Maynard Jackson
High School
FY26 Budget Finalization Meeting
March 12, 2025
Agenda
NORMS
3
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.
4
Overview of FY 26
GO Team Budget Process
GO Teams are encouraged to have ongoing conversations
* GO Teams will need to take ACTION on the budget at these meetings.
Step 1 Update Strategic Plan & Rank Priorities
Step 2 Principals Workshop FY 26 Budget
January 15
Step 3 GO Team Initial Budget Session
January 15-31
Step 4 Principals Cluster Supt. Discussions
Step 5* GO Team Feedback Mtg. February 10-14
Step 6 Cluster Supt. Review February 17-21
Step 7 Principals HR Staffing Conferences Begin
Feb. 24-27
Step 8* GO Team Budget Finalization Meeting
Budgets Approved by March 14
5
Budget Finalization Meeting
What
Why
When
Budget Updates
Changes since Feedback Meeting
There were NO changes made to the draft budget we discussed at our last meeting on
February 25, 2025.
7
Budget by Function (required)
*Based on Current Allocation of School Budget
9
Budget by Function (required)
*Based on Current Allocation of School Budget
�Discussion &�Questions
Action on the Budget
The GO Team needs to TAKE ACTION (vote) on its FY26 budget.
After the motion and a second, the GO Team may have additional discussion.
Once discussion is concluded, the GO Team will vote.
Additional Agenda Items
12
Thank you!
Appendix
FY26 Feedback Presentation
From February 26, 2025
Maynard H. Jackson
High School
FY 26 BUDGET FEEDBACK MEETING, Pt. 2
February 25, 2025
AGENDA
16
MEETING NORMS
17
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.
BUDGET FEEDBACK PRESENTATION & DISCUSSION
GO TEAM BUDGET DEVELOPMENT PROCESS
19
Step 1: Data Review
Step 2: Strategic Plan Review
Step 3: Budget Parameters
(Strategic Priorities)
Step 4: Budget Choices
YOUR SCHOOL STRATEGIC PLAN…
is your roadmap and your role.
It is your direction, your priorities, your vision, your present, your future.
OVERVIEW OF FY26 GO TEAM BUDGET PROCESS
20
Step 1 Update Strategic Plan & Rank Priorities
Step 2 Principals Workshop FY 26 Budget
January 15
Step 3 GO Team Initial Budget Session
January 15-31
Step 4 Principals Cluster Supt. Discussions
Step 5* GO Team Feedback Mtg. February 10-14
Step 6 Cluster Supt. Review February 17-21
Step 7 Principals HR Staffing Conferences Begin
Feb. 24-27
Step 8* GO Team Final Budget Approval Meeting
Budgets Approved by March 14
GO Teams are encouraged to have ongoing conversations
* GO Teams will need to take ACTION on the budget at these meetings.
BUDGET FEEDBACK MEETING
21
During the GO Team Feedback meeting the principal will share the 25-26 Strategic Plan Breakout, provide an overview of the school’s draft budget, share updated tabs from the Excel template, and review/collaborate with the GO Team on the comments/notes to explain the use of school-level flexibility in budget allocations.
This meeting provides an opportunity for GO Teams to discuss the principal’s proposed budget and how it supports the school's programmatic needs and key strategic priorities for the 25-26 school year. It also provides the GO Team the opportunity to review and provide feedback on proposed use of school-level flexibility.
Early February 10 - February 14th, before Cluster Superintendent review.
22
APS Strategic Priorities
& Initiatives
3A. Implement an effective faculty professional learning program that provides the time and resources for teachers to grow in their knowledge of innovative, research-based pedagogy, particularly in Specially Designed Instruction, Increasing Rigor (DOK levels), inquiry-based instruction, IB (MYP, CP, DP), and SEL.
3B. Provide the structure, support, and opportunities to build the instructional and leadership capacity of our staff.
4A: Ensure school has the resources, budget, and flexibility to support targeted subgroups, advanced students, and robust extracurricular programs.
4B. Periodic surveys to staff, students, and parents to enhance communication and receive feedback, including a survey to gauge extracurricular participation rates.
4C. Strengthen relationships with colleges and universities and with partners that can provide funding, exposure and resources.
School Strategies
Progression from scoring Developing to increased Proficient and Distinguished Scores on Georgia Milestone Exams.
