2019-2020 Dr. Martin Luther King Jr. Middle School ......Our focus is on reading because it...

Beaumont Independent School District

Dr. Martin Luther King Jr. Middle School

2019-2020 Accountability Rating: F

Board Approval Date: October 17, 2019

Dr. Martin Luther King Jr. Middle SchoolGenerated by Plan4Learning.com 1 of 32

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VisionOur Vision: Dr. Martin Luther King, Jr. Middle School is committed to excellence by providing opportunities for all students, families,

and staff that will cultivate leaders with 21st Century skills.

21st Century Skills: Communicate, Colloborate, Critical Thinkers, Technology Literate, Culturally Diverse


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Table of Contents

Comprehensive Needs Assessment 4Needs Assessment Overview 4Demographics 5Student Academic Achievement 7School Processes & Programs 8Perceptions 10

Priority Problem Statements 11Comprehensive Needs Assessment Data Documentation 12Goals 14

Goal 1: To increase student achievement so that the campus meets TEA's accountability standards by the end of 2019-2020. 14Goal 2: To attract and retain an outstanding workforce 18Goal 3: To ensure safe and secure schools. 19Goal 4: To ensure student attendance and engagement 20Goal 5: To increase parent/family engagement and community collaboration 21

Comprehensive Support Strategies 23State Compensatory 25

Budget for Dr. Martin Luther King Jr. Middle School: 25Personnel for Dr. Martin Luther King Jr. Middle School: 27

Title I Schoolwide Elements 28ELEMENT 1. SWP COMPREHENSIVE NEEDS ASSESSMENT (CNA) 281.1: Comprehensive Needs Assessment 28ELEMENT 2. SWP CAMPUS IMPROVEMENT PLAN (CIP) 282.1: Campus Improvement Plan developed with appropriate stakeholders 282.2: Regular monitoring and revision 282.3: Available to parents and community in an understandable format and language 28ELEMENT 3. PARENT AND FAMILY ENGAGEMENT (PFE) 283.1: Develop and distribute Parent and Family Engagement Policy 28

Title I Personnel 29Campus Funding Summary 30Addendums 31


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Comprehensive Needs AssessmentRevised/Approved: September 06, 2019

Needs Assessment Overview

Based on the information gathered, we have determined the following campus needs:

Increase in all student achievement,Close the performance gap in reading and math which exists among the AA and Hispanic populations,Increase bilingual representation on campus,Recruit and retain HQ and certified personnel,Increase parental involvement,Continue to improve the relationship with school and community.


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Demographics

Demographics Summary

Demographics Summary

Dr. Martin Luther King, Jr. Middle School is a 6th through 8th grade Title I campus located in Beaumont, Texas at 1400 Avenue A. The campusserves approximately 615 students and has a high mobility rate. The staff includes 63 members including teachers, paraprofessionals, custodians,cafeteria staff, office staff, a Public Security Officer (PSO), Police Officer, and the administrative team. The team is committed to serving thediverse social and academic needs of our students.

Student Demographics

NativeHawaiian/PacificIslander

AfricanAmerican

AmericanIndian/AlaskaNative

Asian Hispanic/Latino White Two ormoreraces

Total Male Female

1 366 1 12 221 8 6 615 322 2930.16% 59.51% 1.95% 0.49% 35.93% 1.3% 0.98% 51% 49%

Dr. Martin Luther King's, Jr. Middle School demographics mimic a culturally diverse society in which students can utilize their unique strengthsand backgrounds to practice 21st Century skills needed to compete in the work force.

Student Attendance

Staff Attendance

Staff Attendance 2016-2017 2017-2018 2018-201992.71% 93.98% 94.64%

Student and staff attendance remain relatively low compared to the district goal of 96%. While student attendance has steadily declined, staffattendance has increased. Student discipline remains a contributing factor to low attendance and academic achievement.

