Montgomery Public Schools Annual Report 2022-2023 PDF Free Download
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ANNUAL REPORT 22/23 1
ANNU L
MONTGOMERY PUBLIC SCHOOLS
2022-2023
REPORT
TABLE OF
CONTENTS
A Message from Dr. Melvin J. Brown 1
MPA Executive Team 2
Goal 1 2
Goal 2 5
Goal 3 6
Goal 4 8
Goal 5 9
Goal 6 10
Goal 7 12
Goal 8 14
Every Student is College and Career Ready upon
Graduation
Every Education Professional is Well Prepared,
Resource Supported, and Eective
Every Student has Access to Support Systems that
Maximize Opportunities for Academic and Life Success
Every School Engages Parents and Community
Partners in Support of Student Success
Communicate More Eectively by Using Multiple Tools
to Communicate with Every Internal and External
Stakeholder
Engage and Empower the Learner through
Technology and Enable Teachers and Leaders to
Graduate Students Who are College and Career
Ready in a Globally Diverse Society, by Providing
Tools to Access a Comprehensive Viable Network
Infrastructure
Create a Master Plan to Systematically Upgrade
and Renovate District Facilities in Order to Create
Safe and Healthy Environments
Montgomery Public Schools will Eciently
Manage Financial Resources of the District in
a Transparent, Collaborative, and Responsible
Manner Required to Support and Sustain its Fiscal
Operation
ANNUAL REPORT 22/23 1
Dear stakeholders,
I would like to start by expressing my gratitude for your continuous support of Montgomery Public Schools
(MPS). It is essential to our mission that elected ocials are committed to ensuring that students have access
to a quality education. MPS has made many great strides in the past year, and my job is to build upon these
achievements as we implement new strategies targeting college and career readiness, numeracy and literacy,
graduation rates, and the social and emotional needs of our students and workforce.
I am pleased to be able to report some recent good news for the district. In December, nine MPS schools were
recognized for improved student achievement after being removed from the federal Comprehensive Support
and Improvement List. The schools are Brewbaker Intermediate, Capitol Heights Middle, Dozier Elementary,
Highland Gardens Elementary, Seth Johnson Elementary and Sidney Lanier High. These schools were among
the 38 Alabama schools that were removed from the list, which identified schools that were lagging and needed
increased resources from the state.
While it is important to take time to celebrate our accomplishments, we also must acknowledge that there is
much work to be done. In this report, you will find our goals, the progress we have made and our strategies for
improvement in the coming year.
There are several major developments in store for 2023 in MPS. We will increase Advanced Placement oerings,
expand the International Baccalaureate program, open up career pathways for students and boost dual
enrollment opportunities. We will see more progress being made with our Capital Improvement Plan as current
construction projects continue and new ones are launched. We are excited for the opening of the new home of
Booker T. Washington Magnet High, a state-of-the-art facility specifically designed to support arts education.
This fall, two of our high schools will have new names that celebrate people from diverse backgrounds with
deep ties to Montgomery and who represent values we all cherish. What is now Robert E. Lee High will become
Dr. Percy Julian High in honor of the pioneering chemist. Jeerson Davis High will become Johnson-Abernathy-
Graetz High in honor of Judge Frank M. Johnson, the Rev. Ralph Abernathy and the Rev. Robert Graetz, three
instrumental figures in the struggle for civil rights.
The road ahead is filled with great promise as well as considerable challenges. These challenges are not
insurmountable, however, and we plan to follow reason, science, and the direction of data to formulate a
robust plan of action to raise MPS to a new level of excellence. I look forward to working with you this year to
accomplish these goals.
Dr. Melvin J. Brown
Montgomery Public Schools Superintendent
FROM THE SUPERINTENDENT
DR. MELVIN J. BROWN
ANNUAL REPORT 22/23 2
Chad Anderson
EXECUTIVE DIRECTOR OF
OPERATIONS
Toni Patterson
DIRECTOR OF
TECHNOLOGY
Dr. Catherliene
Williamson
ASSISTANT
SUPERINTENDENT OF
STUDENT SERVICES
Jade Jones
SENIOR
COMMUNICATIONS
OFFICER
Arthur Watts
CHIEF FINANCIAL
OFFICER
Bernard Mitchell
CHIEF ACADEMIC
OFFICER
Jamie Wilson
CHIEF OF STAFF
Kim Gillis
ASSISTANT
SUPERINTENDENT OF
HUMAN RESOURCES
Dr. Melvin J. Brown
SUPERINTENDENT
MPS EXECUTIVE TEAM
ANNUAL REPORT 22/23 3
GOAL ONE
EVERY STUDENT IS COLLEGE AND CAREER READY
UPON GRADUATION
STRATEGIES
n Provide high-quality educational
opportunities for all students.
