2021-22 Official Budget - Alief ISD

Alief Independent School District

2021-22 Official Budget


4250 Cook Road

Houston, Texas 77072

www.aliefisd.net

Alief Independent School District Houston, Texas

2021-22 Official Budget

Effective

September 1, 2021 – August 31, 2022

Issued by: H.D. Chambers Superintendent Administrative Services Division Charles Woods Deputy Superintendent for Business Deanna Wentz, CPA Assistant Superintendent of Finance Julee Patterson, CPA Budget Director

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Table of Contents

2021-22 Budget

Executive Summary Principal Officials .............................................................................................................................. 1 Transmittal Letter .............................................................................................................................. 2 Executive Summary .......................................................................................................................... 3 District Profile .................................................................................................................................. 14 Meritorious Budget Award .............................................................................................................. 17

Organizational Section Mission Statement and District Goals............................................................................................. 18 District-wide Organizational Chart .................................................................................................. 22 School Board of Trustees ............................................................................................................... 23 Functions and Responsibilities of the Superintendent ................................................................... 25 Business Services Division Organizational Chart .......................................................................... 26 Functions and Responsibilities of the Business Services Division ................................................. 27 Instruction Division Organizational Chart ....................................................................................... 30 Functions and Responsibilities of the Instruction Division.............................................................. 31 Enrollment by Campus ................................................................................................................... 34 District Map ..................................................................................................................................... 35 Financial Structure and Basis of Accounting .................................................................................. 36 Classification of Revenues and Expenditures ................................................................................ 38 Department / Fund Matrix ............................................................................................................... 42 Significant Financial Policies and Procedures ................................................................................ 43 Budget Policies and Development Procedures .............................................................................. 46 Budget Calendar ............................................................................................................................. 48 Budget Administration and Management Process ......................................................................... 50

Financial Section Overview of Financial Section ........................................................................................................ 52 Combined Budget Summaries ........................................................................................................ 54 Tax Rate Comparisons .................................................................................................................. 56

Long Range Forecasts Long Range Financial Forecasts ................................................................................................. 58

Capital Improvement Projects Summary ..................................................................................... 67

General Fund Overview of General Fund .......................................................................................................... 75 Five Year Summary of Revenues and Expenditures.................................................................. 80 Expenditure Summary by Major Object ...................................................................................... 82 Expenditure Summary by Major Object within Function ............................................................. 83 Major Object Summary by Organization ..................................................................................... 87 Maintenance and Operations Tax Rate Comparisons................................................................ 89 Comparison with Area School Districts – Fund Balance ............................................................ 91

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Table of Contents (continued)

General Fund Organization Summaries Organization Summaries Overview ........................................................................................ 92 Superintendent/Board Budget ................................................................................................ 93 Business Services Division Budget ........................................................................................ 94 Instruction Division Budget ..................................................................................................... 95 Campus Budgets .................................................................................................................... 96 Campus Budgets – Budgeted per Student Expenditures ....................................................... 98 Individual Campus Budgets .................................................................................................. 100

Debt Service Fund Overview of Debt Service Fund ................................................................................................ 147 Five Year Summary Revenues & Expenditures ....................................................................... 149 Debt Retirement Summary ....................................................................................................... 150 Total Debt and Percent Retired by Year ................................................................................... 151 Total Debt and Percent Paid in Ten Years ............................................................................... 152 Debt Service Tax Rate Comparison ......................................................................................... 153 Total Debt per Student .............................................................................................................. 154

Food Service Fund Overview of Food Service Fund ................................................................................................ 155 Five Year Summary of Revenues and Expenditures ................................................................. 158

Informational Section District Description and History .................................................................................................... 159 Debt Service Requirements to Maturity by Issue ......................................................................... 161 Outstanding Bond Issues and the Projects Funded ..................................................................... 163 Market Value and Assessed Value of Taxable Property .............................................................. 167 Property Tax Rates, Levies and Collections ................................................................................ 168 Tax Rate Calculation Worksheet .................................................................................................. 169 Copy of Notice of Public Meeting to Discuss Budget & Proposed Tax Rate .............................. 170 Impact of Budget on Taxpayers .................................................................................................... 177 Principal Taxpayers ...................................................................................................................... 178 Summary of Federal Expenditures ............................................................................................... 179

Personnel Overview of Personnel ............................................................................................................... 180 Comparison of Salary and Benefits Cost to Area Districts ........................................................ 182 New Hire Teacher Salary Placement Schedule ......................................................................... 183 General Fund Schedule of Payroll Expenditures by Function ................................................... 184 General Fund Schedule of Payroll Expenditures by Object....................................................... 185 Position Counts by Year............................................................................................................. 186 Budgeted Position Counts by Division and in Total ................................................................... 187

Performance Indicators

Why Choose Alief? ..................................................................................................................... 188 Student and Community Information ......................................................................................... 190 Overview of STAAR Testing ...................................................................................................... 191 STAAR Passing Percentage Comparisons................................................................................ 192 Campus Accountability Ratings and 2020-21 STAAR Passing Percentages ............................ 198 TEA Texas Academic Performance Report 2019-20 ................................................................. 199 Schools First Rating ................................................................................................................... 227 Glossary of Terms ...................................................................................................................... 230

Executive

Summary

Alief Independent School District Principal Officials and Advisors

Board of Trustees Length of Term

Board of Trustees Service Expires Occupation Ms. Ann Williams, President 14 Years 2023 Educator Ms. Darlene Breaux, Vice President 4 Years 2021 Education Director Dr. Lily Truong, Secretary 6 Years 2023 Educational Consultant Ms. Jennifer Key, Assistant Secretary 4 Years 2021 Retired Educator/Administrator Ms. Natasha Butler, Member 4 Years 2021 Accountant Mr. Rick Moreno, Member 14 Years 2023 Paramedic/Transfer Coordinator Mr. John Nguyen, Member 4 Years 2021 Computer Technician

Administrative Officials

Length

Official Position of Service Mr. HD Chambers Superintendent of Schools 11 Years Mr. Charles Woods Deputy Superintendent for Business Services 31 Years Ms. Ava Montgomery Deputy Superintendent for Instruction 26 Years Ms. Deanna Wentz Assistant Superintendent for Finance 26 Years

Consultants and Advisors

Hunton Andrews Kurth, L.L.P. Bond Counsel – Houston, Texas

USCA Municipal Advisors, L.L.C.

Financial Advisor – Houston, Texas

Whitley Penn, L.L.P. Independent Auditors – Houston, Texas

1 2021-22 Alief ISD Budget Document

“Preparing students for tomorrow—Caring for them today”

P.O. Box 68 * Alief, Texas 77411 * (281) 498-8110 * Fax : (281) 498-4051 Administrative Services Division

August 24, 2021 Board of Trustees Alief Independent School District Harris County, Texas Dear Board Members: We are pleased to present Alief Independent School District’s 2021-2022 budget document to the Board of Trustees and the Alief community. The document was prepared by the district’s Finance staff and responsibility for the accuracy and fairness of the financial information and disclosures contained in the document rests solely with this department. The primary purpose of this document is to provide useful information concerning the past, current and projected financial status of the District, in order to facilitate financial decisions that support the educational goals of the District. This budget document and the year-end Annual Comprehensive Financial Report (ACFR) are the primary vehicles used to present the financial plan and the results of operations of the district. The information included in the budget document is structured to meet the requirements of the Meritorious Budget Award (MBA) of the Association of School Business Officials International (ASBO). To receive this award, an entity must publish a budget document that meets a number of specific program criteria and serves as a policy document, a financial plan, an operations guide and a communications device. The Meritorious Budget Award is valid for a period of one year only. The District received this award for twenty-two years through 2019-20, but we did not pursue this award for the 2020-21 budget due to the COVID-19 Pandemic. We are pleased to be applying again this year. We believe our current budget satisfies the requirements of this program, and we are submitting this document to ASBO to determine its continued eligibility for these awards. Sincerely, Mr. H.D. Chambers Mr. Charles Woods Superintendent Deputy Superintendent of Business

Ms. Deanna Wentz

Assistant Superintendent of Finance


Executive Summary

Budget Introduction

The following document represents the financial plan for Alief Independent School District for the 2021-22 fiscal year. This budget provides the financial resources necessary to provide a competitive compensation package for our employees, maintain our existing facilities and provide the funds necessary to support instruction at our forty-six existing campuses.

This budget document is organized into the following major sections:

Executive Summary – Introduces the reader to the document. This section highlights andsummarizes important information contained in the budget. Users rely on this section toget an overview of the information found in the remainder of the document.

Organizational Section – Provides the context and framework within which the budget isdeveloped and managed. This framework includes the district’s mission statement andgoals, organizational and financial structure, as well as the financial policies andprocedures that regulate the development and administration of the budget.

Financial Section – Contains the financial schedules that present the adopted budgets forthe district and comparisons to the previous year. Also, includes additional explanationand analysis of significant changes from the prior year and trends that affect the adoptedbudgets.

Informational Section – Contains additional financial information related to past and futurebudgets to help put the budget into context.

The adopted budget reflects the allocation of revenues and expenditures to support the educational programs and services defined by the district’s purpose, goals, and strategic intent. The most important objective in the presentation of the budget data is to improve the quality of information provided about the District’s financial plan for the 2021-22 fiscal year.

Budget Overview & Highlights

The overall priorities for the Alief Independent School District are as follows:

Alief will close the achievement gap to ensure that all students reach their academicpotential.

Alief will improve student preparation for college and career.

Alief will maintain a safe and orderly environment.

Alief will recruit, develop and retain highly qualified and effective personnel.

Alief will continue to build positive relationships with all stakeholders.

The annually adopted budget includes General, Debt Service and Food Service funds.

Total Preliminary Budget by Fund Comparison

General Debt Service Food Service Total

Fund Fund Fund 2020-21

Revenue 458,500,560$ 37,313,720$ 28,280,000$ 524,094,280$

Expenditures 458,500,560 39,140,720 28,280,000 525,921,280

Excess of Revenue Over

(Under) Expenditures -$ (1,827,000)$ -$ (1,827,000)$


Executive Summary (continued)

General Fund

Expenditures

Comparisons of General Fund expenditures to prior actual expenditures for the last two fiscal years are difficult due to the pandemic and the resulting adjustments to operations and funding sources. General Fund expenditures are budgeted at $458.5 million. This budget is a slight decrease (0.43%) compared to the 2020-21 adopted budget.

The education of students is a labor-intensive process and payroll expenditures comprise approximately 90% of the General Fund expenditures. For 2021-22, the Board approved a 4% on the midpoint salary increase. Since the district was not able to provide a salary increase in 2020-21, additional compensation was a budget priority to recognize the effort and increased workload created by the pandemic and to attract and retain staff. Appropriate staffing is critical as the district addresses the learning loss caused by the district closure, remote operations, and the combination of remote/onsite teaching for the entire 2020-21 school year. Alief’s teacher salaries exceed the average in the region by $2,100/year to $3,600/year depending on years of service.

Staff compensation has been a district priority for many years. The 2011-12 and 2012-13 budgets did not include a permanent salary increase due to a reduction in funding from the State. For the

2012-13 fiscal year, the Board approved a $1,000 supplement for all eligible employees. Fortunately, fundsfor staff salary increases were again available beginning in 2013-14 for the next five years. Due to budget constraints, the district was not able to approve a salary increase for staff in 2018-19. Alief received a significant increase in State funding in 2019-20 after the passage ofHouse Bill 3 (H.B. 3) by the Texas Legislature. H.B. 3 required a portion of the increase to be spent on salary increases. Alief exceeded the required spending and provided salary increases of 6% - 8.5% dependent on years of experience. Each 1% salary increase costs the district approximately $2.5 million bringing the approximate cost of the 4% on the midpoint salary increase for 2021-22 to $10M. In addition, Alief operates a self-funded insurance plan. The district contributes $6,600 per year to health insurance for each participating employee to maintain very low premium costs for employees. When you combine the district’s higher than

average salaries with the lowest health insurance premiums, Alief’s compensation package is the highest in this region.

Enrollment is the primary driver for staffing allocation decisions, with consideration given for special programs and unique circumstances. Although enrollment is projected to increase by approximately 1,000 students in 2021-22, it is still a decline of approximately 2,500 from 2020-21 budgeted levels. Therefore, enrollment-based staffing was decreased accordingly. Targeted increases were needed to for special education due to the growing number of students served. Dedicated substitute positions were added at each campus due to the shortage of available substitutes.

Funding for student tutorials remains a priority; however, ESSER funding will be used in 2021-22 for supplemental pay for interventions and after school tutorial programs. ESSER funding will also be utilized for instructional technology rather than general fund.

Starting Midpoint

Salary Raise %

2012-13 46,000$ 0.00%

2013-14 47,300 3.50%

2014-15 50,000 5.03%

2015-16 52,000 4.00%

2016-17 52,800 2.00%

2017-18 53,600 2.00%

2018-19 53,600 0.00%

2019-20 57,400 6.00%

2020-21 57,400 0.00%

2021-22 59,700 4.00%

Salary Trend


Executive Summary (continued) Expenditures (continued) Campuses receive a per-pupil allotment for non-payroll expenditures. The per-pupil allocations to campuses for the 2020-21 and 2021-22 fiscal years are as follows:

Revenues General Fund revenue is budgeted to increase slightly from 2020-21 projected revenue. The following table provides a comparison of revenues by source for the current year (projected) and the 2021-22 budget year:

General Fund Revenue Sources Comparison

Projected 2020-21

Original Budget 2021-22

Percentage Change

Local sources $173,392,452 $176,259,544 +1.65%

State sources 271,500,360 264,415,431 -2.61%

Federal sources 12,936,467 17,825,585 +37.79%

Total $457,829,279 $458,500,560 +0.15%

Property value is projected to increase by 1.74%. HB 3 required a reduction in general fund tax rates beginning in 2019-20 if the property value increase exceeds 2.5%; therefore, the tax rate will remain unchanged at $0.9998. The combination of the flat tax rate and minimal property value increase results in only a slight increase in local revenue. Also, included in HB 3 was a change to the use of current year values in computing the district local share of the allotments. Previously, districts with growing property value benefitted from that growth for one year before State funding was reduced. The projected decrease in enrollment coupled with the increase in local property value result in a decrease in State revenue. Federal revenue accounted for in the general fund (mainly SHARS funding) was significantly reduced in 2020-21 due to the COVID-19 pandemic. This revenue is currently projected to return to normal levels in 2021-22.

Other critical estimates necessary to develop the General Fund revenue budgets are property values and student enrollment. Property value impacts both State and local revenue estimates since the revenue received from the State is dependent upon the amount that can be raised locally. Student enrollment projections influence State revenue estimates, staffing decisions, per-pupil allocations, facility needs, debt issuance requirements and many other budgetary decisions.

Student Enrollment Enrollment has typically varied by +/- 1%-2% each year for many years. These enrollment fluctuations are primarily attributable to changes in apartment occupancy rates and competition from charter facilities.

2021-21 2021-22

Elementary base allotment 93.00$ 93.00$

Intermediate base allotment 97.00 97.00

Middle base allotment 101.00 101.00

High school base allotment 112.00 112.00



Student Enrollment (continued)

In 2018-19, enrollment decreased by 732 (-1.58%) while 2019-20 remained relatively flat as of the October snapshot count. Enrollment projections for 2020-21 were completed prior to the district closure on March 12, 2020, with an anticipated enrollment of 45,162 -– a decrease of 1.16% or 530 students. Due to the continuation of the pandemic, enrollment actually declined by 3,561. The projection for 2021-22 is 43,133, an increase of 1,002 from 2020-21 based on the assumption that normal operations will resume and a portion of the students will return. Further analysis and detailed enrollment projections by grade level can be found in the District Long-Range Plan document that is updated and reviewed with the Board of Trustees in February of each year.

Property Value

Based on the information received from Harris County Appraisal District, we are currently projecting a $310 million (approximately 1.74%) increase in property value. This relatively low growth rate is attributed to the pandemic. Moderate growth of 4.00% to 4.50% is projected for the next several years. Note that changes in property value do not have a huge impact on total revenue since increases in local revenue are offset by decreases in State revenue.

Tax Base Trend

Tax Rate and Fund Balance Impact

The tax rate is calculated after determining the necessary level of expenditures to meet District educational goals and facility requirements and estimating State aid utilizing the funding formulas described above. Tax compression was first mandated by the Legislature in House Bill 1 in 2006-07. Over the subsequent two years, the general fund tax rate was reduced from $1.50 to $1.04. On November 20, 2008, the district held a tax ratification election and the voters approved a general fund rate of $1.125. This rate remained unchanged through 2018-19. Tax compression was mandated again by the Legislature with the passage HB 3 during the last session, resulting in a general fund rate of $1.0391 for 2019-20. Further compression was required in 2020-21 to bring the general fund tax rate to $0.9998. The rate remains unchanged for 2021-22.

Fiscal Year Value Fiscal Year Value 2016-17 $14,609,000,000 2019-20 $ 16,460,000,000

2017-18 $ 15,211,000,000 2020-21 $ 17,784,000,000

2018-19 $ 15,593,000,000 2021-22 $ 18,094,000,000


Executive Summary (continued) Tax Rate and Fund Balance Impact (continued) We are currently projecting that we will end the current fiscal year (2020-21) with a surplus of $9.8 million bringing the general fund balance to approximately $100.9 million. A balanced budget was adopted for 2021-22. The projected general fund balance of $100.9 million at August 31, 2022, represents approximately 22% of the annual budgeted expenditures.

It is essential for school districts to maintain adequate fund balance levels to mitigate current and future risks, such as revenue shortfalls or unanticipated expenditures. The Government Finance Officers Association has published guidance stating that school districts should maintain a fund balance level of no less than two months of regular general fund operating expenditures. Alief’s projected general fund balance includes 2.7 months of expenditures and follows this recommendation.

Debt Service Fund

Debt service fund expenditures are easily estimated at this time, since they are primarily based on debt that has been issued. The following table provides a comparison of expenditures for the current year (projected) and the 2021-22 budget year:

Debt Service Fund Expenditure Comparison

Projected Actual 2020-21

Budget 2021-22

Percentage Change

Principal/sinking fund $ 24,601,467 $ 26,271,467 +6.79% Interest and fees 11,891,180 12,869,253 +8.23%

Total $ 36,492,647 $ 39,140,720 +7.26%

Note that 2021-22 budgeted debt service payments include deposits to the QSCB sinking fund since for budgetary purposes, these deposits are treated as an expenditure since the tax rate must be sufficient to provide funds for the deposits. The majority of the revenue in the debt service fund comes from local taxes (98%) with a small amount of federal revenue received for the QSCB bonds. The district is not projecting any State funding for facilities due to increases in property value. The debt service portion of the tax rate will remain at $0.205. The projected tax rate advertised during the 2015 bond referendum for 2021-22 was $0.24. Refunding of existing debt, a lower than projected interest rate on the new debt issued, and planned use of fund balance allowed for a rate 3.5 cents less than the projected rate.

One common method used to determine maximum debt service fund balance levels is to divide the preceding year’s principal and interest requirements by 12. Using this method, the District’s benchmark at 08/31/22 is calculated at approximately $3.0 million. A deficit budget of $1.8 million was adopted to utilize this fund balance and not increase the tax rate. Minimal changes in fund balance are projected in subsequent years. The District continues to structure debt with an aggressive principal retirement schedule. As illustrated, when compared with other neighboring districts, Alief continues to retire debt at a faster pace. Within the next five years, the district will retire approximately 39% of the currently issued debt, compared to the State average of 21%. As of August 31, 2031, Alief will retire approximately 66% (as compared to the State average of 44%) of outstanding debt. 7 2021-22 Alief ISD Budget Document


Debt Service Fund (continued)

The chart below compares Alief ISD total debt and percent retired by year to surrounding districts as of August 31, 2020 (the most recent information available for other Districts).

Debt Retirement Comparison

Food Service Fund

Food Service fund revenue is budgeted to increase 53.72% as compared to 2020-21 projected actual revenue due to the planned return to normal operations. The following table provides a comparison of revenues by source for the current year (projected) and the 2021-22 budget year:

Food Service Fund Revenue Sources Comparison

Projected Actual 2020-21

Budget 2021-22

Percentage Change

Local sources $ 86,327 $ 1,475,400 +1,609.08%

State sources

Federal sources

139,416

18,171,008

150,000

26,654,600

+7.59%

+46.69%

Total $ 18,396,751 $ 28,280,000 +53.72%

$0

$500,000,000

$1,000,000,000

$1,500,000,000

$2,000,000,000

$2,500,000,000

$3,000,000,000

$3,500,000,000

$4,000,000,000

$4,500,000,000

$5,000,000,000

Cy-Fair Katy Clear

Creek

Fort

Bend

Spring

Branch

Aldine Alief

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Total Debt % paid in 10 yrs.

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Food Service Fund (continued) The federal revenue is received from the U.S. Department of Agriculture under the National School Lunch Program, the School Breakfast Program, and the Food Distribution Program. Alief has a large number of students qualifying for either free or reduced priced meals (87%). Local revenue is generated primarily from student and staff payments for meals. Due to the pandemic, students were not charged for meals in 2020-21. Also, many students remained remote during the entire school year. Meals were distributed curbside for these students, but participation was much lower than normal. With the resumption of normal operations, the district anticipates revenue returning to normal levels in 2021-22. Food Service fund expenditures are budgeted at $28.3 million, an increase $7.8 million or 37.96% from 2020-21 projected actual expenditures. This increase is due to lower-than-normal expenditures in 2020-21 due to modified operations. Prior to 2019-20 this fund had a healthy fund balance. Food service fund balance is limited to three months of average food service operations expenditures. In order to avoid a negative fund balance, a transfer of approximately $300,000 is planned from the general fund to food service in 2020-21.

Combined Tax Rate Impact

The District’s tax rate consists of two separate components – a maintenance and operations rate (General Fund) and an interest and sinking rate (Debt Service Fund). Development of each of these components has been discussed above. The Board of Trustees maintained a stable combined tax rate ($1.675) for several years, through 2003-04. An overall increase of 1 ½ cents was necessary to fund the 2004-05 budget and an increase of 3 cents was required in 2005-06 bringing the combined tax rate to $1.72. Following the mandates in House Bill 1, the 2006-07 adopted general fund tax rate was decreased by 13 cents, resulting in a combined rate of $1.59. After further compression of the maintenance and operations rate in 2007-08 to $1.04 and a ½ cent increase in the debt service rate, the combined rate decreased for 2007-08 to $1.265. The tax rate was increased to $1.34 ($0.085 increase for general fund and $0.01 decrease for debt service) in 2008-09 after a successful rollback election on November 20, 2008. Beginning in 2011-12, the debt service portion of the tax was gradually reduced by 6 pennies over a 5 year time period resulting in a combined rate of $1.28 in 2015-16. To support debt issued from the 2015 bond referendum, the debt service rate was increased by 2.5 cents in 2016-17 and 2.5 cents in 2017-18 bringing the combined adopted rate to $1.33 for 2017-18 and 2018-19. Additional general fund tax compression was mandated during the 2019 Legislative session, resulting in a combined rate of $1.2441 for 2019-20 and $1.2048 for 2020-21. The tax rate remained flat for 2021-22.

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0.9

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1.1

1.2

1.3

1.4

1.5

1.6

1.7

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

Tax Rate Trend

M&O I&S



Budget Process and Significant Changes

The State, the TEA and the local district formulate legal requirements for school district budgets. The budget process begins in January of each year with the preparation of the District Long Range Plan, including enrollment projections. These enrollment forecasts are used extensively during the budget development stage to determine campus allotments and staffing allocations.

In order to decentralize the budget process, site-based decision making teams, working under the direction of each campus principal, contribute extensively to campus budget decisions. Each campus receives a basic allotment per student to be used for supplies, materials, equipment, staff development and other appropriate instructional costs. The site-based decision making teams at each campus make decisions concerning utilization of this allocation.

Up to 10% of the base per-pupil allotment may be used for capital improvements to facilities and capital equipment purchases. Additional funds are also provided to each campus for start-up costs for new educational programs where needed and for student tutorials.

Budgets for non-campus units are developed by department heads and reviewed by the Budget Committee. The Budget Committee consists of the Superintendent, the two Deputy Superintendents and the Assistant Superintendent for Finance.

Payroll budgets are developed by the Human Resources department utilizing established staffing guidelines. Personnel units are allocated to each campus based on student enrollment following state mandated ratios or district developed ratios, as applicable. Non-campus personnel units are evaluated at each departmental budget hearing. Additional personnel unit requests are evaluated by the Human Resources Department and by the Deputy Superintendents and then evaluated by Superintendent’s Council. After extensive review, analysis and discussion, recommendations are presented to the Board of Trustees.

Key dates in the budget development process are as follows:

March 2, 2021: Budget overview to Board of Trustees

March 25, 2021: Principals receive budget information: Enrollment projections, teacher allocations, budget calendar and per-pupil allocations

April 12, 2021: Personnel budget hearings

April 15 & 16, 2021: District-wide budget training sessions presented

April 19, 2021: On-line budget system open for data entry

April 30, 2021: Budget system closes for departments

May 7 & 10, 2021: Departmental Budget Hearings

May 7, 2021: Budget system closes for campuses

May 11, 2021: Meeting with Educational Improvement Council

August 24, 2021: Budget and tax rate adoption

The budget development process changed for the 2021-22 budget year in the following ways:

The 86th Legislative session was on-going during the budget development process.Ultimately, even after special sessions into the summer, no major Legislation was passedthat significantly affected funding.

Due to the ongoing pandemic, budget timelines were slightly extended. Large groupgatherings were not possible, so meetings related to budget development were heldremotely.



Budget Process and Significant Changes (continued)

For most of the 2020-21 fiscal year, State funding was uncertain and various sources ofnew federal funding were released on a piecemeal basis. District personnel werecontinually monitoring information from the Texas Educational Agency related to newreporting requirements, safety protocol changes, and potential funding sources.Developing a budget for the new fiscal year with no certainty of current year projections ormode of operation was a significant challenge.

Performance Measures

Beginning in 2011-12, a new statewide assessment was implemented – State of Texas Assessments of Academic Readiness (STAAR) – for grades 3-8. For high school, STAAR assessments are by content area and are called End of Course (EOC) exams.

