Superintendent`s Estimate of Needs Virginia Beach City Public

Transcription

FY 2015-16
Virginia Beach City Public Schools
SEON
February 3, 2015
Superintendent’s Estimate of Needs
Table of Contents
School Division Structure ........................................................................................................................ Pages 1 - 2
Superintendent’s Budget Message .......................................................................................................... Pages 3 - 8
Budget Calendar ........................................................................................................................................... Page 9
Annual Budget Process ................................................................................................................................ Page 10
School Board Funds .................................................................................................................................... Page 11
Total Budget ................................................................................................................................................ Page 12
Balancing the Operating Budget ................................................................................................................ Page 13
Revenue - Operating Budget .............................................................................................................. Pages 14 - 17
Expenditures - Operating Budget ........................................................................................................Pages 18 -20
Revenue Sources - Grants and Other Funds ............................................................................................... Page 21
Expenditures - Grants and Other Funds ..................................................................................................... Page 22
FY 2015/16 Unmet Needs .................................................................................................................. Pages 23 - 24
Allocated Positions....................................................................................................................................... Page 25
Fund Balance Summary ............................................................................................................................... Page 26
Capital Improvement Plan ................................................................................................................... Pages 27 - 28
Appendix .................................................................................................................................................................
Compass to 2020 ................................................................................................................................. Pages 29 - 32
Key Operating Measures.............................................................................................................................. Page 33
Per-Pupil Expenditures ................................................................................................................................ Page 34
Student Membership .......................................................................................................................... Pages 35 - 36
Student Characteristics ............................................................................................................................... Page 37
Staffing Standards and Guidelines ...................................................................................................... Pages 38 - 47
Table of Contents
Awards, Recognitions, and Achievements ........................................................................................... Pages 48 - 53
Mobility Indices.................................................................................................................................... Pages 54 - 56
Budget Manager and Signature Authority ........................................................................................... Pages 57 - 60
City Council and School Board Policy ................................................................................................. Pages 61 – 66
Sch
hool Division
n Struccture
School Board M
Members
Beverly M. A
Anderson Vice Chaairman At‐Large
e Seat Daniel D. Edw
wards Chairman
n Diistrict 2‐Kempssville
SSharon R. Feltoon District 6‐Beacch Do
orothy M. Holtzz A
At‐Large Seat Joel A.. McDonald District 3‐Rose Hall Ashley K. McLeod At‐Large Seaat Kimberly A. MeInyk
District 7 ‐ Princesss Anne Carolyn T. Ryee Disttrict 5 ‐ Lynnhaaven Elizabeth E. Taylor
Att‐Large Seat Leonard C. Tengco
District 1‐Centerville
Carolyn D. Weeems District 4‐Bayyside A
Aaron C. Spencce SSuperintenden
nt Senior
S
Sta
aff
Mr. Kevin A
A. Hobbs ............................................................................. ................................................................ Chief of Staff Dr. Nichole
e Jackson ........................................................................... Coordinator, G
Government an
nd Administrattive Affairs Ms. Jobyniaa G. Caldwell ...................................................................... ................................................. Director, Equ
uity Affairs Dr. Amy Caashwell ............................................................................... ................................................. Chief Academ
mic Officer Mr. Farrell E. Hanzaker ....................................................................... .................................................. Chief Financcial Officer ons Officer Mr. Dale R.. Holt .................................................................................. ............................................. Chief Operatio
Mr. Ramesh K. Kapoor ........................................................................ ............................................ C
Chief Informatiion Officer nt Superintend
dent, Elementaary Schools Ms. Shirann C. Lewis ........................................................................... ......... Assistan
Human Resourcces Officer Mr. John A. Mirra ............................................................................... .................................. Chief H
Ms. Kathlee
en E. O’Hara ...................................................................... ................. Chief Media and Communicatio
ons Officer Dr. George Parker ............................................................................... .................... A
Assistant Superintendent, Higgh Schools Dr. Donald E. Robertson ..................................................................... ......................... Chief Strateggy and Innovatiion Officer dle Schools Ms. Cheryl Woodhouse ...................................................................... ............................................. Director, Midd
Mr. Rasharrd Wright ............................................................................ ............................................................ Chief of Schools Page | 1
School Division Structure
Organizational Chart
Virginia Beach City Public Schools is one of the largest divisions in the state of Virginia and has earned a broad
national reputation for its outstanding educational opportunities for its students. The division recognizes the
importance of effective leadership and engaging partnerships with the community to provide an environment
which fosters intellectual development, citizenship, responsibility, and mutual respect among students.
.
Page | 2
Aaron C. Spence, Ed.D.
Superintendent
February 3, 2015
Chairman Edwards, Vice-Chair Anderson and School Board Members,
The first six months of my time here in Virginia Beach have been focused on learning about the achievements of
our schools, the aspirations of our community and the challenges we face as a division as we work to become the
premier school division in the nation. It became clear that a difficult budget year will be one of those challenges as
I prepared to deliver to you my Estimate of Needs for the 2015-16 school year. To say “times are tight” is an
understatement. We are facing formidable financial obstacles. As you are well aware, this process is all-important
because a well-thought-out expenditure plan truly drives the progress of a school division. Aspirations for Virginia
Beach City Public Schools (VBCPS) are high, and they should be, because we’ve already achieved so much. For
example:
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For the second year in a row, all 11 of our high schools were ranked in the top 9 percent nationwide by The
Washington Post. We are the only division in Hampton Roads that can make this claim.
In addition, Newsweek ranked the top 2,000 high schools in the country that best prepare students for
college and 10 of our 11 high schools made that list as well.
The College Board reported that we continue to increase the number of students taking Advanced
Placement (AP) courses and earning qualifying scores on AP exams. By the end of last year, our students
had taken more than 8,850 AP exams, an increase of approximately 200 exams from the year before. Of
those, nearly 5,200 had qualifying scores of 3, 4 or 5, which means they are already earning college credit.
Kemps Landing Magnet School was awarded the 2014 Governor’s Award of Educational Excellence for the
seventh year in a row and was one of only five schools in Virginia to receive the honor.
And, our elementary schools have enjoyed great successes too. This year, Hermitage Elementary School
was named a 2014 National Blue Ribbon School by the U.S. Department of Education. The school earned
this prestigious distinction for the second time in less than a decade and was one of only 10 schools in
Virginia to achieve the honor in 2014.
Seatack Elementary School opened An Achievable Dream Academy this summer, where more than 200
students are now receiving additional instruction throughout the week as well as a focus on their social
development.
Rosemont Elementary School was selected as a Title 1 Distinguished School by the Virginia Department of
Education. To earn the honor, schools have to meet all state and federal accountability requirements for
two consecutive years and achieve reading and mathematics SOL pass rates at the 60th percentile or
higher. Rosemont was one of 36 schools in the Commonwealth recognized as a Title I Distinguished School.
Bevin Reinen, a first grade and special education inclusion teacher, was named the 2015 Region II Teacher
of the Year by the Virginia Department of Education.
Page | 3
Chairman Edwards and Members of the School Board
Page 2
February 3, 2015

