1,640,669 1,745,398 181,219

5831 Teacher retirement on-behalf 23,300,000 24,913,141 22,255,241 21,568,418 20,170,567

Total State Revenues 133,202,618 137,820,484 135,631,320 158,612,096 154,927,687

5921 School breakfast program 2,545,220 2,469,464 2,282,763 2,107,325 1,982,691

5922 National school lunch program 10,349,418 9,996,699 8,875,517 8,307,723 7,953,730

5929 Misc. Federal Revenues - 7,839,159 6,386,706 5,470,812 4,899,707

Total Federal Revenues 12,894,638 20,305,322 17,544,986 15,885,860 14,836,128

Total Revenues 605,381,963 609,854,660 585,150,615 567,587,926 526,802,144

Expenditures

11 Instruction 315,098,815 301,234,511 288,785,976 269,564,440 247,267,817

12 Instructional resources & media 5,782,833 5,457,300 5,202,042 5,011,418 4,951,934

13 Staff development 3,814,145 4,836,639 4,386,217 3,657,662 3,145,356

21 Instructional administration 4,408,256 4,329,347 4,079,657 3,934,071 3,286,308

23 School administration 31,195,357 30,817,959 29,677,029 28,107,247 26,886,312

31 Guidance and counseling 15,670,999 15,167,657 14,434,700 13,765,964 16,109,307

32 Social work services 745,210 748,800 736,712 571,904 418,316

33 Health services 5,378,152 5,377,890 5,204,205 4,959,713 4,727,352

34 Student transportation 25,581,500 26,775,039 23,384,228 20,375,121 19,892,018

35 Food services 20,471,000 20,001,196 18,368,540 17,840,912 17,473,807

36 Co-curricular activities 11,506,271 11,197,042 11,056,164 9,992,991 9,747,914

41 General administration 8,439,765 8,482,219 7,918,333 7,666,050 7,032,406

51 Plant maintenance & operations 51,013,199 50,766,774 46,178,553 43,297,530 45,926,656

52 School police 7,538,589 6,723,663 6,664,235 6,647,386 5,580,730

53 Technology 6,933,402 6,843,046 6,681,671 5,923,727 5,738,640

61 Community service 19,100 12,052 10,976 10,774 18,202

71 Debt service 103,055,656 100,397,172 91,669,974 84,233,299 82,992,639

81 Facilities acquisition & const. 163,066,633 152,179,500 160,265,189 90,052,427 36,040,328

99 Other Intergovernmental 4,300,000 3,886,256 3,436,384 3,082,741 2,760,118


Excess Revenues Over Expenditures (178,636,919) (145,379,402) (142,990,170) (51,107,451) (13,194,016)

Other Resources (Uses) - 204,067,486 150,031,120 133,071,085 37,373,212

Fund Balance-Beginning-Projected 343,158,575 284,470,491 277,429,541 195,465,907 171,286,711

Fund Balance-Ending-Projected 164,521,656$ 343,158,575$ 284,470,491$ 277,429,541$ 195,465,907$

2018-19 2017-18 2016-17 2015-16 2014-15

Total Projected Actual Actual Actual

6100 Payroll Costs 450,777,112$ 434,285,979$ 414,399,941$ 387,091,203$ 359,599,759$

6200 Purchase & Cont Service 28,991,604 28,313,432 27,474,211 25,544,036 29,948,638

6300 Supplies and Materials 35,748,957 41,901,680 33,047,627 31,072,025 28,852,163

6400 Other Operating Expend 6,515,890 5,907,579 5,914,543 4,566,377 4,237,144

6500 Debt Service 103,055,656 100,397,172 91,669,974 84,233,299 82,420,693

6600 Capital Outlay 158,929,663 144,428,220 155,634,489 86,188,437 34,937,763


- - - - -


General Fund, Debt Service Fund, Capital Projects & Food Service FundCombined Budget Summary: 2018-19 Including 2017-18 Projected and 2016-17, 2015-16 & 2014-15 Actual

61

General Debt Service Memo

Fund Fund Total

Requirements

Proposed Expenditure Budget 495,459,113$ 103,055,656$ 598,514,769$

Fund Balance Requirement 144,904,591 9,849,594 154,754,185

Total Requirements 640,363,704 112,905,250 753,268,954

Resources

Other Than Tax Levy:

Projected Fund Balance, 8/31/18 138,088,222 32,151,683 170,239,905

State Revenue 108,271,646 1,630,972 109,902,618

TRS On-behalf 23,300,000 - 23,300,000

Other Local Revenues 7,225,000 250,000 7,475,000

Operating Transfer - - -

Total Non-Tax Resources 276,884,868 34,032,655 310,917,523

Revenue Required From Current Tax Levy 363,478,836 78,872,595 442,351,431

Computation of Tax Rate

Revenue Required From Property Tax Levy 363,478,836 78,872,595 442,351,431

Estimated Taxable Value 35,737,543,316 35,737,543,316 35,737,543,316

Collection Rate Factor 96.00% 100.00% 96.60%

Adjusted Net Estimated Taxable Value 34,308,041,583 35,737,543,316 34,522,466,843

Tax Rate Needed Per $100 Valuation 1.06 0.220 1.280

Tax Rate Recommended 1.06$ 0.220 1.280

Prior Year Tax Rate 1.04$ 0.240 1.280


Combined Property Tax Rate Calculation Worksheet

2018-2019

62

2014-15 2015-16 2016-17 2017-18 2018-19

Assessed/Market value of a home 252,948$ 283,155$ 296,236$ 294,906$ 293,518$

Less: Homestead exemption 15,000 15,000 25,000 25,000 25,000

Taxable value 237,948 268,155 271,236 269,906 268,518

Total property tax rate 1.2800 1.2800 1.2800 1.2800 1.2800

Property tax due 3,046$ 3,432$ 3,472$ 3,455$ 3,437$

Percent of property tax due increase 12.06% 12.69% 1.15% -0.49% -0.51%

(decrease) from prior year

Each year the Montgomery County Appraisal District appraises property based on market conditions such as sales in

the surrounding areas. The above schedule shows how market conditions & tax rates would affect the amount of

property tax due through 2018-19 based on the overall trends of the District.


Impact of Budget on Taxpayers

$1,000

$1,500

$2,000

$2,500

$3,000

$3,500

$4,000

2014-15 2015-16 2016-17 2017-18 2018-19

Property Tax Due

63

District County Total Rate General Debt Service

New Caney Montgomery 1.67000 1.170000 0.50000

Crosby Harris 1.65000 1.170000 0.48000

Splendora Montgomery 1.60000 1.170000 0.43000

Galena Park Harris 1.56330 1.243300 0.32000

Deer Park Harris 1.55670 1.236700 0.32000

Humble Harris 1.52000 1.170000 0.35000

Katy Harris 1.51660 1.146600 0.37000

Spring Harris 1.51000 1.060000 0.45000

Pasadena Harris 1.48000 1.200000 0.28000

Sheldon Harris 1.47000 1.170000 0.30000

Cy-Fair Harris 1.44000 1.060000 0.38000

Huffman Harris 1.44000 1.040000 0.40000

Aldine Harris 1.43589 1.153388 0.28250

Goose Creek Harris 1.43189 1.170000 0.26189

Klein Harris 1.43000 1.060000 0.37000

Channel View Harris 1.39600 1.040000 0.35600

Spring Branch Harris 1.39450 1.110000 0.28450

Willis Montgomery 1.39000 1.070000 0.32000

LaPorte Harris 1.38000 1.170000 0.21000

Magnolia Montgomery 1.37950 1.040000 0.33950

Montgomery Montgomery 1.37000 1.040000 0.33000

Tomball Harris 1.34000 1.040000 0.30000

Alief Harris 1.33000 1.125000 0.20500

Conroe Montgomery 1.28000 1.060000 0.22000

Houston Harris 1.20670 1.040000 0.16670

Average Tax Rate 1.44724 1.11820 0.32904

Conroe Tax Rate 1.28000 1.06000 0.22000

Tax Rate Comparison

All Harris and Montgomery County School Districts

Sorted by Combined Tax Rate


64

Combined Tax Rate Comparison

with area School Districts

$1.20

$1.25

$1.30

$1.35

$1.40

$1.45

$1.50

$1.55

Humble Katy Spring Cy-Fair Klein Conroe

65


66

Financial Section General Fund

General Fund The General Fund is the District’s principal fund, accounting for the majority of current operating expenditures. Recorded in the General Fund are transactions encompassing the approved current operating budget, related revenues, expenditures, assets, liabilities, and fund balance. Financial transactions of the District are recorded in detail in the general ledger by objects and functions within projects and programs. This fund has often been described as an operating or current fund and includes revenues from an ad valorem local maintenance tax, state funding, and other sources such as tuition, fees, and investment earnings.

Revenue Trends and Assumptions Enrollment Trend

The major estimate necessary to build the General Fund budget is student enrollment. State revenue estimates, as well as the campus expenditure budget allocations, rely heavily on enrollment data. The District has experienced significant increases in enrollment over the last ten years of approximately 13,400 students. This trend is expected to continue for the foreseeable future. Enrollment growth presents District personnel with significant challenges including additional personnel, instructional facilities, supplies, and materials.

35,000

40,000

45,000

50,000

55,000

60,000

65,000

09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19

Enrollment Trend

State Funding Trend State funding provides 26% of the revenue necessary to fund operating expenditures. The Texas Legislature meets biennially unless the Governor requests a special session. Attempts to reform Texas’ public school finance system failed during the 85th Regular Session of the Texas Legislature. However, the governor did call for a special session resulting in the passing of HB 21. Initially the bill would have provided an additional $1.8 billion in funding to public schools in Texas, which would have added $1.5 billion to the basic allotment. The Senate stripped the bill down to $300 million, focused primarily on various special education grants, support for small and rural schools, and the extension of ASATR to prevent many districts from closing schools. The bill also established a School Finance Commission to evaluate and suggest changes to Texas school finance system. For additional information on the State of Texas budget visit this

website. http://www.lbb.state.tx.us/.

The two primary components of the funding formula are (Tier I and II). The Tier I component of school funding represents the cost of providing basic educational services for students in the district. Tier I provides funding for regular education, special education, compensatory education, bilingual education, gifted and talented education, career and technology education and transportation. Under Tier I, the State subsidizes tax receipts as needed to produce a basic allotment for each student in average daily attendance. The district’s portion is calculated by using the compressed tax rate (2005 adopted maintenance and operations [M&O] rate multiplied by 0.6667). The basic allotment remains at $5,140 per average daily attendance A.D.A.

67

http://www.lbb.state.tx.us/

State Funding Trend (continued)

In Tier II, the state will subsidize tax receipts as needed to produce a guaranteed level of revenue per student per penny of property tax levy. The guaranteed yield program provides funds for educational services beyond the basic programs financed through Tier 1. The first level of Tier II was collapsed into the basic allotment so that the guaranteed yield for enrichment is paid on the tax effort that exceeds the compressed rate. The Tier II, Level II yield per student in weighted average daily attendance (WADA) was increased to $106.28.

Detailed calculations of State revenue estimates are in the Informational Section of this document and summarized below.

Projected Budget

2017-18 2018-19

Tier I :

Total allocation 410,028,339$ 413,857,045$

Less: Local Share (320,453,054) (336,014,571)

State share of Tier I 89,575,285 77,842,474

Tier II 20,167,853 28,862,212

Other Programs 1,532,853 1,566,960

Total state revenue 111,275,991$ 108,271,646$

Tax Base Trend The largest portion of funding in the General Fund is derived from local funding sources, primarily property taxes, which accounts for 72% of total budgeted funds. In order to budget both State and local revenues, the District must accurately estimate the taxable value of property within the District. The Montgomery County Appraisal District (MCAD) appraises all District property. Taxes are calculated by dividing the assessed property value (less the homestead exemption amount, if applicable) by 100 and multiplying by the tax rate. The District’s tax base continues to grow at a very healthy rate averaging 6.9% growth over the last 10 years. Conroe ISD’s maintenance and operations tax rate will increase to $1.06 in 2018-2019 compared to $1.04 for 2017-18. As a result of the impact of Hurricane Harvey, Governor Abbott added Montgomery County to his state disaster declaration list on August 26, 2017, and he requested federal and state disaster assistance at that time. Because the District had increased expenditures in response to Hurricane Harvey, the District was then be eligible to raise its maintenance and operations taxes above the rollback rate without a ratifying election. This one time exception is in accordance with Section 26.08(a) of the Texas Tax Code.

$- $5

$10 $15 $20 $25 $30 $35 $40

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

Bill

ions

Tax Base Trend

`

68

Revenue Trends and Assumptions (continued) The State revenue sources discussed above and local revenue from property tax collections make up approximately 94% of total revenue. The majority of the remaining 6% is amounts contributed by the State to the Teacher Retirement System (TRS) on behalf of the District’s employees. This amount is also recognized as an expenditure. The revenue estimate is set equal to the expenditure estimation, which is calculated at 8.05% of eligible earnings.

General Fund Revenue Sources Comparison


2017-18 2018-19 Change

Local Sources $ 357,994,721 $370,703,836 3.6%

State sources 136,189,132 131,571,646 -3.4%

Federal sources 6,515,873 - -100.0%

Total $ 500,699,726 $502,275,482 0.3%

Student Demographics The District’s student demographics consist of 48.3% White, 36% Hispanic, 7.7% African American, and 8% other. The District’s demographics are illustrated in the chart below. The District has an economically disadvantaged rate of 37%.

48.3%

36.0%

7.7%

8.0%

Conroe ISD Student Demographics

White Hispanic African American Other

69

Expenditure Summary The total General Fund expenditure budget for 2018-19 is $459,459,113. This is an increase of $16,739,388 or 3.5% over projected 2017-17 expenditure levels. As always, the majority of a school district’s expenditures are for personnel costs (89.26%). The compensation package provided for in the budget includes a competitive salary increase of $1,450 for teachers, librarians and nurses. Other professional staff received a 2.5% raise while support personnel received a 3.0% increase on the midpoint. The approximate cost of these salary increases is $9.22 million Other major General Fund expenditures include:

• Additional personnel related to growth $10.98 million

• Supplies and materials related to growth of $2.23 million.

Impact on Fund Balance The District’s fund balance in fiscal year 2017-18 is projected to be $138,088,222. This projected balance represents approximately three months of expenditures or 28% of the annual budgeted expenditures and provides needed stability given significant uncertainty in projections of future revenues and expenditures.

The current unassigned fund balance of 28% exceeds the District’s goal of 25% of the annual budget.

$0

$15

$30

$45

$60

$75

$90

$105

$120

$135

$150

2014 2015 2016 2017 2018

Mill

ion

s

General Fund BalancesRequired Minimum Balance Fund Balance in Excess of Target

70


71

2017-18

2016-17 Amended 2017-18 2018-19 Percent

Actual Budget Projected Proposed Inc/Dec

Revenues

5710 Tax collections 336,298,844$ 344,396,367$ 349,916,564$ 363,478,836$ 3.88%

5742 Investment earnings 2,083,841 2,200,000 3,734,947 3,425,000 -8.30%

5749 Miscellaneous 5,216,618 4,212,954 4,343,210 3,800,000 -12.51%

Total Local Revenues 343,599,303 350,809,321 357,994,721 370,703,836 3.55%

5810 Foundation school program 111,735,410 99,331,419 111,275,991 108,271,646 -2.70%

5831 Teacher retirement on-behalf 22,255,241 24,800,000 24,913,141 23,300,000 -6.48%

Total State Revenues 133,990,651 124,131,419 136,189,132 131,571,646 -3.39%

5929 Misc. federal revenues 5,040,830 4,788,469 6,515,873 - -100.00%

Total Revenues 482,630,784 479,729,209 500,699,726 502,275,482 0.31%

Expenditures

11 Instruction 288,785,976 304,963,814 301,234,511 315,098,815 4.60%

12 Instructional resources & media 5,202,042 5,556,531 5,457,300 5,782,833 5.97%

13 Staff development 4,386,217 5,829,209 4,836,639 3,814,145 -21.14%

21 Instructional administration 4,079,657 4,664,468 4,329,347 4,408,256 1.82%

23 School administration 29,677,029 30,774,027 30,817,959 31,195,357 1.22%

31 Guidance and counseling 14,434,700 15,432,586 15,167,657 15,670,999 3.32%

32 Social work services 736,712 768,759 748,800 745,210 -0.48%

33 Health service 5,204,205 5,908,932 5,377,890 5,378,152 0.00%

34 Student transportation 23,384,228 27,240,459 26,775,039 25,581,500 -4.46%

36 Co-curricular activities 11,056,164 11,805,984 11,197,042 11,506,271 2.76%

41 General administration 7,918,333 9,115,400 8,482,219 8,439,765 -0.50%

51 Plant maintenance & operations 44,719,151 47,926,175 46,331,456 49,046,719 5.86%

52 School police 6,664,235 7,010,175 6,723,663 7,538,589 12.12%

53 Technology 6,681,671 7,495,168 6,843,046 6,933,402 1.32%

61 Community service 10,976 23,100 12,052 19,100 58.48%

81 Facilities acquisition & const. 740,498 647,169 501,849 - -100.00%

99 Other Intergovernmental 3,436,384 4,000,000 3,886,256 4,300,000 10.65%

Total Expenditures 457,118,178 489,161,956 478,722,725 495,459,113 3.50%

Other Financing Sources & Uses

Other 16,000,000 18,200,000 18,200,000 - 100.00%

Total Other Financing Sources & Uses 16,000,000 18,200,000 18,200,000 - 100.00%

Total 473,118,178 507,361,956 496,922,725 495,459,113 -0.29%

Excess Revenues Over Expenditures 9,512,606$ (27,632,747)$ 3,777,001$ 6,816,369$

General Fund

Budget Summary: 2018-2019

Summary by Major Object and Function

72

2017-18

2016-17 Amended 2017-18 2018-19 Percent Percent

Actual Budget Projected Proposed Inc/Dec of Total

6100 Payroll Cost 406,264,157$ 429,448,274$ 425,748,009$ 442,197,112$ 3.86% 89.26%

6200 Purchase & cont. serv. 25,632,919 29,978,252 26,134,005 27,013,305 3.36% 5.45%

6300 Supplies and materials 16,730,289 20,464,667 18,611,539 19,060,106 2.41% 3.85%

6400 Other operating expend 5,894,715 6,466,634 5,876,401 6,485,890 10.37% 1.31%

6600 Capital outlay 2,596,098 2,804,129 2,352,771 702,700 -70.13% 0.14%

Total Expenditures 457,118,178$ 489,161,956$ 478,722,725$ 495,459,113$ 3.50% 100%


Expenditure Summary by Major Object

General Fund

89.26%

5.45%3.85%

1.31%

0.14%


Payroll Cost




Capital outlay

73

General Fund

2017-18 2018-19

2016-17 Amended 2017-18 Proposed

Actual Budget Projected Budget

Instruction

11 61-Payroll 279,960,280$ 294,483,150$ 292,250,190$ 305,481,719$

62-Contracted Services 1,408,357 2,026,073 1,369,196 1,214,324

63-Supplies 6,414,232 6,913,393 6,185,646 7,636,411

64-Other 737,511 889,009 779,633 695,861

66-Equipment 265,596 652,189 649,846 70,500

288,785,976 304,963,814 301,234,511 315,098,815

Instructional Resources

and Media Services

12 61-Payroll 4,570,434 4,871,702 4,832,301 5,095,882

62-Contracted Services 34,344 62,400 32,645 51,245

63-Supplies 592,705 617,891 589,993 633,056

64-Other 4,559 2,862 2,361 2,650

66-Equipment - 1,676 - -

5,202,042 5,556,531 5,457,300 5,782,833

Staff Development

13 61-Payroll 4,108,407 5,418,386 4,658,583 3,693,080


63-Supplies 65,826 148,302 57,964 52,175

64-Other 77,459 49,094 28,989 44,890

66-Equipment - - - -

4,386,217 5,829,209 4,836,639 3,814,145

Instructional Administration

21 61-Payroll 3,374,694 3,778,073 3,616,888 3,538,955


63-Supplies 306,362 323,690 282,092 499,734

64-Other 156,150 231,906 167,681 182,825


4,079,657 4,664,468 4,329,347 4,408,256


Expenditure Summary by Major Object within Function

74

General Fund

2017-18 2018-19





School Administration

23 61-Payroll 29,373,862 30,431,716 30,516,341 30,905,550


63-Supplies 197,684 224,308 189,165 207,754

64-Other 91,352 103,139 98,339 68,604

66-Equipment - 75 - -

29,677,029 30,774,027 30,817,959 31,195,357

Guidance and Counseling

31 61-Payroll 13,817,954 14,597,049 14,670,270 15,109,720


63-Supplies 423,971 582,178 373,556 380,548

64-Other 47,023 61,381 46,843 52,132


14,434,700 15,432,586 15,167,657 15,670,999

Social Work Services

32 61-Payroll 725,542 749,500 734,369 735,310

62-Contracted Services - - - -

63-Supplies 1,751 3,054 2,747 5,650

64-Other 9,419 16,205 11,684 4,250


736,712 768,759 748,800 745,210

Health Services

33 61-Payroll 5,013,432 5,440,506 5,132,660 5,243,202


63-Supplies 91,674 165,900 163,260 127,550

64-Other 15,161 18,175 11,025 2,200


5,204,205 5,908,932 5,377,890 5,378,152

75

General Fund

2017-18 2018-19





Student Transportation

34 61-Payroll 19,351,277 21,428,548 21,422,967 21,632,713


63-Supplies 2,578,719 3,958,295 3,853,688 3,047,187

64-Other 564,610 642,813 431,443 478,100

66-Equipment 450,038 557,605 459,449 -

23,384,228 27,240,459 26,775,039 25,581,500

Co-Curricular Activities

36 61-Payroll 6,634,150 6,984,093 7,010,618 7,406,880


63-Supplies 1,076,200 1,550,957 1,094,318 959,773

64-Other 2,713,653 2,628,018 2,570,430 2,619,163

66-Equipment 165,443 101,245 45,411 7,500

11,056,164 11,805,984 11,197,042 11,506,271

General Administration

41 61-Payroll 6,082,127 6,476,920 6,427,311 6,569,165

62-Contracted Services 1,250,928 1,780,951 1,340,511 622,300

63-Supplies 223,235 358,212 295,989 397,985

64-Other 338,807 486,997 410,009 839,315

66-Equipment 23,236 12,320 8,399 11,000

7,918,333 9,115,400 8,482,219 8,439,765

Plant Maintenance

and Operation

51 61-Payroll 23,366,745 24,304,543 24,209,753 25,511,026


63-Supplies 3,633,253 3,532,437 3,673,465 4,166,531

64-Other 1,089,525 1,260,292 1,248,849 1,425,500

66-Equipment 786,748 644,279 517,849 434,000

44,719,151 47,926,175 46,331,456 49,046,719

76

General Fund

2017-18 2018-19





School Police

52 61-Payroll 6,025,697 6,294,800 6,092,507 6,922,900


63-Supplies 339,164 365,300 321,806 278,152

64-Other 22,380 38,171 32,699 41,700

66-Equipment 159,664 205,806 178,618 179,700

6,664,235 7,010,175 6,723,663 7,538,589

Technology

53 61-Payroll 3,857,240 4,183,788 4,169,072 4,349,510


63-Supplies 782,620 1,713,790 1,526,969 665,600

64-Other 26,097 34,972 34,940 25,100

66-Equipment 4,875 20,500 20,500 -

6,681,671 7,495,168 6,843,046 6,933,402

Community Service

61 61-Payroll 2,316 5,500 4,179 1,500


63-Supplies 2,893 2,000 881 2,000

64-Other 1,009 3,600 1,476 3,600


10,976 23,100 12,052 19,100

Facilities Acquisition

and Construction

81 62-Contracted Services - 33,775 29,150 -

63-Supplies - 4,960 - -

66-Equipment 740,498 608,434 472,699 -

740,498 647,169 501,849 -

Other Intergovernmental

99 62-Contracted Services 3,436,384 4,000,000 3,886,256 4,300,000

3,436,384 4,000,000 3,886,256 4,300,000

Other Uses 16,000,000 18,200,000 18,200,000 -

Total 473,118,178$ 507,361,956$ 496,922,725$ 495,459,113$

77

Contracted Supplies & Capital

Payroll Services Materials Other Outlay

Organization 6100 6200 6300 6400 6600 Total

101 Anderson Elementary 4,078,085$ 162,104$ 99,401$ 7,643$ -$ 4,347,233$

102 Austin Elementary 5,604,936 153,034 132,001 19,135 - 5,909,106

103 Runyan Elementary 3,780,061 105,217 88,875 7,075 - 3,981,228

104 Sam Houston Elementary 3,975,439 105,699 115,009 9,583 - 4,205,730

105 Milam Elementary 4,641,289 150,234 121,997 9,802 - 4,923,322

106 Creighton Elementary 4,817,893 122,439 99,711 11,483 - 5,051,526

107 Armstrong Elementary 4,297,993 144,227 91,999 12,517 - 4,546,736

108 Lamar Elementary 4,144,247 122,829 67,008 2,969 17,431 4,354,484

109 Oak Ridge Elementary 4,344,428 165,002 70,784 3,672 15,035 4,598,921

111 Houser Elementary 4,533,463 140,797 79,065 7,951 - 4,761,276

112 Ford Elementary 4,523,689 137,767 90,350 8,543 - 4,760,349

113 Hailey Elementary 4,097,506 136,228 62,998 975 - 4,297,707

114 B. B. Rice Elementary 3,595,053 115,391 87,881 6,000 - 3,804,325

115 San Jacinto Elementary 4,066,397 109,225 112,292 8,661 - 4,296,575

116 Glen Loch Elementary 3,775,388 105,942 79,036 802 409 3,961,577

117 Sally Ride Elementary 3,997,893 101,089 71,709 1,492 - 4,172,183

118 David Elementary 3,469,933 119,267 71,878 3,173 - 3,664,251

119 Giesinger Elementary 3,817,058 117,116 59,529 16,820 - 4,010,523

120 Galatas Elementary 3,507,981 100,382 67,006 2,201 - 3,677,570

121 Barbara Bush Elementary 3,978,758 106,376 76,966 677 - 4,162,777

122 Colin Powell Elementary 4,780,355 98,348 65,958 890 24,921 4,970,472

123 Buckalew Elementary 3,964,065 98,420 24,117 4,213 78,122 4,168,937

124 Reaves Elementary 4,022,335 143,244 104,807 2,975 - 4,273,361

125 Kaufman Elementary 4,850,869 179,028 77,304 2,625 24,037 5,133,863

126 Wilkinson Elementary 3,803,027 160,745 46,185 4,172 14,500 4,028,629

127 Broadway Elementary 5,069,831 165,336 61,468 5,830 30,504 5,332,969

128 Patterson Elementary 4,743,395 98,176 79,226 10,656 - 4,931,453

129 Birnham Woods Elementary 5,074,282 170,488 83,901 3,528 26,496 5,358,695

130 Stewart Elementary 4,391,341 256,983 40,307 59,837 4,487 4,752,955

131 Snyder Elementary 5,245,904 125,841 31,647 65,122 5,144 5,473,658

132 Bradley Elementary 4,480,480 134,162 95,828 2,341 - 4,712,811

Total Elementary Schools 133,473,374 4,151,136 2,456,243 303,363 241,086 140,625,202

General Fund


Major Object Summary by Campus

78

Contracted Supplies & Capital

Payroll Services Materials Other Outlay

Organization 6100 6200 6300 6400 6600 Total

General Fund


Major Object Summary by Campus

045 Wilkerson Intermediate 4,698,385 154,768 102,371 200 - 4,955,724

050 Collins Intermediate 3,956,144 133,946 103,512 237 - 4,193,839

067 Mitchell Intermediate 6,208,460 223,102 75,348 5,232 3,988 6,516,130

068 Grangerland Intermediate 6,712,243 417,334 127,804 9,688 - 7,267,069

069 Dolly Vogel Intermediate 6,062,131 216,486 119,950 3,935 - 6,402,502

070 Travis Intermediate 4,348,533 304,640 24,206 3,043 - 4,680,422

071 Coulson Tough K-6 5,448,981 224,488 13,296 5,398 75,190 5,767,353

073 Cryar Intermediate 4,744,238 207,097 83,803 1,278 - 5,036,416

074 Joel Deretchin K-6 5,070,956 210,958 96,348 4,620 - 5,382,882

077 Tom Cox Intermediate 4,475,006 202,033 96,560 4,206 - 4,777,805

078 Bozman Intermediate 4,972,967 225,174 98,095 2,865 - 5,299,101

080 Clark Intermediate 3,863,878 199,173 112,327 3,382 - 4,178,760

Total Intermediate Schools 60,561,922 2,719,199 1,053,620 44,084 79,178 64,458,003

041 Peet Junior High 8,614,068 302,484 253,361 41,913 - 9,211,826

043 Washington Junior High 6,471,335 265,748 190,711 50,706 - 6,978,500

046 Knox Junior High 7,361,203 324,519 252,374 36,666 - 7,974,762

049 York Junior High 7,139,410 275,988 278,217 36,205 - 7,729,820

051 Moorhead Junior High 7,480,716 308,345 248,815 49,770 - 8,087,646

053 McCullough Junior High 10,834,149 391,230 342,698 51,113 3,500 11,622,690

054 Irons Junior High 6,388,373 261,186 246,935 32,671 1,110 6,930,275

Total Junior High Schools 54,289,254 2,129,500 1,813,111 299,044 4,610 58,535,519

001 Conroe High 16,598,360 1,409,389 8,753,453 319,552 122,355 27,203,109

002 Hauke Alternative 2,068,815 102,673 38,913 91,000 - 2,301,401

003 The Woodlands High 23,695,547 1,244,189 1,052,245 404,445 - 26,396,426

005 Oak Ridge High 20,815,832 991,222 878,245 325,485 - 23,010,784

006 Academy of Science & Technology 772,410 5,377 41,180 3,518 - 822,485

008 Academy for Careers in Engineering 297,450 11,893 51,737 10,432 - 371,512

010 Discipline Alternative - JJAEP 1,793,077 19,733 46,003 7,200 - 1,866,013

011 Caney Creek High 13,803,913 512,123 711,724 234,239 - 15,261,999

013 Academy of Science & Health 754,859 829 65,963 11,000 - 832,651

014 The Woodlands College Park High 17,074,508 840,852 777,486 255,089 - 18,947,935

016 Grand Oaks High 7,510,964 736,418 719,382 155,293 - 9,122,057

201 Juvenile Detention 443,940 6,000 12,533 1,000 - 463,473

Total High Schools 105,629,675 5,880,698 13,148,864 1,818,253 122,355 126,599,845

Total Campus Costs 353,954,225$ 14,880,533$ 18,471,838$ 2,464,744$ 447,229$ 390,218,569$

Percent of Total 90.71% 3.81% 4.73% 0.63% 0.11% 100.00%

79


2014-15 2015-16 2016-17 2017-18 2018-19

Revenues

Local sources 284,917,123$ 313,691,107$ 343,599,303$ 357,994,721$ 370,703,836$

State sources 154,845,838 156,962,938 133,990,651 136,189,132 131,571,646

Federal sources 3,929,257 4,176,125 5,040,830 6,515,873 -

Total Revenues 443,692,218 474,830,170 482,630,784 500,699,726 502,275,482

Expenditures

Instruction 247,267,817 269,564,440 288,785,976 301,234,511 315,098,815

Instructional resources & media 4,951,934 5,011,418 5,202,042 5,457,300 5,782,833

Staff development 3,145,356 3,657,662 4,386,217 4,836,639 3,814,145

Instructional administration 3,286,308 3,934,071 4,079,657 4,329,347 4,408,256

School administration 26,886,312 28,107,247 29,677,029 30,817,959 31,195,357

Guidance and counseling 16,109,307 13,765,964 14,434,700 15,167,657 15,670,999

Social work services 418,316 571,904 736,712 748,800 745,210

Health service 4,727,352 4,959,713 5,204,205 5,377,890 5,378,152

Student transportation 19,892,018 20,375,121 23,384,228 26,775,039 25,581,500

Co-curricular activities 9,747,914 9,992,991 11,056,164 11,197,042 11,506,271

General administration 7,032,406 7,666,050 7,918,333 8,482,219 8,439,765

Plant maintenance & operations 41,821,469 41,850,941 44,719,151 46,331,456 49,046,719

School police 5,580,730 6,647,386 6,664,235 6,723,663 7,538,589

Technology 5,738,640 5,923,727 6,681,671 6,843,046 6,933,402

Community service 18,202 10,774 10,976 12,052 19,100

Facilities acquisition & const. 571,946 1,046,997 740,498 501,849 -

Other Intergovernmental 2,760,118 3,082,741 3,436,384 3,886,256 4,300,000


Revenues Over Expenditures 43,736,073 48,661,023 25,512,606 21,977,001 6,816,369

Other Financing Sources

Operating transfers in (out) (23,300,000) (45,550,000) (16,000,000) (18,200,000) -

Other resources - - - - -

Bond proceeds - - - - -

Total Other Financing Sources (23,300,000) (45,550,000) (16,000,000) (18,200,000) -

Revenues and Other Sources Over

Expenditures and Other 20,436,073 3,111,023 9,512,606 3,777,001 6,816,369

Fund Balance, beginning 101,251,519 121,687,592 124,798,615 134,311,221 138,088,222

Fund Balance, ending 121,687,592$ 124,798,615$ 134,311,221$ 138,088,222$ 144,904,591$

General Fund

Five Year Summary of Revenues and Expenditures

Years Ended August 31, 2015 - August 31, 2019 (Budgeted)

80

General Fund Organization Summaries

Organization Summaries

The organizations within Conroe Independent School District are divided into seven major divisions listed below.

Superintendent of Schools Deputy Superintendent Deputy Superintendent Finance

Board of Trustees Communications Elementary Education Central Warehouse

Internal Auditor Graphics/Printing Secondary Education

Planning & Construction Athletics/Natatorium

Maintenance Health Services

Grounds Maintenance Curriculum & Instruction

Custodial Services Guidance & Counseling

Transportation Assessment & Research

Technology / MIS Special Education

Staff Development

Community Outreach

Human Resources

Legal Police Department 6 Senior High Schools

3 High School Academies

7 Junior High Schools

10 Intermediate Schools

3 Elem/Inter School (K-6)

30 Elementary Schools

1 Alternative High School

1 Disciplinary Alternative School

Juvenile Detention

Summer School

Superintendent/

Legal Services

Board of Operations

Security Campuses

Financial Services

Deputy Superintendent

of Schools

Deputy Superintendent

81

Organizational Overview In the following pages of this document is an overview of the seven organizational divisions of the Conroe Independent School District. Each of the eight divisions has departments that are essential to the success of that area of expertise or responsibility. Each division may consist of one department or multiple departments. The overview will describe the activities, services, or functions of each division as well as the district employee who leads the division.

Superintendent/Board Superintendent of Schools – Dr. Curtis Null

This division consists of three areas: The Superintendent of Schools’ Office, the Board of Trustees, and the Internal Auditor. The Superintendent of Schools’ Office provides leadership, direction, coordination, and management of the District including the supervision of all employees, schools, and students. This office also presides over and facilitates meetings of the Board of Trustees, including the preparation of official minutes of the Board meetings. This division is also responsible for holding school district elections. The Board of Trustees conducts official meetings, legally required hearings, and work sessions to govern the District in all areas. The Board is also responsible for approving the budget and amendments to the budget, district policies, certifying legal documents, and signing all contracts. The office of the Internal Auditor provides the audit function for all areas of the District. These duties include auditing student activity funds, capital projects, and other areas of concern as requested by the Superintendent or the Audit Committee.

