ACPS FY 2013 Final Budget · Post Challenge Index places T.C. Williams High School at number 792, which is among the top 4 percent of all high schools. This is a remarkable achievement

Our vision is to set the international standard for educational excellence, where all students achieve their potential and actively contribute to our local and global communities.

FY 2013 FINAL BUDGETALEXANDRIA CITY PUBLIC SCHOOLS

http://www.acps.k12.va.us/Alexandria, Virginia (USA)

July 2012

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Administrative PersonnelMorton Sherman

Superintendent of Schools

GwenCarol HolmesChief Academic Offi cer

Curriculum and Instruction

Madye G. HensonDeputy Superintendent

Student Support & Institutional Advancement

Tammy IgnacioChief Administrative Offi ce

Administrative & Support Services & Community Ombudsman

Stacey B. JohnsonChief Financial Offi cer

Financial Services

School Board

Sheryl Gorsuch, ChairmanHelen Morris, Vice Chairman

FY 2013 Final Budget

Alexandria City Public SchoolsAlexandria, Virginia (USA)

http://www.acps.k12.va.us/

Ronnie CampbellMimi CarterYvonne A. FolkertsBlanche D. Maness

Arthur E. Peabody, Jr. Marc Williams Charles H. WilsonCandra S. Hodges, Clerk of Board

exanddddriiia CCCCiiitty PPPubbbblllliiic SSSSchhhho

Financial Services Department

Stacey B. JohnsonChief Financial Offi cer

Budget Offi ce Staff

Sarah G. RhodesAssistant Budget Director

Richard PatinoBusiness Data Analyst

Linda M. Diaz-PazBudget Analyst II

Shelly SikhammountryFinancial Specialist

ACKNOWLEDGEMENT

The Financial Services staff extends thanks and appreciation to the School Board, principals, executive staff, program managers, and support staff who contributed to the production of the FY 2013 Final Budget. This process takes a tremendous amount of time, effort, coordination, and teamwork. Your hard work and cooperation allow us to prepare and present an effective budget.

The Alexandria City School Board does not discriminate on the basis of race, color, national origin, sex, disability, age, religion, sexual orientation, marital status, status as a parent, or pregnancy in its programs and activities.

Please direct all inquiries regarding ACPS non-discrimination policies to the Chief Human Resources Offi cer, 2000 N. Beauregard St., Alexandria, VA 22311, 703-824-6946.

Association of School Business Officials International®

This Meritorious Budget Award is presented to

Alexandria City Public Schools

For excellence in the preparation and issuanceof its school system budget

for the Fiscal Year 2011-2012. The budget is judged to conform

to the principles and standards of theASBO International® Meritorious Budget Awards

Program.

President Executive Director

Association of School Business Officials International

The Certificate of Excellence in Financial Reporting Award is presented to

Alexandria City Public Schools For Its Comprehensive Annual Financial Report (CAFR)

For the Fiscal Year Ended June 30, 2011

The CAFR has been reviewed and met or exceeded

ASBO International’s Certificate of Excellence standards

Brian L. Mee, SFO, RSBA John D. Musso, CAE, RSBA President Executive Director

SuperintendentMorton Sherman, Ed.D.

School BoardChairmanSheryl Gorsuch

Vice ChairmanHelen Morris

MembersRonnie CampbellMimi CarterYvonne A. FolkertsBlanche D. ManessArthur E. Peabody, Jr.Marc WilliamsCharles H. Wilson

2000 N. Beauregard StreetAlexandria, Virginia 22311

Telephone: (703) 824 6600Facsimile: (703) 824 6699TTY: 711 (Virginia Relay)www.acps.k12.va.us

The Alexandria CityPublic Schools will:

Set the internationalstandard for

educational excellence,where all students

achieve their potentialand actively contributeto our local and global

communities.

ACPS FY 2013 Final Budget

A PERIODIC PUBLICATION PROVIDING IMPORTANT INFORMATION ABOUT OUR SCHOOLS

A DIVISION ON THE RISE2000 N. Beauregard St.Suite 200Alexandria, VA 22311703-824-6635

With a SEVENTEEN PERCENT growth in our student population since 2008, our next school year budget, along with the City’s budget, managed to keep the tax rate flat.

FIFTY-SEVEN PERCENT of our students are eligible for free or reduced meals, one of the highest per-centages in the region.

More eighth-graders took Algebra I or Geometry last year than ever before — with a ONE HUNDRED PERCENT pass rate. We are closing the gap.17%

Vol. 2, No. 2 Spring 2012

A L E X A N D R I A C I T Y P U B L I C S C H O O L S

WWW.ACPS.K12.VA.US

57% aPW100%

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C I T Y P U B L I CC SS C H OO OOO L SA L E X A N D R III AAA CA

Education Digest ▶

Of the approximately 22,000 high schools in the United States, the 2012 Washington Post Challenge Index places T.C. Williams High School at number 792, which is among the top 4 percent of all high schools. This is a remarkable achievement and represents an enormous leap up from the previous year’s ranking. The index uses an approach developed by education columnist and author Jay Mathews: the total number of Advanced Placement (AP) or International Baccalaureate (IB) tests given each year divided by the number of seniors who graduate that year. This approach is intended to give a snapshot of how challenging a school is based on participation in the most difficult courses offered, and it is a measure of how rigorously schools are preparing students for college and higher academic pursuits. Mathews writes that he began the index ratings of public high schools about 14 years ago after observing good teachers prove that

so-called “average” students could thrive in AP, IB and Advanced International Certificate of Education courses — if given extra time and encouragement. T.C. Williams improved from the 2011 ranking by 151 positions nationally, from 943 to 792, and by four positions in the Washington, D.C., metropolitan area, from 91 to 87. Even more impressive is the index ranking for T.C., which this year is 2.172, the highest level in the history of the school — up from 1.884 last year. The index clearly indicates that more students are taking more difficult courses at T.C. Williams High School, and it reflects the overall trend noted for 2011, during which 35 percent of the students took AP courses and tests (also the highest ever at the school). We congratulate the students at T.C. Williams for their many accomplishments and for their willingness to take on the most rigorous programs.

T.C. Williams High School Soars in National IndexWashington Post Challenge Index Ranks T.C. among Top 4 Percent of Schools Nationally

FY2013–2022 CIP Budget AdoptedIn late May, the Alexandria City School Board unanimously approved a highly scrutinized Capital Improvement Program (CIP) budget

totals $360,334,003, providing $58,941,354 in FY2013. A normally straightforward budget approval process was overshadowed by discrepancies in the CIP budget emerging from the facilities department. Though no personal gain occurred, on learning of irregularities, the superintendent and board commis-sioned an external audit that recommended stricter

been implemented along with removal of employees responsible for the discrepancies. After reviewing the new regulations implemented by ACPS, the auditors — Robinson, Farmer, Cox Associates — said they adequately address the rec-

“provide reasonable assurance that the CIP Project work has been performed and the vendor has a valid claim for payment.” In addition, the improved controls “encompass all levels of management involved in

-cesses at the School Board and City Council levels.”

continued on page 3


A message from the Superintendent of Schools about recent

accomplishments of the division.

We care about the success of each of our students and staff members. Learning, performance and achievement are important. Management and oversight are important. Our purpose is to ensure that the whole child is educated. We are progressing toward our vision to set the international standard for educational excellence, where all students achieve their potential and actively contribute to our local and global communities. The 2011-12 school year has brought the national spotlight to Alexandria City Public Schools because of the outstanding work and contributions of our students, teachers, administrators and our community. The ACPS Strategic Plan received a First Place National Magna Award for 2012, one of only 15 programs to receive this recogni-tion from the American School Board Journal, the National School Boards Association and Sodexo School Services. The award recog-nizes school board best practices and innova-tive programs that advance student learning.

This now nationally recog-nized, award-winning plan was developed through a great partnership between the Alexandria City School Board and the 2009 Strategic Planning Team, comprised of community members and ACPS staff. Additionally, Lyles-Crouch Traditional Academy (LCTA) has been recognized as a 2012 National School of Character by the Character Education Partnership. LCTA is one of 24 individual schools and one school district to earn this honor. LCTA was named Virginia’s School of Character before being considered for the national honor. Stacy Hoeflich, a fourth-grade history teacher at John Adams Elementary School, was named the 2011 National History Teacher of the Year this past October. The award was presented by the Gilder Lehrman Institute of American History, HISTORY and Preserve America, which administer the award by seek-ing exemplary history educators who dem-onstrate commitment to teaching American history in the classroom through effective use of documents, artifacts, historic sites, oral his-

tories and other primary resources to engage students. Hoeflich was also named the 2011 Virginia History Teacher of the Year. We are extremely proud to have four students recognized with prestigious honors from the National Merit Scholarship Corporation. T.C. Titans Aduragbemi

Gbopemi Jibodu, a future aerospace engineer, and Saara Kaudeyr, a future physician, are National Achievement Scholars, and Andrew Dewhurst and Kathryn Aplin, both future engi-neers, are National Merit Scholars. We are proud of our accomplishments, as we continue to be purpose-driven to serve all students. Our success is measured one student at a time, with full recognition that we have so much more to do. Our foundation is strong as we build for the future. We encourage you to stay involved and up to date on all that is happening within the division. We’ve even created a Good News page on our website to highlight the heroic work being accomplished by our educators, administrators, students and community. Visit www.acps.k12.va.us/news/good-news to learn more.