The most significant changes to the assessment program included: Increasing the rigor of both the assessments and the performance standards for all grades,

subjects, and courses. Changing high school assessments from grade-based to course-based assessments. Using empirical validation studies as part of the standard-setting process to ensure that

performance standards are linked from grade to grade and are also linked to externalevidence of postsecondary readiness.

Due to the ongoing pandemic, STAAR was not administered in 2019-20 and STAAR testing was optional for students in 2020-21. The district was required to offer the state assessment, but parents were able to choose whether their child would participate. State assessments were not used for accountability purposes for the 2020-21 school year but will still be used to provide data necessary to determine actual learning loss during the COVID-19 crisis.

Alief received a Not Rated: Declared State of Disaster label for the 2020-21 school year.

Comparisons with Area Districts

Alief is one of several large school districts located in the Houston area. The district’s operating cost per student is slightly higher than many of these districts due to our top starting salary, aggressive salary schedule for existing staff, highest district contribution to health insurance and lower teacher/student ratios.

Total Number of

Cost Students

District Students per Student per Teacher

Alief 45,692 $9,962 13.9

Aldine 67,130 9,137 16.2

Cy-Fair 117,120 8,239 15.9

Fort Bend 77,575 9,155 16.0

Humble 44,952 9,100 15.3

Katy 83,241 9,355 14.9

Klein 53,970 7,746 15.3

Pasadena 52,792 9,742 14.1

State Average 5,478,880 9,406 19.3



Demographics

The Alief school district was created in 1917 in southwest Houston. It is an urban community that encompasses 36.6 square miles. The district’s 46 campuses house approximately 40,000 students. Alief is one of the most ethnically diverse districts in Texas, with 80 primary languages currently on record. The district reported student ethnicity in 2020 as 57% Hispanic, 28% African American, 11% Asian, 3% White an 1% other.

Approximately 49% of Alief students reside in apartments, while the remaining 51% reside in the various residential subdivisions in the District. Since apartment construction, occupancy rates and development of residential subdivisions heavily influence enrollment rates, District personnel carefully monitor these factors during development of the Long-Range Plan document and throughout the year.

Long Range Financial Forecast

The district’s property value increased in 2021-22 by 1.74%. This was lower than expected because of the pandemic. The long-range forecasts were prepared with the assumption of a 4.0% - 4.5% increase for subsequent years. Enrollment is expected to remain relatively stable following the unusual fluctuation due to the pandemic. General fund revenue projections are based on current funding formulas adopted during the 87th

Legislative session. All State revenue projections are based on the formulas currently in place with estimated effects of required tax compression shown based on information currently available. With minimal enrollment growth projected, absent Legislative action, overall revenue is projected to remain relatively flat for future years. Increases in local revenue due to property value growth will be offset by reductions in State revenue. The projections for 2022-23 and beyond do not include a salary increase. The Board of Trustees will determine the actual salary increase each year, if any, after considering funds available and market analysis. General fund balance is projected at approximately 22% of expenditures at the end of 2021-22. Maintaining appropriate fund balance levels will remain a Board priority. Debt Service fund expenditures are projected to increase over the next several years based on an assumption that the 2021 bond referendum will be approved by the voters on November 2, 2021. Some increase in that portion of the tax rate will be needed to meet each year’s debt service requirements should the referendum pass. 12 2021-22 Alief ISD Budget Document


Long Range Financial Forecast (continued)

Food service fund projected expenditures include minimal growth for normal inflation assuming resumption of normal operation in 2021-22 and beyond. Projected increases in federal revenues are based on a 2% increase each year.

Summary

The 2021-22 budget was developed according to the goals and direction established by the Board of Trustees and the Superintendent. These goals are evident in all areas of the budget, as resources are allocated as necessary to meet the established criteria.

The Alief Independent School District has much to be proud of and is prepared to meet the challenges of the upcoming fiscal year and beyond. The Alief Board of Trustees is to be commended for their continued commitment to providing a quality school district for students and citizens in the Alief community.

Budget Projected Projected Projected

2021-22 2022-23 2023-24 2024-25

General Fund

Revenues 458,500,560 462,134,674 465,442,367 461,115,321

Expenditures 458,500,560 462,134,674 463,792,367 463,215,321

Ending fund balance 100,922,723 100,922,723 102,572,723 100,472,723

Tax Rate - Projected 0.9998 0.9827 0.9659 0.9535

Debt Service Fund

Revenues 37,313,720 41,008,689 45,700,527 49,499,195

Expenditures/Sinking fund deposits 39,140,720 39,815,689 45,996,527 49,427,195

Ending fund balance 3,098,095 4,291,095 3,995,095 4,067,095

Tax Rate 0.205 0.215 0.230 0.240

Food Service Fund

Revenues 28,280,000 29,319,000 29,794,000 30,278,000

Expenditures 28,280,000 29,019,000 29,319,000 29,628,000

Ending fund balance - 300,000 775,000 1,425,000



The Alief District at a glance… …Became an independent school district in 1917, but community schools date back to the late 1800s. …Grew from 1 to 46 safe, well-maintained campuses within the district’s 36.6-square-mile area during the past four decades. …More than 40,000 students are enrolled during the 2021-22 school year. …Reports 2020 student ethnicity as 57% Hispanic, 27% African-American, 11% Asian, 3% White and 2% other. Alief is one of the most ethnically diverse districts in Texas, with more than 80 languages and dialects currently spoken. … Employs more than 6,600 staff members and pays beginning teachers a starting salary of $59,700 for 2021-22. … The Alief Center for Advanced Careers, which opened for the 2018-19 school year, continues to serve both students and the community. This 235,000 square-foot facility hosts advanced level Career and Technical Education (CTE) courses. Students may earn certifications and directly enter the workforce in multiple programs, including automotive technology, welding, construction technology, industrial robotics, veterinary science, information technology, health science, culinary arts and more. …Alief ISD was named a Houston Chronicle Top Workplace for 2016, 2017, 2018, 2019 and 2020. …Alief ISD is the ONLY public school district in the entire nation to have two students chosen for the USA National Debate team. Elsik High School’s Ebenezer Appiah and Diego Castillo qualified for the 2021-22 team! …The district’s Culinary Arts program has won the Westchase Rotary Club’s Souper Bowl cook-off (competing against teams of adults) three times in the past seven years. …Offers a popular agricultural science and FFA program to urban students who regularly earn college scholarship money through various competitions in the program. …The district is piloting full-day Pre-K program at Alexander, Boone, Bush, Chambers, Chancellor, Cummings, Hearne, Hicks, Kennedy, Mahanay, Petrosky, Rees, Smith and Sneed and is building three stand-alone Early Childhood Centers that will house Pre-K students. …Petrosky Elementary is also hosting the Mandarin Immersion Program. … Alief Early College High School was designated as an AVID Schoolwide Site of Distinction since the 2016-2017 school year. This status signifies the highest level of AVID implementation fidelity, demonstrating excellence in instructional practice and the promotion of college readiness school wide.

… Alief ISD recently won various financial transparency awards. Alief recently received the Transparency

Star for Traditional Finances from the Texas Comptroller. Alief ISD was also awarded ASBO International's Certificate of Excellence (COE) in Financial Reporting for having met or exceeded the program's high standards for financial reporting and accountability. This is the district's 30th year to participate in the COE program and is a true reflection of Alief ISD's commitment to fiscal integrity.


The Alief District at a glance (continued)… …Alief ISD is one of 32 school districts in the United States that has participated in the Association of School Business Officials' Meritorious Budget Award for 20 or more years in a row and is one of three districts in Texas that has received this award for 20 years or more. …The district’s tax rate of $1.20488 per $100 is one of the lowest tax rates in the greater Houston area.

…Strives continually to find better ways to meet student needs. Central curriculum coordinators keep up with the latest educational developments, and a team of technology and content specialists supports instruction at each school. …Presents a year-round, in-house professional development program for staff members, including graduate courses. …Provides gifted/talented and special education services at all campuses. PEP, Quest, AIMS, Dual Language Program, Pre-Advanced Placement and Advanced Placement, and meet the needs of students from kindergarten through high school. AVID classes help prepare students for college.

…Offers four middle school academies—Alief Middle School Engineering Academy, O’Donnell Middle School Law Academy, Albright Middle School Fine Arts Academy and Holub Middle School Technology Academy. …the CITGO Innovation Academy at Olle Middle School provides students with STEM-related curriculum and activities. …Offers Life Science Innovative Academy (a CTE Early College High School) as well as a Pharmacy Tech program. …Continues to focus on meeting the needs of at-risk high school students who need additional opportunities/options to earn credits for graduation though special programs such as SOAR, a night high school and a virtual high school.

…Excels at using technology for better teaching and better learning. Computers with Internet access are in every classroom, in every grade level and in every subject area. The district also uses tablets and other Wi-Fi ready devices for instruction. …Boasts visual and performing arts programs that have received state, national and international recognition for long-standing excellence. …Earned national certification for the automotive technology program. Students receive training that meets or exceeds ASE and industry standards. …Houses an award-winning JROTC unit at each of the three large high schools, with classes taught by experienced military instructors representing all branches of the military. …Offers additional leadership development programs that help students gain a variety of practical how-to-skills, including improving interpersonal relationships and managing their own behavior and actions. …Gives parents of secondary students the option of registering for automatic e-mail reports on their children’s attendance, discipline and grades. The computer program was designed in-house, and the service was the first of its kind in the state. …Benefits from hundreds of business and community partners, who contributed more than $3 million in monetary and in-kind donations during the 2019-20 school year.


This Meritorious Budget Award is presented to

ALIEF

INDEPENDENT SCHOOL DISTRICT

for excellence in the preparation and issuance of its budget

for the Fiscal Year 2019–2020.

The budget adheres to the principles and standards

of ASBO International’s Meritorious Budget Award criteria.

Thomas E. Wohlleber, CSRM David J. Lewis

President Executive Director

17

Organizational

Section

Alief ISD’s Mission and Goals

Mission Statement Alief Independent School District, in collaboration with parents and community, will provide an exemplary education for all students in a safe environment. Board Goals

1. AISD will close the achievement gap to ensure that all students reach their academic

potential. 2. AISD will improve student preparation for college and career. 3. AISD will maintain a safe and orderly environment. 4. AISD will recruit, develop and retain highly qualified and effective personnel. 5. AISD will continue to build positive relationships with all stakeholders.

Priorities and Supporting Goals

I. Post-Secondary Readiness By May, 2022:

100% of graduating seniors will complete the Free Application for Federal Student Aid (FAFSA) / Texas Application for State Financial Aid (TAFSA) or receive a waiver.

Expand Advancement Via Individual Determination (AVID) by one grade level at two existing elementary sites to support AVID implementation as a school wide system of college and career readiness.

Continue to improve the implementation of AVID with fidelity so as to maintain national certification at the 30 elementary, intermediate, middle and high school AVID campuses.

CTE will increase the number of senior students earning Industry Based Certifications by 15%

CTE will increase the number of students participating in work based learning opportunities by 25%

Increase dual credit course enrollment in grades 9-12 by 10% from the fall of 2021 baseline of 958 students. Budget Impact: The FAFSA/TAFSA completion can be done with no budget impact. Existing staff can promote and assist with this emphasis. The purpose of students completing the FAFSA/TAFSA is to open the door to financial opportunities for college, so $37.5K was budgeted for Advise Texas College Advising Corp which works to increase the number of low-income, first-generation college, and underrepresented high school students who enter and complete a postsecondary education. The program model utilizes near-peer advisers by placing well-trained recent college graduates from four Texas partner institutions of higher education as full-time college advisers in high schools with historically low college-going rates. Also, $414K was budgeted to cover secondary testing costs including PSAT, SAT, and Advanced Placement (AP) tests. Additionally, $185K was budgeted for Princeton Review (test preparation). The budget includes $94K for the first year of Xello – an online program that helps students define their future goals and transform their aspirations into actionable plans for success. The program puts students at the center of their college and career planning experience. The total budget for AVID (a global nonprofit organization dedicated to closing the achievement gap by preparing all students for college and other postsecondary opportunities) is almost $500K - the general fund budget includes $65K and the majority of the budget of $433K is budgeted in federal funds. This is an increase of $115K over the budget in the prior year.


District Goals (continued) Budget Impact (continued): The state of the art Alief Center for Advanced Careers opened in 2018-19. The Center is now fully staffed and is home to programs such as automotive technology, culinary arts, healthy science and welding to name a few. The budget includes $132K for testing related to all types of industry certifications as well as $35K for student travel expenses when they occur. The program also receives federal funds through the Perkins grant. The Alief Early College High School (ECHS) has a total budget of $2.7M – this campus operates in a partnership with Houston Community College. The 400 students enrolled here will graduate with an associate degree. In addition to ECHS, $295K was budgeted for dual credit textbooks across all five high schools.

II. School Improvement and Equity

In the 2021-22 school year:

Campuses at risk of underperforming / low performance will receive additional prescriptive support and oversight as they implement the Effective Schools Framework practices to advance the proficiency of all students and staff.

Through an updated and modified Campus Improvement Planning Process, all campuses will set quantifiable measurable goals for every STAAR tested grade and content area, monitor and advance the proficiency of all students toward those goals.

We will increase the percent of seniors that are College, Career and Military Ready (CCMR) from 37% to 40%.

Alief ISD will ensure educational equity through a systematic review of current policies, procedures, operations and decision-making practices. Budget Impact: The previous year’s budget included $153K for an Area Superintendent for School Improvement and $56K for an Advanced Academic Testing Specialist. $230K has been budgeted for School City for standards based assessments and reporting to understand student learning and inform instructional next steps, and the budget also includes $24K for Plan for Learning which is a software system to create, monitor and evaluate school plans. The 2020-21 general fund budget included $2M for 35 supplemental positions (including teachers, principals, specialists, interventionists and counselors) at the 6 previously identified IR campuses. These positions have been continued for 2021-22. However, the funding for these positions has been moved out of the general fund to federal ESSER funds. In 2020-21, the Alief Equity Committee developed a formal equity policy that was adopted by the Alief ISD Board of Trustees.

III. Early Childhood

Alief ISD Kindergarten and First grade teachers will successfully complete the requirements of the TEA Reading Academies as required by HB 3.

By May 2022, the percentage of students with proficient scores in Language and Communication will increase by 15 percentile points from the beginning of the year to the end of the year, as measured by Circle Progress Monitoring.

My May 2022, PreK and Kindergarten results from Istation’s Indicators of Progress (ISIP) Overall Level Movement, or comparable universal screen diagnostic tool, will approach of meet the following targets:

o the percent of Level 1 students will diminish by 1% o the percent of Level 2 students will diminish by 1% o the percent of Levels 3-5 students will increase by 1%

In 2021-22, the Alief Public Relations Department will employ additional strategies to recruit and retain PreK and Kindergarten students in Alief ISD schools. 19 2021-22 Alief ISD Budget Document

District Goals (continued)

Budget Impact: The general fund budget includes $72K for Reading Academy Training through Region IV Education Service Center. Circle Progress Monitoring is a user-friendly technology-driven tool that enables a teacher to quickly assess a child’s progress in a particular skill area and is available at no cost to Texas public PreK teachers. The budget includes $492K for Istation which can be used to easily track progress of students, schools and classrooms. The 2015 Bond Referendum included $85M for PK facilities from the 2020 and 2021 bonds sales, and two PK facilities are scheduled to open for Fall of 2022. The general fund budget was increased by $372K for 12 additional PreK aides as the expansion of the full-day PK program continues. The budget includes $67K for Learning Together which is an integrated preschool program where children can explore and discover their world through play. Additionally, the Public Relations budget includes $89K for a marketing firm and banners to promote the District and recruit students with an emphasis on PK/K.

IV. Recruitment, Development, and Retention of Highly Qualified and Effective Personnel

Through the Teacher Incentive Allotment (TIA) Initiative, the Human Resources (HR) and Instruction Departments will recruit the most effective teachers to serve in schools have that the most vulnerable and at-risk students.

Collaborate with university and educational partners to establish a ‘Grow Your Own’ program that focuses on retention and development of highly qualified employees.

Design strategic staffing plan to improve recruitment and retention of effective teachers at the most challenging campuses.

Budget Impact: The District provided a $2,600 raise for teachers and 4% on the midpoint for all other staff. Starting salary for teachers was increased to $59,700. The total cost of this raise is $10M. In addition to the salary increase, insurance premiums remained flat while the District increased their contribution to benefits resulting in net take home pay for Alief employees being the top in the Region. In 2020-21, the budget was increased to add a TIA Program Manager to assist with the implementation of this program. TIA was created as part of HB3 to provide a pathway for top teachers to earn six-figure salaries and help attract and retain highly effective teachers at traditionally hard to staff schools. The District has partnered with both in state and out of state higher educational institutions for “grown our own” and for student teachers. The purpose of grow your own is to develop degreed paraprofessionals to become certified teachers in high need and hard to fill areas and also to recruit Alief graduates to come back to Alief. The budget includes funds to pay student teachers who either work in critical needs areas or who are Alief ISD graduates. Grant funding is also coming available in 2021-22 to expand the paid student teacher program with the goal being to hire and retain these teachers in Alief once they graduate. In 2021-22, one additional dedicated substitute was added at each campus (bringing the total to 2 on each campus). There was no budget impact as the budget was transferred from the existing substitute budget, but it will allow for higher substitute fill rates and ease the burden on campuses. There is no budget impact in 2021-22, but a committee will be formed to review bilingual and special ed self-contained behavior stipends for hard to fill positions for possible increases in 2022-23. The 78,000 square foot Alief Center for Talent Development (CTD) opened in 2020-21, and it is dedicated to professional growth and talent development of teachers/educators. The budget includes $163K for 2 additional Professional Learning Implementation Strategists at the CTD.


District Goals (continued)

V. Financial Resource Management

In 2021-22, Alief ISD will ensure effective resource management and monitoring of funds to promote student achievement, student wellbeing, and a thriving learning environment. Budget Impact: There is no cost to this priority as it will be managed by existing District staff. However, there will be a significant budget impact as the District continues to effectively allocate and monitor significant federal ESSER funds (Elementary and Secondary Emergency Relief) at the district and campus levels to provide academic support, social emotional support, healthy and safe environment and continuity of services. The timing of the award of ESSER funds was late in the summer, but the early known impact for 2021-22 included moving $2.8M of annual technology plan purchases to ESSER, the supplemental positions noted in priority II, $1.7M of previously funded general fund tutorials was moved to ESSER and $3.0M in COVID related insurance claims. ESSER funds are for three years and must be spent by 2024, so the impact will be developing and ongoing for several years. The general fund budget for the next three years will also include indirect cost revenues from ESSER funds. In November of 2021, the voters of the District will be asked to approve a $541M bond referendum. If successful, the District plans to issue bonds in 7 installments over the next 7 years to support campus and district facility needs. There will be an incremental increase on the debt service tax rate over the coming years as has been publicized. The 2021-22 debt service budget conservatively includes payment on the 2022 Series that would be issued in May of 2022.


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School Board of Trustees The Alief Independent School District has a very vibrant, diverse and involved Board of Trustees. These Board Members keep children their first priority and strive to help make the district the best that it can be. The Board of Trustees consists of seven members elected for four-year terms by a plurality vote. Elections are held in November. The Board meets in regular session on the third Tuesday of each month, at 6:30 p.m., in the Administration Building Board Room, located at 4250 Cook Rd. in Houston.

Position 1: Dr. Lily Truong, Secretary Re-Elected: November 2019 Member since: November 2015 Occupation: Educational Consultant Dr. Lily Truong has a Doctor of Philosophy degree in Natural Medicine. She also works for the Harris County Department of Education for the Adult Education Program. She is a council member of the Ascension Catholic Church in Alief and was the president of the University of Houston Asian Alumni Association. She has also served as the principal of the Vietnamese language school at St. Justin Catholic Church. All three of her children are graduates of Alief Kerr High School.

Position 2: Rick Moreno, Member Re-elected: November 2019 Member since: November 2007 Occupation: Paramedic/Transfer Coordinator Rick Moreno received the distinction of Master Trustee after graduating from Leadership TASB in 2015. He currently works as an EMT-Paramedic for a private ambulance service. Mr. Moreno is a veteran of the US Navy as a Hospital Corpsman. Prior to being elected to the Alief ISD school board, he was active in school PTO and neighborhood boards. His two children are proud graduates of Elsik High School.

Position 3: Ann Williams, President Re-elected: November 2019 Member since: November 2007 Occupation: Educator/Certified Principal as Instructional Leader An educator serving as Student Support Specialist, Trustee Williams oversees Rtl/MTSS services for students who are most at risk within Spring ISD. Maintaining her Information Systems networks, she consults for non-profit and small business firms. Ms. Williams has held the position of AISD Board President for the last five years, extending mentorship to school board members throughout Region IV. Trustee Williams also advocates for African students, teachers, and school board members across the state and was recently elected to serve once again as President of the Texas Caucus of Black School Board Members. Having spent several years in the classroom, Trustee Williams is a strong supporter of accountability, student achievement, and governance with equity and transparency in mind. Ms. Williams earned a degree in Business Information Systems, a Masters of Business Administration, and holds several licenses and certifications to support families and communities. She is the mother of two sons who are graduates of Alief Elsik High School. In her 25+ years as a resident, she shares a love for serving in Alief, embracing opportunities to celebrate diverse cultures each day.


Position 4: Darlene Breaux, Vice President Elected: November 2017 Member since: November 2017 Occupation: Education Director Darlene Breaux is the director of the Research and Evaluation Institute at Harris County Department of Education. Breaux is a national trainer, former principal and special services coordinator who has served over 20 years in education. She holds a bachelor’s degree from Texas Southern University and a master’s degree in educational management with principal certification from the University of Houston – Clear Lake and is currently seeking her doctorate degree in Organizational Leadership with a focus on Conflict Resolution from Abilene Christian University. Her credentials include certifications in both English as a second language and special education, and she is a member of Kappa Delta Pi National Honor Society. She is active in her community as a former board member of the Alief YMCA. Position 5: John Nguyen, Member Elected: November 2017 Member since: November 2017 Occupation: Computer Technician John Nguyen is a proud graduate of Elsik High School. He received his Bachelor of Science in Technology from the University of Houston. He works as a photographer with the Houston Fire Department. Mr. Nguyen currently holds the position of Vice President on the Executive Board of the University of Houston Asian Alumni Association. He is also the photographer for several groups and organizations including the Robert Garner Foundation, the Houston Fire Department Burned Children’s Fund and the World Chamber of Commerce.

Position 6: Jennifer Key, Assistant Secretary Elected: November 2017 Member since: November 2017 Occupation: Retired Alief ISD Educator/Administrator Jennifer Key has a Bachelor of Science in Interdisciplinary Studies, and a Master of Arts in Administration and Supervision from the University of Houston. Her leadership skills were developed and encouraged within the Alief Public Schools where she worked first as a volunteer and then as a teacher and administrator. In her current role as School Board Trustee she hopes to continue serving the community and students. Her experiences in working with at-risk students has heavily influenced her desire to continue making a difference and being an advocate for these children. She has lived in Alief with her husband since their marriage in 1977. Both of her children started kindergarten at Kennedy Elementary and graduated from Elsik High School.

Position 7: Natasha Butler, Member Elected: November 2017 Member since November 2017 Occupation: Accountant Natasha Butler has been an active volunteer and mentor for the Alief Community for over 15 years. She serves as a member of various organizations including Alief Super Neighborhood Council, Citgo Innovation Academy at Olle STEM Advisory Board, Community Centered Health Advisory Council, and Harris County Houston Sports Authority. She is an alumni of Harris County Leadership ISD. She currently serves as a City of Houston Ambassador for Fair Housing and Community Development. She also is the owner of Spice Lane Community Investment Group which provides access to educational, housing and employment opportunities to low income families. She currently has a daughter attending an Alief ISD school.



Function and Responsibilities of the Superintendent

The Superintendent is responsible for providing leadership and direction for the District and reports to the District Board of Trustees. Direct reports include: Deputy Superintendent of Business Services Deputy Superintendent of Instruction Their functions and responsibilities are described on the following pages. Director of Public Relations reports to the Superintendent and is tasked with promoting positive PR between the school district and the community through strategic marketing, media relations, community partnerships, and key stakeholder relationships.

Direct report personnel include: Business and Community Partner Coordinator, Public Relations Specialist, Web Specialist, and Communications and Public Relations Liaison


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Function and Responsibilities of the Business Services Division

The Deputy Superintendent of Business Services reports to the Superintendent. The Deputy oversees a myriad of functions that tie into the daily operations of the District and include primary lines of leadership for areas that include, but are not limited to, human resources, technology, budgeting, finance, tax collection, police, construction, maintenance, transportation and business services; thereby assuring that the District is operating in an efficient, effective and supportive role of the District’s mission. Direct report departments include: Police Department - The Alief Independent School District Police Department combines state-of-the-art technology with good, old-fashioned, people power to enhance security throughout the district 24 hours a day, 365 days a year. The Alief ISD Police Department provides a wide variety of services to the District, students, staff and patrons. Regardless of their specific job assignment, all police officers work toward a common District goal of providing a safe and secure environment. Management Information Systems (MIS) - The MIS Department is responsible for all administrative data recording and reporting. MIS supplies the systems, software and support for many areas including the Student Information System (SIS), finance and associated functions (e.g. purchasing, warehouse inventory, fixed assets, activity accounting, etc.), HR/Payroll, PEIMS and other regulatory reporting, District Common Assessments (DCA) document preparation and scoring, STAAR pre-coding and, supplies data to interface with many third party applications (e.g. food service, emergency callout, EDULOG transportation, DMAC, TSDS and others). Desktop Computing and Network Services - The Desktop Computing and Network Services Department provides engineering, installation, service and support for all aspects of technology for the Alief Independent School District. The areas of responsibility include, but are not limited to: network infrastructure, routers, switches, servers, desktops, printers, email, firewalls, file sharing, data reliability, internet access, web filtering, remote access and a wide variety of both productivity and instructional software applications. The Department is responsible for the evaluation, recommendation and procurement of technology to meet these needs and the needs of our District Long-Range Technology Plan. Services include full life-cycle project management and implementation processes. The Department includes a full service help desk, as well as an onsite technical support staff, and provides 24x7 up-time and reliability for critical network and server resources. Communication Services - The Communication Services Department supports the district by providing dial tone and voice mail services, processing interdepartmental and USPS mail, greeting visitors, routing calls to the appropriate destinations and meeting the printing needs of the campuses and facilities. Assistant Superintendents who report to Deputy Superintendent of Business Services include: The Assistant Superintendent of Finance oversees all segments of the departments supervised, thereby ensuring that sections under its leadership, including Accounting & Payroll, Tax Office, Purchasing & Warehouse and Nutrition are operating in an efficient, effective and supportive role of the District’s mission.