n Prepare and encourage students to
participate in dual enrollment/dual credit
courses.
n Implement a multi-tiered system of
learning supports.
n Provide Positive Behavioral Interventions
and Supports (PBIS) in all schools.
n Ensure career and technical education
programs meet business and industry
needs.
n Utilize school library media and
counseling programs to encourage and
support college and career achievement.
n Initiate and develop school library
media specialist and school counselor
collaborative relationships to ensure
that dual enrollment is appropriately
maintained and shared with district level
leadership.
ANNUAL REPORT 22/23 4
MEASURABLES
Due to the impact of COVID-19, the U.S. Department
of Education (USDOE) issued a waiver to Alabama of
the requirement to report accountability results for the
2019-2020 and 2020-2021 school years. Below are
the available results.
REPORT CARD GRADE
n 2018: 70/C
n 2019 TARGET: 72.1/C; with a Report Card Grade of
74/C, we met the goal.
n 2020 AND 2021: No Report Card results were
released.
n 2022 TARGET: 78.79; with a grade of 74/C, we did
not meet the goal.
ACADEMIC ACHIEVEMENT
n 2018: 50.98
n 2019 TARGET: 52.51; with an academic achievement
score of 51.06, we did not meet the goal.
n 2020 AND 2021: No Report Card results were
released.
n 2022 TARGET: 57.38; with a score of 43.33, we did
not meet the goal.
ACADEMIC GROWTH
n 2018: 77.69
n 2019 TARGET: 80.02; with an academic growth of
85.24, we met the goal.
n 2020 AND 2021: No Report Card results were
released.
n 2022 TARGET: 87.44; with an academic growth of
93.42, we met the goal.
EL PROGRESS
n 2018: 45.61
n 2019 TARGET: 46.98; with an EL Progress score of
38.66, we did not meet the goal.
n 2020 AND 2021: No Report Card results were
released.
n 2022 TARGET: 51.33; with an EL Progress score of
36.74, we did not meet the goal.
CHRONIC ABSENTEEISM
n 2018: 17.49
n 2019 TARGET: 16.97; with a score of 11.95, we met
the goal.
n 2020 TARGET: 16.46 and 2021 Target: 15.96; with
a score of 1.17, we met the goal of 15.96 (During the
school years ending in 2020 and 2021, all students
who attended virtually at least one day a week were
considered present for the entire week.)
n 2022 TARGET: 15.48; with a score of 25.82, we did
not meet the goal.
GRADUATION RATE
n 2018: 82.0
n 2019 TARGET: 86.46; with a graduation rate of 81.13,
we did not meet the goal.
n 2020 TARGET: 86.99; with a graduation rate of
87.47, we met the goal.
n 2021 TARGET: 89.60; with a graduation rate of
81.15, we did not meet the goal.
n 2022 TARGET: 92.29; with a graduation rate of
84.53, we did not meet the goal.
COLLEGE & CAREER READY
n 2018: 47.95
n 2019 TARGET: 49.39; with a CCR rate of 50.89, we
met the goal.
n 2020 TARGET: 50.87; with a CCR rate of 59.06, we
met the goal.
n 2021 TARGET: 52.42; with a CCR rate of 49.72, we
did not meet the goal.
n 2022 TARGET: 53.97; with a CCR rate of 51.64, we
did not meet the goal.
Increase the Report Card Grade and all Key Performance Indicators found on
the Report Card by 3% annually.
GOAL ONE
Did you know?
MPS has ve U.S. Department of Education Blue
Ribbon Schools of Excellence, with the latest being
MacMillan International Academy in 2021.
ANNUAL REPORT 22/23 5
GOAL ONE
MEASURABLES (CONTINUED)
Increase to 100% the number
of schools utilizing a balanced
assessment system to gauge student
progress by 2023.
During the 2022-2023 school year, a formative
assessment calendar was created to detail a plan for all
schools to incrementally assess student progress.
n BASELINE 2018: 40%
n 2019: 60%
n 2020: 80%
n 2021: 85%
n TARGET 2022: For 100% of our schools to be using
a balanced assessment system to gauge student
progress by the 2023 timeline. We are on our way to
100% by using Renaissance STAR Reading and Math
to gauge student progress in Grades K-5; iReady and
Performance Matters in Grade 6-8; and Common
Lit ELA and ALEKS Math in Grade 9-12. We are also
utilizing Retired ACT and AP exams in our high
schools.