Community involvement in, and support of, the mission of VBCPS is ever-present. More than 22,000
volunteers, 2,031 community partners and 2,828 mentors lent their expertise to our schools last year.
Their contributions fuel the excellence of this school division.
It is clear, great things happen here because of our top-notch teachers, administrators and staff, and our caring
community members who understand their role in helping to build strong schools. We intend to continue this fine
tradition in the years ahead.
At the recent School Board retreat, we discussed at length plans for charting our progress forward – plans that are
in alignment with the strategic framework adopted by you in December. We all agreed the plans are ambitious, yet
achievable. Of course, their far-reaching nature will require adequate funding and human resources.
Consequently, many of our plans are built on a philosophy of incremental implementation. That said, when you are
dealing with children’s futures, you also have to make sure that learning opportunities and resources don’t lag
behind. This budget proposal, amounting to $689.6 million, represents a $13.8 million decrease from the current
year. In spite of that decrease, this budget is built to strike a balance between dealing with our fiscal reality and
allocating and organizing the resources we need to ensure success for every child, every day. However, because
our resources have dwindled, I think we all understand that this balance is becoming more difficult to achieve.
So why is that?
One reason is because we have relied on one-time reversion funds to augment our operating budget this year. This
reliance on reversion dollars can now be called a trend since this is the sixth consecutive year we have had to do
so. It is not a sound, long-term solution. In fact, it is a major structural flaw with our operating budget, especially
when available reversion dollars are shrinking. Next year we are projecting to have $4.5 million less reversion
dollars available than this year. I realize not all of our stakeholders understand why dependence on reversion funds
is a problem. After all, money is money and any source is a good one. Think of it this way. After budgeting
carefully, a family finds that it has money left over at the end of the year, and they’d like to put that money away
for something they may need later — unexpected expenses, for example. This family wouldn’t want to think about
having to use that money to pay next year’s electrical bill, but what if their income declined and expenses rose?
They’d have no choice, right? Unfortunately in that scenario, if that trend continues, the family may in short order
find itself unable to pay its electrical bill. Clearly relying on one-time dollars for ongoing expenses is not a
sustainable budget strategy, and we do not want to find ourselves in a similar position. The long-term fix for the
school system is the same one such a family needs to employ. We need to reduce expenses significantly and/or
obtain adequate ongoing revenues. Such strategies undoubtedly would provide a firmer foundation for this
operating budget and improve future budgeting practices immensely.
But this is not our only challenge. We’ve had to use these reversion dollars because lagging state funding over the
last six years has proved a major impediment for us. In 2009, the state gave $5.6 billion to public education. Last
year, it was $5.2 billion. That’s a cut of more than $400 million statewide and that doesn’t even account for
inflation and rising costs. Virginia now ranks 39th amongst all states in per-pupil funding, and Virginia teacher pay
now trails the national average by $7,456.
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Page 3
February 3, 2015
In an opinion editorial recently published in The Richmond Times Dispatch, Christian Braunlich, president of the
Virginia Board of Education, wrote about the cumulative effect of the state’s underfunding. He pointed out that
the Joint Legislative Audit and Review Commission had reported that state spending in 2005 was $3,639 per pupil.
He went on to examine what has happened since then, writing and I quote, “With inflation since then rising by
20.9 percent, had spending simply kept pace with inflation, state spending would have been $4,388 per pupil in
FY2014. Instead, it was $4,290. That’s not a one-year anomaly: It’s a 10-year trend. While the difference may seem
relatively small, it totals $124 million and is exacerbated by increases in student populations that are the hardest,
and most expensive, to teach.”
So, just where does VBCPS stand as we face the 2015-16 budget year?
All together, we are looking at a shortfall of approximately $15.1 million. Besides the aforementioned, $4.5 million
less in reversion funds that shortfall also includes a $3.5 million reduction in federal impact aid which is occurring
because the federal government has now caught up on its payments and isn’t issuing multiple ones anymore. In
addition, we initially projected health care costs to increase by about 8 percent a year. However, because the net
impact on the budget is tied to attrition, our estimate could change somewhat. Right now we’re projecting a $3.2
million increase. Other circumstances contributing to our shortfall include the expenses related to the proposed
employee raise of 1.34 percent that constitutes a VRS offset, increases in utilities costs, the continuation of the
Bayside sixth grade program and the continued expansion of Green Run Collegiate as it moves toward its first
senior class. All these cost increases must be addressed before we can even consider implementing new programs
or giving employees a much-deserved raise.
So here is where the “rubber meets the road.” In order to present a balanced budget we must address this
significant shortfall. As we do that, I think it is imperative to understand what cost-cutting strategies have been
used since the 2008-09 school year. For example, we have:
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Eliminated 43 central office positions
Closed a school
Ended five year-round school programs
Reduced departmental budgets by a cumulative 13 percent
Extended the school bus replacement cycle
Ended a costly after-school program
Increased class sizes
As you can see, in years past we have really cut close to the bone, and yet we find ourselves in a situation where
we have to do that again.
We are fortunate to have Farrell Hanzaker as our chief financial officer — and Virginia’s CFO of the year for 2014,
according to Virginia Business magazine — to help us engineer a workable operating budget. Mr. Hanzaker and his
staff have worked tirelessly to strategize with me on how we can best position this school division for progress and
continued success.
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Page 4
February 3, 2015
What we all understand is this: To address a shortfall of this magnitude you can’t “pick the pocket” of this program
or that unit code. You have to look for sources that are deep and wide. Unfortunately, the only way to address this
shortfall — without trampling on employee compensation and benefits — is to look at raising class sizes. To be
clear, we have looked deeply at the budget for other avenues to close such a significant operating gap. We have
considered things like eliminating middle school athletics, ending transportation to academies, and even increasing
our walking zones, to name but a few. As creative and difficult as this thinking is, taken individually and
collectively, none of these come close to providing the savings we need.
And so that brings us to the most feasible strategy, the recommendation to raise the class size by one student. This
strategy, combined with a lower estimate for student enrollment, will save the division approximately $12.1
million based on an overall reduction in teaching positions — a strategy that will not result in teachers losing jobs
but can be handled through attrition. Believe me, this is not a preferred strategy; it is more of a forced choice.
However, in building this budget, the ability to provide employees an adequate salary increase and the need to
reduce our reliance on reversion dollars were foremost on my mind.
I want to be clear that the sacrifices inherent in this budget are not just resident in our schools. We are currently
looking deeper into organizational efficiencies that will capture savings. For example, I am proposing the
elimination of eight central office positions for a savings of $650,000. We have also adjusted our baseline
projections across all line items in our budget to more aggressively account for savings. This adjustment, which
stands at $3 million, is the result of various efficiencies and cost savings measures, tighter calculations for salaries
and benefits, and a more conservative approach to projecting our student membership number. As a reminder,
these are in addition to the cuts discussed earlier that have occurred over the past five years.
To ensure our staff also understands the environment in which we’ve had to operate and the challenges we must
overcome, I have held four budget forums. I have also had many conversations with employees during my school
visits. What I can tell you from these conversations and comments is that for the most part, our workforce
understands the constraints we are under. They are, of course, concerned about adequate compensation and
employee benefits. But when you couple those concerns with the extra responsibilities brought on by state and
federal mandates, you can see why they are frustrated. These range in breadth from assistive technology, physical
therapy services, and allergy accommodations to additional remediation, bullying prevention and concussion
management, to name just a few. Clearly, our teachers are doing more with less, and we have to be their
advocates.
So how can we do better for them? Let’s talk about compensation. This proposal, as it stands now, includes a 1.34
percent salary increase for all eligible employees. In reality, it is a “hold harmless” adjustment because it offsets
the required increase employees must pay into the Virginia Retirement System (VRS). So, while this will not
increase employees’ net pay, it will help ensure that net pay doesn’t drop either.
In the long run, relying on “hold harmless” measures will negatively affect the school division’s ability to recruit
teachers in the region. Earlier this year, our human resources department made a presentation to the School
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February 3, 2015
Board, outlining how Virginia Beach ranks in the Hampton Roads region when it comes to teacher salary and
benefits. As some of you heard in that presentation, VBCPS is third in the region for entry-level compensation and
fourth in the region at year five. We do not rise to the number-one rank until a teacher has 25 and 30 years of
service. We also know that we still have approximately 2,300 employees who remain eligible for an internal equity
adjustment. Quite frankly, I believe our employees are the very best in this region and their compensation should
reflect that.
As we developed this budget, my senior staff and I discussed at length what would be the school division’s unmet
needs if, at the end of this process, we found we had to operate within the constraints of the budget I am
presenting to you. We have prepared an accounting of those needs that is included in your budget document.
Some of these needs include more collaborative planning time for teachers, bus replacements, reading and math
coaches across our schools, and the expansion of our swim program, to name but a few. But the chief priorities are
a greater salary increase for employees and continuing the incremental but purposeful implementation of equity
adjustments to the unified scale.
As we move through this budget process, I am asking board members to work with school leadership and city
leadership to change Virginia Beach City Public Schools’ unacceptable loss of competitiveness in the workforce
marketplace. In fairness, I recognize that in the last six years our employees’ salary increases have averaged 1.58
percent. However, even that percentage is deceiving because much of it has been dedicated to a VRS offset that
came with the new obligation of paying 5 percent of their base salaries into that system. Couple this new
obligation with rising health care costs and we find many of our employees are making less than they did six years
ago.
I am proposing we find a way to raise employee salaries by 5 percent (inclusive of the 1.34 percent VRS
adjustment). We must commit ourselves to raising the stature of a profession that is life changing for the children
of this city. I have every confidence that our city leadership, which works diligently every day to make Virginia
Beach the greatest city in the world, will work with us to address these funding challenges, which are a direct
result of lackluster state funding, dwindling reversion funds and rising costs. I am asking the Board to work with
the city in a good faith effort to halt the incremental degradation of our competitiveness in the regional market.
I understand the obstacles presented by this year’s budget, but I believe now is the time for bolder, more decisive
strides forward, because each year cannot be about just meeting a shortfall. A class size increase allows us to
correct structural flaws in the budget and lessen our reliance on reversion dollars. It will also take increased
resources to provide an appropriate and competitive salary to our employees. As the budget dialogues unfold in
the coming weeks, I know the School Board will talk strategically about the need to increase the revenue picture
for Virginia Beach City Public Schools so this can be accomplished.
As a part of that dialogue, I am sure we will also examine the many other pressing needs that must be addressed if
Virginia Beach City Public Schools is going to achieve its goal of becoming the premier school division in this nation.
For example, we must expand access to technology for all of our students. This is how children learn; this is how
they engage. We need to meet them where they are and not expect them to “unplug." We also need to improve
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February 3, 2015
equity in access to rigorous courses, especially AP, International Baccalaureate and dual enrollment courses, for
our students. If that means increasing supports, we need to find a way to do that. We must ensure that every child
— no matter where he or she lives, no matter what his or her family looks like, no matter what his or her
socioeconomic situation may be — reaches his or her full potential.
We also need to talk about efforts to revitalize our CIP, which has gone woefully underfunded since the dramatic
decline in state funding that began in 2009. In fact, the CIP has been reduced to nearly half of where it was seven
years ago. This means it is going to take the school system far longer to renovate its buildings than was originally
planned. Initially, VBCPS was committed to renovating two schools a year. The pace of renovation has slowed to
one school every two years, which places our schools on an unacceptable 150-year replacement cycle. In the
meantime, VBCPS is also forced to defer significant maintenance projects such as new roofs and HVAC upgrades;
and we have effectively ended the practice of making a transfer from the operating budget to help fund one-time
capital needs, what we used to call PayGo. Clearly, we must continue to have strategic discussions on how to
bolster the CIP.
As a profession, Virginia’s superintendents are stepping up advocacy efforts for increased funding at the state
level. As a Board, you have passed a resolution asking state legislators for the restoration of our funding to the
2009 level as well as for the state to go back to funding some of our CIP costs. There are many groups that are
issuing a call to action with the intent of making a corporate case for more state revenue. I am hopeful in the
coming weeks we will move beyond “the ask” to “the tell.” As a city and a school division, we need to tell a
compelling story to the General Assembly – one that moves them to action.
Finally, as you are in contact with your constituents, please remind them to use the collective power of their voices
to call for improved K-12 funding, especially with their state legislators. Share with them our success stories and
ask them to imagine what would be possible if we received appropriate funding.
Together we will improve the quality of education for every student, every day, and VBCPS will be the premier
school division in the nation.
Sincerely,
Aaron C. Spence, Ed.D.
Superintendent
Page | 8
Budget Calendar
FY 2015/16 Operating Budget and FY 2015/16 – FY 2020/21 Capital Improvement Program (CIP)
2014
September
Develop Budget Calendar
October 7
Present Budget Calendar to School Board for information: FY 2015/16 Operating Budget
and FY 2015/16–FY 2020/21 Capital Improvement Program Budget Calendar
October 14
Conduct Budget Kick-Off Meeting: Budget instructions, assumptions, and processes are
communicated to Senior Staff, Leadership Support Team (LST), and budget managers
October 21
Present Budget Calendar to School Board for action: FY 2015/16 Operating Budget and FY
2015/16–FY 2020/21 Capital Improvement Program Budget Calendar
October 21 – December 5
Senior Staff, LST, and budget managers: Submit priority budget requests to the Budget
Office
November 18
Present to School Board and City Council: Five-Year Forecast
December 2
Conduct Public Hearing: FY 2015/16 Operating Budget and FY 2015/16–FY 2020/21
Capital Improvement Program Budget
December 6
Human Resources: Submit recommendation of part-time hourly rate increases to the
Budget Office
December 16
rd
December (3 week)
Draft Capital Improvement Program prepared for Superintendent’s review
Department of Education: Release state revenue estimates
2015
January 2 – 9
Budget Office: Review, refine, and summarize budget requests
January 12
Present to Superintendent, Senior Staff, and LST: Capital Improvement Program
January 12
Present to Superintendent, Senior Staff, and LST: Recommendation of Operating Budget
January 13
Budget Forum for Staff #1: 4:30-5:30 p.m. (location: Kempsville High School)
January 21
Budget Forum for Staff #2: 4:30-5:30 p.m. (location: Landstown High School)
January 28
Budget Forum for Staff #4: 4:30-5:30 p.m. (location: Cox High School)
January 29
Budget Forum for Staff #3: 1:30-2:30 p.m. (location: Advanced Technology Center)
February 3
Present to the School Board: Superintendent’s Estimate of Needs for FY 2015/16
February 3
Present to the School Board: Superintendent’s Proposed FY 2015/16–FY 2020/21 Capital
Improvement Program
February 10
School Board Budget Workshop #1: 5:00-8:00 p.m.
February 17
School Board Budget Workshop #2: 2:00-5:00 p.m.
February 17
Conduct Public Hearing: FY 2015/16 Superintendent’s Estimate of Needs and FY 2015/16–
FY 2020/21 Capital Improvement Program Budget
February 24
School Board Budget Workshop #3: 5:00-8:00 p.m. (if needed)
March 3
March 3
School Board Budget Adoption: FY 2015/16 Operating Budget and FY 2015/16–FY 2020/21
Capital Improvement Program Budget (if ready to adopt)
March 10
March 10
School Board Budget Adoption: FY 2015/16 Operating Budget and FY 2015/16–FY 2020/21
Capital Improvement Program Budget
March 17
Provide School Board Adopted Budget to City staff
April
Present School Board Approved Budgets to City Council: FY 2015/16 School Board
Operating Budget and FY 2015/16–FY 2020/21 Capital Improvement Program Budget (Sec.
15.1-163)
No Later Than May 15
City Council: Approve and adopt Operating and CIP budgets (Sec. 22.1-93; 22.1-94; 22.1115)
Page | 9
An
nnual Budget
B
t Process
The budget is a resource allocation an
nd policy docu
ument that inncorporates the best estim
mate of the scchool division’s revenues and e
expenditures and is used to
o describe th e program plans and budgget priorities for the upcoming ye
ear. Modificaations are maade to reflect changes in p rograms, prio
orities, and trrends in enrolllment and the changess in the econo
omy. The bud
dget also provvides a frameework for meaasuring and m
monitoring revenues and expenses. The Code off Virginia requ
uires each Sup
perintendentt to prepare aa budget refleective of the n
needs of the sschool division. It is the responssibility of the School Board
d to balance tthe needs of tthe school divvision againstt the available ressources. The School Board
d, in accordan
nce with the SState Code, p
presents a bud
dget to City C
Council on, or
before, April 1. Howeverr, the City Maanager require
es the Schooll Board’s budget to be giveen to city stafff during the first part of March. Augustt
Development of Budget Calendar
As depicted in this chart, the annual budgget developm
ment Budget Offfice
process begins in August with May
Septeember
Adoopt the Final School Board
B
a budget callendar that Conduct Budget Orrientation Workshop
Operating Budget
establishes tthe dates for V
VBCPS
School Boaard
Budge t Office
departmental submission
ns, presentation
n of the Septeember
May
Superintend
dent’s Estimatte of Distribute budgett instructions and
Needs to the
e Board, Approvve and appropriate thee School
request forms to Budget Managers
B
Board
Operating Budgget
mandatory p
public hearinggs, V
VBCPS
School Boaard
Budge t Office
the propose
ed date of Sch
hool Board adopttion, the requ
uired April
October - November
date of pressentation to the Presennt the School Board Proposed
Analyze/Identify budget requests,
City Council,, and the requ
uired Operaating Budget and CIP to City
programs, and costs
Council
date for Cou
uncil V
VBCPS
School Boaard
Deparrtments
appropriatio
on. The Budget Office works with March
Adoptt the School Board Prooposed
all departme
ents beginnin
ng in Opeerating Budget and Caapital
September, compiling an
nd I
Improvement
Plan (CIP
P)
analyzing bu
udget requestts/ V
VBCPS
School Boaard
needs, programs, and initiatives. In January, bu
udget March
requests are
e summarized
d and Conductt additional Budget W orkshops
presented to
o the (if needed)
Superintend
dent and his V
VBCPS
School Boaard
Senior Staff.. The Superintend
dent and the C
Chief February
Financial Offficer make fin
nal Conduct Public Hearing to receive
input on the Superintendent's Estimate
adjustmentss to the budge
et of Needs
which resultts in a balance
ed V
VBCPS
School Boaard
budget. In aaddition, a priority list of additional needs is February
developed. Finally, the Conduct Budget Workshopss on the
Superintend
dent’s Estimatte of Superinntendent's Estimate of Needs
Needs is the
en presented to V
VBCPS
School Boaard
the School B
Board in February. Page | 10
Budgget
Development
Cycle
Noveember
Conduct Public Hearing
to receive
H
input on the Opperating Budget
VBCPS Scchool Board
Deceember
Tabulate buddget requests
Budge t Office
January
Present recommeended budget to the
Superintendent and Senior Staff
Budge t Office
Februaryy
January
Present the Superinntendent's
Estimate of Needs to the School
Board
Review/Refinne budget with
Superintendent and Senior Staff
Budget Offfice
Budge t Office
Thiss is where
we are now.
School Board Funds
The budget consists of the following major funds that are under the control of the School Board:
Funding Source
Purpose
Athletics
The Athletics fund is a special revenue fund that accounts for revenues and
expenditures associated with specific athletic activities.
........ $ 4.9 M
Cafeteria
The Food Services (Cafeteria) fund is a special revenue fund that supports cafeteria
and food services operations. The purpose of the fund is the management and
control of resources and funding for cafeteria food services.
...... $ 30.2 M
Capital
Improvement
The Capital Improvement Budget is the basic financing plan for capital needs,
including school facilities. While the capital budget addresses the current year's
needs, the Capital Improvement Program has capital projects programmed over a
six-year span.
....... $ 33.9 M
Categorical Grants
Categorical Grants provide assistance to school divisions for particular program
purposes of federal and state interest. These grants encourage recipient divisions to
expand expenditures to support certain instructional funds.
...... $ 57.3 M
Communication
Towers
Technology
The Communication Towers Technology fund is a special revenue fund to receive
payments from leasing of School Board property for commercial wireless
communication towers. The funds received from lease payments and the interest
earned will be used to acquire and replace technology including computers,
software, wiring, training, facsimile, and copy machines.
...... $ 600.0 K
Equipment
Replacement
The Equipment Replacement fund is a special revenue fund that will provide an
equipment replacement cycle for selected capital equipment for schools and
support departments. Funding is provided from an allocation of either reversion
funds or city/schools revenue funding actual over budget funds.
.......... $1.1 M
Green Run
Collegiate Charter
Green Run Collegiate (GRC) Charter school is housed within Green Run High
School. It is a subsidiary of the School Operating Budget and its finances are
recorded separately. The responsibility for staffing and oversight of day-to-day
operations is guided by the Head of School and the GRC Governing Board.
........ $ 2.9 M
Instructional
Technology
The Instructional Technology fund is a special revenue fund to provide for the
cyclical replacement of classroom and instructional computers.
...... $ 106.0 K
Operating Budget
The School Board Operating Budget is the basic funding plan for the schools. It
includes funds for the fiscal operation of the school system. The budget is divided
into five of the major budget categories: Instruction; Administration, Attendance,
and Health; Transportation; Operations and Maintenance; Technology.
.... $ 689.6 M
Textbooks
The Textbooks fund is a special revenue fund that was historically supported by
textbook rental fees and other revenues. A free textbook system presently exists
and is financially supported by the state and Operating Budget transfers.
........ $ 9.1 M
Vending
Operations
The Vending Operations fund is a special revenue fund to account for receipts and
expenditures relating to the exclusive bottled drinks vending operations in the
school division.
...... $ 220.3 K
NOTE: City Council must approve the appropriation of these funds no later than May 15.
Page | 11
Total Budget
Categorical
Grants
57,287,954
7.2%
Other Funds
49,161,752
6.2%
Operating Budget
689,578,833
86.6%
What are the components of the Total Budget?
Local Revenue
State Revenue
State Sales Tax
Federal Revenue
Fund Balance
Transfers from Other Funds
Other Local Revenue
Revenue Total
Special School Reserve
Sandbridge TIF Reallocation
Additional Funds Total
Adusted Revenue Total
Percent of Total
Personnel Services
Fringe Benefits
Purchased Services
Other Charges
Materials and Supplies
Capital Outlay
Transfers to Other Funds
Land, Structure, & Improvements
Expenditure Total
Percent of Total
Operating BudgetCategorical Grants
$ 340,408,715
$
322,284
247,192,020
12,123,343
71,783,907
12,476,532
41,625,326
3,217,001
3,418,341
675,279,515
Other Funds
$ 16,644,579
4,400,602
16,254,782
7,443,147
4,418,642
57,287,954
12,299,318
2,000,000
-
14,299,318
$ 689,578,833 $
86.63%
57,287,954 $
7.20%
$ 428,154,772
159,842,286
42,839,398
24,401,976
24,851,256
1,578,969
7,669,875
240,301
24,661,819
7,868,796
9,193,753
517,327
14,985,165
61,094
-
$
$ 689,578,833 $
86.63%
Page | 12
49,161,752
781,729,221
-
12,299,318
2,000,000
14,299,318
49,161,752 $ 796,028,539
6.18%
100.00%
$ 13,799,312
5,250,309
1,390,192
524,227
26,048,024
1,649,688
500,000
57,287,954 $
7.20%
Total
$ 357,375,578
263,715,965
71,783,907
70,356,640
7,443,147
7,635,643
3,418,341
$ 466,615,903
172,961,391
53,423,343
25,443,530
65,884,445
3,289,751
8,169,875
240,301
49,161,752 $ 796,028,539
6.18%
100.00%
Balancing the Operating Budget
FY 2014/15
FY 2015/16
Change
Federal
State
State Sales Tax
Local Contributions
Other Local
$
$
$
$
$
15,976,532
252,592,470
70,065,298
343,265,687
3,455,086
$
$
$
$
$
12,476,532
247,192,020
71,783,907
340,408,715
3,418,341
$
$
$
$
$
(3,500,000)
(5,400,450)
1,718,609
(2,856,972)
(36,745)
Sub Total
$
685,355,073
$
675,279,515
$
(10,075,558)
Special School Reserve
Sandbridge TIF
$
$
16,000,000
2,000,000
$
$
12,299,318
2,000,000
$
$
(3,700,682)
-
Total Revenue
$
703,355,073
$
689,578,833
$
(13,776,240)
Total Expenditures
$
703,355,073
$
689,578,833
$
(13,776,240)
Budget Balancing Steps and Strategies
Step 1:
Use the Governor's projected budget for FY 2015-16 to determine State funding for next year and to
determine local and federal revenues including debt service and one-time fund sources.
Step 2:
Adjust for the 1.34 percent salary and VRS offset; increases in utilities & risk management; increases in
FTEs for Bayside 6th Grade & Green Run Collegiate; increases for health care cost.
At this point the shortfall was $17.1 million.
Step 3:
Adjust for the changes in the VRS rate (Governor’s budget decreased the rate) as well as to adjust for
the reduction of 8 central office positions -- shortfall after these adjustments was at $15.1 million.
Step 4:
Adjust to reflect the projected decline in our student ADM from the current year's budgeted ADM; and
in addition, after evaluating a significant number of balancing strategies, the two that provided the
dollars necessary to balance the budget and to help us correct structural flaws in the budget were: 1)
increasing class sizes by 1 student in all schools K-12 --- combined savings with ADM reduction
adjustments saved $12.1 million and 2) adjusted baseline budgets across all departments for a savings
of $3 million.
Page | 13
Revenue Sources - Operating Budget
Other Local
0.48%
Sandbridge TIF
Reallocation
Special School
0.29%
Reserve
1.78%
Local (City)
49.37%
Federal
1.81%
State
35.86%
State Sales Tax
10.41%
What are the components of the FY 2015/16 Operating Budget Revenue totaling
$689,578,833?