Increase the number of students earning 3 or higher on AP exams and 4 or higher on IB exams.
Maintain and improve graduation rate > 80% in 2022 and beyond.
Increase number of students in each signature program of IB, AP, & dual enrollment to equitably reflect students in all subgroups.
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.
Continue to build and maintain a healthy school culture and climate for students, staff, and, parents that encourages intentional and active engagement in extracurricular activities; amplifies and empowers student voice; and incorporates programs, such as SEL, PBIS, and No Place for Hate.
Vision: To be a high-achieving school that inspires and prepares ALL students to interact, collaborate, thrive, and enact positive change in a global community.
Fostering Academic Excellence for All
Data
Curriculum & Instruction
Signature Program
Building a Culture of Student Support
Whole Child & Intervention
Personalized Learning
Equipping & Empowering Leaders & Staff
Strategic Staff Support
Equitable Resource Allocation
Creating a System of School Support
Strategic Staff Support
Equitable Resource Allocation
Implement a long term structural plan to deal with the ongoing COVID impacts on our education, with a specific focus on literacy and numeracy.
Maintain a robust offering of AP, IB, Dual Enrollment, Fine & Performing Arts, and CTAE courses that is reflective of all subgroups of our school population.
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.
Create an educational and professional environment that will recruit and retain highly effective teachers and support staff, which includes providing the necessary professional development to enhance the quality of instruction and support for students.
Build systems and resources to support IB implementation.
Build systems and resources to support college and career excitement and exposure, as well as to develop more university/college partnerships.
Mission: To provide an equitable and globally enriching education that empowers inquiring, knowledgeable, and compassionate learners to achieve their academic and professional goals for themselves and for the betterment of others.
SMART Goals
School Strategic Priorities
1A. Improve the academic program (instruction, remediation, acceleration) in order to meet the individual academic needs of all students.
1B. Ensure PLCs are focused on planning inquiry-based, rigorous, technology-rich, student-centered lessons and units; creating quality assessments; and using data to inform instructional decisions for all learners (i.e. SWD, gifted, SST/504)
1C. Provide daily instructional support to teachers to improve achievement levels.
1D. Utilize data, academic counseling, and recruitment to increase enrollment in our AP/IB DP/IB CP classes, with a focus on underrepresented sub-groups.
1E. Fully implement the IB MYP Framework with fidelity across Years 4 and 5.
1F. Leverage the IB CP to allow more students to complete one or more CTAE Pathway.
2A. Provide remediation and/or enrichment based on student data, with a specific focus on the learning gaps/impacts related to the pandemic. This includes during the day interventions and the Jaguar Learning Lab programs
2B. Improve the personal, social, and counseling support to meet the individual social, emotional, and physical needs of all students.
2C. Incorporate Social Emotional Learning (SEL) school-wide into instruction.
2D. Offer school-wide Positive Behavioral Intervention and Supports (PBIS) initiatives (including incentives and results).
Maynard H. Jackson High School [Approved– December 2, 2024]
Strategic Plan
Priority Ranking
For SY 24-25 (Approved 12/4/2024)
Higher
Lower
FY 26 Budget Parameters
FY26 Budget Allocation
24
FY26 Ranked 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 2025. Ensure that students are receiving maximized opportunities for achievement and remediation daily |
Continue to build and maintain a healthy school culture and climate for students, staff, and, parents that encourages intentional and active engagement in extracurricular activities; amplifies and empowers student voice; and incorporates programs, such as SEL, PBIS, 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 extracurricular activities; and decrease suspension rates for all student subgroups. This continues to be a need for our students, but we need to look closely at maximizing our budget to make this work. |
FY 26 Budget Parameters
FY26 Budget Allocation
25
FY26 School Priorities | Rationale |
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 academic supports and guidance, as well as supports to address their Social-Emotional Needs. |
REVIEW OF FY26 SIGNATURE AND TURNAROUND PROGRAM FUNDING PROCESS
26
Overview
* The district is piloting a zero-based budgeting (ZBB) process for Signature and Turnaround Program Funds this year.
* Zero-based budgeting (ZBB) is a budgeting process that allocates funding based on program efficiency and necessity rather than budget history. As opposed to traditional budgeting, no item is automatically included in the next budget.
* As such the initial allocation for these programs at all schools will be $0.