Deputy Superintendent of Operations

Deputy Superintendent of Operations – Mr. Jim Kacur The Deputy Superintendent of Operations division is comprised of nine areas: the Deputy Superintendent of Operations’ office, Communications, Graphics and Printing, Planning and Construction, Maintenance, Grounds Maintenance, Custodial Services, Transportation, and Technology/MIS. The Deputy Superintendent oversees these nine departments, assists the Superintendent, as well as coordinates several district activities. The Communication Services department is comprised of three components: Communications, Graphics, and the District Print Shop. The Conroe ISD Communications Department provides factual information representing the programs and people of CISD to all patrons in a timely and efficient manner. The Communications Office produces district-level publications and maintains and updates information daily on the CISD Website. General information items produced by the Communications Office include the CISD Overview and the CISD Campus Profiles, among others. The Communications Office is also responsible for the assembly and publication of the CISD Board Agenda, Board Book, and Board Meeting Summary. The Communications Department also serves as a direct liaison to the media, and fields media calls and inquiries on a daily basis. The department also addresses general information requests from those within and beyond the district boundaries who seek information on the District. The Graphics Department designs and creates district documents, as well as campus and departmental publications. The District’s Print Shop prints district publications and various projects requested by campuses and departments. The Print Shop is also in charge of the collection and delivery of the mail, both externally and internally. Planning and Construction supports the District by providing services to plan, construct, renovate, remodel, and maintain the physical facilities of the District. The Maintenance and Ground Maintenance departments provide the repair and upkeep of the District’s facilities, grounds, and equipment to ensure that a safe, functional environment is available for the education of all students. Custodial Services provides for the training, coordination, and supervision of the daily cleaning activities for all custodial personnel. Additional functions of the Custodial Services department include the coordination of the District’s biannual auction. The Transportation Department is charged with the safe transport of students to and from school as well as

82

the maintenance of the District’s buses. The Technology Department provides the acquisition, implementation, and utilization of all technologies that relate to instruction, instructional support, and administration. In addition, Technology plans, installs, and maintains the hardware, software, and communications infrastructure for the network systems upon which instructional and administrative applications are run. Technology provides systems and applications software services to the District for the Management Information Systems such as data processing support of central departments such as Payroll, Human Resources, Purchasing, Finance, and all campuses. The Director of Technology also oversees PEIMS (Public Education Information Management System) and Pupil Accounting as well as Library Services. The PEIMS department collects student, financial, and personnel data required for state reporting. Pupil Accounting provides oversight for student admissions and collects, maintains, and distributes student inactive and archival records.

Deputy Superintendent of Schools

Deputy Superintendent of Schools – Dr. Chris Hines

The Deputy Superintendent of Schools division consists of several departments including: the office of the Deputy Superintendent of Schools, the offices of the Assistant Superintendents for Elementary and Secondary Education, Athletics, Health Services, Curriculum & Instruction, Guidance and Counseling, Assessment and Evaluation, Special Education, Staff Development, Community Outreach, and Human Resources. The Deputy Superintendent of Schools oversees all areas of the department. The Assistant Superintendents for Elementary and Secondary Education oversee the campus principals and all departmental heads of curriculum. They ensure that all district, state, and federal guidelines are being met. In addition, the Assistant Superintendents make presentations to the Board of Trustees updating them on the educational status of the Districts’ students. The Athletics department provides a comprehensive program of competitive athletics for students in grades seven through twelve. The following sports are available for the students: boys – baseball, basketball, cross country, football, golf, power lifting, soccer, swimming, tennis, track, and wrestling; girls – basketball, cross country, golf, soccer, softball, swimming, tennis, track, and volleyball. The Athletics department schedules all events, arranges for the transportation of the students, and buys all equipment. Health Services oversees the nurses and nurses’ aides, and provides all necessary supplies to the campus clinics. The Curriculum department is comprised of departmental heads of each subject area, including Language Arts, Math, Science and Health, Social Studies, Career and Technology, Gifted and Talented, Fine Arts, Early Childhood, Parent Involvement, Bilingual and ESL, and Textbooks. These department heads are responsible for planning and implementing the District’s challenging comprehensive curriculum, which is aligned with the Texas Essential Knowledge and Skills and state and national assessments, to ensure that every student is prepared to pass the state assessment tests. They also provide administrative leadership and guidance functions of their respective departments. Many of the department heads are also responsible for applying, budgeting, implementing, and administering state and federal grant programs. Guidance and Counseling promotes and supports the academic success and personal well-being of all students. One of the responsibilities of the Assessment and Evaluation department is overseeing the mandatory assessments testing of the District’s students. The Special Education department is responsible for meeting the needs of all special needs children in the District. In addition, this department applies, budgets, implements, and administers state and federal special education grant programs. The Staff Development Department is responsible for coordinating CISD activities, Organizational Health program activities, graduate degree cohort programs with several universities, TxBESS first year teacher mentor program, and first year administrators mentor program. In addition, the Staff Development Department coordinates activities of numerous consultants; coordinates activities associated with the professional development library; coordinates activities associated with the National Board Certification Program; coordinates and publishes the CISD Staff Development Catalog; coordinates all activities held in the Professional Development Center; and coordinates the implementation of a wide variety of staff development programs for the District. The Human Resources department serves the District through multiple functions. Such services include the recruitment, interviewing, hiring, and processing activities to fill teacher and all job classification vacancies. In addition, the Human Resources department oversees

83

the maintaining of personnel records, certification, and employee benefits for all district employees as well as maintaining a computerized system to provide substitute employees.

Financial Services Chief Financial Officer – Darrin Rice

The Financial Services division is comprised of two departments: Finance and Central Warehouse. The Finance department is responsible for all cash and investing functions, accounting for special revenue and bond funds, accounting and financial reporting, payroll, accounts payable, purchasing, and fixed asset management. In addition, the Finance Department coordinates, develops, and controls the District’s annual budget based on district policies and TEA guidelines. The Central Warehouse is charged with the receiving and delivering of district purchases, as well as maintaining an inventory of supplies, which may be ordered by district campuses and departments.

Legal Services General Counsel – Carrie Galatas

The Legal department provides legal advice to the Board of Trustees and Administration, develops and monitors the implementation of Board Policy, and represents the District in litigation. The department also responds on behalf of the District to complaints and grievances filed with state and federal administrative agencies, complies with requests made pursuant to the Texas Public Information Act, and manages the District’s records retention and destruction policies. The department oversees interdistrict transfers, reviews all District contracts, monitors litigation assigned to outside counsel, provides training in related areas to employees, monitors complaints filed in accordance with Board Policy, presides over expulsion hearings, and conducts investigations of violations of Board Policy.

Security Chief of Police – William Harness

The Security division is comprised solely of the Conroe ISD Police Department. The Police Department is responsible for the safety of the students and staff of the District. The department is in charge of the hiring and training of officers, patrolling of campuses, monitoring of parking lots, as well as patrolling and monitoring athletic and extracurricular events. The Police Department is also instrumental in the District’s campaign for a “Drug-Free” environment, which includes the use of the District’s K-9 unit. Along with this includes the issuing of citations for tobacco use, truancy, and other district violations.

Campuses School Principals

The Conroe Independent School District consists of six senior high schools, three high school academies, seven junior high schools (grades 7 and 8), ten intermediate schools (grades 5 and 6), three elementary/intermediate schools (grades K – 6), thirty elementary schools (grades K – 4), one alternative high school, one disciplinary alternative school, and Juvenile Detention. The summer school program is also included in the campuses division. These campuses deliver instruction in regular program basic skills, bilingual and ESL programs, compensatory, remedial or tutorial programs, gifted and talented programs, special education programs, and vocational educational programs. In addition, students are offered the opportunity to participate in fine arts, athletics, and other extracurricular activities.

84


85

Superintendent Goals & Objectives

Dr. Curtis Null, Superintendent of Schools

GOAL 1:

Objectives:

GOAL 2:

Objectives:

GOAL 3:

Objectives:

GOAL 4:

Objectives:

GOAL 5:

Objectives:

GOAL 6:

Student Achievement and Post Secondary Success – CISD will maintain rigorous standards of achievement to prepare all students for graduation and post secondary success.

Master rigorous academic standards; close the achievement gap; and successful completion of high school.

Fiscal Responsibility – CISD will maintain efficient and effective fiscal management of resources and operations to maximize learning for all students.

Effective and efficient use of financial resources; successful implementation of capital projects; and effective and efficient operations.

Recruitment, Development, and Retention of Staff – CISD will employ, develop, and retain highly qualified staff to maximize learning for all students.

Recruitment of staff; staff development; and retention of staff.

Parents and Community – CISD will work jointly with parents and the community to maximize learning for all students through collaborative partnerships and unity of purpose.

Parent and family involvement and community and business partnerships.

Safe Schools – CISD will strive to ensure a safe and orderly environment conducive to learning for all students and staff.

Implement safe schools plan and provide resources and training for district safety and security.

Technology – CISD will provide technology infrastructure, tools, and solutions to meet the administrative requirements of the district and to maximize learning for all students.

Objectives: Maximize teaching and learning; enhance professional practices; support administration and operations; and infrastructure to support all functions.

GOAL 7: Communication – CISD will promote and enhance two-way communication among our staff and our community to maximize the success of all students.

Objectives: Effective internal communication and effective external communication.

86

Superintendent / Board2018-2019 General Fund Budget

Payroll cost: By position

Budgeted Staff Actual Amended Budget Projected Proposed Budget % of

2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

1.0 1.0 Administrators 436,464$ 450,605$ 543,776$ 467,384$ 32.36%

2.0 2.0 Professionals 184,709 197,844 197,145 188,851 13.07%

2.0 2.0 Paraprofessionals 84,654 85,369 91,725 94,260 6.53%

5.0 5.0 705,827 733,818 832,646 750,495 51.96%

Payroll related and benefits costs: 144,123 150,772 178,173 134,367 9.30%

Non-payroll cost: By functional area

41 General Administration 194,738 401,903 234,879 559,065 38.70%

51 Plant Maintenance & Operations 360 1,000 339 500 0.03%

195,098 402,903 235,218 559,565 38.74%

Total Annual Operating Budget 1,045,048$ 1,287,493$ 1,246,037$ 1,444,427$ 100.00%

Enrollment 59,764 61,360 61,580 63,014

Total Annual Operating Cost per Student 17.49$ 20.98$ 20.23$ 22.92$ 13.28%

87

Deputy Superintendent of Operations Goals & Objectives

Jim Kacur, Deputy Superintendent of Operations

Transportation

GOAL: To provide safe, reliable, efficient transportation for qualified students to and from school and school related activities.

Objective 1: Continue to maintain and/or improve transportation policies: walk-to-stop policy, maintenance procedures, accident procedures & new hire procedures.

Objective 2: Maintain transportation website with up-to-date information and add Shop link.

Objective 3: Continue to follow-up on selected items in Transportation’s review.

Objective 4: Continue to utilize the CISD phone messaging system for employee notifications.

Objective 5: Continue to research and implement new and existing technologies that will improve safety and day-to-day operations.

Objective 6: Meet the department’s allotted budget and continue to research ways to effectively reduce spending.

Objective 7: Continue to improve phone answering systems and procedures.

Objective 8: Seek out grants and new funding sources that are beneficial to CISD and Transportation. Objective 9: Maintain fleet projections for all District vehicles. Objective 10: Redevelop the Safe Bus Rider Program in order to educate students in Bus Safety. Objective 11: Conduct analysis and make recommendations for Administration as needed. Objective 12: Research and make recommendations on the purchase of new and used school buses. Objective 13: Continue to improve morale and hire new employees to fill vacancies.

Custodial

GOAL 1: Maintain a minimum of 22,480 sq. feet cleaned per custodian with reduced number of staff.

GOAL 2: Maintain modified “every other day” cleaning schedule for elementary and secondary campuses.

Maintenance

GOAL 1: To maintain all schools to their optimum potential for creating a safe learning environment.

GOAL 2: To maintain a safe working environment for all maintenance craft areas.

GOAL 3: The maintenance warehouse will provide superb parts and service at the best possible cost to the taxpayers of Conroe Independent School District.

Facilities Planning and Construction

GOAL 1: To provide solutions to everyday problems that arise in the district.

GOAL 2: To prioritize project schedules that allows cost effective measures to be utilized.

GOAL 3: To implement a task force that oversees quality, work force staff, and time completion of capital improvement projects.

88

Deputy Superintendent of Operations Division2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

1.5 1.5 Administrators 202,940$ 208,324$ 162,075$ 217,570$ 0.33%

46.4 47.4 Professionals 4,552,957 4,766,119 4,742,829 4,610,700 7.04%

57.1 58.1 Paraprofessionals 2,466,451 2,799,850 2,571,685 2,663,770 4.07%

6.0 6.0 Support Personnel 207,405 200,604 212,928 204,570 0.31%

965.5 1,015.5 Manual Trades 30,479,747 32,756,023 32,593,752 34,584,421 52.78%

1,076.5 1,128.5 37,909,500 40,730,920 40,283,269 42,281,031 64.53%

Payroll related and benefits costs: 9,022,838 9,540,732 9,861,188 9,500,838 14.50%


11 Instruction 188,316 456,091 352,380 244,900 0.37%

13 Curriculum & Instruction 7,811 8,629 8,116 7,000 0.01%

21 Instructional Leadership 13,244 13,550 13,615 13,550 0.02%

34 Student Transportation 4,032,951 5,811,911 5,352,072 3,948,787 6.03%


51 Plant Maintenance & Operations 7,080,660 7,960,507 7,942,233 6,693,170 10.21%

53 Data Processing 2,806,567 3,311,380 2,673,974 2,582,392 3.94%

81 Facilities Acq & Construction 499,288 241,069 236,529 - 0.00%

14,819,862 18,013,626 16,782,526 13,743,791 20.97%


Enrollment 59,764 61,360 61,580 63,014

Total Annual Operating Cost per Student 1,033.27$ 1,112.86$ 1,086.83$ 1,039.86$ -4.32%

89

Deputy Superintendent of Schools Goals & Objectives

Dr. Chris Hines, Deputy Superintendent of Schools

GOAL 1:

Objectives:

GOAL 2:

Objectives:

GOAL 3:

Objectives:

GOAL 4:

Objectives:

GOAL 5:

Objectives:

GOAL 6:

Student Achievement and Post Secondary Success – CISD will maintain rigorous standards of achievement to prepare all students for graduation and post secondary success.

Master rigorous academic standards; close the achievement gap; and successful completion of high school.

Fiscal Responsibility – CISD will maintain efficient and effective fiscal management of resources and operations to maximize learning for all students.

Effective and efficient use of financial resources; successful implementation of capital projects; and effective and efficient operations.

Recruitment, Development, and Retention of Staff – CISD will employ, develop, and retain highly qualified staff to maximize learning for all students.

Recruitment of staff; staff development; and retention of staff.

Parents and Community – CISD will work jointly with parents and the community to maximize learning for all students through collaborative partnerships and unity of purpose.

Parent and family involvement and community and business partnerships.

Safe Schools – CISD will strive to ensure a safe and orderly environment conducive to learning for all students and staff.

Implement safe schools plan and provide resources and training for district safety and security.

Technology – CISD will provide technology infrastructure, tools, and solutions to meet the administrative requirements of the district and to maximize learning for all students.

Objectives: Maximize teaching and learning; enhance professional practices; support administration and operations; and infrastructure to support all functions.

GOAL 7: Communication – CISD will promote and enhance two-way communication among our staff and our community to maximize the success of all students.

Objectives: Effective internal communication and effective external communication.

90

Deputy Superintendent of Schools Division2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

52.0 52.5 Professionals 5,038,648$ 5,997,528$ 5,014,351$ 5,013,480$ 25.79%

40.5 40.5 Paraprofessionals 1,594,788 1,934,654 1,540,486 1,536,700 7.90%

15.5 15.5 Counselors 882,849 924,509 902,874 909,960 4.68%

19.0 19.0 Psych/OTPT Services - Professional 1,444,045 1,943,323 1,532,980 1,528,969 7.86%

3.0 3.0 Pysch/OTPT Services - Paraprofessional 214,901 224,804 235,870 242,946 1.25%

32.8 33.8 Special Ed - Professional 1,921,460 2,112,575 2,071,480 2,035,124 10.47%

41.0 43.0 Special Ed - Paraprofessionals 679,672 712,980 709,687 761,914 3.92%

2.0 2.0 Nurses 84,616 137,896 86,715 89,316 0.46%

54.8 54.8 Teachers 1,690,244 3,551,517 2,528,084 2,503,926 12.88%

260.6 264.1 13,551,223 17,539,786 14,622,527 14,622,335 75.21%



11 Instruction 637,389 1,111,974 667,134 613,538 3.16%

12 Instructional Resources 20,684 22 - - 0.00%


21 Instructional Leadership 691,719 872,845 698,844 855,751 4.40%

31 Guidance, Counseling & Eval. 359,188 570,785 251,023 421,487 2.17%

32 Social Work Services 7,192 15,009 10,650 5,900 0.03%

33 Health Services 140,218 412,624 191,786 79,350 0.41%

36 Co-curricular Activities 472,710 499,968 379,186 181,102 0.93%


51 Plant Maint. & Operations 808,323 699,256 600,467 550,015 2.83%

52 Security and Monitor Service - 18,974 18,974 - 0.00%

61 Community Service 8,660 17,600 7,873 17,600 0.09%

3,871,279 5,494,507 3,524,299 2,903,966 14.94%


Enrollment 59,764 61,360 61,580 63,014

Total Annual Operating Cost per Student 323.20$ 408.80$ 329.75$ 308.54$ -6.43%

91

Financial Services Goals & Objectives

Darrin Rice, Chief Financial Officer

GOAL: Conroe ISD will maintain efficient and effective fiscal management of resources and operations to maximize learning for all students.

Objective 1: Effective and Efficient Use of Financial Resources

Maintain high academic results in a cost effective manner. Implement long-range revenue and budget plans. Maintain a fund balance of 16% to 24%. Provide essential positions needed to accommodate growth in student

population. Provide competitive compensation to attract and maintain quality personnel.

Objective 2: Successful Implementation of Capital Projects

Implement long-range master facilities plan. Continue to monitor student growth and adjust implementation timeline for

capital projects, as appropriate.

Objective 3: Effective and Efficient Operations

Continue to optimize campus allocations.

GOAL 2: Meet Performance Indicators for FIRST rating, Texas Smart Schools, ERG, and the District.

92

Financial Services Division2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

14.0 14.0 Professionals 1,116,656$ 1,278,085$ 1,141,433$ 1,249,370$ 13.00%


12.0 12.0 Support Personnel 356,077 373,459 365,215 386,270 4.02%

46.0 46.0 2,261,305 2,539,604 2,345,776 2,521,620 26.24%





99 Other Intergovernmental Charges 3,436,384 4,000,000 3,886,256 4,300,000 44.74%

5,126,189 6,225,004 6,073,713 6,558,478 68.24%


Enrollment 59,764 61,360 61,580 63,014


93

Legal Services Goals & Objectives

Carrie Galatas, General Counsel

GOAL: To provide legal advice and training on legal matters affecting schools to District

staff members in order to comply with State and Federal laws and regulations thus reducing the District’s litigation exposure and in turn reducing costs associated with litigation.

94

Legal Services Division2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

1.0 1.0 Administrators 181,228$ 185,347$ 185,257$ 189,330$ 37.69%

1.0 1.0 Professionals 61,445 63,178 64,369 63,390 12.62%


3.0 3.0 283,775 291,421 292,237 296,380 59.00%




294,147 171,571 159,123 154,940 30.84%

Total Annual Operating Budget 624,688$ 512,264$ 502,334$ 502,347$ 100.00%

Enrollment 59,764 61,360 61,580 63,014

Total Annual Operating Cost per Student 10.45$ 8.35$ 8.16$ 7.97$ -2.27%

95

Security Goals & Objectives

William Harness, Chief of Police

GOAL: To protect the district’s students, employees, visitors, and properties. In tandem with the district’s management team, provide an orderly and safe learning environment where teachers may teach and students may have the opportunity to learn.

Objective 1: To establish and maintain effective and efficient police strategies through the deployment of its personnel and positive communication with students, parents, and campus administrators, district personnel and patrons.

Objective 2: To establish and maintain proactive measures that include prevention, intervention,

and safety strategies to students, parents, district personnel, and CISD patrons. Objective 3: To establish and maintain first responder readiness when managing crisis events

through monitoring campus safety plans, and providing site assessments, training, evaluating campus safety plans and crisis drills.

Objective 4: To establish and maintain communications with other law enforcement, emergency

medical and social agencies to enhance school and community safety while ensuring the most efficient use of district resources.

Objective 5: To establish and continue providing quality leadership and training to police

personnel that enhances officers’ skill level, whereas police personnel may be positive role models for students, as well as assist in attainment of the district’s mission of providing education while enhancing the professionalism of educational policing.

96

Security Division2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

1.0 1.0 Professionals 123,481$ 126,869$ 126,551$ 128,720$ 1.68%


88.0 106.0 Support Personnel 4,949,167 5,128,953 4,966,452 5,825,330 76.07%

90.0 108.0 5,103,121 5,288,723 5,122,457 5,984,533 78.15%

Payroll related and benefits costs: 919,844 1,005,077 998,340 968,618 12.65%


51 Plant Maintenance & Operations 72,245 87,000 82,635 88,536 1.16%

52 Security and Monitor Service 638,538 696,401 612,182 615,689 8.04%

710,783 783,401 694,817 704,225 9.20%


Enrollment 59,764 61,360 61,580 63,014


97

Campuses2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

188.5 196.5 Administrators 16,671,859$ 17,541,931$ 17,157,487$ 17,683,700$ 4.53%

804.9 855.4 Paraprofessionals / Aides 20,870,298 21,462,808 21,907,083 23,317,465 5.98%

152.8 157.8 Counselors 9,178,982 9,551,931 9,605,928 9,995,250 2.56%

63.0 65.0 Librarians 3,619,686 3,812,866 3,779,778 4,011,699 1.03%

60.2 62.2 Nurses 3,301,489 3,338,353 3,333,710 3,453,390 0.88%

3,495.1 3,593.1 Teachers 227,655,153 236,965,282 234,328,593 246,993,661 63.30%

4,764.5 4,930.0 281,297,467 292,673,171 290,112,579 305,455,165 78.28%



11 Instruction 7,946,871 8,832,737 7,929,586 8,696,658 2.23%

12 Instructional Resources 610,924 684,807 624,999 686,951 0.18%


23 School Leadership 303,167 342,311 301,618 289,807 0.07%



33 Health Services 50,555 55,802 53,444 55,600 0.01%

36 Co-curricular Activities 3,949,304 4,321,923 3,807,238 3,918,289 1.00%


53 Data Processing 17,864 - - 1,500 0.00%

81 Facilities Acquisition & Const. 241,210 406,100 265,320 - 0.00%

25,783,543 28,542,808 25,469,799 28,575,036 7.32%


Enrollment 59,764 61,360 61,580 63,014

Total Annual Operating Cost per Student 6,004.05$ 6,136.62$ 6,059.00$ 6,192.57$ 2.20%

***Note: For STAAR Testing Results, please refer to the Texas Education Agency 2018 Accountability Summaries by campus located in the

Information Section under Performance Measures.

98

Elementary / Intermediate Schools2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

103.0 105.0 Administrators 8,715,953$ 9,024,325$ 9,032,582$ 9,237,880$ 4.50%


63.3 64.3 Counselors 3,656,214 3,681,478 3,840,798 4,001,460 1.95%

42.0 43.0 Librarians 2,497,258 2,667,540 2,608,396 2,748,063 1.34%

42.5 43.5 Nurses 2,352,903 2,412,091 2,413,870 2,511,820 1.22%

1,915.1 1,951.6 Teachers 123,686,500 128,041,813 127,859,455 132,757,596 64.73%

2,639.9 2,712.9 152,321,702 157,616,296 157,937,347 164,175,199 80.05%



11 Instruction 2,478,411 2,991,712 2,545,319 3,426,365 1.67%





33 Health Services 35,035 36,801 35,870 37,800 0.02%

36 Co-curricular Activities 10 2,411 2,371 1,308 0.00%


53 Data Processing 6,288 - - 1,500 0.00%


9,225,898 10,692,603 9,328,669 11,048,909 5.39%


Enrollment 33,261 33,705 34,140 34,894


99

Anderson Elementary Campus Goals & Objectives

Laura Quinones Acevedo, Principal

GOAL 1: Student Achievement and Post-Secondary Success Master rigorous academic standards – Student Achievement, Student Progress, and Closing

Performance Gaps

Student Achievement Objective

All subjects; all students 79% of all students combined over all subject areas approaching Grade Level Standards

Distinctions: Will meet AADD indicator for performance (Mastering Grade Level) in Reading/ELA, Writing, Math.

Student Progress Objective

Reading, Math; all students, 7 racial/ethnic groups, ELL, Sp Ed; weighted progress –

All Students/All Subjects 74% of students who will meet Expected or Accelerated Growth measures. 40% of students who will meet Accelerated Growth measures only.

Distinctions: 1. Will meet Top 25% Student Progress Distinction in Reading/ELA and Math.

2. Will meet AADD indicator for Accelerated Growth in Reading and Math.

Closing Performance Gaps

All subjects; Economically Disadvantaged Students and up to 7 racial/ethnic groups Economically Disadvantaged Students: 78% will score Approaching Grade Level Standards 54% will score Mastering Grade Level Standards

Racial/Ethnic group: Hispanic 72% will score Approaching Grade Level Standards 34% will score Mastering Grade Level Standards

Distinctions: Will meet Top 25% Closing Performance gaps Distinction in Reading/ELA and Math.

Post‐Secondary Readiness Increase Attendance Rate from 96.57% to 97.3%

GOAL 2: Recruitment, Development, and Retention of Staff

Objective: To recruit, retain, and develop highly qualified teachers and staff for all students.

GOAL 3: Parents and Community

Objective: To will work jointly with parents and the community to maximize learning for all students through two-way communication, collaborative partnerships, and unity of purpose.

GOAL 4: Safe Schools

Objective: To provide a safe and orderly school environment conducive to learning for all students and staff.

GOAL 5: Technology

Objective: To ensure that all students and staff utilize technology to maximize learning for all students and to enhance the educational practices of teachers.

100

Anderson Elementary School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

2.0 2.0 Administrators 181,915$ 177,302$ 178,828$ 180,090$ 4.14%

13.0 13.0 Paraprofessionals / Aides 293,974 297,573 310,274 331,940 7.64%

1.0 1.0 Counselors 62,750 63,615 116,071 117,590 2.70%

1.0 1.0 Librarians 58,267 60,189 59,367 61,357 1.41%

1.0 1.0 Nurses 56,988 57,142 57,805 58,300 1.34%

37.3 36.3 Teachers 2,700,609 2,677,274 2,634,750 2,678,662 61.62%

55.3 54.3 3,354,503 3,333,095 3,357,095 3,427,939 78.85%



11 Instruction 62,459 68,597 67,309 84,116 1.93%


13 Curriculum & Instruction 402 - - - 0.00%


31 Guidance, Counseling & Eval. 1,746 823 818 675 0.02%

33 Health Services 827 600 599 600 0.01%


203,255 272,277 221,149 269,148 6.19%


Enrollment 655 642 646 650




101

Austin Elementary Campus Goals & Objectives

Dr. Serena Pierson, Principal


Performance Gaps


All subjects; all students 70% of all students combined over all subject areas approaching Grade Level Standards; 40% Meeting Grade Level Standards; and 20% Mastering Grade Level Standards

















GOAL 5: Technology


102

Austin Elementary School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

3.0 3.0 Administrators 254,047$ 257,461$ 257,471$ 261,460$ 4.42%


1.0 1.0 Counselors 134,394 134,803 139,569 137,520 2.33%

1.0 1.0 Librarians 61,061 62,211 61,318 63,367 1.07%

1.0 1.0 Nurses 53,709 53,684 48,858 57,290 0.97%

60.9 55.9 Teachers 3,635,660 3,693,960 3,827,138 3,721,129 62.97%

80.9 79.9 4,506,694 4,586,408 4,743,645 4,742,520 80.26%



11 Instruction 71,733 77,064 73,500 121,606 2.06%


13 Curriculum & Instruction 2,516 - - - 0.00%



33 Health Services 749 1,350 1,349 600 0.01%


224,011 240,317 232,472 304,170 5.15%


Enrollment 929 947 1,014 1,000




103

Runyan Elementary Campus Goals & Objectives

Tracy Voelker, Principal


Performance Gaps










All subjects; Economically Disadvantaged Students and up to 7 racial/ethnic groups Economically Disadvantaged Students: 80% will score Approaching Grade Level Standards 30% will score Mastering Grade Level Standards Racial/Ethnic Group: Hispanic: 80% will score Approaching Grade Level Standards 30% will score Mastering Grade Level Standards


Post‐Secondary Readiness Increase Attendance Rate from 97% to 98%







GOAL 5: Technology


104

Runyan Elementary School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

2.0 2.0 Administrators 177,161$ 180,224$ 180,518$ 183,000$ 4.60%


1.5 1.5 Counselors 68,938 72,328 72,495 73,460 1.85%

1.0 1.0 Librarians 58,638 59,683 58,682 60,847 1.53%

1.5 1.5 Nurses 61,188 61,186 61,378 62,320 1.57%

42.1 39.1 Teachers 2,800,081 2,709,948 2,649,972 2,590,289 65.06%

60.1 56.1 3,431,070 3,343,032 3,280,404 3,222,249 80.94%



11 Instruction 63,763 53,032 50,312 72,444 1.82%


13 Curriculum & Instruction 1,545 650 574 200 0.01%



33 Health Services 1,453 1,600 1,598 1,600 0.04%


184,245 189,206 162,241 201,167 5.05%


Enrollment 665 617 606 590




105

Sam Houston Elementary Campus Goals & Objectives

Viviana Harris, Principal


Performance Gaps










All subjects; Economically Disadvantaged Students and up to 7 racial/ethnic groups Economically Disadvantaged Students: 56% will score Approaching Grade Level Standards 17% will score Mastering Grade Level Standards Racial/Ethnic Group: African American: 40% will score Approaching Grade Level Standards 7% will score Mastering Grade Level Standards


Post‐Secondary Readiness Increase Attendance Rate from 97.34% to 98%







GOAL 5: Technology


106

Sam Houston Elementary School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

3.0 3.0 Administrators 248,005$ 245,112$ 256,046$ 259,030$ 6.16%


1.5 1.5 Counselors 62,093 62,294 62,668 63,470 1.51%

1.0 1.0 Librarians 58,067 64,233 51,392 56,927 1.35%

1.0 1.0 Nurses 54,014 54,129 54,391 55,300 1.31%

35.9 32.4 Teachers 3,079,310 3,097,237 2,831,840 2,665,909 63.39%

54.6 50.1 3,768,255 3,781,534 3,506,028 3,323,040 79.01%



11 Instruction 71,687 111,369 109,385 106,022 2.52%


13 Curriculum & Instruction 4,408 1,440 1,350 - 0.00%


31 Guidance, Counseling & Eval. 2,310 1,160 1,160 675 0.02%

33 Health Services 593 600 600 600 0.01%


187,014 238,041 211,581 230,291 5.48%


Enrollment 798 760 680 691




107

Ben Milam Elementary Campus Goals & Objectives

Gilberto Lozano, Principal


Performance Gaps










All subjects; Economically Disadvantaged Students and up to 7 racial/ethnic groups Economically Disadvantaged Students: 80% will score Approaching Grade Level Standards 50% will score Mastering Grade Level Standards Racial/Ethnic Group: White: 75% will score Approaching Grade Level Standards 30% will score Mastering Grade Level Standards









GOAL 5: Technology


108

Ben Milam Elementary School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

2.0 2.0 Administrators 181,329$ 184,578$ 184,746$ 187,350$ 3.81%


1.8 1.8 Counselors 77,276 77,573 77,253 78,680 1.60%

1.0 1.0 Librarians 58,843 60,189 59,367 61,357 1.25%

1.0 1.0 Nurses 55,040 54,892 55,467 56,060 1.14%

40.8 40.8 Teachers 3,053,288 3,077,065 3,060,307 3,248,816 65.99%

59.6 59.6 3,687,777 3,727,397 3,702,154 3,921,728 79.66%



11 Instruction 52,203 62,926 56,664 101,149 2.05%





33 Health Services 1,200 800 794 1,100 0.02%


250,822 362,981 345,721 282,033 5.73%


Enrollment 801 775 784 774




109

Creighton Elementary Campus Goals & Objectives

Jennifer Watson, Principal


Performance Gaps



















GOAL 5: Technology


110

Creighton Elementary School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

3.0 3.0 Administrators 261,981$ 266,418$ 266,368$ 270,380$ 5.35%


2.2 2.2 Counselors 65,396 68,979 65,455 65,990 1.31%

1.0 1.0 Librarians 59,165 60,189 60,828 62,357 1.23%

1.0 1.0 Nurses 58,943 59,669 60,060 60,810 1.20%

55.7 54.7 Teachers 3,280,549 3,287,616 3,235,676 3,237,530 64.09%

78.4 77.4 4,038,167 4,070,667 4,026,503 4,051,007 80.19%



11 Instruction 63,312 72,228 68,838 86,771 1.72%




33 Health Services 1,732 1,600 1,599 600 0.01%


199,449 234,187 201,421 233,633 4.62%


Enrollment 889 878 876 854




111

Neil A. Armstrong Elementary Campus Goals & Objectives

Patricia Thacker, Principal


Performance Gaps



















GOAL 5: Technology


112

Neil A. Armstrong Elementary School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

2.0 2.0 Administrators 164,035$ 166,067$ 167,613$ 168,900$ 3.71%


1.0 1.0 Counselors 66,373 68,477 68,723 69,620 1.53%

1.0 1.0 Librarians 63,351 64,233 61,528 63,367 1.39%

1.0 1.0 Nurses 55,375 55,726 56,218 56,890 1.25%

45.0 42.0 Teachers 2,827,811 3,163,315 3,050,836 2,961,412 65.13%

65.5 62.5 3,509,737 3,852,145 3,710,949 3,610,272 79.40%



11 Instruction 100,468 72,551 71,743 78,074 1.72%


13 Curriculum & Instruction 2,313 2,000 1,982 500 0.01%



33 Health Services 568 1,200 1,183 1,400 0.03%


246,067 231,292 220,657 248,743 5.47%


Enrollment 726 785 700 708




113

Lamar Elementary Campus Goals & Objectives

Mary Jane Kirbo, Principal


Performance Gaps



















GOAL 5: Technology


114

Lamar Elementary School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

2.0 2.0 Administrators 176,947$ 177,854$ 178,257$ 180,640$ 4.15%


2.0 2.0 Counselors 73,807 63,626 63,974 64,790 1.49%

1.0 1.0 Librarians 59,475 60,189 59,852 61,357 1.41%

1.0 1.0 Nurses 60,250 60,679 61,455 61,820 1.42%

44.7 45.7 Teachers 2,629,901 2,733,552 2,824,951 2,876,393 66.06%

61.2 62.2 3,250,646 3,372,653 3,435,800 3,505,240 80.50%



11 Instruction 34,150 52,672 46,622 66,940 1.54%





33 Health Services 600 601 601 600 0.01%


156,096 206,604 171,881 210,237 4.83%


Enrollment 729 752 741 758




115

Oak Ridge Elementary Campus Goals & Objectives

Tami Eldridge, Principal


Performance Gaps



















GOAL 5: Technology


116

Oak Ridge Elementary School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

2.0 2.0 Administrators 177,149$ 179,407$ 179,336$ 182,190$ 3.96%


1.5 1.5 Counselors 80,886 81,943 81,190 82,300 1.79%

1.0 1.0 Librarians 65,621 67,165 66,301 69,197 1.50%

1.0 1.0 Nurses 59,896 59,164 59,081 60,310 1.31%

41.1 42.1 Teachers 2,653,773 2,814,382 2,806,370 2,966,765 64.51%

59.0 60.5 3,282,793 3,461,800 3,490,828 3,662,209 79.63%



11 Instruction 78,854 68,274 50,582 72,233 1.57%




33 Health Services 599 600 600 600 0.01%


81 Facilities Acquisition & Const. - 15,035 - - 0.00%

263,613 263,571 212,703 254,493 5.53%


Enrollment 724 743 751 766




117

Houser Elementary Campus Goals & Objectives

Angela Lozano, Principal


Performance Gaps










All subjects; Economically Disadvantaged Students and up to 7 racial/ethnic groups Economically Disadvantaged Students: 80% will score Approaching Grade Level Standards 40% will score Mastering Grade Level Standards Racial/Ethnic Group: African American: 65% will score Approaching Grade Level Standards (not scored – group too small) will score Mastering Grade Level Standards Racial/Ethnic Group: Hispanic: 85% will score Approaching Grade Level Standards 45% will score Mastering Grade Level Standards