Federal ........................................................................................................................................ $ 12,476,532
Consists of general funds and categorical funds – primarily Impact Aid funds

State
...................................................................................................................................... $247,192,020
Consists of the Standards of Quality (SOQ) payments, incentive funds, and categorical amounts established
by the State General Assembly on a biennial basis

State Sales Tax ............................................................................................................................ $71,783,907
Another source of state revenue consists of funding from 1⅛ percent State Sales Tax, which is dedicated to
public education and distributed to school divisions based on the number of school-aged children residing
in the locality


Local Contribution .................................................................................................................... $340,408,715
Other Local ................................................................................................................................... $3,418,341
Local revenue consists largely of funding from the governing body, the City Council. The City Council must
contribute a minimum level of funding referred to as SOQ payments. However, the City of Virginia Beach
provides an appropriation for education in excess of the SOQ payments. The amount is based on the
Revenue Sharing agreement between the Schools and City.

Additional Funds (non-recurring) ................................................................................................ $14,299,318
Special School Reserve (school reversion/savings) - $12.3 M
Sandbridge TIF Reallocations - $2 M
Page | 14
Re
evenue
e by Major
M
Source
S
es - Op
peratin
ng Bud
dget
FY 2011/1
12
Amended
d
FY 2012/ 13
Budgett
FY 20133/14
Budgeet
FY 20144/15
Budget
FY 2015/16
SEO
ON
$ 14,461,7
723
1,500,0
000
100,0
000
575,0
000
16,636,7
723
$ 14,461, 723
1,500, 000
100, 000
1,079, 362
17,141, 085
$ 14,461 ,723
1,5000,000
1000,000
5755,000
16,6366,723
$ 13,7111,723
1,5000,000
1000,000
6644,809
15,9766,532
$ 10,211,723
1000,000
1,5000,000
6664,809
12,4776,532
1.48%
0.01%
0.22%
0.10%
1.81%
166,430,6
660
348
72,311,3
564,8
832
776
1,854,7
19,495,7
757
620
89,6
8,490,6
677
030
1,160,0
2,802,7
773
076
3,050,0
093
299,0
10,098,2
225
9,150,2
228
955
370,9
571,6
684
1,615,4
494
346
2,261,3
418
5,326,4
723
1,720,7
715
307,664,7
168,036, 256
69,064, 589
548, 362
1,868, 432
18,481, 230
55, 766
8,104, 869
1,173, 172
3,330, 683
2,518, 321
328, 986
10,073, 286
16,815, 888
649, 889
599, 483
1,954, 938
3,036, 295
3,479, 228
310,119, 673
165,1466,295
70,5222,688
2655,116
1,8488,624
18,4055,861
999,199
8,6433,658
2999,770
3,2955,373
2,491 ,623
3488,222
9,9666,493
16,6377,613
6433,000
5566,287
1,9355,709
2,9977,943
3,4422,748
3,8433,201
311,3899,423
177,2411,022
70,0655,298
2299,378
1,9344,117
18,1888,926
866,033
8,6088,309
3666,598
4,0733,990
2,1399,874
2877,278
10,3299,005
21,1511,828
6999,574
5644,188
2,3588,729
4,2955,554
388,067
322,6577,768
172,7997,329
71,7883,907
2778,407
1,9005,304
17,8777,423
997,163
9,1006,315
4334,254
4,013,299
2,1007,995
2551,471
10,1775,132
20,1888,110
6448,614
5995,615
2,3221,931
4,3555,747
337,911
318,9775,927
25.06%
10.41%
0.04%
0.28%
2.59%
0.01%
1.32%
0.06%
0.58%
0.31%
0.04%
1.48%
2.93%
0.09%
0.09%
0.34%
0.63%
0.00%
0.00%
0.00%
0.01%
46.27%
Local Contributtions*
Additional Loca
al Contributions
Rental of Faciliities
Summer Schoo
ol Tuition
General Adult Education
E
Tuition
n
Vocational Adu
ult Education Tuittion
Non-Resident Tuition
T
Driver Educatio
on Tuition
Licensed Practtical Nursing Tuittion
Renaissance Academy
A
Tuition
Sale of School Vehicles
Sale of Salvage
e Equipment
Other Funds
Indirect Costs of
o Grants
Local Revenue Total
al
Revenue Tota
285,955,8
817
678,8
838
000
450,0
700,0
000
142,8
839
750
169,7
100,0
000
322,1
125
575
25,5
811
20,8
15,0
000
000
12,0
000
95,0
550,0
000
755
289,237,7
$ 613,539,1
193
313,816, 166
702, 737
450, 000
700, 000
142, 839
169, 750
100, 000
322, 125
25, 575
20, 811
15, 000
12, 000
95, 000
550, 000
317,122, 003
$ 644,382, 761
336,3900,771
7222,283
4500,000
7000,000
1422,839
1699,750
1000,000
3222,125
255,575
200,811
155,000
122,000
955,000
5500,000
339,7166,154
$ 667,7422,300
343,2655,687
7222,283
4500,000
7000,000
1422,839
1699,750
1000,000
3222,125
255,575
200,811
155,000
122,000
2244,703
5500,000
346,7200,773
$ 685,3555,073
340,4008,715
6335,538
4550,000
7000,000
1442,839
1669,750
1000,000
3222,125
225,575
220,811
15,000
12,000
2224,703
6000,000
343,8227,056
$ 675,2779,515
49.37%
0.09%
0.07%
0.10%
0.02%
0.02%
0.01%
0.05%
0.00%
0.00%
0.00%
0.00%
0.03%
0.09%
49.85%
Instructional Te
echnology Fund Balance
B
Transferr
School Risk Ma
anagement Fund
d Balance Transfe
er
Special Schooll Reserve/EOY Reversion
R
Funds
Sandbridge TIF
F Reallocation
Additional Fun
nds Total
Adjusted Reve
enue Total
3,793,7
767
5,500,0
000
13,300,0
000
22,593,7
767
$ 636,132,9
960
11,000, 000
2,000,000
13,000, 000
$ 657,382, 761
14,0000,000
3,1166,978
17,1166,978
$ 684,8599,278
16,0000,000
2,0000,000
18,0000,000
$ 703,3555,073
12,2999,318
2,0000,000
14,2999,318
$ 689,5778,833
0.00%
0.00%
1.78%
0.29%
2.07%
100.00%
Public Law 874
4 (Operation)
Department of Defense (P.L. 48
86)
Rebates and Refunds
R
(NJROTC
C)
Other Federal Funds
Federal Reven
nue Total
Basic School Aid
A
State Sales Ta
ax
Foster Home Children
C
Gifted and Tale
ented
Special Educattion
Special Educattion (Homebound
d)
Special Educattion (Regional Tu
uition)
Remedial Summer School
Prevention, Inte
ervention, and Remediation
Vocational Edu
ucation
Vocational Edu
ucation (Categorical)
Social Securityy
Virginia Retirem
ment System
State Employee Insurance
English as a Se
econd Language
At-Risk Initiativve
Class Size Initiative
S
Support
Supplemental State
Composite Index Hold Harmlesss
Compensation Supplement
ecialists
Math/Reading Instructional Spe
e Total
State Revenue
Page | 15
Percen
nt
of Total
Revenue - Operating Budget
Federal Revenue:
Many local school districts across the United States include within their boundaries parcels of land that are owned
by the federal government or that have been removed from the local tax rolls by the federal Government,
including Indian lands. These school districts face special challenges — they must provide a quality education and
meet the requirements of the No Child Left Behind Act, while operating with less local revenue than is available to
other school districts, because the federal property is exempt from local property taxes.
Created by Congress in 1950 as Public Law 874, Impact Aid is currently funded through Title VIII of the Elementary
and Secondary Education Act of 1965. The program supports local school districts with concentrations of children
who reside on Indian lands, military bases, low-rent housing properties, and other Federal properties, or to a lesser
extent, it supports districts with parents in the uniformed services or parents employed on eligible Federal
properties.
Revenue for Impact Aid is projected to be down by $3.5 million. This reduction is because the Federal Impact Aid
office has finally caught up with past years allocations. Thus, for this current year, moving forward there will be no
more back payments.
State Revenue:
State revenue consists of the Standards of Quality (SOQ) payments, incentive funds, and categorical amounts
established by the State General Assembly.
The state revenue projections are based on the Governor’s Proposed Budget for FY 2015/16. These numbers
reflect a decrease of state funds of $3.7 million due to the projected student membership decline compared to the
current year’s budget student membership. The Governor’s projected ADM is 67,949.
State Sales Tax Revenue:
This is another source of state revenue consisting of funding based on 1⅛ percent State Sales Tax which is
dedicated to public education and distributed to school divisions based on the number of school-age children
residing in the locality.
Local Revenue:
The primary source of local revenue is the funding generated through our Revenue Sharing Formula (RSF)
agreement with the City of Virginia Beach. The Schools’ share of the 15 revenue streams is included in the
formula. The details of the RSF are shown in the Appendix section of this document.
The other local revenues are various miscellaneous sources of revenue such as rental of facilities, summer school
tuition, non-resident tuition, etc.
Additional Funding:
Special School Reserve funds (school savings) are also used to balance the budget. These funds are non-recurring
and consist of year-end reversion funds. Sandbridge TIF funds (also non-recurring) are also used to balance the
budget.
Page | 16
Grant Revenue:
The details regarding these funds are shown in this document on the pages titled Revenue Sources - Grants and
Other Funds.
Other Funds Revenue:
These special funds are set up as individual fiscal entities with revenues and expenses segregated for the purpose
of accounting for and carrying out a specific purpose or activity such as athletics, cafeteria, and textbook
purchases. The details regarding these funds are shown in this document on the pages titled Revenue Sources Grants and Other Funds.
Page | 17
Expenditures - Operating Budget
Transportation
4.47%
Technology
4.07%
Operations &
Maintenance
12.81%
Admin/Attend &
Health
3.30%
Instruction
75.35%
Where are the FY 2015/16 Operating Budget funds spent?
Admin/Attend
Operations &
Instruction
& Health Transportation Maintenance Technology
Total
% of Total
Personnel
$ 350,818,922 $ 14,059,572 $ 17,386,610 $ 33,311,269 $12,578,399 $ 428,154,772
62.09%
Fringe Benefits
128,546,752
5,844,884
7,171,476 13,942,607
4,336,567 159,842,286
23.18%
Purchased Services
22,154,788
1,999,892
217,908 12,660,642
5,806,168
42,839,398
6.21%
Other Charges
1,418,478
403,535
852,435 21,494,461
233,067
24,401,976
3.54%
Materials and Supplies
8,276,972
432,886
5,183,605
6,402,640
4,555,153
24,851,256
3.60%
Capital Outlay
1,350,194
224,598
4,177
1,578,969
0.23%
Improvements and Transfers
7,094,075
265,301
550,800
7,910,176
1.15%
Total
$ 519,660,181 $ 22,740,769 $ 30,812,034 $ 88,301,518 $28,064,331 $ 689,578,833 100.00%
Percent of Total
75.35%
3.30%
4.47%
12.81%
4.07%
100.00%
Page | 18
Expenditures by Major Category - Operating Budget
FY 2011/12
Amended
FY 2012/13
Budget
FY 2013/14
Budget
FY 2014/15
Budget
FY 2015/16
SEON
$129,867,309
69,301,664
18,743,887
12,807,859
80,425,553
3,216,632
1,889,201
6,897,291
7,087,206
22,783,453
9,218,465
511,607
15,710,477
2,465,971
1,763,301
13,899,983
1,941,649
2,747,099
2,131,068
12,490,151
2,921,988
53,820,332
9,285,380
8,326,331
656,962
894,236
1,304,167
3,161,213
382,697
1,397,644
1,361,556
499,412,332
$138,163,350
76,572,019
17,059,161
13,444,417
83,926,050
1,821,402
1,816,577
6,815,879
7,058,556
23,495,941
9,493,412
537,556
15,714,981
2,614,417
1,668,146
13,189,019
1,685,976
10,290
2,772,098
2,309,122
12,572,112
2,757,671
57,496,793
9,628,235
8,269,879
616,561
933,861
1,255,131
3,366,805
405,308
1,212,600
1,299,594
519,982,919
$137,678,499
71,637,634
18,412,590
13,196,882
85,182,869
1,722,293
1,722,878
6,836,124
7,413,488
24,830,838
10,229,409
569,416
16,127,834
3,050,055
1,623,947
12,942,235
1,530,568
9,775
2,834,323
2,453,423
12,345,414
2,815,857
56,025,390
9,654,628
8,572,694
509,269
931,290
1,229,159
3,383,800
412,710
1,208,485
1,317,601
518,411,377
$146,441,511
76,008,860
17,223,831
13,388,992
86,455,799
1,998,296
1,853,017
6,596,059
7,491,567
24,425,940
10,781,038
575,837
16,065,071
3,164,359
1,670,825
13,618,211
1,369,384
9,775
3,026,625
2,236,771
12,568,751
2,935,677
58,678,497
7,408,366
8,769,136
403,189
957,731
1,278,705
3,575,996
425,974
1,537,232
1,388,531
534,329,553
$138,874,374
70,466,131
17,664,871
13,472,680
86,540,971
1,998,296
1,856,131
6,660,149
7,534,694
24,424,255
10,301,445
578,277
15,892,466
3,159,985
1,693,827
13,750,402
1,352,427
9,775
2,986,275
2,181,865
12,767,629
2,870,362
56,681,837
7,484,417
9,004,925
406,964
913,803
1,358,888
3,521,865
436,031
1,388,037
1,426,127
519,660,181
54100 Board, Legal, and Governmental
54200 Office of the Superintendent
54300 Department of Budget and Finan
54400 Department of Human Resources
54500 Internal Audit
54600 Purchasing Services
54700 Center for Teacher Leadership
55000 Benefits
55200 Health
Admin/Attend & Health Total
828,002
1,008,116
3,162,397
4,374,870
339,618
873,091
406,468
1,734,754
6,337,601
19,064,917
925,642
1,125,089
3,234,362
4,468,099
382,917
1,028,894
429,834
1,808,826
6,754,359
20,158,022
1,001,274
1,258,721
3,696,387
4,795,149
400,679
1,020,736
549,081
1,867,429
7,026,127
21,615,583
1,005,751
1,551,959
3,834,427
5,005,687
421,425
1,047,954
553,415
1,932,102
7,344,273
22,696,993
1,005,087
1,698,189
3,794,088
4,998,343
429,178
1,056,189
559,110
1,995,878
7,204,707
22,740,769
56100 Management
56200 Vehicle Operation
56250 Vehicle Operation – Special Ed
56300 Vehicle Maintenance
56400 Monitoring Services
Transportation Total
1,815,986
17,351,409
5,033,918
2,730,529
2,646,282
29,578,124
1,924,795
17,901,245
5,365,961
2,841,371
2,816,792
30,850,164
1,978,118
17,894,925
5,098,236
3,030,197
2,891,615
30,893,091
2,202,034
17,724,223
5,209,757
3,004,168
2,915,403
31,055,585
2,168,863
17,605,329
5,168,130
3,056,741
2,812,971
30,812,034
57100 Facilities Planning and Constr
57200 School Plant
57300 Distribution Services
57400 Grounds Services
57500 Custodial Services
58100 Safety and Loss Control
58200 Vehicle Services
58300 Telecommunications
Operations & Maintenance Total
677,043
47,518,516
1,474,395
3,751,950
26,066,185
6,227,602
1,539,551
1,071,747
88,326,989
712,785
43,928,628
1,508,913
3,751,950
26,485,010
6,681,189
1,013,472
1,143,107
85,225,054
706,278
44,314,160
1,555,908
3,564,352
27,920,243
6,723,011
1,050,631
1,129,064
86,963,647
757,961
43,328,734
1,616,943
3,884,352
29,027,014
6,837,477
1,054,344
1,056,744
87,563,569
742,564
43,692,143
1,603,717
3,884,352
29,028,942
7,250,432
1,039,163
1,060,205
88,301,518
60000 Technology
Technology Total
29,126,648
29,126,648
29,095,918
29,095,918
26,975,580
26,975,580
27,709,373
27,709,373
28,064,331
28,064,331
$665,509,010
$685,312,077
$684,859,278
$703,355,073