Student Attendance 2016-2017 2017-2018 2018-20196TH 94.24% 90.97% 92.71%7TH 95.17% 92.32% 91.39%8TH 94.58% 91.97% 91.36%

Total 94.65% 91.73% 91.81%


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Student Discipline

Discipline In School Suspension Out of School Suspension Total ISS/OSS6th 73/58/110 56/56/77 129/114/1877th 75/66/106 59/59/69 134/125/1758th 56/48/98 43/50/76 99/98/175

Total 204/172/314 165/158/222

students

369/330/536

684/826/1309

Days

Student discipline data indicates in and out of school suspension has increased. Chronic misbehavior leads to classroom and campus disruptionsthat impede on student learning on a daily basis.

Demographics Strengths

Dr. Martin Luther King's, Jr. Middle School demographics mimic a culturally diverse society in which students can utilize their unique strengthsand backgrounds to practice 21st Century skills needed to compete in the real world.


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Student Academic Achievement

Student Academic Achievement Summary

2018 STAAR Reading Math Writing Science Social Studies6th Grade 51% 38% N/A N/A N/A7th Grade 46% 44% 50% N/A N/A8th Grade 58/42 68/63 N/A 38%

Student Academic Achievement Strengths


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School Processes & Programs

School Processes & Programs Summary

Currently we have several programs that support specific populations of students. The Voyager and MindPlay programs support our Tier 3 students inaddition to our ELL and ESL students on the campus. The campus has built in an Advisory period during the day where students are afforded anopportunity to work on basic skills related to character building and core subjects which allows teachers to intervene and close learning gaps. To assessstudent growth in Math and Reading, we use STAR 360 to monitor progress quarterly. In addition to monitoring student growth, we use the RenaissanceLearning software to individualize student reading comprehension through Accelerated Reading. The campus utilizes CHAMPS expectations which allowsteachers to set a unified approach to maintaining campus instructional and behaviorial management.

Clearly defined policies and procedures ensure that school leaders have access to hire, place and retain qualified professional and support staff. A systematicprocess has been employed to determine the number of personnel necessary to fill all of the roles and responsibilities needed to support programs andcontinuous growth, but most importantly student success.

Most educators leave the profession in their first three years of duty. To ensure that this does not occur at King Middle School, a mentor program has beenestablished for teachers new to the campus or profession. All staff members participate in continuous professioonal learning that is aligned with the school'spurpose and direction. Professional Development is based on the assessment of needs for the school.

The district has moved toward the usage of Lead4Ward teaching strategies that support student learning. This is critical considering the diverse needs ofstudents; particularly those students that are migrant and have reading and language deficiencies.

In an effort to ensure that teachers are providing quality instruction, administration conducts regular walkthroughs to support student performance. Whenwalkthroughs are conducted, the information is entered in Whetstone Education, where instant feedback can be given to the teacher and responses can beassessed. The majority of the students are divided into their grade level pods.

Dr. Martin Luther King Middle School experiences strong participation in extra-curricular activities. It is a buffer for students who could potentially be aproblem for the campus.

Students and teachers are celebrated for their achievements on various levels. Expectations and campus norms have been set for each grade level. Studentsare actively involved Character Building lessons in their advisory classes. Focusing on respect, responsibility, kindness, citizenship and bully prevention.An appreciation for the various cultures represented on campus and in the community. There is a large involvement of parents, teachers, and the communitypartners.

Our focus is on reading because it transcends all subjects. Students have been given a reading assessment so that teachers know their Independent andInstructional Reading Level. Due to the reading deficits on the campus, Accelerated Reader has been fully implemented on the campus with studentsincentives set in place. Time has been alloted in Reading classes for SSR (Silent Sustained Reading) and also weekly in the Advisory class.


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Some technology is used in the day to day classroom instruction, but not much advanced technology.

School Processes & Programs Strengths

The programs that are set in place assist the staff in knowing where students are and helps with the implementation of supporting student learning.

The teachers are a collective unit that are committed to the vision and mission of the campus and district. The infastructure of the facililty is compatible forthe used of advanced technology.