GOAL 5: Technology


118

Houser Elementary School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

3.0 3.0 Administrators 248,346$ 251,492$ 257,854$ 254,550$ 5.35%


1.5 1.5 Counselors 61,790 64,029 64,598 65,430 1.37%

1.0 1.0 Librarians 55,675 56,731 56,181 57,917 1.22%

1.0 1.0 Nurses 55,127 55,120 55,737 56,280 1.18%

38.6 38.6 Teachers 3,072,799 3,034,203 3,034,040 3,140,134 65.95%

54.1 54.1 3,787,221 3,722,262 3,775,434 3,844,316 80.74%



11 Instruction 56,170 57,577 53,908 80,370 1.69%




33 Health Services 936 600 592 1,100 0.02%


203,315 219,366 178,635 227,813 4.78%


Enrollment 789 746 824 838




119

Ford Elementary Campus Goals & Objectives

Paola Gorman, Principal


Performance Gaps










All subjects; Economically Disadvantaged Students and up to 7 racial/ethnic groups Economically Disadvantaged Students: 83% will score Approaching Grade Level Standards 30% will score Mastering Grade Level Standards Racial/Ethnic Group: Hispanic: 85% will score Approaching Grade Level Standards 35% will score Mastering Grade Level Standards Racial/Ethnic Group: African American: 70% will score Approaching Grade Level Standards 27% will score Mastering Grade Level Standards









GOAL 5: Technology


120

Ford Elementary School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

3.0 3.0 Administrators 249,906$ 239,240$ 244,425$ 245,660$ 5.16%


2.0 2.0 Counselors 67,036 68,477 68,723 69,620 1.46%

1.0 1.0 Librarians 66,016 67,165 67,116 69,197 1.45%

1.0 1.0 Nurses 53,157 53,280 53,835 54,450 1.14%

39.1 37.1 Teachers 3,412,432 3,304,994 3,179,587 3,064,602 64.38%

59.1 57.1 4,179,321 4,063,109 3,928,168 3,792,173 79.66%



11 Instruction 59,114 59,298 54,518 74,513 1.57%

12 Instructional Resources 2,981 1,250 999 4,513 0.09%

13 Curriculum & Instruction 596 2,000 - - 0.00%



33 Health Services 583 600 598 600 0.01%


212,309 223,715 206,682 236,660 4.97%


Enrollment 866 807 833 837




121

Hailey Elementary Campus Goals & Objectives

Tracy Horne, Principal


Performance Gaps










All subjects; Economically Disadvantaged Students and up to 7 racial/ethnic groups Economically Disadvantaged Students: 80% will score Approaching Grade Level Standards 50% will score Mastering Grade Level Standards Racial/Ethnic Group: African American: 85% will score Approaching Grade Level Standards 50% will score Mastering Grade Level Standards Racial/Ethnic Group: Hispanic: 90% will score Approaching Grade Level Standards 50% will score Mastering Grade Level Standards









GOAL 5: Technology


122

Hailey Elementary School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

2.0 2.0 Administrators 174,455$ 176,547$ 182,420$ 182,690$ 4.25%


1.0 1.0 Counselors 66,884 69,212 69,443 70,360 1.64%

1.0 1.0 Librarians 5,028 59,400 54,284 57,917 1.35%

1.0 1.0 Nurses 60,193 59,669 62,281 60,810 1.41%

41.2 45.2 Teachers 2,560,405 2,571,112 2,541,550 2,824,658 65.72%

55.4 59.9 3,116,684 3,199,641 3,172,937 3,482,274 81.03%



11 Instruction 26,614 83,908 78,582 51,653 1.20%



31 Guidance, Counseling & Eval. 2,625 1,069 881 1,075 0.03%

33 Health Services 582 600 600 1,200 0.03%


146,330 265,036 195,799 200,201 4.66%


Enrollment 715 714 786 820




123

B. B. Rice Elementary Campus Goals & Objectives

Malinda Stewart, Principal


Performance Gaps



















GOAL 5: Technology


124

B. B. Rice Elementary School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

2.0 2.0 Administrators 165,585$ 168,007$ 173,650$ 170,830$ 4.49%


1.0 1.0 Counselors 101,753 96,295 73,784 65,190 1.71%

1.0 1.0 Librarians 63,130 64,556 63,623 65,677 1.73%

1.0 1.0 Nurses 55,490 55,726 56,674 56,890 1.50%

34.7 31.7 Teachers 2,408,097 2,265,111 2,452,475 2,399,836 63.08%

44.2 41.2 3,010,582 2,870,185 3,080,770 3,024,284 79.50%



11 Instruction 50,136 50,981 46,270 73,732 1.94%


13 Curriculum & Instruction 1,244 1,485 - - 0.00%



33 Health Services 601 600 598 600 0.02%


198,567 185,447 161,418 209,272 5.50%


Enrollment 581 568 595 604




125

San Jacinto Elementary Campus Goals & Objectives

Jamie Almond, Principal


Performance Gaps



















GOAL 5: Technology


126

San Jacinto Elementary School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

2.0 2.0 Administrators 202,191$ 182,108$ 186,848$ 174,720$ 4.07%


1.0 1.0 Counselors 103,570 103,720 111,983 116,350 2.71%

1.0 1.0 Librarians 59,447 60,694 60,489 61,857 1.44%

1.0 1.0 Nurses 61,638 61,917 62,912 62,920 1.46%

42.4 41.4 Teachers 2,732,844 2,938,344 2,733,954 2,778,298 64.66%

60.9 60.9 3,402,159 3,607,790 3,429,791 3,475,464 80.89%



11 Instruction 52,882 68,650 47,673 95,914 2.23%





33 Health Services 521 600 591 600 0.01%


171,972 199,274 163,469 230,178 5.36%


Enrollment 723 739 708 710




127

Glen Loch Elementary Campus Goals & Objectives

Cassie Hertzenberg, Principal


Performance Gaps



















GOAL 5: Technology


128

Glen Loch Elementary School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

2.0 2.0 Administrators 185,271$ 187,571$ 185,734$ 188,660$ 4.76%


2.0 2.0 Counselors 63,791 64,848 63,962 64,780 1.64%

1.0 1.0 Librarians 46,698 60,694 59,498 61,857 1.56%

1.0 1.0 Nurses 54,193 54,129 54,819 55,300 1.40%

46.8 48.8 Teachers 2,473,124 2,530,358 2,377,176 2,570,360 64.88%

69.8 71.8 3,057,699 3,149,640 2,982,853 3,182,366 80.33%



11 Instruction 14,222 78,148 57,184 56,065 1.42%


23 School Leadership 145 1,975 1,709 2,291 0.06%

31 Guidance, Counseling & Eval. 1,412 1,017 825 675 0.02%

33 Health Services 597 600 582 600 0.02%


81 Facilities Acquisition & Const. - 409 - - 0.00%

142,354 206,718 169,133 186,189 4.70%


Enrollment 651 662 676 721




129

Sally K. Ride Elementary Campus Goals & Objectives

Megan Burnham, Principal


Performance Gaps










All subjects; Economically Disadvantaged Students and up to 7 racial/ethnic groups Economically Disadvantaged Students: 85% will score Approaching Grade Level Standards 50% will score Mastering Grade Level Standards Racial/Ethnic Group: Hispanic: 95% will score Approaching Grade Level Standards 50% will score Mastering Grade Level Standards Racial/Ethnic Group: White: 95% will score Approaching Grade Level Standards 60% will score Mastering Grade Level Standards









GOAL 5: Technology


130

Sally K. Ride Elementary School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

2.0 2.0 Administrators 177,918$ 180,803$ 180,891$ 183,580$ 4.40%


1.5 1.5 Counselors 67,444 67,679 69,214 68,830 1.65%

1.0 1.0 Librarians 63,189 64,233 66,335 65,377 1.57%

1.0 1.0 Nurses 63,150 62,803 64,128 63,930 1.53%

40.0 39.0 Teachers 2,487,088 2,633,676 2,677,399 2,727,360 65.37%

55.7 55.7 3,081,251 3,237,759 3,299,620 3,383,156 81.09%



11 Instruction 67,818 51,707 38,791 54,981 1.32%


23 School Leadership 2,227 2,756 898 3,796 0.09%


33 Health Services 746 800 776 800 0.02%


53 Data Processing 5,408 - - - 0.00%

187,999 169,142 144,467 174,290 4.18%


Enrollment 699 745 728 747




131

David Elementary Campus Goals & Objectives

Lee Allen, Principal


Performance Gaps


All subjects; all students 92% of all students combined over all subject areas approaching Grade Level Standards and 60% Mastering Grade Level Standards

















GOAL 5: Technology


132

David Elementary School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

2.0 2.0 Administrators 178,421$ 181,371$ 179,971$ 184,150$ 5.03%


1.0 1.0 Counselors 80,786 84,407 65,169 66,010 1.80%

1.0 1.0 Librarians 61,670 62,211 61,361 63,367 1.73%

1.0 1.0 Nurses 55,329 54,892 55,497 56,060 1.53%

35.9 33.9 Teachers 2,275,300 2,321,116 2,345,883 2,365,348 64.55%

52.9 50.9 2,864,668 2,924,245 2,946,175 2,981,801 81.38%



11 Instruction 29,954 62,953 15,420 59,563 1.63%


13 Curriculum & Instruction - 680 - - 0.00%



33 Health Services 597 600 598 600 0.02%


81 Facilities Acquisition & Const. 77,473 29 - - 0.00%

210,930 182,761 125,908 194,318 5.30%


Enrollment 662 654 707 713




133

Giesinger Elementary Campus Goals & Objectives

Melissa Hammond, Principal


Performance Gaps



















GOAL 5: Technology


134

Giesinger Elementary School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

2.0 2.0 Administrators 169,033$ 171,489$ 171,627$ 174,300$ 4.35%


1.0 1.0 Counselors 64,293 66,360 68,331 69,220 1.73%

1.0 1.0 Librarians 63,694 66,277 55,134 57,307 1.43%

1.0 1.0 Nurses 53,808 53,684 54,457 54,860 1.37%

36.7 40.2 Teachers 2,258,351 2,519,731 2,440,169 2,634,717 65.70%

50.7 54.2 2,833,999 3,141,257 3,020,888 3,224,451 80.40%



11 Instruction 69,227 84,693 68,651 54,867 1.37%



23 School Leadership 3,482 5,672 5,593 928 0.02%


33 Health Services 608 600 590 600 0.01%


206,176 225,069 191,214 193,465 4.82%


Enrollment 616 674 702 724




135

Galatas Elementary Campus Goals & Objectives

Denae Wilker, Principal


Performance Gaps










All subjects; Economically Disadvantaged Students and up to 7 racial/ethnic groups Economically Disadvantaged Students: 90% will score Approaching Grade Level Standards 40% will score Mastering Grade Level Standards Racial/Ethnic Group: Hispanic: 98% will score Approaching Grade Level Standards 70% will score Mastering Grade Level Standards Racial/Ethnic Group: Asian: 98% will score Approaching Grade Level Standards 70% will score Mastering Grade Level Standards









GOAL 5: Technology


136

Galatas Elementary School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

2.0 2.0 Administrators 175,550$ 177,059$ 177,981$ 179,850$ 4.89%


2.5 2.5 Counselors 68,236 68,477 68,723 69,620 1.89%

1.0 1.0 Librarians 61,048 62,211 61,633 63,367 1.72%

1.0 1.0 Nurses 60,438 60,680 61,645 61,820 1.68%

42.0 42.0 Teachers 2,400,391 2,343,989 2,272,392 2,378,696 64.68%

59.5 58.5 3,010,847 2,957,359 2,898,630 2,999,178 81.55%



11 Instruction 11,551 96,947 88,635 55,264 1.50%




33 Health Services 599 600 597 600 0.02%


114,585 223,270 187,150 169,589 4.61%


Enrollment 672 630 639 636




137

Barbara Bush Elementary Campus Goals & Objectives

Judy Mills, Principal


Performance Gaps



















GOAL 5: Technology


138

Barbara Bush Elementary School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

2.0 2.0 Administrators 178,843$ 181,748$ 182,334$ 184,520$ 4.43%


2.5 2.5 Counselors 68,465 69,212 74,114 66,640 1.60%

1.0 1.0 Librarians 60,060 61,705 60,733 62,857 1.51%

1.0 1.0 Nurses 55,907 55,423 56,395 56,590 1.36%

52.3 55.3 Teachers 2,550,837 2,707,037 2,735,389 2,777,876 66.73%

74.3 77.3 3,201,441 3,291,681 3,346,421 3,383,852 81.29%



11 Instruction 46,884 39,517 35,061 55,260 1.33%


23 School Leadership 2,550 881 869 1,160 0.03%


33 Health Services 1,517 1,561 1,561 1,600 0.04%



176,610 167,513 140,526 184,019 4.42%


Enrollment 717 699 732 735




139

Colin L. Powell Elementary Campus Goals & Objectives

Lisa Garrison, Principal


Performance Gaps



















GOAL 5: Technology


140

Colin L. Powell Elementary School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

2.0 3.0 Administrators 181,548$ 180,853$ 196,827$ 269,110$ 5.41%


1.5 1.5 Counselors 95,689 98,439 78,673 77,100 1.55%

1.0 1.0 Librarians 60,951 62,211 61,338 63,367 1.27%

1.0 1.0 Nurses 53,821 53,482 54,224 54,660 1.10%

42.2 44.2 Teachers 2,983,380 3,134,748 3,130,952 3,334,102 67.08%

61.2 64.2 3,597,702 3,787,927 3,774,166 4,057,142 81.62%



11 Instruction 48,904 74,299 64,431 76,663 1.54%




33 Health Services 580 1,200 599 1,200 0.02%


159,045 215,804 159,689 190,117 3.82%


Enrollment 818 821 897 914




141

Buckalew Elementary Campus Goals & Objectives

Jill Price, Principal


Performance Gaps










All subjects; Economically Disadvantaged Students and up to 7 racial/ethnic groups Economically Disadvantaged Students: 78% will score Approaching Grade Level Standards 30% will score Mastering Grade Level Standards Racial/Ethnic Group: White: 95% will score Approaching Grade Level Standards 60% will score Mastering Grade Level Standards Racial/Ethnic Group: Hispanic: 94% will score Approaching Grade Level Standards 58% will score Mastering Grade Level Standards









GOAL 5: Technology


142

Buckalew Elementary School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

2.0 2.0 Administrators 175,563$ 176,220$ 177,416$ 179,010$ 4.29%


1.5 1.5 Counselors 113,291 114,255 114,450 127,710 3.06%

1.0 1.0 Librarians 62,068 62,211 55,539 57,307 1.37%

1.0 1.0 Nurses 62,822 62,803 64,733 63,930 1.53%

39.2 43.2 Teachers 2,333,164 2,323,332 2,358,410 2,657,778 63.75%

55.9 59.9 2,970,007 2,967,206 3,039,092 3,357,163 80.53%



11 Instruction 41,517 46,677 40,449 57,919 1.39%




33 Health Services 718 600 600 600 0.01%


163,078 343,902 311,134 204,872 4.91%


Enrollment 645 619 632 622




143

O. A. Reaves Elementary Campus Goals & Objectives

Nicole Walker, Principal


Performance Gaps



















GOAL 5: Technology


144

O.A. Reaves Elementary School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

2.0 2.0 Administrators 161,746$ 176,547$ 179,437$ 180,300$ 4.22%


1.0 1.0 Counselors 96,093 99,009 119,485 122,010 2.86%

1.0 1.0 Librarians 69,527 70,510 61,798 63,367 1.48%

1.0 1.0 Nurses 59,281 59,164 59,847 60,310 1.41%

34.2 35.7 Teachers 2,612,677 2,589,013 2,569,209 2,667,912 62.43%

46.2 47.7 3,212,650 3,207,637 3,262,741 3,374,614 78.97%



11 Instruction 53,598 60,391 51,978 84,716 1.98%


13 Curriculum & Instruction 1,213 420 420 - 0.00%



33 Health Services 592 1,200 1,187 1,200 0.03%


210,624 222,587 191,770 251,026 5.87%


Enrollment 692 681 708 718




145

George C. Kaufman III Elementary Campus Goals & Objectives

Tina Oliver, Principal


Performance Gaps



















GOAL 5: Technology


146

George C. Kaufman III Elementary2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

3.0 3.0 Administrators 253,615$ 256,630$ 256,864$ 260,620$ 5.08%


1.0 1.0 Counselors 75,684 75,971 76,063 77,090 1.50%

1.0 1.0 Librarians 62,699 64,233 63,790 65,377 1.27%

1.0 1.0 Nurses 64,332 64,118 64,252 66,140 1.29%

52.0 51.0 Teachers 3,029,591 3,283,196 3,310,679 3,310,244 64.48%

68.5 68.5 3,812,648 4,089,383 4,100,488 4,119,852 80.25%



11 Instruction 55,085 54,707 52,904 76,629 1.49%



23 School Leadership 1,849 3,847 3,729 986 0.02%


33 Health Services 799 786 757 800 0.02%


53 Data Processing 880 - - - 0.00%

81 Facilities Acquisition & Const. - 25,240 25,235 - 0.00%

228,872 278,246 273,716 282,994 5.51%


Enrollment 810 915 866 873




147

Bonnie Wilkinson Elementary Campus Goals & Objectives

Victor Uher, Principal


Performance Gaps



















GOAL 5: Technology


148

Bonnie Wilkinson Elementary School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

2.0 2.0 Administrators 179,827$ 182,540$ 182,401$ 185,310$ 4.60%


1.0 1.0 Counselors 65,256 65,477 65,477 66,640 1.65%

1.0 1.0 Librarians 64,252 64,839 64,346 65,977 1.64%

1.0 1.0 Nurses 55,625 55,726 56,808 56,890 1.41%

33.0 33.0 Teachers 2,420,484 2,577,766 2,507,375 2,566,335 63.70%

44.0 42.0 3,019,231 3,166,273 3,162,980 3,207,629 79.62%



11 Instruction 41,347 49,666 21,200 62,243 1.55%





33 Health Services 598 600 599 600 0.01%


81 Facilities Acquisition & Const. 43,328 14,500 - - 0.00%

267,447 209,233 166,415 225,602 5.60%


Enrollment 682 739 714 731




149

Sue Park Broadway Elementary Campus Goals & Objectives

Nikki Conley, Principal


Performance Gaps



















GOAL 5: Technology


150

Sue Park Broadway Elementary2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

3.0 3.0 Administrators 259,329$ 256,553$ 256,021$ 260,550$ 4.89%


1.0 1.0 Counselors 79,182 79,492 79,511 80,590 1.51%

1.0 1.0 Librarians 59,283 60,189 59,960 61,357 1.15%

1.0 1.0 Nurses 57,555 57,647 58,378 58,800 1.10%

33.5 33.5 Teachers 3,801,943 3,308,182 3,397,890 3,506,487 65.75%

46.5 46.5 4,595,957 4,109,916 4,178,410 4,307,821 80.78%



11 Instruction 78,804 63,871 58,045 76,523 1.43%




33 Health Services 1,797 600 589 2,100 0.04%


81 Facilities Acquisition & Const. 51,810 - - - 0.00%

322,814 257,051 222,967 263,138 4.93%


Enrollment 1,172 917 891 940




151

Charlie Patterson Elementary Campus Goals & Objectives

Julie Miller, Principal


Performance Gaps



















GOAL 5: Technology


152

Charlie Patterson Elementary2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

2.0 3.0 Administrators 178,075$ 201,340$ 184,589$ 267,840$ 5.43%


1.0 1.0 Counselors 60,895 64,029 64,367 65,190 1.32%

1.0 1.0 Librarians 60,802 62,433 59,862 61,857 1.25%

1.0 1.0 Nurses 58,030 57,647 57,971 58,800 1.19%

41.0 45.0 Teachers 2,836,385 2,910,738 2,941,940 3,194,544 64.78%

54.5 60.5 3,447,271 3,561,955 3,601,286 3,976,764 80.64%



11 Instruction 59,723 64,045 58,052 86,271 1.75%

12 Instructional Resources 977 1,250 956 1,327 0.03%


23 School Leadership 1,968 700 334 812 0.02%


33 Health Services 1,566 1,600 1,592 600 0.01%


179,808 169,678 151,519 188,058 3.81%


Enrollment 762 775 802 815




153

Birnham Woods Elementary Campus Goals & Objectives

Natalie Buckley, Principal


Performance Gaps



















GOAL 5: Technology


154

Birnham Woods Elementary School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

2.0 2.0 Administrators 253,537$ 252,332$ 246,385$ 250,060$ 4.67%


1.0 1.0 Counselors 72,884 63,228 96,487 110,350 2.06%

1.0 1.0 Librarians 67,472 68,077 67,857 70,087 1.31%

1.0 1.0 Nurses 56,148 55,971 56,551 56,890 1.06%

46.0 46.5 Teachers 3,878,563 3,744,614 3,503,911 3,550,357 66.25%

58.5 59.0 4,593,872 4,433,216 4,249,576 4,314,374 80.51%



11 Instruction 61,808 68,790 59,722 87,169 1.63%




33 Health Services 1,100 1,300 1,298 1,300 0.02%


241,160 299,045 269,063 284,413 5.31%


Enrollment 1,169 991 984 1,038




155

Jean Stewart Elementary K-6 Campus Goals & Objectives

Dr. Julie English, Principal


Performance Gaps



Distinctions: Will meet AADD indicator for performance (Mastering Grade Level) in Reading/ELA, Writing, Math, and Grade 5 Science.
















GOAL 5: Technology


156

Jean E. Stewart K-6 School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

2.0 2.0 Administrators 203,443$ 181,416$ 160,940$ 118,970$ 2.50%


2.0 2.0 Counselors 63,576 65,477 65,303 66,640 1.40%

1.0 1.0 Librarians 57,958 58,376 58,167 59,550 1.25%

1.0 1.0 Nurses 60,755 60,680 61,305 61,820 1.30%

44.0 45.0 Teachers 3,059,436 3,124,280 3,073,233 3,104,021 65.31%

57.5 60.5 3,686,568 3,735,440 3,695,852 3,718,478 78.24%



11 Instruction 70,007 64,692 62,000 84,390 1.78%

12 Instructional Resources - 3,839 3,309 3,716 0.08%




33 Health Services 599 600 595 600 0.01%


81 Facilities Acquisition & Const. - 64,433 64,433 - 0.00%

292,785 384,807 358,749 361,614 7.61%


Enrollment 703 785 729 803




157

Ann K. Snyder Elementary Campus Goals & Objectives

Crystal Poncho, Principal


Performance Gaps










All subjects; Economically Disadvantaged Students and up to 7 racial/ethnic groups Economically Disadvantaged Students: 95% will score Approaching Grade Level Standards 50% will score Mastering Grade Level Standards Racial/Ethnic Group: Hispanic: 95% will score Approaching Grade Level Standards 50% will score Mastering Grade Level Standards Racial/Ethnic Group: African American: 90% will score Approaching Grade Level Standards 50% will score Mastering Grade Level Standards









GOAL 5: Technology


158

Ann Snyder Elementary School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

3.0 3.0 Administrators 250,758$ 249,208$ 250,520$ 253,230$ 4.63%


1.0 1.0 Counselors 112,740 116,155 133,128 138,240 2.53%

1.0 1.0 Librarians 62,950 64,839 64,201 65,977 1.21%

1.0 1.0 Nurses 54,346 54,129 54,804 55,300 1.01%

47.0 50.0 Teachers 3,604,035 3,250,389 3,376,419 3,595,564 65.69%

68.0 71.0 4,411,685 4,054,181 4,223,288 4,440,728 81.13%



11 Instruction 53,403 50,347 42,117 81,847 1.50%


13 Curriculum & Instruction 1,198 3,007 1,300 - 0.00%



33 Health Services 599 600 597 600 0.01%


226,460 203,303 173,063 227,754 4.16%


Enrollment 1,065 857 949 991




159

Lucille Bradley Elementary Campus Goals & Objectives

Dr. Christine Butler, Principal


Performance Gaps












Post‐Secondary Readiness Attendance Rate will be 96%.







GOAL 5: Technology


160

Lucille Bradley Elementary School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

3.0 3.0 Administrators 30,068$ 274,970$ 252,529$ 255,980$ 5.43%


1.0 1.0 Counselors 8,739 65,715 63,962 64,780 1.37%

1.0 1.0 Librarians 6,107 59,400 64,332 66,477 1.41%

1.0 1.0 Nurses 5,192 58,153 50,323 54,250 1.15%

48.0 48.0 Teachers 285,107 2,863,379 3,039,375 3,120,848 66.22%

61.5 63.5 359,100 3,471,182 3,685,836 3,813,960 80.93%



11 Instruction 18,057 68,657 65,689 73,182 1.55%

12 Instructional Resources - 11,885 11,277 12,054 0.26%



31 Guidance, Counseling & Eval. - 679 677 675 0.01%

33 Health Services - 1,295 1,295 1,300 0.03%


40,261 237,133 211,773 232,331 4.93%

Total Annual Operating Budget 422,184$ 4,381,170$ 4,573,879$ 4,712,811$ 100.00%

Enrollment - 907 793 854

Total Annual Operating Cost per Student -$ 4,830.40$ 5,767.82$ 5,518.51$ -4.32%



161

Coulson Tough K-6 Campus Goals & Objectives

Shawn Creswell, Principal


Performance Gaps










All subjects; Economically Disadvantaged Students and up to 7 racial/ethnic groups Economically Disadvantaged Students: 92% will score Approaching Grade Level Standards 60% will score Mastering Grade Level Standards Racial/Ethnic Group: Hispanic: 93% will score Approaching Grade Level Standards 60% will score Mastering Grade Level Standards Racial/Ethnic Group: White: 98% will score Approaching Grade Level Standards 60% will score Mastering Grade Level Standards









GOAL 5: Technology


162

Coulson Tough K-6 School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

3.0 3.0 Administrators 272,449$ 263,859$ 267,131$ 267,950$ 4.65%


1.0 1.0 Counselors 164,243 106,573 124,696 129,210 2.24%

1.0 1.0 Librarians 64,934 66,356 65,592 67,487 1.17%

1.0 1.0 Nurses 63,708 63,309 64,143 64,430 1.12%

48.0 47.0 Teachers 3,752,166 3,480,759 3,676,576 3,698,112 64.12%

68.5 65.5 4,727,421 4,379,079 4,645,773 4,631,948 80.31%



11 Instruction 59,490 67,964 61,017 79,985 1.39%


13 Curriculum & Instruction - 1,004 893 - 0.00%



33 Health Services 1,590 600 588 1,200 0.02%



258,646 294,421 253,967 318,372 5.52%


Enrollment 947 864 889 834




163

Joel Deretchin K-6 Campus Goals & Objectives

Alicia Reeves, Principal


Performance Gaps



















GOAL 5: Technology


164

Joel Deretchin K-6 School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

4.0 4.0 Administrators 254,085$ 257,721$ 251,052$ 253,860$ 4.72%


2.0 2.0 Counselors 164,897 172,563 152,592 180,260 3.35%

1.0 1.0 Librarians 73,944 75,227 73,079 76,287 1.42%

1.0 1.0 Nurses 57,401 57,497 54,118 54,250 1.01%

40.3 39.3 Teachers 3,684,191 3,520,244 3,515,631 3,497,923 64.98%

60.3 57.3 4,526,850 4,384,536 4,343,246 4,317,049 80.20%



11 Instruction 62,037 73,582 62,637 76,679 1.42%





33 Health Services 441 600 538 600 0.01%


81 Facilities Acquisition & Const. 6,500 188 188 - 0.00%

274,327 288,076 252,291 312,926 5.81%


Enrollment 1,015 945 949 898




165

Wilkerson Intermediate Campus Goals & Objectives

J. J. Daw, Principal


Performance Gaps



















GOAL 5: Technology


166

Wilkerson Intermediate School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

2.0 2.0 Administrators 184,503$ 186,699$ 187,736$ 189,580$ 3.83%


1.0 1.0 Counselors 69,379 69,626 72,026 70,770 1.43%

1.0 1.0 Librarians 60,662 62,211 61,218 63,367 1.28%

1.0 1.0 Nurses 60,394 60,175 60,525 61,310 1.24%

56.4 57.4 Teachers 2,865,558 3,044,567 3,133,933 3,230,359 65.18%

74.4 76.4 3,512,248 3,720,282 3,830,265 3,980,927 80.33%



11 Instruction 48,587 55,458 48,409 83,547 1.69%


23 School Leadership - 1,000 649 1,160 0.02%

31 Guidance, Counseling & Eval. 502 925 497 675 0.01%

33 Health Services 593 600 598 600 0.01%


176,583 212,969 204,491 257,339 5.19%


Enrollment 734 752 785 794




167

Collins Intermediate Campus Goals & Objectives

Shelli LeBlanc, Principal


Performance Gaps










All subjects; Economically Disadvantaged Students and up to 7 racial/ethnic groups Economically Disadvantaged Students: 55% will score Approaching Grade Level Standards 35% will score Mastering Grade Level Standards Racial/Ethnic Group: Hispanic: 98% will score Approaching Grade Level Standards 55% will score Mastering Grade Level Standards Racial/Ethnic Group: White: 99% will score Approaching Grade Level Standards 65% will score Mastering Grade Level Standards Racial/Ethnic Group: African American: 90% will score Approaching Grade Level Standards 50% will score Mastering Grade Level Standards









GOAL 5: Technology


168

Collins Intermediate School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

2.0 2.0 Administrators 182,947$ 186,447$ 167,189$ 184,320$ 4.40%


1.0 1.0 Counselors 68,668 66,360 108,409 102,820 2.45%

1.0 1.0 Librarians 64,118 65,345 64,716 66,477 1.59%

1.0 1.0 Nurses 56,006 55,601 55,991 56,590 1.35%

45.7 48.7 Teachers 2,337,476 2,494,966 2,496,921 2,723,881 64.95%

57.2 62.2 2,934,320 3,112,495 3,101,075 3,389,515 80.82%



11 Instruction 33,136 66,527 38,295 83,392 1.99%


23 School Leadership 340 509 463 580 0.01%


33 Health Services 599 600 594 600 0.01%

36 Co-curricular Activities - 40 - - 0.00%


150,521 201,596 166,037 237,695 5.67%


Enrollment 703 703 757 771




169

Mitchell Intermediate Campus Goals & Objectives

Paula Klapesky, Principal


Performance Gaps


All subjects; all students 99% of all students combined over all subject areas approaching Grade Level Standards; 85% meeting Grade Level Standards; and 50% mastering Grade Level Standards

















GOAL 5: Technology


170

Mitchell Intermediate School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

4.0 3.0 Administrators 328,322$ 335,400$ 325,010$ 263,710$ 4.05%


3.0 3.0 Counselors 154,307 154,901 160,213 157,120 2.41%

1.0 1.0 Librarians 67,557 69,326 67,642 71,336 1.09%

1.0 1.0 Nurses 54,878 55,282 53,831 56,060 0.86%

67.6 66.6 Teachers 4,193,802 4,278,978 4,196,596 4,332,712 66.49%

95.5 94.0 5,168,234 5,269,959 5,167,832 5,265,667 80.81%



11 Instruction 112,812 92,794 73,975 93,939 1.44%


23 School Leadership 3,029 485 562 3,692 0.06%


33 Health Services 3,099 3,100 3,099 3,100 0.05%


53 Data Processing - - - 1,500 0.02%

302,286 344,570 264,892 307,670 4.72%


Enrollment 1,229 1,194 1,242 1,165




171

Grangerland Intermediate Campus Goals & Objectives

Karen Jones, Principal


Performance Gaps



















GOAL 5: Technology


172

Grangerland Intermediate School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

3.0 4.0 Administrators 263,370$ 266,456$ 278,393$ 357,630$ 4.92%


2.0 2.0 Counselors 141,372 142,944 142,766 145,500 2.00%

1.0 1.0 Librarians 65,783 66,760 66,036 68,287 0.94%

1.0 1.0 Nurses 59,047 58,658 50,378 59,800 0.82%

64.5 69.5 Teachers 3,852,216 3,985,045 4,255,426 4,581,125 63.04%

82.0 89.0 4,754,684 4,935,351 5,172,840 5,633,486 77.52%

Payroll related and benefits costs: 935,790 996,365 1,087,138 1,078,757 14.84%


11 Instruction 71,969 147,052 126,455 133,380 1.84%



23 School Leadership 6,048 2,332 - 2,681 0.04%

31 Guidance, Counseling & Eval. 760 1,716 1,388 2,125 0.03%

33 Health Services 595 600 561 600 0.01%


436,069 512,225 475,705 554,826 7.63%


Enrollment 1,057 1,073 1,092 1,185




173

Dolly Vogel Intermediate Campus Goals & Objectives

Tara Vandermark, Principal


Performance Gaps



















GOAL 5: Technology


174

Dolly Vogel Intermediate School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