ACPS: First-Place Strategy. First-Class Education.

SEVENTY-TWO PERCENT of the ACPS student population are students of color, hail-ing from 128 countries and speaking more than 80 languages at home.

A combined FORTY-ONE PERCENT of our students receive ser-vices from our English Language Learning Office and Special Education program.

Participation in Advanced Placement courses is now THIRTY-FIVE PERCENT, up 9 percent over the past three years.

SIXTY-SEVEN PERCENT of ACPS high school students take at least one CTE course during their four years. Last year, 236 earned CTE certifications.

41% 35% 67%

Q U I C K B Y T E S

inan8072%

2011-2012 Alexandria City School Board


1Students, with their parents, make the choice to attend the T.C. Satellite Campus. Current program capacity is 100 students. Hybrid onsite courses include online learning facilitated by certified teachers.2Satellite students have access to all the extracurricular activities and CTE courses available at the T.C. main campus.3Class schedules include a minimum of 20 hours on site each week. KeepnTrack, an ACPS system, will help check students in and out of the satellite and main campus. See back page to learn more about KeepnTrack.4Meals will be provided and students will receive Metro passes to get to school. As a T.C. student, a personal laptop is provided for learning.5Students will participate in touch-base sessions with counselors, social workers and their teachers.

FAST FACTS ABOUT THE T.C. SATELLITE CAMPUS

INTRODUCING THE T.C. SATELLITE CAMPUS

The traditional way of delivering education doesn’t work for every student. We have to face facts. Although transformation is under way, too many of our students at T.C. Williams High School for myriad reasons may struggle academically or drop out. We have implemented a number of interven-tions to support student learning and success. But it isn’t enough. This fall, ACPS will pilot a new program to offer students the opportunity to complete studies in a way that meets their unique needs. ACPS will offer classes during the day, eve-ning and weekend. This new learning center is designed to deliver a 21st-century curricu-lum that is flexible in sched-uling and student-centered in support. This opportunity prepares our high school students to compete in the global marketplace, but with a down-to-earth approach that recognizes the challenges they face in completing their education. We know that for many, school responsibilities conflict with the demands and needs of families. We hear from students that things happen that occasionally cause their grades to slip, but it’s discouraging when they start to lag behind their peers. And we know one size doesn’t fit all. The imposing size of T.C. Williams High School can be overwhelming and intimidating. We also know that it’s harder to succeed in life without your high school diploma. So there’s no chance we’re going to give up on any student.

Some of the features of this satellite campus include:

Daily access to online and blended learning offered in a convenient location Individual instruction plans from certified teachersA streamlined program targeted toward earn-ing a high school diploma — fastSelf-paced online courses that prepare stu-

dents for collegeAttentive academic supportCareer preparation counseling

Teachers and support staff at the satellite will work one-on-one with students and are com-mitted to knowing students as people and learners, while also maintaining an unending belief that all students can achieve at high levels. They support stu-dent achievement by working closely with students, families, teachers and the community to ensure students benefit from all of the services that are available through ACPS, City of Alexandria agencies and community groups. The onsite portion of the satellite program will be deliv-ered through a flexible 20-hour

minimum schedule each week. The T.C. Satellite Campus is designed to support educational excel-lence for high school students in a nontraditional learning environment. This hybrid approach works. Students and par-ents should contact their T.C. school counselor to register, or Greg Forbes at 703-824-6876, to learn more. Visit acps.k12.va.us/satellite to download a course catalog.

An Innovative Approach to 21st-Century Learning

INTRODUCING

THE LAU

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T.C. SATE

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CAMPUS

A New Learning Experience Designed to Get You to Graduation — Fast! 20-Hour Weekly Courseload Onsite at the Satellite Center Online Curriculum with Dedicated Teachers to Support You You Set the Pace of Your Learning Counselors and Academic Support Internships and Work Experiences

A Titan — Always!You Remain a T.C. Williams High School StudentKeep Access to All Extracurricular Activities on the Main CampusContinue Taking CTE Courses at the Main Campus Free Transportation and Meals Provided

Limited S

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Talk with

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Is It Right

for You?

Your school counselor and family can help you make the right decision. Students who feel that a smaller, more fl exible environment could help them succeed should consider the Satellite Campus. Ask your parents to attend an information session on the T.C. Satellite Campus TONIGHT, MARCH 20, at 6 p.m.

www.acps.k12.va.us/satellite

Learn about courses being offered at the new T.C. Satellite Campus by downloading the Program of Studies at www.acps.k12.va.us/satellite.

In concert with the City of Alexandria, the board annually adopts a CIP budget to cover needed infrastructure improvements for the division. As in years past, this CIP budget sea-son was marked by close attention to capacity and building needs. In addition to having a rapidly growing student population, many of our existing school buildings require various upgrades to address 21st-century educational goals.

To further align the ACPS CIP budget with the to-tal amount approved by City Council, other projects were moved into FY2013, including a new HVAC system for Charles Barrett, building envelope repair for George Mason, painting at John Adams and the

and additional security. ACPS budget documents are available online for public review. Click to acps.k12.va.us/budgets/cip to read them.

CIP BUDGET ADOPTEDcontinued from page 1

REGISTER NOW!


LEND A STUDENT A BIT OF YOUR WISDOM.

V O L U N T E E RBecause their future is in our hands.There are many ways to get involved with our schools. Consider joining our army of volunteers who selflessly give of their time to help, teach, serve, mentor and guide our students. Whether through tutoring, aiding in classrooms, helping out in the lunchroom, shelving books in the library or lending an ear, we couldn’t make it without them.

There’s also a new process for becoming an ACPS volunteer, along with new security proce-dures aimed at keeping our students and facilities safe. You can start the process of coming aboard by visiting acps.k12.va.us/getinvolved.

JEFFERSON-HOUSTON SETS THE NEW PREK-8 STANDARDJefferson-Houston School’s eighth-graders are

the school’s class of 2012 will complete the PreK-8 model that the division has developed for the school. In September, Jefferson-Houston

planned for the division. The others include Patrick Henry and Cora Kelly. “Jefferson-Houston PreK-8 provides a unique opportunity for students to develop meaningful long-term relationships with other students, staff and families,” said Princdipal Ro-salyn Rice-Harris. “We believe that all children can achieve at high levels, and we’re develop-ing the skills to meet every child where they are and direct them toward excellence.” Students who attend a PreK-8 school model limit the amount of transitions they have to make from elementary to high school. “I guess we felt unique in a way because not everyone gets to do what we did,” said Deborah Daniels, an eighth-grader at the school.

has shaped up as a resounding success. The students share that the small classes give them more attention. For the 2011-12 school year, eighth-graders have been challenged to enroll in honors courses, take Algebra and partici-pate in extracurricular activities. This spring, students participated in community internships for exposure to local career opportunities. At the end of the school year, they will have a special ceremony to recognize their accomplishments.

Update on the Construction Project The new Jefferson-Houston PreK-8 School is well underway. The new school building is scheduled to open during the 2014-15 school year. ACPS has held monthly community meetings to solicit input ion on the design and

April, a site plan (Site Plan A) was selected and submitted to Alexandria’s Department of Planning and Zoning. ACPS also formally reported on progress to the City Council. The new 120,000-square-foot school has an approved budget of $44.2 million: $38.7 million for construction and $5.5 million for soft costs such as design, project management and legal services. Now that the site plan has been selected, design work on the building will begin in earnest, in consultation with the Parker-Gray Board of Architectural Review, Planning and Zoning staff and members of the community. One of the next steps will be the selection of a construction manager. Construction is slated to start in April 2013. Tentatively, public hearings on the project’s special use permit are sched-uled to be heard by the Planning Commission and City Council in November. VMDO Architects of Charlottesville leads the design team, and Brailsford & Dunlavey pro-vides project management services. ACPS will continue to engage the Jefferson-Houston com-munity as this project moves forward. For more information, contact Mark Eisenhour, ACPS project lead, at 703-965-3418. Stay up to date on progress and learn when community meet-ings take place by following the project online. Visit acps.k12.va.us/board/jh-project

DEPARTMENT OF COMMUNICATIONS AND PUBLIC RELATIONS2000 N. Beauregard StreetAlexandria, VA 22311

phone | 703-824-6635email | [email protected]

http://www.acps.k12.va.us/news

@ACPSk12

SAFETY ALWAYS COMES FIRSTIn March, ACPS implemented a new visitor sign-in system to help ensure student safety. KeepnTrack is an upgrade to the current sign-in system in our schools. KeepnTrack screens all visitors, including parents, PTA members, community members and vendors. Using names and birth-dates, visitors are screened against the National

Sex Offender Registry. If a match is found, entry will be denied and the visitor will be asked to see the

designated building administrator, who will follow Alexandria City School Board Policy KNA. A separate KeepnTrack pro-cedure applies to volunteers. Learn more

at acps.k12.va.us/getinvolved/volunteer or call 703-824-6676.