$689,578,833
50100 Elementary Classroom
50200 Senior High Classroom
50300 Technical and Career Education
50400 Gifted Education and Academy Programs
50500 Special Education
50600 Summer School
50700 General Adult Education
50800 Alternative Education - Renaissance
50900 Student Activities
51000 Office of the Principal - Elementary
51100 Office of the Principal - Senior High
51200 Office of the Principal - Technical & Career Edu.
51300 Guidance Services
51400 Social Work Services
51500 Media & Communications
51700 Teaching and Learning Support
51710 Instructional Center for Teacher Leadership
51720 Diversity
51800 Special Education Support
51900 Gifted Edu. and Academy Programs Support
52000 Media Services Support
52100 Planning, Innovation, and Accountability
52200 Middle School Classroom
52300 Remedial Education
52400 Office of the Principal - Middle School
52500 Homebound Services
52600 Technical and Career Education Support
52700 Student Leadership
52800 Psychological Services
52900 Audiological Services
53100 School Administration
53200 Alternative Education
Instruction Total
Total
Page | 19
Expenditures - Operating Budget
Budget Database Adjustments:
Adjusting the budget database is a necessary step to bring the budget in line with current projections and
assumptions in building a budget. Expenditure adjustments were made for enrollment changes, staffing turnover/
changes, mandates, local requirements, and other required adjustments. The collective impact of these
adjustments has affected the budget database across hundreds of budget line items.
Employee Compensation:
Employee compensation increased by 1.34 percent to provide employees with relief from having to pay an
additional 1 percent VRS. The 0.34 percent of the increase will help offset a reduction of take-home pay due to the
VRS offset. The additional 1 percent deductible payment reduces the gross taxable income of employees.
Personnel Costs:
There have been adjustments in personnel costs to reflect the additional positions related to the Bayside 6th Grade
Campus and Green Run Collegiate Charter School. The largest adjustment to the cost is related to: (1) the
reduction of FTE positions due to projected student membership for FY16 (down by 825 students) compared to the
budgeted membership in this current year’s budget, and(2) the reduction of FTE positions related to the increase
in class-size by one student, K-12.
Fringe Benefits Cost Adjustment:
Rates are updated.
 Health Insurance costs are projected to increase by 8 percent but will be offset partially in the total budget
by the reduction of FTEs.
 VRS (employer contribution) rates are projected to decrease slightly based on the Governor’s Proposed
Budget.
Page | 20
Revenu
R
ue Sou
urces - Gran
nts and
d Othe
er Fund
ds
Local
Advanced Plac
cement Fee Prog
gram
Adult Basic Ed
ducation Funds
Carl D. Perkins
s Voc.and Tech.. Edu.Act
DoDEA - MCA
ASP
DoDEA - MCA
ASP Operation PRIDE
DoDEA - SFLE
EP
DoDEA - Spec
cial Education
McKinney-Ven
nto Homeless As
ssistance Act
My CAA-ALC
My CAA-LPN
Preschool Ince
entive
Reserve for Co
ontingency - Fed
deral
Startalk
Title I, Part A
Title I, Part D - Subpart 1
Title II, Part A
Title III, Part A - Language Acq
quisition
Title III, Part A - Immigrant & Youth
Y
Title IV, Part B 21st CCLC - GRC
Title IV, Part B 21st CCLC - Williams
W
ES
IDEA Title VI, Part B
DnA Building Blocks
B
for MS Sc
cience
Federal Total
Algebra Readiness Initiative
Career Switcher
CTE State Equ
uipment Allocatio
on
Dual Enrollment - TCC
Early Interventtion Reading Initiative (PALS)
Industry Certifiication Examinattions
ISAEP
Jail Education Program
Juvenile Deten
ntion Home
National Board
d Certification
New Teacher Mentor Program
m
Race to GED Activities
A
Reserve for Co
ontingency - State
Technology Initiative
VA eLearning Backpack Init.- Bayside
B
HS
VA eLearning Backpack Init. - Green Run HS
VA eLearning Backpack Init. - Kempsville HS
VA Initiative fo
or At-Risk Four-Y
Year-Olds
VA Middle Sch
hool Teacher Co
orps
State Total
Opportunity Inc. - Adult Learn
Opportunity Inc. - STEM
Local Total
Green Run Co
ollegiate Charter School
Equipment Re
eplacement
Instructional Technology
Vending Opera
ations
Communicatio
on Tower Techno
ology
Cafeteria
Textbooks
Athletics
Other FundsT
Total
Fund Bala
ance
66,03
39
66,03
39
-
84
350,18
523,13
36
436,40
00
53,53
39
42,55
57
41,18
84
1,703,96
62
3,150,96
62
-
92
101,79
220,49
92
322,28
84
-
06
24,602,50
$
7,443
3,147
Page | 21
Fe
ederal
-
5
500,000
3,9
900,602
4,4
400,602
$
16,5
523,945
Total
57,180
349,074
873,706
244,139
1,272,700
61,015
356,153
105,001
5,000
10,000
657,812
4
4,500,000
89,289
13
3,893,969
5,000
410,214
2
2,551,332
197,415
45,993
273,988
68,772
15
5,558,825
38,749
41,625,326
5
517,898
11,000
88,427
2
275,918
7
773,681
34,586
78,176
62,869
2
236,551
7
730,996
3
352,500
38,401
64,188
2,7
700,000
3,0
053,994
2
214,157
1
170,227
1
164,736
2,5
520,038
35,000
12,1
123,343
1,106
6,301
106
6,000
27
7,739
340
0,000
779
9,562
5,083
3,545
7,443
3,147
23
2,885,02
192,55
50
260,00
00
12,693,00
06
110,00
00
4,922,64
42
21,063,22
21
$
Sta
ate
$
57,180
415,113
873,706
244,139
1,272,700
61,015
356,153
105,001
5,000
10,000
657,812
4,500,000
89,289
13,893,969
5,000
410,214
2,551,332
197,415
45,993
273,988
68,772
15,558,825
38,749
41,691,365
-
868,082
11,000
88,427
275,918
1,296,817
34,586
78,176
62,869
236,551
730,996
352,500
38,401
64,188
2,700,000
3,490,394
267,696
212,784
205,920
4,224,000
35,000
15,274,305
-
101,792
220,492
322,284
16
6,254,782
16
6,254,782
2,885,023
1,106,301
106,000
220,289
600,000
30,227,350
9,094,147
4,922,642
49,161,752
57
7,880,108
$ 106,449,706
Expe
enditurres - Grants
G
and O
Other F
Funds
Pers
sonnel
Serrvices
Advanced Placem
ment Fee Program
Adult Basic Educcation Funds
Carl D. Perkins Voc.and
V
Tech. Edu.Act
DoDEA - MCASP
P
DoDEA - MCASP
P Operation PRIDE
DoDEA - SFLEP
DoDEA - Special Education
McKinney-Vento Homeless Assistan
nce Act
My CAA-ALC
My CAA-LPN
Preschool Incentive
Reserve for Conttingency - Federal
Startalk
Title I, Part A
Title II, Part A
Title III, Part A - Language
L
Acquisitio
on
Title III, Part A - Immigrant & Youth
1st CCLC - GRC
Title IV, Part B 21
Title IV, Part B 21
1st CCLC - Williams ES
IDEA Title VI, Part B
DnA Building Blocks for MS Science
e
Federal Total
Algebra Readiness Initiative
Career Switcher
CTE State Equipment Allocation
Dual Enrollment - TCC
Early Intervention
n Reading Initiative (PALS)
General Adult Ed
ducation
Industry Certification Examinations
ISAEP
Jail Education Prrogram
Juvenile Detentio
on Home
National Board Certification
C
New Teacher Me
entor Program
Race to GED Acttivities
Reserve for Conttingency - State
Technology Initia
ative
VA eLearning Ba
ackpack Init.- Baysid
de HS
VA eLearning Ba
ackpack Init. - Green Run HS
VA eLearning Ba
ackpack Init. - Kemp
psville HS
Virginia Initiative for At-Risk Four-Ye
ear-Olds
Virginia Middle School Teacher Corps
State Total
Opportunity Inc. - Adult Learn
Opportunity Inc. - STEM
Local Total
Green Run Collegiate Charter School
Equipment Repla
acement
Instructional Tech
hnology
Vending Operatio
ons
Communication Tower
T
Technology
Cafeteria
Textbooks
Athletics
Other FundsTottal
Fring
ge
Beneffits
Purchaseed
Sevicess
Material and
Supplies
Capital
Outlay
Impro
ov. And
Tran
nsfers
Tota
al
327,167
31,900
18,225
230,327
44,995
196,574
61,310
457,529
39,136
7,,211,163
4,645
265,958
1,,512,241
145,452
209,866
53,476
11,,019,057
34,273
21,,863,294
644,130
2
2,440
4
4,373
766,837
111,220
399,548
4
4,691
1688,661
2
2,993
2,6199,943
355
866,816
5544,461
477,757
166,080
4
4,091
3,7755,057
2
2,623
7,4822,076
17,8891
319,1 40
132,2269
622,0080
25,0000
5,0000
10,0000
20,4450
26,9907
1,350,3381
47,6660
461,6687
4,2206
45,9993
18,1 60
5,0000
623,8833
57,1 80
3,792,8837
168,600
3,100
90,448
3,272
2,500
23,250
5,951
105,872
5,896
15,000
423,889
5,925
290,532
86,172
253,008
1,528
92,531
15,750
11,172
4,500,000
14,302
2,606,610
9,780
22,943
23,986
6,205
125,878
1,853
8,068,175
61,094
61,094
415,113
873,706
244
4,139
1,272
2,700
61,015
356,153
105,001
5,000
10,000
657,812
4,500,000
89,289
13,893,969
5,000
410,214
2,551,332
197,415
45,993
273,988
68,772
15,558,825
57,180
38,749
41,691,365
220,325
11,000
1,,124,801
32,128
32,733
189,410
495,080
352,500
38,401
54,239
74,936
3,730
2,965
2,870
35,000
2,,670,118
144,699
1044,823
2
2,458
2
2,504
399,091
1877,604
4
4,149
5
5,734
285
227
220
3611,794
429,3306
275,9918
3,0000
78,1 76
18,0000
7750
17,3362
5,8800
191,9920
6,6692
5,3320
5,1 48
4,224,0000
5,261,3392
1,500
500
1,300
5,250
75,724
2,677
2,128
2,059
91,138
203,752
88,427
62,693
9,132
6,000
25,700
2,700,000
3,142,080
254,312
202,144
195,623
6,889,863
-
868,082
11,000
88,427
275,918
1,296,817
34
4,586
78,176
2,869
62
236,551
730,996
2,500
352
38,401
64
4,188
2,700,000
3,490,394
267,696
2,784
212
205,920
4,224
4,000
35,000
4,305
15,274
54,389
74,018
128,407
4
4,160
200,766
244,926
40,3374
99,1 50
139,5524
2,300
2,300
569
26,558
27,127
-
101,792
220,492
322
2,284
1,,654,375
9,,152,685
71,794
2,,920,458
13,,799,312
5877,513
4,4111,252
288,129
2233,415
5,2500,309
266,6641
358,3323
1,5500
763,7728
1,390,1 92
91,000
135,804
82,673
214,750
524,227
285,494
106,000
9,651
600,000
15,442,855
8,992,724
611,300
26,048,024
1,106,301
74,834
279,562
188,991
1,649,688
$ 10,583,9945 $ 1,041,554
$ 41,033,189
$ 1,710,782
$ 38,,461,131 $ 13,1199,105
Page | 22
Other
Charges
500,000
500,000
2,885,023
1,106,301
106,000
220,289
600,000
29,727,350
9,594
4,147
2,642
4,922
49,161,752
$ 500,000 $ 106,449
9,706
FY 2015/16 Unmet Needs
Operating Items
Priority
Ranking Description
Amount
Cumulative
Total
1
5% Raise all employees (inclusive & net of 1.34%)
2
Unified Scale adjustment
3
Collaborative planning days (ES)
4
HS professional development - sub days
5
Bus replacement - 32 buses @ $90K
6
Additional collaborative days
24,000
28,049,000
7
Expanding swim program
12,000
28,061,000
8
HS math/reading coaches
706,040
28,767,040
9
MS (4) math/reading coaches
10
Development of new HS academy
106,500
29,133,540
11
Projector replacement
958,000
30,091,540
12
In-school SAT testing for all HS
Advanced Placement Program - professional development sub days
(HS)
253,000
30,344,540
57,000
30,401,540
50,000
30,451,540
13
18,300,000
18,300,000
6,290,000
24,590,000
500,000
25,090,000
55,000
25,145,000
2,880,000
260,000
28,025,000
29,027,040
14
Possible expansion of MAP assessments
15
Credit Recovery - APEX program = 17,500; 4 core tchrs = 240K; 1
classified = 35K; 40 computers = 20K
332,500
30,784,040
16
Volunteer background check
274,850
31,058,890
17
OECD test (bi-annual cost)
100,000
31,158,890
18
Reorganized Assistant Principal (AP) support program
1,200,000
32,358,890
19
Expand implementation for Positive Behavior Interventions and
Supports - professional development for teachers
86,550
32,445,440
20
Other Management Advisory Group recommendations - re: increase
allowances/supplements & move selected positions from unified scale
to instructional pay scale
4,560,000
37,005,440
Total
Page | 23
37,005,440
FY 2015/16 Unmet Needs
Capital Items
Priority
Ranking Description
Amount
Cumulative
Total
1
Replace 6,000 instructional computers annually (replacement of
approximately 20 percent of fleet per year in future years.
3,690,000
3,690,000
2
Select and implement a Learning Management System to support a
program of personalized learning.
2,700,000
6,390,000
3
The MS distance learning (DL) labs are in need of an upgrade.
Equipment in the labs is obsolete and cannot be replaced if certain
components break.
2,000,000
8,390,000
4
Upgrade core network equipment (routers and switches) that provide
data distribution across the wide area network (WAN)
1,520,000
9,910,000
5
Upgrade WAN Edge and distribution switches that provide connection
from schools and administrative sites to the core network.
2,100,000
12,010,000
6
Additional DL labs will be required to be built in schools. The current
DL labs are operating near capacity.
1,443,200
13,453,200
7
Add Access Points for all elementary schools. They currently have one
access point for every other classroom.
933,000
14,386,200
8
Upgrade the telephone system district-wide to utilize more up-to-date
technology.
2,800,000
17,186,200
Total
Page | 24
17,186,200
Allocat
A
ted Po
ositions
FY 2011
1/12
Amend
ded
Elementary Clas
ssroom
Senior High Classroom
Technical and Career
C
Education
Gifted Ed. and Academy
A
Program
ms
Special Educatio
on
E
Alternative Educ
cation - Renaissan
nce Academy
Student Activitie
es
Office of the Principal - Elementary
ool
Office of the Principal - High Scho
E
Principal - Technical and Career Education
ces
Guidance Servic
Social Work Services
mmunications
Media and Com
Teaching and Learning Support
L
Instructional Center for Teacher Leadership
on Support
Special Educatio
Gifted Ed. and Academy
A
Program
ms Support
Media Services Support
ation, and Accoun
ntability
Planning, Innova
Middle School Classroom
C
Remedial Educa
ation
Office of the Principal - Middle Sc
chool
Homebound Services
d Career Ed. Supp
port
Office of the Principal - Tech. and
ship
Student Leaders
Psychological Services
S
Audiological Serrvices
School Administtration
Alternative Educ
cation
Instruction Tottal
Board, Legal, an
nd Governmental Services
Superintendent
ance
Budget and Fina
Human Resourc
ces
Internal Audit
vices
Purchasing Serv
Center for Teac
cher Leadership
Benefits
s
Health Services
Administration
n, Attendance, & Health
H
Total
Management
on
Vehicle Operatio
Vehicle Operatio
on - Special Education
Vehicle Mainten
nance
Monitoring Serv
vices
Pupil Transporrtation Total
Facilities Planning and Constructiion
School Plant
s
Supply Services
Custodial Servic
ces
Safety and Loss
s Control
Vehicle Services
s
Telecommunica
ations
Operations and
d Maintenance To
otal
Instructional Tec
chnology
Technology
Technology Maiintenance
b
Technology Total
a
Operating Budget Total
State Grants
Federal Grants
Local Grants
F
Food Services Fund
Risk Manageme
ent Fund
Health Insuranc
ce Fund
b
Technology Cattegory
Textbook Fund
egiate Charter School
Green Run Colle
Categorical Gra
ants and Other Fun
nds Total
All Funds Total
FY 2012/ 13
Budgett
FY 2013/14
4
Budget
FY 2014/15
Budget
FY 2015/16
SEON
2,115
5.10
1,022
2.20
225
5.40
156
6.00
1,178
8.00
20
0.00
96
6.60
30
0.50
337
7.00
124
4.00
7
7.00
9.40
209
31 .00
5.00
15