Track and increase the amount of
instructor/student credentialing by
2% annually.
During the 2022-2023 school year, a formative
assessment calendar was created to detail a plan for all
schools to incrementally assess student progress.
n BASELINE 2018: 343 students
n 2019: 350 students; with 419 students, we met the
2% goal of 350 students.
n 2020: 357 students; with 343 students, we did not
meet the goal.
n 2021: 364 students; with 278 students, we did not
meet the goal.
n TARGET 2022: 371 students; with 372 students, we
met the goal.
Increase the number of students who
are participating in dual enrollment
opportunities by 3%.
MPS has secured eight higher education partners that
will oer dual enrollment opportunities to MPS high
school students. Currently, MPS has a scholarship plan
to help cover the cost of at least one dual enrollment
course. Note: Below, we round up the target number for
each year to the next whole number.
n BASELINE 2018: 7 students
n 2019: 8 students; with 47 students, we met the goal
of 7.21 students.
n 2020: 8 students; with 53 students, we met the goal
of 7.42 students.
n 2021: 8 students; with 72 students, we met the goal
of 7.65 students.
n TARGET 2022: 11; with 72 students in Dual Enrollment
Participation, we met the goal.
Did you know?
Several MPS schools are ranked among the very best in Alabama in the annual U.S. News and World Report rankings.
Among high schools, LAMP High is ranked rst in the state and 17th in the nation. Booker T. Washington Magnet High is
ranked as the 11th best high school in the state, and Brewbaker Technology Magnet High comes in at number 20.
ANNUAL REPORT 22/23 6
EVERY EDUCATION PROFESSIONAL IS WELL
PREPARED, RESOURCE SUPPORTED, AND EFFECTIVE
STRATEGIES
n Implement a data warehousing system
that is sustainable and used to drive
instruction.
n Support standards-based instruction and
intervention for all students.
n Evaluate instructional leadership
development program.
n Enable instructional leaders to provide
actionable feedback resulting in high-
quality educators.
n Review hiring practices annually and
revise as necessary to ensure an
equitable and transparent process.
MEASURABLES
MPS implements the ALSDE-approved evaluation system. In Fall 2021, the ALSDE evolved the evaluation system. The
observation instrument was launched as a pilot for the year, with plans to launch the evaluation portion the following
year. Therefore for the 2021-2022 year, consistent data was not able to be collected. In Fall 2022, the ALSDE
launched the state-approved evaluation system, the Alabama Teacher Growth Program. The levels of development no
longer include the terms “emerging and developing.” As the new evaluation system is being implemented, MPS will
make the necessary data adjustments.
Teachers will increase the designation from emerging to integrating on their
yearly evaluation by 4% annually.
GOAL TWO
ANNUAL REPORT 22/23 7
EVERY STUDENT HAS ACCESS TO SUPPORT SYSTEMS
THAT MAXIMIZE OPPORTUNITIES FOR ACADEMIC AND
LIFE SUCCESS
STRATEGIES
n Develop/implement programs, initiatives,
and systems that will encourage high
student performance.
n Develop/implement programs designed
to improve student behavior through
clear communication of expectations,
recognition of positive behavior and
remediation of negative behavior.
n Work with the community to identify
resources and increase student access
to social, mental health, and counseling
services.
n Create and implement an initiative to
connect every student with a caring,
engaged adult advocate in the student’s
school who supports that student.
n Continue building support for existing
programs and developing new programs
in partnership with the court system that
address truancy and disciplinary issues.
GOAL THREE
ANNUAL REPORT 22/23 8
MEASURABLES
GOAL THREE
Increase access to competitive course
oerings in all middle and high
schools by 3% annually.
GPA weights have been standardized across the district.
Increase access to behavioral and
mental health supports to all schools
by 3% annually.
We engaged in a PBIS partnership with UA, one
GenEd contact Managing Crisis Safely trained, hired five
behavior coaches (one recently vacant), and virtual out-of-
school suspension options are pending.
MPS implemented mandatory training resources posted
in the system’s human resources portal called TalentEd.
Also, the system has implemented the following summer
SEL support, received an anti-bullying grant, purchased
Social and Emotional Learning (SEL) curriculum items for
all elementary and secondary schools, and trained all
counselors on SEL curriculum.
Did you know?
Blount Elementary has been named a Purple
Star school, a designation awarded to
schools that help military students transition
to their new school with support and care.