The ESL program uses technology to assist non or limited Englist speakers. Tier 3 students use technology to assist with student achievement.


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Perceptions

Perceptions Summary

M.L. King M.S. opened in 1998. Prior to 1998 the school existed as Crockett Middle School. After remodeling the school was renamed M.L. King atcommunity request. It is located in the Avenues district of Beaumont, Texas which is populated by a majority of economically disadvantaged families whoreceive free or reduced lunch.

The King staff is dedicated to fostering an environment that promotes student success by differentiation in student activities, following the CHAMPSmodel. Teachers collaborate during PLCs. Days are set aside for Data review and Planning. To facilitate team-building, the staff participates in monthly pot-luck luncheons, gift exchanges and culture celebrations.

King Middle School provides an open-door policy for parents and guardians. In order to acheive our goals in Being Successful in our Academic Endeavorsand promote our commmunity, we utilize our Title 1 Parent Involvement Facilitator/ Volunteer Coordinator, PTA President and members and BusinessPartners.

We welcome parents on our campus for conferences, classroom visits, student/parent nights, and other programs throughout the year. The Title 1 ParentInvolvement Facilitator/ Volunteer Coordinator is available to assist parents with the parent portal and various services that promote communication andstudent academic growth. Parents are encourages to join PTA and become volunteers on the campus. We keep in ontact with our parents and the communitythrough the Parent Self-Serve, Blackboard Connect (English and Spanish), flyers and emails.

Perceptions Strengths

The staff and students have a positive attitude as it relates to discipline management, culture and climate. The administrative team has implementedprocedures and routines to support discipline. More importantly, the campus has a climate that fosters safety and learning.

We have a Title 1 Parent Involvement Facilitator who contacts parents to encourag them to join our PTA and volunteer. we have three active businesspartners, 100 Black Men, Exxon Mobil Corporation, Legacy Community Health


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Priority Problem Statements


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Comprehensive Needs Assessment Data DocumentationThe following data were used to verify the comprehensive needs assessment analysis:

Improvement Planning Data

District goalsCurrent and/or prior year(s) campus and/or district improvement plansCampus and/or district planning and decision making committee(s) meeting dataState and federal planning requirements

Accountability Data

Texas Academic Performance Report (TAPR) dataFederal Report Card DataPBMAS data

Student Data: Assessments

State and federally required assessment information (e.g. curriculum, eligibility, format, standards, accommodations, TEA information)State of Texas Assessments of Academic Readiness (STAAR) current and longitudinal results, including all versionsSTAAR Released Test QuestionsTexas English Language Proficiency Assessment System (TELPAS) resultsTexas Primary Reading Inventory (TPRI), Tejas LEE, or other alternate early reading assessment resultsAdvanced Placement (AP) and/or International Baccalaureate (IB) assessment dataStudent Success Initiative (SSI) data for Grades 5 and 8SSI: Think Through Math assessment data for Grades 3-8 and Algebra I (TEA approved statewide license)Running Records resultsObservation Survey results

Student Data: Student Groups

STEM/STEAM dataDyslexia Data

Student Data: Behavior and Other Indicators

Completion rates and/or graduation rates dataAttendance dataMobility rate, including longitudinal data


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Discipline recordsViolence and/or violence prevention recordsTobacco, alcohol, and other drug-use data

Employee Data

Professional learning communities (PLC) dataStaff surveys and/or other feedbackTeacher/Student RatioCampus leadership dataCampus department and/or faculty meeting discussions and dataProfessional development needs assessment dataEvaluation(s) of professional development implementation and impact

Parent/Community Data

Parent surveys and/or other feedbackParent engagement rateCommunity surveys and/or other feedback

Support Systems and Other Data

Organizational structure dataProcesses and procedures for teaching and learning, including program implementationCommunications dataCapacity and resources dataBudgets/entitlements and expenditures dataStudy of best practicesAction research resultsOther additional data


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Goals

Goal 1: To increase student achievement so that the campus meets TEA's accountability standards by theend of 2019-2020.