MEETING THE ENROLLMENT CHALLENGE HEAD ONAlexandria City Public Schools enrollments have grown from 10,600 in the spring of 2008 to more than 12,400 (17.4 percent) this spring, while budgets have increased an aver-age of only about 2 percent per year. Projected enrollment for the 2012-13 school year includes a 3.3 percent growth (about 412 students). ACPS has proudly maintained smaller class sizes for an enhanced learning environment for students. Class size caps — 20 for kindergarten, 22 for grades 1 and 2, and 24 for grades 3 to 5 in elementary schools — remain the smallest in Northern Virginia. However, with projected enrollment increases and in an effort to allow students to attend their neighborhood schools, the Alexandria City School Board this year voted to allow the Superintendent of Schools the option to increase kindergarten class size caps by two students if needed. The significant capacity needs that face ACPS require additional resources of space

and staff to serve the needs of students. To accommodate this year’s increased enroll-ment, 20 modular classrooms were added to existing school sites. For the upcoming school year, at least eight modular classrooms will be completed. The modified enrollment policies currently in effect for grades K-5 will continue to maximize the use of limited classroom space. The major capacity projects currently planned include the new Jefferson-Houston School, a 56-room addition for secondary capacity and a fourth new elementary school at a site to be determined. Achieving the capacity to serve our grow-ing population of students is a community challenge that we must monitor, plan for and speak out about with candor. The 2013 Operating Budget and the FY 2011-2016 Capital Improvement Program (CIP) address the capacity needs; however, this is a signifi-cant, continuing matter that we must study and address.

Superintendent’s MessageFY 2013 Proposed Budget

January 19, 2012

Students, Staff, Parents, Members of the School Board and the entire Alexandria Community:

I am honored to present to you my FY2013 operating budget which is dedicated to the amazing students who attend our schools. It is my privilege to serve our students and this community.

The proposed budget is designed to move us forward in our school division’s transition to academic excellence. I know that I am joined by every adult in our community in wishing to provide the best possible education to each and every ACPS student. This year, more than any other so far in my time as your Superintendent, I am struck by the urgency and importance of the work we must do as a school division.

A Schools division’s Budget must always, first and foremost, focus on what is best for students. When we create a list of questions to be asked in developing a budget or in making any decisions in a school division, of course we always ask first what is best for the students.

We must also understand and respect economic realities.

I believe that the budget I am proposing for the 2012-2013 school year is an excellent budget, which balances the needs of our students, our community’s expectations, and the constrained economic resources.

Focus and Guiding PrinciplesIn this, my fourth ACPS budget, we again pledge to focus on you, our students and your success. We have made difficult and courageous decisions to achieve this goal. During our budget development process, the ACPS central office staff and school leaders agreed on four guiding principles:

Our over-arching priority is to ensure that each and every student achieves at the highest level and that the achievement differences among our students are closed

SuperintendentMorton Sherman, Ed.D.

School BoardChairmanSheryl Gorsuch

Vice ChairmanHelen Morris

MembersRonnie CampbellMimi CarterYvonne A. FolkertsBlanche D. ManessArthur E. Peabody, Jr.Marc WilliamsCharles H. Wilson

2000 N. Beauregard StreetAlexandria, Virginia 22311

Telephone: (703) 824 6600Facsimile: (703) 824 6699TTY: 711 (Virginia Relay)www.acps.k12.va.us

The Alexandria CityPublic Schools will:

Set the internationalstandard for

educational excellence,where all students

achieve their potentialand actively contributeto our local and global

communities.


To achieve this, we will:

Support our staff as we hold them accountable to being effectively focused on the learning of all our students

Target every resource, whether it be people, materials, or services, on the above priority

Use data and the ACPS learning model for decision making

Our ACPS Strategic Plans five goals are reflected in every aspect in this budget:

Ensure all students demonstrate significant academic growth, and dramatically improve achievement outcomes for students below grade level.

Provide a rigorous, relevant, and internationally benchmarked education to enable all students to succeed as citizens in the global community.

Create an exceptional learning environment.

Implement a focused, transparent governance model which incorporates effective communication and evidence-based decision making.

Provide clean, safe and conducive learning environments that utilize best practices for energy efficiency and environmental sustainability.

A Changing World

We have experienced extraordinary changes in our country and in Alexandria over the past four years that have and will continue to directly impact all of our lives. When I began working on my first budget in August, 2008, we were entering a period of economic fragility that has been historic in length and severity.

More children live in poverty in 2010 (21.5%) than in 2008 18.5%

If you were a family of 4 earning less than $22,314 in 2010, you were classified as living in poverty. There were 46.2 million people living in poverty in 2010 -- 15.1% of our country -- compared to 13.2% in 2008.

Almost one in five people in the United States were at 125% of the poverty level or below – less than $28,000 in annual income for a household of 4.

The unemployment rate was 5.8% and rising. This November’s unemployment rate was 8.6%, down from the high of 9.8% in November 2010.

Income per capita in the United States was $27,305 in 2008; it fell 3% by 2010 to $26,487 per person

Housing prices, as measured by the Case-Schiller index, are down 33% since their peak


Each of these is a symptom of a greater change. We are no longer in a period of historic growth. From the 1970’s through the 1990’s income per capita rose steadily, increasing on average at a 2% compounded rate per year. From 2000 to 2010, income per capita has declined at a compound annual rate of 0.7% or a total decline of 6.4%.

Our local challenges are similar to those at the national level, although our location has shielded us from the depth of the crisis experienced by most of our counterparts throughout the US.

The poverty rate in Alexandria has increased substantially to 9.9%. We are higher than the metro area as a whole, which has an 8.4% poverty rate.

The District of Columbia has the highest rate of homelessness in the nation and the highest rate of childhood poverty in the nation, with Maryland and Virginia also in double digits (12% and 13% respectively)

Per capita income in Washington DC area has been stable during the period, at $57,638 in 2008 compared to $57,671 in 2010

Unemployment has risen, although not to the same extent other areas have experienced. It was 3.3% in August 2008 in Northern Virginia. In September 2011 it was 4.9%.

Housing prices in the DC area are down 27% since their peak.

Our students have lived these changes. More of them are now eligible for free-and-reduced price meals, with an increase in the division average from 49 to 56%, a 14% percent increase in the past five years. Several schools have poverty rates that increased from more than 15 percentage points, including TC Williams High School, Polk, Ramsay, and Cora Kelly Elementary Schools.

The value of education is particularly evident during this period of economic distress, which is why our emphasis on a high school diploma for all of our students rises to the imperative level:

Some of the data behind unemployment rates are striking:

o For example, the unemployment rate for those without a high school diploma was14.4% in the third quarter of 2011, compared to 9.4% in the third quarter of 2008.

o For those with a high school diploma but no college, the unemployment rate is now 9.5%, compared to 5.8% in 2008.

o For individuals with a BA or more, the current unemployment rate is 4.3%, compared to 2.6% in the third quarter of 2008.

Life time income for those with a four-year college degree is estimated to be $1.42 million, compared $0.77 million for a person with a high school diploma.


Why share all of this information. Simply, this data clearly illustrates the importance of the work we do together to make sure our students thrive at ACPS and graduate prepared to succeed at work, in the armed services, in college, and in life.

At ACPS, our focus has been consistent over the past four budget cycles. We are investing in human capital – the knowledge and skills students acquire at ACPS and take into college and the workplace. We are also investing in the human capital embodied in your teachers and the staff that support your teachers, from principals to social workers to bus drivers to central office staff.

Transitioning and Transforming To Excellence

In this period of constrained economic resources, Alexandria’s investment in our public schools has made a difference. Over the past three years, we have seen some significant academic accomplishments:

Charles Barrett received a Virginia State Board of Education Competence to Excellence Award – Jan. 2012

Elementary math scores are improving: o Cora Kelly 98% pass rate… the highest ever for any elementary school in the history of

ACPS… and in fact, 100% of last year’s Cora Kelly students passed the math SOLs

o Matthew Maury 92% pass rate

o William Ramsay 84% pass rate

67% of ACPS middle school students are enrolled in one or more honors class this year

51% of ACPS 8th grade students exited middle school having completed Algebra I or Geometry with a 99% pass rate

TC Williams received the highest passing rates ever o Math, 83%

o Writing, 94%

o English/ Language Arts, 95%

English Language Learners and students with disabilities are participating in general education classrooms at greater percentages than ever before

Our ACPS Learning Model serves as a framework as we center on Curriculum, Instruction, and Relationship as the cornerstones of improvement

ACPS has created and is implementing a rigorous, 21st century K-12 Curriculum

Yet, we know that there is so much work to do. The decades-old and ongoing achievement difference among our students cannot continue. Our black and Hispanic students, our English Language learners


and our students with disabilities deserve better. We have sharpened our focus and targeted significant resources in our FY2013 budget to address the disproportionalities that exist among our students. The Board has set division-wide priorities with metrics to help address these areas:

Special Education

Elementary Reading & Literacy

Curriculum Implementation

English Language Learners

Middle Schools

T. C. Williams

Talented and Gifted (K-12)

Budget Highlights

Tonight, I am proposing a FY2013combined-funds budget of:

$236,331,598

Which includes:

General operating funds: $215,691,137

Grants: $13,741,480

School Nutrition Funds: $6,898,981

The proposed total combined operating budget increases 1.8% ($4,262,145).