2.0 2.0 Administrators 264,858$ 268,594$ 267,997$ 271,950$ 4.25%


3.0 3.0 Counselors 141,494 140,330 163,322 165,140 2.58%

1.0 1.0 Librarians 64,272 65,345 64,188 66,477 1.04%

1.0 1.0 Nurses 58,662 58,658 59,488 59,800 0.93%

71.2 71.2 Teachers 3,930,020 4,223,528 4,161,163 4,251,869 66.41%

92.6 93.6 4,757,604 5,076,843 4,989,990 5,115,357 79.90%



11 Instruction 126,760 94,004 78,439 114,903 1.79%


13 Curriculum & Instruction - 100 - - 0.00%



33 Health Services 598 1,207 1,201 600 0.01%


308,649 296,372 281,494 340,371 5.32%


Enrollment 1,067 1,147 1,104 1,129




175

Travis Intermediate Campus Goals & Objectives

Charita Smith, Principal


Performance Gaps



















GOAL 5: Technology


176

Travis Intermediate School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

2.0 2.0 Administrators 183,697$ 181,987$ 182,034$ 184,890$ 3.95%


1.8 1.8 Counselors 73,066 73,336 73,482 74,460 1.59%

1.0 1.0 Librarians 61,888 59,683 58,702 60,847 1.30%

1.0 1.0 Nurses 54,631 55,120 52,639 56,280 1.20%

40.3 41.3 Teachers 2,731,782 2,970,311 2,800,082 2,934,820 62.70%

50.6 54.6 3,402,200 3,644,457 3,461,400 3,666,315 78.33%



11 Instruction 86,884 89,442 78,788 93,510 2.00%


13 Curriculum & Instruction 1,520 3,244 3,244 240 0.01%


31 Guidance, Counseling & Eval. 791 910 1,022 775 0.02%

33 Health Services 595 600 592 600 0.01%

36 Co-curricular Activities 10 2,371 2,371 1,308 0.03%


282,791 310,351 296,028 331,889 7.09%


Enrollment 615 635 647 696




177

Cryar Intermediate Campus Goals & Objectives

Bethany Medford, Principal


Performance Gaps



















GOAL 5: Technology


178

Cryar Intermediate School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

3.0 3.0 Administrators 129,399$ 162,333$ 182,528$ 185,180$ 3.68%


2.0 2.0 Counselors 115,881 117,555 128,066 136,660 2.71%

1.0 1.0 Librarians 74,345 75,333 74,433 77,117 1.53%

1.0 1.0 Nurses 53,032 53,280 52,054 54,450 1.08%

49.8 56.3 Teachers 2,653,291 2,601,141 2,818,828 3,230,641 64.15%

70.8 79.8 3,299,449 3,293,761 3,534,414 4,002,663 79.47%



11 Instruction 50,049 63,729 54,719 78,631 1.56%





33 Health Services 570 600 585 600 0.01%


251,357 266,872 224,085 292,178 5.80%


Enrollment 655 664 707 757




179

Tom Cox Intermediate Campus Goals & Objectives

Debbie Spoon, Principal


Performance Gaps












Post‐Secondary Readiness Increase Attendance Rate from 97% to 97.5%







GOAL 5: Technology


180

Tom Cox Intermediate School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

4.0 2.0 Administrators 333,515$ 331,898$ 318,455$ 189,890$ 3.97%


2.0 1.0 Counselors 145,473 146,010 134,048 83,070 1.74%

1.0 1.0 Librarians 60,195 61,705 60,893 62,857 1.32%

1.0 1.0 Nurses 55,949 58,117 59,204 58,800 1.23%

72.0 46.0 Teachers 4,327,805 4,575,345 4,335,727 3,108,510 65.06%

94.0 63.5 5,225,103 5,490,027 5,206,360 3,794,578 79.42%

Payroll related and benefits costs: 923,505 1,001,831 1,019,442 680,428 14.24%


11 Instruction 80,536 92,660 71,925 71,479 1.50%


13 Curriculum & Instruction 1,251 600 238 800 0.02%



33 Health Services 600 600 600 600 0.01%


298,137 315,543 266,671 302,799 6.34%


Enrollment 1,312 1,385 1,478 830




181

Bozman Intermediate Campus Goals & Objectives

Amber Debeaumont, Principal


Performance Gaps



















GOAL 5: Technology


182

Bozman Intermediate School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

3.0 3.0 Administrators 263,211$ 262,464$ 257,299$ 261,250$ 4.93%


1.0 1.0 Counselors 67,444 67,679 68,580 68,830 1.30%

1.0 1.0 Librarians 57,348 58,773 58,800 59,947 1.13%

1.0 1.0 Nurses 47,455 53,280 53,466 54,450 1.03%

46.0 47.0 Teachers 3,220,779 3,333,272 3,262,327 3,395,146 64.07%

60.5 65.5 3,931,384 4,031,531 4,006,343 4,184,686 78.97%



11 Instruction 80,697 87,255 81,671 91,267 1.72%





33 Health Services 599 601 600 600 0.01%


268,459 293,521 281,522 326,134 6.15%


Enrollment 802 799 797 859




183

Katherine Clark Intermediate Campus Goals & Objectives

Lindsay Ardoin, Principal


Performance Gaps










All subjects; Economically Disadvantaged Students and up to 7 racial/ethnic groups Economically Disadvantaged Students: 85% will score Approaching Grade Level Standards 25% will score Mastering Grade Level Standards Focus Group: Special Education: 60% will score Approaching Grade Level Standards 20% will score Mastering Grade Level Standards Focus Group: English Learners: 80% will score Approaching Grade Level Standards 20% will score Mastering Grade Level Standards


Post‐Secondary Readiness Attendance Rate will be 98%







GOAL 5: Technology


184

Clark Intermediate School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

- 2.0 Administrators -$ -$ 30,911$ 150,140$ 3.59%

- 14.0 Paraprofessionals / Aides - - 30,213 294,651 7.05%

- 2.0 Counselors - - 10,250 145,810 3.49%

- 1.0 Librarians - - 6,885 60,047 1.44%

- 1.0 Nurses - - 5,744 58,800 1.41%

- 44.0 Teachers - - 284,998 2,555,516 61.15%

- 64.0 - - 369,001 3,264,964 78.13%

Payroll related and benefits costs: - - 42,971 598,914 14.33%


11 Instruction - 22,011 12,754 76,564 1.83%

12 Instructional Resources - - - 2,655 0.06%

13 Curriculum & Instruction - 60 60 - 0.00%

23 School Leadership - 7,440 4,137 6,381 0.15%

31 Guidance, Counseling & Eval. - - - 675 0.02%

33 Health Services - - - 600 0.01%

51 Plant Maintenance & Operations - - 10,450 228,007 5.46%

- 29,511 27,401 314,882 7.54%

Total Annual Operating Budget -$ 29,511$ 439,373$ 4,178,760$ 100.00%

Enrollment - - - 801

Total Annual Operating Cost per Student -$ -$ -$ 5,216.93$ 100.00%

***Note: Clark Intermediate School opened in the 2018-2019 school year.

185


186

Secondary Schools2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

85.5 91.5 Administrators 7,955,906$ 8,517,606$ 8,124,905$ 8,445,820$ 4.56%


89.5 93.5 Counselors 5,522,768 5,870,453 5,765,130 5,993,790 3.24%

21.0 22.0 Librarians 1,122,428 1,145,326 1,171,382 1,263,636 0.68%

17.7 18.7 Nurses 948,586 926,262 919,840 941,570 0.51%

1,580.0 1,641.5 Teachers 103,968,653 108,923,469 106,469,138 114,236,065 61.70%

2,124.6 2,217.1 128,975,765 135,056,875 132,175,232 141,279,966 76.31%



11 Instruction 5,468,460 5,841,025 5,384,267 5,270,293 2.85%






33 Health Services 15,520 19,001 17,574 17,800 0.01%

36 Co-curricular Activities 3,949,294 4,319,512 3,804,867 3,916,981 2.12%


53 Data Processing 11,576 - - - 0.00%


16,557,645 17,850,205 16,141,130 17,526,127 9.47%


Enrollment 26,503 27,655 27,440 28,120


187

Peet Junior High School Campus Goals & Objectives

Chris Kuempel, Principal


Performance Gaps



Distinctions: Will meet AADD indicator for performance (Mastering Grade Level) in Reading/ELA, Writing, Math, Grade 8 Science, and Grade 8 Social Studies. Reading and Math: will meet AADD indicators for performance and participation in Algebra I.
















GOAL 5: Technology


188

Peet Junior High School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

4.0 4.0 Administrators 334,237$ 360,097$ 335,767$ 342,410$ 3.72%


2.0 2.0 Counselors 163,893 167,019 249,674 297,720 3.23%

1.0 1.0 Librarians 75,378 78,750 74,372 78,627 0.85%

1.0 1.0 Nurses 63,806 63,713 64,028 65,230 0.71%

81.0 82.0 Teachers 5,309,331 5,688,848 5,793,660 5,927,087 64.34%

104.4 105.4 6,487,408 6,884,034 7,102,063 7,259,935 78.81%



11 Instruction 130,675 254,316 249,600 209,025 2.27%





33 Health Services 1,198 700 697 700 0.01%



453,920 602,219 599,299 597,758 6.49%


Enrollment 1,344 1,422 1,426 1,423




189

Washington Junior High School Campus Goals & Objectives

Hartwell Brown, Principal


Performance Gaps


All subjects; all students 75% of all students combined over all subject areas approaching Grade Level Standards; 45% meeting Grade Level Standards; and 15% mastering Grade Level Standards.

















GOAL 5: Technology


190

Washington Junior High School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

3.0 3.0 Administrators 275,311$ 295,184$ 276,846$ 281,020$ 4.03%


2.0 2.0 Counselors 134,950 142,923 135,528 137,290 1.97%

1.0 1.0 Librarians 25,234 57,945 59,097 61,357 0.88%

1.0 1.0 Nurses 60,308 59,669 59,978 60,810 0.87%

50.5 52.0 Teachers 4,114,261 4,254,990 4,209,285 4,392,927 62.95%

71.0 74.5 4,975,114 5,198,602 5,156,115 5,428,129 77.78%

Payroll related and benefits costs: 958,393 1,022,101 1,082,570 1,043,206 14.95%


11 Instruction 152,175 236,626 228,096 146,135 2.09%





33 Health Services 670 1,200 1,190 600 0.01%



493,830 559,050 523,833 507,165 7.27%


Enrollment 773 813 758 824




191

Knox Junior High School Campus Goals & Objectives

Joe Daw, Principal


Performance Gaps



















GOAL 5: Technology


192

Knox Junior High School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

3.0 3.0 Administrators 346,280$ 369,308$ 348,328$ 354,200$ 4.44%


2.0 2.0 Counselors 141,471 152,511 150,033 144,600 1.81%

1.0 1.0 Librarians 61,611 60,513 61,703 63,367 0.79%

1.0 1.0 Nurses 58,324 59,128 54,043 54,250 0.68%

73.5 77.0 Teachers 4,784,742 5,004,280 4,900,636 5,136,192 64.41%

93.5 97.0 5,832,069 6,116,742 5,966,044 6,211,617 77.89%



11 Instruction 113,690 234,494 212,406 157,404 1.97%





33 Health Services 1,640 1,750 1,638 1,400 0.02%



482,296 643,472 603,549 613,559 7.69%


Enrollment 1,370 1,388 1,415 1,442




193

York Junior High School Campus Goals & Objectives

Brian Lee, Principal


Performance Gaps



















GOAL 5: Technology


194

York Junior High School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

2.0 3.0 Administrators 265,420$ 287,775$ 250,258$ 350,450$ 4.53%


2.0 2.0 Counselors 131,911 141,987 134,950 134,670 1.74%

1.0 1.0 Librarians 60,500 59,624 60,513 62,357 0.81%

1.0 1.0 Nurses 53,936 53,684 54,309 54,860 0.71%

70.1 75.1 Teachers 4,297,542 4,672,428 4,618,547 5,006,090 64.76%

85.1 91.1 5,201,774 5,644,154 5,524,218 6,032,264 78.04%

Payroll related and benefits costs: 986,454 1,092,325 1,080,732 1,107,146 14.32%


11 Instruction 139,574 228,858 212,828 178,059 2.30%





33 Health Services 556 600 589 600 0.01%



474,929 588,962 555,987 590,410 7.64%


Enrollment 1,223 1,348 1,379 1,438




195

Moorhead Junior High School Campus Goals & Objectives

Roberto Garcia, Principal


Performance Gaps



















GOAL 5: Technology


196

Moorhead Junior High School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

4.0 4.0 Administrators 346,667$ 364,180$ 342,750$ 347,370$ 4.30%


2.0 2.0 Counselors 206,697 217,768 209,933 215,500 2.66%

1.0 1.0 Librarians 68,447 67,988 68,674 71,707 0.89%

1.0 1.0 Nurses 56,248 56,636 53,830 54,250 0.67%

70.0 71.0 Teachers 4,770,926 4,845,792 4,877,407 5,053,399 62.48%

94.0 94.0 5,954,797 6,055,735 6,071,954 6,253,457 77.32%



11 Instruction 133,917 242,879 208,370 194,935 2.41%




33 Health Services 2,122 2,447 2,259 2,400 0.03%



479,712 583,361 546,906 606,930 7.50%


Enrollment 1,037 1,091 1,102 1,128




197

McCullough Junior High School Campus Goals & Objectives

Chris McCord, Principal


Performance Gaps










All subjects; Economically Disadvantaged Students and up to 7 racial/ethnic groups Economically Disadvantaged Students: 87% will score Approaching Grade Level Standards 43% will score Mastering Grade Level Standards Racial/Ethnic Group: African American: 80% will score Approaching Grade Level Standards 20% will score Mastering Grade Level Standards









GOAL 5: Technology


198

McCullough Junior High School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

6.0 6.0 Administrators 386,702$ 474,254$ 451,077$ 452,160$ 3.89%


4.0 4.0 Counselors 284,454 301,418 294,400 289,850 2.49%

1.0 1.0 Librarians 63,950 57,140 64,081 60,896 0.52%

1.0 1.0 Nurses 59,176 59,572 60,427 60,310 0.52%

115.5 112.5 Teachers 7,602,590 7,730,591 7,625,611 7,623,688 65.59%

144.5 140.5 9,016,089 9,210,874 9,087,120 9,073,926 78.07%



11 Instruction 181,364 252,885 230,614 214,911 1.85%





33 Health Services 1,589 2,300 2,258 1,500 0.01%



53 Data Processing 2,581 - - - 0.00%

712,242 780,442 723,434 788,541 6.78%


Enrollment 2,232 2,258 2,208 2,143




199

Irons Junior High School Campus Goals & Objectives

Jeff Fuller, Principal


Performance Gaps



















GOAL 5: Technology


200

Irons Junior High School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

3.0 3.0 Administrators 266,713$ 288,449$ 270,357$ 274,150$ 3.96%


3.0 3.0 Counselors 136,637 146,639 141,197 140,100 2.02%

1.0 1.0 Librarians 64,249 64,320 64,757 66,987 0.97%

1.0 1.0 Nurses 53,676 53,684 53,246 54,860 0.79%

65.0 66.5 Teachers 4,374,182 4,444,409 4,244,052 4,458,416 64.33%

86.0 86.5 5,328,098 5,469,094 5,167,206 5,370,041 77.49%



11 Instruction 139,737 191,532 172,571 149,647 2.16%





33 Health Services 2,058 2,900 2,579 2,900 0.04%



440,374 524,320 495,758 541,902 7.82%


Enrollment 1,120 1,105 1,088 1,142




201

Conroe High School Campus Goals & Objectives

Rotasha Smith, Principal


Performance Gaps


All subjects; all students 82% of all students combined over all subject areas approaching Grade Level Standards; 57% student meeting Grade Level Standards; and 17% mastering Grade Level Standards.

Distinctions: Will meet AADD indicator for performance in End of course English I, English II, Algebra I, Biology, and US History. Reading and Math: will meet AADD indicators for performance and participation in SAT, ACT, and AP. Science will meet AADD indicators for performance and participation in ACT and AP. Social Studies will meet AADD indicators for performance and participation in AP.




Distinctions: 1. Will meet Top 25% Student Progress Distinction in ELA and Math.

2. Will meet indicator for Accelerated Growth in ELA and Math.



Distinctions: Will meet Top 25% Closing Performance gaps Distinction in ELA and Math.








GOAL 5: Technology


202

Conroe High School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

12.5 12.5 Administrators 1,207,962$ 1,288,708$ 1,228,994$ 1,251,780$ 4.60%


14.4 14.4 Counselors 893,678 999,402 921,509 916,100 3.37%

3.0 3.0 Librarians 132,069 132,062 138,198 143,520 0.53%

3.0 3.0 Nurses 132,948 113,778 115,016 116,090 0.43%

235.5 241.0 Teachers 15,127,035 15,963,994 14,574,802 16,518,940 60.72%

318.9 323.4 18,907,924 19,973,666 18,417,526 20,443,514 75.15%



11 Instruction 1,117,787 885,544 841,497 899,547 3.31%





32 Social Work 3,978 4,250 3,781 4,000 0.01%

33 Health Services 1,228 1,299 1,299 1,300 0.00%



81 Facilities Acquisition & Const. 18,500 100,000 - - 0.00%

2,937,523 3,398,460 2,772,491 2,914,441 10.71%


Enrollment 3,400 3,641 3,565 3,691




203

Hauke Academic Alternative High School Campus Goals & Objectives

Dr. John Williams, Principal


Performance Gaps






All Students/All Subjects 40% of students who will meet Expected Growth measures.










GOAL 5: Technology


204

Hauke Academic Alternative High School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

2.0 2.0 Administrators 109,345$ 117,423$ 110,468$ 113,130$ 4.92%


2.5 2.5 Counselors 73,042 76,021 73,335 74,310 3.23%

1.0 1.0 Librarians 57,207 56,727 58,049 58,400 2.54%

1.4 1.4 Nurses 56,256 56,692 42,235 - 0.00%

17.4 17.4 Teachers 1,343,521 1,400,703 1,382,686 1,422,251 61.80%

27.3 27.3 1,725,548 1,777,528 1,762,664 1,740,540 75.63%



11 Instruction 75,386 84,084 70,423 117,272 5.10%



23 School Leadership 2,002 500 427 580 0.03%


33 Health Services 184 200 113 200 0.01%


81 Facilities Acquisition & Const. 2,500 126 126 - 0.00%

168,940 191,579 170,116 232,586 10.11%


Enrollment 138 138 142 142




205

The Woodlands High School Campus Goals & Objectives

Dr. Ted Landry, Principal


Performance Gaps



Distinctions: Will meet AADD indicator for performance in End of course English I, English II, Algebra I, Biology, and US History. Reading and Math: will meet AADD indicators for performance and participation in SAT, ACT, AP, and Algebra 1. Science will meet AADD indicators for performance and participation in ACT and AP. Social Studies will meet AADD indicators for performance and participation in AP.
















GOAL 5: Technology


206

The Woodlands High School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

13.0 13.0 Administrators 1,281,691$ 1,331,716$ 1,228,769$ 1,187,650$ 4.50%


18.1 18.1 Counselors 1,002,242 1,041,920 984,847 945,410 3.58%

3.0 3.0 Librarians 192,386 195,375 192,710 201,190 0.76%

2.0 2.0 Nurses 110,949 108,400 111,813 112,540 0.43%

234.2 234.2 Teachers 15,761,054 16,341,700 15,882,545 16,288,164 61.71%

323.0 324.0 19,563,602 20,288,851 19,636,066 20,055,363 75.98%



11 Instruction 995,307 846,697 805,658 692,584 2.62%





33 Health Services 1,299 1,305 1,303 1,300 0.00%

36 Co-curricular Activities 1,094,670 1,032,459 961,503 762,641 2.89%

51 Plant Maintenance & Operations 1,061,518 1,096,440 916,591 1,139,817 4.32%


3,311,555 3,144,471 2,830,389 2,700,879 10.23%


Enrollment 4,410 4,461 4,336 4,348




207

Oak Ridge High School Campus Goals & Objectives

Tommy Johnson, Principal


Performance Gaps



Distinctions: Will meet AADD indicator for performance in End of course English I, English II, Algebra I, Biology, and US History. Reading and Math: will meet AADD indicators for performance and participation in SAT, ACT, AP, Algebra 1. Science will meet AADD indicators for performance and participation in ACT and AP. Social Studies will meet AADD indicators for performance and participation in AP.







All subjects; Economically Disadvantaged Students and up to 7 racial/ethnic groups Economically Disadvantaged Students: 86% will score Approaching Grade Level Standards 25% will score Mastering Grade Level Standards Racial/Ethnic Group: Hispanic: 91% will score Approaching Grade Level Standards 30% will score Mastering Grade Level Standards Racial/Ethnic Group: Two or More: 91% will score Approaching Grade Level Standards 30% will score Mastering Grade Level Standards









GOAL 5: Technology


208

Oak Ridge High School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

13.0 11.0 Administrators 1,205,030$ 1,292,099$ 1,182,009$ 971,930$ 4.22%


15.5 13.5 Counselors 871,875 948,956 902,168 797,080 3.46%

3.0 3.0 Librarians 128,847 125,988 129,074 133,803 0.58%

2.0 2.0 Nurses 127,001 126,436 124,776 129,460 0.56%

236.5 198.0 Teachers 14,843,758 15,918,877 15,488,529 14,106,872 61.31%

321.8 276.3 18,607,440 19,862,419 19,250,143 17,535,610 76.21%



11 Instruction 946,541 860,346 726,270 665,902 2.89%


13 Curriculum & Instruction 60 10,000 - - 0.00%



33 Health Services 1,300 1,300 735 1,300 0.01%



53 Data Processing 8,995 - - - 0.00%

81 Facilities Acquisition & Const. - 1,920 - - 0.00%

2,574,778 2,642,408 2,377,861 2,194,952 9.54%


Enrollment 4,133 4,398 4,415 3,483




209

Academy of Science and Technology Campus Goals

Dr. Susan Caffery, Headmaster


Performance Gaps



Distinctions: Will meet AADD indicator for performance in End of course English I, English II, Algebra I, Biology, and US History. Reading and Math: will meet AADD indicators for performance and participation in SAT, ACT, AP, and Algebra 1. Science will meet AADD indicators for performance and participation in ACT and AP. Social Studies will meet AADD indicators for performance and participation in AP.
















GOAL 5: Technology


210

Academy of Science and Technology2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

1.0 1.0 Administrators 104,059$ 109,096$ 106,626$ 108,460$ 13.19%


- - Counselors - - - - 0.00%

- - Librarians - - - - 0.00%

- - Nurses - - - - 0.00%

7.5 7.5 Teachers 508,132 509,892 494,618 509,565 61.95%

9.5 9.5 644,796 654,752 639,079 656,409 79.81%



11 Instruction 45,248 53,185 47,167 48,250 5.87%

23 School Leadership 767 800 176 928 0.11%

31 Guidance, Counseling & Eval. - 350 - 350 0.04%

36 Co-curricular Activities 32,148 24,820 25,148 - 0.00%

51 Plant Maintenance & Operations - - - 547 0.07%

78,163 79,155 72,491 50,075 6.09%


Enrollment 284 285 282 273


*Note: The Academy of Science and Technology's STAAR results are included in the The Woodlands College Park High School's results.

211

Academy for Careers in Engineering and Science Campus Goals

Dr. Mike Papadimitriou, Headmaster


Performance Gaps










All subjects; Economically Disadvantaged Students and up to 7 racial/ethnic groups Economically Disadvantaged Students: 100% will score Approaching Grade Level Standards 100% will score Mastering Grade Level Standards Focus: Special Education: 100% will score Approaching Grade Level Standards 100% will score Mastering Grade Level Standards Focus Group: ELL: 100% will score Approaching Grade Level Standards 100% will score Mastering Grade Level Standards


Post‐Secondary Readiness Attendance Rate will be 96.2%







GOAL 5: Technology


212

Academy for Careers in Engineering and Science2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

- 1.0 Administrators -$ -$ 20,952$ 62,150$ 16.73%


- - Counselors - - - - 0.00%

- - Librarians - - - - 0.00%

- - Nurses - - - - 0.00%

- 2.5 Teachers - 2,611 20,755 156,640 42.16%

- 4.5 - 2,611 50,924 255,040 68.65%

Payroll related and benefits costs: - 171 7,868 42,410 11.42%


11 Instruction - 78,259 50,199 45,053 12.13%

13 Curriculum & Instruction - - - 5,000 1.35%


36 Co-curricular Activities - - - 9,972 2.68%

51 Plant Maintenance & Operations - 21,923 15,682 - 0.00%

- 102,333 67,907 74,062 19.94%

Total Annual Operating Budget -$ 105,115$ 126,699$ 371,512$ 100.00%

Enrollment - - - 74


*Note: The Academy for Careers in Engineering and Science's STAAR results are included in the Oak Ridge High School's results.

***Note: The Academy for Careers in Engineering and Science opened in the 2018-2019 school year.

213

Discipline Alternative Campus - DAEP / JJAEP Campus Goals & Objectives

Jeffery Eldridge, Principal


Performance Gaps


All subjects; all students n/a% of all students combined over all subject areas approaching Grade Level Standards




All Students/All Subjects n/a% of students who will meet Expected or Accelerated Growth measures. n/a% of students who will meet Accelerated Growth measures only.




All subjects; Economically Disadvantaged Students and up to 7 racial/ethnic groups Economically Disadvantaged Students: n/a% will score Approaching Grade Level Standards n/a% will score Mastering Grade Level Standards


Post‐Secondary Readiness Increase Attendance Rate from n/a% to n/a%







GOAL 5: Technology


214

Discipline Alternative Campus - DAEP/JJAEP2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

1.0 1.0 Administrators 109,937$ 117,940$ 112,669$ 114,600$ 6.14%


2.0 2.0 Counselors 83,916 86,158 83,585 84,740 4.54%

- - Librarians - - - - 0.00%

0.3 0.3 Nurses - - 190 - 0.00%

18.1 18.1 Teachers 1,160,646 1,193,328 1,209,665 1,253,507 67.18%

23.4 23.4 1,451,452 1,494,955 1,487,819 1,534,360 82.23%



11 Instruction 54,034 41,575 35,365 58,727 3.15%

23 School Leadership - 300 - - 0.00%

31 Guidance, Counseling & Eval. 400 400 400 - 0.00%

33 Health Services 89 100 93 - 0.00%


91,858 68,079 46,341 72,936 3.91%


Enrollment 35 34 40 41




215

Caney Creek High School Campus Goals & Objectives

Dr. Jeff Stichler, Principal


Performance Gaps



















GOAL 5: Technology


216

Caney Creek High School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

8.0 8.0 Administrators 755,402$ 809,781$ 757,420$ 773,700$ 5.07%


9.0 9.0 Counselors 630,298 651,152 641,995 650,800 4.26%

2.0 2.0 Librarians 67,396 67,109 67,961 72,056 0.47%

1.0 1.0 Nurses 54,013 53,684 57,137 57,790 0.38%

124.5 127.0 Teachers 8,333,517 8,630,294 8,737,639 9,080,134 59.50%

178.5 182.0 10,690,301 11,074,648 11,137,618 11,577,245 75.86%



11 Instruction 650,169 680,273 674,839 503,560 3.30%





33 Health Services 799 2,200 2,200 2,200 0.01%



81 Facilities Acquisition & Const. 18,500 - - - 0.00%

1,583,991 1,570,022 1,449,644 1,458,086 9.55%


Enrollment 1,935 2,082 2,042 2,078




217

Academy for Science and Health Professions Campus Goals

Dr. Terri Benson, Headmaster


Performance Gaps


All subjects; all students 100% of all ASHP students combined over all subject areas approaching Grade Level Standards; 100% ASHP student meeting Grade Level Standards; and 85% mastering Grade Level Standards.

















GOAL 5: Technology


218

Academy of Science and Health Professions2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

1.0 1.0 Administrators 103,534$ 108,486$ 105,222$ 107,920$ 12.96%


- - Counselors - - - - 0.00%

- - Librarians - - - - 0.00%

- - Nurses - - - - 0.00%

7.0 7.0 Teachers 473,931 480,918 478,660 487,548 58.55%

9.0 9.0 616,135 629,351 624,515 636,012 76.38%



11 Instruction 46,430 47,004 47,094 61,040 7.33%

13 Curriculum & Instruction 300 1,000 488 1,000 0.12%



51 Plant Maintenance & Operations - - - 547 0.07%

53,978 58,766 57,710 77,792 9.34%


Enrollment 405 421 395 377


*Note: The Academy of Science and Health Professions' STAAR results are included in the Conroe High School's results.

219

The Woodlands College Park High School Campus Goals & Objectives

Dr. Mark Murrell, Principal


Performance Gaps



















GOAL 5: Technology


220

The Woodlands College Park High School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

9.0 10.0 Administrators 857,616$ 903,110$ 850,015$ 870,860$ 4.60%

36.0 35.0 Paraprofessionals / Aides 965,256 955,422 1,013,149 976,225 5.15%

11.0 12.0 Counselors 767,704 794,125 794,589 862,930 4.55%

2.0 2.0 Librarians 125,154 121,785 125,693 128,073 0.68%

1.0 1.0 Nurses 61,945 61,186 62,761 62,320 0.33%

168.5 173.5 Teachers 10,842,780 11,501,526 10,999,446 11,538,070 60.89%

227.5 233.5 13,620,455 14,337,154 13,845,653 14,438,478 76.20%



11 Instruction 546,426 545,157 504,540 525,473 2.77%


13 Curriculum & Instruction 15,599 - - 11,750 0.06%



33 Health Services 788 700 621 700 0.00%




2,214,889 2,203,458 2,071,288 1,873,427 9.89%


Enrollment 2,642 2,748 2,819 2,850




221

Grand Oaks High School Campus Goals & Objectives

Dr. Chris Povich, Principal


Performance Gaps










All subjects; Economically Disadvantaged Students and up to 7 racial/ethnic groups Economically Disadvantaged Students: 85% will score Approaching Grade Level Standards 22% will score Mastering Grade Level Standards Focus Group: Special Ed: 54% will score Approaching Grade Level Standards 9% will score Mastering Grade Level Standards Focus Group: English Learners: 63% will score Approaching Grade Level Standards 12% will score Mastering Grade Level Standards


Post‐Secondary Readiness Attendance Rate will be 97.5%.







GOAL 5: Technology


222

Grand Oaks High School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

- 5.0 Administrators -$ -$ 146,378$ 481,880$ 5.28%


- 5.0 Counselors - 2,454 47,387 302,690 3.32%

- 1.0 Librarians - - 6,500 61,296 0.67%

- 1.0 Nurses - - 6,051 58,800 0.64%

- 74.0 Teachers - 2,259 631,463 4,944,856 54.21%

- 108.0 - 4,713 910,998 6,403,997 70.20%

Payroll related and benefits costs: - 306 131,562 1,106,967 12.14%


11 Instruction - 70,380 60,032 389,981 4.28%

12 Instructional Resources - - - 21,774 0.24%

13 Curriculum & Instruction - - - 7,000 0.08%


31 Guidance, Counseling & Eval. - - - 5,037 0.06%

33 Health Services - - - 700 0.01%

36 Co-curricular Activities - 11,150 5,978 343,327 3.76%

51 Plant Maintenance & Operations - - 94,696 835,079 9.15%

- 91,530 163,728 1,611,093 17.66%

Total Annual Operating Budget -$ 96,549$ 1,206,288$ 9,122,057$ 100.00%

Enrollment - - - 1,196


***Note: Grand Oaks High School opened in the 2018-2019 school year.

223

Juvenile Detention Center Campus Goals & Objectives

Jeffery Eldridge, Principal


Performance Gaps


All subjects; all students n/a% of all students combined over all subject areas approaching Grade Level Standards




All Students/All Subjects n/a% of students who will meet Expected or Accelerated Growth measures. n/a% of students who will meet Accelerated Growth measures only.




All subjects; Economically Disadvantaged Students and up to 7 racial/ethnic groups Economically Disadvantaged Students: n/a% will score Approaching Grade Level Standards n/a% will score Mastering Grade Level Standards


Post‐Secondary Readiness Increase Attendance Rate from n/a% to n/a%







GOAL 5: Technology


224

Juvenile Detention Center2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

- - Administrators -$ -$ -$ -$ 0.00%


- - Counselors - - - - 0.00%

- - Librarians - - - - 0.00%

- - Nurses - - - - 0.00%

5.2 5.2 Teachers 320,705 336,029 299,132 331,719 71.57%

7.2 7.2 352,763 376,992 337,507 374,029 80.70%



11 Instruction - 6,931 6,698 12,788 2.76%

31 Guidance, Counseling & Eval. - 187 - 187 0.04%


4,667 18,118 12,398 19,533 4.21%


Enrollment 22 22 28 27




225

Summer School2018-2019 General Fund Budget



2017-18 2018-19 2016-2017 2017-2018 2017-2018 2018-2019 Total

- - Administrators 45,449$ 39,000$ 43,069$ 49,000$ 4.63%

- - Paraprofessionals / Aides 56,390 - 49,669 64,000 6.05%

- - Counselors 11,850 14,000 8,850 13,000 1.23%

- - Librarians 5,000 6,500 5,000 6,000 0.57%

- - Nurses 21,100 21,000 15,351 24,000 2.27%

- - Teachers 724,385 894,414 674,053 839,350 79.38%

- - 864,174 974,914 795,992 995,350 94.14%

Payroll related and benefits costs: 19,045 - 30,804 - 0.00%


11 Instruction 53,120 79,862 35,221 62,000 5.86%

53,120 79,862 35,221 62,000 5.86%

Total Annual Operating Budget 936,339$ 1,054,776$ 862,017$ 1,057,350$ 100.00%

Enrollment 59,764 61,360 61,580 63,014


**Note: Summer School does not include budgeted staff due to the fact that all payroll consists of extra duty pay for current staff

members included at the campuses.

226

Financial Section Debt Service Fund

Debt Service Fund Debt Service Fund Overview The Debt Service Fund accounts for payments of principal, interest, and related fees on the District’s general obligation bonds. Under Texas law, only these debt service payments can be charged to this fund. The Debt Service Fund is funded by a designated allocation of the property tax rate. During fiscal year 2015-2016, the district passed a $487,000,000 bond referendum. Subsequently, the District has issued all $487,000,000 of these bonds. The bonds will be used to build several new schools, major classroom renovations, safety and security upgrades, CTE upgrades and the addition of two robotics labs at the high school level. Debt Service Policy The Board of Directors may obtain funds to construct, acquire or equip school buildings, to purchase necessary sites, to purchase school buses, or to acquire, or refinance property financed under a contract entered under the Public Property Finance Act by issuing bonds and assessing annual ad valorem taxes sufficient to pay the principal and interest on the bonds as they come due. Before issuing bonds, the District must demonstrate to the Attorney General that, with respect to the proposed issuance, the District has a projected ability to pay the principal of and interest on the proposed bonds and all previously issued bond. The District has adopted the provisions of section 45 of the Texas Education Code requiring the levy each year of a tax rate, unlimited as to amount, sufficient to meet principal and interest requirements during the fiscal year. Resources from the property taxes for servicing bonded debt principal and interest are accumulated in, and expended from the Debt Service Fund (Article 278e-1, VCS). Texas statutes do not prescribe a debt limit; however, a practical economic debt limit of 10% of the assessed valuation is represented in the chart below.

Computation of Legal Debt Margin Assessed Value $35,737,543,316 Debt Limit (Percent of 18-19 School Year Assessed Value) 10% Maximum Legal Debt 3,573,754,332 Amount of Debt Applicable to Debt Limit: Total Bonded Debt $ 1,215,100,000 Less Reserve for Retirement of Bonded Debt 32,151,683 Total Amount of Debt Applicable to Debt Limit 1,182,948,317 Legal Debt Margin $ 2,390,806,015

$0

$1,000,000,000

$2,000,000,000

$3,000,000,000

2014-2015 2015-2016 2016-2017 2017-2018 2018-2019

5 Year Debt Margin

227

Debt Service Expenditures The current year expenditure budget consists of the following amounts: $46,300,000 for bond principal payments and $56,755,656 for bond interest and fee payments. Total 2018-19 budgeted expenditures for the Debt Service Fund are $103,055,656. Detailed debt service requirements are located within this section of the budget document.

