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Maynard H. Jackson

High School

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NORMS

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This is a meeting of the GO Team. Only members of the team may participate in the discussion. Any members of the public present are here to quietly observe.

We will follow the agenda as noticed to the public and stay on task.

We invite and welcome contributions of every member and listen to each other.

We will respect all ideas and assume good intentions.

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GO TEAM BUDGET DEVELOPMENT PROCESS

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YOUR SCHOOL STRATEGIC PLAN…

is your roadmap and your role.

It is your direction, your priorities, your vision, your present, your future.

Step 1: Data Review

Step 2: Strategic Plan Review

Step 3: Budget Parameters

(Strategic Priorities)

Step 4: Budget Choices

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Step 1 Review and Update Strategic Plan and Rank Strategic Priorities

By end of Fall Semester

Step 2 Principals: Workshop FY 24 Budget

January 24

Step 3 GO Team Initial Budget Session: Allocation

January 24 – early February

Step 4 Principals: Associate Supt. Discussions and Review

February (supports needed, specific challenges, coaching)

Step 5

GO Team Feedback Session: Draft Budget Presented & Discussed February – multiple meetings, if necessary

Step 6 Principals: HR Staffing Conferences Begin

Late February – Early March

Step 7 GO Team Final Budget Approval Meeting

Budgets Approved by March 17

GO Teams are encouraged to have ongoing conversations

Overview of FY ‘24 GO Team Budget Process

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Budget Allocation Meeting

What

The first GO Team meeting is when the principal will provide an overview of the budget allocation for GO Team members and the general public.

Why

This meeting provides an opportunity for the principal and GO Team to ensure alignment on the school’s key strategic priorities, gain a deeper understanding of the budget allocation, and provide input to drive the direction of the draft budget.

When

End of January- Early February

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FY24 BUDGET DEVELOPMENT PROCESS

Principal’s Role

Design the budget and propose operational changes that can raise student achievement
Flesh out strategies, implement and manage them at the school level
Focus on the day-to-day operations
Serve as the expert on the school
Hire quality instructional and support personnel

The GO Team’s Role

Focus on the big picture (positions and resources, not people)
Ensure that the budget is aligned to the school’s mission and vision and that resources are allocated to support key strategic priorities

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Maynard H. Jackson High School

Strategic Plan

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Maynard Jackson High School

Strategic Plan

Priority Ranking

Insert the school’s priorities from Higher to Lower

Higher

Lower

Create an educational and professional environment promoting high quality teaching which provides well-defined and deliberately designed instruction that is inquiry based, creative, interdisciplinary, technology rich and student centered.
Cultivate a counseling and support system which focuses on college and career and empowers students to maximize their opportunities for learning future college studies, and/or post-secondary options.
Build a healthy school culture and climate for students, staff, and parents in the school and community that amplifies and empowers student voice, while incorporating programs such as SEL, PBIS, CAS/SL, student organizations, and No Place for Hate.

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FY24 Budget Parameters

FY24 School Priorities	Rationale
Create an educational and professional environment promoting high quality teaching which provides well-defined and deliberately designed instruction that is inquiry based, creative, interdisciplinary, technology rich and student centered.	MJHS will offer a robust array of courses, cultivate high-quality teaching, and implement well-defined, deliberately-designed, and engaging instruction, in order to increase academic performance as measured by on-time grade-level promotion, GA Milestone, AP, and IB assessments in all subjects by May 2024.
Cultivate a counseling and support system which focuses on college and career and empowers students to maximize their opportunities for learning future college studies, and/or post-secondary options.	MJHS will incorporate a system of supports (both academic and personal), in order to provide the needed remediation and SEL guidance for students impacted by the pandemic and other factors in society.
Build a healthy school culture and climate for students, staff, and parents in the school and community that amplifies and empowers student voice, while incorporating programs such as SEL, PBIS, CAS/SL, student organizations, and No Place for Hate.	MJHS will build a healthy school culture and climate for all students in order to increase student attendance and participation in extra-curricular activities; and decrease suspension rates for all student subgroups.