The general operating fund increases 2.4%.

The proposed City appropriation is an increase of 3.2% ($180,351,730).

The City appropriation per student will fall slightly from FY 2012 to FY 2013, from $14,099 to $14,092. This compares to a City appropriation per student of $14,962 in FY 2009. The decline over the entire period is $870 or almost 6%. These changes are due to the continuing increase in student enrollment of 1,573 students over the same time period, a rise of slightly over 14%.

In our ongoing effort to even more sharply focus our constrained existing resources on our core mission of educating K-12 students, we have reallocated $14,400,761 in the proposed FY2013 budget. Since FY2010, we have re-programmed a total of more than $64.0 million.

Given the increases in our VRS contribution and the rising costs of health insurance, we have made very difficult decisions that will keep our budget growth at a reasonable level. This has meant eliminating 21


Central Office positions, shifting 0.71% of the VRS Group Life rates to employees and increasing the VRS employee contribution from 1% to 2% for Plan 2 employees. We have also proposed the use of $1.2 million from the VRS set-aside fund balance, which we will replace if the General Assembly sets a VRS rate lower than the one proposed by the Governor.

In recognition of the urgency of our mission, our FY2013 proposed budget includes:

Investment In Student Success

Continuation of our small elementary class size ratios, the low secondary class sizes, and the low student/counselor ratios at our secondary schools. Total cost for all elementary and secondary core instruction positions, and for secondary guidance counselors:

o $71.1 million; 729.15 FTE; 33% of the total operating fund.

Support for a projected 3,178 ELL students with revised staffing formulas to accommodate shifting student population. ELL student growth has leveled out after several years of growth. Total expenditures for our ELL students:

o $9.8 million; 104.5 FTE (excluding grant funding); 4.5% of the total division budget

Support for a projected 1,478 special education students, with revised staffing formulas to accommodate shifting student population, without a reduction of overall special education staffing. Special education student enrollment has decreased again in the current year, for a total decrease of about 260 students over the past four years. Total expenditures on our special education students:

o $24.0 million; 286.35 FTE (excluding special education transportation costs and grant funding); 11% of the total division operating fund budget.

Student supports, such as full-time registered nurses, social workers, and psychologists in all schools. Total costs for these positions

o $6.4 million; 55.2 FTE; 3.0% of the total operating budget

Conversion of the 21 hours of additional time to three additional contract days for professional learning. Teacher contracts will be 197 days next year and our students will attend school for 185 instructional days. There is no additional cost for this change as our calendar for this year was built on 185 student days, the longest school year in the state.

Centralize tutoring funds. Each school will submit a proposal describing their school need for and approach to the use of tutoring funds. These proposals must be aligned with their School Education Plan. Total expenditures in these areas:

o $0.4 million

Implementation of the revised secondary program of studies. These expenditures are in addition to the support received by all students, such as homeroom teachers, guidance counselors, principals, social workers, textbooks, and other materials and supplies.


Flexible and Extended Learning Opportunities:

o Extended learning opportunities for all elementary and middle schools: $1.5 million

o Establishment of High School satellite campuses for Flexible and Extended Learning Opportunities for students:

$4.1 million.

o Expansion of our Family and Community Engagement sites: $0.8 million or 4.0 FTE.

Establishment of a competitive funding process for our external partners so their work is focused on the highest ACPS priorities and is measured by the effectiveness of their programs:

o $0.4 million

Increased Enrollment Costs

32.20 FTE additional elementary teachers, paraprofessionals and assistant principals

Staffing reserve of 11.00 FTE plus a special education teacher reserve of 12.00 FTE

Increases in per pupil allocations to schools, based on FY2013 enrollment projections

A materials reserve for increasing per pupil allocations to schools when actual enrollment is greater than projections

Total Cost: $4 million or 55.2 FTE

Investment In Staff

A full step half-way through the contract year

Leadership development targeted at supporting urban school principals and school leaders

Focused and intensive professional development on reading instruction and effective instruction to ensure the success of all our students

Continuous refinement of a coaching model that will support the further implementation of the ACPS 21st Century curriculum and the ACPS Learning and Teaching certificate for all teachers and educational administrators

Placeholder funding for support staff to help offset the increasing costs of health care and other employee benefits

Total investment: $5.1 million or 13.4 FTE


Sharing The Burden

Fund the cost of proposed increases in the VRS contributions from 11.33% to 16.66% for professional employees.

Increase Plan 2 employees VRS contribution from 1% to 2%.

Share cost with employees in the higher rates for life insurance as allowed in Governor’s budget proposal.

Continue current cost sharing between ACPS and employees while covering increases in health benefit rates.

Total cost: $6.8 million

Program Efficiency Savings

Elimination of elementary and secondary summer learning except for K-Prep, ELL, Extended School Year, and Credit Recovery

Elimination of most non-essential travel in school and department budgets

Initiate out-sourcing of security monitor positions, through attrition, and continue outsourcing custodial services through attrition

Reduction of partnership funding as we streamline and focus the partnership grant application process. Each community partner will be asked to submit a proposal to provide services based on the goal of improving student achievement. Current expenditures with partners are $0.7 million; this is reduced to $0.4 million in the FY 2013 proposed budget.

Reduction of existing funds and positions to cover rising costs in other areas Total program efficiency savings: $10.8 million or 45.44 FTE

Conclusion

Students: Each of you is an amazing young person who has limitless potential to succeed. Every dollar in this budget will be spent on ensuring that you achieve that potential and attain your goals. It is my honor to work with you and watch you develop into our future leaders.

Staff: This budget continues our investment in you because we want to recruit and retain only the best and brightest education professionals to guide and support our students.

Parents: We are humbled by your willingness to send your precious children to us each day and we will not fail you or them.

Section I: Executive SummarySection I: Executive SummaryBudget-at-a-Glance 1Budget-at-a-Glance 1Overview of Alexandria Schools 2Overview of Alexandria Schools 2Organizational Information 3Organizational Information 3Financial Information 6Financial Information 6Other Information 18Other Information 18

Section II: OrganizationSection II: OrganizationDivision Structure 29Division Structure 29Budget and Financial Management 43Budget and Financial Management 43

Section III: FinancialsSection III: FinancialsACPS Fund Statements 61ACPS Fund Statements 61Revenue 73Revenue 73Expenditures 81Expenditures 81Capital Improvement Program 97Fiscal Forecast 114Real Estate Property Tax 116Financial ReportsFinancial Reports 119Personnel ReportsPersonnel Reports 145

Section IV: InformationSection IV: InformationOverviewOverview Community Demographics 157 Community Demographics 157 Enrollment & Staffi ng 160 Enrollment & Staffi ng 160 School Allocations 185 School Allocations 185 Cost per Pupil 190 Cost per Pupil 190SchoolsSchools

Elementary 195 Elementary 195 Secondary 256 Secondary 256 School-wide Resources 291 School-wide Resources 291

DepartmentsDepartments Instructional Support 296 Instructional Support 296

Student Support 341 Student Support 341 Support Services 367 Support Services 367

Section V: AppendixSection V: AppendixGlossary iGlossary iAdditional Resources xAdditional Resources x

TABLE OF CONTENTS

EXECUTIVE SUMMARYBudget-at-a-Glance Budget-at-a-Glance 11

Overview of Alexandria City Public SchoolsOverview of Alexandria City Public Schools 22

Organizational InformationOrganizational Information School Board 3School Board 3ACPS Organizational Chart 4ACPS Organizational Chart 4ACPS Leadership 5ACPS Leadership 5

Financial InformationFinancial Information Budget Overview 6Budget Overview 6Budget Priorities 6Budget Priorities 6Combined Fund Statement 7Combined Fund Statement 7Sources of Revenue by Fund 9Sources of Revenue by Fund 9Expenditure Overview by Fund 10Expenditure Overview by Fund 10Major Changes in Operating Expenditures 12Major Changes in Operating Expenditures 12Capital Improvement Program 14Capital Improvement Program 14FY 2013-2017 Fiscal Forecast 17FY 2013-2017 Fiscal Forecast 17