ANNUAL REPORT 22/23 9
STRATEGIES
n Develop and provide training on best
practices to improve the district and
school engagement with parents and the
public.
n Identify, engage and connect schools
with organizations and businesses to
support identified needs.
n Assess and restructure communication
practices and strategies, building
capacity and refining delivery methods to
enhance the image of the Montgomery
Public Schools system.
Increase parental engagement
eorts in each school by 3%
annually.
Conducting program eectiveness analysis regularly,
awarded Parent Project, and conducted Home Visit
training.
Every school employs a full-time
Parent Liaison by 2023.
Continuously advertising for parent liaison positions
until filled.
Each school will have at least two
active community partners by 2023.
Conducted needs assessment in schools, developing a
partnership list.
Referral process outlined in TalentEd, district training
with school representatives, and implementing
training with selected school teams to expand parent
engagement eorts using teacher teams.
MEASURABLES
EVERY SCHOOL ENGAGES PARENTS AND COMMUNITY
PARTNERS IN SUPPORT OF STUDENT SUCCESS
GOAL FOUR
ANNUAL REPORT 22/23 10
STRATEGIES
n Solicit internal feedback to eectively
improve internal communication.
Invest in eective communication
software to improve internal
communication engagement.
n Foster relationships with stakeholders
such as MPS parents, community
organizations, and community leaders.
n Invest in measurable communication
tools to enhance engagement.
Utilize a mass communication
platform to engage internal and
external audiences.
We are able to quickly relay vital information to
large numbers of people with the Blackboard mass
notification system. Every school and department in
the district is now using the system to reach parents,
students and employees. We will continue to evaluate
potential new tools for connecting with these
audiences.
Expand our reach through a visual
content strategy for social media.
In 2022, we implemented a visual content strategy
that increased engagement on social media.
Specifically, we boosted video production, leading
to an increase of 103% in post reactions, comments
and shares on videos posted to Facebook. This
contributed to an 81.8% overall increase in Facebook
Page Reach in 2022. We are using analytical tools to
determine what types of videos are best for growing
our reach and engagement and fine-tuning our visual
content strategy for 2023.
MEASURABLES
COMMUNICATE MORE EFFECTIVELY BY USING MULTIPLE
TOOLS TO COMMUNICATE WITH EVERY INTERNAL AND
EXTERNAL STAKEHOLDER
GOAL FIVE
Did you know?
Forest Avenue Academic Magnet is ranked as the
second-best elementary school in the state.
ANNUAL REPORT 22/23 11
STRATEGIES
n All students will be instructed on internet
safety and appropriate social networking
behavior.
n Ensure students participate in at least
one online experience defined as a
structured learning environment that
uses technology consistently with web-
based tools and software platforms
provided by MPS.
n Engage students through the use
of digital tools both individually and
collaboratively, on and o campus,
to ensure students gather, organize,
evaluate, and share information and
presentations.
n Content specialists will assist Ed Tech
Instructors by providing resources for
students to assist with comprehension
of Alabama College & Career-
Ready Standards (CCRS) for student
achievement.
n Create a Google Site and Team Drives to
collect technology-rich lesson plans to
assist with the integration of technology
into the core curriculum. This will allow
teachers to have technology resources
at their fingertips.
n Promote instruction of legal and ethical
uses of technology.
n Provide educators and students with
tools to access a comprehensive public
network infrastructure as an anytime
solution.
n The Technology Support Department and
a third party vendor will monitor network
bandwidth and increase it as needed
to meet instructional and administrative
needs district-wide.
ENGAGE AND EMPOWER THE LEARNER THROUGH
TECHNOLOGY AND ENABLE TEACHERS AND LEADERS TO
GRADUATE STUDENTS WHO ARE COLLEGE AND CAREER
READY IN A GLOBALLY DIVERSE SOCIETY, BY PROVIDING
TOOLS TO ACCESS A COMPREHENSIVE VIABLE
NETWORK INFRASTRUCTURE
GOAL SIX
Did you know?
Baldwin Arts and Academics Magnet was ranked fourth and Floyd Middle
Magnet ranked seventh among middle schools in Alabama.