51 .00
8
8.00
32
2.00
9.50
19
200
0.50
9.00
19
761 .40
104
4.50
5.00
115
1 .00
8
8.60
7
7.00
38
8.00
4
4.00
8
8.00
5.00
15
6,959
9.70
2.00
12
7
7.00
43
3.00
47
7.30
4
4.00
3.00
13
6
6.00
5.50
15
131 .00
278
8.80
27
7.00
354
4.69
122
2.56
56
6.00
106
6.88
667
7.13
6
6.00
197
7.00
23
3.50
709
9.00
197
7.00
4
4.00
3
3.00
1,139
9.50
9,045
5.13
4.00
14
574
4.50
492
2.89
5
5.00
6
6.50
187
7.00
1 .50
1,281 .39
2,084.6
60
982.6
60
211.4
45
156.0
00
1,178.0
00
20.0
00
96.6
60
30.5
50
336.0
00
122.0
00
7.0
00
209.6
60
00
31.0
15.0
00
00
51.0
8.0
00
32.0
00
20.0
00
196.5
50
19.0
00
740.7
75
106.5
50
112.0
00
00
1.0
9.0
00
7.0
00
38.0
00
4.0
00
8.0
00
15.0
00
6,848.1
10
12.0
00
7.0
00
43.0
00
47.3
30
4.0
00
13.0
00
6.0
00
15.5
50
00
131.0
278.8
80
27.0
00
354.6
69
122.5
56
56.0
00
106.8
88
667.1
13
6.0
00
197.0
00
23.5
50
716.0
00
197.0
00
4.0
00
3.0
00
1,146.5
50
00
110.0
7.0
00
71.0
00
00
188.0
9,128.5
53
14.0
00
549.5
50
492.8
89
5.0
00
6.5
50
50
1.5
39
1,069.3
2,162.90
0
985.80
0
216.35
5
157.00
0
1,178.00
0
20.00
0
93.60
0
30.50
0
336.00
0
127.00
0
7.00
0
206.60
0
31.00
0
15.00
0
47.00
0
8.00
0
32.00
0
20.00
0
196.50
0
19.00
0
753.65
5
70.50
0
112.00
0
1.00
0
9.00
0
9.00
0
38.00
0
4.00
0
10.00
0
15.00
0
6,911.40
0
12.00
0
8.50
0
43.00
0
47.30
0
4.00
0
13.00
0
5.50
0
16.50
0
131.00
0
280.80
0
27.00
0
354.69
9
122.56
6
56.00
0
106.88
8
667.13
3
6.00
0
197.00
0
23.50
0
728.00
0
198.00
0
4.00
0
3.00
0
1,159.50
0
110.00
0
6.00
0
72.00
0
188.00
0
9,206.83
3
14.00
0
470.50
0
490.89
9
5.00
0
6.50
0
1.50
0
0
24.80
1,013.19
9
2,049.90
926.60
216.35
157.50
1,178.00
20.00
91.60
30.50
332.00
125.00
7.00
204.20
31.00
15.00
47.00
8.00
32.00
20.00
196.50
18.00
722.05
73.00
114.00
1.00
9.00
9.00
38.00
4.00
9.00
16.00
6,701.20
12.00
8.50
42.00
46.30
4.00
13.00
5.50
16.50
132.00
279.80
27.00
354.69
122.56
56.00
106.88
667.13
6.00
196.00
22.50
728.00
198.00
4.00
3.00
1,157.50
111.00
6.00
71.00
188.00
8,993.63
13.00
463.50
1.00
490.89
5.00
6.50
1.50
30.80
1,012.19
(113.00)
(59.20)
0.50
(2.00)
(4.00)
(2.00)
(2.40)
(1.00)
(31.60)
2.50
2.00
(1.00)
1.00
(210.20)
(1.00)
(1.00)
1.00
(1.00)
(1.00)
(1.00)
(2.00)
1.00
(1.00)
(213.20)
(1.00)
(7.00)
1.00
6.00
(1.00)
87.27
10,38
10,326
6.52
10,197.9
92
10,220.02
2
10,005.82
(214.20)
NOTE: Effective FY 2013/14
4, the Technolo
ogy (fund 106) Category will b
be located in th
he Operating fu
und.
Page | 25
Variance
2,06
65.40
07.60
1,00
54.90
25
15
56.00
78.00
1,17
22.00
2
96.60
9
30.50
3
43.00
34
27.50
12
7.00
215.40
31.25
3
15.00
57.00
5
7.00
32.00
3
19.00
99.50
19
19.00
46.40
74
04.50
10
115.00
1.00
8.40
7.00
38.00
3
4.00
9.00
15.00
31.95
6,93
13.00
7.00
43.00
4
47.30
4
4.00
13.00
8.00
15.00
31.00
13
81.30
28
26.00
2
54.69
35
22.56
12
57.00
5
06.88
10
67.13
66
6.00
97.00
19
23.50
2
26.00
72
97.00
19
4.00
3.00
56.50
1,15
36.88
9,03
13.00
46.50
64
92.89
49
5.00
4.50
87.00
18
1.50
50.39
1,35
Fund Balance Summary
VBCPS organizes its account code system on a fund basis. A fund is a self-balancing set of accounts which is
segregated for a specific purpose or activity. The charts below represent the ending fund balances as of June 30th
of the fiscal year. The fund balance is increased or decreased based on the fund’s net revenue over (or under)
expenditures for the fiscal year. The division has developed and implemented a spending plan for the fund
balances that is in alignment with the schools’ Strategic Plan and the projected expenditures for each of these
funds.
Three-Year Actuals
Dollars are in millions
Actuals and Projections Based on the Spending Plan
Projected fund balance after anticipated
spending plan
Historical
Athletics
Cafeteria
Textbooks
Communications Tower/Tech.
Vending Operations
Equipment Replacement
Risk Management
FY 11
$1.2
$3.7
$22.0
$2.3
$0.4
$15.5
$1.8
$6.4
FY 12
$0.3
$4.4
$18.0
$2.5
$0.3
$1.1
$1.8
$1.0
Page | 26
FY 13
$0.0
$5.0
$16.0
$2.9
$0.2
$0.2
$1.8
$1.6
FY 14
$0.0
$5.3
$16.3
$3.0
$0.09
$0.1
$1.5
$1.1
FY 15
$0.0
$2.4
$10.4
$2.6
$0.06
$0.0
$0.0
FY 16
$0.0
$1.6
$5.3
$2.3
$0.03
$0.0
$0.0
Capital Improvement Plan
FY 2015/16 – 2020/21 Capital Improvement Program (CIP)
The VBCPS School Board develops a multi-year Capital Improvement Program (CIP) that is updated annually to
address facility needs. The CIP process begins in September with a preliminary meeting with the city staff. The CIP
is presented to the School Board for information in February, is adopted in March, and then sent to the city for
review and approval. The city adopts the CIP in May along with the Operating Budget.
The FY 2015/16 – 2020/21 CIP proposes funding in the amount of $339.2 million. The proposed amount includes
funds for the modernization and/or replacement of some of the oldest schools in the division. The primary
funding source for the current modernization program is city-issued Charter Bonds.
Page | 27
Capital Improvement Plan
FY 2015/16 – 2020/21 Capital Improvement Program (CIP)
Page | 28
Appendix
Page | 29
Page | 30
Page | 31
Page | 32
Page | 33
Per-Pupil Expenditures
The tables below provide average per-pupil expenditures based upon specific state requirement and categories as
used in the state funding formula and VBCPS’ Annual School Report. The state counts students in specific ways and
includes revenues from various funds; i.e., operations and food services.
VBCPS Average Per-Pupil Expenditure
for Operations*
Sources of FY 2013a (Actual)
FY 2014
FY 2015c
Financial
State
(Estimated) (Approved)
Support Average VBCPS
VBCPS
VBCPS
State
$ 3,652
$ 3,600
$ 3,787
$ 3,922
Sales Tax
954
991
1,034
1,016
Federal
875
1,004
1,149
1,108
5,776
5,237
5,492
5,573
$ 11,257 $ 10,832
$ 11,462
$ 11,619
b
Local
Total
*
Includes regular day school, school food services, summer school,
adult education, athletics, textbooks, and other educational costs,
but does not include facilities, debt service, capital outlay
additions, and pre-kindergarten program expenses
(a)
Commonwealth of Virginia, Superintendent’s Annual Report for
Virginia
(b)
Includes City of Virginia Beach and other local sources; i.e., rental
of facilities summer school tuition, adult education fees, and food
services charges
(c)
Based on the approved School Board Operating Budget and
approved by City Council
Totals may fluctuate due to rounding.
$10,489
$8,633
$10,796
$11,020
$10,706
$10,772
$10,876
$10,832
$9,113
FY 2004/05 FY 2005/06 FY 2006/07 FY 2007/08 FY 2008/09 FY 2009/10 FY 2010/11 FY 2011/12 FY 2012/13
Per-Pupil Expenditure for the Ten Largest School Divisions
$16,000
$14,000
$12,000
State Av erage
$10,000
$8,000
$6,000
$4,000
$2,000
$0
Chesterfield
Chesapeake
County
Fairfax
County
Henrico
County
Loudoun
County
Newport
News
Norfolk City
Prince Wm.
County
Stafford
County
Virginia
Beach
FY 2010/11
$8,772
$10,490
$13,008
$9,015
$11,946
$10,582
$10,500
$10,079
$9,858
$10,772
FY 2011/12
$8,755
$10,680
$13,391
$9,041
$12,429
$10,842
$10,419
$10,380
$9,751
$10,876
FY 2012/13
$9,276
$10,474
$14,108
$9,110
$13,106
$10,658
$11,022
$10,449
$9,971
$10,832
Page | 34
Student Membership
FY 2015/16
The school division uses a cohort survival model to generate base student membership projects. This model
essentially compares the number of students in a particular grade to the number of students in the previous grade
during the previous year. Ratios are computed for each grade progression over a multi-year period and are then
used to project future enrollments. To project kindergarten enrollment, birth data lagged five years behind its
respective kindergarten class is used to calculate a cohort ratio. Student projections are further adjusted based on
analysis generated in the school division’s Geographic Information System (GIS), a detailed analysis of residential
housing trends, Virginia Beach resident birth rates, and other available data that may impact student enrollment.
For the past several years, the Office of Demographics and Planning has shared how recent economic conditions
have had a significant impact on the division’s student membership. Factors such as the increasing numbers of
students in shared housing and homeless situations, fluctuations in the numbers of students opting to attend private
schools, and volatility in the real estate market combined, have created instability in VBCPS student enrollment.
The FY 2014/15 actual September 30th student membership for K-12 was 68,430. This membership was 535
students below earlier projections for the FY 2014/15 projected student membership of 68,965 for FY 14.
The FY 2014/15 actual total division student membership net decrease was 429 students from FY 2013/14.
 Elementary student membership decreased by 223 students
 Middle school declined by 272 students
 High schools increase by 66 students
The FY 2015/16 student membership is projected to have a net decrease of 290 students from the FY 2014/15
actual September 30th student membership.
 Elementary student membership decreased by 208 students
 Middle school declined by 7 students
 High schools decreased by 75 students
It is important to note that the current year’s budget, FY 2014/15, was developed and based on a student
membership of 68,965 which is (as indicated above) 535 below the September 30, 2014 actual membership and is
825 below our projected September 30, 2015 membership of 68,140. The FY 2015/16 proposed budget reflects the
loss of funding associated with this significant decline.
The total division student membership six-year history and the six-year projection follows on the next page.
Page | 35
Student Membership by Grade Level
Final September 30, 2015/16 and 2016/17 student membership projection does not include the Adult Learning
Center, Advance Technology Center, or Technical & Career Education Center.
Page | 36
Student Characteristics
Source: Department of Educational Leadership and Assessment
Page | 37
Staffing Standards and Guidelines
FY 2014/15
The allocations of instructional personnel in Virginia Beach are based on guidelines that meet or exceed the SOQ,
the accreditation requirements of Virginia, and core class size caps as adopted by the School Board.
NOTE: These standards represent current information and may be subject to change because of the Standards of Accreditation and Standards
of Learning implementation requirements and local operating budget.
Elementary School
Grade
Level
[see
Note (5)]
K
1
2
3
4
5
Virginia SOQ Accreditation Standard Divisionwide Ratios
[See Note (3)]
24:1 without assistant; no class larger than 29;
with a full-time assistant if ADM is greater than 24:1
24:1 no class larger than 30
VBCPS
Classroom
Teacher
Allocation
VBCPS
Target Class
Size Ratio
[see Note (1)]
VBCPS
Class Size Cap
[see Note (1)]
24:1
24:1
26
24:1
24:1
24:1
25:1
25:1
24:1
24:1
24:1
25:1
25:1
26
26
26
26
26
These standards do not include teachers for resource programs, itinerant services, special education, Title I,
guidance counselors, and library media specialists.
NOTES TO STAFFING STANDARDS:
(1)
Schools are monitored throughout the year for compliance with pupil/teacher ratios. An additional teacher will
be added at a grade level when the average class-size of all sections on the grade level reaches the classsize cap as shown above. In all cases, adequate funds must be available.
(2)
Exceptions to student/teacher target ratios can be requested on the basis of existing staff. The written request
for exception must include the program rationale for the exception, as it relates specifically to student
achievement and/or an objective in the school's strategic plan. A cost analysis will be completed after the
assistant superintendent/directors receive the request.
(3)
Twenty one elementary schools in Virginia Beach participate in the state K-3 Class-Size Initiative. The
Virginia Department of Education (VDOE) determines the ratio for each school based on the percentage of
students who receive free lunch. Allocations for 2014/15 reflect these ratios.
Schools that participate in the Virginia K-3 Class-Size Initiative must maintain a K-3 class-size average as
listed below.
14 schools @ 19 to 1 with no class in K-3 larger than 24
2 school @ 16 to 1 with no class in K-3 larger than 21
1 school @ 15 to 1 with no class in K-3 larger than 20
(4)
Principals are asked to schedule planning periods for elementary grade levels at the same time each day,
whenever possible, to provide opportunities for collaborative planning and staff development.
(5)
0.5 EDK FTE assigned per school; additional FTE based on established eligibility criteria.
Page | 38
Resource Teachers, Library Media Specialists, and Guidance Counselor Allocations
Full-time resource teachers should be scheduled for a daily, unencumbered planning time.
Art/Grades 1-5
40-minute instructional period on a regular basis per
class; plus 1 class period for display and dissemination
of materials per week; initial staffing equal to music
staffing; additional staffing based on number of classes
taught*
Music/Kindergarten
class*
Music/Grades 1-5
class; plus 1 class period for chorus per week*
Physical Education/Grades 1-5
40-45 minute period recommended daily per class; a
second P.E. teacher will be allocated after the 6th P.E.
assistant, if teacher positions are available
Reading Specialist
1 per school [SOQ]; .20 additional RRS for each 100
students in membership after 500 (VBCPS)
Library Media Specialist
1 per school
Guidance
1 per school; .20 additional guidance per 100 students
in membership after 500 [SOQ]
English as a Second Language
Itinerant based on number of students and level of
proficiency [Federal]
Computer Resource
1 per school
Strings
Itinerant based on enrollment and levels
Gifted/Talented
Itinerant resource based on identified enrollment
*Principals are expected to adhere to recommended instructional times for Kindergarten and Grades 1-5
Music and for Grades 1-5 Art. Staffing standards are:
Art (1-5) and Music (K-5) Teachers
Nurse
Clinic Assistant
Kindergarten
Physical Education
1 - 6 classes
7-12 classes
13-18 classes
19-24 classes
25-30 classes
31-36 classes
37-42 classes
43-48 classes
49-54 classes
55-60 classes
0.2 FTE
0.4 FTE
0.6 FTE
0.8 FTE
1.0 FTE
1.2 FTE
1.4 FTE
1.6 FTE
1.8 FTE
2.0 FTE
School Health Allocations
1 per school; additional nurse assigned on a special
needs basis
Special needs basis
Teacher Assistant Allocations (VBCPS)
1 per kindergarten teacher
1 for each 6 classes exceeding the P.E. teacher's initial