Process
* Principals will develop proposed requests for the personnel and non-personnel they need to support the Signature and/or Turnaround Programs at their schools.
* Principals will share and discuss their proposals and rationale for the proposals with their school GO Team for feedback.
* After discussing with their GO Team, principals will submit their request for review by January 31st. Funding for these programs will be provided the week of February 3rd.
Maynard Jackson HS SSF Allocations AFTER Signature Funds
FY26 Budget Allocation
27
FY26 Budget Allocation
Maynard Jackson HS SSF Allocations
AFTER Signature Funds
28
FY26 Budget Allocation
Maynard Jackson HS SSF Allocations AFTER
Updated Enrollment and Capacity Weight Change (.40 from .25)
FY26 Budget Allocation
Maynard Jackson HS SSF Allocations AFTER
Updated Enrollment and Capacity Weight Change (.40 from .25)
30
FY26 Budget Allocation
Maynard Jackson High School
�FY26 SUMMARY OF PROPOSED STAFFING AND NON-STAFFING
-
31
Previous SUMMARY OF POSITION CHANGES TO SUPPORT THE FY26 BUDGET
32
Proposed REMOVE (8) From 2/11/25 | Updated REMOVE (4) |
Shift 4 Teacher Allocations to GIFTED (0 teacher abolishments) | |
1 – College Advisor (school-funded) | |
1 – Graduation Coach | |
1 – Media Center Paraprofessional | 1 – Media Center Paraprofessional |
3 – Non-instructional Aides | 1 – Non-instructional Aide |
2 – School-funded Paraprofessionals | 2 – School-funded Paraprofessionals (1 currently vacant) |
1 – Annual SBM (Shift to 231-Day) | Maintain Annual SBM (about $13,000 difference) |
SUMMARY OF POSITION CHANGES TO SUPPORT THE FY26 BUDGET
33
Summary of Changes, since 2/11/2025 Feedback Meeting |
|
SUMMARY TAB OVERVIEW
34
Position Title | Earned | Funded | Staffed | Dif | Comments |
Teachers | | | | | |
Middle School Core | | 49.50 | - | (49.50) | |
Middle Electives | | 19.00 | - | (19.00) | |
Teacher Math 6-8 | | | 11.00 | 11.00 | |
Teacher Science 6-8 | | | 10.00 | 10.00 | |
Teacher Social Studies 6-8 | | | 10.00 | 10.00 | |
Teacher ELA 6-8 | | | 9.00 | 9.00 | |
Teacher Art 6-8 | | | 2.00 | 2.00 | |
Teacher Band 6-8 | | | 1.00 | 1.00 | |
Teacher Music 6-8 | | | 2.00 | 2.00 | |
Teacher Orchestra 6-8 | | | 1.00 | 1.00 | |
Teacher Physical Ed 6-8 | | | 7.00 | 7.00 | |
Teacher Performing Arts 6-8 | | | 2.00 | 2.00 | |
Teacher World Language 6-8 | | | 12.00 | 12.00 | |
Teacher Gifted | | 13.00 | 11.00 | (2.00) | |
Teacher Social Emotional Learning | | | - | - | |
EIP TEACHERS | | 3.50 | 5.00 | 1.50 | |
Teacher REP 6-12 | | | 5.00 | 5.00 | |
Example
The Summary Tab provides a summary of the staff in our school. The columns show how many positions are:
MJHS SUMMARY TAB
35
36
37
38
39
NON-STAFFING TAB OVERVIEW
FY26 Budget Allocation
40
Description | Rec. | Allocation | Diff | Notes |
|
|
|
|
|
Reserve | $ 291,149 | $ 291,149 | $ - |
|
Teacher Stipends |
|
| $ - |
|
Secretary Overtime |
|
| $ - |
|
Contracted Services for Instruction |
|
| $ - |
|
Contracted Services for Professional Development |
|
| $ - |
|
Web-based Subscriptions and Licenses |
|
| $ - |
|
Signature Program Communication/Shipping Fee |
|
| $ - |
|
Computer Software |
| $ - | $ - |
|
Mileage |
|
| $ - |
|
Student Transportation-APS Buses |
|
| $ - |
|
District Funded Field Trips | $ 60,886 | $ 60,886 | $ - |
|
Teaching/Other Supplies | $ 81,900 |
| $ (81,900) |
|
Signature Program Supplies |
|
| $ - |
|
Computer Equipment |
|
| $ - |
|
Media Supplies | $ 13,104 |
| $ (13,104) |
|
Example
The Non-Staffing Tab shows how funds are allocated for non-staff items in the school. There is school-level flexibility for most of these items. The tab has columns for:
41
MJHS NON-STAFFING TAB
NON-STAFFING TAB CONTINUED
42
DESCRIPTIONS OF STRATEGIC PLAN�BREAKOUT CATEGORIES
43
FY26 STRATEGIC PLAN BREAK-OUT
44
Priorities | Strategies | Requests | Amount |
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. Maintain a robust offering of AP, IB, Dual Enrollment, Fine & Performing Arts, and CTAE courses that is reflective of all subgroups of our school population. | 1A. Improve the academic program (instruction, remediation, acceleration) in order to meet the individual academic needs of all students. 1B. Ensure PLCs are focused on planning inquiry-based, rigorous, technology-rich, student-centered lessons and units; creating quality assessments; and using data to inform instructional decisions for all learners (i.e. SWD, gifted, SST/504) 1C. Provide daily instructional support to teachers to improve achievement levels. |