$0

$20,000,000

$40,000,000

$60,000,000

$80,000,000

$100,000,000

$120,000,000

2014-15 2015-16 2016-17 2017-18 2018-19

Debt Service Expenditures

Interest & fees Principal

228

2014-15 2015-16 2016-17 2017-18 2018-19


Revenues

Local sources 65,018,299$ 71,374,061$ 78,649,756$ 81,457,812$ 79,122,595$

State sources - 1,555,365 1,552,158 1,535,600 1,630,972

Total Revenues 65,018,299 72,929,426 80,201,914 82,993,412 80,753,567

Expenditures

Debt Service:

Principal 36,635,000 37,800,000 40,185,000 44,390,000 46,300,000

Interest & fees 45,785,693 46,433,299 51,484,974 56,007,172 56,755,656


Revenues Over (Under) (17,402,394) (11,303,873) (11,468,060) (17,403,760) (22,302,089)

Expenditures

Other Financing Sources (Uses)

Operating transfers 16,000,000 10,000,000 16,000,000 10,000,000 -

Proceeds from refunding bonds 259,086,992 29,087,195 81,820,104 115,424,320 -

Payment to refunding bond agent (259,169,776) (28,766,110) (81,788,984) (113,356,834) -

Total Other Financing Sources (Uses) 15,917,216 10,321,085 16,031,120 12,067,486 -

Revenues and Other Sources

Over (Under) Expenditures (1,485,178) (982,788) 4,563,060 (5,336,274) (22,302,089)

Fund Balances, beginning 35,392,863 33,907,685 32,924,897 37,487,957 32,151,683

Fund Balances, ending 33,907,685$ 32,924,897$ 37,487,957$ 32,151,683$ 9,849,594$

Debt Service Fund


$-

$10,000,000

$20,000,000

$30,000,000

$40,000,000

2014-15 2015-16 2016-17 2017-18 2018-19

Fund Balance

229

2017-18

2016-17 Amended 2017-18 2018-19 Percent

Actual Budget Projected Budgeted of Total

Revenues

Local sources 78,649,756$ 81,369,743$ 81,457,812$ 79,122,595$ 97.98%

State Sources 1,552,158 1,370,230 1,535,600 1,630,972 2.02%

Total Revenues 80,201,914 82,739,973 82,993,412 80,753,567 100.00%

Expenditures by object

Debt Service 91,669,974 93,544,913 100,397,172 103,055,656 100.00%


Exess of Revenues Over

(Under) Expenditures (11,468,060)$ (10,804,940)$ (17,403,760)$ (22,302,089)$

Debt Service Fund


Revenue & Expenditure Summary by Major Object

230

Year Ended Percent

August 31 Principal Interest Total Retired

2019 46,300,000 55,755,656 102,055,656 5.41%

2020 48,005,000 53,741,538 101,746,538 10.81%

2021 50,165,000 51,581,319 101,746,319 16.20%

2022 52,515,000 49,231,563 101,746,563 21.60%

2023 55,120,000 46,628,875 101,748,875 26.99%

2024 57,905,000 43,842,397 101,747,397 32.39%

2025 60,820,000 40,926,719 101,746,719 37.78%

2026 63,845,000 37,904,506 101,749,506 43.18%

2027 66,895,000 34,854,644 101,749,644 48.57%

2028 69,865,000 31,883,744 101,748,744 53.97%

2029 72,815,000 28,933,069 101,748,069 59.36%

2030 75,980,000 25,767,438 101,747,438 64.76%

2031 56,650,000 22,846,394 79,496,394 68.97%

2032 59,275,000 20,223,988 79,498,988 73.19%

2033 62,085,000 17,414,350 79,499,350 77.40%

2034 64,960,000 14,535,544 79,495,544 81.62%

2035 67,875,000 11,622,003 79,497,003 85.84%

2036 30,250,000 9,445,550 39,695,550 87.94%

2037 31,640,000 8,056,550 39,696,550 90.05%

2038 33,050,000 6,648,275 39,698,275 92.15%

2039 34,585,000 5,111,850 39,696,850 94.26%

2040 30,035,000 3,663,206 33,698,206 96.04%

2041 31,325,000 2,372,013 33,697,013 97.83%

2042 24,915,000 1,181,225 26,096,225 99.21%

2043 14,525,000 324,869 14,849,869 100.00%

1,261,400,000 624,497,281 1,885,897,281

Represents payment obligations of both principal and interest by year until all outstanding debt is paid in full.

Debt Retirement Summary

0.00%

20.00%

40.00%

60.00%

80.00%

100.00%

2019 2022 2027 2032 2037 2043

Percent of Debt Retired by Year

231

Retired/

Original Amount Issued Refunded

Interest Issue Outstanding Current Current

Description Rate Amount Aug 31, 2017 Year Year

Unlimited Tax Refunding Bonds, Series 2004B 3.40-3.50% $ 43,862,645 $ 23,585,000 $ - $ 3,730,000

Unlimited Tax Schoolhouse Bonds, Series 2009A 2.00-5.75% 83,805,000 1,315,000 - 1,315,000

Unlimited Tax Schoolhouse Bonds, Series 2009B 2.25-5.00% 17,880,000 9,835,000 - 1,705,000

Unlimited Tax Schoolhouse Bonds, Series 2010 2.00-4.50% 26,865,000 15,475,000 - 11,750,000


Unlimited Tax Schoolhouse Bonds, Series 2011 REF 2.00-5.00% 133,615,000 105,585,000 - 12,935,000



Unlimited Tax Schoolhouse Bonds, Series 2014 2.00-5.00% 76,920,000 70,000,000 - 625,000


Unlimited Tax Schoolhouse Bonds, Series 2014B 2.00-5.00% 21,085,000 19,705,000 - 740,000

Unlimited Tax Schoolhouse Bonds, Series 2015 2.00-5.00% 117,665,000 117,330,000 - 175,000

Unlimited Tax Schoolhouse Bonds, Series 2016 5.00% 138,015,000 135,825,000 - 2,865,000


Unlimited Tax Schoolhouse Bonds, Series 2017 5.00% 97,540,000 - 97,540,000 1,065,000

Unlimited Tax Schoolhouse Bonds, Series 2018 5.00% 174,435,000 - 174,435,000 -

Total General Obligation Bonds $ 1,681,002,645 $ 1,136,590,000 $ 271,975,000 $ 147,165,000

CONROE INDEPENDENT SCHOOL DISTRICT

SCHEDULE OF LONG TERM DEBT

FOR THE YEAR ENDED AUGUST 31, 2018

232

Amount Interest Requirements Sept 1, 2020

Outstanding Current Year Ending August 31, 2019 Year Ending August 31, 2020 Interest

Aug 31, 2018 Year Principal Interest Principal Interest To Maturity

$ 19,855,000 $ 818,100 $ 6,410,000 $ 649,975 $ 6,625,000 $ 405,300 $ 136,400

- 24,656 - - - - -

8,130,000 354,781 2,610,000 261,825 2,820,000 147,225 48,937

3,725,000 180,219 710,000 148,831 760,000 115,756 1,430,516

4,270,000 245,625 1,350,000 179,750 1,425,000 110,375 37,375

92,650,000 4,927,482 13,315,000 4,279,813 11,810,000 3,659,394 9,702,240

68,350,000 3,235,425 2,940,000 3,148,500 3,025,000 3,059,025 26,207,625

145,940,000 6,385,400 1,695,000 6,232,450 1,845,000 6,163,600 47,132,850

69,375,000 3,430,500 630,000 3,417,950 2,600,000 3,346,650 25,520,925

103,845,000 4,614,587 8,310,000 4,244,262 8,780,000 3,858,563 27,834,031

18,965,000 746,550 720,000 731,950 700,000 714,250 4,943,875

117,155,000 5,125,700 1,535,000 5,103,950 1,565,000 5,068,300 50,549,300

132,960,000 6,452,675 3,545,000 6,292,425 3,755,000 6,109,925 67,499,125

205,270,000 8,538,400 1,445,000 8,509,900 1,210,000 8,483,350 94,052,125

96,475,000 3,974,280 - 4,392,200 - 4,392,200 34,330,800

174,435,000 4,867,906 1,085,000 8,161,875 1,085,000 8,107,625 125,573,963

$ 1,261,400,000 $ 53,922,286 $ 46,300,000 $ 55,755,656 $ 48,005,000 $ 53,741,538 $ 515,000,087

233


Debt Service Requirments Until Maturity

August 31, 2018

Year Ended

August 31 Principal Interest

2019 $46,300,000 $55,755,656

2020 48,005,000 53,741,538

2021 50,165,000 51,581,319

2022 52,515,000 49,231,563

2023 55,120,000 46,628,875

2024 57,905,000 43,842,397

2025 60,820,000 40,926,719

2026 63,845,000 37,904,506

2027 66,895,000 34,854,644

2028 69,865,000 31,883,744

2029 72,815,000 28,933,069

2030 75,980,000 25,767,438

2031 56,650,000 22,846,394

2032 59,275,000 20,223,988

2033 62,085,000 17,414,350

2034 64,960,000 14,535,544

2035 67,875,000 11,622,003

2036 30,250,000 9,445,550

2037 31,640,000 8,056,550

2038 33,050,000 6,648,275

2039 34,585,000 5,111,850

2040 30,035,000 3,663,206

2041 31,325,000 2,372,013

2042 24,915,000 1,181,225

2043 14,525,000 324,869

$1,261,400,000 $624,497,281

Principal, 9/1/17 $1,136,590,000

Principal payments (44,390,000)

Debt refunded (102,775,000)

Principal Issued New 271,975,000

Total Principal, 8/31/18 $1,261,400,000

Current Interest Bonds

$0

$20

$40

$60

$80

$100

$120

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

2032

2033

2034

2035

2036

2037

2038

2039

2040

2041

2042

2043

Mill

ions

Debt Service Requirements Until Maturity

Interest Principal

234

Debt Service Fund

Debt Service to Maturity by Issue Date

2009 B 2010

Face Amounts Interest Total Face Amounts Interest Total Face Amounts Interest Total

2019 6,410,000.00 649,975.00 7,059,975.00 2,610,000.00 261,825.00 2,871,825.00 710,000.00 148,831.26 858,831.26

2020 6,625,000.00 405,300.00 7,030,300.00 2,820,000.00 147,225.00 2,967,225.00 760,000.00 115,756.26 875,756.26

2021 6,820,000.00 136,400.00 6,956,400.00 2,700,000.00 48,937.50 2,748,937.50 - 98,656.26 98,656.26

2022 - - - - - - - 98,656.26 98,656.26

2023 - - - - - - - 98,656.26 98,656.26

2024 - - - - - - - 98,656.26 98,656.26

2025 - - - - - - - 98,656.26 98,656.26

2026 - - - - - - - 98,656.26 98,656.26

2027 - - - - - - - 98,656.26 98,656.26

2028 - - - - - - - 98,656.26 98,656.26

2029 - - - - - - - 98,656.26 98,656.26

2030 - - - - - - - 98,656.26 98,656.26

2031 - - - - - - - 98,656.26 98,656.26

2032 - - - - - - - 98,656.26 98,656.26

2033 - - - - - - - 98,656.26 98,656.26

2034 - - - - - - - 98,656.26 98,656.26

2035 - - - - - - 2,255,000.00 49,328.13 2,304,328.13

2036 - - - - - - - - -

2037 - - - - - - - - -

2038 - - - - - - - - -

2039 - - - - - - - - -

2040 - - - - - - - - -

2041 - - - - - - - - -

2042 - - - - - - - - -

2043 - - - - - - - - -

19,855,000.00 1,191,675.00 21,046,675.00 8,130,000.00 457,987.50 8,587,987.50 3,725,000.00 1,695,103.29 5,420,103.29

2011 B 2012


2019 1,350,000.00 179,750.00 1,529,750.00 13,315,000.00 4,279,812.51 17,594,812.51 2,940,000.00 3,148,500.00 6,088,500.00

2020 1,425,000.00 110,375.00 1,535,375.00 11,810,000.00 3,659,393.76 15,469,393.76 3,025,000.00 3,059,025.00 6,084,025.00

2021 1,495,000.00 37,375.00 1,532,375.00 8,570,000.00 3,155,487.51 11,725,487.51 3,145,000.00 2,935,025.00 6,080,025.00

2022 - - - 14,395,000.00 2,582,406.26 16,977,406.26 3,290,000.00 2,774,150.00 6,064,150.00

2023 - - - 12,255,000.00 1,916,356.26 14,171,356.26 2,340,000.00 2,633,400.00 4,973,400.00

2024 - - - 15,670,000.00 1,218,678.13 16,888,678.13 2,590,000.00 2,510,150.00 5,100,150.00

2025 - - - 8,295,000.00 621,500.00 8,916,500.00 6,220,000.00 2,289,900.00 8,509,900.00

2026 - - - 8,340,000.00 207,812.50 8,547,812.50 6,585,000.00 1,969,775.00 8,554,775.00

2027 - - - - - - 2,270,000.00 1,759,750.00 4,029,750.00

2028 - - - - - - 2,360,000.00 1,667,150.00 4,027,150.00

2029 - - - - - - 2,450,000.00 1,579,450.00 4,029,450.00

2030 - - - - - - 890,000.00 1,516,700.00 2,406,700.00

2031 - - - - - - 2,425,000.00 1,433,825.00 3,858,825.00

2032 - - - - - - 3,705,000.00 1,289,475.00 4,994,475.00

2033 - - - - - - 7,640,000.00 1,014,750.00 8,654,750.00

2034 - - - - - - 8,030,000.00 623,000.00 8,653,000.00

2035 - - - - - - 8,445,000.00 211,125.00 8,656,125.00

2036 - - - - - - - - -

2037 - - - - - - - - -

2038 - - - - - - - - -

2039 - - - - - - - - -

2040 - - - - - - - - -

2041 - - - - - - - - -

2042 - - - - - - - - -

2043 - - - - - - - - -

4,270,000.00 327,500.00 4,597,500.00 92,650,000.00 17,641,446.93 110,291,446.93 68,350,000.00 32,415,150.00 100,765,150.00

2004 B

2011 A

235

Debt Service Fund


2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

2032

2033

2034

2035

2036

2037

2038

2039

2040

2041

2042

2043

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

2032

2033

2034

2035

2036

2037

2038

2039

2040

2041

2042

2043

2014 2014A


1,695,000.00 6,232,450.00 7,927,450.00 630,000.00 3,417,950.00 4,047,950.00 8,310,000.00 4,244,262.50 12,554,262.50

1,845,000.00 6,163,600.00 8,008,600.00 2,600,000.00 3,346,650.00 5,946,650.00 8,780,000.00 3,858,562.50 12,638,562.50

2,010,000.00 6,091,250.00 8,101,250.00 7,620,000.00 3,091,150.00 10,711,150.00 8,325,000.00 3,472,562.50 11,797,562.50

8,485,000.00 5,886,100.00 14,371,100.00 3,845,000.00 2,804,525.00 6,649,525.00 4,050,000.00 3,204,812.50 7,254,812.50

6,220,000.00 5,560,900.00 11,780,900.00 4,450,000.00 2,597,150.00 7,047,150.00 4,245,000.00 3,005,437.50 7,250,437.50

3,985,000.00 5,305,775.00 9,290,775.00 4,445,000.00 2,374,775.00 6,819,775.00 4,460,000.00 2,798,062.50 7,258,062.50

4,115,000.00 5,103,275.00 9,218,275.00 4,945,000.00 2,140,025.00 7,085,025.00 4,740,000.00 2,594,012.50 7,334,012.50

4,255,000.00 4,894,025.00 9,149,025.00 5,705,000.00 1,873,775.00 7,578,775.00 4,940,000.00 2,400,412.50 7,340,412.50

21,700,000.00 4,345,150.00 26,045,150.00 6,780,000.00 1,561,650.00 8,341,650.00 5,875,000.00 2,154,737.50 8,029,737.50

22,645,000.00 3,436,525.00 26,081,525.00 1,780,000.00 1,347,650.00 3,127,650.00 11,470,000.00 1,778,462.50 13,248,462.50

23,630,000.00 2,479,650.00 26,109,650.00 1,870,000.00 1,256,400.00 3,126,400.00 11,930,000.00 1,319,562.50 13,249,562.50

24,680,000.00 1,471,900.00 26,151,900.00 1,965,000.00 1,160,525.00 3,125,525.00 6,695,000.00 964,531.25 7,659,531.25

3,765,000.00 879,600.00 4,644,600.00 2,105,000.00 1,058,775.00 3,163,775.00 2,010,000.00 801,312.50 2,811,312.50

3,940,000.00 705,800.00 4,645,800.00 2,215,000.00 950,775.00 3,165,775.00 2,085,000.00 724,531.25 2,809,531.25

4,120,000.00 524,900.00 4,644,900.00 2,330,000.00 837,150.00 3,167,150.00 2,165,000.00 644,843.75 2,809,843.75

4,315,000.00 334,625.00 4,649,625.00 2,445,000.00 717,775.00 3,162,775.00 2,250,000.00 562,062.50 2,812,062.50

4,535,000.00 113,375.00 4,648,375.00 2,560,000.00 605,450.00 3,165,450.00 2,330,000.00 476,187.50 2,806,187.50

- - - 2,565,000.00 490,125.00 3,055,125.00 2,140,000.00 392,375.00 2,532,375.00

- - - 2,700,000.00 358,500.00 3,058,500.00 2,230,000.00 296,500.00 2,526,500.00

- - - 2,835,000.00 220,125.00 3,055,125.00 2,350,000.00 182,000.00 2,532,000.00

- - - 2,985,000.00 74,625.00 3,059,625.00 2,465,000.00 61,625.00 2,526,625.00

- - - - - - - - -

- - - - - - - - -

- - - - - - - - -

- - - - - - - - -

145,940,000.00 59,528,900.00 205,468,900.00 69,375,000.00 32,285,525.00 101,660,525.00 103,845,000.00 35,936,856.25 139,781,856.25

2015A 2016


720,000.00 731,950.00 1,451,950.00 1,535,000.00 5,103,950.00 6,638,950.00 3,545,000.00 6,292,425.00 9,837,425.00

700,000.00 714,250.00 1,414,250.00 1,565,000.00 5,068,300.00 6,633,300.00 3,755,000.00 6,109,925.00 9,864,925.00

680,000.00 693,550.00 1,373,550.00 1,625,000.00 5,012,025.00 6,637,025.00 3,980,000.00 5,916,550.00 9,896,550.00

715,000.00 672,625.00 1,387,625.00 2,995,000.00 4,918,987.50 7,913,987.50 4,005,000.00 5,716,925.00 9,721,925.00

795,000.00 649,975.00 1,444,975.00 3,130,000.00 4,788,325.00 7,918,325.00 4,390,000.00 5,507,050.00 9,897,050.00

800,000.00 626,050.00 1,426,050.00 3,275,000.00 4,640,700.00 7,915,700.00 4,530,000.00 5,284,050.00 9,814,050.00

810,000.00 597,850.00 1,407,850.00 3,430,000.00 4,485,575.00 7,915,575.00 4,885,000.00 5,048,675.00 9,933,675.00

825,000.00 565,150.00 1,390,150.00 3,565,000.00 4,346,350.00 7,911,350.00 5,355,000.00 4,792,675.00 10,147,675.00

3,280,000.00 483,050.00 3,763,050.00 5,145,000.00 4,189,975.00 9,334,975.00 6,180,000.00 4,504,300.00 10,684,300.00

3,245,000.00 352,550.00 3,597,550.00 5,380,000.00 3,952,575.00 9,332,575.00 6,430,000.00 4,253,350.00 10,683,350.00

3,210,000.00 223,450.00 3,433,450.00 5,630,000.00 3,705,475.00 9,335,475.00 6,695,000.00 3,989,525.00 10,684,525.00

3,185,000.00 79,625.00 3,264,625.00 11,670,000.00 3,301,125.00 14,971,125.00 6,995,000.00 3,647,275.00 10,642,275.00

- - - 12,385,000.00 2,699,750.00 15,084,750.00 5,915,000.00 3,324,525.00 9,239,525.00

- - - 13,015,000.00 2,064,750.00 15,079,750.00 6,225,000.00 3,021,025.00 9,246,025.00

- - - 13,685,000.00 1,397,250.00 15,082,250.00 6,545,000.00 2,701,775.00 9,246,775.00

- - - 14,300,000.00 787,000.00 15,087,000.00 6,875,000.00 2,366,275.00 9,241,275.00

- - 14,825,000.00 259,437.50 15,084,437.50 7,230,000.00 2,013,650.00 9,243,650.00

- - - - - - 5,925,000.00 1,684,775.00 7,609,775.00

- - - - - - 6,230,000.00 1,380,900.00 7,610,900.00

- - - - - - 6,550,000.00 1,061,400.00 7,611,400.00

- - - - - - 6,885,000.00 725,525.00 7,610,525.00

- - - - - - 6,780,000.00 417,800.00 7,197,800.00

- - - - - - 7,055,000.00 141,100.00 7,196,100.00

- - - - - - - - -

- - - - - - - - -

18,965,000.00 6,390,075.00 25,355,075.00 117,155,000.00 60,721,550.00 177,876,550.00 132,960,000.00 79,901,475.00 212,861,475.00

2012A

2014B

236

Debt Service Fund


2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

2032

2033

2034

2035

2036

2037

2038

2039

2040

2041

2042

2043

Grand

Face Amounts Interest Total Face Amounts Interest Total Face Amounts Interest Total TOTAL

1,445,000.00 8,509,900.00 9,954,900.00 - 4,392,200.00 4,392,200.00 1,085,000.00 8,161,875.00 9,246,875.00 102,055,656.27

1,210,000.00 8,483,350.00 9,693,350.00 - 4,392,200.00 4,392,200.00 1,085,000.00 8,107,625.00 9,192,625.00 101,746,537.52

1,885,000.00 8,452,400.00 10,337,400.00 - 4,392,200.00 4,392,200.00 1,310,000.00 8,047,750.00 9,357,750.00 101,746,318.77

9,360,000.00 8,199,550.00 17,559,550.00 - 4,392,200.00 4,392,200.00 1,375,000.00 7,980,625.00 9,355,625.00 101,746,562.52

9,095,000.00 7,738,175.00 16,833,175.00 6,480,000.00 4,230,200.00 10,710,200.00 1,720,000.00 7,903,250.00 9,623,250.00 101,748,875.02

10,280,000.00 7,253,800.00 17,533,800.00 6,065,000.00 3,916,575.00 9,981,575.00 1,805,000.00 7,815,125.00 9,620,125.00 101,747,396.89

8,625,000.00 6,781,175.00 15,406,175.00 12,850,000.00 3,443,700.00 16,293,700.00 1,905,000.00 7,722,375.00 9,627,375.00 101,746,718.76

8,710,000.00 6,347,800.00 15,057,800.00 13,560,000.00 2,783,450.00 16,343,450.00 2,005,000.00 7,624,625.00 9,629,625.00 101,749,506.26

9,370,000.00 5,895,800.00 15,265,800.00 4,195,000.00 2,339,575.00 6,534,575.00 2,100,000.00 7,522,000.00 9,622,000.00 101,749,643.76

9,850,000.00 5,415,300.00 15,265,300.00 4,495,000.00 2,167,275.00 6,662,275.00 2,210,000.00 7,414,250.00 9,624,250.00 101,748,743.76

8,800,000.00 5,037,050.00 13,837,050.00 6,275,000.00 1,942,975.00 8,217,975.00 2,325,000.00 7,300,875.00 9,625,875.00 101,748,068.76

9,070,000.00 4,769,000.00 13,839,000.00 8,390,000.00 1,576,350.00 9,966,350.00 2,440,000.00 7,181,750.00 9,621,750.00 101,747,437.51

6,985,000.00 4,528,175.00 11,513,175.00 12,185,000.00 1,122,900.00 13,307,900.00 8,875,000.00 6,898,875.00 15,773,875.00 79,496,393.76

13,395,000.00 4,155,500.00 17,550,500.00 4,930,000.00 780,600.00 5,710,600.00 9,765,000.00 6,432,875.00 16,197,875.00 79,498,987.51

13,945,000.00 3,608,700.00 17,553,700.00 1,390,000.00 654,200.00 2,044,200.00 10,265,000.00 5,932,125.00 16,197,125.00 79,499,350.01

7,840,000.00 3,173,000.00 11,013,000.00 8,775,000.00 450,900.00 9,225,900.00 10,130,000.00 5,422,250.00 15,552,250.00 79,495,543.76

8,160,000.00 2,853,000.00 11,013,000.00 6,885,000.00 137,700.00 7,022,700.00 10,650,000.00 4,902,750.00 15,552,750.00 79,497,003.13

8,495,000.00 2,519,900.00 11,014,900.00 - - - 11,125,000.00 4,358,375.00 15,483,375.00 39,695,550.00

8,840,000.00 2,173,200.00 11,013,200.00 - - - 11,640,000.00 3,847,450.00 15,487,450.00 39,696,550.00

9,200,000.00 1,812,400.00 11,012,400.00 - - - 12,115,000.00 3,372,350.00 15,487,350.00 39,698,275.00

9,575,000.00 1,436,900.00 11,011,900.00 - - - 12,675,000.00 2,813,175.00 15,488,175.00 39,696,850.00

9,965,000.00 1,046,100.00 11,011,100.00 - - - 13,290,000.00 2,199,306.25 15,489,306.25 33,698,206.25

10,375,000.00 639,300.00 11,014,300.00 - - - 13,895,000.00 1,591,612.50 15,486,612.50 33,697,012.50

10,795,000.00 215,900.00 11,010,900.00 - - - 14,120,000.00 965,325.00 15,085,325.00 26,096,225.00

- - - - - - 14,525,000.00 324,868.75 14,849,868.75 14,849,868.75

205,270,000.00 111,045,375.00 316,315,375.00 96,475,000.00 43,115,200.00 139,590,200.00 174,435,000.00 141,843,462.50 316,278,462.50 1,885,897,281.47

20182016 A 2017

237


238

Financial Section Capital Projects Fund

Capital Projects Fund Capital Projects Fund Overview The Capital Projects Fund accounts, on a project basis, are for projects financed by the proceeds from bond issues, or for capital projects otherwise mandated to be accounted for in this fund. The Capital Projects Fund utilizes the modified accrual basis of accounting. Enrollment in CISD for the 2017-2018 school year was 61,580, enrollment for the 2018-2019 school year is estimated at 63,014, and enrollment for the 2026-2026 school year is estimated to reach 72,560 students. The district is continuing to show steady growth as indicated in the most recent demographic study completed in 2015. The Population and Survey Analysts (PASA) completed a Demographic Update for Conroe I.S.D. by studying student residential locations, potential growth, housing trends, and economic factors inherent to the District. PASA studied the expected long-term trends for the District, and created a dataset to use in planning for the next ten years. With this in mind, the CISD Board of Trustees established the 2015 CISD Facility Planning Committee for the purpose of reviewing the district’s projected growth and instructional needs for the next three to five years. The Facilities Planning Committee was also charged with making a recommendation to the Board of Trustees to address those needs while impacting the tax rate as minimally as possible. The Facilities Planning Committee met over a three-month period and made their recommendations to the Board of Trustees at the June 16, 2015 Board of Trustees Meeting. That recommendation became the blueprint for the 2015 CISD Bond Referendum. At the August 18, 2015 Board of Trustees’ Meeting, the Board approved a $487,000,000 bond referendum. On November 3, 2015 voters approved the $487,000,000 proposition, which includes the construction of new schools and classroom additions to accommodate student growth, improvements to aged buildings to sustain capacity, funding for robotics and Career and Technical Education Facilities, and the continuation of technology and safety and security upgrades. The patrons of CISD have traditionally been very supportive of the District’s bond referenda. This support is evidenced by the passage of the 1992, 1994, 1998, 2001, 2004, 2008 and 2015 referenda that the patrons of CISD overwhelmingly approved to build new facilities and address District needs. Capital Projects Fund – 2015 Bond Referendum On November 3, 2015 voters approved the 2015 CISD Bond Referendum. The projects and status of the proposition are as follows: Proposition 1 $487,000,000 New schools: One new High School One new Junior High Schools One new Intermediate School Two new Elementary Schools Additions and renovations: Conroe High School Renovation Knox Junior High School addition Stewart Elementary Build-out Austin Elementary Renovation

239

District Wide Improvements Improvements are scheduled for all campuses in all feeder zones (Conroe, The Woodlands, Oak Ridge, and Caney Creek). Prioritized improvements are unique for each campus and were established based on priorities set by each campus. These improvements include but are not limited to air conditioning & heating improvements, electrical upgrades, parking expansions and ADA (Accessibility) improvements.

Ancillary Needs and Governmental Compliance Transportation needs (more buses) Technology improvements and upgrades Career & Technology Education Facilities upgrades and additions Robotics labs for Caney Creek HS and The Woodlands College Park HS Safety and security improvements Future land purchases

240

Project Description Plan Amount

Funds

Expended &

Encumbered

Estimate to

Complete

Project

Forecast

Variance

Favorable

(Unfavorable)

Expected

Completion

%

Complete

Knox JHS Addition 046 12,190,910 10,661,086 300,014 10,961,100 1,229,810 Aug 17 99%

Land Purchases 10,000,000 8,779,769 1,220,231 10,000,000 - Aug 16 88%

Bradley Elementary (Flex 17) - 132 25,938,117 30,141,252 430,201 30,571,453 (4,633,336) Aug 17 99%

Clark Intermediate Flex 18 - 080 27,467,730 30,201,305 1,006,611 31,207,916 (3,740,186) Aug 18 99%

OR Elementary K-6 Flex 19 - 133 29,088,053 26,709,989 3,100,658 29,810,647 (722,594) Aug 19 18%

Grand Oaks High School - 016 141,527,923 148,819,845 5,260,218 154,080,063 (12,552,140) Aug 18 99%

Conroe High School - 001 59,040,458 37,251,958 18,214,529 55,466,487 3,573,971 Aug 19 81%

Conroe New Jr. High - 055 58,374,850 55,638,426 5,597,492 61,235,918 (2,861,068) Aug 20 12%

Jean Stewart Build out - 130 1,162,743 714,812 172,390 887,202 275,541 Aug 18 78%

Austin Elementary Renovation - 102 17,853,494 19,701,299 (118,154) 19,583,145 (1,729,651) Aug 19 19%

Grangerland Addition *** 5,500,000 4,971,350 528,650 5,500,000 - Aug 17 99%

Irons Jr. High Addition *** 5,000,000 3,887,405 1,112,595 5,000,000 - Jan 19 49%

Technology 21,651,418 12,512,299 9,139,119 21,651,418 - Aug 19 58%

Technology *** 10,825,709 8,391,457 2,434,252 10,825,709 - Aug 19 78%

Life Cycle - LC 40,529,775 30,666,480 5,771,118 36,437,598 4,092,177 Aug 19 84%

Priority One Projects-LC*** 10,424,290 10,305,630 118,660 10,424,290 - Aug 16 99%

Safety and Security - SS 13,622,507 13,817,374 81,986 13,899,360 (276,853) Aug 19 99%

CTE & Robotics 5,202,000 7,014,694 32,749 7,047,443 (1,845,443) Aug 16 99%

Buses*** 6,495,425 6,405,454 89,971 6,495,425 - Aug 19 99%

Scoreboard Replacements *** 3,200,000 3,128,226 71,774 3,200,000 - Aug 18 99%

Totals 505,095,402 469,720,110 54,565,064 524,285,174 (19,189,772)

Contingency 23,350,021 4,160,249

Grand Total 528,445,423 528,445,423

School Bonds Authorized 487,000,000

School Bonds Sold 487,000,000

Balance to Sell -

*** Items are paid for by General

Fund Transfer 41,445,424

Status of 2015 Bond Referendum & Capital Projects (As of 8/31/18)

241

Capital Projects Fund Expenditures The current year capital projects expenditure budget is $163,504,113, which is an increase of 11,388,982 from the 2017-2018 projected expenditures. This budget increase is due to construction beginning for the third phase of the 2015 bond projects. This includes a new junior high and elementary school. Capital Projects Fund - Fund Balance The fund balance in the Capital Projects Fund is budgeted to be 6,249,739 by the end 2018-2019.

242

2014-15 2015-16 2016-17 2017-18 2018-19


Revenues

Local sources 71,373$ 737,438$ 1,926,226$ 3,965,351$ 352,914$

Total Revenues 71,373 737,438 1,926,226 3,965,351 352,914

Expenditures

Plant Maintenance and Operations 2,655,312 - - 2,762,520 437,480

Facilities Acquisition and Construction 36,040,328 89,005,430 159,524,691 151,677,651 163,066,633


Revenues Over (Under)

Expenditures (38,624,267) (88,267,992) (157,598,465) (150,474,820) (163,151,199)


Operating transfers in/(out) 4,300,000 33,300,000 - 8,200,000 -

Sale of Real Property 455,996 - - -

General Obligation Bond Proceeds 40,000,000 135,000,000 150,000,000 202,000,000 -

Total Other Financing Sources (Uses) 44,755,996 168,300,000 150,000,000 210,200,000 -


Over (Under) Expenditures 6,131,729 80,032,008 (7,598,465) 59,725,180 (163,151,199)





$0

$25,000

$50,000

$75,000

$100,000

$125,000

$150,000

$175,000

2014-15 2015-16 2016-17 2017-18 2018-19

Thousands

Expenditures

243

2017-18

2016-17 Amended 2017-18 2018-19 Percent


Revenues

Local sources 1,926,226 - 3,965,351 352,914 0.00%

Total Revenues 1,926,226 - 3,965,351 352,914 0.00%


Purchased & contracted services 420,205 769,223 424,442 344,299 0.2%

Supplies 6,072,038 16,970,480 12,399,857 5,553,851 3.4%

Capital outlay 153,032,448 300,205,903 141,615,872 157,605,963 96.4%



(Under) Expenditures (157,598,465)$ (317,945,606)$ (150,474,820)$ (163,151,199)$




244


Capital Projects Summary Project: Knox Junior High Addition Description:

The capital projects fund is providing $12.1 million to add 10 new science classrooms and an addition to the field house. The addition will add 26,078 square feet to the building. Status: This project is 100% complete as of August 2017. Operating Budget Impact:

The overall impact on the budget for this addition is expected at approximately 70,000 for custodial services and utilities.

Project: Bradley Elementary Description:

The capital projects fund is providing $25.9 million for a new elementary school. The new 125,121 square foot facility will have the capacity to service 1,000 students in the Oak Ridge feeder system. Status: This project is 100% complete as of August 2017. Operating Budget Impact:

The overall impact on the budget for this campus, based on a projected enrollment of 800 students, is expected at approximately $3.5 million with the majority of the cost being in staffing expense of $3.1 million. The remaining expense will include cost for maintenance, custodial, utilities, and supplies.

Project: Clark Intermediate- (Flex 18) Description: The capital projects fund is providing $27.4 million for a new intermediate school. The new 125,121 square foot facility will have the capacity to service 1,000 students in the Oak Ridge feeder system. Status: This project is 100% complete as of August 2018 . Operating Budget Impact: The overall impact on the budget for this campus, based on a projected enrollment of 650 students, is expected at approximately $3.5 million with the majority of the cost being in staffing expense of $3.2 million. The remaining expense will include cost for maintenance, custodial, utilities, and supplies.

245

Project: Oak Ridge K-6 School- (Flex 19) Description: The capital projects fund is providing $29 million for a new kindergarten through 6th grade school. The new 125,121 square foot facility will have the capacity to service 1,000 students in the Oak Ridge feeder system. Status: This project is 18% complete and has an estimated completion date of August 2019. Operating Budget Impact:

The overall impact on the budget for this campus, based on a projected enrollment of 600 students, is expected at approximately $3.1 million with the majority of the cost being in staffing expense of $2.8 million. The remaining expense will include cost for maintenance, custodial, utilities, and supplies. Project: Grand Oaks High School Description: The capital projects fund is providing $141.5 million for a high school. The new 522,651 square foot facility will have the capacity to service 3,000 students in the Oak Ridge feeder system. Status: This project is 100% complete as of August 2018. Operating Budget Impact: The overall impact on the budget for this campus, based on a projected enrollment of 1,500 students, is expected at approximately $6.6 million with the majority of the cost being in staffing expense of $5 million. The remaining expense will include cost for maintenance, custodial, utilities, and supplies. Project: Conroe High School classroom renovations/additions Description: The capital projects fund is providing $59 million for renovations to mechanical systems. This renovation will cause the loss of several classrooms. New classrooms will be built. Status: This project is 81% complete and has an estimated completion date of August 2019. Operating Budget Impact:

The overall impact on the budget has not been determined yet. Project: Conroe New Junior High Description: The capital projects fund is providing $58.3 million for a new Jr. High School in the Conroe feeder system. The new 207,000 square foot facility will have the capacity to service 1,200 students. Status: This project is12% complete and has an estimated completion date of August 2020. .