Direct report departments include: Accounting - The Accounting Department oversees the maintenance of all financial records (budget, payroll, accounts payable, investments, general accounting) for the District, in accordance with guidelines established by TEA and other regulatory agencies. Financial information is provided to the Board of Trustees on a monthly basis regarding cash disbursements, budget amendments, financial activity, investment balances and construction activities.


Function and Responsibilities of the Business Services Division (continued) Tax Office - The Tax Office staff takes pride in providing outstanding service to the Alief ISD taxpayers. Staff members promptly assist the taxpayers upon arriving at the office. The service continues with quickness and accuracy in order for a taxpayer to spend a short amount of their busy day in the tax office. Procurement & Distribution - The Purchasing Department seeks to conserve public funds and ensure fair and equitable treatment of all vendors. The Department is committed to a purchasing system that provides quality, integrity and increased competition. The Purchasing Department reviews all purchase order requests for compliance prior to approval, in addition to handling Request for Proposals and Formal Quotes. The Distribution side manages the day to day operations of the District’s warehouse facility including delivery or goods, maintaining adequate inventories and the distribution of goods to the District’s campuses and departments. Central Distribution also manages textbook inventory distribution and inventory as well as records management storage for the District. Nutrition - The Nutrition Department’s mission statement is to provide the highest quality food at the best possible prices, while ensuring the choices of food are enjoyed by students and staff. Nutrition Department personnel oversee daily meal service to the schools, catering services, food warehousing operation, recycling services and the District Student Wellness Program.

The Assistant Superintendent of Human Resources plans, coordinates and supervises the operation of the Department of Human Resources in such a way as to enhance the morale of school district personnel, to promote the overall efficiency of the school system and to maximize the educational opportunities and benefits available to each individual child.

Direct report departments include: The Human Resources Department consists of four overlapping departments that work together to assist the District in meeting its instructional and operational goals. Staffing and Recruitment - This is a year-round process that involves the recruitment, screening and employment of instructional and non-instructional staff. The HR Recruiting & Staffing personnel communicate with applicants, campus and departmental administrators and new employees. Employee Relations - Employee Relations issues related to employee performance, employee misconduct and investigations are shared between the Asst. Supt. of Human Resources, the Executive Director of Human Resources and three Directors of Human Resources. Issues related to contract terminations, renewals and extensions are handled by the Asst. Supt. of HR, as well as EEOC (Equal Employment Opportunity Commission) claims of discrimination. Other employee relations functions handled by Employee Relations staff are: medical leaves of absences, compensation, position control, service records, records retention and management and general employee services.

Substitute Office - The Substitute Office is responsible for the hiring and assignment of substitutes, primarily for teachers, for all District campuses. This is a year-long process as new applicants are screened, hired and provided training prior to entering into a classroom. The Substitute Office generally establishes a pool of 800+ available substitutes per year that is replenished throughout the year. In addition, the Substitute Office is responsible for handling and tracking employee absences.


Function and Responsibilities of the Business Services Division (continued)

Risk Management - The Risk Management division of Human Resources handles all of the administration of the District benefits plans available to all employees including the Wellness Plan for Staff. This division also is responsible for coordinating medical leaves associated with workers’ compensation, processing injury claims and unemployment claims. In addition, the Risk Management responsibilities include limiting or minimizing the District’s risk of loss by managing proper insurance coverage and by establishing and maintaining a safe workplace for all employees.

The Assistant Superintendent of Support Services oversees all segments of the departments of Transportation, Maintenance & Operations, Athletics and Construction to ensure coordination between other departments and campuses.

Direct report departments include: Transportation - The Transportation Services Department is dedicated to providing safe and efficient bus service to all students in the district. In addition to the standard service to and from school, the department is also responsible for driving duties for field trips, shuttles, tutorials and other after school programs. The Department also provides fuel, maintenance and mechanical services to the entire district fleet of 500 vehicles. Athletics - Athletics is an integral part of the total school program. It is an extension of the instructional program. It is broad based and extends to all with athletic interest an opportunity to participate in sport(s) of their choice. The purpose is to provide a successful program that will promote the leadership, discipline, talents, character and personality of each student involved. Construction and Facilities - This department effectively organizes and supervises architects, consultants and contractors to design, renovate, restore and construct new or existing educational/support facilities for the District. Maintenance & Operations - The Department of Maintenance & Operations strives to provide the most efficient and effective service possible to promote a safe, clean and healthy environment conducive for teaching and learning. The Maintenance Department provides ongoing preventative maintenance, repairs, restoration and new construction for all the facilities throughout the District. In order to accomplish these tasks, the Department is divided into seven departments, each headed by a foreman. These departments/disciplines are: Electrical, HVAC, Plumbing, Energy Management, Audio/Visual, Special Projects/Warehouse and Architectural. The Operations Department is responsible for maintaining a clean and healthy environment within all the district facilities. This is accomplished through the efforts of a dedicated staff of custodians, assistant and head custodians and custodial foreman. The upkeep of the district grounds falls under the responsibility of the Grounds Department. Finally, all pest control operations and Indoor Air Quality Issues are addressed by the Pest Control Department.


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Function and Responsibilities of the Instruction Division

The Deputy Superintendent of Instruction reports to the Superintendent and is responsible for the effective and efficient operation of the Division of Instruction. Direct report departments/personnel include: 3 Area Superintendents – Each of these area superintendents have 14-15 campuses ranging from elementary to high school. They supervise and evaluate program goals and objectives of campuses to ensure compliance with district and state goals. Supervision is also exercised over the professional and support staff. They also coordinate the summer school programs for all levels.

Direct report campuses include: Area A – Secondary Schools – Hastings, Hastings Ninth Grade Center, Kerr, Alief Early College

High School, Center for Advanced Careers, Innovative Academies, Alief Middle School, Albright,

Killough. Elementary Schools – Liestman, Outley, Klentzman, Bush, Chancellor, Petrosky,

Youens, and Youngblood.

Area B – Secondary Schools – Taylor, O’Donnell, Holub, Olle, SOAR/LINC/NHS and

Crossroads. Elementary Schools – Cummings, Hearne, Heflin, Landis, Martin, Budewig, Owens,

Boone, Collins, Kennedy, and ALC.

Area C – Secondary Schools – Elsik, Elsik Ninth Grade Center. Elementary Schools –

Alexander, Best, Chambers, Hicks, Holmquist, Horn, Mahanay, Rees, Smith, Sneed, Mata, and

Miller.

Assistant Superintendent of School Improvement and Accountability reports to the Deputy Superintendent of Curriculum and Instruction and is responsible for leading the district in identifying areas in need of improvement at all levels; analyzing data to help guide decisions, generating solutions and implementing change.

Direct report departments/personnel include:

Director of School Improvement. The Director of School Improvement oversees the evaluation of

programs, coordinates assessment for the continual improvement of the instructional program,

coordinates the district’s attendance services, monitors student attendance to analyze areas of

concern and assists in the development of the district’s data integrity plan for PBMAS

(Performance Based Monitoring Analysis System).

Direct report personnel include:

Director of Research and Evaluation The Director of Student Services supervises and evaluates the Pupil Personnel Services Department; provides assistance to campuses/principals as needed; oversees Health Services, and assists the Area Superintendents with parent calls.

Direct report departments/personnel include: Coordinator of Health Services Pupil Personnel Services – This department works with campus administrative personnel to ensure compliance with state and district regulations regarding discipline proceedings; coordinates the district’s enrollment office; acts as a liaison between campus administration and law enforcement agencies, juvenile justice agencies and the district’s law firm; facilitates the “Draw” each fall and ensures compliance with the district’s policy regarding student transfers; conducts expulsion hearings for students involved in major policy violations; and coordinates the development and revision of the Student Code of Conduct.


Function and Responsibilities of the Instruction Division (continued)

The Director of Guidance and Counseling oversees the coordination of the guidance curriculum, responsive services, individual student planning and systems support; College and Career Readiness for students; the Crisis Team; Homeless and Pregnancy Services and ensures compliance with TEKS and HB5.

Direct report personnel include: Counseling Coordinator, Coordinator of Social and Emotional Development

The Director of Federal Programs supervises Federal Programs (Title I, Title II, Title III, Title IV, Title V); grant programs and funding; Teacher Incentive Programs; Family Engagement; After School Program; and State Programs such as Optional Extended Year, Accelerated Reading Initiative and Accelerated Math Initiative. Direct report personnel include:

Compliance Coordinators, After School Program Coordinator and Family Engagement Coordinator

The Executive Director of Curriculum and Instruction supervises the implementation of curriculum and instruction; ensures compliance with TEKS and all state or federal requirements; supervises the preparation of district, state and federal reports; participates in P16 and Higher Ed partnerships as well as provides training for administrators and leadership teams.

Direct report departments/personnel include: The Director of Curriculum and Instruction provides leadership for the implementation of curriculum and instruction, supervises and evaluates program goals and objectives of programs designed to meet the needs of special populations and coordinates translation of materials. Special populations include RTI, Gifted and Talented, Advanced Placement and Pre-Advanced Placement. Other departments under the Director’s supervision include Fine Arts and Health/Wellness.

Direct report personnel include: Instructional Content Coordinators – Elementary and Secondary English Language Arts, Math, Science and Social Studies

Coordinators – RTI, Advanced Academic Services and Health/Wellness Services The Directors of Career and Technical Education and CTE and Innovation oversee the Career and Technology Education program and partnerships to support the CTE pathways.

Direct report personnel include: Managers - CTE

The Director of Digital Learning oversees, evaluates and develops new uses of technology in the classroom and supervises the technology specialists at the campuses.

Direct report personnel include: Content Coordinators - Digital Learning and Literacy

The Director of Second Language Education oversees the administration of services for the ESL, Bilingual, Dual Language and LINC programs; ensures compliance with all state and federal guidelines; and provides training for staff.

Direct report personnel include: Coordinator of Second Language Education


Function and Responsibilities of the Instruction Division (continued) Director of Special Education oversees the administration of special education services for students of the district with disabilities and in the coordination and delivery of comprehensive instructional and supportive services for students with disabilities.

Direct report personnel include: Special Education Coordinators – Compliance, Instructional and Assessment

The Director of Fine Arts oversees instruction in area of Fine arts through planning, developing, implementing, and evaluating curriculum; providing leadership in Fine Arts and other UIL activities for Performing Arts areas.

Direct report personnel include: Assistant Director of Fine Arts

The Director of Professional Growth and Improvement oversees the coordination of professional development for all staff, all programs organized by the Prevention and Safe School Specialists, the Alief Administrative Intern Program, Teacher of the Year and leadership development for all district assistant principals and first or second year principals.

Direct report personnel include: Coordinators - Professional Development and Teacher Induction Program


Actual Actual Actual Actual Projected

2017-18 2018-19 2019-20 2020-21 2021-22

Hastings 3,127 3,147 3,194 3,264 3,223

Elsik 3,257 3,246 3,290 3,191 3,198

Taylor 3,210 3,118 3,111 2,967 2,939

Altnernative Learning Center 130 150 109 15 229

Kerr 806 796 791 809 810

Hastings Ninth Grade Center 997 867 1,105 1,052 980

Elsik Ninth Grade Center 1,019 1,051 1,101 1,011 980

Crossroads 36 58 51 16 55

Early College High School 402 401 408 401 400

Soar / Night High School 152 168 173 181 140

Alief 965 1,002 1,017 872 893

Olle 1,095 1,066 1,195 1,125 1,163

Killough 989 1,003 890 846 829

Holub 923 900 919 847 847

Albright 1,150 1,190 1,152 1,162 1,145

O'Donnell 1,320 1,381 1,396 1,347 1,346

Youens 918 899 864 791 761

Boone 823 807 748 658 725

Martin 936 880 874 823 869

Chambers 731 695 595 500 531

Smith 847 826 767 665 665

Mahanay 631 597 597 540 501

Kennedy 699 726 738 660 684

Chancellor 951 947 909 797 845

Liestman 822 793 725 715 746

Petrosky 547 590 656 578 651

Heflin 913 913 893 731 763

Cummings 575 556 527 511 491

Rees 602 582 573 500 548

Alexander 809 719 697 636 611

Hearne 991 949 963 808 841

Landis 800 743 745 632 657

Sneed 1,122 1,087 1,060 952 992

Best 854 754 804 733 747

Outley 1,215 1,144 1,152 977 1,058

Hicks 782 756 714 668 675

Bush 874 870 923 803 871

Collins 969 931 920 868 848

Horn 996 936 927 804 806

Holmquist 1,130 1,162 1,121 936 1,031

Owens 1,074 980 1,030 932 972

Klentzman 1,063 989 950 904 964

Youngblood 1,047 1,054 1,047 921 974

Mata 822 884 950 872 911

Miller 939 965 971 888 907

Budewig 1,288 1,338 1,350 1,222 1,311

46,348 45,616 45,692 42,131 43,133

Elementary Schools

Intermediate Schools

Total Enrollment

Campus


Enrollment by Campus

High Schools

Middle Schools


ELEMENTARY SCHOOLSESCUELAS PRIMARIAS CÁC TRƯỜNG TIỂU HỌC

1 Alexander Elementary School 8500 Brookwulf, 77072 281-983-83002 Best Elementary School 10000 Centre Parkway, 77036 713-988-64453 Boone Elementary School 11400 Bissonnet, 77099 281-983-83084 Bush Elementary School 9730 Stroud, 77036 713-272-32205 Chambers Elementary School 10700 Carvel, 77072 281-983-83136 Chancellor Elementary School 4350 Boone, 77072 281-983-83187 Collins Elementary School 9829 Town Park, 77036 713-272-32508 Cummings Elementary School 10455 South Kirkwood, 77099 281-983-83289 Hearne Elementary School 13939 Rio Bonito, 77083 281-983-833310 Heflin Elementary School 3303 Synott, 77082 281-531-114411 Hicks Elementary School 8520 Hemlock Hill, 77083 281-983-804012 Holmquist Elementary School 15040 Westpark, 77082 281-988-302413 Horn Elementary School 10734 Bissonnet, 77099 281-988-322314 Kennedy Elementary School 10200 Huntington Place, 77099 281-983-833815 Landis Elementary School 10255 Spice, 77072 281-983-834316 Liestman Elementary School 7610 Synott, 77083 281-983-834817 Mahanay Elementary School 13215 High Star, 77083 281-983-835518 Martin Elementary School 11718 Hendon, 77072 281-983-836319 Outley Elementary School 12355 Richmond, 77082 281-584-065520 Petrosky Elementary School 6703 Winkleman, 77083 281-983-836621 Rees Elementary School 16305 Kensley, 77082 281-531-144422 Smith Elementary School 11300Stancliff,77099 281-983-8380

HIGH SCHOOLS & PROGRAMSESCUELAS PREPARATORIAS Y PROGRAMASCÁC TRƯỜNG TRUNG HỌC VÀ CÁC CHƯƠNG TRÌNH

37 Alief Early College High School 2811 A Hayes, 77082 281-988-301038 Elsik High School 12601 High Star, 77072 281-988-315039 Elsik Ninth Grade Center 6767 South Dairy Ashford, 77072 281-988-323940 Hastings High School 4410 Cook, 77072 281-988-311041 Hastings Ninth Grade Center 6750 Cook, 77072 281-988-313942 Kerr High School 8150 Howell Sugar Land, 77083 281-983-848443 Taylor High School 7555 Howell Sugar Land, 77083 281-988-350044 Alief Learning Center 4427 Belle Park, 77072 281-983-800045 Crossroads 12360 Bear Ram, 77072 281-988-326646 Soar/LINC/Night High School 12501 High Star (Annex) 281-988-3499

SUPPORT FACILITIESINSTALACIONES DE APOYOCÁC CƠ SỞ TRỢ GIÚP

A Administration Building 4250 Cook, 77072B Alief Support Facility/Tax Office 14051 Bellaire, 77083C Crump Stadium & Athletic Facilities 12321 Alief Clodine, 77082D Maintenance Dept. 12135 High Star, 77072E MIS/Police Dept. 12135 ½ High Star, 77072F Ness Natatorium 12400 High Star, 77072G Printing Services/Warehouse 12101 7th, 77072H Purchasing 12102 High Star, 77072I Transportation 6150 Synott, 77083J Center for Advanced Careers 12160 Richmond, 77082K Center for Talent Development 14411 Westheimer, 77082

Alief ISD Map (all street addresses below are in Houston, Texas)Mapa de Alief ISD (todas las direcciones de calles de abajo son en Houston, Texas)

Bản đồ Alief ISD (tất cả các địa chỉ đường phố dưới đây đều nằm trong phạm vi Houston, Texas)

Note: Map Not To Scale

This product is for informational purposes and may not have been prepared for or be suitable for legal, engineering or surveying purposes. It does not represent an on-the-ground survey and represents only the approximate relative location of property boundaries.

Elementary Schools

Intermediate Schools

Middle Schools

High Schools & Programs

Support Facilities

Map Key

23 Sneed Elementary School 9855 Pagewood Lane, 77042 713-789-697924 Youens Elementary School 12141 High Star, 77072 281-983-8383

INTERMEDIATE SCHOOLSESCUELAS INTERMEDIASCÁC TRƯỜNG TRUNG HỌC ĐỆ NHỊ

25 Budewig Intermediate School 12570 Richmond, 77082 281-988-320026 Klentzman Intermediate School 11100Stancliff,77099 281-983-847727 Mata Intermediate School 9225 South Dairy Ashford, 77099 281-983-780028 Miller Intermediate School 15025 Westpark, 77082 281-531-343029 Owens Intermediate School 6900 Turtlewood, 77072 281-983-846630 Youngblood Intermediate School 8410 Dairy View, 77072 281-983-8020

MIDDLE SCHOOLSESCUELAS MEDIASCÁC TRƯỜNG PHỔ THÔNG CƠ SỞ

31 Albright Middle School 6315 Winkleman, 77083 281-983-841132 Alief Middle School 4415 Cook, 77072 281-983-842233 Holub Middle School 9515 South Dairy Ashford, 77099 281-983-843334 Killough Middle School 7600 Synott, 77083 281-983-844435 O’Donnell Middle School 14041 Alief Clodine, 77082 281-495-600036 Olle Middle School 9200 Boone, 77099 281-983-8455

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Financial Structure and Basis of Accounting

Description of Entity The Alief Independent School District is an independent public educational agency operating under applicable laws and regulations of the State of Texas. Alief encompasses 36.6 square miles in southwest Houston. A seven member Board of Trustees elected to staggered four-year terms by the District’s residents autonomously governs the District. The Texas Education Agency and Southern Association of Colleges and Schools provide the District’s K-12 education accreditation. Enrollment in the District’s 24 elementary, 6 intermediate, 6 middle, 2 ninth grade centers, 4 traditional high schools, 1 early college high school, 3 alternative education programs and 1 center for advanced careers is estimated at 43,133 for the 2021-22 fiscal year. Fund Accounting / Basis of Accounting / Budgeting The Alief ISD accounting system is operated on a fund basis. A fund accounting system defines each fund by fiscal period and a self-balancing set of accounts including assets, liabilities, fund equity, revenues and expenditures. The funds and accounts of the District have been established under the rules prescribed in the Financial Accounting and Reporting Module of the Texas Education Agency Financial Accountability System Resource Guide. The Alief ISD accounting system is maintained in accordance with generally accepted accounting principles (GAAP) established by the Governmental Accounting Standards Board (GASB) and the Financial Accounting Standards Board (FASB) for accounting treatments not specified in GASB pronouncements. This budget document contains detailed information for all funds for which the Board of Trustees is required to adopt annual budgets. Budgets for all funds (except for the Capital Projects Fund budget, which is not legally adopted on an annual basis) are prepared using the modified accrual basis of accounting which is the same method that is used for accounting and for financial reports. Under the modified accrual basis of accounting, revenues are recognized in the accounting period in which they become both measurable and available. Revenues are considered to be available when they are collectible within the current period or soon enough thereafter to pay liabilities of the current period. For this purpose, the government considers revenues to be available if they are collected within 60 days of the end of the current fiscal period. Expenditures are recognized in the accounting period in which the fund liability is incurred, if measurable, except for principal and interest on general long-term debt, which is recognized when due. Funds with Annually Adopted Budgets Texas Education Agency legal requirements state that budgets for the General Fund, the Food Service Fund (whether accounted for in the General Fund, a Special Revenue Fund or Enterprise Fund) and the Debt Service Fund must be included in the official district budget (legal or fiscal year basis). These budgets must be prepared and approved at least at the fund and function levels to comply with the state’s legal level of control mandates.

General Fund The General Fund is the primary operating fund. It is a governmental fund with budgetary control which is used to show transactions resulting from operations of on-going organizations and activities from a variety of revenue sources for which fund balance is controlled by and retained for the use of the local education agency. The General Fund is used to account for all financial transactions not properly includable in other funds. The principal sources of revenue include local property taxes, state reimbursement for professional salaries and other operating expenditures and interest on fund investments. Expenditures include all costs necessary for the daily operation of the District except for specific programs funded by the federal or state government, food service, debt service and capital projects.


Financial Structure and Basis of Accounting (continued)

Fund with Annually Adopted Budgets (continued) Food Service Fund The Food Service Fund is a Special Revenue Fund. Special Revenue funds are used to account for funds awarded to the District for the purpose of accomplishing specific educational tasks as defined by grantors in contracts or other agreements. The Food Service Fund is used to account for the District’s Food Services Program, including local, state and federal revenue sources and all costs associated with the operation of the program. Debt Service Fund The Debt Service Fund is used to account for the payment of interest and principal on all bonds of the District. Primary sources of revenue for the debt service fund are local property taxes and the state instructional facilities and existing debt allotments.

Major Funds for Financial Reporting In the District’s Annual Comprehensive Financial Report, the District is required to identify certain major funds. The General Fund is always a major fund by definition. The District may report as major funds whatever other individual governmental funds they believe to be of particular importance, e.g. Debt Service Fund at Alief. Governmental funds other than the General Fund must be reported as major funds if they meet both criteria:

10% of any of the total governmental fund (199 to 699) assets, liabilities, revenues, or expenditures

5% of the aggregate total for both governmental funds and enterprise funds of any one of the items for which it met the 10% rule

Food Service is considered a program within the Special Revenue Fund which is a major fund at Alief. The District reports both internal service and enterprise proprietary funds in its Annual Comprehensive Financial Report, but these funds are not major. Also, these funds do not have annually adopted budgets, and, thus, are not included in this document.



Classification of Revenues and Expenditures

Section 44.007 of the Texas Education Code requires that a standard school district fiscal accounting system be adopted by each school district. The system must meet at least the minimum requirements prescribed by the State Board of Education and also be subject to review and comment by the state auditor. Additionally, the accounting system must conform with Generally Accepted Accounting Principles (GAAP). This section further requires that a report be provided at the time that the school district budget is filed, showing financial information sufficient to enable the State Board of Education to monitor the funding process, and to determine educational system costs by school district, campus and program. A major purpose of the accounting code structure is to establish the standard school district fiscal accounting system required by law. Although certain codes within the overview may be used at local option, the sequence of the codes within the structure, and the funds and chart of accounts, are to be uniformly used by all school districts in accordance with GAAP. Basic System Expenditure Code Composition

Fund Code – A mandatory 3-digit code is to be used for all financial transactions to identify the fund group and specific funds. The first digit refers to the fund group, and the second and third digits specify the fund.

Function Code – A mandatory 2-digit code that identifies the purpose of the transaction is applied to expenditures. The first digit identifies the major service area and the second digit refers to the specific function within the area.

Object Code – A mandatory 4-digit code identifying the nature and object of an account, a transaction or a source. The first of the four digits identifies the type of account or transaction, the second digit identifies the major area and the third and fourth digits provide further sub-classifications.

Sub-Object – Optional code. Used at Alief ISD to provide special accountability for certain programs or areas.

Organization Code – A mandatory 3-digit code identifying the organization; i.e., campus, department.

Fiscal Year Code – A mandatory single digit code that identifies the fiscal year of the transaction or the project year of inception of a grant project.

Program Intent Code – A 2-digit code used to designate services provided to students.

Optional Code 3, 4, and 5 – Optional code that may be used to further describe the transaction. District revenues are classified by fund and object or source. There are three major sources: local sources, state sources and federal sources. Expenditures budgets are legally adopted at the fund and function level. However, within this document we have included several additional presentations of expenditures. These presentations segregate expenditures by either organization or by major object. Major object codes are used to describe the type of items purchased or services obtained. The major object codes used in this document are: payroll and related costs, purchased and contracted services, supplies and materials, other operating expenditures and capital outlay. Fund codes have been previously described in the preceding Financial Structure section. Following is a description of the function codes used throughout this document.


Function Codes General Descriptions

Class Detail Description ________________________________________________________________________ 10 Instruction and Instructional Related Services 11 Instruction

This function is used for activities that deal directly with the interaction between teachers and students. This function includes expenditures for direct classroom instruction and other activities that deliver, enhance or direct the delivery of learning situations to students. Expenditures for the delivery of instruction in regular program basic skills, bilingual and ESL programs, compensatory, remedial or tutorial programs, gifted and talented educational programs and vocational education programs are classified in function 11. For example, function 11 includes classroom teachers, teacher aides and graders, but does not include curriculum development (13) or principals (23).

12 Instructional Resources and Media Services

This function is used for expenditures that are directly and exclusively used for resource centers, establishing and maintaining libraries and other major facilities dealing with educational resources and media. For example, function 12 includes librarians, but does not include textbooks (11) or reference books in the classroom (11).