Other InformationOther InformationCost per Pupil 18Cost per Pupil 18Allocation of Positions 19Allocation of Positions 19Student Enrollment and Demographics 20Student Enrollment and Demographics 20

ACPS FY 2013 Final Budget Executive Summary

Budget-at-a-Glance

Alexandria City Public Schools

Combined Expenditures

BudgetFY 2009 Actual FY 2010 Actual FY 2011 Actual FY 2012 Final Budget


$ Change FY 2012 to 2013

% Change FY 2012 to

2013Operating 193,612,634$ 191,044,116$ 193,737,595$ 210,569,152$ 217,954,433$ 7,385,281$ 3.5%

Grants 9,917,408 14,219,056 18,481,156 15,007,096 14,251,475 (755,621) -5.0%

School Nutrition 5,377,937 5,416,552 5,789,373 6,493,205 6,973,818 480,613 7.4%

Total 208,907,979$ 210,679,725$ 218,008,124$ 232,069,453$ 239,179,726$ 7,110,273$ 3.1%

Total FY 2013 Operating Fund Expenditures Budget: $217.95 million, or 3.5% greater than FY 2012. City appropriation totals $179.49 million, or 2.6% above FY 2012. Total positions (full-time equivalents or FTEs) in the operating budget have increased by 21.68 FTEs for a total of 2,033.43.

Total FY 2013 Grants and Special Projects Budget: $14.25 million, decreasing by 5.0% compared to FY 2012. The decrease in the Grants and Special Projects Budget is primarily the result of the expiration of American Reinvestment and Recovery Act (ARRA) funding. Total FY 2013 School Nutrition Budget: $6.97 million, 7.4% more than FY 2012. The school nutrition budget increase is due to higher projected participation in the school meal pro-grams and the rising costs of healthier, whole grain food products, combined with the increases to salaries and benefits accounts as a result of revisions to the Virginia Retirement System (VRS).

G R A N T S , S P E C I A L P R O J E C T S , A N D S C H O O L N U T R I T I O N F U N D S E X P E N D I T U R E S

FY 2009 Actual

FY 2010 Actual

FY 2011 Actual



% Change FY 2009 to

2013

% Change FY 2012 to

2013

Total Enrollment* 11,225 11,623 11,999 12,395 12,798 14.0% 3.3%Total FTEs (all funds) 2,104.54 2,098.45 2,180.88 2,194.91 2,229.83 6.0% 1.6%City Appropriation 167,953,749$ 164,594,674$ 167,886,567$ 174,956,420$ 179,486,405$ 6.9% 2.6%

Since FY 2009, the cumulative, projected enrollment growth of 14.0% significantly outpaces that of FTEs and the City appropriation for the same period as shown in the table above.

T O T A L O P E R A T I N G R E V E N U E A N D E X P E N D I T U R E S

ACPS FY 2013 Final BudgetExecutive Summary

Overview of ACPS

Alexandria City Public SchoolsStudents and Schools

Alexandria City Public Schools (ACPS) is one of the most diverse school systems in the coun-try and we celebrate and embrace this diversity. Our students come from more than 138 differ-ent countries, speak more than 100 languages, and represent a rainbow of ethnic and cultural groups. They are both ethnically and economi-cally diverse and all are welcomed. The City of Alexandria and Alexandria City Public Schools are dedicated to ensuring academic success for each and every student.

The school division is made up of twelve el-ementary schools, one Pre-K-8 school, fi ve middle (grades 6-8) schools, and one high school with two campuses (a 9th grade cam-pus and a separate campus for grades 10-12). ACPS also operates a program at the Deten-tion Center and an interim education program. For FY 2013, as part of the budget process, the School Board approved a new model of fl ex-ible learning which will be offered at a satellite campus.

Most of ACPS’ school buildings were built between the 1940’s and 1960’s, underlining the need for maintenance and replacement of aged systems. Over the next fi ve years, four of the 20 ACPS facilities will be older than the recom-mended 75-year life span.

ACPS is the 23rd largest of 132 school divi-sions in the Commonwealth of Virginia and is surrounded by three of the fi ve largest Virginia school divisions--Fairfax, Prince William, and Loudoun County Public Schools. Enrollment has grown 14.0% or 1,573, since FY 2009, ACPS has experienced signifi cant enrollment increases over the past few years.

Governance

The Alexandria City School Board is a nine-member elected body that adopts policy for the daily operation of schools and ensures that school laws and ordinances governing the public schools in the Commonwealth of Virginia are properly explained, enforced, and observed. The City is divided into three voting districts and three Board members are elected from each district; each member serves a three-year term. School Board members will be elected in November 2012 and their terms will begin on January 1, 2013. During the orga-nizational meeting held in July, the beginning of every fi scal year, Board members select a Chairman and Vice Chairman. This process will occur again in January when new members are elected.

Dr. Morton Sherman is the Superintendent for the school division. The Superintendent’s mission is to ensure that each and every child receives the highest quality education and in-struction. He and his executive leadership team set the school division’s direction, implement policy, and manage division-wide operations.

The School Board adopted an award winning strategic plan in March 2009 that outlines ACPS goals and objectives. This plan serves as the framework for all resource allocation and deci-sion making.

The children of Alexandria have benefi ted sig-nifi cantly from the strong support of City Council and the Alexandria community.


Organizational Information

School Board meetings are typically held on the fi rst and third Thursdays of the month in the School Board Auditorium at 2000 North Beau-regard Street. Board meetings are televised in Alexandria on Channel 70, streamed live and archived on the ACPS web site. Meeting agen-das are maintained online at esbpublic.acps.k12.va.us and the School Board Offi ce. They are also posted online at www.acps.k12.va.us/board/meetings/. For more information, please contact the Clerk of the Board at 703-824-6614.

Any citizen may address the Board at any regu-lar meeting during the designated period called “Communications and Addresses to the Board.” Persons wishing to appear before the School Board are requested to contact the Clerk for placement on the agenda. A reasonable period of time, as determined by the School Board, will be allocated at each regular meeting for citizens to present matters of concern.

As designated by the School Board, the Super-intendent of Schools is responsible for the day-to-day operations of the school division.

From left to right: School Board members: Helen Morris (Vice Chairman), Sheryl Gorsuch (Chairman), Morton Sherman (Superintendent), Charles Wilson, Mimi Carter, Ronnie Campbell, Blanche Maness, Marc Williams, Arthur Peabody Jr., Yvonne Folkerts



Alexandria City Public SchoolsOrganizational Chart

Overview

Students and SchoolsPre-K-5 Principals

K-5 PrincipalsPre-K-8 Principals

Middle School PrincipalsHigh School PrincipalAlternative Programs

Strate

gic

Plann

ingOrganizational

Culture

Alexandria CitySchool Board

Chief Administrative OfficerTammy Ignacio

Administrative and Support Services and Community Ombudsman

T.C.Williams Internal Lead PartnerEducational Facilities

School Nutrition ServicesPupil Transportation

Organizational Improvement

Dr. Morton Sherman, Superintendent

Deputy SuperintendentDr. Madye Henson

Student Support and Institutional Advancement

Student Support Services and Policy Development

Technology Services Communications and Public Relations

Volunteerism and Community Partnerships

Equity and Cultural CompetencyT.C. Satellite and Alternative Student

ServicesDevelopment and GrantsInstitutional Advancement

Chief Academic OfficerDr. GwenCarol Holmes

Curriculum and InstructionCurriculum Design Services

Professional LearningSpecial Education Services

Talented and Gifted ServicesAdult Education ELL Services

Pre-K-12 ProgramsSchool Transformation

Title I Programs

Organizational

Improvement Lead

ership

Deve

lopme

nt

Community

Community

Community

Community

July 2012

Human Resources Financial ServicesAccountability



Executive Staff

• Morton Sherman, Superintendent• GwenCarol Holmes, Chief Academic Offi -

cer, Curriculum and Instruction• Madye G. Henson, Deputy Superintendent,

Student Support & Institutional Advance-ment

• Tammy Ignacio, Chief Administrative Of-fi cer, Administrative and Support Services and Community Ombudsman

• Stacey B. Johnson, Chief Financial Offi cer, Financial Services

• John Brown, Executive Director, Curriculum Design Services

• Elizabeth Hoover, Executive Director, Tech-nology Services

• Kevin North, Chief Human Resources Of-fi cer, Human Resources

• Clinton Page, Executive Director, Account-ability

• Margaret M. Walsh, Executive Director, Student Support Services and Policy Devel-opment

School Principals

• Seth Kennard, Charles Barrett Elementary School

• Brandon Davis, Cora Kelly School for Math, Science, and Technology

• Deborah Thompson, Douglas MacArthur Elementary School

• Kevin West, George Mason Elementary School

• PreAnn Johnson, James K. Polk Elemen-tary School

• Rosalyn Rice-Harris, Jefferson-Houston Elementary School

• Grace Taylor, John Adams Elementary School

• Patricia Zissios, Lyles-Crouch Traditional Academy

• Lucretia M. Jackson, Matthew Maury El-ementary School

• Peter Balas, Mount Vernon Community School

• Ingrid F. Bynum, Patrick Henry Elementary School

• Rene Paschal, Samuel Tucker Elementary School

• Rosario Casiano, William Ramsay Elemen-tary School

• Benjamin Costa, Francis C. Hammond 1 Middle School

• Jason Sutton, Francis C. Hammond 2 Middle School

• Andrea Sparks-Brown, Francis C. Ham-mond 3 Middle School

• Gerald Mann, George Washington 1 Middle School

• Linda Whitfi eld, George Washington 2 Middle School

• Suzanne Maxey, T.C. Williams High School• Julie Crawford, Northern Virginia Juvenile

Detention Center

The ACPS Leadership team consists of:(As of July 2012)


Financial Information

Budget Overview

The FY 2013 Final Budget recognizes the current economic environment and refl ects a thorough review of all programs and services to focus on student achievements. Using the strategic plan and ACPS guiding principles as the framework for budget decisions, the ACPS School Board has adopted an operating fund budget with expenditures totalling $217.9 mil-lion, an increase of $7.4 million or 3.5% com-pared to FY 2012.