ANNUAL REPORT 22/23 12
GOAL SIX
n MPS is now a 1:1 technology school system. Each
student has their own school-issued technology
device. Every student is provided an email address
and learning portal where they can access learning
programs.
n Teacher and parent technology support websites
were created to assist teachers and parents with
their technology questions.
n Conducted PD sessions remotely for all teachers
on digital learning. Students are 1:1 with
Chromebooks for learning.
n Chromebook bags provided to students to protect
their Chromebooks.
n Teachers and students were provided iPads
(3,300+), MacBooks (280+), and Apple TVs (10)
to learn to code as a part of the EdFarm Coding
Program.
n Purchased more than 1,300 interactive panels for
classroom instruction.
n Purchased more than 1,450 webcams to support
hybrid learning.
n Purchased more than 2,500 new laptops for all
teachers for virtual learning.
n Incorporated the LMS platform Schoology for
students and teachers for online learning and
PowerSchool SIS as our student information
database.
n Purchased Zoom for video connectivity with our
students for remote learning and GoGuardian to
monitor students and keep them safe while online.
n Both GoGuardian and PowerSchool oer parent
portal applications so that parents can fully
support their student’s learning.
n Increased internet bandwidth from 5G to 20G.
(The initial increase was from 5G to 10G. After
exceeding 10G, bandwidth was subsequently
increased to 20G).
n Partnered with EdFarm and planned the
implementation of an Apple rollout to the middle
schools.
n Graduated the first group of EdFarm Teacher
Fellows.
n Graduated the first group of EdFarm Student
Fellows.
n Rolled out VEX Robotics to all grade levels.
n Hosted the first elementary VexGo Robotics
competition in the nation.
n Added Project Lead the Way career tech courses at
Floyd Middle Magnet.
n Provided CS First training and Google Applied
Digital Skills training to all interested teachers.
MEASURABLES
By graduation, all students will be competent in the use of
technological applications.
Did you know?
Seven MPS students were chosen as 2022 U.S. Presidential Scholar candidates. Being a
Presidential Scholar is one of the nation’s highest honors for a high school student.
ANNUAL REPORT 22/23 13
STRATEGIES
CHILD NUTRITION PROGRAM
n Implement a training schedule to ensure all
sta are following guidelines and utilizing
equipment properly.
n Implement an equipment replacement plan
to ensure equipment functions properly and
is energy ecient.
n Improve the overall quality of food
preparation and increase lunch participation.
LOGISTICS
n Implement a system-wide inventory control
system that will track MPS equipment.
n Provide timely and accurate equipment
loans and moving services and pickup of
excess inventory.
n Provide timely and accurate ordering and
delivery of textbooks.
n Provide guidance to ensure all MPS facilities
are clean, safe environments that are
conducive to teaching and learning.
n Provide record storage for closed schools
and Central Oce files that must be
retained.
TRANSPORTATION
n Install GPS systems on all buses to serve
multiple purposes.
n Enhance bus mechanics knowledge and skill
set in advanced bus technology.
n Recruit more bus drivers.
n Increase accountability for fuel consumption.
n Collaborate monthly with transportation sta
and principals on transportation issues.
MAINTENANCE
n Implement a strategy for roof replacement
across the district.
n Implement a strategy for repairing and
replacing HVAC systems across the district.
n Replace and rekey external and classroom
doors as needed.
n Replace doors and frames of tornado safe
rooms that require renovation.
n Implement a plan for more cost-eective
preventative maintenance.
SECURITY
n Replace all cameras currently on the MPS
network where needed and increase camera
coverage throughout the school system.
n Increase school safety by manning the
Security Operations Center, establishing
a district-wide school system safety team
and conducting individual school safety
inspections.
n Update outdated fire panels and add fire
alarm notifications to applicable locations.
CREATE A MASTER PLAN TO SYSTEMATICALLY UPGRADE
AND RENOVATE DISTRICT FACILITIES IN ORDER TO
CREATE SAFE AND HEALTHY ENVIRONMENTS
GOAL SEVEN
ANNUAL REPORT 22/23 14
GOAL SEVEN
100% of the CNP sta will be trained
annually to maintain compliance.
MPS works to ensure all CNP sta members are fully
trained and maintain state and federal compliances.
20% of all equipment identified during
the district-wide equipment audit will
be replaced over the next five years.
MPS has replaced all CNP equipment identified in a
2019 internal audit, and replaced all of the worn carpet
at all locations identified in a 2019 Logistics audit. CNP
equipment replacement is now on an as-needed basis.
CNP is working on replacing 12 schools’ cafeteria
furniture, and will begin setting up the replacement of
12 additional schools’ cafeteria furniture in the summer
of 2023.
Decrease the wait time between
receiving and distributing commonly
used items by 10% annually.
MPS has implemented an internal system that allows
school administration or school liaisons to request
needed materials. Once the request is submitted and
reviewed by Logistics, MPS will fulfill the requested
order within 24-48 hours.