13 Curriculum Development and Instructional Staff Development

This function is used for expenditures that are directly and exclusively used to aid instructional staff in planning, developing and evaluating the process of providing learning experiences for students. This function also includes expenditures related to research and development activities that investigate, experiment and/or follow-through with the development of new or modified instructional methods, techniques, procedures, services, etc. For example, this function includes staff who research and develop innovative, new, or modified instruction and staff who prepare inservice training for instructional staff, but does not include salaries of instructional staff when attending inservice training (11 or 12).

20 Instructional and School Leadership 21 Instructional Leadership

This function encompasses those district-wide activities which have as their purpose managing, directing and supervising the general and specific instructional programs and activities. For example, function 21 includes instructional supervisors, and Assistant Superintendent for Instruction, but does not include principals (23).

23 School Leadership

This function includes expenses for directing, managing and supervising a school. It includes salaries and supplies for the principal, assistant principal and other administrative and clerical staff, including attendance clerks.



Class Detail Description ________________________________________________________________________ 30 Support Services - Student 31 Guidance, Counseling, and Evaluation Service

This function includes expenses for testing and assessing students’ abilities, aptitudes and interests with respect to career and educational goals and opportunities. It includes psychological services, testing and counseling.

32 Social Work Services

This function includes expenditures which directly and exclusively promote and improve school attendance. Examples include visiting teachers, home visitor aides and truant officers.

33 Health Services

This function embraces the area of responsibility providing health services which are not a part of direct instruction. It includes medical, dental and nursing services.

34 Student Transportation

This function includes the cost of providing management and operational services for transporting students to and from school. Function 34 includes transportation supervisors and bus drivers, but does not include field trips (11) or student organization trips (36).

35 Food Services

This function includes the management of the food service program at the schools and the serving of meals, lunches, or snacks in connection with school activities. Function 35 includes cooks and food purchases, but does not include concession stands (36).

36 Cocurricular/Extracurricular Activities

This function incorporates those activities which are student and curricular related, but which are not necessary to the regular instructional services. Examples of co-curricular activities are scholastic competition, speech, debate and band. Examples of extracurricular actives are football, baseball, etc. and the related activities (drill team, cheerleading) that exist because of athletics. Function 36 includes athletic salary supplements paid exclusively for coaching, directing or sponsoring extracurricular athletics, but does not include salaries for teaching physical education (11).

40 Administrative Support Services 41 General Administration

This function includes expenses incurred for the overall administrative responsibilities of the school district. It includes expenses for the School Board, superintendent’s office, tax office, personnel services, financial services and administrative attendance personnel.

50 Support Services - Non Student Based 51 Plant Maintenance

This function deals with expenditures made to keep buildings, grounds, and equipment safe for use and in efficient working condition. This function also includes expenditures associated with warehousing and receiving services. Examples include janitors, facility insurance premiums, utilities and warehouse personnel.



Class Detail Description ________________________________________________________________________ 50 Support Services - Non Student Based (continued) 52 Security and Monitoring Services

This function is used for expenditures/expenses that are for activities to keep student and staff surroundings safe, whether in transit to or from school, on a campus, or participating in school-sponsored events at another location. Examples include police and crossing guards.

53 Data Processing Services

Non-instructional data processing services which include computer facility management, computer processing, systems development, analysis and design. Personal computers (PC’s) that are stand alone are to be charged to the appropriate function. Peripherals, including terminals and printers, are to be charged to the appropriate function.

60 Ancillary Services 61 Community Services

This function encompasses all other activities of the school district which are designed to provide a service or benefit to the community as a whole or a portion of the community. Examples would include recreation programs, public library services and parenting programs.

70 Debt Service 71 Debt Service

This function includes expenditures for bond and lease purchase principal, and all types of interest paid.

80 Capital Outlay 81 Facilities Acquisition and Construction

This function includes the acquisition of land and buildings, the remodeling of buildings and additions to buildings and installation and extension of service systems and other built-in systems.

90 Intergovernmental Charges

93 Payments to Fiscal Agent / Member District of Shared Services Arrangements This function code is used for expenditures that are for (1) payments from a member district to a fiscal agent of a shared services arrangement; or, (2) payments from a fiscal agent to a member district of a shared services arrangement.

95 Payments to Juvenile Justice Alternative Education Programs

This function code is used for expenditures that are for the purpose of providing financial resources for Juvenile Justice Alternative Education Programs under Chapter 37, TEC. This function code is also used to account for incremental costs associated with this activity.

99 Other Intergovernmental Charges

This function code is used for amounts paid to other governmental entities such as county appraisal districts for costs related to the appraisal of property.


Functional Category of Expend. General Fund Food Service Debt Service

11 Instruction Campuses

12 Instructional Resources & Media Campuses

13 Curriculum & Staff Development Campuses

Professional Growth

Instructional Technology (50%)

21 Instructional Leadership Instruction

Curriculum

Federal Programs

Special Populations

Special Education

Second Language Education

Instructional Technology (50%)

23 School Leadership Campuses

31 Guidance, Counseling & Campuses

Evaluation Accountability & Assessment

Guidance & Counseling

32 Social Work Services Instruction

33 Health Services Campuses

34 Student Transportation Transportation

35 Food Services Nutrition Nutrition

36 Cocurricular/extracurricular Campuses

Athletics

41 General Administration Superintendent

Accounting

Tax Office

Telecommunications

Human Resources

Risk Management

51 Plant Maintenance & Operations Campuses

Procurement & Distribution

Maintenance & Custodial

52 Security and Monitoring Services Police Department

53 Data Processing Services MIS Department

Desktop Services

61 Community Service Campuses

Public Relations

71 Debt Service Principal & Interest

81 Facilities Acquisition & Const. Construction & Facilities

Department / Fund Matrix




Significant Financial Policies and Procedures The following financial policies and procedures of the District significantly influence the development of the annual budget.

Cash Management The District’s cash management goals are as follows:

Ensure proper collateralization of deposits. Ensure adequate balances to cover cash disbursement needs. Maximize interest earnings. Minimize bank charges.

These goals are accomplished by daily monitoring of cash balances by the District through on-line banking. The District maintains a balance on hand in the local depository bank sufficient to offset bank charges and meet cash flow needs. With the extremely low interest rate environment, the district saves more in bank charges than can be earned in the pools by maintaining a higher balance in the depository bank. Excess amounts are transferred into one of three investment pools used by the District (Texpool, the Local Government Investment Cooperative (LOGIC) and LoneStar). Additionally, government agency securities are purchased after considering yield and cash-flow projections. Investment Policies The Board of Trustees has adopted a written investment policy regarding the investment of its funds as defined in the Public Funds Investment Act of 1995. This policy authorizes the District to invest in obligations of the U.S. Treasury, the State of Texas, or certain U.S. Agencies, certificates of deposit, repurchase agreements, commercial paper, money market and no-load mutual funds and public funds investment pools as permitted by Chapter 2256, Texas Government Code. The main goal of the investment program is to ensure safety of investments, as well as to maximize financial returns within current market conditions in accordance with the District’s investment policy. The investment portfolio shall be diversified in terms of investment instrument, maturity scheduling and financial institutions to reduce the risk of loss. Monitoring is performed quarterly as investment reports are submitted to the Board of Trustees for review. In addition, the District investment officer annually presents a comprehensive report on the investment program and investment activity. Debt Management Debt service is a major area of cost due to the District’s building and capital improvements program which is primarily financed by the sale of general obligation bonds. Debt management policies seek to provide the most favorable climate for the District debt projects while upholding the highest rating possible for debt instruments.

All debt service obligations will be met when due (currently February 15th and August 15th of each year). On February 1st of each year, outstanding taxes become delinquent, which permits the collection of a large majority of taxes levied before the long-term debt payments are due.

Long-term financing will be restricted to capital projects and purchases of related equipment. Long-term bonds will not be used to finance current operations. The District will cooperate and communicate with bond-rating agencies and work toward obtaining

the most favorable bond rating possible. Outstanding obligations will be reviewed frequently to ensure the most favorable funding structure

for the District. All necessary information and material regarding the District’s financial status will be provided to

the appropriate parties.


Significant Financial Policies and Procedures (continued) Debt Management (continued) The District continues to have excellent underlying bond ratings. The “AAA” long-term rating on the District’s bonds reflects the Texas Permanent School Fund Guarantee. The underlying rating on the District’s bonds is “Aa2” with Moody’s Investors Service. The ratio of net bonded debt to assessed value for the District is 1.97%. Educational legislation has eliminated limits on outstanding debt. However, prior law limited debt to 10% of the assessed value, and the District is well below that level. Budgeting Budget planning shall be an integral part of overall program planning so that the budget effectively reflects the District’s programs and activities and provides the resources to implement them. In the budget planning process, general educational goals, specific program goals, and alternatives for achieving program goals shall be considered, as well as input from the District- and campus-level planning and decision-making committees. Budget planning and evaluation are continuous processes and shall be a part of each month’s activities. Reserve Policies

General Fund – The District strives to maintain a general fund balance equal to approximately three months of operating expenditures.

Debt Service Fund – The District strives to maintain a debt service fund balance of not more than 1/12th of the preceding year’s required principal and interest payments for all outstanding bonds. If the fund balance exceeds this level, the excess is considered a reserve and is subject to rebate under arbitrage regulations.

Food Service Fund – The fund balance for food service should not exceed three months of average food service operations expenditures. Average monthly food service expenditures are calculated by dividing the subsequent year’s budgeted expenditures by ten months since the food service department only operates for ten months out of the year. Due to the COVID-19 pandemic, the food service fund balance is projected at zero at August 31, 2021. Meal reimbursement revenue was significantly decreased once schools closed in March of 2020 and many students remained virtual in 2020-21. Food and supplies costs were decreased accordingly, but all employees continued to receive their salaries, so these losses depleted fund balance.

Any exceptions to these reserve policies are explained in the corresponding sections of this document.

Risk Management The District’s risk management program encompasses various means of protecting the District against loss. Property and casualty insurance is provided by commercial carriers and liability insurance coverage is provided by participation in a public entity risk pool administered by the Texas Association of School Boards. In addition, health insurance and workers’ compensation risks are self-funded and include excess loss insurance policies for claims exceeding a specified limit.

General Debt Service Food Service

Fund Fund Fund

Projected Fund Balance - 8/31/21 100,922,723$ 4,925,095$ -$

2021-22 Budgeted Expenditures 458,500,560 39,140,720 28,280,000

Number of months 2.64 1.51 -

Fund Balance


Significant Financial Policies and Procedures (continued) Independent Audit and Financial Reporting In accordance with Section 221.256, Texas Education Code, public school districts in Texas shall have their accounts audited annually. The audit shall be made on an organization-wide basis, and shall involve all fund types and account groups of the school district. In addition to meeting the requirements set forth in state statutes, the audit is also designed to meet the requirements of the federal Single Audit Act of 1984 and the related provisions of OMB Circular A-133 “Audits of State, Local Governments, and Non-Profit Organizations.” Once the annual audit is complete, an Annual Comprehensive Financial Report is prepared and submitted to the Texas Education Agency for review. This report is designed to meet the specific monitoring needs of the Texas Education Agency. The report also conforms to the standards of both the Association of School Business Officials International and the Government Finance Officers Association.



Budget Policies and Development Procedures

The State, the Texas Education Agency (TEA), and each local district formulate legal requirements for school district budgets. Legal Requirements Sections 44.002 through 44.006 of the Texas Education Code establish the legal basis for budget development in school districts. The following items summarize the legal requirements from the code:

The Superintendent is the budget officer for the District and prepares or causes the budget to be prepared.

The district budget must be prepared by a date set by the State Board of Education, currently August 20.

The President of the Board of Trustees must call a public meeting of the Board of Trustees, giving ten days public notice in a newspaper, for the adoption of the District budget. Any taxpayer in the District may be present and participate in the meeting.

No funds may be expended in any manner other than as provided for in the adopted budget. The Board does have the authority to amend the budget or adopt a supplementary emergency budget to cover unforeseen expenditures.

The budget must be prepared in accordance with GAAP (generally accepted accounting principles) and State guidelines.

The budget must be legally adopted before the adoption of the tax rate. Annual budgets must be prepared for the following funds: General Fund, Debt Service Fund, and Food Service Special Revenue Fund. Budget Development Process Teachers, principals, community members and other staff of the District, under the direction of the Assistant Superintendent for Finance, the Deputy Superintendent for Administration and the Superintendent, develop the budget. All expenditure allocations are determined based on projected revenue from state and local sources with the goals of maintaining an appropriate fund balance and combined tax rate while still meeting District educational goals. The budget process begins in January when the Long-Range Plan is presented to the Board of Trustees. The enrollment projections contained in this plan form the basis for significant budgetary decisions including per pupil allocations to each campus, instructional staffing allocations and other required service levels. Once the Long-Range Plan is approved, the Board of Trustees can begin discussions concerning budget strategies and priorities, and establish the budget calendar. The Assistant Superintendent for Finance prepares revenue projections for all funds. These projections are based on enrollment projections, estimates of local tax revenue, State funding formulas and other significant factors. State funding formulas are extremely complex. The Texas Legislature meets every other year, and this is when changes are made to the state funding formulas. Salaries and benefits comprise approximately 90% of the annual operating budget. Therefore, the Board of Trustees gives careful consideration to staffing allocations for both instructional and non-instructional positions. Additional personnel units are evaluated by the Human Resources Department each year and after extensive review and analysis, recommendations are presented to the Board of Trustees. Personnel units are allocated to each campus based on projected student enrollment following State mandated ratios, as applicable. The budget amounts are then developed by the Human Resources Department utilizing approved staffing guidelines and estimates of costs for each position. Projected costs for each position are based on the average cost of employees currently filling each position.


Budget Policies and Development Procedures (continued)

Budget Development Process (continued) Supplemental pay (coaches, department heads, etc.) is approved on a year-to-year basis and does not become part of the base salary of an employee. A salary supplement may be changed upward, downward or eliminated as the Board of Trustees deems is in the best interest of the District. In order to decentralize the budget process for non-payroll related budget allocations, site-based decision making teams, working under the direction of each campus principal, contribute extensively to campus budget decisions. Each campus receives a basic allotment per student to be used for supplies, materials, equipment, staff development and other appropriate instructional costs. Decisions concerning utilization of this allocation are by made by the site-based decision making teams. Up to 10% of the basic allotment may be used for capital outlay items. Start-up costs for new educational programs are evaluated and recommended for approval by the Instruction department. Budgets for non-campus units are developed by department heads and reviewed by the Budget Committee. The Budget Committee consists of the Superintendent, the two Deputy Superintendents and the Assistant Superintendent for Finance. Zero-based budgeting is used for all non-campus budgets. The Assistant Superintendent for Finance develops the Debt Service Fund budget. This budget is constructed based primarily on tax base assumptions (for local revenue projections), State funding estimates and required and projected debt retirement requirements. The Food Service Fund budget is prepared by the Executive Director for Nutrition Services and is then evaluated by the Budget Committee. Following this development process, consolidated budgetary information is presented to the Board of Trustees in workshops and regular meetings. This information is summarized in a variety of different presentations and line item detail is provided, as requested, through written and verbal supporting information. Significant dates and events included in the budget development process are summarized on the budget calendar on the following pages of this document. Capital Improvement Budget Policies Capital Projects Funds are used to account for the proceeds of general obligation bonds and related interest earnings and the expenditures of these funds for the construction and equipping of new school facilities, to purchase school sites and renovations or repair of existing facilities. The Board of Trustees does not formally adopt the Capital Projects Funds budgets annually. These budgets are prepared on a project basis, based on the proceeds available from bond issues and planned expenditures outlined in applicable bond ordinances. Capital Projects Fund equity is re-appropriated in each year’s budget, through budget amendments, until all available funds for acquisition and construction of facilities are utilized. Each major construction contract is approved based on the existing availability of bond proceeds and/or approved but unissued bonds. However, the impact of the Capital Projects Funds budgets must be considered during development of the annual budgets for all other funds. Future operating costs (staffing, utilities, etc.) associated with capital improvements and new facilities must be projected and included in the General Fund budget. Repayment of bonds issued for capital projects must be included in Debt Service Fund projections. The Long-Range Plan documents and coordinates discussion of this impact.

Additionally, certain capital outlay expenditures are budgeted in the General Fund. As noted above, each campus may use up to 10% of their total allocation for capital expenditures and other furniture and equipment costing between $500 - $5000. Other capital needs are provided for in the General Fund, based on department head requests during the budget hearings.


Day Date Time

Board Retreat Tuesday 3/2/2021

Review of key factors - enrollment, value, fund balance, etc.

Food Service fund overview

General fund - current year projections

General fund - preliminary revenue projections & expenditure considerations

Debt Service fund - Long Range Plan

Personnel requests for non-campus departments Friday 3/5/2021

Request forms for additional personnel or personnel reclassifications

due to Human Resources - non ratio based positions

Spring Break

Board Meeting Tuesday 3/23/2021

Update on General fund current year projections

Information to Principals Thursday 3/25/2021Principals receive budget calendar via e-mail

Principals receive grade level enrollment projections via e-mail

Principals receive teacher allocation charts via e-mail

Principals receive campus base per-pupil allocations via e-mail

Prepare Budget Module for 2021-22, including position records Monday 3/31/2021

Accounting/MIS/HR

Roll budget codes to new year

MIS creates starting position records

Personnel begins to adjust records for the new year

School Board Workshop Tuesday 4/6/2021 6:30 p.m.

Legislative update

Personnel Budget Hearings Monday 4/12/2021 8:30 a.m.

Supt's Council reviews other campus staffing: Para, Block, ESL, AP, etc.

Review of personnel requests for non ratio based positions

during Supt's Council meeting - department requests

Prioritize requests/consider alternative funding sources where possible

Special Education Staffing Review Monday 4/12/2021 1:30

Review special education teacher/para staffing requests & spec. ed. student

enrollment projections

District Workshop - Secretary Annual Training Thursday 4/15/2021 1:00-3:00

Zoom Meeting Friday 4/16/2021 9:00-11:00

Review of key financial factors & district financial position

Budget process & allocations

Budget code reviewBudget input data entry training

Questions & Answers

Open Access to Budget Module Monday 4/19/2021

School Board Meeting Tuesday 4/20/2021 6:30 p.m.

2020-21 Projection Update

2021-22 Budget Update

Review position requests

Non-teacher staffing released to Principals Wednesday 4/21/2021

Other ratio based positions: Para, block, ESL, AP, counselor,etc.

Special education staffing

Supplemental units at Tier III campuses

Zoom link will be sent via email


Budget Calendar 2021-22

Event

3/15/2021 thru 3/19/2021

Choose one date


Day Date Time


Budget Calendar 2021-22

Event

Close Budget Input System - Department Budgets Friday 4/30/2021

HR completes input of staffing information Monday 5/3/2021

Including special ed staffing

Receive certified estimate from HCAD Monday 5/3/2021

HCAD required to provide estimate by April 30th

Departmental Budget Hearings Friday 5/7/2021

Budget Committee reviews all non-campus, non-personnel budget Monday 5/10/2021

requests (Superintendent's Conference Room)

Close Budget Input System - Campus Budgets Friday 5/7/2021

MIS prepares preliminary salary/benefits projections Friday 5/7/2021

Meeting with Educational Improvement Council Tuesday 5/11/2021 4:00 p.m.

Budget priority and budget discussion

School Board Budget Meeting Tuesday 5/18/2021 6:30 p.m.


2021-22 Budget estimates update

2021-22 Food Service Fund budget update

2021-22 Debt Service Fund budget update

Consider approval of full staffing plan

End of 87th Legislative Session Monday 5/31/2021



2020-21 Budget update

End of School Year/Teacher last day Friday 6/4/2021







Approval of tax rate to use in the newspaper publication

Certified Value/Estimate of Certified Value received from HCAD Monday 7/26/2021

Submit Local Property Value Survey (LPVS) to TEA Friday 7/30/2021

Once submitted, TEA will provide Maximum Compressed Rate (MCR)



Publish Notice of Public Meeting to Discuss Budget and Thursday 8/12/2021

Proposed Tax Rate

Notice must be published not earlier than the 30th date or later than

the 10th day before the date of the meeting

School Board Meeting - Budget and Tax Rate Adoption Tuesday 8/24/2021 6:30 p.m.

Budget must be prepared by Aug 20th & adopted by Aug 31st

10:00-12:00 a.m.

1:00 - 3:00 p.m.



Budget Administration and Management Process

Adoption of the official budget by the Board of Trustees is only the first step in the budget process. Following adoption, the budget administration and management process begins. The budget administration and management process is the process of regulating expenditures throughout the fiscal year to ensure that they do not exceed authorized amounts and that they are used for intended, proper and legal purposes. Expenditure Control and Approvals Expenditure appropriations are allocated between approximately 127 organizations or cost centers (campuses, departments, divisions, etc.). Each organization is assigned a budget manager (i.e., principal, department head). The budget manager is accountable for their organizations’ portion of the General Fund budget. Each budget manager is authorized to approve the expenditure of funds within their respective organization, provided that funds are expended in accordance with District purchasing procedures and legal requirements. This is accomplished through the use of the standard account code system prescribed by the Texas Education Agency, which includes an organization code. This code system is described in detail within this document. Each budget manager (or designee) is granted on-line access to the accounting codes for their organization. This access includes purchase order, check requisition, account inquiry and reporting capabilities. Purchase Orders The Board of Trustees approves all bid awards and contracts. Purchase orders are prepared for all tangible goods. Once a purchase order is entered and approved at the campus/departmental level, administrative regulations require that all purchase orders be forwarded to the Purchasing Department for verification of availability of funds, proper account coding and compliance with legal purchasing procedures. Purchasing then sends the P.O. to the appropriate vendor. Once the P.O. is printed and faxed or mailed, an encumbrance is entered into the account code. Encumbrances are reservations of appropriations for open purchase orders for goods that have not yet been received. The purpose of the encumbrance is to ensure that obligations are recognized as soon as financial commitments are made in order to prevent inadvertent over-expenditure of funds due to lack of information about future commitments. The majority of goods are received centrally at the Distribution Center. Distribution Center personnel enter receiving on-line or manually. Once the Accounts Payable Department matches the P.O., receiving information and vendor invoice, payment is made. Check Requisitions Check requisitions are used for payment for services, employee travel and relatively small dollar reimbursements. Check requisitions, along with the appropriate supporting documentation, are forwarded to the Accounting Department for verification, approval and payment. Amending the Budget The budget is legally adopted at the fund and function level. The Board of Trustees must, therefore, approve budget amendments that transfer funds between funds or functions. For example, appropriations for instruction cannot be transferred to administration without Board approval. All other required transfers that do not involve fund or function changes are reviewed, approved and processed by the Accounting Department.


Budget Administration and Management Process (continued)

Amending the Budget (continued) To reduce the number of transfers that require processing by the Accounting Department, budgetary control accounts have been established so that budget managers are able to utilize their organization’s funds as necessary within the same fund, function, major object and sub-object without submitting an official budget amendment. Control accounts link several detail expenditure accounts to the same budgetary control balance. For example, assume that the general supplies detail account at a particular campus had no remaining budgetary balance and the warehouse supplies detail account in the same fund, function, major object (supplies) and sub-object had a remaining budget balance. An expenditure could be made from the general supplies account without doing a budget transfer, due to the fact that the control account (which includes the warehouse supplies account) had enough funds to cover the expenditure. Monitoring the Budget The District’s interactive, on-line budgetary accounting and control system provides many useful reports to assist Board members, Administrative Services personnel and budget managers in administering, monitoring and controlling the implementation of the budget. This system provides many checks on account balances to ensure that funds are not over-expended at the budgetary control account level. If sufficient funds are not available at the budgetary control account level, purchase orders and check requisitions cannot be generated. The Assistant Superintendent for Finance carefully monitors comparisons between budget and actual expenditures to maintain cost control and to ensure against overspending for payroll and related accounts. On a monthly basis, management reviews financial projection reports generated by the District’s accounting system. At any period of time during the year, financial projections through the end of the fiscal year can be generated. This is done by taking the expenditures through a certain specified period in the current year, divided by the percent of expenditures through this same period in the prior year divided by total actual expenditures in the prior year. This process of reviewing projected year-end expenditure levels, as well as current expenditure levels, provides an increased level of comfort in assuring budgetary compliance. Relevant financial reports are submitted to the Board of Trustees on a monthly basis. The final step in the budget monitoring process is the evaluation of the results of operations, which are presented annually in the District’s Annual Comprehensive Financial Report (ACFR). Reporting to the Texas Education Agency (TEA) The District budget must be submitted to TEA via the Public Education Information Management System (PEIMS) transmission process as of the date established in the annual instructions for the system. TEA monitors for compliance at the District level only. This monitoring is a legal requirement to ensure mandatory expenditure levels in certain areas. In addition, amended budgets are reflected on the schedules comparing budget and actual results in the Annual Comprehensive Financial Report. The requirement for filing the amended budget with TEA is formally met when the District submits its Annual Comprehensive Financial Report.


Financial

Section

Financial Overview Financial Overview

The annually adopted budget includes the General, Debt Service and Food Service funds. The schedules on the following pages show the combined budgeted revenues and expenditures of these three funds. Specific assumptions, trends and any challenges that affect revenues, expenditures and fund balance for these funds are discussed in the major funds sections of this document.

Revenues

Budgeted revenues are classified into three major sources: local, state and federal. Local revenues consist primarily of property taxes. State revenues consist of funding from the State of Texas based on school district funding formulas. Federal sources consist primarily of indirect costs of federal grants and SHARS (School Heath and Related Services) in the General Fund and from the National School Lunch and Breakfast programs in the Fund Service Fund. As evidenced on the following pages, the percentages of revenues by source has not changed greatly over the past five years.

Expenditures

Expenditures budgets are legally adopted at the function level. The following graph is by major functional category. Instruction related expenditures account for 57% of the District’s combined

budgeted expenditures. The percent of expenditures spent in the instruction related category has been between 57%-59% each of the last five years. Student instruction could not exist without counselors, nurses, bus drivers and food service which make up the next largest category which is support services – student based at 15% of the total. The next largest category at 10% is support services non-student based which includes maintenance &

operations, security and data processing services. The 2021-22 budget for debt service is $39.1M, which is only 7% of the combined budgeted expenditures.