Total funded positions show a net increase of 21.68 FTE or 1.7%. This includes an increase of 140.08 new FTE and a decrease of 118.40 FTE realigned to better direct our limited re-sources to the activities necessary to foster excellence and high student achievement.

The FY 2013 fi nal budget includes $179.5 mil-lion from the City of Alexandria, up $4.7 million or 2.7% compared to FY 2012. State revenue is projected to increase by 14.5% compared to FY 2012.

For FY 2013, overall student growth is pro-jected to increase by 3.3%, or 403 students. Elementary (K-5) enrollment accounts for most of this growth with 362 new students anticipat-ed for the upcoming school year.

FY 2013 Budget Priorities

The FY 2013 fi nal budget continues to invest in people--our students, teachers, and other staff--and moves us forward in meeting ACPS division goals. This budget embraces the challenges of tomorrow and refl ects the fi nan-cial pressures of today’s economy, within the framework of our commitment to improving student learning and preparing all students for college, work, and life. The combined funds budget specifi cally addresses implementation of excellent instructional programs, staff effec-tiveness in ensuring that all children learn, and our increasing facility capacity needs.

ACPS is in the midst of signifi cant transforma-tion, not just at T.C. Williams High School with its designation in 2010 as one of the persis-tently-lowest-achieving (PLA) high schools in Virginia, but in all schools and departments. The achievement gaps that exist for many of our diverse groups of students, can be seen in the historical data over many years.

Although we have made exceptional progress through our division-wide transformation efforts, this is a long-term effort, requiring strategic planning, investment in our staff, professional learning, accountability, and community part-nerships. It requires the full commitment of all members of the ACPS family to “Set the inter-national standard for educational excellence, where all students achieve their potential and actively contribute to our local and global com-munities.”



Combined Fund Statements

The FY 2013 Combined Funds Final Budget consists of the following three separate funds:

Operating Fund: This fund provides for the day-to-day operation of the school division and includes the division’s primary revenue sources from the Commonwealth of Virginia and the City of Alexandria. Revenue increases come from increases in the City appropriation and state revenue. Operating Fund expenditures are pro-jected to increase by 3.5% in FY 2013, from the FY 2012 Final Budget.

Grants and Special Projects Fund: This fund accounts for all federal, state, and local grants. Federal and state grant funds are primarily entitlement funds, allocated to the school divi-sion on a formula basis but operating under grant rules as it relates to requirements, man-agement, performance, and reporting. Grants

and special projects expenditures are projected to decrease by 5.0%, from the FY 2012 Final Budget, due mainly to the expiration of ARRA funding.

School Nutrition Fund: This enterprise fund covers all food service operations and admin-istrative costs, primarily from food sales and federal revenue. It does not include cafeteria personnel who are budgeted in the operating fund. School Nutrition Fund expenditures are expected to increase by 7.4%, from the FY 2012 Final Budget, due to anticipated increases in food prices and staff compensation increases as well as the purchase of larger quantities of whole grain and fresh foods.

The table below shows the combined funds statement for FY 2009 to FY 2011 Actuals and Combined FY 2012 and FY 2013 fi nal budgets. Expenditures are expected to increase by 3.1%, from the FY 2012 Final Budget, overall.

Fund FY 2009ActualFY 2010Actual FY 2011 Actual



Change FY 2012 Final Budget to FY 2013 Final

Budget

PercentChange

Operating FundBeginning Balance 7,886,233 13,139,007 14,445,069 6,985,475 6,778,835 (206,640) -3.0%Revenue 198,865,408 192,350,178 195,270,386 203,583,677 211,175,598 7,591,921 3.7%Expenditures 193,612,634 191,044,116 193,737,595 210,569,152 217,954,433 7,385,281 3.5%Fund Balance* 13,139,007$ 14,445,069$ 15,977,860$ -$ -$ -$ 0.0%

Grants and Special Projects FundBeginning Balance 1,552,093 1,536,897 2,267,148 1,303,485 1,788,782 485,297 37.2%Revenue 9,902,212 14,949,307 18,967,322 14,425,095 14,095,024 (330,072) -2.3%Expenditures 9,917,408 14,219,056 18,481,156 15,007,096 14,251,475 (755,621) -5.0%Fund Balance* 1,536,897$ 2,267,148$ 2,753,314$ 721,485$ 1,632,330$ 910,846$ 126.2%

School Nutrition FundBeginning Balance 1,040,298 1,370,189 1,661,382 - 2,062,504 2,062,504 NARevenue 5,707,932 5,707,745 6,175,495 6,508,205 6,898,981 390,776 6.0%Expenditures 5,377,937 5,416,552 5,789,373 6,493,205 6,973,818 480,613 7.4%Fund Balance* 1,370,293$ 1,661,382$ 2,047,504$ 15,000$ 1,987,666$ 1,972,666$ 13151.1%

All FundsBeginning Balance 10,478,623 16,046,093 18,373,599 8,288,960 10,630,121 2,341,161 28.2%Revenue 214,475,552 213,007,230 220,413,203 224,516,977 232,169,602 7,652,625 3.4%Expenditures 208,907,979 210,679,724 218,008,124 232,069,453 239,179,727 7,110,274 3.1%Fund Balance* 16,046,197$ 18,373,599$ 20,778,678$ 736,484$ 3,619,997$ 2,883,512$ 391.5%

Note: Numbers may vary due to rounding.

Combined Fund StatementOperating, Grants and Special Projects, and School Nutrition Funds

*Includes encumbered carryover, prepaids, designated beginning balance for the next fiscal year, and undesignated beginning balance for the following fiscal year



As shown on the chart to the right, the operating fund revenue represents 89.8% and totals $218.0 million of the combined funds budgeted revenue. Grants and Special Projects revenue represents 6.5% and totals $15.9 mil-lion. School Nutrition revenue repre-sents 3.7% and totals $9.0 million of the combined funds budget revenue.

The chart below shows the distribution of salary, benefi ts and non-personnel expenditures for all funds, combined. Total salary and benefi ts expenditures comprise approximately 85.2% of the total combined funds fi nal budget in FY 2013 compared to 84.1% in the FY 2012 fi nal budget.

Operating89.8%

Grants and Special Projects

6.5%

FY 2013 Final Combined Funds BudgetTotal Revenue

School Nutrition3.7%

$0

$50

$100

$150

$200

$250

FY 2009 Actual FY 2010 Actual FY 2011 Actual FY 2012 Final Budget


$131 $130 $136$146 $142

$48 $47 $45$49 $59

$30 $34 $38$37 $36

Dol

lars

, in

mill

ions

ACPS Combined Funds Expenditures FY 2009 - FY 2013

Salaries Benefits Non personnelSalaries Benefits Non-personnel



Sources of Revenue by Fund

Operating Fund: The primary source of oper-ating revenue for ACPS is the City appropriation which comprises 82.4% of projected operat-ing revenue. State revenue is much smaller at 14.2%, and beginning balance, local, and federal revenues are approximately 3.4%, combined.

The beginning balance represents the unen-cumbered, undesignated, unspent funds from two years prior. In FY 2011 this amount was $2.88 million. In FY 2012, the school board set aside $3.90 million as reserve for Virginia Re-tirement Service (VRS) rate increase in future years. For FY 2013, $1.10 million of the VRS set aside is included as beginning fund balance to offset the additional cost increase resulting from the VRS rate increase. In addition, the Board resolution approved the use of the remaining $2.8 million of VRS set-aside as beginning fund balance. The total beginning balance of $6.78 million is a decrease of approximately $0.21 mil-lion, or 3.0%, from the amount budgeted for FY 2012.