Performance Objective 1: By June 2020, 70% of all students in 7th grade will either Approach, Meet, or Master grade level expectations on the 2020STAAR Writing Test.

Evaluation Data Source(s) 1: STAAR 2020 7th grade Writing test scores.

Summative Evaluation 1:

Strategy Description ELEMENTS Monitor Strategy's Expected Result/ImpactReviews

Formative SummativeNov Jan Mar June

Comprehensive Support Strategy1) Provide professional development for staff thatfocuses on social/emotional needs of students.

2.4, 2.5, 2.6 Counselor Administrator

Reduction in student discipline referrals.

Funding Sources: Title I, Part A - 10000.00Comprehensive Support Strategy

2) Make PLC's more effective by using an agendato streamline the meeting and by providingrelevant professional development during thePLC's.

2.4, 2.5, 2.6 Administrators AgendasDepartment Meeting MinutesSign-in Sheets

Comprehensive Support Strategy3) Increase involvement of the district curriculumsupervisors to help teachers understand not onlythe content material, but also the pedagogicalaspects of teaching.

2.4, 2.5, 2.6CurriculumCoordinator

AgendasDepartment Meeting MinutesSign-in Sheets


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Comprehensive Support Strategy4) Use after school tutorials, tutors, and Saturdayschool to help provide intervention for strugglingstudents.

2.4, 2.5, 2.6InstructionalCoach

Benchmarks, Report Card Grades, CBA results, 8thGrade STAAR results


5) Implement computer programs to providereading and math intervention for students belowgrade level.

2.4, 2.5, 2.6 CurriculumCoordinator

Student growth.

Comprehensive Support Strategy6) Integrate technology into regular classroominstruction.

2.4, 2.5, 2.6 InstructionalCoach

Increase in student performance.


7) Reading coaching from outside vendor2.5 Reading coach Improve student achievement. Improve

instructional quality.Funding Sources: Title I, Part A - 12000.00

Comprehensive Support Strategy8) Math coaching from outside vendor

2.5 Math coach Improve student achievement. Improveinstructional quality.

Funding Sources: Title I, Part A - 12000.00

= Accomplished = Continue/Modify = No Progress = Discontinue


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Goal 1: To increase student achievement so that the campus meets TEA's accountability standards by the end of 2019-2020.

Performance Objective 2: By June 2020, 70% of all students in grades 6th, 7th, and 8th grade will either Approach, Meet, or Master grade levelexpectations on the 2020 Reading STAAR Test.

Evaluation Data Source(s) 2: 2020 STAAR Reading Test




Comprehensive Support Strategy1) Teachers will master using critical writing andpurposeful talk during instruction.

2.4, 2.5, 2.6 Administrators Student growth

Comprehensive Support Strategy2) Targeted instructional professionaldevelopment to develop teacher leaders.

2.4, 2.5, 2.6 DepartmentHeads

High quality lesson plans and more collaboration inPLC's.



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Performance Objective 3: By June 2020, 70% of all students in grades 6th, 7th, and 8th grade will either Approach, Meet, or Master grade levelexpectations on the 2020 Math STAAR Test.

Evaluation Data Source(s) 3: 2020 STAAR Math Test



Performance Objective 4: By June 2020, 70% of all students in 8th grade will either Approach, Meet, or Master grade level expectations on the 2020Social Studies STAAR Test.

Evaluation Data Source(s) 4: 2020 Social Studies STAAR Test



Performance Objective 5: By June 2020, 70% of all students in 8th grade will either Approach, Meet, or Master grade level expectations on the 2020Science STAAR Test.

Evaluation Data Source(s) 5: 2020 Science STAAR Test



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Goal 2: To attract and retain an outstanding workforce

Performance Objective 1: By June of 2020, the number of vacancies will decrease from 14 to 7.