Local41%

State50%

Federal9%

Instruction Related, 57%

Instructional and School

Leadership, 7%

Support Services -

Student Based, 15%

Administrative Support

Services, 2%

Support Services - Non-Student Based,

10%

Community Service, 1%

Debt Service, 7%

Construction, 0% Other, 0%


Financial Overview (continued)

Fund Balance

Alief has a healthy fund balance which is recommended and necessary to mitigate current and future risks, such as revenue shortfalls or unanticipated expenditures. Sometimes due to these risks, projected/budgeted fund balance and actual ending fund balance are not the same. The chart below shows actual ending fund balance compared to budgeted fund balance for the last five years and the actual ending fund balance as a percentage of budgeted expenditures for each of these years.

The fund balance in governmental funds has been classified as follows to describe the relative strength of the spending constraints as per GASB 54. The following are estimated and are unaudited as of August 31, 2021.

2017-18 2018-19 2019-20 2020-21 2021-22

Budgeted Expenditures 490,192,857$ 489,098,735$ 520,838,681$ 524,958,211$ 525,921,280$

Budgeted Ending Fund Balance 100,579,668 96,155,451 117,666,734 102,432,937 104,020,818

Actual (or Projected) Ending F/B

General Fund 93,996,457 98,721,919 91,121,943 100,922,723 100,922,723

Debt Service 2,761,754 1,975,295 5,393,095 4,925,095 3,098,095

Food Service 5,531,956 4,856,520 1,799,912 - -

102,290,167$ 105,553,734$ 98,314,950$ 105,847,818$ 104,020,818$

F/B as of % of Budgeted Expend. 20.87% 21.58% 18.88% 20.16% 19.78%

General Debt Service Food Service

Fund Fund Fund

Nonspendable:

Nonspendable - inventories 1,396,988$

Restricted:

Restricted - grant funds -$

Restricted - debt service 4,925,095$

Committed:

Committed - construction 7,500,000

Committed - equipment 3,500,000

Committed - self-insurance 3,000,000

Committed - other 1,500,000

Assigned:

Assigned - other 7,250,000

Unassigned 76,775,735

Projected Fund Balance - 8/31/21 100,922,723$ 4,925,095$ -$

Fund Balance


2021-22

General Fund Debt Service Food Service Total

Revenues

5710 Tax collections 173,153,440$ 36,005,607$ 209,159,047$

5742 Investment earnings 400,000 500,000 10,000$ 910,000

5749 Miscellaneous 2,706,104 29,021 2,735,125

5751 Food services-meals 1,436,379 1,436,379

Total Local Revenues 176,259,544 36,505,607 1,475,400 214,240,551

5810 Foundation school program 237,450,431 237,450,431

5829 Miscellaneous state revenue 3,665,000 150,000 3,815,000

5831 Teacher retirement on-behalf 23,300,000 23,300,000

Total State Revenues 264,415,431 - 150,000 264,565,431

5919 Miscellaneous federal revenue 17,825,585 808,113 636,130 19,269,828

5921 School breakfast program 5,339,670 5,339,670

5922 National school lunch program 17,928,800 17,928,800

5933 USDA commodities 2,750,000 2,750,000

Total Federal Revenues 17,825,585 808,113 26,654,600 45,288,298

Total Revenues 458,500,560 37,313,720 28,280,000 524,094,280

Expenditures

11 Instruction 290,807,065 290,807,065

12 Instructional resources & media 5,234,537 5,234,537

13 Curriculum & staff development 5,773,936 5,773,936

21 Instructional leadership 6,161,692 6,161,692

23 School leadership 30,328,738 30,328,738

31 Guidance, counseling & eval. 23,212,409 23,212,409

32 Social work services 411,996 411,996

33 Health services 7,343,594 7,343,594

34 Student transportation 17,214,987 17,214,987

35 Food services 150,000 28,280,000 28,430,000

36 Cocurricular/extracurricular 4,648,182 4,648,182

41 General administration 9,493,575 9,493,575

51 Plant maintenance & operations 40,057,038 40,057,038

52 Security and monitoring services 7,387,659 7,387,659

53 Data processing services 3,973,713 3,973,713

61 Community service 3,118,078 3,118,078

71 Debt service - 39,140,720 39,140,720

81 Facilities acquisition & const. 716,361 716,361

93 Payments to fiscal agent 676,500 676,500

95 Payments to JJAEP 250,000 250,000

99 Other governmental charges 1,540,500 1,540,500

Total Expenditures 458,500,560 39,140,720 28,280,000 525,921,280

Excess of Revenues Over

(Under) Expenditures - (1,827,000) - (1,827,000)

Fund Balance-Beginning-Projected 100,922,723 4,925,095 - 105,847,818

Fund Balance-Ending-Projected 100,922,723$ 3,098,095$ -$ 104,020,818$


Combined Budget Summary: 2021-22

General Fund, Debt Service Fund & Food Service Special Revenue Funds


2017-18 2018-19 2019-20 2020-21 2021-22

Total Total Total Total Total

Revenues

5710 Tax collections 200,211,139$ 204,380,763$ 202,753,841$ 208,654,871$ 209,159,047$

5742 Investment earnings 1,120,155 2,550,000 2,524,910 1,100,000 910,000

5749 Miscellaneous 3,053,795 3,339,336 4,314,665 2,684,003 2,735,125

5751 Food services-meals 2,500,000 2,450,000 2,150,000 2,150,000 1,436,379

Total Local Revenues 206,885,089 212,720,099 211,743,416 214,588,874 214,240,551

5810 Foundation school program 219,981,589 217,526,233 258,603,070 247,460,980 237,450,431

5829 Miscellaneous state revenue 829,779 319,403 1,615,000 6,711,841 3,815,000

5831 Teacher retirement on-behalf 19,000,000 20,500,000 20,908,795 21,115,000 23,300,000

Total State Revenues 239,811,368 238,345,636 281,126,865 275,287,821 264,565,431

5919 Miscellaneous federal revenue 16,350,400 13,379,000 14,281,400 13,192,016 19,269,828

5921 School breakfast program 5,100,000 5,000,000 5,600,000 5,650,000 5,339,670

5922 National school lunch program 17,000,000 17,500,000 18,000,000 18,000,000 17,928,800

5923 USDA commodities 2,200,000 2,200,000 2,200,000 1,946,500 2,750,000

Total Federal Revenues 40,650,400 38,079,000 40,081,400 38,788,516 45,288,298

Total Revenues 487,346,857 489,144,735 532,951,681 528,665,211 524,094,280

Expenditures

11 Instruction 273,560,183 274,511,966 292,914,437 292,621,331 290,807,065

12 Instructional resources & media 5,184,904 5,162,651 5,423,644 5,517,423 5,234,537

13 Curriculum & staff development 4,820,189 5,046,096 5,556,182 5,127,644 5,773,936

21 Instructional leadership 5,369,549 5,330,313 5,397,962 5,759,665 6,161,692

23 School leadership 27,782,088 28,240,560 29,877,837 30,239,507 30,328,738

31 Guidance, counseling & eval. 20,360,897 20,197,693 22,113,612 22,745,151 23,212,409

32 Social work services 375,910 373,905 407,505 399,143 411,996

33 Health services 6,272,314 6,122,867 7,596,612 8,127,056 7,343,594

34 Student transportation 13,910,343 14,510,050 18,342,361 18,441,013 17,214,987

35 Food services 28,382,500 27,797,500 29,762,500 28,864,000 28,430,000

36 Cocurricular/extracurricular 5,085,444 4,872,764 5,055,805 5,076,678 4,648,182

41 General administration 8,748,139 8,517,106 9,209,673 9,268,276 9,493,575

51 Plant maintenance & operations 38,175,515 37,960,906 38,066,880 38,283,596 40,057,038

52 Security and monitoring services 6,938,913 6,788,517 6,992,828 7,233,428 7,387,659

53 Data processing services 3,935,189 3,554,612 3,672,035 3,783,649 3,973,713

61 Community service 3,184,916 3,055,523 3,019,881 2,986,760 3,118,078

71 Debt service 34,843,015 33,616,108 33,962,356 37,130,978 39,140,720

81 Facilities acquisition & const. 1,010,149 896,298 935,571 851,913 716,361

93 Payments to fiscal agent 602,700 676,500 676,500 676,500 676,500

95 Payments to JJAEP 250,000 316,800 250,000 250,000 250,000

99 Other governmental charges 1,400,000 1,550,000 1,604,500 1,574,500 1,540,500

Total Expenditures 490,192,857 489,098,735 520,838,681 524,958,211 525,921,280

Revenues Over (Under) Expenditures (2,846,000) 46,000 12,113,000 3,707,000 (1,827,000)

Fund Balance-Beginning-Projected 103,425,668 96,109,451 105,553,734 98,725,937 105,847,818

Fund Balance-Ending-Projected 100,579,668$ 96,155,451$ 117,666,734$ 102,432,937$ 104,020,818$


Combined Budget Summary

General Fund, Debt Service Fund & Food Service Special Revenue Fund

For the Years Ended August 31, 2018 - August 31, 2022 (Original Budgets)

350,000,000 375,000,000 400,000,000 425,000,000 450,000,000 475,000,000 500,000,000 525,000,000 550,000,000

2017-18

2018-19

2019-20

2020-21

2021-22

Revenue and Expenditure 5 Year Trend

Revenue Expenditures


District County Total Rate General Debt Service

Galena Park Harris 1.4651 1.1251 0.3400

Alvin Brazoria 1.3977 0.9630 0.4347

Pasadena Harris 1.3812 1.0712 0.3100

Goose Creek Harris 1.3686 1.0436 0.3250

Katy Harris 1.3517 0.9617 0.3900

Deer Park Harris 1.3496 1.0796 0.2700

Cypress-Fairbanks Harris 1.3392 0.9292 0.4100

Humble Harris 1.3389 0.9889 0.3500

Pearland Brazoria 1.3152 0.9196 0.3956

Channelview Harris 1.3137 0.9452 0.3685

Spring Harris 1.3128 0.9028 0.4100

Dickinson Galveston 1.3120 0.8720 0.4400

Spring Branch Harris 1.3043 0.9998 0.3045

Klein Harris 1.3001 0.9201 0.3800

Aldine Harris 1.2669 0.9644 0.3025

La Porte Harris 1.2569 1.0397 0.2172

Tomball Harris 1.2500 0.8950 0.3550

Lamar Consolidated Fort Bend 1.2420 0.8720 0.3700

Fort Bend Fort Bend 1.2101 0.9201 0.2900

Alief Harris 1.2048 0.9998 0.2050

Clear Creek Galveston 1.1797 0.8897 0.2900

Houston Harris 1.0944 0.9277 0.1667

Average Tax Rate 1.2980 0.9650 0.3329

Alief Tax Rate 1.2048 0.9998 0.2050


Fiscal Year 2021-22

Tax Rate Comparison



Combined Tax Rate Comparison

with area School Districts

for fiscal year 2021-22

1.00

1.10

1.20

1.30

1.40

1.50

1.60

1.090

1.180

1.2051.210

1.242

1.267

1.300 1.304 1.313

1.3391.352

1.381

1.465


Long Range Financial Forecasts The following financial forecasts are used to estimate the impact of current financial decisions on subsequent fiscal years. This section is a summary of the information that is presented to the Board of Trustees each February as a part of the Long-Range Plan document. However, the models are updated, reviewed and evaluated frequently by the Assistant Superintendent of Finance, as circumstances change. Review and evaluation of these plans, in conjunction with the budget development process, ensures that short-term financial decisions are made only after consideration of the long-term consequences. Projection Model Summary Throughout this model we use projected amounts for the current fiscal year (2020-21), and proposed amounts for the next budget year (2021-22) to assist in projecting the subsequent three fiscal years. We will discuss each component of the projection model in the following section. Projection Model Components General and Debt Service Fund Forecasts Summary The summary sheet is a composite of all the calculations performed on each of the other worksheets described below. The summary section of the financial forecast consolidates planned additional bond sales, enrollment projections, taxable value estimates, State aid estimates, expenditure estimates and many other factors into a single comprehensive financial plan and calculates the effect on the projected tax rate for each subsequent fiscal year. Assumptions The assumptions section is used to consolidate the variables needed in other sections and to input other data required in the computations of future year expenditures and revenues. Many of the parameters are directly input in this section - taxable value, collection percentage, salary increases, capital improvement requirements from operating funds and other District initiatives/allocations. Other values, such as enrollment, ADA and bond sale amounts are linked from other worksheets. These assumptions are the primary drivers of our revenue and expenditures estimates. Taxable value and enrollment heavily influence State and Local revenue estimates. Regarding taxable value, District changes in value are consistent with the Houston area in general. During the 2009-11 recession periods, values declined, and then rebounded slowly in 2012 and 2013. Beginning in 2013-14, the District saw growth rates of 6% - 10%. In 2018-19, value growth was only 2.5% due to the impact of Hurricane Harvey. After value growth of 5.56% and 8.04% in 2019-20 and 2020-21, respectively, the rates slowed again to 1.74% in 2021-22 due to COVID-19. Our expectation going forward is a continuation of moderate growth of 4.0% - 4.5% each year. Given that payroll expenditures are approximately 89% of our expenditure budget, salary trends are the most significant assumption that factors into our projections. Attracting and retaining the highest quality teachers will continue to put pressure on our expenditure budget as the statewide demand for teachers (especially in high need areas such as bilingual) exceeds the supply projected to graduate with teaching certificates over the next several years. Additionally, COVID has increased the difficulty in attracting and retaining teachers as well as other positions such as custodial, nutrition and bus drivers. Alief ISD has historically provided higher than average salary increases and top starting salaries. In 2019-20, salary increases were mandated by the Legislature using a portion of the additional funding provided. The District was not able to provide salary increases in 2020-21 due to significant financial uncertainty. For the 2021-22 budget year, providing additional compensation was a budget priority to attract and retain the best quality staff as we begin academic recovery efforts. Future increases will be dependent primarily on Legislative action regarding funding increases for the next biennium and are therefore not included in the financial forecast.


Long Range Financial Forecasts (continued) Enrollment Enrollment projections are one of the most significant factors in the budget development and long-range financial planning process. Enrollment projections are designed to predict the student enrollment of the District based on geographic data, student data, migration data and historical data of student populations. The District uses two models to produce enrollment projections. The first method, Cohort Survival, uses historical data to project the number of students based on a survival rate. The survival rate is based on three key elements: 1) Progressors – students who are promoted to the next grade level within the District. 2) Retained – students who are retained at their current grade within the District. 3) Migrants – students who are new, first time students in the District. The other model used to predict enrollment growth is Linear Regression Trend Analysis. This method uses historical data (ten years) to determine a best-fit trend line per grade level. This model projects an even growth rate based on this trend line and is very effective when growth patterns are somewhat consistent. The average of these two models forms the basis for our enrollment projections. By using both models, the District is considering the “trend,” yet realizing other survival factors which affect the enrollment growth. In addition to these statistical algorithms, we also, through the use of a comprehensive database, monitor the growth of every subdivision and apartment complex within the District. Information regarding the age and number of units, along with the number of students, allows us to develop profiles on these developments. Utilizing these profiles, we can anticipate enrollment trends of new developments as well as changes, such as renovations to aging apartment complexes that would affect the number of students coming to the district from a subdivision or apartment complex. The combination of statistical trends and detailed development information allows the District to forecast trends, as well as prepare for exceptions in typical school years. However, projecting accurate enrollment for the 2020-21 school year was a significant challenge given the District closure in March, 2020 and continuation of the COVID-19 pandemic. Enrollment was budgeted at 45,162, a slight decrease from October, 2019. Actual enrollment (both in-person and remote) was 42,131. District personal made every possible attempt to locate students that had not returned from the previous year, but enrollment remained low throughout the school year. This was a situation that was seen in many districts across the state and nation. Projected enrollment for 2021-22 is 43,133 – an increase of approximately 1,000 from the prior year based on the expectation that the effect from the pandemic will have significantly diminished prior to the new school year. Enrollment is expected to remain relatively flat in Alief ISD for the foreseeable future. ADA is typically projected by converting enrollment into full-time equivalents and multiplying by the average attendance rate for the last three years. Due to the unusual circumstances, attendance rates for 2020-21 were not used for these projections. These ADA figures are a very important component of state revenue projections and ADA determines the vast majority of each district’s funding. Bond Sale Schedule This matrix allows us to schedule potential bond sale amounts for subsequent fiscal years. We have entered future bond sales based on our 2015 bond referendum project listing. Although the Capital Projects Funds are not included as a part of the annual budget, projections of future bond sales are still essential to project future debt requirements, which are paid from the Debt Service Fund. The detailed use of the proceeds from bond sales from the 2015 referendum and any additional budget impact are included following the financial forecasts. The District is planning for a new bond referendum on November 2, 2021. Preliminary issuance amounts are included in the financial projections. Food Service Fund Forecasts Summary The forecasts for the food service fund typically have many less variables than the general and debt service funds. However, the impact of COVID-19 on food service operations has been significant. The food service budget was prepared assuming a resumption of normal operation in 2021-22. The local and federal revenues for food service are projected to increase significantly and return to pre-pandemic levels. Federal revenue is expected to increase approximately 2% in each subsequent year. With no assumed salary increases, payroll expenditure projections are flat. Supplies and materials (the majority of which is for food) is projected to increase 2% annually.


2020-21 2021-22 2022-23 2023-24 2024-25

Projected Budget Projected Projected Projected

Revenues5711 Current taxes 205,508,693$ 208,709,047$ 219,772,262$ 229,520,236 238,409,511$ 5712 Taxes - deliquent (950,000) (950,000) (950,000) (950,000) (950,000) 5719 Taxes- P & I 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 5739 Summer school 400,000 600,000 600,000 600,000 600,000 5751 Food services 101,034 1,536,380 2,100,000 2,100,000 2,100,000 5752 Athletics - 200,000 200,000 200,000 200,000 5752 Concessions - 50,000 50,000 50,000 50,000 5753 After school program 120,000 - - - 450,000 5742 Investment earnings 454,495 910,000 1,509,369 1,910,194 1,909,196 5743 Facility rental 5,000 75,000 75,000 75,000 75,000 5744 Donations 300,000 600,000 600,000 600,000 600,000 5745 Insurance reimb. 345,311 - - - - 5748 Lost textbook reimb. - 3,000 3,000 3,000 3,000 5769 Crossing guard reimb. 400,000 400,000 400,000 400,000 400,000 5749 Misc. local revenue 510,780 607,124 495,458 488,410 557,825 5700 Total local revenue 208,695,313 214,240,551 226,355,089 236,496,840 245,904,532

5812 Foundation school fund 247,035,360 237,450,431 233,377,041 231,234,821 225,798,753 5812 EDA/IFA

5812 Prior year adjustments 500,000 3,000,000 500,000 500,000 500,000 5814 Pre-K supplement & misc. 801,416 815,000 815,000 815,000 815,000 5831 TRS On-behalf contrib. 23,300,000 23,300,000 23,247,535 23,247,535 23,247,535 5800 Total state revenue 271,636,776 264,565,431 257,939,576 255,797,356 250,361,288

592X Food service meal program 15,796,206 23,904,600 24,384,000 24,859,000 25,343,000 5923 USDA commodities 2,374,802 2,750,000 2,750,000 2,750,000 2,750,000 5931 SHARS 5,300,000 11,200,000 13,600,000 13,600,000 13,600,000 5929 Indirect costs 930,000 6,365,585 6,365,585 6,365,585 1,865,583 5939 COVID-19 supplemental funding 6,446,467 - - - - 5949 Other federal revenue 1,068,113 1,068,113 1,068,113 1,068,113 1,068,113 5900 Total federal revenue 31,915,588 45,288,298 48,167,698 48,642,698 44,626,696

5000 Total revenues 512,247,677 524,094,280 532,462,363 540,936,894 540,892,516

Expenditures

6111-6139 Salary & Wages 325,050,625 343,405,631 342,676,690 342,676,690 342,676,690 6141 Medicare 4,544,458 4,806,768 4,818,354 4,818,354 4,818,354 6142 Group Health 43,976,476 38,376,491 41,012,857 41,792,614 42,190,290 6143 Workers Comp 2,000,000 400,000 1,200,000 1,200,000 1,200,000 6144 TRS OnBehalf 23,300,000 23,300,000 23,247,535 23,247,535 23,247,535 6146 TRS Stat Min 13,201,746 13,843,471 14,431,291 14,431,839 13,857,117

6145-6149 Misc Benefits 2,307,846 1,825,000 1,825,000 1,825,000 1,825,000 6100 Total payroll costs 414,381,151 425,957,361 429,211,727 429,992,032 429,814,986

6210-6249 Professional Services 7,116,559 8,384,703 8,386,703 8,386,703 8,386,703 6250-6259 Utilities 7,904,225 8,829,187 9,029,187 9,229,187 9,229,187 6260-6299 Misc Contracted Services 6,986,334 6,937,662 6,945,662 6,945,662 6,945,662

6200 Total contracted svcs. 22,007,118 24,151,552 24,361,552 24,561,552 24,561,552

6300 Supplies & materials 24,123,095 28,191,420 29,063,368 29,640,756 29,949,756 6400 Other fees 6,814,814 8,017,527 8,017,027 8,017,027 8,017,027 6500 Debt service 36,492,647 39,140,720 39,815,689 45,996,527 49,427,195 6600 Capital outlay 901,433 462,700 500,000 900,000 500,000 6000 Total expenditures 504,720,258 525,921,280 530,969,363 539,107,894 542,270,516

Revenues Over Expenditures 7,527,419 (1,827,000) 1,493,000 1,829,000 (1,378,000)

Fund Balance-Beginning-Projected 98,317,399 105,844,818 104,017,818 105,510,818 107,339,818

Operating Transfer -

Fund Balance-Ending-Projected 105,844,818$ 104,017,818$ 105,510,818$ 107,339,818$ 105,961,818$


Combined Financial Projection

General Fund, Debt Service Fund & Food Service Special Revenue Fund

For the Years Ended August 31, 2021 - August 31, 2025


2020-21 2021-22 2022-23 2023-24 2024-25

Projected Original Budget Projected Projected Projected

General Fund

Tax Rate $0.9998 $0.9998 $0.9827 $0.9659 $0.9535

Revenues5711 Current taxes 170,592,159$ 172,753,440$ 180,321,055$ 185,378,016$ 190,467,625$ 5712 Taxes - deliquent (800,000) (800,000) (800,000) (800,000) (800,000) 5719 Taxes- P & I 1,300,000 1,300,000 1,300,000 1,300,000 1,300,000 5739 Summer school 400,000 600,000 600,000 600,000 600,000 5751 Food services 30,000 100,000 100,000 100,000 100,000 5752 Athletics - 200,000 200,000 200,000 200,000 5752 Concessions - 50,000 50,000 50,000 50,000 5753 After school program 120,000 - - - 450,000 5742 Investment earnings 200,000 400,000 800,000 1,200,000 1,200,000 5743 Facility rental 5,000 75,000 75,000 75,000 75,000 5744 Donations 300,000 600,000 600,000 600,000 600,000 5745 Insurance reimb. 345,311 - - - - 5748 Lost textbook reimb. - 3,000 3,000 3,000 3,000 5769 Crossing guard reimb. 400,000 400,000 400,000 400,000 400,000 5749 Misc. local revenue 499,982 578,104 470,458 463,410 532,825 5700 Total local revenue 173,392,452 176,259,544 184,119,513 189,569,426 195,178,450

5811/5812 Foundation school fund 247,035,360 237,450,431 233,377,041 231,234,821 225,798,7535812 Prior year adjustments 500,000 3,000,000 500,000 500,000 500,000 5829 TSVSN 665,000 665,000 665,000 665,000 665,000 5831 TRS On-behalf contrib. 23,300,000 23,300,000 23,247,535 23,247,535 23,247,535 5800 Total state revenue 271,500,360 264,415,431 257,789,576 255,647,356 250,211,288

5931 SHARS 5,300,000 11,200,000 13,600,000 13,600,000 13,600,000 5929 Indirect costs 930,000 6,365,585 6,365,585 6,365,585 1,865,583 5939 COVID-19 Supplemental Funding 6,446,467 - - - - 5949 Other federal revenue 260,000 260,000 260,000 260,000 260,000 5900 Total federal revenue 12,936,467 17,825,585 20,225,585 20,225,585 15,725,583 5000 Total revenues 457,829,279 458,500,560 462,134,674 465,442,367 461,115,321

Expenditures6111-6139 Salary & Wages 314,866,225 333,076,690 332,326,690 332,326,690 332,326,690

6141 Medicare 4,414,788 4,678,890 4,668,354 4,668,354 4,668,354 6142 Group Health 42,223,389 36,370,091 38,987,857 39,767,614 40,165,290 6143 Workers Comp 2,000,000 400,000 1,200,000 1,200,000 1,200,000 6144 TRS OnBehalf 23,300,000 23,300,000 23,247,535 23,247,535 23,247,535 6146 TRS Stat Min 12,749,297 12,911,190 13,456,291 13,456,839 12,882,117

6145-6149 Misc Benefits 2,284,512 1,800,000 1,800,000 1,800,000 1,800,000 6100 Total payroll costs 401,838,211 412,536,861 415,686,727 416,467,032 416,289,986

6210-6249 Professional Services 7,108,965 8,336,703 8,336,703 8,336,703 8,336,703 6250-6259 Utilities 7,904,225 8,829,187 9,029,187 9,229,187 9,229,187 6260-6299 Misc Contracted Services 6,860,194 6,845,662 6,845,662 6,845,662 6,845,662

6200 Total contracted svcs. 21,873,384 24,011,552 24,211,552 24,411,552 24,411,552 6300 Supplies & materials 16,398,287 13,597,420 13,869,368 14,146,756 14,146,756 6400 Other fees 6,792,184 7,967,027 7,967,027 7,967,027 7,967,027

6500/6600 Capital outlay 826,433 387,700 400,000 800,000 400,000 6000 Total expenditures 447,728,499 458,500,560 462,134,674 463,792,367 463,215,321

Revenues Over (Under) Expend. 10,100,780 - - 1,650,000 (2,100,000)

Fund Balance-Beg. of Year 91,121,943 100,922,723 100,922,723 100,922,722 102,572,722