The City appropriation of $179.49 million is an increase of $4.53 million, or 2.6% greater than

the previous fi scal year. Although this is an in-crease over last year, the City appropriation per student has declined by $937 since FY 2009, as seen in the chart below.

State revenues are projected to total $30.96 mil-lion, an increase of $3.93 million or 14.5%. State revenues are projecting decreases in a few Aver-age Daily Membership (ADM) driven items offset by a large increase in sales tax revenue projec-tions. The increase in sales tax is the result of a new methodology for distribution of state sales tax as proposed by the Governor.

Beginning Balance3.1%

State Funds14.2%

L l F d

City Appropriation82.4%

Operating Fund Revenue Sources FY 2013 Final

Local Funds0.3%

Federal Funds0.0%

$167,953,749 $164,594,674

$167,886,567

$174,956,420

$179,486,405 $14,962

$14,161

$14,002

$14,115

$14,025

13,400

13,600

13,800

14,000

14,200

14,400

14,600

14,800

15,000

15,200

$110,000,000

$120,000,000

$130,000,000

$140,000,000

$150,000,000

$160,000,000

$170,000,000

$180,000,000

$190,000,000

FY 2009 Actual FY 2010 Actual FY 2011 Actual FY 2012 Final Budget


City

App

ropr

iatio

n

City Appropriation: Total and Per Student

City Appropriation City Appropriation per Student



Local revenues total $0.66 million in FY 2013, a decrease of $0.87 million or 56.9%. The de-crease comes from lower projections of fee col-lections and indirect cost recovery as a result of the expiration of the American Reinvestment and Recovery Act (ARRA) funding.

Federal funds total $0.08 million, fl at with FY 2012. These funds support the ROTC program, additional federal support through ACPS re-ceives entitlement grants which are budgeted in the Grants and Special Projects Fund.

Grants and Special Projects Fund: Total budgeted revenues in this fund are projected to increase by $0.16 million, or 1.0%. The budget-ed beginning balance increased $0.49 million, or 37.2%. Additional grant funding may be avail-able during FY 2013 through the use of carry-over from prior year grant funds. Overall, federal grants are decreasing due mainly to the expira-tion of the American Recovery and Reinvestment Act (ARRA) grants.

School Nutrition Fund: An increase in rev-enues of $2.45 million or 37.7%, is mainly the result of not budgeting for a beginning balance in FY 2012, as the School Nutrition Fund had not yet built up a three-month operating reserve. Additionally, a result of an increase in free and reduced percentage rate and increased partici-pation in the school meal program.

Additional information can be found in the Finan-cials section.

Expenditure Overview by Fund

Operating Fund: The FY 2013 operating fund budget totals $217.95 million, an increase of $7.38 million or 3.5% when compared to the previous fi scal year’s budget.

Salary accounts increase by $5.71 million or 4.2% compared to the FY 2012 Final Budget. ACPS provided all eligible employees with a 7.2% market rate adjustment to offset increases in employee paid VRS benefi t costs. The ben-efi t expenditures grow by $1.89 million or 4.1%,

primarily the result of increases in the Virginia Retirement System (VRS) plan rates, VRS Re-tirement Health Insurance Credit (RHIC) rates, and increasing health care costs.

Non-personnel accounts decreased by $0.21 million or 0.73%. The breakdown of expenditures for personnel and non-personnel for FY 2013 are shown in the pie charts on the next page. Additional details can be found in the Financials section of this document.

Grants and Special Projects Fund: The total budgeted expenditures for grants and special projects in FY 2013 is $14.25 million, a decrease of $0.76 million or 5.0%.

Salary accounts increased by $0.07 million or 0.9%. Benefi t accounts increased by $0.58 or 24.5%. Non-personnel accounts decreased by $1.4 million or 29.7%. These changes are seen in more detail in the Financials section of this document. These are still preliminary estimates (as in previous years) that will be adjusted in the fall when fi nal grant awards are typically con-fi rmed by the grantors. In addition, carry-over funding will be determined based on the FY 2012 year-end audited actual expenditures.

Total salaries and benefi t expenditures from the grants and special projects fund account for $10.9 million, or approximately 76.7% of the total grants and special projects budget.

School Nutrition Fund: The school nutrition fund provides for all food services’ operating and administrative costs. The FY 2013 budgeted expenditures total $6.97 million, an increase of $0.48 million or 7.4%.

Salary accounts increased by $0.32 million or 15.4% while benefi ts accounts decreased by $0.06 million, or 6.8% as a result of the formen-tioned MRA and VRS benefi t changes. Non-personnel accounts increased by $0.22 million or 6.3% due primarily to increased maintenance contracts, other professional services, and food supplies. These changes are shown in more detail in the tables in the Financials section of this document.



Operating FundExpenditure Breakdown

Salaries and benefi ts are approximately 86.9% of the ACPS budget. This chart

shows how that portion is spent.

Non-personnel costs make up approximately 13.1% of

the ACPS budget. This chart shows how that portion is

spent.

Other Administrative Scale: Includes other licensed and support

administrators.4.7%

Support Scale: Includesparaprofessionals bus drivers

Teacher Scale: Includesteachers, library media

specialists, school counselors, nurses, social workers and

other teacher scale positions.73.8%

Principals & Asst Principals: Includes all

school principals and assistant principals.

4.2%

Salaries and Benefits by Employee Group, Total $189.50 millionOperating Fund


paraprofessionals, bus drivers,custodians, security, technical,

and clerical staff.17.3%

Communications3.0%

Insurance1.3%

Leases and Rentals10.3%

Miscellaneous1.0%

Travel1.6%

Utilities8.4% Books and Subscriptions

1.0%Supplies

17.8%

Technology12.1%

Textbooks3.4%

Machinery and Equipment

1.1%

Oth C it l O tl

Non-Personnel Expenditures, Total $28.46 millionOperating Fund


Purchased Services37.8%

Other Purchased Services

0.1%Printing and

Binding0.8%

Professional Services

14.3%Purchase of Service from Other Divisions

0.7%

Temporary Help Service Fees

3.2%

Transportation Service3.5%

Internal Services0.9%

Other Capital Outlay0.2%



Major Changes in Operating Expenditures

The FY 2013 operating budget increases by 3.5% or $7.39 million from the FY 2012 fi nal budget. This moderate increase is due to the increases in Virginia Retirement System (VRS) and health benefi t costs, and other enrollment-driven expenditures.

Increases found in other expenditure categories are the result of increases in enrollment, other investments in staff, and other costs required to meet the diverse needs of our students. These increases are offset by signifi cant reductions and realignments in other areas of the budget.

The overall, net increase in the budget of $7.39 million is composed of reductions total-ing $16.79 million and 144.12 FTE, including one-time expenditures and staffi ng reserves. Reductions were used to fund increases, reor-ganizations, and realignments of $24.18 million and 165.80 FTE.

Many factors impact the overall level of ACPS budgeted expenditures and the changes in the budget from one year to the next including:

• Student enrollment growth and the corre-sponding staffi ng required based on staffi ng ratios for elementary, middle, high school, English language learners, and students receiving special education services

• Formula-based allocations for schools (base and technology allocations)

• The value of step and other salary adjust-ments, a function of salary scales, seniority, and the educational levels of staff

• Reallocation of staff based on changes in student needs and effi ciency issues

• The cost of employee benefi ts such as Vir-ginia retirement plans and related benefi ts (as determined by the Commonwealth of Virginia) and health benefi t plan premiums

• Changes in the cost of doing business, such as materials, utilities, fuel, rent, and mainte-nance and repair contracts

• Federal, state, and local mandates • New initiatives to meet student needs and

division goals.

The adjustments to the FY 2013 budget are grouped into six major categories correspond-ing to the guiding principles used during budget deliberations. Major changes are summarized in the table below and represented in the graph on the following page. These changes are de-scribed in detail in the Financials section of this document.

Guiding Categories Reduction Addition Net ChangeAmount FTE Amount FTE Amount FTE

Respond to Enrollment and the Changing Needs of Students

(2,358,798)$ (33.02) $ 4,591,873 61.00 2,233,076$ 27.98

Investing in Student Success (7,838,401) (48.41) 9,410,664 61.45 1,572,263 13.04

Identify Efficiencies and Accountabilities (5,018,747) (44.69) 3,522,436 42.35 (1,496,312) (2.34)

Decisions based on Data and Evidence - - 103,500 1.00 103,500 1.00

Share the Responsibility and Accountability (207,701) - 10,419,663 - 10,211,962 -

Reduction of One-time Expenditures (1,368,738) (18.00) (3,870,469) - (5,239,208) (18.00)

Grand Total (16,792,385)$ (144.12) 24,177,666$ 165.80 7,385,281$ 21.68



$4.59

$9.41

$3.52$0.10

$10.42

($3.87)

($2.36)

($7 84)

($5.02)

$0.00 ($0.21)($1.37)

$0.00

$5.00

$10.00

$15.00

Total Cost of Changes in Expenditures(In Millions)

Budget Additions




($7.84)

($10.00)

($5.00)

Respond to Enrollment and the Changing Needs of Students

Investing in Student Success

Identify Efficiencies and Accountabilities

Decisions based on Data and Evidence

Share the Responsibility and

Accountability

Reduction of One-time Expenditures

Budget Reductions



FY 2013-2022 Capital Improvement Program (CIP)

The Alexandria City Public Schools (ACPS) Capital Improvement Program (CIP) has been updated for the FY 2013-2022 budget cycle. The proposed CIP was presented to the School Board in December 2011 with the fi nal ap-proved CIP adopted on February 2, 2012. Be-tween February and May, the Superintendent, school staff, and City of Alexandria staff re-viewed the division’s enrollment projections and capacity needs to accommodate the expected growth in student population over the next ten years. Technical adjustments were made as well as the additions of emergency/unforeseen and additional capacity projects. The fi nal CIP budget was included as part of the Combined Funds Budget which the School Board ap-proved on May 24, 2012. As in previous years, the CIP continues to be framed by capacity is-sues from continued enrollment growth and the facilities needs assessment performed by an external expert (EMG).