6 classes; 1 assistant per 6 additional classes*
Page | 39
General Assistants
1
500 students
1.5
650 students
2
800 students
2.5
950 students
Special needs basis (Additional FTE for Christopher
Farms Spanish Immersion Program as needed)
Primary Assistants
Allocated as needed to primary grades
*Physical Education Teacher Assistants (Grades 1-5)
7-9 classes
0.5 FTE
10-12 classes
1.0 FTE
13-15 classes
1.5 FTE
16-18 classes
2.0 FTE
19-21 classes
2.5 FTE
22-24 classes
3.0 FTE
25-27 classes
3.5 FTE
28-30 classes
4.0 FTE
31-33 classes
4.5 FTE
34-36 classes
5.0 FTE
37-39 classes
5.5 FTE
40-42 classes
6.0 FTE
Security Assistant Allocations (VBCPS)
Security Assistants
1 per school
Non-Instructional – Secretarial/Clerical Allocations
School Administrative Associate I/12 mo.
1 per school
School Office Associate II/12 mo.
1 per school and special education centers
1 per school
Data Support Specialist/12 mo.
1 per school; plus 1 additional DSS in schools
exceeding 900 students
Library Media Assistant/10 mo.
1 per school (.50 Creeds Elementary)
Extra Secretarial Days
Principal
Assistant Principal
Coordinators
Administrative Assistant
Custodian
7 per school
20 per new school
Administrative Allocations
1 per school
1
2
3
300-899 students
900-1,499 students
1,500 students
Other School Administrator Allocations
Assigned to special programs
Special needs basis
Custodial Allocations
1 per 17,000 square feet
Page | 40
FY 2014/15
The allocations of instructional personnel in Virginia Beach are based on guidelines that meet or exceed the SOQ
and the accreditation requirements of Virginia and core class caps as adopted by the School Board.
Middle School
Grade Level
Middle School (Grades 6-8)
Grades 6
English
Courses
SOQ
Accreditation
Standard
Division-wide
Ratios
25:1[SOQ]
24:1[SOQ]
VBCPS Target Class Size Ratio
[see Note (1)]
Core Courses-Math,
Science, and Social Studies
Bayside 6 and Bayside MS
Core Course-English
25:1
*Bayside 6 and Bayside MS
Exploratory Courses and
Electives
22:1
25:1
Career and Technical
Education Courses
VBCPS
Standard
Classroom
Teacher
Allocation
20.25:1(a)
22:1
24:1
20:1 or number of work stations
(c)
Physical Education
35:1
Distance Learning
25:1
Allocation Adjustments will be Considered as
Follows: (Additional Teachers Subject to
Availability of Funds) (b)
Class size minimum: 20:1
Class size maximum: 35:1
Band and chorus: 37:1 for all sections
Other electives: 30:1 for all sections
Class size maximum: 20:1 or number of work
stations (See VDOE listings)
Class size maximum: 37:1 average for all sections
Class size minimum: N/A
(a)
This standard includes all instructional personnel other than teachers for gifted education, in-school
suspension, special education, guidance counselors, library media specialists, student activity coordinators,
reading specialists, SOL improvement specialists, and computer resource specialists.
(b)
Courses not meeting minimums may be dropped. Waivers may be granted, depending on the course and the
extenuating circumstances.
(c)
Career and Technical Education laboratory classes that use equipment that has been identified by the U.S.
Department of Labor for hazardous occupations shall be limited to a maximum of 20 students per laboratory.
(1)
Instructional allocations may be decreased and a teacher reassigned when the school-wide student/teacher
ratio is 20.25:1 or less with the elimination of the position.
(2)
for exception must include the program rationale for the exception, as it relates specifically to student
Page | 41
achievement and/or an objective in the school's strategic plan. A cost analysis will be completed by the
Department of Human Resources after the appropriate assistant superintendent receives the request.
(3)
The classroom teacher allocation of 20.25:1 is based on all core teachers being assigned to four (4) teaching
periods. Elective teachers will be assigned to five (5) teaching periods a day with one period designated for
individual planning.
(4)
Each day, core teachers will have one individual planning period scheduled during the students’ instructional
day. Core teachers have one core team work/planning period during the contractual day. [Note: The team
work/planning period may include such activities as remediation/academic support; professional learning;
planning with team members; conferring with parents, resource staff, and educational professionals; providing
special assistance to individual students or groups; completing other tasks necessary for efficient, effective
team operation.]
(5)
Principals are encouraged to schedule the core team-planning period for each team on a grade level at the
same time each day.
(6)
Full-time teachers of non-core classes will have one planning period per day.
Resource Teachers, Library Media Specialists, and Guidance Counselors Allocations
(Kemps Landing/Old Donation School, Bayside 6th Grade Campus and Bayside Middle School are
staffed using appropriate modifications to all established standards.)
Computer Resource
1 per school; plus 1 additional for each school with
membership exceeding 1,100 students
Distance Learning
.20 per school (for schools that send transmissions)
Gifted Education
1 per school (excluding Kemps Landing/Old Donation
School. Bayside 6th Grade Campus 0.4 and Bayside
Middle School 0.6)
Student Activities
1 per school (.50 to Kemps Landing/Old Donation
School. Bayside 6 and Bayside MS will share)
Library Media Specialist
.50 for < 300 students; 1 for 300 students; 2 for 1,000
students [SOQ]
Guidance
Guidance Department Chair, 1 per school (300
students); Counselors, 1 per 350 students (after first
300)
Reading Specialist
1 per school (.50 to Kemps Landing/Old Donation
School and .60 to Bayside 6th Grade Campus)
proficiency [Federal Standard]
In-School Suspension
Paraprofessional Allocation
1 per school (excluding Kemps Landing/Old Donation
School and TEA for 25 hours at Bayside 6th Grade
Campus)
VBCPS Non-Instructional – Secretarial/Clerical Allocations
School Admin Associate I/Office Manager /12 mo.
1 per school
Bookkeeper/12 mo.
1 per school (excluding Bayside 6th Grade Campus)
School Office Assoc. II/Attendance Secretary 10
mo.
1 per school
Page | 42
School Office Assoc. II/Discipline Secretary/10 mo.
1 for 1,000 students
School Office Associate II/12 mo./Data Tech
1 per school (excluding Bayside 6th Grade Campus)
Library Media Assistant
School Office Assoc. II/Guidance Secretary/12
mo.
1 per school (750 enrollment) [SOQ]
1 per school (excluding Bayside 6th Grade Campus/
staffed with a TEA)
Additional Secretarial Days
21 per school (7 for Kemps Landing/Old Donation
School and shared between Bayside 6 and Bayside MS)
Security
Teacher Assistant
General Assistant
Nurse
Clinic Assistant
Principal
Security Assistant Allocations
3 per school; additional staff is based on special need
(excluding Bayside 6th Grade Campus which has 2)
Distance Learning Teacher Assistant Allocations
1 per school (excluding Kemps Landing/Old
Donation School)
General Assistant Allocations
Kemps Landing Magnet School (1)
1 per school
1 per school at 1,000 students (This standard will be
adjusted and additional assistants assigned based on
student needs, usage and programs.)
1 per school [SOQ]
Assistant Principal
1 per school
2 for 900 students
Dean of Students
1 each at Bayside 6 and Bayside MS
Coordinators
Custodians
Special needs basis
School Office Assoc II/12 mo. (Data Tech)
1 per school
1 per school (750 students) [SOQ]
School Office Assoc II/12 mo. (Guidance)
1 per school
21 per comprehensive high school
20 for Renaissance Academy
Page | 43
7 for Adult Learning Center
7 for Advanced Technology Center
7 for Technical and Career Education Center
Security Assistants - Day
5 per school; additional staff is based on special needs
Security Assistants - Night
Distance Learning
Nurse
Clinic Assistant
Principal
Assistant Principal
Coordinators
Custodian
Distance Learning Assistant Allocations
1 per high school
1 per school
1 per school at 1,000 students
This standard will be adjusted and additional assistants
assigned based on student needs, usage and programs.
1 per school [State]
2
3
4
below 1,200 students
1,200 students
1,800 students
Special needs basis
Page | 44
FY 2014/15
The allocations of instructional personnel in Virginia Beach are based on guidelines that meet or exceed the SOQ,
the accreditation requirements of Virginia (State), and core class size caps as adopted by the School Board.
High School
Grade Level
High School (9-12)
High School English
Courses
Core Courses-Math,
Science, and Social
Studies
Core Course-English
SOQ
Accreditation
Standard
Division-wide
Ratios
24:1 [SOQ]
VBCPS Target
Class Size Ratio
[see Note (1)]
25:1
Allocation Adjustments will be Considered as Follows:
(Additional Teachers Subject to Availability of Funds) (b)
Class size average: 28 with no class higher than 30
Electives
25:1
Advanced Placement/
Academy Courses
Honors Academic
Courses
High Level Academic
Language Electives
Career and Technical
Education Courses
24:1
Class size minimum: 17
Band and chorus: 38:1 average for all sections
Other electives: 28:1 for all sections
Class minimum: 15
25:1
25:1
Class size average: 28 with no class larger than 30
Class size maximum: determined by number of
workstations (see VDOE listing)
Class size minimum: 25:1 [Division]
Class size maximum: 38:1 average for all sections with
no class higher than 40
Physical Education
24:1
VBCPS Standard
Classroom
Teacher
Allocation
20.25:1(a)
20:1 or number of
Workstations (c)
35:1
(a)
This standard includes all instructional personnel other than teachers for gifted education, in-school
suspension, Education for Employment, NJROTC, special education, guidance counselors, library media
specialists, testing specialists, computer resource specialists, and student activity coordinators.
(b)
Courses not meeting minimums may be dropped. Waivers may be granted by the assistant superintendent,
depending on the course and the extenuating circumstances.
(c)
Career and Technical Education laboratory classes that use equipment that has been identified by the U.S.
Department of Labor for hazardous occupations shall be limited to a maximum of 20 students per laboratory.
(1)
International Baccalaureate Program, Mathematics and Science Academy, Health Sciences Academy,
Technology Academy, Legal Studies Academy, Visual and Performing Arts Academy, Global and World
Languages Academy, Technical and Career Education Center, Renaissance Academy, and Advanced
Technology Center are staffed using appropriate modifications to all established standards.
Page | 45
(2)
Staffing for Green Run Collegiate Charter School will be based on the Memorandum of Agreement (MOA)
between the Governing Board of Green Run Collegiate Charter School and the School Board of Virginia
Beach City Public Schools.
(3)
Instructional allocations may be decreased and a teacher reassigned when the school-wide student/teacher
ratio would be 20.25:1 or less with the elimination of the position.
(4)
for exception must include the program rationale for the exception as it relates specifically to student
achievement and/or an objective in the school's strategic plan. A cost analysis will be completed by the
Department of Human Resources after the appropriate assistant superintendent receives the request.
(5)
High school teachers will have a minimum of 250 minutes of planning time per week (SOQ).
(6)
Throughout September, the principal will monitor the number of students in classes to ensure the most
effective use of division resources in staffing.
Resource Teachers, Library Media Specialists, Special Education, and Guidance Counselor Allocations
Distance Learning
.20 per school (for schools that send transmissions)
Gifted Education
1 per school excluding Renaissance Academy
Student Activities
1 per school (with interscholastic program)
Library Media Specialist and Computer Resource
3:1 and 2:2 beginning FY 2001/02 when the Board approved
staffing modifications, which allocated 2 Computer Resource
Specialists and 2 Library Media Specialists to each school,
and one (1) Computer Resource Specialist for Technical and
Career Education Center. (Schools were required to
eliminate 1 Library Media Specialist upon a vacancy of a
Library Media position by a FY 2000/01 agreement.)
Guidance
1 Guidance Department Chair per school (300 students)
1 Counselor per 350 students (after first 300)
proficiency [Federal]
Reading Specialist
1 per school; exceptions include Renaissance Academy
(2) and Technical and Career Education Center (0)
In-School Suspension
Paraprofessional Allocations
1 per school
Non-Instructional – Secretarial/Clerical Allocations
(Appropriate modifications to established standards are made for the Advanced Technology Center, Princess
Anne High School (Special Education Wing), Renaissance Academy, and Technical and Career Education
Center.)
School Admin Office Assoc II/12 mo. (Office
1 per school
Manager)
Bookkeeper/12 mo.
1 per school
School Office Assoc II/10 mo. (Attendance
Secretary)
School Office Assoc II/10 mo. (Discipline Secretary)
School Office Assoc II/12 mo.
School Office Assoc II/10 mo.
1 per school
1
2
3
Page | 46
1,000 students
1,600 students [State]
2,200 students [State]
School Office Assoc II/12 mo. (Data Tech)
1 per school
1 per school (750 students) [SOQ]
School Office Assoc II/12 mo. (Guidance)
1 per school
21 per comprehensive high school
20 for Renaissance Academy
7 for Adult Learning Center
7 for Advanced Technology Center
7 for Technical and Career Education Center
Security Assistants - Day
Security Assistants - Night
Distance Learning
Nurse
Clinic Assistant
Principal
Assistant Principal
Coordinators
Custodian
Distance Learning Assistant Allocations
1 per high school
1 per school
1 per school at 1,000 students
This standard will be adjusted and additional assistants
assigned based on student needs, usage and programs.
1 per school [State]
2
3
4
below 1,200 students
1,200 students
1,800 students
Special needs basis
Page | 47
Awards, Recognitions, and Achievements
Association of School Business Officials International (ASBO)
Meritorious Budget Award
Page | 48
Awards, Recognitions, and Achievements
Government Finance Officers Association of the United States
and Canada (GFOA)
Distinguished Budget Presentation Award
3
Page | 49