Operating Transfer - To Food Service Fund (300,000) - - - - Fund Balance-End of Year 100,922,723$ 100,922,723$ 100,922,722$ 102,572,722$ 100,472,722$


Financial Projection: Summary


2020-21 2021-22 2022-23 2023-24 2024-25

Projected Original Budget Projected Projected ProjectedDebt Service Fund

Tax Rate $0.2050 $0.2050 $0.2150 $0.2300 $0.2400

Revenues5711 Current taxes 34,916,534$ 35,955,607$ 39,451,207$ 44,142,220$ 47,941,886$ 5712 Taxes - deliquent (150,000) (150,000) (150,000) (150,000) (150,000)

5713-19 Taxes- P & I 200,000 200,000 200,000 200,000 200,000 5742 Investment earnings 250,000 500,000 699,368 700,194 699,196 5700 Total local revenue 35,216,534 36,505,607 40,200,575 44,892,414 48,691,082

5812 IFA - - - - - 5812 EDA - - - - - 5949 Fed. reimbursement - QSCB 808,113 808,113 808,113 808,113 808,113 5800 Total state/fed. revenue 808,113 808,113 808,113 808,113 808,113

5000 Total revenues 36,024,647 37,313,720 41,008,688 45,700,527 49,499,195

Expenditures6511 Bond principal/sinking fund 24,601,467 26,271,467 26,501,466 30,819,716 32,906,500 6521 Bond interest 11,851,180 12,829,253 13,274,223 15,136,811 16,480,695 6599 Debt service fees 40,000 40,000 40,000 40,000 40,000

6000 Total expenditures 36,492,647 39,140,720 39,815,689 45,996,527 49,427,195

Revenues Over (Under) Expenditures (468,000) (1,827,000) 1,193,000 (296,000) 72,000

Budgetary Fund Balance-Beg. of Year 5,393,095 4,925,095 3,098,095 4,291,095 3,995,095

Budgetary Fund Balance - End of Year 4,925,095$ 3,098,095$ 4,291,095$ 3,995,095$ 4,067,095$

Target Budgetary Fund Balance 2,730,326$ 3,041,054$ 3,261,727$ 3,317,974$ 3,833,044$




2020-2021 2021-2022 2022-23 2023-24 2024-25


General Fund

Property Value Information

Tax Year 2020 2021 2022 2023 2024

Current - Taxable Value HCAD 17,784,406,033$ 18,094,017,996$ 18,908,248,806$ 19,759,120,002$ 20,549,484,802$ % Change from PY 8.04% 1.74% 4.50% 4.50% 4.00% $ Change from PY 1,324,150,400 309,611,963 814,230,810 850,871,196 790,364,800 Frozen property value 1,322,287,019 1,322,287,019 1,322,287,019 1,322,287,019 1,322,287,019 Frozen levy 11,657,343 11,657,343 11,657,343 11,657,343 11,657,343 Net taxable value 16,462,119,014 16,771,730,977 17,585,961,787 18,436,832,983 19,227,197,783 Collections % 98.84% 98.87% 98.87% 98.87% 98.87%Prior Year CPTD Property Value 16,580,538,609 17,608,203,451 17,840,125,787 18,642,931,448 19,481,863,363 CPTD to HCAD Ratio 100.73% 99.01% 98.60% 98.60% 98.60% % change in CPTD 7.48% 6.20% 1.32% 4.50% 4.50%

Student Information

Student Enrollment 42,131 43,133 43,012 43,029 43,174 % Increase from PY -7.79% 2.38% -0.28% 0.04% 0.34% Increase from PY (3,561) 1,002 (121) 17 145 Student ADA 41,364 39,773 39,662 39,678 39,811 % Change from PY 5.51% -3.85% -0.28% 0.04% 0.34%

Expenditure Information

Payroll & Related

Salary Increase/Supplement - 10,000,000 - - - % salary increase - 4.00% - - - Starting Salary 57,400 59,700 Unknown Unknown UnknownNew Positions 3,100,000 (2,414,584) (750,000) - - Student Tutorial Funds 1,388,779 - - - -

Fees

Additional Utilities Costs - - 200,000 200,000 Tech Plan - 6200 834,707 - - - -

Supplies

Tech Plan 6300 2,779,427 - - - - TUT 6300 & 6400 406,543 - - - -

Capital Outlay

Capital Improvements 826,433 387,700 400,000 800,000 400,000

Debt Service Fund

Projected additional Bond Sale Amt. 55,335,000 31,000,000 104,565,000 94,365,000 72,630,000 Additional Bond Sale Projected Rate - 3% 3% 3% 2%-3%

Wealth/Enrollment 422,121.62 419,493.61 439,604.04 459,204.72 475,968.98 Wealth/ADA 429,943.95 454,926.48 476,735.55 497,991.82 516,172.08 Wealth/WADA 297,506.63 300,682.72 305,686.85 317,311.42 331,925.56 Revenue per WADA 7,493.54 7,133.98 7,004.76 7,056.89 7,041.34


Financial Projection: Assumptions


09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17

Pre-K 2,246 2,336 2,459 2,478 2,546 2,422 2,253 2,268 Kind 3,407 3,577 3,582 3,701 3,774 3,824 3,623 3,232 Grade 1 3,906 3,894 4,035 4,019 4,108 4,208 4,238 3,856 Grade 2 3,844 3,689 3,571 3,813 3,864 3,940 3,970 3,955 Grade 3 3,567 3,670 3,482 3,431 3,746 3,727 3,849 3,729 Grade 4 3,480 3,477 3,465 3,428 3,363 3,635 3,605 3,595 Grade 5 3,270 3,492 3,367 3,417 3,293 3,391 3,536 3,377 Elementary 23,720 24,135 23,961 24,287 24,694 25,147 25,074 24,012

Grade 6 3,135 3,062 3,146 3,204 3,124 3,181 3,185 3,328 Grade 7 3,193 3,083 2,929 3,117 3,154 3,166 3,149 3,021 Grade 8 3,150 3,149 3,041 2,914 3,059 3,246 3,178 3,084 Middle School 9,478 9,294 9,116 9,235 9,337 9,593 9,512 9,433

Grade 9 3,833 3,736 3,718 3,684 3,694 4,031 3,996 4,052 Grade 10 3,330 3,352 3,332 3,193 3,233 3,233 3,357 3,470 Grade 11 2,839 2,943 3,107 2,970 2,950 3,048 2,994 3,103 Grade 12 2,382 2,370 2,230 2,404 2,405 2,324 2,383 2,461 High School 12,384 12,401 12,387 12,251 12,282 12,636 12,730 13,086

Grand Total 45,582 45,830 45,464 45,773 46,313 47,376 47,316 46,531

Change in Enrollment 215 248 (366) 309 540 1,063 (60) (785) ADA 41,641 41,996 41,987 42,333 42,792 43,589 44,082 43,074 Change in ADA 245 354 (8) 346 459 797 493 (1,008)

17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25

Pre-K 2,368 2,227 2,259 1,690 1,938 1,975 2,020 2,076 Kind 3,270 3,284 3,217 2,827 2,929 2,997 3,029 3,045 Grade 1 3,578 3,535 3,578 3,130 3,207 3,218 3,232 3,248 Grade 2 3,635 3,472 3,410 3,162 3,293 3,296 3,328 3,310 Grade 3 3,849 3,452 3,368 3,088 3,304 3,213 3,179 3,167 Grade 4 3,595 3,648 3,363 3,038 3,119 3,343 3,182 3,151 Grade 5 3,397 3,424 3,454 2,940 3,260 3,216 3,191 3,171 Elementary 23,692 23,042 22,649 19,875 21,050 21,258 21,161 21,168

Grade 6 3,264 3,229 3,252 3,152 3,124 3,097 3,060 3,080 Grade 7 3,193 3,133 3,176 3,015 3,069 2,900 2,878 2,850 Grade 8 3,081 3,219 3,193 3,033 3,061 2,965 2,956 2,965 Middle School 9,538 9,581 9,621 9,200 9,254 8,962 8,894 8,895

Grade 9 3,920 3,674 4,127 3,798 3,695 3,942 3,988 3,983 Grade 10 3,396 3,416 3,421 3,348 3,354 3,140 3,399 3,440 Grade 11 3,242 3,253 3,199 3,143 3,085 3,143 2,944 3,186 Grade 12 2,560 2,650 2,675 2,767 2,695 2,567 2,643 2,502 High School 13,118 12,993 13,422 13,056 12,829 12,792 12,974 13,111

Grand Total 46,348 45,616 45,692 42,131 43,133 43,012 43,029 43,174

Increase from Prior Yr (183) (732) 76 (3,561) 1,002 (121) 17 145

ADA 42,593 42,042 41,527 37,632 39,773 39,662 39,678 39,811 Change in ADA (481) (551) (515) (3,895) 2,142 (112) 16 134


Financial Projection: Enrollment


May, 2016 May, 2017 April, 2018 April, 2019 Oct., 2020 June, 2021Project 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 Total

School Buses 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 9,000,000$ Safety Vestibules - 5,900,000 4,630,000 - - - 10,530,000 Career Center 37,100,000 34,200,000 - - - - 71,300,000 Multi-Purpose Center - - 5,790,000 18,050,000 - - 23,840,000 Kerr Fine Arts Addition 14,200,000 - - - - - 14,200,000 Outley Addition 1,590,000 4,450,000 - - - - 6,040,000 Gymnasium Additions at MS 7,420,000 15,580,000 - - - - 23,000,000 Elsik Softball Competition Field - 334,000 - - - - 334,000 Fieldhouse Weight Room - 500,000 - - - - 500,000 Olle Ensemble Room - 306,000 - - - - 306,000 Restrooms - - - 11,075,000 - - 11,075,000 ADA Restrooms - 1,335,000 - - - - 1,335,000 Crump ADA Seating - - - 602,000 - - 602,000 Youens Library Expansion - - - 963,000 - - 963,000 Capital Improvements - 11,130,000 16,205,000 17,532,000 18,730,000 6,235,000 69,832,000 Entry Canopies - - - 4,200,000 - - 4,200,000 Reception Areas - - - 843,000 - - 843,000 Partitions, Curtains, Sound Systems - - - 2,800,000 - - 2,800,000 Pre-K Facilities - 5,300,000 - - 32,100,000 47,600,000 85,000,000 Unallocated 5,300,000 5,300,000

Total 61,810,000$ 80,535,000$ 28,125,000$ 57,565,000$ 57,630,000$ 55,335,000$ 341,000,000$

I & S Tax Rate 0.155$ 0.180$ 0.205$ 0.205$ 0.205$ 0.205$

Actual/Projected Change in Rate -$ 0.025$ 0.025$ -$ -$ -$ 0.050$

June, 2022 May, 2023 May, 2024 May, 2025 May, 2026 May, 2027 May, 2028Project 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 Total

VariousTotal 31,000,000$ 104,565,000$ 94,365,000$ 72,630,000$ 75,300,000$ 81,850,000$ 81,990,000$ 541,700,000$

Projected I & S Tax Rate 0.205$ 0.215$ 0.230$ 0.240$ 0.250$ 0.260$ 0.265$

Actual/Projected Change in Rate -$ 0.010$ 0.015$ 0.010$ 0.010$ 0.010$ 0.005$ 0.060$

Alief Independent School DistrictBond Sales - 2015 Referendum

Alief Independent School DistrictBond Sales - Preliminary 2021 Referendum - Contingent Upon Voter Approval 11-2-21

Note: The District is planning for a bond referendum in November, 2021. If the referendum passes, this debt will be issued over seven years with the firstinstallment planned for June of 2022. Preliminary issuance amounts are shown above.


2021-21 2021-22 2022-23 2023-24 2024-25


Food Service Fund

Revenues

5751 Food services - meals 71,034$ 1,436,380$ 2,000,000$ 2,000,000$ 2,000,000$

5742 Investment earnings 4,495 10,000 10,000 10,000 10,000

5749 Miscellaneous 10,798 29,020 25,000 25,000 25,000

5700 Total local revenue 86,327 1,475,400 2,035,000 2,035,000 2,035,000

5829 Miscellaneous state revenue 139,416 150,000 150,000 150,000 150,000

5919 Miscellaneous federal revenue 636,130 650,000 650,000 650,000

5921 School breakfast program 4,081,773 5,339,670 5,446,500 5,555,750 5,666,800

5922 School lunch program 11,714,433 17,928,800 18,287,500 18,653,250 19,026,200

5923 USDA commodities 2,374,802 2,750,000 2,750,000 2,750,000 2,750,000

5900 Total federal revenue 18,171,008 26,654,600 27,134,000 27,609,000 28,093,000

5000 Total revenues 18,396,751 28,280,000 29,319,000 29,794,000 30,278,000

Expenditures

6111-6139 Salary & Wages 10,184,400 10,328,941 10,350,000 10,350,000 10,350,000

6141 Medicare 129,670 127,878 150,000 150,000 150,000

6142 Group Health 1,753,087 2,006,400 2,025,000 2,025,000 2,025,000

6146 TRS Stat Min 452,449 932,281 975,000 975,000 975,000

6145-6149 Misc Benefits 23,334 25,000 25,000 25,000 25,000

6100 Total payroll costs 12,542,940 13,420,500 13,525,000 13,525,000 13,525,000

6210-6249 Professional Services 7,594 48,000 50,000 50,000 50,000

6260-6299 Misc Contracted Services 126,140 92,000 100,000 100,000 100,000

6200 Total contracted svcs. 133,734 140,000 150,000 150,000 150,000

6300 Supplies & materials 7,724,808 14,594,000 15,194,000 15,494,000 15,803,000

6400 Other fees 22,630 50,500 50,000 50,000 50,000

6600 Capital outlay 75,000 75,000 100,000 100,000 100,000

6000 Total expenditures 20,499,112 28,280,000 29,019,000 29,319,000 29,628,000

Revenues Over (Under)

Expenditures (2,102,361) - 300,000 475,000 650,000

Other Financing Sources

7900 Operating transfer general fund 300,000 - - - -

Fund Balances, beginning 1,802,361 - - 300,000 775,000

Fund Balances, ending -$ -$ 300,000$ 775,000$ 1,425,000$




Capital Improvement Projects Summary

The proceeds of the District’s bond sales and the capital projects expenditures are accounted for in Capital Projects Funds which are budgeted on a project basis and are not legally adopted by the Board. The voters of the District approved a $341 million bond referendum in May of 2015. These bond proceeds will be used to fund: 1) new construction, 2) major and minor renovation projects at existing facilities and 3) other capital improvements throughout the District. The first bonds from this referendum were issued in June of 2016 and the final installment was issued in June 2021.

On November 17, 2020, the Board of Trustees directed Alief ISD administration to form a bond steering committee to begin the planning process for the next bond referendum. The Bond Steering Committee was formed with members of the community and District support personnel and meetings were held between January and July 2021. In August of 2021, the board called for a bond referendum totaling $541.7M on the November, 2021 ballot. The referendum is made up of four different propositions. If the referendum passes, this debt will be issued in 7 installments between 2022 and 2028. The first installment would not be issued until June of 2022, so there would be no impact on the 2021-22 general fund operating budget. There would be an impact on the debt service budget, and that impact has been included and discussed in the debt service section of this document.

Project 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 Total

School Buses 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 9,000,000$

Safety Vestibules - 5,900,000 4,630,000 - - - 10,530,000

Career Center 37,100,000 34,200,000 - - - - 71,300,000

Multi-Purpose Center - - 5,790,000 18,050,000 - - 23,840,000

Kerr Fine Arts Addition 14,200,000 - - - - - 14,200,000

Outley Addition 1,590,000 4,450,000 - - - - 6,040,000

Gymnasium Additions at MS 7,420,000 15,580,000 - - - - 23,000,000

Elsik Softball Competition Field - 334,000 - - - - 334,000

Fieldhouse Weight Room - 500,000 - - - - 500,000

Olle Ensemble Room - 306,000 - - - - 306,000

Restrooms - - - 11,075,000 - - 11,075,000

ADA Restrooms - 1,335,000 - - - - 1,335,000

Crump ADA Seating - - - 602,000 - - 602,000

Youens Library Expansion - - - 963,000 - - 963,000

Capital Improvements - 11,130,000 16,205,000 17,532,000 18,730,000 6,235,000 69,832,000

Entry Canopies - - - 4,200,000 - - 4,200,000

Reception Areas - - - 843,000 - - 843,000

Partitions, Curtains, Sound Systems - - - 2,800,000 - - 2,800,000

Pre-K Facilities - 5,300,000 - - 32,100,000 47,600,000 85,000,000

Unallocated - - - - 5,300,000 - 5,300,000

Total 61,810,000$ 80,535,000$ 28,125,000$ 57,565,000$ 57,630,000$ 55,335,000$ 341,000,000$

General Construction Proposition 482,585,000$

Technology Equipment Proposition 30,590,000

Crump Stadium Upgrades and Maintenance 19,430,000

Other Athletic Facility Upgrades & Maint. 9,095,000

Total 541,700,000$

Totals per Proposition (by descending cost)


Capital Projects (continued) Long-Range Plan for Capital Projects Each year the District presents a long-range facilities plan document to the Board as part of the overall long-range planning process. Development of the Long-Range Plan involves a comprehensive assessment of the District’s forecasted capital expenditure requirements and consideration of the projected revenues necessary to meet those requirements. This plan is dynamic and is updated and refined on an annual basis with the most current data available. Annual evaluation of this plan ensures that short term financial decisions are made only after careful consideration of the long-term financial consequences. The first step in this planning process is to project student enrollment, which is done by grade level, using a ten-year forecast. Any new facility requirements are determined using these enrollment estimates. A Capital Improvement Plan is developed during the bond referendum planning process, and is refined on an annual basis, based on a needs assessment. Once these expenditure needs are known, a financial plan is developed to meet these needs. Major Capital Projects & Impact on General Operating Budget Capital projects can affect operating costs through four primary ways: utilities, increased staffing, custodial and maintenance costs and insurance. The most significant impact on the operating budget occurs when a new school/building is constructed and all of the recurring costs like staffing and utilities are added to the operating budget.

Staffing & Custodial / Maintenance Costs – There were no increases to 2021-22 staffing costs due to capital projects. Any costs are detailed in the project descriptions. Insurance - Unlike homeowners, Alief ISD does not purchase insurance covering every loss. Instead, the district purchases a loss value for the total district. The District has coverage of up to $100,000,000 in covered losses. The property insurance budget for 2021-22, remained flat after a 20% increase in 2020-21. The cost fluctuates in the market based on current or recent events such as excessive hurricanes and/or tornadoes throughout the country. Utilities – The 2021-22 budget for utilities (including electricity, gas, water and phones) increased approximately $140,000 from the 2020-21 budget. This is mostly due to a small increase in the budget for water due to a City of Houston water bill increase and minor increases in other utilities due to the addition of the two Pre-K Centers opening in the Summer of 2022. The District participates in the Texas SCORE (School Conserving Resources) Program and receives direct cash rebates through this program. The SCORE Program is a market transformation program offered to K-12 school districts and higher education customers in the CenterPoint Energy, Inc. electric distribution service territory. The program helps administrators and facility supervisors operate their buildings more efficiently by understanding the technical and financial benefits of investing in energy efficiency. The program is of no cost to participants and provides a framework for implementing a wide range of efficiency measures. Customers enrolling in the program receive technical and energy management assistance to help them make decisions about cost effective investments in facility energy efficiency. Partners also receive direct cash incentives for completed energy efficiency projects that reduce peak electric demand. Incentives are worth $125/kW plus $0.02/kWh for lighting projects and $165/kW plus $0.03/kWh for HVAC projects that reduce peak kW demand.


Capital Projects (continued)

Major Capital Projects & Impact on General Operating Budget (continued) The following chart details the incentives we have received and the estimated energy savings.

The following listing details the current (2020-21 capital projects) funded by 2021 Bond proceeds, and the impact the project will have on the District’s operating budget. For this purpose, major is defined as a project with a budget of $1,000,000 or greater.

School Buses – Each year the district purchases a number of buses to continue a replacement cycle program to cycle out older buses. With the 2015 Referendum, we began purchasing the replacement cycle of buses using $1.5 million of bond funds in each of the scheduled bond issuances. Total schedule buses purchased from the 2015 Referendum was $9M.

Capital Projects Fund

Vehicles - 2021 Series 1,500,000$

Fiscal Incentive Annual Energy

Year Paid Savings / KwH

2007 13,293$ 174,796

2008 12,543 129,752

2009 46,329 626,774

2020 22,933 247,906

2020 28,215 403,391

2010 12,217 99,236

2011 217,998 3,219,660

2011 75,057 692,180

2012 21,162 249,238

2012 15,402 98,362

2013 1,664 13,260 Chiller Replacement - Smith, LED lights Hicks and Youngblood

20153 5,764 16,885 Chiller Rep Chancellor, LED lights at Natatorium & ASF DX Unit

2015 6,153 21,866 Smith Elementary Chiller Replacement

2017 51,551 325,867

2018 13,438 133,401 Career Center Lighting and HVAC, Holub Lighting and HVAC

2018 29,033 119,251 Taylor Roof Replacement

2019 24,340 167,129

2019 14,097 107,160

2020 4,906 21,273

616,096$ 6,867,387

Elsik HVAC Upgrade

Miller Roof Replacement

Kerr Partial Roof, Klentzman chiller change out

O'Donnell Chiller Replacement

Chiller Replacement - Hicks,Crossroads, Kerr, Maintenance

Phase 4 Gym/Café Light retrofit to T5-Highbay

Phase 2 and 3 Lighting retrofit

Balance of Phase 3 Retrofit and Hastings HVAC

5 MS Gyms, Outley Addition, Mata and Collins roof

2009 Roof Replacement

Chambers, Chancellor, Smith Phase 1 Retrofit (3 of 8)

Holmquist new; Chancellor and Sneed 8 classroom additions

Chambers HVAC, Misc. Roofs

Phase 1 Lighting retrofit ( 5 of 8 campuses)

Project



Major Capital Projects & Impact on General Operating Budget (continued)

Pre-K Facilities – One of the District’s past priorities was to develop a Full Day Pre-K

program for all eligible students. In 2019-20, Full Day Pre-K was piloted at 5 campuses including Mahanay, Petrosky, Cummings, Hicks and Bush using their existing structures. In 2020-21, the Full Day Pre-K program was expanded to 9 more sites including Chancellor, Boone, Rees, Alexander, Smith, Kennedy, Chambers, Hearne and Sneed. These sites also used existing building space for the expansion. The remaining 10 campuses will necessitate new Pre-K centers to be built (currently planning on 3 centers). PreK Center #1 will be located at the new Boone Loop property adjacent to the Horn Elementary parcel. Huckabee Architects was selected for the design, and Bartlett Cocke Construction was selected for the construction. Center #1 is scheduled for completion Spring of 2022. Pre-K Center #2 will be located at the 19.74 acre tract of district property at Bellaire and Sugarland Howell. PBK Architects was selected for the design, and Satterfield & Pontikes Construction was selected for the construction. Center #2 is scheduled for completion in early summer of 2022. The details for a third site are yet to be determined. Principals and several other key positions will begin earlier in the year for planning, but the majority of staff for the two centers will begin in August 2022 for the start of school. The estimated payroll cost in 2021-22 is $150K. Many of the teaching staff and aides will be relocated from existing elementary campuses. The full salaries of these positions will be included in the 2022-23 budget. The estimated utilities is approximately $15K for each location for 2021-22. Start-up supplies and materials is estimated at $50K for each center.

Youens HVAC –This project encompasses significant replacement and/or upgrade of the HVAC system in the building including replacement of several air handlers, building management controls, and associated piping and ductwork as needed. The new system will provide a more energy efficient and code compliant HVAC system in the building. The two air cooled chillers are at end of life and will be replaced. These units utilize R22 refrigerant which is being phased out. The boiler and pumps were recently replaced so there will be no additional work on them. The fan coil units serving Areas B and C will be replaced with a VRF (Variable Refrigerant Flow) system. Numerous newer air handlers and roof top units will be refurbished. The higher equipment efficiency will provide a slight savings on the utilities budget.


Bldg improvements - Youens 2,374,000$


Construction 76,750,000$

Architects/Fees 7,000,000

Furniture/Equipment 1,250,000

85,000,000$



The following schedule details the ages of our existing facilities.

Age Building Year Built Age Building Year Built

57 Youens 1964 29 Kerr 1992

53 Alief Middle School 1968-1970 28 Outley 1993

52 Boone 1969 28 O'Donnell 1993

51 Martin 1970 27 Owens 1994

50 Chambers 1971 26 Klentzman 1995

49 Smith 1972 25 Hicks 1996

48 Hastings 1973-1978 25 Youngblood 1996

47 Mahanay 1974 24 Bush 1997

47 Olle 1974 22 Collins 1999

46 Kennedy 1975 22 Mata 1999

44 Chancellor 1977 22 Hastings Ninth Grade Center 1999

44 Killough 1977 21 Elsik Ninth Grade Center 2000

42 Liestman 1979 21 Miller 2000

42 Petrosky 1979 20 Taylor 2001

40 Holub 1981

40 Elsik 1981-1985

39 Heflin 1982

38 Cummings 1983

38 Albright 1983

37 Alexander 1984

37 Rees 1984

34 Hearne 1987

33 Annex 1988

32 Landis 1989

31 Sneed 1990

30 Best 1991

Age Building Year Built Age Building Year Built

14 Budewig 2003 1 Center for Advanced Careers 2018

12 Horn 2005

10 Holmquist 2007

10-19 Years Old - Three 0-9 Years Old - One

1964-1991 1992-2001

20-29 Years Old - Fourteen

2002-2011 2012-2021

30 Years and Older - Twenty-six



Maintenance Capital Projects - Facility Assessments The long range plan is the vehicle used to concisely list the pressing capital improvement projects that our Maintenance Department feels are the most urgent to address. The year by year totals show a forecast of capital needs by location and facility building system. This section shows the projects coming for the subsequent scheduled bond sales and allows for the ongoing changes required as some building systems reach end of life prior to the expected date. Each year, Maintenance and Construction Departments work together to determine if a building system has reached the lifespan earlier than expected. When project needs are found during the year that are not part of the summer bond sale, several options exist to fund such projects. In recent years, the district has utilized some unassigned bond funds from projects that come in under budget. The district has also utilized funds from the general fund that were transferred to the capital projects fund to cover the abundance of needs during the previous years. Replacement Schedules & Useful Life Assumptions It is not an easy task to maintain documentation for all of the many systems, types of equipment, roofing, flooring, etc. that exist in the many campuses and buildings of a District the size of Alief. Our maintenance department has primarily focused on the big ticket items which are the basis for many items on the Long Range Plan. They have spreadsheets that show age, previous replacements and projected replacements. They have these for: carpeting/gym floors; roofing; HVAC major equipment; and fire alarms. As a district we have a strong philosophy of maintain and repair rather than replacement, so we have not moved any further into documenting other items. For some large ticket items like wall vinyl, the wear and appearance is so related to use/abuse by students that it is hard to come up with a standard cycle. In some instances “new” vinyl at some schools looks worse than 20 year old vinyl at others. Other items like boilers and water heaters are repaired as needed when they break or leak. The same is true for smaller items related to HVAC. For electrical systems, as long as we can get parts, we can maintain our electrical distribution systems indefinitely. We also hired a firm that did a comprehensive facility assessment as part of the research for the Bond Steering Committee. This assessment has been and will be used as another planning tool for future project planning.