246

Operating Budget Impact: The overall impact on the budget for this campus, based on a projected enrollment of 1,000, is expected at approximately $3.6 million with the majority of the cost being in staffing expense of $3.1 million. The remaining expense will include cost for maintenance, custodial, utilities, and supplies. Project: Stewart Elementary Build-out Description: The capital projects fund is providing $1.1 million to build-out the remaining 200 seat capacity school in the Conroe feeder system. Status: This project is 100% complete and has an estimated completion date of August 2018. Operating Budget Impact: The build-out includes finishing the existing interior space to provide eight classrooms. The overall impact of the budget will be in staffing, depending on enrollment. Project: Austin Elementary Renovation Description: The capital projects fund is providing $17.8 million to renovate the existing structure of the building. The capacity will not be increased. Status: This project is 19% complete and has an estimated completion date of August 2019. Operating Budget Impact: The overall impact on the budget for this campus is expected at approximately $100,000 for custodial and utility expenses. Project: Grangerland Addition Description: The capital projects fund is providing $5.5 million for the addition of eight classrooms. Status: This project is 100% complete as of August 2017. Operating Budget Impact: This addition is replacing portable buildings so this should have no impact on the budget.

Project: Technology/Life Cycle/Safety & Security/CTE Robotics/Transportation Description: The capital projects fund is providing $32.4 million for technology, $50.9 million for life cycle improvements, $13.6 million for security, $5.2 million for CTE/Robotics and $6.5 million for new buses. This funding is being used to support the District’s goals.

247

2018/2019

Enrollment Capacity Age of Building

Elementaries:

Anderson 650 800 23

Armstrong 708 770 48

Austin 1,000 950 65

Birnham Woods 1,038 1,000 8

Bradley 854 1,000 0

Buckalew 622 770 19

Bush 735 850 21

Broadway 940 1,000 10

Creighton 854 770 37

David 713 700 27

Deretchin 566 600 12

Ford 837 900 39

Galatas 636 850 23

Giesinger 724 700 27

Glen Loch 721 600 37

Hailey 820 680 39

Houser 838 900 37

Houston 691 1,000 10

Kaufman 873 1,000 11

Lamar 758 770 46

Milam 774 1,000 11

OakRidge 766 750 44

Patterson 815 1,000 3

Powell 914 850 23

Reaves 718 730 43

Rice 604 730 39

Ride 747 660 34

Runyan 590 610 50

San Jacinto 710 850 37

Snyder 991 1,000 4

Stewart 621 630 3

Tough 522 835 15

Wilkinson 731 1,000 8Total Elementary: 25,081 27,255

Intermediates:

Bozman 859 1,000 8

Clark 801 1,000 0

Collins 771 800 27

Cox 830 1,000 9

Cryar 757 1,000 13

Deretchin 332 585 12

Grangerland 1,185 1,185 9

Mitchell 1,165 1,200 21

Stewart 182 170 3

Tough 312 350 15

Travis 696 700 91

Vogel 1,129 1,185 16

Wilkerson 794 730 43

Total Intermediate: 9,813 10,905

Junior Highs:

Irons 1,142 1,200 5

Knox 1,442 1,400 39

McCullough 2,143 2,300 41

Moorhead 1,128 1,100 16

Peet 1,423 1,500 4

Washington 824 750 66

York 1,438 1,500 10

Total Junior High: 9,540 9,750

High Schools:

Caney Creek 2,078 2,890 22

Conroe 2,992 3,300 55

Conroe 9th 1,076 1,200 22

Grand Oaks 1,196 3,000 0

Hauke Alternative 142 250 78

Oak Ridge 2,982 2,300 36

Oak Ridge-9th Grade Campus 575 1,350 32

The Woodlands 3,258 3,100 21

The Woodlands- 9th Grade Campus 1,090 1,300 17

The Woodlands College Park 3,123 2,850 12

DAEP/JJAEP 68 66

Total High School: 18,580 21,606

District Totals: 63,014 69,516

School Name

Capacity, Enrollment and Age by School

248

School Name Capacity

2018/2019

Enrollment

Elementary 27,255 25,081

Intermediate 10,905 9,813

Junior High 9,750 9,540

High School 21,606 18,580

Capacity, Enrollment by School Grade Level

- 2,000 4,000 6,000 8,000

10,000 12,000 14,000 16,000 18,000 20,000 22,000 24,000 26,000 28,000 30,000

Ele

menta

ry

Inte

rme

dia

te

Ju

nio

r H

igh

Hig

h S

ch

ool

Enrollment Compared to Capacity

Capacity

2018/2019 Enrollment

249


250

Financial Section Food Service Fund

Food Service Special Revenue Fund The District’s food service operations are accounted for in the Food Service Special Revenue Fund. Although special revenue funds are generally not included in the annual budget adopted by the Board of Trustees, TEA regulations require inclusion of the food service fund. Approximately (59%) of the revenue in this fund is received from the United States Department of Agriculture (USDA) under the National School Lunch Program and the School Breakfast Program. The remaining revenue (41%) is primarily generated from user fees – i.e. student payments for meals and is budgeted based on prior year actual information and projected enrollment. The Food Service revenue is budgeted to decrease by $196,171 or .89% less than the 2017-2018 projected revenues. The following table provides a comparison of revenues by source for the 2018-2019 budget year.

Food Service expenditures consist primarily of payroll (39%) and supplies and materials (51%). The majority of the supplies and materials budget consists of expenditures for food. Food Service fund expenditures are budgeted at $22,000,000, an increase of $326,006 or 1.48% higher than 2017-2018 projected expenditures. It is recommended that the fund balance for Food Service not exceed approximately three months of average food service operation expenditures. The current fund balance is projected at $3,517,732 which is within these guidelines. These balances must be used exclusively for allowable child nutrition program purposes.

251

Child Nutrition Goals & Objectives

Robyn Hughes, Director of Child Nutrition

Mission: The Power Station will provide quality meals and service that exceed Child Nutrition guidelines, while maintaining a financially self sufficient department

GOAL 1: Add an additional Child Nutrition Field Supervisor to provide adequate

supervision of kitchen managers. Child Nutrition will fund this position.

GOAL 2: Decreasing student charges by 10% with identifying students early in the school

year who qualify for free and reduced lunch and ensure an application is completed.

GOAL 3: Focus on providing on-site training to employees on campuses that consistently

needs improvements on kitchen inspections/observations.

GOAL 4: Create special menus and activities for National School Lunch Week and

National School Breakfast Week to raise awareness of the benefits of school meals.

252

2014-15 2015-16 2016-17 2017-18 2018-19


Revenues

Local sources 7,031,534$ 7,287,364$ 7,799,024$ 8,310,970$ 9,105,362$

State Sources 81,849 93,793 88,511 95,752 -

Federal sources 10,906,871 11,709,735 12,504,156 13,789,449 12,894,638

Total Revenues 18,020,254 19,090,892 20,391,691 22,196,171 22,000,000

Expenditures by function

Food service 17,473,807 17,840,912 18,368,540 20,001,196 20,471,000

Maintenance & Operations 1,449,875 1,446,589 1,459,402 1,672,798 1,529,000


Revenues Over (Under) (903,428) (196,609) 563,749 522,177 -

Expenditures



Food Service Fund


10.00%

13.00%

16.00%

19.00%

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

$4,500,000

$5,000,000

2014-15 2015-16 2016-17 2017-18 2018-19

Fund Balance as a % of Expenditures

Fund Balance % of Total Expenditures

253

2017-18

2016-2017 Amended 2017-18 2018-2019 Percent


Revenues

Local sources 7,799,024$ 8,429,784$ 8,310,970$ 9,105,358$ 41.39%

State Sources 88,511 - 95,752 -

Federal sources 12,504,156 11,485,466 13,789,449 12,894,642 58.61%

Total Revenues 20,391,691 19,915,250 22,196,172 22,000,000 100.00%


Payroll 8,135,784 8,172,800 8,537,970 8,580,000 39.0%

Purchased & contracted services 1,421,087 1,843,314 1,754,985 1,634,000 7.4%

Supplies 10,245,300 10,476,207 10,890,284 11,135,000 50.6%

Other operating expense 19,828 31,348 31,178 30,000 0.1%

Capital outlay 5,943 478,621 459,577 621,000 2.8%



(Under) Expenditures 563,749$ (1,087,040)$ 522,178$ -$

Food Service Fund



39.0%

7.4%50.6%

0.1% 2.8%

Expenditures by Major Object

Payroll

Purchased & contracted services

Supplies

Other operating expense

Capital outlay

254

Informational Section

Long Range Financial Forecasts The following financial forecasts are used to determine the impact of current financial decisions on subsequent fiscal years. The models are updated, reviewed, and evaluated more by the Chief Financial Officer and Business & Accounting Managers, as circumstances change. The model used for the General and Debt Service Funds is much more detailed than the ones used for Capital Projects and Food Service Funds, since many more factors and assumptions are involved. Review and evaluation of these plans, in conjunction with the budget development process, insures that short-term financial decisions are made only after consideration of the long-term consequences.

General and Debt Service Forecasts Revenue Sources The general and debt service funds have two primary sources of revenue, tax collections and state funding. The collection of taxes is the primary source of revenue for both the general and debt service fund. Tax collections make up approximately 77% of the revenue for both funds. Tax revenues are increasing due to rising property values and significant growth in the district. The second source of revenue comes from state funding. State funding generates approximately 23% of the revenues for these funds. Although state funding is only 23% of the revenue budget it requires a more complex calculation to derive the amount of funding that the District will receive.

23.0%

77.0%

2018-19 Revenue Budget (General Fund & Debt Service Fund Combined)

State

Local Taxes

Expenditures The total General Fund expenditure budget for 2018-19 is $495,459,113. This is an increase of $16,736,388 over projected 2017-18 expenditure levels. As always, the majority of expenditures for the school district are personnel costs.

89.26%

5.45%3.85%

1.31%

0.14%


Payroll Cost




Capital outlay

255

Long Range Financial Forecasts (continued) General Fund, fund balance is projected to increase from $134.3 million in 2016-17 to $138.1 million in 2017-18. The increase in fund balance is a result of enrollment growth and steady increases in local property tax values. The District feels certain it will be able to maintain a constant and stable fund balance in the General Fund.

0

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

140,000,000

160,000,000

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

General Fund Balances

The Debt Service fund, 2018-2019 expenditures consist of the following amounts: $46.3 million for bond principal payments and $56.8 million for bond interest and fee payments. Total 2018-19 budgeted expenditures for the Debt Service fund are $103.1. The fund balance is projected to decrease to $9.8 million in 2018-2019. The District feels comfortable that we can maintain a constant and stable fund balance for the Debt Service fund. Projection Model Following this section, you will see a variety of schedules and calculations that are used by the District in projecting its revenues and expenditures for future years. The schedules for the General and Debt Service funds are listed first from pages 262-263. The financial projection summary listed on pages 262-263 is a composite of all the calculations performed on the preceding worksheets pages 264-273. The Capital Projects Fund and Food Service Fund projections are listed on pages 274-275. Additional information is provided in the remainder of this section. Throughout this model we use projected amounts for the current fiscal year (2017-18), and proposed amounts for the next budget year (2018-19) to project the subsequent three fiscal years. In addition to reviewing past trends, we also take into consideration many other factors. Further explanation of each component is listed below: Projection Model Components Summary The summary sheet is a composite of all the calculations performed on each of the other worksheets described below. The summary section of the Long-Range Plan consolidates enrollment projections, taxable value estimates, State aid estimates, and many other factors into a single comprehensive financial plan, and calculates the effect on the projected tax rate for each subsequent fiscal year. The 2018-19 budgeted tax rate in the general fund is $1.06 which is an increase of 2 cents from the 2017-18 tax rate. As a result of the impact of Hurricane Harvey, Governor Abbott added Montgomery County to his state disaster declaration list on August 26, 2017, and he requested federal and state disaster assistance at that time. Because the District had increased expenditures in response to Hurricane Harvey, the District was then be eligible to raise its maintenance and operations taxes above the rollback rate without a ratifying election. This one time exception is in accordance with Section 26.08(a) of the Texas Tax Code. Under current law, the maximum tax rate a school district can have in the general fund is $1.17.

256

Long Range Financial Forecasts (continued)

The debt service summary included in the long-range projection allows for estimated increases in debt requirements due to future bond sales. The accompanying debts schedules represent only the amounts due as of September 1, 2018 since complete information is not available on future bond sales. The debt service tax rate is budgeted to decrease to $.22 cents for fiscal year 2018-19.

Assumptions The assumptions section is used to consolidate variables entered in other sections and to input other data required in the computations of future year expenditures and revenues. Many of the parameters are directly input in this section – taxable value, collection percentage, salary increases, and utility costs for new facilities. Other values, such as enrollment and ADA are linked from other worksheets. Debt Schedule

This debt requirement worksheet represents the current debt requirements as of September 1, 2018 only. The summary schedule discussed above includes amounts for anticipated new debt from future bond sales. State Revenue Estimate Worksheets The calculations on these worksheets are based on the current state funding formula. Three of the most critical factors in estimating General Fund State aid are ADA projections, FTE’s for special education students, and taxable values. ADA figures are linked from the enrollment sheet and taxable values are linked from the assumption sheet. Special Education FTE’s are projected based on historical percentage growth rates for each instructional arrangement. The most critical factor in calculating Debt Service State aid under both the IFA and EDA programs is debt service requirements. These figures are linked from the debt schedule. Statistics This section provides additional information concerning historical and projected statistical information for the District. Enrollment Enrollment projections are one of the most significant factors in the budget development and long-range financial planning process. Enrollment projections are designed to predict the student enrollment of the District based on geographic data, student data, migration data, and historical data of student populations. The District uses two models to produce enrollment projections. The first method, Cohort Survival, uses historical data to project the number of students based on a survival rate. This survival rate is based on three key elements:

Progressors – Students who are promoted to the next grade level within the District

Retained – Students who are retained at their current grade within the District

Migrants – Students who are new, first time students in the District The other model used to predict enrollment growth is Linear Regression Trend Analysis. This method uses historical data (ten years) to determine a best-fit trend line per grade level. This model projects an even growth rate based on this trend line and is very effective when growth patterns are somewhat consistent. In addition to these statistical algorithms, we also, through the use of a comprehensive database, monitor the growth of every subdivision and apartment complex within the District. Information regarding the age and number of units, along with the number of students, allows us to develop profiles on these developments. Utilizing these profiles, we can anticipate enrollment trends of new developments as well as changes, such as renovations to aging apartment complexes. The combination of statistical trends and detailed development information allows the District to forecast trends, as well as prepare for exceptions.

257

Long Range Financial Forecasts (continued)


The District currently has issued $487 million of the $487 million in bonds available to sell from the 2015 bond referendum. An extensive list of all projects included in the 2015 bond referendum are included in Capital Projects section of this document.

Food Service Special Revenue Fund

Forecasts for this fund are based on a revenue and expenditures per student basis for the current budget year (2018-19) and adjusted for projected increases due to inflation and growth in participation.

258


259

2017-18 2018-19 2019-20 2020-21 2021-22Projected Budget Projected Projected Projected

General Fund

Tax Rate $1.0400 $1.0600 $1.0400 $1.0400 $1.0400

Revenues

5700 Total local revenue 357,994,721$ 370,703,836$ 393,762,269$ 399,173,788$ 415,269,821$

5800 Total state revenue 136,189,132 131,571,646 113,482,669 108,224,240 102,784,831

5900 Total federal sources 6,515,873 - - - -

5000 Total revenues 500,699,726 502,275,482 507,244,938 507,398,028 518,054,652

Expenditures

6100 Total payroll costs 425,748,009 442,197,112 459,884,996 478,280,396 497,411,612

6200 Total contracted services 26,134,005 27,013,305 27,553,571 28,104,643 28,666,735

6300 Total supplies & materials 18,611,539 19,060,106 19,441,308 19,830,134 20,226,737

6400 Total other fees 5,876,401 6,485,890 6,615,608 6,747,920 6,882,879

6600 Total capital outlay 2,352,771 702,700 750,000 750,000 750,000

Total expenditures 478,722,725 495,459,113 514,245,484 533,713,093 553,937,963

Other Financing Sources & Uses (18,200,000) - - - -

Fund Balance - Beg. of Year 134,311,221 138,088,222 144,904,591 137,904,045 111,588,980

Fund Balance - End of Year 138,088,222$ 144,904,591$ 137,904,045$ 111,588,980$ 75,705,669$

Conroe Independent School DistrictFinancial Projection: Summary

260

2017-18 2018-19 2019-20 2020-21 2021-22

Projected Budget Projected Projected Projected

Debt Service FundTax Rate $0.2400 $0.2200 $0.2400 $0.2400 $0.2400

Revenues

5700 Total local revenue 81,457,812$ 79,122,595$ 89,200,908$ 92,768,944$ 96,479,702$

5800 Total state revenue 1,535,600 1,630,972 1,647,282 1,663,755 1,680,392

5000 Total revenues 82,993,412 80,753,567 90,848,190 94,432,699 98,160,094

Expenditures

6000 Total expenditures 100,397,172 103,055,656 101,846,538 101,846,319 101,846,563

7020 Other resources 12,067,486 - 5,000,000 5,000,000 5,000,000

Fund Balance - Beg. of Year 37,487,957 32,151,683 9,849,594 3,851,246 1,437,625

Fund Balance - End of Year 32,151,683$ 9,849,594$ 3,851,246$ 1,437,625$ 2,751,156$

Combined Tax Rate $1.2800 $1.2800 $1.2800 $1.2800 $1.2800

Inc/(Dec) in Combined Tax Rate $0.0000 $0.0000 $0.0000 $0.0000

Conroe Independent School DistrictFinancial Projection: Summary

261

Budget Projected Projected Projected

General Funds 2017-18 2018-19 2019-20 2020-21 2021-22

Current - Taxable Value MCAD 33,799,892,825$ 35,737,543,316$ 37,167,045,049$ 38,653,726,851$ 40,199,875,925$

% Increase from prior year 4.25% 5.73% 3.50% 3.50% 3.50%

Collections % 100.00% 100.00% 100.00% 100.00% 100.00%

Projected Student Enrollment 61,580 63,014 64,414 65,814 67,214

Student ADA 58,001 59,233 60,549 61,865 63,181

Salary Increase 2.50% 2.00% 2.0% 2.0% 2.0%


Financial Projection: Assumptions

262

Year Ended Percent

August 31 Principal Interest Total Retired

2019 $ 46,300,000 $ 55,755,656 $ 102,055,656 5.41%

2020 48,005,000 53,741,538 101,746,538 10.81%

2021 50,165,000 51,581,319 101,746,319 16.20%

2022 52,515,000 49,231,563 101,746,563 21.60%

2023 55,120,000 46,628,875 101,748,875 26.99%

2024 57,905,000 43,842,397 101,747,397 32.39%

2025 60,820,000 40,926,719 101,746,719 37.78%

2026 63,845,000 37,904,506 101,749,506 43.18%

2027 66,895,000 34,854,644 101,749,644 48.57%

2028 69,865,000 31,883,744 101,748,744 53.97%

2029 72,815,000 28,933,069 101,748,069 59.36%

2030 75,980,000 25,767,438 101,747,438 64.76%

2031 56,650,000 22,846,394 79,496,394 68.97%

2032 59,275,000 20,223,988 79,498,988 73.19%

2033 62,085,000 17,414,350 79,499,350 77.40%

2034 64,960,000 14,535,544 79,495,544 81.62%

2035 67,875,000 11,622,003 79,497,003 85.84%

2036 30,250,000 9,445,550 39,695,550 87.94%

2037 31,640,000 8,056,550 39,696,550 90.05%

2038 33,050,000 6,648,275 39,698,275 92.15%

2039 34,585,000 5,111,850 39,696,850 94.26%

2040 30,035,000 3,663,206 33,698,206 96.04%

2041 31,325,000 2,372,013 33,697,013 97.83%

2042 24,915,000 1,181,225 26,096,225 99.21%

2043 14,525,000 324,869 14,849,869 100.00%

$ 1,261,400,000 $ 624,497,281 $ 1,885,897,281

Represents payment obligations of both principal and interest by year until all outstanding debt is paid in full.

Debt Retirement Summary

0.00%

20.00%

40.00%

60.00%

80.00%

100.00%

2019 2023 2028 2033 2038 2043

Percent of Debt Retired by Year

263


2018-19 2019-20 2020-21 2021-22

Student Counts:

Refined ADA (PreK-12) 59,233 60,549 61,865 63,181

Projected Increase in ADA 2.12% 2.22% 2.17% 2.13%

Special Education FTEs:

Homebound 2.145 2.161 2.182 2.204

Hospital Class 2.763 2.767 2.794 2.822

Speech Therapy 84.788 85.598 86.454 87.318

Resource Room 645.852 652.255 658.778 665.365

S/C Mild/Moderate/Severe 499.657 504.491 509.536 514.632

Off Home Campus 2.346 2.388 2.412 2.436

VAC 8.693 8.691 8.778 8.866

Nonpublic contracts - - - -

Res Care & Treatment 5.930 5.992 6.052 6.113

Total Special Ed FTEs (Calculated #) 1,252.174 1,264.343 1,276.986 1,289.756

Total Weighted FTEs (Calculated #) 3,929.529 3,967.739 4,007.414 4,047.488

Career & Technology FTEs 2,571.990 2,590.707 2,616.614 2,642.780

Regular ADA (Calculated#) 55,408.996 56,693.950 57,971.400 59,248.624

Mainstream ADA 1,138.843 1,149.305 1,160.798 1,172.406

Compensatory Education Enrollment 25,023.000 26,146.375 26,407.839 26,674.917

FTEs of Pregnant Students 3.523 3.529 3.564 3.599

Bilingual ADA 7,588.036 7,620.449 7,658.551 7,696.844

G T Operational Enrollment (Max 5% of ADA) 2,961.658 3,027.458 3,093.258 3,159.058

Number of Full-time Employees(exc admin & teachers) 3,097 3,120 3,151 3,183

Number of Part-time Employees 145 146 148 149

Other Data

Current Year Tax Collections (M&O+I&S) 457,440,554 475,738,176 494,767,699 514,558,411

Prior year CPTD 33,601,457,056 35,737,543,316 37,167,045,049 38,653,726,851

Prior year ADJ CPTD 33,601,457,056 35,737,543,316 37,167,045,049 38,653,726,851

Estimated Current Year Value 35,737,543,316 37,167,045,049 38,653,726,851 40,199,875,925

Prior Year I&S Tax Collections 80,854,517 78,622,595 89,200,908 92,768,943

Current Year M&O Taxes Collected 378,817,959 386,537,268 401,998,756 418,078,709

Guaranteed Level (Tier II, Level II) 106.28 106.28 106.28 106.28

Weighted ADA (Calculated #) 74,181 75,869 77,379 78,890

IFA Debt Payment 102,055,656 101,746,538 101,746,319 101,746,563

Small/Sparse School Data:

Square Miles 348 348 348 348

Highest Grade Taught 12 12 12 12

Basic Allotment Data:

Basic Allotment 5,140 5,140 5,140 5,140

Cost of Education Index 1.16 1.16 1.16 1.16

Adjusted Basic Allotment 5,724 5,724 5,724 5,724


Financial Projection: State Revenues EstimatesBased on Current State Funding Formula

264


2018-19 2019-20 2020-21 2021-22


Financial Projection: State Revenues EstimatesBased on Current State Funding Formula

Tier I Funding

Regular Block Grant 317,161,033$ 322,362,711$ 329,626,289$ 336,887,675$

Regular Special Education Block Grant 22,356,877 22,424,262 22,648,505 22,874,990

Mainstream 7,170,609 7,188,442 7,260,327 7,332,930

Care & Treatment Facility Student 135,767 136,284 137,646 139,023

Less Charge for District Share (331,250) (344,739) (344,739) (344,739)

Career & Technology Block Grant 19,892,272 19,896,006 20,094,967 20,295,820

Gifted & Talented Block Grant 2,034,304 2,065,695 2,110,592 2,155,488

Comp Ed Block Grant 28,646,330 29,733,658 30,030,994 30,331,304

Comp Ed Pregnant Allotment 48,598 48,352 48,836 49,324

Bilingual Education Block Grant 4,343,392 4,332,987 4,354,652 4,376,425

High School Allotment 4,723,845 4,828,796 4,933,747 5,038,698

New Instructional Facilities Allotment 413,699 540,500 - -

Transportation Allotment 7,261,569 7,552,944 7,704,003 7,704,003

Total Cost of Tier I 413,857,045 420,765,898 428,605,819 436,840,941

Less: Local Share of Tier I Cost (336,014,571) (354,981,018) (369,180,258) (383,947,469)

State Share of Tier I Cost 77,842,474$ 65,784,880$ 59,425,561$ 52,893,472$

Foundation School Fund Detail

State Share of Tier I 77,842,474 65,784,880 59,425,561 52,893,472

Tier II Entitlement 28,862,212 21,819,489 21,904,731 21,962,737

Other Programs

Staff Allotment 1,566,960 1,578,300 1,593,948 1,628,622

Total Other Programs 1,566,960 1,578,300 1,593,948 1,628,622

Less Available School Fund (25,954,305) (11,846,632) (22,705,935) (12,373,032)

Total Foundation 82,317,341$ 77,336,037$ 60,218,305$ 64,111,799$

State Aid By Funding Source

Foundation School 82,317,341 77,336,037 60,218,305 64,111,799

Available School Fund-State Portion 25,954,305 11,846,632 22,705,935 12,373,032

Total State Aid 108,271,646$ 89,182,669$ 82,924,240$ 76,484,831$

265

Maintenace & Operations% State % Property % Tax Local % Total %

Year Enrollment ADA Inc Revenue Inc Value Inc Rate Revenue Inc Expenditures Inc

09/10 49,629 46,280 3% 137,429,383$ 0% 19,868,233,651$ 8.2% 1.04$ 209,308,872$ 6% 311,060,458$ 0%

10/11 51,170 47,883 3% 136,941,421 0% 20,272,987,620 2.0% 1.04 215,189,936 3% 313,768,706 1%

11/12 52,664 49,498 3% 126,004,383 -8% 20,990,342,459 3.5% 1.04 223,874,813 4% 322,453,532 3%

12/13 53,934 50,465 2% 132,085,800 5% 22,009,980,056 4.9% 1.04 234,580,314 5% 339,536,941 5%

13/14 55,009 51,830 3% 152,693,932 16% 23,908,871,455 8.6% 1.04 252,830,482 8% 368,889,550 9%

14/15 56,363 53,165 3% 154,845,838 1% 26,928,550,056 12.6% 1.04 284,917,123 13% 399,956,145 8%

15/16 58,239 54,147 2% 156,962,938 1% 29,840,409,057 10.8% 1.04 313,691,107 10% 426,169,147 7%

16/17 59,764 56,653 5% 133,990,651 -15% 32,423,298,323 8.7% 1.04 343,599,303 10% 457,118,178 7%

17/18 61,580 58,001 2% 124,131,419 -7% 33,799,892,825 4.2% 1.04 357,994,721 4% 478,722,725 5%

18/19 63,014 59,233 2% 131,571,646 6% 34,982,889,074 3.5% 1.06 370,703,836 4% 495,459,113 3%

19/20 64,414 60,549 2% 113,482,669 -14% 36,207,290,192 3.5% 1.04 393,762,269 6% 514,245,484 4%

20/21 65,814 61,865 2% 108,224,240 -5% 37,474,545,348 3.5% 1.04 399,173,788 1% 533,713,093 4%

21/22 67,214 63,181 2% 102,784,831 38,786,154,435 3.5% 1.04 415,269,821 4% 553,937,963 4%

Debt Service

Debt % Tax Combined

Year Requirement Inc Rate Tax Rate

09/10 64,083,400$ 14.558% 0.245$ 1.285$

10/11 63,860,446 -0.348% 0.255 1.2950

11/12 71,398,242 11.804% 0.255 1.2950

12/13 76,163,263 6.674% 0.250 1.2900

13/14 78,769,779 3.422% 0.245 1.2850

14/15 80,171,033 1.779% 0.240 1.2800

15/16 83,142,150 3.706% 0.240 1.2800

16/17 90,252,945 8.553% 0.240 1.2800

17/18 98,312,286 8.930% 0.240 1.2800

18/19 102,055,656 3.808% 0.220 1.2800

19/20 101,746,538 -0.303% 0.240 1.2800

20/21 101,746,319 0.000% 0.240 1.2800

21/22 101,746,563 0.000% 0.240 1.2800

Financial Projection: Statistics


266


267

2014-15 2015-16 2016-17 2017-18 2018-19

Assessed/Market value of a home 252,948$ 283,155$ 296,236$ 294,906$ 293,518$

Less: Homestead exemption 15,000 15,000 25,000 25,000 25,000

Taxable value 237,948 268,155 271,236 269,906 268,518

Total property tax rate 1.2800 1.2800 1.2800 1.2800 1.2800

Property tax due 3,046$ 3,432$ 3,472$ 3,455$ 3,437$

Percent of property tax due increase 12.06% 12.69% 1.15% -0.49% -0.51%

(decrease) from prior year

Each year the Montgomery County Appraisal District appraises property based on market conditions such as sales in

the surrounding areas. The above schedule shows how market conditions & tax rates would affect the amount of

property tax due through 2018-19 based on the overall trends of the District.


Impact of Budget on Taxpayers

$1,000

$1,500

$2,000

$2,500

$3,000

$3,500

$4,000

2014-15 2015-16 2016-17 2017-18 2018-19

Property Tax Due

268

Real Property Personal Property Total Ratio of Total

Year Ended Total Assessed Assessed Assessed Assessed to Total

August 31 Market Value Actual Value Actual Value Actual Value Estimated Actual

2010 $ 22,991,662,878 $ 17,018,008,478 $ 2,668,225,173 $ 19,686,233,651 100.0%

2011 23,991,799,971 17,781,737,609 2,491,250,011 20,272,987,620 100.0%

2012 24,686,808,151 18,323,816,339 2,666,526,120 20,990,342,459 100.0%

2013 26,050,843,481 19,138,270,459 2,871,709,597 22,009,980,056 100.0%

2014 28,246,187,070 20,648,910,108 3,259,961,347 23,908,871,455 100.0%

2015 31,782,194,180 23,379,122,531 3,549,427,525 26,928,550,056 100.0%

2016 35,825,808,317 25,996,570,366 3,843,838,691 29,840,409,057 100.0%

2017 38,424,242,936 28,494,152,908 3,929,145,415 32,423,298,323 100.0%

2018 39,920,030,760 29,934,646,693 3,865,246,132 33,799,892,825 100.0%

2019 42,415,177,701 31,615,123,172 4,122,420,144 35,737,543,316 100.0%

Determining Assessed Value:

The market approach to value is based on sales prices of similar properties. It compares the property being appraised to similar properties that have

recently sold and then adjusts the comparable properties differences between them and the property being appraised.

The income approach is based on income and expense data and is used to determine the present worth of future benefits. It seeks to determine what

an investor would pay now for a future revenue stream anticipated to be received from the property.

The cost approach is based on what it would it cost to replace the building (improvement) with one of equal utility. Depreciation is applied and the

estimate is added to the land value.


Assessed and Estimated Value of Taxable Properties

Last Ten Fiscal Years

Montgomery Country Appraisal District determines the value of all taxable property within the county boundaries. Tax Code Section 25.18 requires

appraisal districts to reappraise all property in its jurisdiction at least once every three years. Tax Code Section 23.01 requires that appraisal districts

comply with the Uniform Standards of Professional Appraisal Practice if mass appraisal is used and that the same appraisal methods and techniques be

used in appraising the same or similar kinds of property. Individual characteristics that affect the property's market value must be evaluated in determining

the property's market value.

Before appraisals begin, Montgomery Country Appraisal District compiles a list of taxable property. The list contains a description and the name and

address of the owner for each property. In a mass appraisal, the appraisal district then classifies properties according to a variety of factors, such as size,

use and construction type. Using data from recent property sales, the appraisal district appraises the value of typical properties in each class. Taking into

account differences such as age or location, the appraisal district uses typical property values to appraise all the properties in each class.

Three common approaches that the appraisal district may use in appraising property are the sales comparison (market) approach, the income approach

and the cost approach.