Dr. Aaron C. Spence assumed the leadership of Virginia Beach City
Public Schools (VBCPS) June 23, 2014. As superintendent, he oversees the operation of 86 schools (serving almost 69,000 students)
as well as all administrative support functions for the school division. Dr. Spence is a proud graduate of Green Run High School in
Virginia Beach. For more information about Dr. Spence, please
visit our website at www.vbschools.com/administration/
superintendent..

Farrell Hanzaker, Chief Financial Officer (CFO) for VBCPS, has
earned the prestigious 2014 Virginia Business CFO Award. Each
year, the magazine honors the top CFOs across the state whose
ingenuity and dedication have contributed to their entities’ financial success. The award is given to one person in five different
categories. Hanzaker took home his award in the large, nonprofit
category.

Hermitage Elementary School was named a 2014 National Blue
Ribbon School by the U.S. Department of Education. The school
earned this prestigious distinction for its record of high student
achievement despite a significant student mobility rate. More than
200 students enroll and leave Hermitage in a given school year,
yet student achievement at the school continues to exceed state
and national standards. Hermitage is one of 10 schools in Virginia
to achieve the honor. Hermitage previously earned a Blue Ribbon
title in 2005.

All 11 VBCPS high schools were ranked in the top nine percent
nationwide by The Washington Post newspaper. VBCPS is the only
division in Hampton Roads to have all of its highs schools in the
top nine percent of the nearly 22,000 public high schools in the
nation.

Newsweek and The Daily Beast ranked the top 2,000 high schools

VBCPS was selected as a first-place winner in the American School
Board Journal’s 2014 Magna Awards program for its Parent Connection outreach.

Kemps Landing Magnet School was awarded the 2014 Governor’s
Award of Educational Excellence for the seventh year in a row and
was one of only five schools in Virginia to receive the honor.

Among all the seven Hampton Roads school divisions, Virginia
Beach seniors continue to have higher mean scores on all three
sections of the SAT. The Class of 2014 total mean score was 25
points higher than any other total mean SAT score in the region.

VBCPS is one of seven Virginia school divisions recognized by the
College Board with placement on the Fourth Annual AP District
Honor Roll. The division earned the honor for increasing the availability of Advanced Placement (AP) courses while increasing the
percentage of students scoring 3 or higher on AP exams.

A release by the College Board showed that VBCPS continues to
increase the number of students taking rigorous Advanced Placement (AP) courses and earning qualifying scores on AP exams.
During the 2013-2014 school year, VBCPS students took more than
8,850 AP exams, an increase of approximately 200 exams from the
previous year. Of those exams, nearly 5,200 had qualifying scores
of 3, 4 or 5. In addition, 1,209 VBCPS students were designated as
2014 AP Scholars for completing three or more AP exams with
scores of 3 or higher. Of those students, 76 earned the prestigious
title of National AP Scholar for earning an average score of 4 or
higher on eight or more AP exams.

VBCPS won first place in the 2014 Virginia School Boards Association’s Green Schools Challenge. VBCPS was ranked first in school
divisions with a student population of more than 10,000. This competition rates implementations of specific environmental policies
and practical actions that reduce the carbon emissions generated
by both the local school division and the broader community.

VBCPS was named an Arts Partner in the 2013 ALLI Awards by the
Cultural Alliance of Greater Hampton Roads, which recognizes
leaders in the region for their contribution to arts and cultural
industry through professional, educational, or volunteer efforts.

Virginia Beach City Public Schools’ Deputy Superintendent, Dr.
Sheila Magula, was named the Virginia Association for Supervision
and Curriculum Development (VASCD) Curriculum Leader of the
Year (2014). Magula was recognized for being a catalyst for innovation while maintaining a strong and steady commitment to instructional excellence.

Kellam High School was named a Silver Design Award winner in
the 2014 Virginia School Boards Association’s (VSBA) Exhibition of
School Architecture. According to the VSBA, this competition is
held in order to raise awareness among board members about the
relationship between good design and effective teaching and
learning.

The VBCPS website, www.vbschools.com, is among 214 of more
than 6,000 government websites which received a Sunny Award
for transparent government websites. The award is presented
annually by the editors of Sunshine Review.
in the country that best prepare students for college and 10 Virginia Beach City Public Schools high schools made the list.
Page | 50
Page | 51

GEICO designated the Virginia Beach Education Foundation (VBEF) as the GEICO Volunteer Partner of the Year.

Currently there are 2,031 Community Partners
with VBCPS.

VBCPS has 22,164 volunteers.

Partners and volunteers donated more than
690,000 hours of service.

The estimated worth of donated hours for
partners and volunteers is $15,562,883 which
is the Independent Sector Organization’s Value of Volunteer Time figure of $22.55 per
hour.

VBCPS boasts a total PTA membership of
30,479 which is 44.4% of student enrollment.

Number of Beach Bags distributed since inception in 2009—31,255. Total for the 2013-14
school year was 7,057 and the 2014 Summer
Distribution was 730.

Three hundred forty-nine (349) VA Star computers have been donated to students since
2009.