| ~$16,000,000 [includes ~ $12,540,000, plus $3,460,000 for Exceptional Ed teachers] |
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. | 2B. Improve the personal, social, and counseling support to meet the individual social, emotional, and physical needs of all students. 2C. Incorporate Social Emotional Learning (SEL) school-wide into instruction. 1D. Utilize data, academic counseling, and recruitment to increase enrollment in our AP/IB DP/IB CP classes, with a focus on underrepresented sub-groups. | Maintain:
Note: We are still funded for 2 School Social Workers and F/T Nurse | ~$1,440,000 |
Continue to build and maintain a healthy school culture and climate for students, staff, and, parents that encourages intentional and active engagement in extracurricular activities; amplifies and empowers student voice; and incorporates programs, such as SEL, PBIS, and No Place for Hate. | 2B. Improve the personal, social, and counseling support to meet the individual social, emotional, and physical needs of all students. 2D. Offer school-wide Positive Behavioral Intervention and Supports (PBIS) initiatives (including incentives and results). |
| $730,000 |
FY26 STRATEGIC PLAN BREAK-OUT
45
Priorities | Strategies | Requests | Amount |
Build systems and resources to support IB implementation. | 1D. Utilize data, academic counseling, and recruitment to increase enrollment in our AP/IB DP/IB CP classes, with a focus on underrepresented sub-groups. 1E. Fully implement the IB MYP Framework with fidelity across Years 4 and 5. 1F. Leverage the IB CP to allow more students to complete one or more CTAE Pathway |
| ~$670,000 |
Build systems and resources to support IB implementation. 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. | 4A: Ensure school has the resources, budget, and flexibility to support targeted subgroups, advanced students, and robust extracurricular programs. 2B. Improve the personal, social, and counseling support to meet the individual social, emotional, and physical needs of all students. | Maintain School Business Manager in lieu of Bookkeeper allocation. Note: SBM also supports Master Scheduling and Student Services. Maintain Registrar and Records Clerk | ~$350,000 |
Implement a long term structural plan to deal with the ongoing COVID impacts on our education, with a specific focus on literacy and numeracy. | 2A. Provide remediation and/or enrichment based on student data, with a specific focus on the learning gaps/impacts related to the pandemic. This includes during the day interventions and the Jaguar Learning Lab programs |
| ~$ 50,000 |
FY26 BUDGET BY FUNCTION
46
School | Maynard H. Jackson, Jr. High | | | |
Location | 0186 | | | |
Level | HS | | | |
Principal | ADAM DANSER | | | |
Projected Enrollment | 1589 | | | |
| | | | |
Account | Account Description | FTE | Budget | Per Pupil |
|
|
|
| |
1000 | Instruction | 115.70 | $15,489,825 | $9,748 |
2100 | Pupil Services | 17.60 | $2,035,965 | $1,281 |
2210 | Improvement of Instructional Services | 6.00 | $977,271 | $615 |
2213 | Instructional Staff Training | - | $3,000 | $2 |
2220 | Educational Media Services | 1.00 | $149,001 | $94 |
2400 | School Administration | 15.00 | $1,882,267 | $1,185 |
2600 | Maintenance & Operations | 10.00 | $900,252 | $567 |
2700 | Transportation | - | $50,000 | $31 |
Total | 165.30 | $21,487,581 | $13,523 | |
* Based on Current Allocation of School Budget
FY26 BUDGET BY FUNCTION
47
* Based on Current Allocation of School Budget
QUESTIONS FOR THE GO TEAM TO CONSIDER AND DISCUSS
48
Strategic Alignment and School-Level Flexibility
QUESTIONS FOR THE GO TEAM TO CONSIDER AND DISCUSS
49
District and Cluster Priorities
DISCUSSION OF RESERVE & HOLDBACK FUNDS
PLAN FOR FY26 LEVELING RESERVE
51
Priorities | Strategies | Requests | Amount |