269

Fiscal Year Current Percent Delinquent Total

Ended Tax of Levy Tax Tax

August 31, Tax Rateª Tax Levy Collections Collected Collections Collections

2009 1.2700$ 233,321,671$ 230,631,076$ 98.8% 2,584,330$ 233,215,406$

2010 1.2850 253,535,631 250,811,874 98.9% 1,456,066 252,267,940

2011 1.2950 262,177,711 259,312,291 98.9% 1,600,590 260,912,881

2012 1.2950 271,586,936 269,231,387 99.1% 2,402,018 271,633,405

2013 1.2900 283,604,775 281,471,393 99.2% 2,044,470 283,515,863

2014 1.2850 306,032,828 303,640,582 99.2% 1,655,510 305,296,092

2015 1.2800 342,333,079 340,022,635 99.3% 2,151,240 342,173,875

2016 1.2800 378,256,391 375,151,982 99.2% 1,948,425 377,100,407

2017 1.2800 412,503,483 409,238,612 99.2% 2,235,332 411,473,944

2018 1.2800 429,095,967 426,070,764 99.3% 2,204,097 428,274,861

2019 1.2800 457,440,554 454,925,698 99.2% 2,514,856 457,440,554

ª Per $100 of assessed value


Property Tax Rates, Levies, and Collections

Last Ten Fiscal Years and 2019 Projected

270

11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19

EE 251 238 212 241 236 273 279 298

Pre-K 1,423 1,456 1,385 1,319 1,308 1,290 1,395 1,452

Kindergarten 3,865 3,992 4,048 4,186 4,151 4,129 4,210 4,298

Grade 1 4,171 4,178 4,378 4,445 4,606 4,546 4,442 4,636

Grade 2 4,050 4,214 4,207 4,384 4,531 4,706 4,651 4,576

Grade 3 4,144 4,141 4,244 4,263 4,549 4,689 4,912 4,790

Grade 4 4,092 4,126 4,160 4,317 4,373 4,621 4,836 5,008

Elementary 21,996 22,345 22,634 23,155 23,754 24,254 24,725 25,058

Grade 5 4,021 4,130 4,188 4,293 4,467 4,498 4,850 4,952

Grade 6 3,916 4,022 4,138 4,207 4,372 4,510 4,565 4,881

Intermediate 7,937 8,152 8,326 8,500 8,839 9,008 9,415 9,833

Grade 7 4,075 4,122 4,193 4,324 4,425 4,589 4,713 4,744

Grade 8 3,811 4,092 4,241 4,313 4,495 4,523 4,684 4,816

Junior High 7,886 8,214 8,434 8,637 8,920 9,112 9,397 9,560

Grade 9 4,162 4,231 4,329 4,505 4,584 4,662 4,802 4,824

Grade 10 3,894 3,890 4,061 4,310 4,475 4,680 4,873 4,785

Grade 11 3,496 3,711 3,659 3,728 4,018 4,165 4,310 4,745

Grade 12 3,293 3,391 3,566 3,528 3,649 3,883 4,092 4,209

High School 14,845 15,223 15,615 16,071 16,726 17,390 18,077 18,563

Total 52,664 53,934 55,009 56,363 58,239 59,764 61,614 63,014

Increase from Prior Yr. 1,494 1,270 1,075 1,354 1,876 1,525 1,850 1,400

ADA 47,883 49,498 50,465 51,830 53,165 54,147 58,001 59,233

19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27

EE 276 282 288 294 300 306 312 318

Pre-K 1,527 1,560 1,594 1,627 1,660 1,693 1,726 1,760

Kindergarten 4,622 4,723 4,823 4,924 5,024 5,125 5,225 5,326

Grade 1 4,972 5,080 5,189 5,297 5,405 5,513 5,621 5,729

Grade 2 4,986 5,094 5,203 5,311 5,419 5,528 5,636 5,744

Grade 3 5,001 5,110 5,219 5,327 5,436 5,545 5,653 5,762

Grade 4 4,934 5,042 5,149 5,256 5,363 5,470 5,578 5,685

Elementary 26,319 26,891 27,463 28,035 28,607 29,179 29,751 30,323

Grade 5 4,934 5,041 5,148 5,255 5,363 5,470 5,577 5,684

Grade 6 4,821 4,926 5,031 5,135 5,240 5,345 5,450 5,554

Intermediate 9,755 9,967 10,179 10,391 10,603 10,815 11,027 11,239

Grade 7 4,924 5,031 5,138 5,245 5,352 5,459 5,566 5,673

Grade 8 4,921 5,028 5,135 5,242 5,349 5,456 5,563 5,670

Junior High 9,845 10,059 10,273 10,486 10,700 10,914 11,128 11,342

Grade 9 5,064 5,174 5,284 5,395 5,505 5,615 5,725 5,835

Grade 10 4,902 5,009 5,116 5,222 5,329 5,435 5,542 5,648

Grade 11 4,403 4,498 4,594 4,690 4,785 4,881 4,977 5,073

Grade 12 4,126 4,216 4,305 4,395 4,485 4,574 4,664 4,754

High School 18,496 18,898 19,300 19,702 20,104 20,506 20,907 21,309

Total 64,414 65,814 67,214 68,614 70,014 71,414 72,814 74,214

Increase from Prior Yr. 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400

ADA 60,549 61,865 63,181 64,497 65,813 67,129 68,445 69,761


Financial Projections: Enrollment

271

2018-19 2019-20 2020-21 2021-22

Proposed Projected Projected Projected

Revenues

Local sources 352,914$ -$ -$ -$

Total Revenues 352,914 - - -

Expenditures

81 Facilities Acquisition and Construction

6600 Capital outlay 174,872,124 - - -

Total Function 81 174,872,124 - - -

Revenues Over

(Under) Expenditures (174,519,210) - - -


General Obligation Bond Proceeds - - - -

Total Other Financing

Sources (Uses) - - - -


Over (Under) Expenditures (174,519,210) - - -

Fund Balances, beginning 180,768,949 6,249,739 6,249,739 6,249,739

Fund Balances, ending 6,249,739$ 6,249,739$ 6,249,739$ 6,249,739$

The majority of capital projects related to the 2015 bond referendum are scheduled to be completed by August 2019.


Revenue and Expenditure Forecasts

Years Ended August 31, 2019 - August 31, 2022

272

2018-19 2019-20 2020-21 2021-22

Proposed Projected Projected Projected

Revenues

Local sources 9,105,362$ 9,287,469 9,473,218 9,662,682

Federal sources 12,894,638 12,959,111 13,023,907 13,089,027

Total Revenues 22,000,000 22,246,580 22,497,125 22,751,709

Expenditures

35 Food Service

6100 Payroll 8,580,000 8,676,166 8,773,879 8,873,167

6200 Purchase and contracted services 1,634,000 1,652,314 1,670,923 1,689,831

6300 Supplies and materials 11,135,000 11,259,803 11,386,613 11,515,467

6400 Other operation expenditures 30,000 30,336 30,678 31,025

6600 Capital outlay 621,000 627,960 635,032 642,220

Total Function 35 22,000,000 22,246,580 22,497,125 22,751,709

Total Expenditures 22,000,000 22,246,580 22,497,125 22,751,709

Excess Revenues Over

(Under) Expenditures -$ -$ -$ -$

Food Service Fund

Revenue and Expenditure Forecasts

Years Ended August 31, 2019- August 31, 2022

273


274

Informational Section Personnel

Salary Proposals The Conroe Independent School District (CISD) utilizes the Texas Association of School Boards (TASB) as its compensation consultant. Each year TASB reviews our plan and may make adjustments to allow for changes in the competitive job market. The highlights of the pay plan are listed below: • In establishing the plan, a market study was completed to compare positions in our school district with similar positions in surrounding school districts as well as private industry. • Similar positions are placed in common pay groups based on the knowledge, skills, and effort required. • For each position, there is a midpoint which represents the market rate for the position. • In 2018-19, salary adjustments were made based on a percentage increase on the midpoint for each pay group. Current teachers received a raise in the amount of $1,450, starting teacher pay was increased to $53,700. The percentage increase was 3% for all support positions and 2.5% for all other professional positions. • If an employee’s current rate of pay was below the midpoint, the percentage increase was higher. If the current rate of pay is higher than the midpoint, the percentage increase is less. • The goal each year is to make us more competitive with other school districts with whom we compete for employees.

275


Function 2014-15 2015-16 2016-17 2017-18 2018-19

11 Instruction 239,871,891$ 261,209,026$ 279,960,280$ 292,252,150$ 306,778,014$

12 Instructional Resources 4,342,285 4,412,309 4,570,433 4,832,314 5,099,089

13 Curriculum & Instruction 2,960,502 3,490,607 4,108,407 4,658,596 4,344,815

21 Instructional Leadership 2,720,582 3,161,788 3,374,694 3,616,901 3,681,159

23 School Leadership 26,700,541 27,907,219 29,373,862 30,516,432 30,905,550

31 Guidance, Counseling, & Eval. 15,538,727 13,078,201 13,817,954 14,670,308 15,109,720

32 Social Work Services 401,340 555,066 725,542 734,369 735,310

33 Health Services 4,415,789 4,739,299 5,013,432 5,132,673 5,610,983

34 Student Transportation 15,686,305 17,718,860 19,351,277 21,392,738 21,632,713

36 Co-curricular Activities 6,168,393 6,223,534 6,634,150 7,010,618 7,437,475

41 General Administration 5,264,186 5,629,181 6,082,127 6,427,362 6,639,165

51 Plant Maintenance & Operations 19,964,035 22,304,249 23,366,745 24,209,766 25,511,026

52 Security & Monitor Service 5,046,661 5,486,901 6,025,697 6,092,597 6,922,900

53 Data Processing 3,274,108 3,693,589 3,857,240 4,169,085 4,349,510

61 Community Services 6,977 1,975 2,316 4,179 1,500

Total General Fund Payroll

Expenditures 352,362,322$ 379,611,804$ 406,264,156$ 425,720,088$ 444,758,929$

Percentage Increase 8.8% 7.7% 7.0% 4.8% 4.5%


General FundSchedule of Payroll Expenditures by Function

276


Position 14-15 15-16 16-17 17-18 18-19

Administrators 185.0 186.0 190.0 192.0 200.0

Counselors 161.6 161.6 164.6 168.3 173.3

Librarians 61.0 61.0 62.0 63.0 65.0

Manual Trades 910.5 925.5 943.5 965.5 1,015.5

Nurses 59.2 60.2 61.2 62.2 64.2

Paraprofessionals/Aides 886.0 896.5 916.5 926.5 978.0

Professionals 99.9 107.4 111.4 116.4 117.9

Psych/OTPT Services - Paraprofessional 3.0 3.0 3.0 3.0 3.0

Psych/OTPT Services - Professionals 19.0 19.0 19.0 19.0 19.0

Special Ed - Paraprofessional 21.0 29.0 39.0 41.0 43.0

Special Ed - Professionals 22.8 22.8 24.8 32.8 33.8

Support Personnel 95.0 98.0 100.0 106.0 124.0

Teachers 3,264.1 3,358.6 3,447.6 3,549.9 3,647.9

Totals 5,788.1 5,928.6 6,082.6 6,245.6 6,484.6

Percentage Change 2.05% 2.43% 2.60% 2.68% 3.83%



(General Fund only)

277

Deputy Deputy

Supt. Supt. Financial Supt./ 18-19

Position Schools Operations Services Board Legal Security Campuses Total

Administrators - 1.5 - 1.0 1.0 - 196.5 200.0

Counselors 15.5 - - - - - 157.8 173.3

Librarians - - - - - - 65.0 65.0

Manual Trades - 1,015.5 - - - - - 1,015.5

Nurses 2.0 - - - - - 62.2 64.2

Paraprofessionals/Aides 40.5 58.1 20.0 2.0 1.0 1.0 855.4 978.0

Professionals 52.5 47.4 14.0 2.0 1.0 1.0 - 117.9

Psych/OTPT Services - Paraprof. 3.0 - - - - - - 3.0

Psych/OTPT Services - Prof. 19.0 - - - - - - 19.0

Special Ed - Paraprofessional 43.0 - - - - - - 43.0

Special Ed - Professionals 33.8 - - - - - - 33.8

Support Personnel - 6.0 12.0 - - 106.0 - 124.0

Teachers 54.8 - - - - - 3,593.1 3,647.9

Totals 264.1 1,128.5 46.0 5.0 3.0 108.0 4,930.0 6,484.6

Percentage of Total 4.07% 17.40% 0.71% 0.08% 0.05% 1.67% 76.03% 100.00%


Budgeted Position Counts by Division and in Total

(General Fund only)

4%

17%

2%

76%

1%

Position Counts by Division

Dep Supt Schools

Dep Supt Operations

Security

Campuses

Other

0

25

50

75

100

125

150

175

200

11-12 12-13 13-14 14-15 15-16 16-17

Financial Operations CampususInstruction SecurityOther

500

1000

1500

2000

2500

3000

3500

4000

4500

5000


278

Conroe Independent School DistrictTEACHERS, LIBRARIANS, ARD FACILITATORS, AND NURSES

HIRING SCHEDULE2018-2019 School Year Only

__________________________________Master’s DegreeThe salary scale for teachers with a master’s degree isbased on the bachelor’s degree scale noted here, plusa stipend of $1,800 per year.__________________________________Doctorate DegreeThe salary scale for teachers with a doctorate degree(degree must be in the subject area taught andreceived from an accredited university) is based onthe bachelor’s degree scale noted here, plus a stipendof $1,800 per year.__________________________________Bilingual CertificationThe salary scale for teachers with Texas bilingualcertification, who are assigned to a bilingualclassroom, is based on the bachelor's degree scalenoted here, plus a stipend of $4,000 per year.__________________________________

Years of Bachelor’s degreeExperience 187 days

0 $53,700

1 $53,950

2 $54,150

3 $54,350

4 $54,550

5 $54,990

6 $55,370

7 $55,745

8 $55,970

9 $56,270

10 $56,570

11 $56,970

12 $57,470

13 $57,970

14 $58,470

15 $58,970

16 $59,470

17 $59,970

18 $60,470

19 $60,970

20 $61,470

21 $61,970

22 $62,570

23 $63,070

24 $63,570

25+ $64,070

* Creditable years of experience as ofSeptember 1, 2018.

Salaries are developed for one year only.Future salaries cannot be predicted from

this schedule.

279

STAFFING FORMULAS

Elementary & Intermediate School Pupil - Teacher Ratio Formula 2018-2019 School Year

Regular Education Allocations

Grade(s) Staffing Ratio Enrollment Pre K 22:1 K-4 22:1 5-6 26:1

Position Number of Staff Members Enrollment Principal 1 NA

Assistant Principal 1 Up to 849 2 850 to 1,199 3 1,200 or Above

Counselor (Elementary) 1 NA Counselor (Intermediate) 1 Up to 999 2 1,000 or Above

Librarian 1 NA Nurse 1 NA Nurse’s Aide .5 750 to 999 1 1,000 or Above

Principal’s Secretary 1 NA Attendance Clerk 1 NA

Clerical/Instructional Aides 3 Up to 649 4 650 to 799 5 800 to 999 6 1,000 or Above

Bilingual Instructional Aides 1 Up to 199 2 200 to 349 3 350 or Above

Art (Elementary) 1 Up to 849 2 850 or Above

Art (Intermediate) 2 Up to 1,199 3 1,200 or Above

Physical Education 1 Up to 749 2 750 to 1,049 3 (Intermediate only) 1,050 or Above

Music 1 NA

Band (Intermediate) 1 Up to 199 2 200 to 299 3 300 to 599 4 600 or Above

Orchestra (Intermediate) 1 NA Orchestra Aide 1 150 or Above

Fine Arts (Intermediate) 1 1,050 to 1,249 2 1,250 or Above Special Education, Title I, and Compensatory Education teachers and aides are not included in the allocations.

280

STAFFING FORMULAS

Junior High School Pupil – Teacher Ratio Formula 2018-2019 School Year

Regular Education Allocations The initial allocation is based on a teacher pupil ratio of 22:1. Bonus units may be given to provide for unusual scheduling problems.

Position Principal Assistant Principals Counselors *AP or Counselor Band Director Assistant Band Director Choir Director Orchestra Librarian Dyslexia Teacher/504 Nurse Nurses Aide Clerical Aides Principal’s Secretary A/P Secretary Counselor’s Secretary Attendance Clerk Receptionist ISS Aide Technology Tech Add’l Aides(including Library Aide) Student Success Teacher

Number of Staff Members

1 2 3

2 3 1 1 1 1 1 1

.5 1 .5 1 1 1 1 1 1 1 1 2 4 5 6 7 1

Enrollment N/A Up to 1,499 1,500 or Above

Up to 1,499 1,500 or Above 1,200 or Above N/A 150 or Above N/A N/A N/A N/A N/A 750 to 999 1,000 or Above

N/A N/A N/A N/A N/A N/A N/A Up to 899 900 to 1,099 1,100 to 1,499 1,500 to 1,999 2,000 and above

N/A

*Note: Campuses may have either an Assistant Principal or a Counselor when enrollment reaches 1,200. Special Education and Compensatory Education teachers and aides are not included in the allocations.

281

STAFFING FORMULAS Ninth Grade Campus – Teacher Ratio Formula

2018-2019 School Year Regular Education Allocations

The initial allocation is based on a teacher pupil ration of 22:1. Bonus units may be given to provide for unusual scheduling problems. Position Number of Staff Members Enrollment Principal 1 N/A Assistant Principals 2 Up to 1,499 3 1,500 or Above Counselors 2 Up to 1,499 Assistant Band Director 1 Choir Director 1 N/A Dyslexia Teacher/504 .5 N/A ESL Teacher 1 Athletic Trainer 1 Librarian 1 N/A Nurse 1 N/A Nurses’ Aide .5 750 to 999 1 1,000 or Above Clerical Aides Principal’s Secretary 1 N/A A/P Secretary 1 N/A Counselor’s Secretary 1 N/A Attendance Clerk 1 N/A Receptionist 1 N/A ISS Aide 1 N/A Technology Tech 1 N/A Add’l Aides (including Library Aide) 2 Up to 749 3 750 to 1,099 4 1,100 or Above Note: Special Education and Compensatory Education teachers and aides are not included in the allocations.

282

STAFFING FORMULAS High School Pupil – Teacher Ratio Formula

2018-2019 School Year Regular Education Allocations

The initial allocation is based on a teacher pupil ratio of 22:1. Bonus units may be given to provide for unusual scheduling problems. Position Principal Associate Principals Assistant Principals Counselors Band Director Assistant Band Director Choir Director Accompanist Athletic Director Athletic Trainers Orchestra Librarian Library Aide Dyslexia/504 Nurse Nurses Aide Clerical Aides Principal’s Secretary Assoc & A/P Secretary Counselor’s Secretary Athletic Secretary Attendance Clerk Budget Clerk Activity Fund Secretary Receptionist Registrar Textbook ISS Aide Technology Tech Add’l Aides

Number of Staff Members

1 2 2 3 4 5 6 7

5 6 7 8 9

10

1 1 1 1 1 2 1 1 2 1

.5 1 1 1 3 1 1 1 1 1 1 1 1 1 1 3 4 5 6 7 8 9

10

Enrollment N/A N/A Up to 999 1,000 to 1,499 1,500 to 1,999 2,000 to 2,499 2,500 to 2,999 3,000 to 3,499

Up to 999 1,000 to 1,499 1,500 to 1,999 2,000 to 2,499 2,500 to 2,999 3,000 to 3,499 N/A N/A N/A N/A N/A N/A 2,000 or Above N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Up to 1,199 1,200 to 1,399 1,400 to 1,599 1,600 to 1,799 1,800 to 1,999 2,000 to 2,199 2,200 to 2,499 2,500 or Above

Special Education and Compensatory Education teachers and aides are not included in the allocations.

283


284

Informational Section Performance Measures

Conroe Independent SChool dIStrICt

AnnuAl ACCountAbIlIty SummArIeS

Executive Summary

The success of CISD is attributable to the collective and shared work of its teachers, students, administrators, support staff, and parents. CISD is committed to its vision that all students will graduate with competence and confidence. The District continues to grow in both enrollment and diversity, steadily adding more than a thousand students each year. The ethnic makeup of the District continues to diversify with the addition of more students who identify as Hispanic, African-American, and two or more races.

Beginning this school year, districts were rated with a letter grade A, B, C, D, or F. Each district is assigned a letter grade for overall performance and performance in each of the three domains. Conroe ISD received a letter grade of B in the overall performance and all three domains.

Campuses are also analyzed using the three domains: Student Achievement, School Progress, and Closing the Gaps. The domains combine results from STAAR assessments, graduation rates, rates of students completing the various graduation plans, student demonstrating progress, and other indicators. The domains are as follows:

Domain I: Student Achievement provides a snapshot of performance across subjects. Domain II: School Progress measures year-to-year student progress and relative progress. Domain III: Closing Performance Gaps emphasizes the academic achievement of student groups.

Campuses that receive an accountability rating of met standard are eligible to earn distinction designations. Distinction designations are available for achievement in several different areas and awarded to campuses based on performance relative to a group of campuses of similar type, size, grade span, and student demographics. The distinction designation indicators are separate from those used to evaluate accountability ratings. Both districts and campuses are eligible to earn a distinction designation in postsecondary readiness.

Federal accountability requires all schools and the district to meet closing the gaps support areas in the areas of student achievement and student progress in reading and math, graduation rate, English language proficiency, student success, and school quality. Performance results are disaggregated to analyze the performance of each student group for each of the indicators.

Committed to Excellence

285

CONROE ISD

STUDENT ACHIEVEMENT

B89 out of 100

The Student Achievement domain tells ushow much students know and are able todo at the end of the school year.

SCHOOL PROGRESS

B88 out of 100

The School Progress domain shows us howstudents are performing over time andcompares that progress to similar schools.

CLOSING THE GAPS

B89 out of 100

The Closing the Gaps domain tells us howwell di�erent populations of students in adistrict are performing.

57 Schools 61,323 Students Enrolled

HOW WELL IS THIS DISTRICT PERFORMINGOVERALL?

B89 out of 100

UNDERSTANDING OVERALL PERFORMANCE

This report card is designed to tell us how well we are helpingstudents reach grade level and how well we are preparing themfor success after high school. Much like the grades we givestudents, we can use these grades to identify ways to help schoolsimprove over time. The overall grade is based on performance inthree di�erent areas, or domains, which are noted below.

DISTINCTIONSPostsecondary Readiness

286

CONROE ISD

STUDENT ACHIEVEMENT

SCHOOL PROGRESS

CLOSING THE GAPS

SCORE % OF GRADE

STAAR Performance 90 40%

College, Career, and Military Readiness 91 40%

Graduation Rate 90 20%

Total 89 100%

SCORE

Academic Growth 85

Relative Performance 88

Total 88

The higher ofGrowth or

Performance is used.

SCORE % OF GRADE

Grade Level Performance 100 50%

Academic Growth/Graduation Rate 56 10%

English Language Pro�ciency 100 10%

Student Achievement 91 30%

Total 89 100%

FINANCE SUMMARY 2016-17

FINANCIAL INTEGRITY RATING SYSTEM OF TEXAS (FIRST)

A100 out of 100

287

Accountability Data Search Help

Texas Education Agency2018 Accountability Ratings Overall Summary

CONROE H S (170902001) - CONROE ISD

Component

ScoreScaled

Score RatingOverall 79 Met Standard Student Achievement 81 Met Standard STAAR Performance 50 77 College, Career and Military Readiness 49 81 Graduation Rate 97.9 90 School Progress 81 Met Standard Academic Growth 62 69 Met Standard Relative Performance (Eco Dis: 57.2%) 50 81 Met Standard Closing the Gaps 47 74 Met Standard

Distinction Designations

ELA/Reading Not EarnedMathematics Not EarnedScience EarnedSocial Studies EarnedComparative Academic Growth Not EarnedPostsecondary Readiness Not EarnedComparative Closing the Gaps Not Earned

288

https://rptsvr1.tea.texas.gov/perfreport/account/2018/srch.html

https://rptsvr1.tea.texas.gov/perfreport/account/2018/shelp.html



HAUKE ALTER ED (170902002) - CONROE ISD

Component

ScoreScaled

Score RatingOverall 80 Met Alternative Standard Student Achievement 85 Met Alternative Standard STAAR Performance 34 84 College, Career and Military Readiness 16 81 Graduation Rate 100 95 School Progress 73 Met Alternative Standard Academic Growth 52 73 Met Alternative Standard Relative Performance (Eco Dis: 46.2%) Not Rated Closing the Gaps 8 68 Met Alternative Standard

Notes:

- This is an Alternative Education campus. This campus was evaluated by alternative education accountability provisions.


ELA/Reading Not EligibleMathematics Not EligibleScience Not EligibleSocial Studies Not EligibleComparative Academic Growth Not EligiblePostsecondary Readiness Not EligibleComparative Closing the Gaps Not Eligible

289





THE WOODLANDS H S (170902003) - CONROE ISD

Component

ScoreScaled



ELA/Reading EarnedMathematics EarnedScience EarnedSocial Studies EarnedComparative Academic Growth Not EarnedPostsecondary Readiness EarnedComparative Closing the Gaps Not Earned

290





OAK RIDGE H S (170902005) - CONROE ISD

Component

ScoreScaled



ELA/Reading Not EarnedMathematics Not EarnedScience Not EarnedSocial Studies Not EarnedComparative Academic Growth Not EarnedPostsecondary Readiness Not EarnedComparative Closing the Gaps Not Earned

291





JJAEP (170902010) - CONROE ISD

Component

ScoreScaled

Score RatingOverall Not Rated Student Achievement Not Rated STAAR Performance College, Career and Military Readiness Graduation Rate School Progress Not Rated Academic Growth Not Rated Relative Performance (Eco Dis: 57.5%) Not Rated Closing the Gaps Not Rated



292





CANEY CREEK H S (170902011) - CONROE ISD

Component

ScoreScaled



ELA/Reading Not EarnedMathematics Not EarnedScience EarnedSocial Studies Not EarnedComparative Academic Growth Not EarnedPostsecondary Readiness Not EarnedComparative Closing the Gaps Not Earned

293





COLLEGE PARK H S (170902014) - CONROE ISD

Component

ScoreScaled

Score RatingOverall 90 Met Standard Student Achievement 92 Met Standard STAAR Performance 69 92 College, Career and Military Readiness 75 94 Graduation Rate 96 90 School Progress 81 Met Standard Academic Growth 71 81 Met Standard Relative Performance (Eco Dis: 16.8%) 72 81 Met Standard Closing the Gaps 86 86 Met Standard


ELA/Reading EarnedMathematics EarnedScience EarnedSocial Studies Not EarnedComparative Academic Growth Not EarnedPostsecondary Readiness Not EarnedComparative Closing the Gaps Not Earned

294





PEET J H (170902041) - CONROE ISD

Component

ScoreScaled

Score RatingOverall 87 Met Standard Student Achievement 81 Met Standard STAAR Performance 50 81 College, Career and Military Readiness Graduation Rate School Progress 86 Met Standard Academic Growth 77 86 Met Standard Relative Performance (Eco Dis: 53.9%) 50 82 Met Standard Closing the Gaps 87 88 Met Standard


ELA/Reading Not EarnedMathematics EarnedScience Not EarnedSocial Studies Not EarnedComparative Academic Growth EarnedPostsecondary Readiness Not EarnedComparative Closing the Gaps Earned

295





WASHINGTON J H (170902043) - CONROE ISD

Component

ScoreScaled



ELA/Reading EarnedMathematics EarnedScience Not EarnedSocial Studies Not EarnedComparative Academic Growth EarnedPostsecondary Readiness EarnedComparative Closing the Gaps Earned

296





WILKERSON INT (170902045) - CONROE ISD

Component

ScoreScaled



ELA/Reading EarnedMathematics Not EarnedScience Not EarnedSocial Studies Not EligibleComparative Academic Growth Not EarnedPostsecondary Readiness EarnedComparative Closing the Gaps Earned

297





KNOX J H (170902046) - CONROE ISD

Component

ScoreScaled



ELA/Reading EarnedMathematics EarnedScience EarnedSocial Studies EarnedComparative Academic Growth EarnedPostsecondary Readiness EarnedComparative Closing the Gaps Not Earned

298





YORK J H (170902049) - CONROE ISD

Component

ScoreScaled



ELA/Reading Not EarnedMathematics Not EarnedScience Not EarnedSocial Studies Not EarnedComparative Academic Growth Not EarnedPostsecondary Readiness Not EarnedComparative Closing the Gaps Not Earned

299





COLLINS INT (170902050) - CONROE ISD

Component

ScoreScaled



ELA/Reading EarnedMathematics EarnedScience EarnedSocial Studies Not EligibleComparative Academic Growth EarnedPostsecondary Readiness EarnedComparative Closing the Gaps Earned

300





MOORHEAD J H (170902051) - CONROE ISD

Component

ScoreScaled



ELA/Reading Not EarnedMathematics Not EarnedScience Not EarnedSocial Studies Not EarnedComparative Academic Growth EarnedPostsecondary Readiness Not EarnedComparative Closing the Gaps Not Earned

301





MCCULLOUGH J H (170902053) - CONROE ISD

Component

ScoreScaled



ELA/Reading EarnedMathematics Not EarnedScience EarnedSocial Studies EarnedComparative Academic Growth EarnedPostsecondary Readiness EarnedComparative Closing the Gaps Earned

302





IRONS J H (170902054) - CONROE ISD

Component

ScoreScaled



ELA/Reading Not EarnedMathematics EarnedScience Not EarnedSocial Studies Not EarnedComparative Academic Growth EarnedPostsecondary Readiness Not EarnedComparative Closing the Gaps Earned

303





MITCHELL INT (170902067) - CONROE ISD

Component

ScoreScaled



ELA/Reading EarnedMathematics EarnedScience Not EligibleSocial Studies Not EligibleComparative Academic Growth EarnedPostsecondary Readiness EarnedComparative Closing the Gaps Earned

304





GRANGERLAND INT (170902068) - CONROE ISD

Component

ScoreScaled



ELA/Reading Not EarnedMathematics Not EarnedScience Not EarnedSocial Studies Not EligibleComparative Academic Growth Not EarnedPostsecondary Readiness Not EarnedComparative Closing the Gaps Not Earned

305





VOGEL INT (170902069) - CONROE ISD

Component

ScoreScaled




306





TRAVIS INT (170902070) - CONROE ISD

Component

ScoreScaled



ELA/Reading EarnedMathematics EarnedScience EarnedSocial Studies Not EligibleComparative Academic Growth Not EarnedPostsecondary Readiness EarnedComparative Closing the Gaps Earned

307





TOUGH EL (170902071) - CONROE ISD

Component

ScoreScaled




308





CRYAR INTERMEDIATE (170902073) - CONROE ISD

Component

ScoreScaled

Score RatingOverall 76 Met Standard Student Achievement 77 Met Standard STAAR Performance 46 77 College, Career and Military Readiness Graduation Rate School Progress 80 Met Standard Academic Growth 60 59 Improvement Required Relative Performance (Eco Dis: 57.7%) 46 80 Met Standard Closing the Gaps 22 66 Met Standard



309





DERETCHIN EL (170902074) - CONROE ISD

Component

ScoreScaled



ELA/Reading EarnedMathematics EarnedScience EarnedSocial Studies Not EligibleComparative Academic Growth Not EarnedPostsecondary Readiness EarnedComparative Closing the Gaps Earned

310





COX INT (170902077) - CONROE ISD

Component

ScoreScaled



ELA/Reading Not EarnedMathematics Not EarnedScience Not EligibleSocial Studies Not EligibleComparative Academic Growth Not EarnedPostsecondary Readiness Not EarnedComparative Closing the Gaps Not Earned

311





BOZMAN INT (170902078) - CONROE ISD

Component

ScoreScaled



ELA/Reading Not EarnedMathematics Not EarnedScience EarnedSocial Studies Not EligibleComparative Academic Growth Not EarnedPostsecondary Readiness EarnedComparative Closing the Gaps Not Earned

312





ANDERSON EL (170902101) - CONROE ISD

Component

ScoreScaled




313





AUSTIN EL (170902102) - CONROE ISD

Component

ScoreScaled



ELA/Reading Not EarnedMathematics EarnedScience Not EligibleSocial Studies Not EligibleComparative Academic Growth EarnedPostsecondary Readiness Not EarnedComparative Closing the Gaps Earned

314





RUNYAN EL (170902103) - CONROE ISD

Component

ScoreScaled



ELA/Reading Not EarnedMathematics EarnedScience Not EligibleSocial Studies Not EligibleComparative Academic Growth Not EarnedPostsecondary Readiness EarnedComparative Closing the Gaps Not Earned

315





HOUSTON EL (170902104) - CONROE ISD

Component

ScoreScaled

Score RatingOverall 54 Improvement Required Student Achievement 56 Improvement Required STAAR Performance 31 56 College, Career and Military Readiness Graduation Rate School Progress 59 Improvement Required Academic Growth 59 57 Improvement Required Relative Performance (Eco Dis: 90.1%) 31 59 Improvement Required Closing the Gaps 10 43 Improvement Required



316





MILAM EL (170902105) - CONROE ISD

Component

ScoreScaled




317





CREIGHTON EL (170902106) - CONROE ISD

Component

ScoreScaled

Score RatingOverall 64 Met Standard Student Achievement 65 Met Standard STAAR Performance 38 65 College, Career and Military Readiness Graduation Rate School Progress 69 Met Standard Academic Growth 62 59 Improvement Required Relative Performance (Eco Dis: 79.9%) 38 69 Met Standard Closing the Gaps 16 51 Improvement Required



318





ARMSTRONG EL (170902107) - CONROE ISD

Component

ScoreScaled



ELA/Reading Not EarnedMathematics EarnedScience Not EligibleSocial Studies Not EligibleComparative Academic Growth EarnedPostsecondary Readiness EarnedComparative Closing the Gaps Earned

319





LAMAR EL (170902108) - CONROE ISD

Component

ScoreScaled



ELA/Reading EarnedMathematics EarnedScience Not EligibleSocial Studies Not EligibleComparative Academic Growth EarnedPostsecondary Readiness Not EarnedComparative Closing the Gaps Earned

320





OAK RIDGE EL (170902109) - CONROE ISD

Component

ScoreScaled



ELA/Reading Not EarnedMathematics Not EarnedScience Not EligibleSocial Studies Not EligibleComparative Academic Growth Not EarnedPostsecondary Readiness EarnedComparative Closing the Gaps Not Earned

321





HOUSER EL (170902111) - CONROE ISD

Component

ScoreScaled



ELA/Reading Not EarnedMathematics EarnedScience Not EligibleSocial Studies Not EligibleComparative Academic Growth Not EarnedPostsecondary Readiness Not EarnedComparative Closing the Gaps Not Earned

322





FORD EL (170902112) - CONROE ISD

Component

ScoreScaled




323





HAILEY EL (170902113) - CONROE ISD

Component

ScoreScaled




324





RICE EL (170902114) - CONROE ISD

Component

ScoreScaled




325





SAN JACINTO EL (170902115) - CONROE ISD

Component

ScoreScaled




326





GLEN LOCH EL (170902116) - CONROE ISD

Component

ScoreScaled




327





RIDE EL (170902117) - CONROE ISD

Component

ScoreScaled




328





DAVID EL (170902118) - CONROE ISD

Component

ScoreScaled




329





GIESINGER EL (170902119) - CONROE ISD

Component

ScoreScaled




330





GALATAS EL (170902120) - CONROE ISD

Component

ScoreScaled



ELA/Reading Not EarnedMathematics Not EarnedScience Not EligibleSocial Studies Not EligibleComparative Academic Growth Not EarnedPostsecondary Readiness EarnedComparative Closing the Gaps Earned

331





BUSH EL (170902121) - CONROE ISD

Component

ScoreScaled



ELA/Reading Not EarnedMathematics EarnedScience Not EligibleSocial Studies Not EligibleComparative Academic Growth EarnedPostsecondary Readiness EarnedComparative Closing the Gaps Earned

332





POWELL EL (170902122) - CONROE ISD

Component

ScoreScaled



ELA/Reading Not EarnedMathematics EarnedScience Not EligibleSocial Studies Not EligibleComparative Academic Growth Not EarnedPostsecondary Readiness EarnedComparative Closing the Gaps Not Earned

333





BUCKALEW EL (170902123) - CONROE ISD

Component

ScoreScaled



ELA/Reading EarnedMathematics EarnedScience Not EligibleSocial Studies Not EligibleComparative Academic Growth EarnedPostsecondary Readiness Not EarnedComparative Closing the Gaps Earned

334





REAVES EL (170902124) - CONROE ISD

Component

ScoreScaled



ELA/Reading EarnedMathematics EarnedScience Not EligibleSocial Studies Not EligibleComparative Academic Growth Not EarnedPostsecondary Readiness EarnedComparative Closing the Gaps Not Earned

335





KAUFMAN EL (170902125) - CONROE ISD

Component

ScoreScaled



ELA/Reading Not EarnedMathematics Not EarnedScience Not EligibleSocial Studies Not EligibleComparative Academic Growth Not EarnedPostsecondary Readiness Not EarnedComparative Closing the Gaps Earned

336





WILKINSON EL (170902126) - CONROE ISD

Component

ScoreScaled




337





BROADWAY EL (170902127) - CONROE ISD

Component

ScoreScaled




338





PATTERSON EL (170902128) - CONROE ISD

Component

ScoreScaled




339





BIRNHAM WOODS EL (170902129) - CONROE ISD

Component

ScoreScaled



ELA/Reading EarnedMathematics EarnedScience Not EligibleSocial Studies Not EligibleComparative Academic Growth EarnedPostsecondary Readiness Not EarnedComparative Closing the Gaps Not Earned

340





STEWART EL (170902130) - CONROE ISD

Component

ScoreScaled



ELA/Reading Not EarnedMathematics Not EarnedScience EarnedSocial Studies Not EligibleComparative Academic Growth Not EarnedPostsecondary Readiness Not EarnedComparative Closing the Gaps Not Earned

341





SNYDER EL (170902131) - CONROE ISD

Component

ScoreScaled




342





BRADLEY EL (170902132) - CONROE ISD

Component

ScoreScaled




343





JUVENILE DETENTION CTR (170902201) - CONROE ISD

Component

ScoreScaled

Score RatingOverall Not Rated Student Achievement Not Rated STAAR Performance College, Career and Military Readiness Graduation Rate School Progress Not Rated Academic Growth Not Rated Relative Performance (Eco Dis: 32.1%) Not Rated Closing the Gaps Not Rated

Notes:

- This is an Alternative Education campus. This campus was evaluated by alternative education accountability provisions.