Evaluation Data Source(s) 1: Number of vacancies Number of returning employees




Comprehensive Support Strategy1) In partnership with the district identify teachersreceiving stipends.

2.4, 2.5, 2.6 Principal Highly effective instructional staff.



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Goal 3: To ensure safe and secure schools.

Performance Objective 1: By June 2020, the total number of students recieving in school and out of school suspension will decrease by 25% (from 536 to402).

Evaluation Data Source(s) 1: TEAMS Report of Discipline Incident Detail Report of In School Suspension and Out of School Suspension2020 versus 2019 for first, second, third, and fourth Nine Weeks of school




Comprehensive Support StrategyTEA Priorities

Improve low-performing schools1) The CHAMPS committee will conductProfessional Learning Community meeting at theend of each 9 weeks grading period to monitor andreview the progress of CHAMPS (a positiveproactive approach to student discipline).

2.4, 2.5, 2.6 AssistantPrincipal

Conduct common area observations.

Disaggregate student discipline and share withstaff.

Share strategies with staff to redirect inappropriatebehaviors and recognize appropriate behavior

Reduced student disciplineComprehensive Support Strategy

TEA PrioritiesImprove low-performing schools

2) Staff and students will review and modelCHAMPS expectations, Guidelines for Success,and School Rues - ongoing.

CHAMPS lesson plans and videos will be utilizedto teach and review expectations.

2.6 AssistantPrincipal

Decrease discipline incident reports by 25% each 9weeks grading period.

Decrease bullying.

Increase student safety.



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Goal 4: To ensure student attendance and engagement

Performance Objective 1: By June 2020, student attendance will increase from 91.8% to 96%.

Evaluation Data Source(s) 1: TEAMS Report of Student Campus Percentage of Attendance 2020 versus 2019 for first, second, third, andfourth Nine Weeks





Improve low-performing schools1) 1. Incentive programs will be implemented toincrease student attendance.-Daily Classroom Recognition of PerfectAttendance in 4th Period and Grade LevelPercentages-ATTENDANCE MATTERS competition: PizzaParty for classes that spell ATTENDANCEMATTERS.-Weekly Grade Level Incentive for grade levelwith highest percentage in attendance.-Nine Weeks perfect attendance ribbon awarded-Perfect Attendance trophies awarded during theend of yea r Award's Ceremony

3.2 Attendance Clerk Increase student attendance


Improve low-performing schools2) Provide school activities to promote studentengagement. After school activities include:basketball, football, soccer, volleyball,cheerleaders, student council, UIL, Choir, Band,National Honor Society

2.5, 2.6 UIL Coordinator

AthleticsCoordinator

AssistantPrincipal

Increase Student Engagement

Decrease Student Discipline



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Goal 5: To increase parent/family engagement and community collaboration

Performance Objective 1: By June 2020, we will increase the number of parent/family engagement and community collaboration activities by 10.

Evaluation Data Source(s) 1: Number of parent/family engagement activities conducted and sign in sheets





Improve low-performing schools1) Provide on-going opportunities forparent/family and community collaboration.Activities include but are not limited to:

Roaring Running StartGoal's Night Title I MeetingSTAAR NightPTA MeetingsParent Monthly MeetingsLiteracy NightParent/Teacher ConferencesPoetry, Pies, and More/Art Auction

3.1, 3.2 Principal

Parent Facilitator

Increase Parent/Family Engagement


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Improve low-performing schools2) Utilize business partners and volunteers topromote and enhance a positive school climatethrough programs such as:Hour of CodeCoffee with the PrincipalMother and Daughter TeaFather Daughter DanceHoliday Choir PerformanceHispanic Heritage ProgramBlack History Month ProgramThanksgiving LunchBook Character Parade

3.2 Principal Increase Community Collaboration

Increase Parent/Family Engagement



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Comprehensive Support Strategies

Goal Objective Strategy Description1 1 1 Provide professional development for staff that focuses on social/emotional needs of students.