Useful Life

in years (unless noted)

Carpeting 20

Roofing

Singleply & Modbit 3 yrs after warranty expiration

Hyload built up 8 yrs after warranty expiration

HVAC 20

AC chiller 15

Rooftop equipment 25

Water cooled chillers 30

Water cooled centrifugal 20

Stainless steel cooling tower 15

Galvanized cooling tower 15


Capital Projects (continued) Maintenance Capital Projects - Facility Assessments (continued) The following schedules include the detailed campuses, projects and amounts of the total current and planned maintenance capital projects. In some cases, like projects have been combined to one line to condense the length of the project lists. The project schedule for the current year is below. Future years projects depend on if the 2021 Bond Referendum is approved by the voters.

2020-21

Capital Outlay Expenditures in the General Fund The amount of money budgeted for capital outlay in the general fund fluctuates year to year depending on if additional resources are available. The 2020-21 original budget for capital outlay was $747,700, but some of the planned uses of these funds were put on hold due to financial concerns caused by COVID-19. Several of the 2020-21 budgeted capital items that were unspent were budgeted again in 2021-22.

Year Campus Project Amount

2021 Youens HVAC Replacement - Partial - A Wing 2,374,000$

2021 District Wide Chiller Conversion 1,137,000

2021 Kennedy Roof Replacement Partial 496,000

2021 Holmquist Traffic Study Obligations - Addit parking 410,000

2021 O'Donnell Traffic Study Obligations - Relocation 410,000

2021 Heflin Carpet Replacement 287,000

2021 Liestman Boiler and Building Controls Replacement 229,000

2021 Taylor Cooling Tower Refurbishment 200,000

2021 Albright Roof Replacement Partial 180,000

2021 ASF Carpet Replacement 150,000

2021 Hearne Traffic Study Obligations - Side/cross w alks 137,000

2021 Districtwide Bldg Mgmt Controls Migration Upgrades 100,000

2021 Holub Roof Replacement Partial - Central Plant 43,000

2021 Hicks Gym Flooring Replacement 41,000

2021 Youngblood Gym Flooring Replacement 41,000

6,235,000$

Original

Actual Actual Actual Budget Budgeted

2017-18 2018-19 2019-20 2020-21 2021-22

Capital outlay 2,479,110$ 1,803,081$ 2,568,283$ 747,700$ 387,700$


Capital Projects (continued) Capital Outlay Expenditures in the General Fund (continued)

2020-21

2021-22

Campus/

Department Project Cost

Maintenance Reserve for unexpected capital 150,000$

Transportation Bus wash, generator & other equip. 360,000

Printing Services Two printing presses 121,000

MIS Document storage 48,500

Warehouse Fork lift 35,000

Police Vehicles 25,200

Districtwide Miscellaneous < $25K 8,000

747,700$

Campus/

Department Project Cost

Maintenance Vehicles and equipment 130,000$

Printing Services Two printing presses 121,000

MIS Document storage 60,500

Police Vehicles 48,200

Districtwide Miscellaneous < $25K 28,000

387,700$


Financial Section General Fund

General Fund General Fund Overview

The General Fund is used to account for all financial transactions not properly included in other funds. The principal sources of revenue include local property taxes and state aid. Expenditures include all costs associated with the daily operations of the schools.

Enrollment Trend

The first step in building the General Fund budget is to develop accurate estimates of student enrollment. State revenue estimates, as well as campus expenditure and staffing allocations, rely heavily upon enrollment data. In February of each year, a Long-Range Plan is presented to the Board which details enrollment projections, facilities plans and the resulting financial forecast.

The primary enrollment forecasting technique used by the District is the cohort-survival method. This model uses historical data to project the number of students based on a survival rate. In addition to cohort-survival techniques, linear regression and demographic information are incorporated into these projections.

For the last 10 years, enrollment fluctuations in the District were fairly small. With a large number of students residing in apartments, enrollment variations are most directly tied to apartment occupancy rates. There is very minimal residential construction within the district boundaries and minimal amounts of vacant land for such construction. From 2015-16 to 2018-19, the district had had slight enrollment declines (< 2%) each year. These declines were partially due to competition from charter facilities combined with changes in apartment occupancy rates.

In 2019-20, fall enrollment was flat; however, on March 12, 2020 the district closed due to COVID-19 and did not re-open for the remainder of the school year. Enrollment projections for the 2020-21 school year had been completed prior to closure with anticipated enrollment of 45,162, a decline of 530. However, as the pandemic continued into the 2020-21 school year, enrollment declined dramatically with fall snapshot enrollment at 42,131, a decline of 3,561 from the prior year. The district began the 2020-21 school year with remote only instruction and transitioned to offering in-person instruction in October for all parents that choose that option. District and campus personnel made significant outreach attempts, but enrollment (combined in-person and remote) remained low throughout the year. The most dramatic student losses were in Elementary, especially in Pre-K and Kindergarten. This situation was seen throughout the State with declines statewide of 3%. Enrollment projections for 2021-22 were generated using our standard methods with adjustments in lower grade levels for the unusual loss due to the pandemic. The projection for 2021-22 is 43,133, an increase of 1,002 from 2020-21, but still down approximately 2,500 from 2019-20.

Enrollment will be closely monitored as we begin the school year and throughout the year. Contingency plans are implemented (to the extent possible) if actual enrollment is significantly different from these estimates.

40,000

41,000

42,000

43,000

44,000

45,000

46,000

47,000

48,000

Enrollment Trend

Total Enrollment


General Fund (continued)

Revenue Trends and Assumptions

Approximately 58% of the funding in the General Fund revenue budget comes from the State in fiscal year 2021-22. The remainder of the revenue necessary to fund operating expenditures is derived primarily from local property taxes.

Local Revenue

The primary source of local revenue is tax collections. In order to budget tax revenue, district personnel must estimate the property value, apply the tax rate to that value and estimate the collection percentage. The Harris County Appraisal District (HCAD) appraises all District property.

We are currently projecting an adjusted property value of approximately $18.1 billion for 2021-22 – a minor increase of 1.74%. This follows increases of 5.56% and 8.04% for the 2019-20 and 2020-21 fiscal years, respectively. Although residential values have continued to grow at a steady pace (6.42%), apartments and commercial values declined slightly. Based on these trends, the overall condition of the housing market in the Houston area and lessening of impacts from COVID-19, moderate growth in values (4.0% - 4.5%) is projected.

The local property tax revenue budget was computed using a tax rate of $0.9998 – no change from the 2020-21 tax rate. Tax compression was mandated by the passage of House Bill 3 (H.B. 3) in the 86th Legislative session beginning with fiscal year 2019-20, with additional compression required in subsequent years if statewide or district property value increases more than 2.5%. The district’s tax rate is divided into three components as follows:

Tier I Tax Rate: Alief ISD’s 2019-20 Tier I rate was $0.93. Tier I rates are compressed based on statewide or district property value changes and are calculated by TEA. Alief ISD’s Tier 1 rate was reduced to $0.8907 in 2020-21 and remains at that level for 2021-22.

Enrichment Tax Rate: The enrichment tax rate is defined as any tax effort in excess of the Tier 1 rate. The enrichment rate is divided into golden pennies & copper pennies in the State funding formula.

o Golden pennies were increased from 6 to 8 under H.B. 3. There is no compression for golden pennies.

o Copper pennies were compressed to 2.91 in 2019-20 and there was no additional compression required for 2020-21 or 2021-22.

Total M&O Tax Rate – The resulting total general fund tax rate for 2021-22 is $0.9998 ($0.8907+$0.08+$0.0291).

20,000,00040,000,00060,000,00080,000,000

100,000,000120,000,000140,000,000160,000,000180,000,000200,000,000220,000,000240,000,000260,000,000280,000,000300,000,000

201

0

201

1

201

2

201

3

201

4

201

5

201

6

201

7

201

8

201

9

202

0

202

1

Revenue Source Trend

State

Local


General Fund (continued) Local Revenue (continued)

Current tax revenue is budgeted at $172.8 million for 2021-22, up slightly (1.3%) from the previous year due to the slight increase in property value. The COVID-19 pandemic has not had a significant impact on local tax revenue. Collection rates have remained at close to 99% throughout the pandemic and projected to continue at this high level in 2021-22. State Revenue

The Texas Legislature meets biennially, during odd numbered years. The structure of the school finance system remained relatively unchanged with no significant increases in funding for many years. However, H.B. 3 that passed during the 86th session in May, 2019, provided significant increases in funding, required increases in teacher compensation and mandated reductions in local property taxes. While the overall structure of the funding formula remained basically the same, significant new funding sources were added and existing elements were changed. These changes were effective for the 2019-20 fiscal year. Also included in the H.B. 3 was a change to using current year property value instead of prior year values in the calculation of the local share entitlements. As a result of the change to current year value, districts with increasing values no longer benefit from those increases for one year before State funding is reduced.

No major changes were made in the funding formula during the 87th Legislative session which determines funding for the 2021-22 and 2022-23 fiscal years. The gifted and talented allotment was restored, and minor changes were made in the calculation of the career and technology allotment, but neither results in a significant change in funding.

Under Tier I of the State system, the State subsidizes tax receipts as needed to produce a basic allotment for each student in average daily attendance. The basic allotment, which had not changed since 2015, was increased from $5,040 in 2018-19 to $6,160 for 2019-20 and remained unchanged for the 2020-21 and 2021-22 fiscal years.

Alief ISD’s total State/local Tier I entitlement increased significantly in 2019-20 due to the increases in the basic allotment and other changes in HB 3. Once the total Tier I entitlement is calculated it is divided into the State and local portions. Current year property value is used to determine the local portion of the Tier I entitlement. As local property value increases, the State portion of Tier I decreases.

Texas districts also receive Tier II (or enrichment) funding. In the first level of Tier II (Golden Pennies), the State subsidizes tax receipts as needed to produce a guaranteed level of revenue per student per penny of property tax levy for a certain number of pennies above the Tier 1 rate. HB 3 changed the number of Golden Pennies from six to eight. The guaranteed yield for Golden pennies is now set at 160% of the basic allotment – $98.56 since 2019-20. Prior to HB 3, the yield on these pennies was tied to Austin ISD’s wealth level ($106.28 for 2018-19). This change in determining the yield means that districts will no longer see automatic increases in Tier II each year – increases will only occur through Legislative action to increase the basic allotment.

Any additional pennies above the compressed rate ($0.8907) plus the 8 Golden Pennies are called Copper Pennies and generate the second level of Tier II funding. The yield on Copper Pennies was increased from $31.95 to $49.28; however, districts were also required to reduce the number of copper pennies beginning in 2018-19.

The Texas Education Agency provided a hold harmless provision for the 2019-20 school year due to the COVID-19 pandemic, utilizing ESSER federal funding – approximately $16M for Alief. In 2020-21 hold harmless funding of approximately $26.9 million was provided to the district, again utilizing ESSER federal funding.


General Fund (continued) State Revenue (continued)

The State initially announced a limited hold harmless for the first 12 weeks of the school year, but as the effects of the pandemic continued, additional provisions were added. This created a significant amount of uncertainty in revenue projections throughout the fiscal year. No hold harmless funding is expected for the 2021-22 fiscal year. District personnel will continue to monitor enrollment and all information coming from the Agency and will make appropriate budget adjustments if new information becomes available. Expenditure Summary

The proposed General Fund expenditure budget for 2021-22 is $458.5 million. This budget is a slight decrease (0.43%) compared to the 2020-21 original budget. Comparisons to the prior two fiscal years actual expenditures are difficult due to changes in the districts normal expenditures because of the pandemic and well as the effect of reclassification of expenditures to federal funds due to the hold harmless funding provisions. Approximately 90% of the district’s budget is in payroll and employee benefits. Due to the pandemic and the level of uncertainty surrounding State funding estimates for 2020-21 and beyond, the district was not able to approve a salary increase for 2020-21. For 2021-22, the Board approved a salary increase of 4% on the midpoint for all staff. Providing additional compensation was a budget priority to attract and retain existing staff as the district returns to normal operations and begins to address the significant learning loss that occurred during the pandemic. When comparing the total compensation plan (salary plus benefits) to other area districts, Alief is at the top. Alief continues to offer employees a “benefit rich” health insurance plan at a very low comparative cost.

Most base staffing positions are allocated based on enrollment. With the projected decrease in enrollment as compared to budgeted 2020-21 enrollment, ratio based teaching and other campus professional positions were reduced. Additionally, supplemental positions previously included in the general fund were moved to ESSER federal funding. Targeted increases were necessary for the following specific purposes:

Additional clerical, professional and teacher positions due to the increase in the number of identified special education students

Additional compensation for bus drivers (+$2.20/hour) due to the severe staffing shortage in this area

These changes resulted in an overall decrease in staffing of 44 personnel units. Also, supplemental funding for tutorials was moved from the general fund to ESSER federal funding.


General Fund (continued)

Expenditure Summary (continued)

Overall non-payroll related expenditures decreased slightly as compared with 2020-21 adopted budget. This was primarily due to moving technology plan replacement cycle purchases to ESSER federal funding. Campus base per-pupil allotments were not changed.

Fund Balance Impact

Following a reduction in fund balance of $9.2 million in 2019-20, current projections indicate that the district will increase fund balance by approximately $9.8 million for fiscal year 2020-21 bringing ending fund balance to approximately $100.9 million. With the provision of hold harmless funding for State revenue and additional State/Federal reimbursement for 2019-20 COVID related expenditures, the reduction in overall revenue as compared to 2020-21 budget was fairly small. Expenditures were significantly under budget due to modified operations and the hiring freeze put into place due to the decline in enrollment. These two factors led to the increase in fund balance for 2020-21.

For fiscal year 2021-22, the district adopted a balanced budget. Projected fund balance at August 31, 2021 of $100.9 million, represents approximately 22% of annual budgeted expenditures or approximately 2.7 months of expenditures. This is a modest fund balance level which provides some stability given uncertainty in projections of future revenues and expenditures.

2021-21 2021-22



Middle base allotment 101.00 101.00



Actual Actual Actual

2017-18 2018-19 2019-20

Revenues

5711 Current taxes 166,495,592$ 170,514,130$ 165,954,425$

5712-19 Taxes-delinquent, P&I 102,397 824,417 (1,732,892)

5739 Summer school & day care 670,942 614,048 369,792

5742 Investment earnings 1,914,483 3,090,444 1,802,050

5743 Facility rental 95,905 95,905 85,499

5752 Athletics/concessions 245,924 179,541 233,013

5753 After school program 449,956 449,956 297,480

5744-69 Miscellaneous local revenue 2,054,746 2,521,245 2,829,728

Total Local Revenues 172,029,945 178,289,686 169,839,095

5812 Foundation school fund 222,736,800 224,028,604 238,717,142

5814 Other state revenue 34,370 690,518 690,518

5831 TRS On-behalf contribution 20,990,779 20,313,876 24,337,404

Total State Revenues 243,761,949 245,032,998 263,745,064

5929 Miscellaneous federal revenue 13,070,938 13,317,949 9,209,535

Total Revenues 428,862,832 436,640,633 442,793,694

Expenditures

11 Instruction 274,957,490 272,441,916 286,105,319

12 Instructional resources & media services 5,240,703 5,174,411 5,451,597

13 Curriculum & staff development 5,054,737 5,519,912 5,358,299

21 Instructional leadership 4,829,063 4,959,595 5,498,018

23 School leadership 28,239,595 28,327,166 29,739,139

31 Guidance, counseling, & evaluation 20,639,095 20,991,727 22,279,686

32 Social work services 380,675 372,506 398,131

33 Health services 6,486,706 6,937,881 8,650,970

34 Student transportation 15,280,962 18,064,975 17,109,159

35 Food services 170,562 176,193 75,220

36 Cocurricular/extracurricular activities 4,801,007 4,550,700 4,204,430

41 General administration 8,714,733 8,567,366 9,080,368

51 Plant maintenance & operations 35,231,689 36,287,024 38,746,394

52 Security & monitoring services 6,866,302 7,029,077 7,452,457

53 Data processing services 3,612,752 3,434,672 3,583,694

61 Community service 2,915,073 3,018,283 3,041,882

71 Debt service 315,078 315,077 315,078

81 Facilities acquisition & construction 891,447 1,745,895 2,468,711

93 Payments to fiscal agent 602,700 687,588 682,517

95 Payments to JJAEP 158,281 220,201 201,990

99 Other intergovernmental charges 1,468,656 1,518,323 1,525,294

Total Expenditures 426,857,306 430,340,488 451,968,353

Revenues Over (Under) Expenditures 2,005,526 6,300,145 (9,174,659)

Other Financing Sources (Uses) - - -

Net Change in Fund Balance 2,005,526 6,300,145 (9,174,659)

Fund Balances, beginning 91,990,931 93,996,457 100,296,602

Prior period adjustments

Fund Balances, ending 93,996,457$ 100,296,602$ 91,121,943$

Years Ended August 31, 2018 - August 31, 2022 (Budgeted)

General Fund

Five Year Summary of Revenues & Expenditures by Major Object & Function


Amended Preliminary

Budget Projected Budget

2020-21 2020-21 2021-22

172,788,986$ 170,592,159$ 172,753,440$

- 500,000 400,000

600,000 400,000 600,000

400,000 200,000 400,000

77,013 5,000 75,000

125,000 - 250,000

200,000 120,000 -

2,006,573 1,575,293 1,781,104

176,197,572 173,392,452 176,259,544

248,357,821 247,535,360 237,450,431

787,930 665,000 3,665,000

23,300,000 23,300,000 23,300,000

272,445,751 271,500,360 264,415,431

14,160,000 12,936,467 17,825,585

462,803,323 457,829,279 458,500,560

295,508,313 286,583,705 290,807,065

5,568,535 5,422,589 5,234,537

5,639,646 5,431,225 5,773,936

6,029,186 5,895,954 6,161,692

30,544,728 29,513,384 30,328,738

23,615,082 23,032,633 23,212,409

438,854 399,124 411,996

8,003,175 7,698,471 7,343,594

16,681,607 15,354,965 17,214,987

187,500 147,466 150,000

4,928,752 4,041,374 4,648,182

9,827,231 9,457,051 9,493,575

39,709,508 37,965,799 40,057,038

7,152,278 6,806,521 7,387,659

3,849,771 3,763,575 3,973,713

3,125,443 3,036,868 3,118,078

- - -

879,282 811,425 716,361

676,500 661,661 676,500

250,000 201,938 250,000

1,559,500 1,502,771 1,540,500

464,174,891 447,728,499 458,500,560

(1,371,568) 10,100,780 -

- (300,000) -

(1,371,568) 9,800,780 -

91,121,943 91,121,943 100,922,723

89,750,375$ 100,922,723$ 100,922,723$


Amended Preliminary

Actual Actual Actual Budget Projected Budget

2017-18 2018-19 2019-20 2020-21 2020-21 2021-22

6100 Payroll costs 383,063,980$ 383,339,813$ 398,208,160$ 410,638,008$ 401,838,211$ 412,536,861$

6200 Purchased & contracted serv. 20,888,434 24,211,125 27,277,361 25,128,915 21,873,384 24,011,552

6300 Supplies and materials 13,563,880 14,154,261 19,751,878 19,288,420 16,398,287 13,597,420

6400 Other operating expend. 6,546,824 6,517,130 3,847,594 7,809,729 6,792,184 7,967,027

6500 Debt service 315,078 315,077 315,078 - - -

6600 Capital outlay 2,479,110 1,803,082 2,568,282 1,309,819 826,433 387,700

Total Expenditures 426,857,306$ 430,340,488$ 451,968,353$ 464,174,891$ 447,728,499$ 458,500,560$

General Fund

Expenditure Summary by Major Object


89.98%

5.24%2.97% 1.74%

0.00%0.08%

Expenditures by Major Object

Payroll costs

Purchased & contracted serv.

Supplies and materials

Other operating expend.

Debt service

Capital outlay


Amended Preliminary

Actual Budget Projected Budget

2019-20 2020-21 2020-21 2021-22

11 - Instruction

6100 Payroll costs 268,873,159$ 280,306,200$ 274,348,498$ 281,508,397$

6200 Purchased and contracted services 3,782,457 4,233,380 3,358,804 3,435,506

6300 Supplies and materials 12,626,045 10,105,319 8,150,285 5,403,701

6400 Other operating expenditures 442,254 631,116 493,820 459,461

6600 Capital outlay 381,404 232,298 232,298 -

Total Function 11 286,105,319 295,508,313 286,583,705 290,807,065

12 - Instructional resources and media

6100 Payroll costs 5,176,818 5,247,021 5,096,758 4,921,867

6200 Purchased and contracted services 9,161 9,168 8,868 12,295

6300 Supplies and materials 260,795 309,914 314,636 298,825


6600 Capital outlay 2,458 - - -

Total Function 12 5,451,597 5,568,535 5,422,589 5,234,537

13 - Curriculum and staff development

6100 Payroll costs 4,784,065 4,843,746 4,849,839 4,999,547




Total Function 13 5,358,299 5,639,646 5,431,225 5,773,936

21 - Instructional leadership

6100 Payroll costs 5,213,929 5,682,521 5,617,488 5,691,528




Total Function 21 5,498,018 6,029,186 5,895,954 6,161,692

23 - School leadership

6100 Payroll costs 29,477,408 30,281,574 29,230,415 30,027,125




Total Function 23 29,739,139 30,544,728 29,513,384 30,328,738

31 -Guidance, counseling, & evaluation

6100 Payroll costs 19,187,653 19,936,653 19,505,950 19,498,234




Total Function 31 22,279,686 23,615,082 23,032,633 23,212,409

General Fund

Expenditure Summary by Major Object within Function



Amended


2019-20 2020-21 2020-21 2021-22

32 - Social work services

6100 Payroll costs 397,525 433,354 396,037 406,896

6300 Supplies and materials - 2,800 3,087 2,400

6400 Other operating expenditures 606 2,700 - 2,700

Total Function 32 398,131 438,854 399,124 411,996

33 - Health services

6100 Payroll costs 6,216,356 6,372,358 6,165,653 6,112,440

6200 Purchased and contracted services 1,204,705 956,220 752,113 1,138,600

6300 Supplies and materials 1,214,279 641,814 766,625 59,224


Total Function 33 8,650,970 8,003,175 7,698,471 7,343,594

34 - Student transportation

6100 Payroll costs 14,810,595 13,845,727 13,412,310 14,374,527




6600 Capital outlay 190,476 390,747 71,748 -

Total Function 34 17,109,159 16,681,607 15,354,965 17,214,987

35 - Food services

6100 Payroll costs 32,402 37,500 135,894 -



75,220 187,500 147,466 150,000

36 - Cocurricular/extracurricular

6100 Payroll costs 2,846,765 3,173,247 2,565,996 2,739,212




6600 Capital outlay 8,000 34,560 24,560 8,000

Total Function 36 4,204,430 4,928,752 4,041,374 4,648,182

General Fund

Expenditure Summary by Major Object within Function (continued)