344




345

Department Performance The 2017-2018 school year resulted in the achievement of goals throughout many District departments. Transportation Conroe ISD’s Transportation Department continued to make improvements to its processes by executing implementation of digital radios for the Department (buses, white fleet, and offices). The bus installation for digital radios was completed over the summer on 540 buses. The office installation for digital radios was initiated and carried over to the following school year due to equipment availability.

Transportation also initiated the process for Student Monitoring. They met with our GPS and routing software vendors to plan and get estimates on the requirements needed to implement a student monitoring system on all buses. Preliminary work was completed. A pilot project is planned for the next school year. As student safety and reliability is a priority for our Transportation Department, bus specifications were revised and cost analysis were performed to determine the department’s needs. The department recommended purchasing new/used buses, MPV’s, and a medium duty wrecker. The District approved acquiring 10 new buses and 1 MPV for the upcoming school year. The Transportation Department completed an initial A/C Retro Fits project that was scheduled for 25 buses. This project will help improve student safety and reduce student discipline along with improving employee morale, hiring and retention. The department also secured funding to replace/repower bus engines. The funding will service approximately 15 buses. The Transportation Department competed all necessary steps to start 3rd Party CDL testing for the upcoming school year. 3rd Party Testing allows the District to perform the behind-the-wheel final test for new hires attempting to obtain their CDL. By having our own Tester it allows us to schedule employees much sooner. It reduces cost and increases availability. We are in the process of having another employee become CDL Tester qualified in order to improve the efficiency of our hiring process even more Custodial & Maintenance The Department continues to look for ways to improve and reduce cost. The department is devoted to researching and adding new technology to cut down on manual processes and man-hours. The use of iPhones, iPads, and portable computer devices are used by all supervisors and most technicians in Custodial and Maintenance. This continues to increase efficiency and the processing of work orders in a timely manner. The improved technology has improved the response to campuses and increased communication with campus personnel regarding their maintenance, facility rentals, and custodial needs. The department has improved the use of Docushare, an electronic invoice processing software and electronic employee personnel files, to include the addition of automating the electronic submission and approval of the District's facility enhancement forms request. This process has allowed for a more efficient process for managing request for

campus and department facility improvements.

346

Departmental Performance Continued

Custodial & Maintenance Continued The Department strives to reduce accidents in the work place. The Department continues to see improvement with the accident review committee that was created in 2017. The goal is to reduce accidents through awareness and training. The Department has continued to train staff. Management, safety, OSHA, technology, and craft specific training was provided for the maintenance and custodial leaders and employees. The In addition, all Custodial and Maintenance coordinators and department administrators have achieved Texas Association of School Business Officers (TASBO) certification. This has created a work environment that continues to concentrate on safety and efficiency. This is extremely important, as the Custodial and Maintenance departments completed over 50,000 work orders with more than a 95% being complete and more than 81% completed within seven days of submission in 2017-

2018. Child Nutrition Child Nutrition Department implemented an online system to accept free/reduced lunch applications for all students. This will help increase efficiency and effectiveness to the Department. The Department also gained a 5% increase in the number of meals served to the students. The popular menu choices and quality food offered has increased lunch participation. Professional development was provided through monthly training classes for managers to help deal with employees and ensure they understand the importance of food safety and food quality. Cafeteria improvements were made by renovating serving lines for two elementary schools, Giesinger and Bush and installing new equipment, cooler/freezer, at Giesinger and Bush Elementary.

347

Year National State District

2013-2014 1010 971 1064

2014-2015 1006 924 1075

2015-2016 1002 934 1056

2016-2017 1070 1019 1143

2017-2018 1049 1032 1148

* Note: The SAT Test scores were redesigned in 2016-2017.

Year National State District

2013-2014 21.0 20.9 23.5

2014-2015 21.0 20.9 24.1

2015-2016 20.8 20.6 23.2

2016-2017 21.0 20.7 23.5

2017-2018 20.8 20.6 23.2

ACT Scores

SAT Scores


District PerformanceSAT / ACT Results

(Combined Critical Reading & Math)

920

970

1020

1070

1120

1170

National State District

SAT Scores

2013-2014 2014-2015 2015-2016 2016-2017 2017-2018

20

21

22

23

24

25

National State District

ACT Scores

2013-2014 2014-2015 2015-2016 2016-2017 2017-2018

348

Senior Survey Results 17-18 Question 1: What area(s) do you plan to pursue immediately after high school?

4-yr College 52.4%2-yr College 27.1%Voc/Tech School 1.5%Work Full Time 7.7%Work Part Time 5.4%Apprenticeship 0.4%Military 3.7%Other 1.8%

Question 2: Ethnic origin

African American 8.6%Asian 6.3%Hispanic 32.0%Native American 1.0%White/Caucasian 54.3%Other 2.7%

Question 3: Gender

Male 49.6%

Female 50.4%

Total 100.0%

Question 4: In which grade did you begin working at an after-school job?

9th 8.6%

10th 21.6%

11th 24.9%

12th 19.5%

NA

1-yr 10.3%

2-yr 12.8%

3-yr 13.3%

4-yr 50.7%

NA 12.8%

Total 100.0%

Question 6: My school counselors provided me with accurate and useful information.

Strongly Agree 31.5%

Agree 56.8%

Disagree 8.4%

Strongly Disagree 3.3%

Total 100.0%

Question 5: During my time at ______ High School, I was involved in extracurricular activities such

as sports, fine arts, clubs, etc.

349

Senior Survey Results 17-18


Agree 62.4%

Disagree 11.8%


Total 100.0%

Question 8: I had enough elective choices to allow me to explore different career opportunities.


Agree 53.8%

Disagree 12.1%


Total 100.0%

Question 9: I believe that I will be able to find a job that will support me.


Agree 42.2%

Disagree 2.1%


Total 100.0%

Question 10: I experienced significant harassment from other students.

Strongly Agree 4.9%Agree 10.8%Disagree 47.9%Strongly Disagree 36.4%Total 100.0%

Question 11: My teachers held high standards and required quality work.


Agree 59.9%

Disagree 6.9%


Total 100.0%

Question 12: I had the opportunity to take higher level and more challenging courses.


Agree 40.0%

Disagree 6.1%


Total 100.0%

Question 7: The teachers at ______ High School made learning exciting and encouraged me to

continue my education.

350

Senior Survey Results 17-18 Question 13: The adults at ______ High School cared about my success.


Agree 58.1%

Disagree 8.2%


Total 100.0%

Question 14: I had a very good learning experience at ______ High School.


Agree 59.4%

Disagree 8.4%


Total 100.0%

Question 15: ______ High School provided a safe environment.


Agree 58.8%

Disagree 9.3%


Total 100.0%

Question 16: I feel prepared for the transition from _____ High School to college or the work place.


Question 17:_____ High School provided me a strong foundation in the use of technology.


Question 18: My parents have been very involved in my education.


Agree 41.5%

Disagree 11.0%


Total 100.0%

351

Senior Survey Results 17-18 Question 19: I made a strong effort to succeed at _____ High School.


Agree 48.5%

Disagree 6.7%


Add Answer Choice here 0.2%

Total 100.0%

Question 20: The College and Career Center was very helpful to me.


Agree 48.6%

Disagree 8.6%


Total 100.0%

Question 21: My assistant principal was fair and consistent.


Agree 57.8%

Disagree 7.7%


Total 100.0%

352

Informational Section Additional Information

CaneyCreek

Conroe

TheWoodlands

OakRidge

GrandOaks

Conroe ISD Campus Locations

MCJDC444

16A54

3912

5

158

27

3536

3720

26 34 27

3841

43

18

24

21

29

3019

17

28253331

9

6

10

3

23

42

45

49

50

51

C B

52

Grand Oaks ZoneHigh School 60 Grand Oaks High SchoolJunior High School 47 York Junior HighIntermediate Schools 48 Cox Intermediate 59 Clark IntermediateElementary Schools 51 Birnham Woods Elementary 58 Bradley Elementary 46 Broadway Elementary 19 Ford Elementary 53 Snyder Elementary

Oak Ridge ZoneHigh School 33 Oak Ridge High School 31 Oak Ridge HS - 9th grade campus & Academy for Careers in Engineering & ScienceJunior High School 52 Irons Junior HighIntermediate Schools 17 Vogel IntermediateElementary Schools 19 Ford Elementary 28 Houser Elementary 45 Kaufman Elementary 25 Oak Ridge Elementary 61 Suchma Elementary

The Woodlands ZoneHigh School 42 The Woodlands College Park HS & Academy of Science & Technology 34 The Woodlands High School 38 The Woodlands HS - 9th grade campusJunior High School 30 Knox Junior High 32 McCullough Junior HighIntermediate Schools 27 Collins Intermediate 36 Mitchell Intermediate 29 Wilkerson IntermediateElementary Schools 37 Buckalew Elementary 35 Bush Elementary 18 David Elementary 43 Deretchin Elementary (K-6) 20 Galatas Elementary 21 Glen Loch Elementary 22 Hailey Elementary 23 Lamar Elementary 26 Powell Elementary 24 Ride Elementary 41 Tough Elementary (K-6)

13

40

14

55

156

32

11

57

Imperial Oaks

Birnh am W

oods Dr.

Al dine WestfieldRayford Rd. Rayford Rd.

Hardy Toll Rd.

47

4648

58

5953

60

Caney Creek ZoneHigh School 57 Caney Creek High SchoolJunior High School 13 Moorhead Junior HighIntermediate Schools 40 Grangerland Intermediate Elementary Schools 3 Austin Elementary 10 Creighton Elementary 6 Milam Elementary 9 San Jacinto Elementary

A Deane L. Sadler Administration/ Technology Center 3205 West Davis Conroe, TX 77304-2098________________________________B CISD Police Command Center 2900 N. Loop 336 East Conroe, TX 77301________________________________C DAEP and JJAEP 2235 N. First Street Conroe, TX 77301

Grogan ’s Point Rd.22

FM 1485

FM 1314

Willis W

alukegan Rd.

FM 1485

Stidham Rd.

Magnolia BendOld Hum

ble Pipeline Rd.

I-45

I-45

I-45

Frazier

Frazier

Avenue M

Airp

ort R

d.

Teas Nursery Rd.

Hwy 105

Wilson Rd.

E. DallasHwy 105

Hwy 105

FM 1484Old Hwy 105

FM 14

84

Willis Walukegan Rd.

Whi

ppor

will

Albe

rt M

oorh

ead

Rd.

Old

Hou

ston

Rd.

FM 1314

FM 1314Ea

st Te

x Fre

eway

/Hwy

59

Hwy 242

Gulf Coast Rd.

FM 2090

FM 3083

Gladstell St.

Old

Mag

nolia

Rd.

Hope Rd.

Hwy 242Needham Rd.

College Park Dr.

Carri

age H

ills B

lvd

Research Forest

Kuyk

enda

hlKu

yken

dahl

Sleepy HollowTamina Rd .

Research Forest

Robinson Rd.

Kuyk

enda

hl

HannaRichards Rd.

Lake Woodlands Grogan’s Mill

N. Millbend S. Millbend

Sawdust

SawdustSawdust

Glen Loch Dr.

Woodlands Pkw.

Flintridge Pant

her C

ree

k

Goslin

g Rd.

Woodlands Pkw.

Coch

ran’s

Cros

sing

Creighton Rd.

Loop

336

Loop 336

Loop 336Loop 336

W. D allas

FM 14

84

San Jacinto River

San Jacinto R iver

Spring Creek

Spring Creek

Conroe Zone 12 Hauke Academic Alternative High School (9-12)MCJDC Montgomery County Juvenile Detention CenterHigh School 16 Conroe High School & Academy for Science & Health Professions 54 Conroe High School - 9th grade campusJunior High School 14 Peet Junior High 62 Stockton Junior High 15 Washington Junior High Intermediate Schools 49 Bozman Intermediate 44 Cryar Intermediate 39 Travis IntermediateElementary Schools 1 Anderson Elementary 2 Armstrong Elementary 3 Austin Elementary 4 Giesinger Elementary 5 Houston Elementary 56 Patterson Elementary 11 Reaves Elementary 7 Rice Elementary 8 Runyan Elementary 55 Stewart Elementary (K-6) 50 Wilkinson Elementary

61

62

353

Date: Assessment: Description:

August 20, 2018-September 14, 2018 Benchmark Universal Screening-Gr 7-8

September 4, 2018 - October 2, 2018 Benchmark Universal Screening-Math Gr 1-6

September 10-28, 2018 Benchmark Universal Screening Lang Arts Gr 1-6

September 10-28, 2018 Benchmark ELA Writing Gr 8

September 17, 2018-October 5, 2018 Benchmark Universal Screening Lang Arts Kinder

October 9-12, 2018 PSAT College Readiness Gr 8-9 JHS

October 9-12, 2018 Benchmark District #1 ELA Reading Gr 7

October 22, 2018-November 2nd, 2018 CogAT Gifted & Talented Gr. 2

October 22-26, 2018 Benchmark Sci Gr 5

October 29, 2018-November 2, 2018 Benchmark Writing Gr 4

October 29, 2018-November 2, 2018 Benchmark Reading Gr 5

October 29, 2018-November 9, 2018 Benchmark ELA- Gr 7 Writing

October 30, 2018-November 9, 2018 Benchmark Social Studies Gr 8

November 2018 Interim Assessment Opportunity#1

November 5-9, 2018 Benchmark Math Gr 5

November 5-16, 2018 Benchmark District #1 Math Gr 7-8

November 5-16, 2018 Benchmark District #1 ELA Reading Gr 8

November 10, 2018 CBE Fall Session

November 13-17, 2018 Benchmark Science Gr 6

November 26, 2018 -December 14, 2018 Benchmark District #2 Lang Arts Universal Screening Kinder

November 26-30, 2018 Benchmark Reading Gr 3-6

December 1, 2018 CBE Fall Session

December 3-7, 2018 Benchmark Math Gr 3-6

December 3-7, 2018 STAAR Eng I, Eng II, Alg 1, Bio & U.S. History

January 7 -31, 2019 Benchmark Universal Screening Lang Arts Gr 7-8

January 8, 2019 -February 8, 2019 Benchmark Universal Screening Math Gr 1-6

January 14-18, 2019 Benchmark Science Gr 7-8

January 8-25, 2019 Benchmark lan Arts Universal Screening -Gr 1-6

January 28, 2019-February 8, 2019 Benchmark ELA-Writing GR 7

January 28, 2019-February 8, 2019 Spring GT CogAT, Iowa and Logramos

January 2019-Early March 2019 NAEP Reading, Math, Sci Gr 4, 8 & 12 and HS Transcript Study

2018-2019 Test Dates

354



February 4-8, 2019 Benchmark District #2-Reading Gr 5

February 4-15, 2019 Benchmark District #2-Math- Gr 8

February 11-15, 2019 Benchmark District #2 Writing -Gr 4

February 16, 2019 CBE Spring Session

February 18, 2019- March 1, 2019 Benchmark District #2 ELA Reading- Gr8

February 25, 2019-March 1, 2019 Benchmark District #2 Math- Gr 5

February 25, 2019-March 1, 2019 Benchmark District #2 Writing- Gr 3 & 6

February 25, 2019-March 1, 2019 Benchmark District #2 Reading- Gr 7

February 25, 2019-March 1, 2019 Benchmark District #2 Writing- Gr 7

February 25, 2019-March 8, 2019 Benchmark Social Studies- Gr 8

February 25, 2019-April 5, 2019 TELPAS/TELPAS ALT Listening,Speaking, Reading and Writing

March 2nd, 2019 CBE Spring Session

March 25-29, 2019 Benchmark Reading -Gr 3-6

March 25-29, 2019 Benchmark Science -Gr 5

April 1-5, 2019 Benchmark Science -Gr 8

April 1-5, 2019 Benchmark Math -Gr 3,4 & 6

April 1-7, 2019 Benchmark Math- Gr 7

April 1-19, 2019 STAAR ALT Gr 3-8 and EOC

April 9, 2019 STAAR Writing 4/7, Math 5/8, Eng I

April 10, 2019 STAAR Reading Gr 5/8

April 11, 2019 STAAR English II

April 12, 2019 STAAR Makeup sessions

May 6-10, 2019 STAAR Alg 1, Bio, US History

May 6-17, 2019 Benchmark Social Studies Gr 7

May 6-24, 2019 Benchmark Science Gr 7

May 13-17, 2019 Benchmark Math Gr 2

May 13, 2019 STAAR Math-Gr 3-4 ,6-7 & 5- 8 (Retest)

May 13-24, 2019 GT K-1/Logramos

May 14, 2019 STAAR Reading Gr 3-4

May 14, 2019 STAAR Reading Gr 5/8 Retest

May 15, 2019 STAAR Science Gr 5/8 & Alg II

355



May 16, 2019 STAAR Social Studies Gr 8

May 17, 2019 STAAR Makeup Sessions

May 20-24, 2019 Benchmark Social Studies Gr 3-6

May 20-24, 2019 Benchmark Science Gr 4

May 31, 2019 CBE Summer Session

June 3, 2019 CBE Summer Session I

June 4-6, 2019 GT K-1/Logramos Testing Window

June 24, 2019 STAAR Eng I

June 25, 2019 STAAR Math 5/8 & Eng II

June 26, 2019 STAAR Reading -5/8 & Eng II

June 28, 2019 STAAR Make up sessions

June 24-28, 2019 STAAR ALG I , Bio, Hisory

July 26, 2019 CBE Summer Session II

July 29, 2019 CBE Summer Session II

356

Days of Instruction Students Teachers_________________________________________________

1st Semester 84 91_________________________________________________

2nd Semester 93 96 _________________________________________________

Total Days 177 187

Grading Periods1st Semester

_________________________________________________ Grading period Ends _________________________________________________

1st October 5_________________________________________________

2nd December 19 _________________________________________________

2nd Semester_________________________________________________ Grading period Ends _________________________________________________

1st March 8 _________________________________________________

2nd May 30_________________________________________________

StudentsStarting date ................... August 15Ending date.........................May 30

StaffStarting date .....................August 6Ending date......................... May 31

Student HolidaysLabor Day ................... September 3Holiday........................... October 8Thanksgiving .......... November 19-23Winter Break.............. Dec. 20 - Jan. 7Martin Luther King, Jr. Day....... Jan. 21Presidents’ Day.............. February 18Spring Break.................. March 11-15Holiday.....................April 19 and 22Memorial Day...................... May 27

Teacher Work DaysAugust 14January 7

May 31

Staff DevelopmentAugust 6-14February 18

Student Early ReleaseOctober 5

December 19March 8May 30

Staff Make-up DaysMake-up days for inclement weather

(if needed), are:

Staff: June 1 Flex

4/11/18

The Conroe Independent School District (District) as an equal opportunity educational provider and employer does not discriminate on the basis of race, color, national origin, sex, religion, age, or disability in educational programs or activities that it operates or in employment matters. The District is required by Title VI and Title VII of the Civil Rights Act of 1964, as amended, Title IX of the Education Amendments of 1972, the Age Discrimination Act of 1975, as amended, Section 504 of the Rehabilitation Act of 1973, the Americans with Disabilities Act, as well as Board policy not to

discriminate in such a manner. For information about Title IX rights or Section 504/ADA rights, contact the Title IX Coordinator or the Section 504/ADA coordinator at

3205 W. Davis, Conroe, TX 77304; (936) 709-7752.

August 2018 September 2018 October 2018

November 2018 December 2018 January 2019

February 2019 March 2019 April 2019

May 2019 June 2019 July 2019

1

2 3 4 5 6 7 8

9 10 11 12 13 14 15

16 17 18 19 20 21 22

23 24 25 26 27 28 29

30

Report Cards Individual campuses will report distribution date for report cards a�er each grading period.

2018 - 2019School Calendar

1 2 3 4 5

6 7 8 9 10 11 12

13 14 15 16 17 18 19

20 21 22 23 24 25 26

27 28 29 30 31

1 2 3 4 5 6

7 8 9 10 11 12 13

14 15 16 17 18 19 20

21 22 23 24 25 26 27

28 29 30 31

1 2 3 4 5 6

7 8 9 10 11 12 13

14 15 16 17 18 19 20

21 22 23 24 25 26 27

28 29 30

1 2

3 4 5 6 7 8 9

10 11 12 13 14 15 16

17 18 19 20 21 22 23

24 25 26 27 28 29 30

31

1 2 3 4

5 6 7 8 9 10 11

12 13 14 15 16 17 18

19 20 21 22 23 24 25

26 27 28 29 30 31

1

2 3 4 5 6 7 8

9 10 11 12 13 14 15

16 17 18 19 20 21 22

23 24 25 26 27 28 29

30 31

1 2 3

4 5 6 7 8 9 10

11 12 13 14 15 16 17

18 19 20 21 22 23 24

25 26 27 28 29 30

1

2 3 4 5 6 7 8

9 10 11 12 13 14 15

16 17 18 19 20 21 22

23 24 25 26 27 28 29

30

1 2 3 4 5 6

7 8 9 10 11 12 13

14 15 16 17 18 19 20

21 22 23 24 25 26 27

28 29 30 31

1 2

3 4 5 6 7 8 9

10 11 12 13 14 15 16

17 18 19 20 21 22 23

24 25 26 27 28

1 2 3 4

5 6 7 8 9 10 11

12 13 14 15 16 17 18

19 20 21 22 23 24 25

26 27 28 29 30 31

357


358

GLOSSARY This glossary contains definitions of terms used in this guide and such additional terms as seem necessary to common understandings concerning financial accounting procedures for schools. Several terms, which are not primarily financial accounting terms, have been included because of their significance for school financial accounting. The glossary is arranged alphabetically with appropriate cross-referencing where necessary. Abatement – A complete or partial cancellation of a levy imposed by a governmental unit.

Abatements usually apply to tax levies, special assessments, and service charges. School accountants usually consider an abatement to be a reduction of a previously recorded expenditure or receipt item by such things as refunds, rebates, and collections for loss or damage to school property.

Account – A descriptive heading under which are recorded financial transactions that are similar

in terms of a given frame of reference such as purpose, object, or source. Accounting Period – A period at the end of which and for which financial statements are prepared,

i.e., September 1st through August 31st. Accrual – An accrual allows an entity to record expenses and revenues for which it expects to

expend cash or receive cash, respectively, in a future reporting period. ACT – Acronym for American College Test. ADA – Acronym for Average Daily Attendance. Admission, Review and Dismissal (ARD) Committee– Each school district or special education

shared services arrangement shall establish at least one ARD committee which shall make decisions concerning the educational program of a student referred for special education. All members of the ARD committee shall have the opportunity to participate in a collaborative manner in developing the Individual Education Plan (IEP).

Administration – Those activities that have as their purpose the general regulation, direction, and

control of the affairs of the local education agency that are system-wide and not confined to one school. Subject or narrow phase of school activity.

AEIS – Acronym for Academic Excellence Indicator System. Allocation – A part of a lump sum appropriation which is designated for expenditure by specific

organization units and/or for special purposes, activities, or objects. Appraisal – (1) The act of appraising. (2) The estimated value resulting from such action. Appraise – To make an estimate of value, particularly of the value of property. Note, if the property

is valued for purposes of taxation, the less-inclusive term “assess” is substituted for the above term.

Appropriation Account – A budgetary account set up to record specific authorization to spend.

The account is credited with original and any supplemental appropriations and is charged with expenditures and encumbrances.

ARD – Acronym for Admission, Review, Dismissal.

359

ASATR – Acronym for Additional State Aid for Tax Reduction. Assess – To value property officially for the purpose of taxation. Note, the term is also sometimes

used to denote the levy of taxes but such usage is not correct because it fails to distinguish between the valuation process and the tax levy process.

Assessed Valuation – A valuation set upon real estate or other property by a government as a

basis for levying taxes. Assets – Property owned by a local education agency that has a monetary value. AV - Acronym for Assessed Value Balanced Budget – A budget in which the expenditures incurred during a given period are matched

by revenues. Bill – (1) A term used to denote a law or statute passed by certain legislative bodies. A bill has

greater legal formality and standing than a resolution. (2) A statement of an amount owing for goods and services sold on open account.

Board of Education – The elected or appointed body that has been created according to State

law and vested with responsibilities for educational activities in a given geographical area. These bodies are sometimes called school boards, governing boards, boards of directors, school committees, school trustees, etc. This definition relates to the general term and covers State boards, intermediate administrative unit boards, and local basic administrative unit boards.

Bond – A written promise, generally under seal, to pay a specified sum of money, called the face

value, at a fixed time in the future, called the date of maturity, and carrying interest at a fixed rate, usually payable periodically. The difference between a note and a bond is that the latter usually runs for a longer period of time and requires greater legal formality.

Bonded Debt – The part of the school district debt which is covered by outstanding bonds of the

district, sometimes called “Funded Debt or Bonded Indebtedness.” Bonds Authorized and Unissued – Bonds which have been legally authorized but not issued and

which can be issued and sold without further authorization. Bonds Issued – Bonds sold. Bonds Payable – The face value of bonds issued and unpaid. Budget – A plan of financial operation embodying an estimate of proposed expenditures for a given

period or purpose and the proposed means of financing them. The budget usually consists of three parts. The first part contains a message from the budget-making authority together with a summary of the proposed expenditures and the means of financing them. The second part consists of schedules supporting the summary. These schedules show in detail the proposed expenditures and means of financing them together with information as to past years’ actual revenues and expenditures and other data used in making the estimates. The third part is composed of drafts of the appropriation, revenue, and borrowing measures necessary to put the budget into effect.

Budgetary Accounts – Those accounts necessary to reflect budget operations and conditions,

such as estimate revenues, appropriations, encumbrances, the net balance, and other related information.

360

Capital Budget – A plan of proposed capital outlays and the means of financing them for the fiscal period. It is usually a part of the current budget. A capital program is sometimes referred to as a capital budget.

Capital Outlays – Expenditures that result in the acquisition of or addition to fixed assets. Capital Program – A plan for capital expenditures to be incurred each year over a fixed period of

years to meet capital needs arising from the long term work program or otherwise. It sets forth each project or other contemplated expenditure in which the local education agency is to have a part and specified the full resources estimated to be available to finance the projected expenditures.

CASE – Acronym for Community and School Engagement Rating. Cocurricular Activities – Direct and personal services for public school pupils such as

interscholastic athletics, entertainment, publications, clubs, band, and orchestra that are managed or operated by the student body under the guidance and direction of an adult and are not part of the regular instructional program.

Community Services – Those services that are provided for the community as a whole or some

segment of the community and which are not restricted to the public schools or adult education programs.

Consultant – A resource person who provides assistance to the regular personnel through

conference, demonstration, research, or other means. There are two types of consultants – those retained on a temporary basis and those who are permanently employed.

Contracted Services – Labor, material, and other costs for services rendered by personnel who

are not on the payroll of the local education agency. Current – As used in this manual, the term has reference to the fiscal year in progress. Current Expenditures Per Pupil – Current expenditures for a given period of time divided by a

pupil unit of measure (average daily membership, average daily attendance, etc.) Current Year’s Tax Levy – Taxes levied for the current fiscal period. Debt – An obligation resulting from the borrowing of money or from the purchase of goods and

services. Debts of local education agencies include bonds, warrants, notes, etc. Debt Limit – The maximum amount of gross or net debt that is legally permitted. Debt Service Fund – A fund used to account for the accumulation of resources and payment of

principal and interest on all bonds. Deficit – The excess of the obligations of a fund over the fund’s resources. Delinquent Taxes – Taxes remaining unpaid on and after the date on which they become

delinquent by statute. DTR – Acronym for District Tax Rate. Estimated Revenue – When the accounts are kept on an accrual basis, this term designates the

amount of revenue estimated to accrue during a given period regardless of whether or not it is all to be collected during the period.

Expenditures – This includes total charges incurred, whether paid or unpaid, for current expense,

capital outlay, and debt service. (Transfers between funds, encumbrances, and payments

361

of cash in settlement of liabilities already accounted as expenditures are not considered as expenditures.)

Expenses – Charges incurred, whether paid of unpaid, for operation, maintenance, interest, and

other charges that are presumed to benefit the current fiscal period. Fiscal Year – A twelve-month period of time to which the annual budget applies and at the end of

which a local education agency determines its financial position and the results of its operations.

Fixed Assets – Land, building, machinery, furniture, and other equipment that the school district

intends to hold or continue to use over a long period of time. “Fixed” denotes probability or intent to continue use or possession and does not indicate immobility of an asset.

Food Service - Those activities which have as their purpose the preparation and serving of regular

and incidental meals, lunches, or snacks in connection with school activities. FTE – Acronym for full-time equivalent. Function – As applied to expenditures, this term has reference to an activity or service aimed at

accomplishing a certain purpose or end; for example, instruction, instructional administration, plant maintenance and operations.

Fund – A sum of money or other resources set-aside for specific activities of a school district. The

fund accounts constitute a complete entity and all of the financial transactions for the particular fund are recorded in them.

Fund Balance – The excess of assets of a fund over its liabilities and reserves. During the fiscal

year prior to closing, it represents the excess of the fund’s assets and estimated revenues for the period over its liabilities, reserves, and appropriations for the period.

GAAP – Acronym for Generally Accepted Accounting Principles. General Fund – A fund used to finance the ordinary operations of the local education agency. It

is available for a legally authorized purpose and consists of money not specifically designated for some other particular purpose.

Instruction – The activities dealing directly with the teaching of students or improving the quality

of teaching. Interest – A fee charged a borrower for the use of money. Inventory – A detailed list or record showing quantities, descriptions, values, units of measure, and

unit prices of property on hand. I & S – Acronym for Interest & Sinking Fund (Debt Service Fund). ISD – Acronym for Independent School District. Levy – (Verb) To impose taxes or special assessments. (Noun) The total of taxes or special

assessments imposed by a governmental unit. Long Term Loan – A loan which extends for more than five years from the date the loan was

obtained and is not secured by serial or term bonds. Such loans are not legal in Texas under the general statutes.

MSA- Acronym for Metropolitan Statistical Area

362

M & O – Acronym for Maintenance and Operations Fund (General Fund). Modified Accrual Basis of Accounting – A basis of accounting in which expenditures are accrued

but revenues are accounted for when it becomes measurable and available. Object – As applied to expenditures, this term has reference to an article or service received; for

example, payroll costs, purchased and contracted services, materials and supplies. Payroll – A list of individual employees entitled to pay with the amount due to each for personal

services rendered. Personnel, Full Time – School employees who occupy positions whose duties require them to be

on the job on school days throughout the school year or at least the number of hours the schools in the system are in session.

Personnel, Part Time – Personnel who occupy positions whose duties require less than full time

service. This includes those employed full time for part of the school year, part time for all of the school year and part time for part of the school year. See also Personnel, Full Time.

Plant Maintenance (Plant Repairs and Repairs and Replacements of Equipment) – Those

activities which are concerned with keeping the grounds, buildings and equipment at their original condition, completeness or efficiency either through repairs or by replacements of property (anything less than replacement of a total building).

Principal of a School – The administrative head of a school (not school district) to whom has been

delegated the major responsibility for the coordination and supervision of the activities of the school.

Principal of Bonds – The face value of bonds. Program – The definition of an effort to accomplish a specific objective or objectives consistent

with funds or resources available. Budgets and actual revenue and expenditure records may be maintained per program.

Program Budget – A budget wherein expenditures are based primarily on programs of work and

secondarily on character and object. A program budget is a transitional type of budget between the traditional character and object number on the one hand and the performance budget on the other.

NCLB – Acronym for No Child Left Behind. Refunding Bonds – Bonds issued to pay off bonds already outstanding. Refined Average Daily Attendance – Refined average daily attendance is based on the number

of days of instruction in the school year. The aggregate eligible days attendance is divided by the number of days of instruction to compute the refined average daily attendance.

Reimbursement – Cash or other assets received as a repayment of the cost of work or services

performed or of other expenditures made for, or on behalf of, another governmental unit or department, individual, firm, or corporation.

Reserve – An amount set aside for a specified purpose or an account which records a portion of

the fund balance which is to be segregated for some future use and, therefore, is not available for further appropriation and expenditure.

"Robin Hood" Plan Chapter 41 Wealth Equalization. Chapter 41 of the Texas Education Code

requires school districts that are property wealthy to share their wealth with school districts that are property poor. Also sometimes referred to as the "share the wealth".

363

Salary – The total amount regularly paid or stipulated to be paid to an individual before deductions

for personal services rendered while on the payroll of the school district. Payments for sabbatical leave are also considered as salary.

SAT – Acronym for Standardized Achievement Tests. School – A division of the school system consisting of a group of pupils composed of one or more

teachers to give instruction of a defined type and housed in a school plant of one or more buildings. More than one school may be housed in one school plant as is the case when the elementary and secondary programs are housed in the same school plant.

School, Elementary – A school classified as elementary by State and local practice and composed

of any span of grades not above grade six. In this District this term includes kindergartens and pre-kindergartens if they are under the control of the local board of education.

School, Intermediate – A separately organized intermediate elementary school between early

elementary and middle school. In this District intermediate schools include grades five and six.

School, Junior High – A separately organized secondary school between elementary,

intermediate, and senior high school. In this District junior high schools include grades seven and eight.

School, Public – A school operated by publicly elected or appointed school officials in which the

program and activities are under the control of these officials and which is supported by public funds.

School, Secondary – In this handbook a secondary school comprises any span of grades

beginning with the next grade following the elementary/intermediate school and ending with or below grade 12, including junior high schools, the different type of high schools and alternative high schools.

School, Senior High – A school offering the final years of high school work necessary for

graduation, invariably preceded by a junior high school in the same system. School, Summer – The name applied to the school session carried on during the period between

the end of the regular school term and the beginning of the next regular school term. SDAA – Acronym for State Developed Alternative Assessment. Serial Bonds – Bonds whose principal is to be repaid in periodic installments over the life of the

issue. STAAR – Acronym for State of Texas Assessments of Academic Readiness STaR Chart – Texas School Technology and Readiness Chart is designed to help teachers,

campuses, and districts determine their progress toward meeting the goals of the Long-Range Plan for Technology as well as meeting the goals of the district.

State Aid for Education – Any grant made by a State government for the support of education. Student Wealth – Assessed value of property divided by school enrollment. Supplemental Taxes – Taxes levied subsequent to the initial levy to add property omitted from the

original tax roll(s).

364

Supply – A material item of an expendable nature that is consumed, worn out, or deteriorated in use or one that loses its identity through fabrication or incorporation into a different or more complex unit or substance.

TAAS – Acronym for Texas Assessment Academic Skills exam. TAKS – Acronym for Texas Assessment of Knowledge and Skills exam. Taxes – Compulsory charges levied by a governmental unit for the purpose of financing services

performed for the common benefit. The term includes licenses and permits. It does not include special assessments.

TEA – Acronym for Texas Education Agency. TEASE- Acronym for Texas Education Agency Security Environment TRS – Acronym for Teacher Retirement System. Unencumbered Balance of Appropriation – That portion of an appropriation not yet expended

or encumbered. The balance remaining after deducting from the appropriation the accumulated expenditures and outstanding encumbrances.

Unexpended Balance of Appropriation – That portion of an appropriation not yet expended. The

balance remaining after deducting from the appropriation the accumulated expenditures. Unit Cost – Expenditures for a function, activity, or service divided by the total number of units for

which the function, activity, or service was provided. WADA – Acronym for Weighted Average Daily Attendance.

365


366


www.conroeisd.net

conroe independent school district · effective september 1, 2018-august 31, 2019. conroe...

Documents