As done in prior years, ACPS has prepared two CIP budget requests. The FY 2013-2022 Needs-Based CIP shows the true need for investment in ACPS facilities, as driven by the areas noted above. The FY 2013-2022 Proposed Constrained- Resources CIP Bud-get modifi es the needs-based budget on the expectation of limits on the availability of capi-tal funding from the City of Alexandria. The needs-based request serves as a continuing benchmark of the investments needed in ACPS facilities over the next 10 years and is used to track project deferrals due to funding con-straints.

Strategic Plan

The ACPS strategic plan addresses improve-ment in student learning for ACPS students through program and instructional improve-ments. Underlying those achievement goals is the fi fth goal of the strategic plan: to provide

clean, safe and conducive learning environ-ments that utilize best practices for energy ef-fi ciency and environmental sustainability.

Strategic objectives under this goal are:

• To integrate environmental stewardship throughout the curriculum, as well as facility design, construction, and operations

• To collaborate with the City of Alexandria to achieve the EcoCity vision

ACPS staff have set as their division objectives 1) to ensure that ACPS facilities will support a high quality 21st century learning environment through a long-term facilities plan that enhanc-es community schools; and 2) to achieve the EcoCity vision in collaboration with the City of Alexandria.

Our targets for FY 2013 against the division objectives are:

• Critical maintenance, as measured by EMG event criteria, will be performed within 12 months of target date

• 100% of new buildings, additions, and ret-rofi ts will earn LEED certifi cation

• The tonnage of waste recycled will increase by 10% compared to September 2011

ACPS has made signifi cant investments in LEED compliant and green technology over the past three years. This proposed CIP budget continues our commitment to decreasing our impact on the environment.

FY 2013 Funded Projects

The Final Adopted Budget contains two primary drivers: increasing capacity to accommodate anticipated enrollment growth and student needs and regular maintenance on school buildings.

The capacity projects total $219.2 million over the 10 year period and include:



FY20

1320

22CIPNeeds

Basedan

dRe

source

Constraine

dSummary

FY20

1320

22CIPSummary

FY20

1320

22CIPNeeds

Based

Source

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

Gran

dTo

tal

ADA

128,12

512

8,12

5AssetLossP

revention

3,00

0,85

247

3,57

71,69

3,13

12,71

4,98

126

2,204

264,23

318

1,02

518

1,02

518

1,02

518

1,02

59,13

3,07

9AssetR

eplacemen

t70

5,000

500,000

500,000

805,756

10,399

,822

500,000

500,000

500,000

500,000

500,000

15,410

,578

Capacity

10,014

,957

37,904

,328

17,676

,366

50,402

,763

8,80

1,364

38,794

,004

10,240

,365

37,336

,475

1,02

7,256

212,19

7,878

Ecocity

2,58

4,54

51,14

2,496

2,20

0,74

51,85

5,40

51,37

2,144

1,38

2,75

11,39

3,62

31,40

4,767

1,41

6,190

1,42

7,898

16,180

,564

Equipm

enta

ndSystem

sRep

lacemen

ts98

8,74

185

5,86

576

4,18

991

5,75

175

2,386

951,514

970,06

998

9,08

850

9,03

81,64

3,00

59,33

9,647

FacilityMainten

ance

18,720

,676

3,64

0,56

13,72

9,858

2,07

9,36

514

,481

,075

7,35

7,588

9,26

8,58

910

,605

,549

4,99

5,79

516

,937

,026

91,816

,081

Instructionalenviro

nmen

t63

0,37

564

6,134

662,28

867

8,84

567

8,84

567

8,84

567

8,84

567

8,84

567

8,84

567

8,84

56,69

0,71

2Shared

Program

Priorities

742,62

59,80

6,55

56,37

2,05

11,82

0,44

513

8,59

84,92

5,566

145,614

5,17

4,92

215

2,986

25,602

29,304

,963

Gran

dTo

tal

37,515

,896

54,969

,515

33,598

,628

61,273

,312

36,886

,438

54,854

,501

23,378

,131

56,870

,672

9,46

1,134

21,393

,400

390,20

1,627

FY20

1320

22CIPRe

source

Constraine

dSource

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

Gran

dTo

tal

ADA

137,98

113

7,98

1AssetLossP

revention

751,584

558,59

249

7,39

245

3,78

92,92

1,078

2,25

7,618

1,91

7,538

96,170

96,170

96,170

9,64

6,100

AssetR

eplacemen

t50

0,000

500,000

500,000

805,760

1,51

8,288

9,83

5,54

550

0,000

500,000

500,000

500,000

15,659

,593

Capacity

9,12

4,964

36,865

,589

9,27

7,278

34,759

,692

10,902

,395

47,838

,930

27,086

,279

37,336

,475

1,02

7,256

214,21

8,858

Ecocity

2,28

9,36

31,20

3,156

2,17

8,398

2,72

5,567

1,31

4,310

778,156

778,156

778,156

12,045

,261

Equipm

enta

ndSystem

sRep

lacemen

ts98

8,74

385

5,86

976

4,19

591

5,75

575

2,39

295

1,52

197

0,07

798

9,09

750

9,04

81,64

3,016

9,33

9,71

2FacilityMainten

ance

11,332

,111

1,56

6,31

33,13

4,84

92,04

8,864

6,18

4,01

97,26

9,118

8,74

9,426

10,227

,482

5,88

5,85

17,57

2,81

363

,970

,846

Instructionalenviro

nmen

t63

0,37

564

6,134

662,28

867

8,84

567

8,84

567

8,84

567

8,84

567

8,84

567

8,84

567

8,84

56,69

0,71

2Shared

Program

Priorities

742,62

812

8,704

131,92

213

5,22

16,81

0,62

99,31

4,128

3,38

6,864

149,26

75,30

4,33

125

,613

26,129

,308

Gran

dTo

tal

24,070

,405

41,121

,201

17,257

,287

41,139

,063

31,946

,045

80,871

,271

44,603

,340

50,755

,492

14,779

,655

11,294

,613

357,83

8,371

FY20

1320

22FinalA

pprovedCIP

Source

FY20

13FY

2014

FY20

15FY

2016

FY20

17FY

2018

FY20

19FY

2020

FY20

21FY

2022

Gran

dTo

tal

ADA

811,390

137,98

194

9,37

1AssetLossP

revention

1,20

0,20

950

9,966

497,39

245

3,78

92,92

1,078

2,25

7,618

1,91

7,538

96,170

96,170

96,170

10,046

,100

AssetR

eplacemen

t46

0,37

522

5,000

375,000

680,760

1,51

8,288

9,83

5,54

550

0,000

500,000

500,000

500,000

15,094

,968

Capacity

43,995

,916

7,11

4,644

9,19

7,82

334

,759

,692

10,902

,395

47,838

,930

27,086

,279

37,336

,475

1,02

7,256

219,25

9,410

Ecocity

8456

4179

1001

2178

398

2725

567

1314

310

7781

5677

8156

778,156

10,189

,385

Equipm

enta

ndSystem

sRep

lacemen

ts1,07

5,14

170

7,94

188

4,806

686,16

275

2,39

295

1,52

197

0,07

798

9,09

750

9,04

81,64

3,016

9,16

9,20

1FacilityMainten

ance

9,73

5,697

1,12

4,670

2,31

3,59

22,03

0,336

6,72

7,65

98,33

5,670

8,74

9,426

10,227

,482

5,88

5,85

17,57

2,81

362

,703

,196

Instructionalenviro

nmen

t92

0,000

600,000

600,000

600,000

678,84

567

8,84

567

8,84

567

8,84

567

8,84

567

8,84

56,79

3,070

Shared

Program

Documents

ACPS FY 2013 Final Budget · Post Challenge Index places T.C. Williams High School at number 792, which is among the top 4 percent of all high schools. This is a remarkable achievement