1 1 2 Make PLC's more effective by using an agenda to streamline the meeting and by providing relevant professional developmentduring the PLC's.

1 1 3 Increase involvement of the district curriculum supervisors to help teachers understand not only the content material, but alsothe pedagogical aspects of teaching.

1 1 4 Use after school tutorials, tutors, and Saturday school to help provide intervention for struggling students.1 1 5 Implement computer programs to provide reading and math intervention for students below grade level.1 1 6 Integrate technology into regular classroom instruction.1 1 7 Reading coaching from outside vendor1 1 8 Math coaching from outside vendor1 2 1 Teachers will master using critical writing and purposeful talk during instruction.1 2 2 Targeted instructional professional development to develop teacher leaders.2 1 1 In partnership with the district identify teachers receiving stipends.

3 1 1 The CHAMPS committee will conduct Professional Learning Community meeting at the end of each 9 weeks grading periodto monitor and review the progress of CHAMPS (a positive proactive approach to student discipline).

3 1 2 Staff and students will review and model CHAMPS expectations, Guidelines for Success, and School Rues - ongoing.CHAMPS lesson plans and videos will be utilized to teach and review expectations.

4 1 1

1. Incentive programs will be implemented to increase student attendance. -Daily Classroom Recognition of PerfectAttendance in 4th Period and Grade Level Percentages -ATTENDANCE MATTERS competition: Pizza Party for classes thatspell ATTENDANCE MATTERS. -Weekly Grade Level Incentive for grade level with highest percentage in attendance. -Nine Weeks perfect attendance ribbon awarded -Perfect Attendance trophies awarded during the end of yea r Award'sCeremony

4 1 2 Provide school activities to promote student engagement. After school activities include: basketball, football, soccer,volleyball, cheerleaders, student council, UIL, Choir, Band, National Honor Society


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Goal Objective Strategy Description

5 1 1Provide on-going opportunities for parent/family and community collaboration. Activities include but are not limited to:Roaring Running Start Goal's Night Title I Meeting STAAR Night PTA Meetings Parent Monthly Meetings Literacy NightParent/Teacher Conferences Poetry, Pies, and More/Art Auction

5 1 2Utilize business partners and volunteers to promote and enhance a positive school climate through programs such as: Hour ofCode Coffee with the Principal Mother and Daughter Tea Father Daughter Dance Holiday Choir Performance HispanicHeritage Program Black History Month Program Thanksgiving Lunch Book Character Parade


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State Compensatory

Budget for Dr. Martin Luther King Jr. Middle School:

Account Code Account Title Budget

6100 Payroll Costs199.11.6112.91.043.30.000 6112 Salaries or Wages for Substitute Teachers or Other Professionals $5,500.00199.33.6112.91.043.30.000 6112 Salaries or Wages for Substitute Teachers or Other Professionals $2,000.00199.13.6117.56.043.30.561 6117 Homebound - Locally Defined $10,100.00199.11.6119.04.043.30.000 6119 Salaries or Wages - Teachers and Other Professional Personnel $37,417.00199.11.6119.56.043.30.000 6119 Salaries or Wages - Teachers and Other Professional Personnel $130,000.00199.11.6141.04.043.30.000 6119 Salaries or Wages - Teachers and Other Professional Personnel $449.00199.33.6119.04.043.30.000 6119 Salaries or Wages - Teachers and Other Professional Personnel $26,732.00199.33.6141.04.043.30.000 6119 Salaries or Wages - Teachers and Other Professional Personnel $294.00199.33.6143.04.043.30.000 6119 Salaries or Wages - Teachers and Other Professional Personnel $73.00199.33.6146.04.043.30.000 6119 Salaries or Wages - Teachers and Other Professional Personnel $408.00199.11.6143.04.043.30.000 6143 Workers' Compensation $113.00199.11.6146.04.043.30.000 6146 Teacher Retirement/TRS Care $637.00