Annually submit plans for upgrading
and renovating MPS facilities.
Currently, Volkert is completing a district-wide Capital
Improvement Plan to include all renovations and/
or replacements for the district. Two parking lots
were paved in the fall of 2022, and one parking lot is
scheduled for replacement in December of 2022. The
BTW High School project is nearing completion with
occupation scheduled for 2023. The central oce
renovation is underway and scheduled for completion
in May of 2023. This project will consolidate five
buildings located throughout the city into one location.
This will reduce the maintenance and operation costs
while providing a more productive environment with
essential central oce sta in one location.
Decrease by 2% the number of MPS
facilities that need HVAC and roof
replacements.
Between 2019 and 2021, MPS completed eight roofing
projects and two complete school HVAC replacements.
Since then, MPS has completed an additional five
roofs, a third HVAC project is underway, and a fourth
will begin in February of 2023. An additional five roof
replacement projects await board approval and two
additional schools’ HVAC renovations are under design
with the MPS mechanical engineer. Equipment for
these projects has been ordered and the contracted
services will be bid out to plan for beginning the
installation in the summer of 2023.
100% of schools will have a safety
plan and an assessment on needed
improvements.
The ALSDE audit was recently completed and all
schools have an updated safety play with noted
improvements.
Annually, certify 25% of the
transportation sta on new training.
Transportation sta are participating in annual
professional development/training to maintain
necessary certification.
MEASURABLES
Did you know?
Montgomery Preparatory Academy for Career
Technologies (MPACT) is the career technical
education hub in Montgomery. It offers adver-
tising design, building construction, electrical,
emergency and re management services,
health science, HVAC, industrial maintenance,
information technology, Jobs for Alabama
Graduates (JAG), law enforcement, welding and
modern manufacturing.
ANNUAL REPORT 22/23 15
STRATEGIES
n Engage all stakeholders in developing,
managing, and allocating resources
to align with the instructional and
operational needs of the district.
n Ensure financial stability by planning
and monitoring both personnel and
non-personnel related costs by eective
stewardship of financial resources.
n Develop and implement a technology
and capital plan to ensure all facilities are
strategically aligned to district priorities,
safety and academic vision.
n Ensure the district meets all Alabama
State Department of Education and
legislative mandates including the
retaining of one-month general fund
balance.
MONTGOMERY PUBLIC SCHOOLS WILL EFFICIENTLY
MANAGE FINANCIAL RESOURCES OF THE DISTRICT IN
A TRANSPARENT, COLLABORATIVE, AND RESPONSIBLE
MANNER REQUIRED TO SUPPORT AND SUSTAIN ITS
FISCAL OPERATION
GOAL EIGHT
ANNUAL REPORT 22/23 16
GOAL SEVEN
Budgets will be developed for each
department with input from each
department head.
Each year in February, the Chief School Financial
Ocer (CSFO) and his sta begin the district’s
annual budgeting process for the next fiscal year.
MPS department heads have significant input in
the preparation of their respective budgets. The
department heads as well as district administrators
and other employees meet with the finance sta to
make recommendations for budget consideration and
implementation. The collaboration and communication
with the Finance Department has improved
departmental understanding of the budgeting process.
Budget meetings are held at various times throughout
the year with the option to amend the budget if
necessary.
Financial reports will be approved by
the board and uploaded to the district
website monthly.
Financial data is monitored for any significant changes
or variances on a monthly basis by comparing
the approved budget against actual revenue and
expenditures. We also review month-to-month actuals.
All MPS financials are uploaded to www.mps.k12.
al.us under the Finance section each month prior to
the monthly board meetings. Those monthly financials
are presented to the board and to the public. Our
monthly financials must also be approved by the board
each month.
Annually a balanced budget will be
submitted to the board.
Annual balanced budgets are presented to the
board and the public in two separate hearings. This
provides the board and the public an opportunity
to ask questions and oer suggestions. After the
presentations are completed, board members must
approve the budget by Sept. 15 of each year. We
ensure that annual expenditures do not exceed
projected revenues during each fiscal year. By
consistently monitoring district expenditures, MPS
currently has three times the state-mandated general
fund balance.
Annually the budget will be submitted
to the Alabama State Department of
Education by the deadline.
MPS is proud to share that for the past four years, the
system has submitted balanced budget reports to the
ALSDE on time (Sept. 15). ALSDE has stated that this is
the first time this has occurred in over a decade.
MEASURABLES