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Discussion of Budget Summary

(Step 4: Budget Choices)

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EXECUTIVE SUMMARY

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This budget represents an investment plan for our school’s students, employees and the community as a whole.

The budget recommendations are tied directly to the school’s strategic vision and direction.

The proposed budget for the general operations of the school are reflected at $15,428,013

This investment plan for FY24 accommodates a student population that is projected to be 1,532 students, which is a increase/decrease of -5 students from FY23 projection.

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School

Allocation,

Part 1

Significant Change from FY23

For FY23, APS is continuing to increase equity within the District and the flexibility principals have in regards to our schools budgeted funds. The new Student Success Funding Model (SSF) allocates dollars to schools based on the number of enrolled students and receives a funding "weight" based on need. This year, student characteristics were weighted based on:

Grade Level –

K-12

Poverty – Weighted for all Direct Certification enrolled students.

Beginning Performance – Weighted Middle School and High School students entering with beginner’s performance on milestones.

ESOL – Weighted for all ESOL designated students in order to supplement due to ESOL staff being locked.

Special Education - Weighted for all Special Education students.

Gifted – Weighted and measured by number of students in the Gifted Program

Small School Supplement – Weighted for low enrollment schools

ES – 500

MS – 600

HS – 700

As you can see, our projected enrollment for FY23 is _______, we increased/decreased by __________ from last year.

We received the following weights for our student characteristics: (Below is just for the script, principals need to insert their school’s characteristics)

Grade Level

Poverty

Special Education

Gifted

Gifted Supplement

ELL

Small School Supplement

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School Allocation,

Part 2

ImpactfulChange

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School FY24 CARES Allocation

In addition to a General Fund allocation, our school has been allocated CARES funding that must be used to support implementation of the school-based intervention block and other school-based needs as a result of the COVID-19 Pandemic.

Once the support needed to implement our school-based intervention block/course has been fulfilled, we can use the remaining CARES funds to address other school-based needs that are a result of the COVID-19 Pandemic.

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CARES ALLOCATIONS�OTHER ALLOWABLE CARES EXPENDITURES INCLUDE:�

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Technology Support: Software, assistive technology, online learning platforms, subscriptions.

Mental and Physical Health: Cover the costs of additional counseling, telehealth, therapeutic services, and wraparound services and supports (contracted hours, professional learning, programs)

Supplemental Learning: Cover costs of remediation, and/or enrichment opportunities during the school year for students (afterschool programs, additional pay for teachers and staff, transportation).

Professional Development: Cover costs of additional professional development for school leaders, teachers, and staff (trainings, extended professional development days, consultants, programs).

At-risk Student Populations: Cover costs of school specific activities, services, supports, programs, and/or targeted interventions directly addressing the needs of low-income students, SWD, racial & ethnic minorities, ELL, migrant & homeless students, and students in foster care.

Continuity of Core Staff and Services. Restore any potential LEA FY22 budget reductions due to decreased state and/or local revenue.

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What’s Next?

January

GO Team Budget Allocation Meeting (Jan. 24^th-early February)

February

One-on-one Associate Superintendent discussions
Cluster Planning Session (positions sharing, cluster alignment, etc.)
Program Manager discussions and approvals
February 15, 2023 GO Team Budget Feedback Meeting before principal’s staffing conference
HR Staffing Conferences (currently scheduled for February 27, 2023)

March

March 15, 2023 GO Team Budget Approval Meeting

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In February, we will meet again to discuss how the school’s budget has been allocated to support the programmatic needs and FY23 key strategic priorities.

If think we need to continue our budget conversations, we will schedule additional meetings. My goal is to make sure your voices are reflected in our school’s budget.

I will also be meeting with my Associate Superintendent, program managers and other key leaders to go over our budget and to make sure the school is meeting the standards of service and appropriately staffing.

During the week of Feb. 24^th -March 2^nd , HR Staffing Conferences will be held. At this meeting, I will present my plan for staff utilization, resource distribution and plan for staffing implications.

We will need to approve the budget at the ________ meeting.

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QUESTIONS?

Thank you for your time and attention.

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