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. | 1A. Improve the academic program (instruction, remediation, acceleration) in order to meet the individual academic needs of all students. | Rehire TWO (2) Instructional Paraprofessionals to support extended content and support classes | ~$112.000 |
Continue to build and maintain a healthy school culture and climate for students, staff, and, parents that encourages intentional and active engagement in extracurricular activities; amplifies and empowers student voice; and incorporates programs, such as SEL, PBIS, and No Place for Hate. | Maintain a safe and secure learning environment through proximity to students and proactive, direct monitoring. | Rehire ONE (1) Non-instructional Paraprofessional | ~$56,000 |
Implement a long term structural plan to deal with the ongoing COVID impacts on our education, with a specific focus on literacy and numeracy. | 2A. Provide remediation and/or enrichment based on student data, with a specific focus on the learning gaps/impacts related to the pandemic. This includes during the day interventions and the Jaguar Learning Lab programs | Increase funding for Jaguar Learning Lab Teacher Tutors and transportation | $15,000 |
Create an educational and professional environment that will recruit and retain highly effective teachers and support staff, which includes providing the necessary professional development to enhance the quality of instruction and support for students. | 3A. Implement an effective faculty professional learning program that provides the time and resources for teachers to grow in their knowledge of innovative, research-based pedagogy, particularly in Specially Designed Instruction, Increasing Rigor (DOK levels), inquiry-based instruction, IB (MYP, CP, DP), and SEL. 3B. Provide the structure, support, and opportunities to build the instructional and leadership capacity of our staff. | Increase funds available for Stipends/One-time payments to support work completed outside of schedule, including instructional planning, assessment development, unit development. | $35,000 |
3B. Provide the structure, support, and opportunities to build the instructional and leadership capacity of our staff. | Reinstate funding for Instructional and Administrative Travel for PL opportunities (outside of IB)--ex. national/state conferences and/or trainings | $30,000 | |
Maintain a robust offering of AP, IB, Dual Enrollment, Fine & Performing Arts, and CTAE courses that is reflective of all subgroups of our school population. Build systems and resources to support IB implementation. | 1D. Utilize data, academic counseling, and recruitment to increase enrollment in our AP/IB DP/IB CP classes, with a focus on underrepresented sub-groups. 4A: Ensure school has the resources, budget, and flexibility to support targeted subgroups, advanced students, and robust extracurricular programs. |
| $23,000 |
$_271,212_
PLAN FOR FY26 TITLE I HOLDBACK
52
Priorities | Strategies | Requests | Amount |
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. | 4A: Ensure school has the resources, budget, and flexibility to support targeted subgroups, advanced students, and robust extracurricular programs. 3A. Implement an effective faculty professional learning program that provides the time and resources for teachers to grow in their knowledge of innovative, research-based pedagogy, particularly in Specially Designed Instruction, Increasing Rigor (DOK levels), inquiry-based instruction, IB (MYP, CP, DP), and SEL. | Increase funding for Instructional Supplies (to better align with recommended allocation) | $35,000 |
Purchase Chromebooks (to supplement the available supply for students and GMAS Classes) | $46,008 |
$_81,088_
WHERE WE’RE GOING
53
What:
During this meeting we will review the budget, which should be updated based on feedback from the staffing conference, Associate Superintendents, and key leaders. After review, GO Teams will need to take action (i.e., vote) on the FY25 Budget.
Why:
Principals will present the final budget recommendations for GO Team approval.
When:
All approval meetings must be held after staffing conferences. Budgets must be approved by March 15th.
Our next meeting is the Budget Approval Meeting
WHAT’S NEXT?
54
THANK YOU!