Parent Connection is a one-stop resource for
families including daily “e-tips,” and online
resources. Events include parenting workshops, seminars, guest speakers and monthly
guest columns.

Since the Military Child Initiative was launched
in 2007, more than 655 Military Welcome
Packets have been sent upon request to service members throughout the world.

VBEF has constructed eight houses and raised
more than $500,000.

VBEF awarded 58 innovative grants to teachers and schools for SY 2014-15 totaling
$98,000.

VBEF opened a trust account to be treated as
an endowment in 2000 with $50,000. The
amount has grown to $1,586,000 (Nov. 30,
2014).

VBEF Sponsored Events: TGIF, Pearls of Wisdom, Golf Tournament, Building Futures
Grants and Schoolwide Grants.
Page | 52

Since 200 division-wide s uare footage has
increased by
to more than 10. million
s uare feet, VBCPS utility costs have decreased
by 21 .

Since September 200 , the school division has
diverted more than , 11 tons from the waste
stream which is e uivalent to saving
 1 1,0 2 trees

million gallons of oil
 2 ,1 2 cubic yards of landfill space
 0. million kilowatts of energy (enough
to power ,
homes for one year)
 4 million gallons of water

VBCPS is one of 11 recipients in the .S. Environmental Protection Agency’s mid-Atlantic
egion, and the only school division in Virginia,
to be awarded for exemplary achievements in
environmental excellence and pollution prevention.

he Virginia School Boards Association recognized VBCPS for being a Platinum Level Certified Green School Division.

he Office of School Plant Services received
the Platinum Level Award from the Virginia
School Plant Managers Association for implementing best practices and processes for excellence in school facility maintenance.

or more information about the Virginia Beach
City Public School system, please visit
www.vbschools.com
Page | 53
Mobility Indices - All Schools
The mobility indicator reflects the number of entries and withdraws that occur within a given school during the school
year. The mobility index expresses this value as a function of the September 30th membership count. First time
entries within the school are not included in the calculations. For example, a school with a September 30th
membership count of 100 and a total number of entries (excluding first time entries) and withdraws of 10 during the
course of the school year would have a mobility index of 0.10. For calculation purposes, the school year begins with
the first official day for students and ends with their last official day.
Page | 54
All Schools
Page | 55
All Schools
Page | 56
Budget Manager and Signature Authority
(for budget and business transactions)
Each Senior Staff member is responsible, through signature authority, for designated budget categories,
including departmental spending, line item compliance, and all expenditures. This authority may be shared, if
so designated. However, delegating signature authority does not nullify the Senior Staff member’s
accountability for fiscal responsibility.
Unit
Code Budget Name
Senior Staff
Budget
Manager(s)
Signature
Authority
INSTRUCTION
50100
60100
50200
60200
50300
60300
50400
60400
50500
60500
50600
60600
50700
60700
50800
60800
50900
60900
51000
61000
51100
61100
51200
61200
51300
61300
51400
61400
51500
61500
61600
Elementary Classroom
Shirann Lewis
Shirann Lewis
Krista Barton-Arnold
Kathleen Starr
School Draw Account
Senior High Classroom
George Parker
George Parker
School Draw Account
Technical and Career Education
Amy Cashwell
Patrick Konopnicki
School Draw Account
Gifted Education and Academy Programs
Amy Cashwell
Veleka Gatling
James Pohl
School Draw Account
Special Education
Amy Cashwell
Daisy Wood
School Draw Account
Summer School
Amy Cashwell
Veleka Gatling
George Parker
Paul Palombo
Alternative Education – Renaissance
George Parker
Kay Thomas
School Draw Account
Student Activities
George Parker
Michael McGee
Office of the Principal – Elementary
Shirann Lewis
Shirann Lewis
Krista Barton-Arnold
Kathleen Starr
School Draw Account
Office of the Principal – Senior High
George Parker
George Parker
Amy Cashwell
Patrick Konopnicki
James Pohl
Amy Cashwell
School Draw Account
Office of the Principal – Technical and
Career Education
School Draw Account
Guidance Services
Social Work Services
Amy Cashwell
Alveta Mitchell
James Pohl
Daisy Wood
Media and Communications
Kathleen O’Hara
Kathleen O’Hara
Ramesh Kapoor
William Johnsen
School Draw Account
Page | 57
Shirann Lewis
Kevin Hobbs
Aaron Spence
Principal (Draw only)
George Parker
Kevin Hobbs
Aaron Spence
Amy Cashwell
Aaron Spence
Amy Cashwell
Aaron Spence
Amy Cashwell
Aaron Spence
Principal (Draw only))
Amy Cashwell
Aaron Spence
George Parker
Kevin Hobbs
Aaron Spence
George Parker
Kevin Hobbs
Aaron Spence
George Parker
Kevin Hobbs
Aaron Spence
Shirann Lewis
Kevin Hobbs
Aaron Spence
George Parker
Kevin Hobbs
Aaron Spence
Amy Cashwell
Aaron Spence
Amy Cashwell
Aaron Spence
Amy Cashwell
Aaron Spence
Kathleen O’Hara
Eileen Cox
Aaron Spence
William Johnsen
Ramesh Kapoor
Aaron Spence
Unit
Code
Budget
Manager(s)
Signature
Authority
Amy Cashwell
Aaron Spence
Jobynia Caldwell
Amy Cashwell
Lesley Hughes
James Pohl
Amy Cashwell
Veleka Gatling
Jobynia Caldwell
Special Education Support
Amy Cashwell
Daisy Wood
Gifted Education and Academy Programs
Support
Amy Cashwell
Amy Cashwell
James Pohl
Veleka Gatling
School Draw Account
Media Services Support
Ramesh Kapoor
William Johnsen
Planning, Innovation, and Accountability
Donald Robertson
Donald Robertson
Middle School Classroom
Cheryl Woodhouse
Cheryl Woodhouse
School Draw Account
Remedial Education
Amy Cashwell
Office of the Principal – Middle School
Cheryl Woodhouse
Amy Cashwell
Veleka Gatling
Cheryl Woodhouse
School Draw Account
Homebound Services
George Parker
Michael McGee
52600
62600
52700
62700
Technical and Career Education Support
Amy Cashwell
Student Leadership
George Parker
Patrick Konopnicki
James Pohl
Michael McGee
52800
62800
52900
62900
53100
63100
53200
63200
Psychological Services
Amy Cashwell
Daisy Wood
Audiological Services
Amy Cashwell
Daisy Wood
School Leadership
Rashard Wright
Alternative Education
George Parker
George Parker
Shirann Lewis
Kay Thomas
George Parker
54100
64100
Board, Legal, and Governmental Services
Aaron Spence
Aaron Spence
54200
64200
Office of the Superintendent
Aaron Spence
Aaron Spence
54300
64300
Budget and Finance
Farrell Hanzaker
Farrell Hanzaker
54400
64400
54500
64500
Human Resources
John Mirra
John Mirra
Internal Audit
Aaron Spence
Terrie Pyeatt
Budget Name
Senior Staff
51700
61700
Teaching and Learning Support
Amy Cashwell
51710
61710
Instructional Center for Teacher
Leadership
Diversity
Amy Cashwell
51720
61720
51800
61800
51900
61900
52000
62000
52100
62100
52200
62200
52300
62300
52400
62400
52500
62500
Amy Cashwell
Aaron Spence
Jobynia Caldwell
Kevin Hobbs
Aaron Spence
Amy Cashwell
Aaron Spence
Amy Cashwell
Aaron Spence
Ramesh Kapoor
William Johnsen
Joseph Damus
Aaron Spence
Donald Robertson
Aaron Spence
Cheryl Woodhouse
Kevin Hobbs
Aaron Spence
Amy Cashwell
Aaron Spence
Cheryl Woodhouse
Kevin Hobbs
Aaron Spence
George Parker
Kevin Hobbs
Aaron Spence
Amy Cashwell
Aaron Spence
George Parker
Kevin Hobbs
Aaron Spence
Amy Cashwell
Aaron Spence
Amy Cashwell
Aaron Spence
Kevin Hobbs
Aaron Spence
George Parker
Kevin Hobbs
Aaron Spence
ADMINISTRATION, ATTENDANCE, AND HEALTH
Page | 58
Kevin Hobbs
Aaron Spence
Farrell Hanzaker
Kevin Hobbs
Aaron Spence
Farrell Hanzaker
Farrell Hanzaker
Crystal Pate
Aaron Spence
John Mirra
Aaron Spence
Terrie Pyeatt
Farrell Hanzaker
Aaron Spence
Unit
Code
Budget
Manager(s)
Budget Name
Senior Staff
54600
64600
Purchasing Services
Farrell Hanzaker
Kevin Beardsley
54700
64700
64900
Center for Teacher Leadership
Amy Cashwell
Office of Technology
Ramesh Kapoor
Amy Cashwell
Veleka Gatling
Joseph Damus
55000
65000
Benefits
Farrell Hanzaker
Linda Matkins
55200
65200
Health Services
George Parker
Rashard Wright
Michael McGee
56100
66100
Management
Dale Holt
John Cotthaus
56200
66200
Vehicle Operations
Dale Holt
John Cotthaus
56250
66250
Vehicle Operations – Special Education
Dale Holt
John Cotthaus
56300
66300
Vehicle Maintenance
Dale Holt
John Cotthaus
56400
66400
Monitoring Services
Dale Holt
John Cotthaus
57100
67100
57200
67200
Facilities Planning and Construction
Dale Holt
Anthony Arnold
School Plant
Dale Holt
Brian Baxter
57300
67300
Distribution Services
Dale Holt
Eric Woodhouse
57400
67400
57500
67500
Grounds Services
Dale Holt
Steven Proffitt
Custodial Services
Dale Holt
Larry Ames
58100
68100
58200
68200
Safety and Loss Control
Dale Holt
Richard Ponti
Vehicle Services
Dale Holt
John Cotthaus
58300
68300
Telecommunications
Ramesh Kapoor
Neha Patel
68400
Technology Maintenance
Ramesh Kapoor
Neha Patel
Signature
Authority
Kevin Beardsley
Farrell Hanzaker
John Manzella
Aaron Spence
Amy Cashwell
Aaron Spence
Joseph Damus
Ramesh Kapoor
Aaron Spence
Linda Matkins
Farrell Hanzaker
Susan Scofield
George Parker
Kevin Hobbs
Aaron Spence
PUPIL TRANSPORTATION
John Cotthaus
Dale Holt
Aaron Spence
John Cotthaus
Dale Holt
Aaron Spence
John Cotthaus
Dale Holt
Aaron Spence
John Cotthaus
Dale Holt
Aaron Spence
John Cotthaus
Dale Holt
Aaron Spence
OPERATIONS AND MAINTENANCE
Dale Holt
Aaron Spence
Brian Baxter
Dale Holt
Aaron Spence
Eric Woodhouse
Dale Holt
Aaron Spence
Dale Holt
Aaron Spence
Larry Ames
Dale Holt
Aaron Spence
Dale Holt
Aaron Spence
John Cotthaus
Dale Holt
Aaron Spence
Neha Patel
Michael Combs
Ramesh Kapoor
Aaron Spence
Neha Patel
William Johnsen
Ramesh Kapoor
William Johnsen
Aaron Spence
OTHER FUNDS
Fund
104
Green Run Collegiate Charter School
Barbara Winn
Barbara Winn
107
Equipment Replacement Fund
Farrell Hanzaker
Farrell Hanzaker
Page | 59
Barbara Winn
George Parker
Farrell Hanzaker
Crystal Pate
Unit
Code
Budget Name
Senior Staff
Budget
Manager(s)
108
Instructional Technology Fund
Ramesh Kapoor
Ramesh Kapoor
109
Vending Operations Fund
Farrell Hanzaker
Farrell Hanzaker
112
Communication Towers Technology Fund
Ramesh Kapoor
Joseph Damus
William Johnsen
114
Food Services Fund
Dale Holt
John Smith
116
Categorical Grants (Determined by the applicable Senior Staff member)
Teaching and Learning
Amy Cashwell
School Leadership
Shirann Lewis
George Parker
Amy Cashwell
Veleka Gatling
Technology
Ramesh Kapoor
Adult Learning Center (ALC)
George Parker
Renaissance Academy
George Parker
Juvenile Detention Center (JDC)
George Parker
Cheryl Woodhouse
117
Textbook Fund
Amy Cashwell
Amy Cashwell
119
Athletic Fund
George Parker
Michael McGee
614
Risk Management Fund
Farrell Hanzaker
Farrell Hanzaker
615/
617
Projects
Health Insurance Fund
Farrell Hanzaker
Farrell Hanzaker
1195
Student Data Management System
Ramesh Kapoor
Neha Patel
1196
Ramesh Kapoor
William Johnsen
1211
School Operating Budget Support
(assigned by unit code)
Schools Human Resources Payroll
System
All Other CIP Projects except those
listed above
As Assigned
1237
Signature
Authority
Ramesh Kapoor
William Johnsen
Farrell Hanzaker
Farrell Hanzaker
Crystal Pate
Joseph Damus
William Johnsen
Ramesh Kapoor
Farrell Hanzaker
John Smith
Dale Holt
Farrell Hanzaker
Amy Cashwell
Aaron Spence
George Parker
Shirann Lewis
Amy Cashwell
Kevin Hobbs
Aaron Spence
William Johnsen
Ramesh Kapoor
Aaron Spence
George Parker
Kevin Hobbs
Aaron Spence
George Parker
Kevin Hobbs
Aaron Spence
George Parker
Cheryl Woodhouse
Kevin Hobbs
Aaron Spence
Amy Cashwell
Farrell Hanzaker
George Parker
Kevin Hobbs
Aaron Spence
Farrell Hanzaker
Crystal Pate
Farrell Hanzaker
Crystal Pate
CIP PROJECTS
Farrell Hanzaker
Farrell Hanzaker
Dale Holt
Anthony Arnold
Page | 60
Neha Patel
Ramesh Kapoor
Aaron Spence
William Johnsen
Neha Patel
Ramesh Kapoor
Farrell Hanzaker
Farrell Hanzaker
Crystal Pate
Dale Holt
Farrell Hanzaker
Page | 61
Page | 62
Page | 63
Page | 64
Page | 65
NOTE: Revised and approved by:
City Council on December 10, 2013
School Board on December 17, 2013
Page | 66

Superintendent`s Estimate of Needs Virginia Beach City Public

Transcription

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