6100 Subtotal: $213,723.00

6200 Professional and Contracted Services199.11.6219.56.043.30.561 6219 Professional Services $20,000.00199.13.6219.56.043.30.561 6219 Professional Services $6,000.00199.11.6269.04.043.30.862 6269 Rentals - Operating Leases $16,092.00


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Account Code Account Title Budget

6200 Subtotal: $42,092.00

6300 Supplies and Services199.11.6399.56.043.30.561 6399 General Supplies $2,500.00

6300 Subtotal: $2,500.00

6400 Other Operating Costs199.11.6499.56.043.30.561 6499 Miscellaneous Operating Costs $2,500.00

6400 Subtotal: $2,500.00


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Personnel for Dr. Martin Luther King Jr. Middle School:

Name Position Program FTE

Jeremi Bowman Teacher SCE 1.0Tammy Holmes Nurse SCE .5


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Title I Schoolwide Elements

ELEMENT 1. SWP COMPREHENSIVE NEEDS ASSESSMENT (CNA)

1.1: Comprehensive Needs Assessment

Needs assesment conducted by subcommittees that reported results to CEIC.

ELEMENT 2. SWP CAMPUS IMPROVEMENT PLAN (CIP)

2.1: Campus Improvement Plan developed with appropriate stakeholders

Subcommittee were formed and created and CEIC developed strategies.

2.2: Regular monitoring and revision

Assigned responsible staff members and CEIC committee will monitor and revise as needed.

2.3: Available to parents and community in an understandable format and language

Common language used in plan for clarity to community and parents.

ELEMENT 3. PARENT AND FAMILY ENGAGEMENT (PFE)

3.1: Develop and distribute Parent and Family Engagement Policy

PTA and parent engagement events such as Goals Night and STAAR focus nights will continue to be utilized to engage parents.


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Title I Personnel

Name Position Program FTE

Ashanti Ali Instructional Curriculum Coordinator Title IA 1.0Gabriela Zambrano Parent Engagement Coordinator Title I 0.25Rickie Sadberry Behavior Specialist Title IA 1.0


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Campus Funding Summary

Title I, Part AGoal Objective Strategy Resources Needed Account Code Amount

1 1 1 $10,000.001 1 4 $25,000.001 1 6 $5,000.001 1 7 $12,000.001 1 8 $12,000.00

Sub-Total $64,000.00Grand Total $64,000.00


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Addendums


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Account Number Account Name Amended Budget

211.61.6143.00.043.30.290 Workers Compensation 27.00

211.61.6141.00.043.30.290 Social Security/Medicare 109.00

211.61.6137.00.043.30.290 $200 - Special Pay 250.00

211.21.6143.00.043.30.000 Workers Compensation 400.00

211.61.6146.00.043.30.290 Teacher Retirement/TRS Care 745.00

211.61.6142.00.043.30.290 Group Health & Life Insurance 1,380.00

211.21.6141.00.043.30.000 Social Security/Medicare 1,618.00

211.21.6137.00.043.30.000 2,000.00

211.61.6129.00.043.30.290 Salaries - Support Personnel 7,225.00

211.21.6142.00.043.30.000 Group Health & Life Insurance 11,040.00

211.21.6146.00.043.30.000 Teacher Retirement/TRS Care 11,133.00

211.21.6119.00.043.30.000 Salaries - Teachers & Oth Prof 109,584.00

145,511.00

211.11.6269.00.043.30.862 Rentals - Operating Leases 3,225.00

211.11.6395.00.043.30.000 Supplies FA (Unit Cost $500-$4,999) 25,008.00

211.11.6399.00.043.30.000 General Supplies 33,080.00

211.11.6399.00.043.30.SUP General Supplies 84,700.00

211.11.6399.00.043.30.290 General Supplies 3,000.00

145,788.00

Total Budget 294,524.00

King Middle School Title IA Budget

2019-2020 Dr. Martin Luther King Jr. Middle School ......Our focus is on reading because it...

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