Amended


2019-20 2020-21 2020-21 2021-22

41 - General administration

6100 Payroll costs 6,755,070 6,612,584 6,835,763 6,770,886




6600 Capital outlay 99,889 13,500 - -

Total Function 41 9,080,368 9,827,231 9,457,051 9,493,575

51 - Plant maintenance & operations

6100 Payroll costs 21,022,910 20,884,346 21,043,265 22,251,611



6400 Other operating expenditures 329,803 3,695,710 3,632,070 3,624,800

6600 Capital outlay 260,143 515,564 383,527 271,000

Total Function 51 38,746,394 39,709,508 37,965,799 40,057,038

52 - Security & monitoring services

6100 Payroll costs 7,230,330 6,790,436 6,490,297 7,029,127



6400 Other operating expenditures 31 19,123 838 30,700

6600 Capital outlay 53,101 59,050 50,200 48,200

Total Function 52 7,452,457 7,152,278 6,806,521 7,387,659

53 - Data processing services

6100 Payroll costs 2,717,895 2,731,478 2,708,416 2,820,565




6600 Capital outlay - 48,500 48,500 60,500

Total Function 53 3,583,694 3,849,771 3,763,575 3,973,713

61 - Community services

6100 Payroll costs 2,613,822 2,647,435 2,684,076 2,720,392




Total Function 61 3,041,882 3,125,443 3,036,868 3,118,078

71- Debt Service

6500 Debt service 315,078 - - -

General Fund




Amended


2019-20 2020-21 2020-21 2021-22

81 - Facilities acquisition & construction

6100 Payroll costs 851,458 811,828 751,556 664,507



6400 Other operating expenditures - 7,834 - 7,834

6600 Capital outlay 1,572,811 15,600 15,600 -

Total Function 81 2,468,711 879,282 811,425 716,361

93 - Payments to fiscal agent


Total Function 93 682,517 676,500 661,661 676,500

95 - Payments to JJAEP


Total Function 95 201,990 250,000 201,938 250,000

99 - Other Intergovernmental Charges


Total Function 99 1,525,294 1,559,500 1,502,771 1,540,500

Total Expenditures 451,968,353$ 464,174,891$ 447,728,499$ 458,500,560$



General Fund


Purchased Supplies &

Payroll Services Materials Other

6100 6200 6300 6400 Total

101 Youens Elementary 5,755,234$ 166,848$ 68,874$ 6,040$ 5,996,996$

102 Boone Elementary 4,984,198 94,755 58,795 11,652 5,149,400

103 Martin Elementary 5,247,397 164,855 83,550 6,600 5,502,402

104 Chambers Elementary 4,466,684 164,975 49,520 5,946 4,687,125

105 Smith Elementary 5,418,883 165,955 66,374 11,500 5,662,712

106 Mahanay Elementary 4,137,811 168,005 53,501 3,325 4,362,642

107 Kennedy Elementary 5,145,413 164,000 57,520 10,650 5,377,583

108 Chancellor Elementary 5,774,825 173,565 72,897 7,300 6,028,587

109 Liestman Elementary 5,409,518 140,908 60,028 15,175 5,625,629

110 Petrosky Elementary 4,515,979 114,264 57,445 6,920 4,694,608

111 Heflin Elementary 4,866,243 155,014 63,922 7,800 5,092,979

112 Cummings Elementary 4,367,763 142,955 45,862 7,232 4,563,812

113 Rees Elementary 4,600,739 99,414 52,986 2,400 4,755,539

114 Alexander Elementary 4,825,315 164,155 46,970 10,275 5,046,715

115 Hearne Elementary 6,194,177 161,355 71,247 11,000 6,437,779

116 Landis Elementary 5,158,417 181,505 59,485 9,800 5,409,207

117 Sneed Elementary 7,069,368 220,555 94,747 9,332 7,394,002

118 Best Elementary 5,529,223 180,555 63,143 6,050 5,778,971

119 Outley Elementary 6,419,717 177,505 88,866 11,050 6,697,138

120 Hicks Elementary 5,119,505 188,055 58,297 7,000 5,372,857

121 Bush Elementary 6,218,741 204,555 77,898 9,000 6,510,194

122 Collins Elementary 6,199,318 196,755 76,539 8,928 6,481,540

123 Horn Elementary 6,116,045 208,505 69,095 15,300 6,408,945

124 Holmquist Elementary 6,787,374 202,555 84,381 12,605 7,086,915

Total Elem. Schools 130,327,887 4,001,568 1,581,942 212,880 136,124,277

140 Owens Intermediate 5,830,094 200,055 82,506 8,800 6,121,455

141 Klentzman Intermediate 5,690,220 210,355 84,811 15,900 6,001,286

142 Youngblood Intermediate 6,349,512 216,155 87,057 12,043 6,664,767

143 Mata Intermediate 5,734,573 195,915 82,509 7,720 6,020,717

144 Miller Intermediate 5,596,735 210,255 84,401 7,100 5,898,491

145 Budewig Intermediate 7,401,093 224,305 111,122 16,317 7,752,837

Total Inter. Schools 36,602,227 1,257,040 532,406 67,880 38,459,553

Organization

General Fund

Budget Summary: 2021-22

Major Object Summary by Organization (Campuses only)


Purchased Supplies &

Payroll Services Materials Other

6100 6200 6300 6400 TotalOrganization

General Fund

Budget Summary: 2021-22

Major Object Summary by Organization (Campuses only)

041 Alief Middle 6,009,171 254,904 82,890 15,475 6,362,440

042 Olle Middle 6,624,606 291,359 113,675 14,080 7,043,720

043 Killough Middle 5,918,531 307,834 68,545 20,676 6,315,586

044 Holub Middle 5,703,719 263,049 67,304 22,520 6,056,592

045 Albright Middle 6,871,155 260,933 99,739 23,798 7,255,625

046 O'Donnell Middle 7,706,350 252,783 124,218 17,270 8,100,621

Total Middle Schools 38,833,532 1,630,862 556,371 113,819 41,134,584

001 Hastings High 16,726,777 736,547 303,350 185,087 17,951,761

002 Elsik High 17,120,933 673,597 284,800 184,601 18,263,931

003 Taylor High School 17,005,429 671,958 296,759 220,840 18,194,986

005 Alternative Learning Ctr. 5,400,391 325,955 40,696 7,500 5,774,542

006 Kerr High 4,728,637 158,540 94,788 77,634 5,059,599

007 9th Grade Ctr. - Hastings 6,246,251 266,617 138,218 17,260 6,668,346

008 9th Grade Ctr. - Elsik 6,357,653 267,617 97,912 24,870 6,748,052

011 Crossroads 1,223,699 66,170 11,432 2,650 1,303,951

012 Early College HS 2,514,970 14,065 155,582 52,895 2,737,512

922 Night H.S. / SOAR 2,622,802 9,169 26,055 2,900 2,660,926

923 Center for Adv.Careers 2,491,512 218,648 132,600 21,850 2,864,610

Total High Schools 82,439,054 3,408,883 1,582,192 798,087 88,228,216

Total Campus Costs 288,202,700$ 10,298,353$ 4,252,911$ 1,192,666$ 303,946,630$

Percent of Total 94.82% 3.39% 1.40% 0.39% 100.00%




Deer Park Harris 1.3496 1.0796 0.2700

Pasadena Harris 1.3812 1.0712 0.3100


La Porte Harris 1.2569 1.0397 0.2172


Alief Harris 1.2048 0.9998 0.2050

Humble Harris 1.3389 0.9889 0.3500

Aldine Harris 1.2669 0.9644 0.3025

Alvin Brazoria 1.3977 0.9630 0.4347

Katy Harris 1.3517 0.9617 0.3900



Houston Harris 1.0944 0.9277 0.1667

Klein Harris 1.3001 0.9201 0.3800



Spring Harris 1.3128 0.9028 0.4100

Tomball Harris 1.2500 0.8950 0.3550




Average Tax Rate 1.2980 0.9650 0.3329

Alief Tax Rate 1.2048 0.9998 0.2050


Fiscal Year 2021-22

General Fund Tax Rate Comparison

Fort Bend and Harris County School Districts

Note: In 2008-09, the Alief ISD Board of Trustees adopted general fund tax rate of $1.125 and this rate was

approved by the voters in a rollback election held on November 20, 2008. The general fund rate remained

unchanged through 2018-19. Tax compression was mandated as part of HB 3 passed in the 2019 Legislative

session. The statewide compression percentage for the Tier I rate was 93% for 2019-20. Alief's Tier I rate was

$1.00 so it was reduced to $0.93. Enrichment pennies are any pennies above the Tier I rate. Those pennies are

divided into "golden" and "copper" pennies. Golden pennies were increased from 6 to 8 and no compression is

required. Alief's copper pennies were compressed from 4.5 to 2.91. The resulting total general fund rate for 2019-

20 was $1.0391 ($0.93+$0.08+$0.0291). Rates were again compressed in 2020-21. For 2020-21, the Tier I rate

was compressed using either the state or local compression percentage depending on the district's property value

growth. For Alief, this resulted in a compressed Tier I rate of $0.8907. There was no additional compression for the

Tier II rate; therefore, the overall M&O rate was set at $0.9998 ($0.8907+$0.08+$0.0291). For 2021-22, there was

no compression for Alief due to the fact that property value growth was less than 2.5%; therefore, rate remained

unchanged.


General Fund

M&O Tax Rate Comparison

with area School Districts

for fiscal year 2021-22

0.90

0.92

0.94

0.96

0.98

1.00

1.02

1.04

1.06

1.08

1.10

1.12

1.14

1.16

1.18

0.9998

0.9644

0.92920.9201

1.1251

0.9277

0.9617

0.9201

1.0712

0.9998


General Fund

Comparison with Area School Districts -

Fund Balance as a % of Expenditures

0%

10%

20%

30%

40%

50%

60%

70%

80%

$25

$50

$75

$100

$125

$150

$175

$200

$225

$250

$275

$300

$325

$350

$375

$400

$425

$450

$475

$500

$525

$550

$575

$600

Mill

ions

19-20 Ending Fund Balance 19-20 % of Actual Expenditures


The District is divided into four major divisions. The organizations included in each division are listed below.

Superintendent/ Business

Board Services Instruction Campuses

Superintendent Accounting Curriculum 4 High Schools

Board Athletics Elementary Education 2 Ninth Grade Centers

District Administration Business Support Night High School 6 Middle Schools

Communications Parental Involvement 6 Intermediate Schools

Custodial Services Psychological Serv. 24 Elementary Schools

Energy Management Secondary Education 1 Alternative Learning Ctr.

Health Services Special Education 1 DAEP - Crossroads

Human Resources Summer School 1 Early College High School

Maintenance TAAS Management 1 Night High School

MIS Communications and 1 Alief Center for Advanced Careers

Natatorium Public Relations

Personnel

Planning & Facilities

Printing Services

Pupil Personnel Serv.

Purchasing

Risk Management

Security

Student Services

Tax Office

Transportation

Warehouse

Organization Summaries


Amended Budget % of Proposed Budget % of

2020-21 Total 2021-22 Total

Payroll costs: by object

6119 Teachers / other professionals 381,316$ 30.74% 395,816$ 28.82%

6126 Clerical and ancillary 61,880 4.99% 62,656 4.56%

61XX Benefits and other payroll costs 91,595 7.38% 88,272 6.43%

534,791 43.11% 546,744 39.81%

Non-Payroll costs: by functional area

41 General Administration 705,865 56.89% 826,650 60.19%

705,865 56.89% 826,650 60.19%

Total Annual Operating Budget 1,240,656$ 100.00% 1,373,394$ 100.00%

Budgeted Staff: 2020-21 2021-22

Administrators 1.0 1.0

Clerical 1.0 1.0

Total General Fund 2.0 2.0

Enrollment 42,131 43,133

Total Annual Operating Costs per Student 29$ 32$ 8.13%

Superintendent / Board

2021-22 General Fund Budget



2020-21 Total 2021-22 Total


6118 Extra duty pay - clerical 142,100$ 0.17% 342,100$ 0.42%

6119 Teachers / other professionals 9,925,022 12.04% 10,289,702 12.63%

6121 Extra duty pay - clerical 2,261,748 2.74% 3,007,800 3.69%

6126 Clerical and ancillary 31,573,312 38.32% 34,051,867 41.80%

6129 Part-time / temporary 602,725 0.73% 820,628 1.01%

61XX Benefits and other payroll costs 13,141,058 15.95% 11,802,868 14.49%

57,645,965 69.96% 60,314,965 74.04%


11 Instruction 2,718,026 3.30% 820,403 1.01%

21 Instructional Leadership 5,900 0.01% 5,900 0.01%

33 Health Services 1,532,950 1.86% 1,127,400 1.38%

34 Student Transportation 2,835,880 3.44% 2,840,460 3.49%

35 Food services 150,000 0.18% 150,000 0.18%

36 Cocurricular Activities 1,239,012 1.50% 1,224,910 1.50%

41 General Administration 2,058,204 2.50% 1,682,379 2.07%

51 Plant Maintenance & Operations 11,076,351 13.44% 10,161,014 12.47%

52 Security & Monitoring Service 361,844 0.44% 358,532 0.44%

53 Data Processing 1,118,293 1.36% 1,153,148 1.42%

61 Community Services 32,620 0.04% 28,700 0.04%

81 Facilities Acquisition & Const. 67,453 0.08% 51,854 0.06%

99 Other Governmental Charges 1,559,500 1.89% 1,540,500 1.89%

24,756,033 30.04% 21,145,200 25.96%




Clerical 119.0 119.0

Manual Trades 1,051.5 1,055.5

Professionals 67.0 70.0

Total General Fund 1,264.5 1,271.5

Federal 2.0 2.0 Total Staffing 1,266.5 1,273.5


Total Annual Operating Costs per Student 1,956$ 1,889$ -3.44%

Business Services Division2021-22 General Fund Budget



2020-21 Total 2021-22 Total


6112 Substitutes - teachers 266,199$ 0.37% 265,999$ 0.37%

6118 Extra duty pay - professionals 2,280,434 3.19% 933,539 1.30%


6121 Extra duty pay - clerical 355,188 0.50% 170,550 0.24%

6125 Substitutes - clerical 38,750 0.05% 38,750 0.05%


6129 Part-time / temporary 541,913 0.76% 418,089 0.58%


61,573,631 86.26% 63,472,452 88.50%


11 Instruction 5,852,209 8.20% 4,422,253 6.17%

12 Instructional Resources 20,600 0.03% 11,900 0.02%

13 Curriculum & Instruction 505,857 0.71% 507,050 0.71%

21 Instructional Leadership 340,766 0.48% 464,264 0.65%

23 School Leadership 40,357 0.06% 121,000 0.17%

31 Guidance, Counseling, & Eval. 838,555 1.17% 668,605 0.93%

32 Social Work Services 5,500 0.01% 5,100 0.01%

33 Health Services 50,600 0.07% 49,500 0.07%

36 Co-Curricular Activities 309,371 0.43% 502,630 0.70%

41 General Administration 450,578 0.63% 213,660 0.30%

51 Plant Maintenance 37,000 0.05% -


93 Payment to Fiscal Agent 676,500 0.95% 676,500 0.94%

95 Payment to JJAEP 250,000 0.35% 250,000 0.35%

9,807,403 13.74% 8,247,919 11.50%




Clerical 75.0 76.0

Professionals 86.0 88.0

Manual Trades 1.0 1.0

Psych Sercices - Administrator 1.0 1.0

Psych Services - Professional 64.0 64.0

Special Ed - Administrator 11.0 11.0

Special Ed - Clerical 36.0 38.0

Special Ed - Professional 103.0 103.0


Federal 57.0 56.0

Special Education - Federal 81.0 40.0

Total Staffing 555.0 518.0



Instruction Division



Campus Budgets Payroll Costs Personnel units are allocated to each campus based on projected student enrollment following State mandated ratios, as applicable. Campuses are allowed to make personnel requests for non-ratio based positions during the budget process. These requests are evaluated by the Superintendent, the Deputy Superintendents, and the Associate Superintendent for Finance. The budget amounts are then developed by the Human Resources Department utilizing approved staffing guidelines and estimates of costs for each position. Projected costs for each position are based on the average cost of employees currently filling each position. Regardless of enrollment, campuses have at least one counselor, a librarian and a nurse. Supplemental Staffing Additional staffing above the State mandated ratios is allocated to certain campuses based on specific needs Additional units were allocated to campuses designated as “improvement required.” These supplemental units have previously been funded in the general fund. For the 2021-22 budget, these supplemental units are being funded with ESSER III. These positions will be reevaluated each year, but they are currently budgeted to be funded through ESSER III through the 2023-24 budget year. The notification of ESSER III funding was late into the budget process. The timing and application requirements made it almost impossible to have additional ESSER funded staff hired and in place for the start of school. In order to provide immediate help to address campus needs, the three biggest high schools were allotted 2 ESSER positions and the other campuses (with the exception of the 4 smallest campuses) were allotted 1 ESSER position for a total of 45 additional ESSER units. Additional ESSER funds will be budgeted into the 2021-22 budget year after the necessary information has been gathered and budgeting decisions are made. Tutorials Campuses are given additional payroll budgets for student tutorials. Each year the budget for tutorials is approximately $1.7 million. In previous years, the total tutorial budget was initially budgeted in the general fund instruction department budget, and budget amendments were done to allocate the budget to the campuses. For 2021-22 the tutorial budget was moved to ESSER and allocated to campuses using the same allocation method used to allocate Title I funds which is a function of the campus enrollment multiplied by the campus free/reduced lunch percentage. Non-Payroll costs In order to decentralize the budget process for non-payroll budget allocations, site-based decision-making teams, working under the direction of each campus principal, contribute extensively to campus

budget decisions. Each campus receives a basic allotment per student to be used for supplies, materials, equipment, staff development and other appropriate campus costs. Decisions concerning utilization of this allocation are by made by the site-based decision making teams. Up to 10% of the basic allotment may be used for capital outlay items. Start-up costs for new educational programs

are evaluated and recommended for approval by the Instruction department. Campus per pupil allocations remained flat for 2021-22. Utilities The utilities budget is prepared by the maintenance department, but is included in each campus’s budget as part of their per pupil expenditures. Utilities budgets vary based on factors such as the size and age of the school. Utilities budgets are in Function 51 – Plant Maintenance and Operations.

2018-19 2019-20



Middle school base allotment 101.00 101.00


Per-Pupil Allocation

6.0 Assistant Principals 486,000$

6.0 Counselors 486,000

5.0 Interventionists 340,000

3.0 Specialists 204,000

3.0 Refugee Teachers 204,000

1.0 3rd grade teacher 68,000

1.0 ESL Teacher 68,000

1.0 Refugee paraprofessionals 31,000

26.0 Total Supplemental 1,887,000$

Supplemental



2020-21 Total 2021-22 Total


6112 Substitutes - teachers 3,390,613$ 1.10% 4,750,574$ 1.56%

6118 Extra duty pay - professionals 1,364,801 0.44% 310,000 0.10%





290,883,620 94.09% 288,202,700 94.82%


11 Instruction 6,632,589 2.15% 4,056,000 1.33%




31 Guidance, Counseling, & Eval. 2,839,874 0.92% 3,045,570 1.00%

33 Health Services 47,269 0.02% 54,254 0.02%


51 Plant Maint. & Operations 7,711,807 2.49% 7,644,425 2.52%


18,267,583 5.91% 15,743,930 5.18%




Clerical 735.5 727.5

Counselors 117.5 107.5

Librarians 42.0 42.0

Nurses 44.0 44.0

Teachers 2,742.0 2,685.0

Special Education - Teachers 334.0 352.0

Special Education - Clerical 262.0 270.0

Total General Fund 4,449.0 4,393.0

Federal 203.0 202.0

Special Education - Federal 112.0 153.0

ESSER 71.0

Total Campus Staffing 4,764.0 4,819.0



Campuses



Budget Budgeted Per Student

2020-21 Enrollment Expenditures

Enrollment below 700

112 Cummings Elementary 4,563,812$ 491$ 9,295$

106 Mahanay Elementary 4,362,642 501 8,708

104 Chambers Elementary 4,687,125 531 8,827

113 Rees Elementary 4,755,539 548 8,678

114 Alexander Elementary 5,046,715 611 8,260

110 Petrosky Elementary 4,694,608 651 7,211

116 Landis Elementary 5,409,207 657 8,233

105 Smith Elementary 5,662,712 665 8,515

120 Hicks Elementary 5,372,857 675 7,960

107 Kennedy Elementary 5,377,583 684 7,862

8,355 Average

Enrollment between 700-799

102 Boone Elementary 5,149,400 725 7,103

109 Liestman Elementary 5,625,629 746 7,541

118 Best Elementary 5,778,971 747 7,736

101 Youens Elementary 5,996,996 761 7,880

111 Heflin Elementary 5,092,979 763 6,675

7,387 Average


123 Horn Elementary 6,408,945 806 7,952

115 Hearne Elementary 6,437,779 841 7,655

108 Chancellor Elementary 6,028,587 845 7,134

122 Collins Elementary 6,481,540 848 7,643

103 Martin Elementary 5,502,402 869 6,332

121 Bush Elementary 6,510,194 871 7,474

141 Klentzman Intermediate 6,001,286 964 6,225

7,202 Average


144 Miller Intermediate 5,898,491 907 6,503

143 Mata Intermediate 6,020,717 911 6,609

140 Owens Intermediate 6,121,455 972 6,298

142 Youngblood Intermediate 6,664,767 974 6,843

117 Sneed Elementary 7,394,002 992 7,454

6,741 Average

Enrollment over 1,000

124 Holmquist Elementary 7,086,915 1,031 6,874

119 Outley Elementary 6,697,138 1,058 6,330

145 Budewig Intermediate 7,752,837 1,311 5,914

6,373 Average

Total Elem. & Int. Schools 174,583,830 23,956 7,288

Campus Budgets

2021-22 Budgeted per Student Expenditures

Organization


Budget Budgeted Per Student

2020-21 Enrollment Expenditures

Campus Budgets

2021-22 Budgeted per Student Expenditures

Organization

043 Killough Middle 6,315,586 829 7,618

044 Holub Middle 6,056,592 847 7,151

041 Alief Middle 6,362,440 893 7,125

045 Albright Middle 7,255,625 1,145 6,337

042 Olle Middle 7,043,720 1,163 6,057

046 O'Donnell Middle 8,100,621 1,346 6,018

Total Middle Schools 41,134,584 6,223 6,610

011 Crossroads 1,303,951 55 23,708

005 Alternative Learning Center 5,774,542 229 25,216

922 Night High School / SOAR 2,660,926 140 19,007

012 Early College High School 2,737,512 400 6,844

006 Kerr High 5,059,599 810 6,246

007 9th Grade Center - Hastings 6,668,346 980 6,804

008 9th Grade Center - Elsik 6,748,052 980 6,886

003 Taylor High School 18,194,986 2,939 6,191

002 Elsik High 18,263,931 3,198 5,711

001 Hastings High 17,951,761 3,223 5,570

923 Center for Advanced Careers 2,864,610 -

Total High Schools 88,228,216 12,954 6,811

Total Campus Costs 303,946,630$ 43,133 7,047$



2020-21 Total 2021-22 Total



6118 Extra duty pay - professionals 36,825 0.21% 13,500 0.08%





16,536,519 92.35% 16,726,777 93.18%


11 Instruction 508,863 2.84% 306,143 1.71%





33 Health Services 450 0.00% 3,000 0.02%


51 Plant Maint. & Operations 559,815 3.13% 616,853 3.44%

1,370,185 7.65% 1,224,984 6.82%




Clerical 35.0 35.0

Counselors 8.0 8.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 161.0 162.0




Federal 2.0 2.0

Special Education – Federal 4.0 5.0

ESSER - 2.0

Total Campus Staffing 264.0 271.0


Total Annual Operating Costs per Student 5,486$ 5,570$ 1.53%

Alief Hastings High School




2020-21 Total 2021-22 Total








16,934,809 92.70% 17,120,933 93.74%


11 Instruction 576,513 3.16% 354,457 1.94%





33 Health Services 2,500 0.01% 2,500 0.01%



61 Community Services 1,000 0.01% 1,000 0.01%0 - 0

1,333,732 7.30% 1,142,998 6.26%




Clerical 34.0 34.0

Counselors 8.0 8.0

Librarians 1.0 1.0

Nurses 1.0 1.0





Federal 5.0 5.0


ESSER - 2.0




Alief Elsik High School




2020-21 Total 2021-22 Total








16,675,002 92.77% 17,005,429 93.46%


11 Instruction 468,419 2.61% 330,277 1.82%





33 Health Services 1,284 0.01% 1,800 0.01%



61 Community Services 200 0.00% 200 0.00%

1,298,617 7.23% 1,189,557 6.54%




Clerical 33.0 33.0

Counselors 8.0 8.0

Librarians 1.0 1.0

Nurses 1.0 1.0





Federal 3.0 3.0


ESSER - 2.0




Taylor High School




2020-21 Total 2021-22 Total







5,514,434 92.92% 5,400,391 93.52%


11 Instruction 87,751 1.48% 46,233 0.80%

12 Instructional Resources 500 0.01% 500 0.01%

13 Staff Development 6,000 0.10% 6,000 0.10%



33 Health Services 1,100 0.02% 1,100 0.02%



420,366 7.08% 374,151 6.48%




Clerical 27.0 27.0

Counselors 7.0 7.0

Librarians - -

Nurses 1.0 1.0

Teachers 42.0 42.0




Federal - -


ESSER - -


Enrollment 15 229


Alief Learning Center




2020-21 Total 2021-22 Total







61XX Benefits and other payroll costs 1,050,114 19.12% 932,689 18.43%

5,030,357 91.59% 4,728,637 93.46%


11 Instruction 158,104 2.88% 104,751 2.07%





33 Health Services - 0.00% 200 0.00%



462,128 8.41% 330,962 6.54%




Clerical 17.0 17.0

Counselors 2.0 2.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 41.5 41.5

Special Education - Teachers - -

Special Education - Clerical - -


Federal - -

Special Education – Federal - -

ESSER - 1.0


Enrollment 809 810


Kerr High School




2020-21 Total 2021-22 Total



6118 Extra duty pay - professionals 53,800 0.79% - 0.00%





6,385,590 94.08% 6,246,251 93.67%


11 Instruction 125,085 1.84% 121,696 1.82%





33 Health Services 81 0.00% 1,000 0.01%


401,913 5.92% 422,095 6.33%




Clerical 15.0 15.0

Counselors 3.0 3.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 60.0 60.0




Federal 3.0 2.0

Special Education – Federal - 1.0

ESSER - 1.0


Enrollment 1,052 980


Alief Hastings Ninth Grade Center




2020-21 Total 2021-22 Total








6,333,191 94.70% 6,357,653 94.21%


11 Instruction 89,172 1.33% 89,110 1.32%





33 Health Services 651 0.01% 1,060 0.02%


354,571 5.30% 390,399 5.79%




Clerical 15.0 15.0

Counselors 3.0 3.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 60.0 60.0




Federal 2.0 2.0


ESSER - 1.0


Enrollment 1,011 980


Alief Elsik Ninth Grade Center




2020-21 Total 2021-22 Total



6119 Teachers / other professionals 859,741 59.08% 803,947 61.65%



1,347,977 92.63% 1,223,699 93.85%


11 Instruction 38,029 2.61% 9,449 0.72%

13 Curriculum & Instruction 600 0.04% 750 0.06%

23 School Leadership 325 0.02% - 0.00%



107,196 7.37% 80,252 6.15%




Clerical 4.5 4.5

Counselors 1.0 1.0

Librarians - -

Nurses - -

Teachers 10.0 10.0




Federal - -


ESSER - - Total Campus Staffing 17.5 17.5

Enrollment 16 55


Crossroads




2020-21 Total 2021-22 Total


6112 Substitute teachers 50,000$ 1.71% 50,000 1.83%





2,646,607 90.51% 2,514,970 91.87%


11 Instruction 215,536 7.37% 171,089 6.25%


23 School Leadership 2,626 0.09% 750 0.03%




277,524 9.49% 222,542 8.13%




Clerical 5.0 5.0

Counselors 2.5 2.5

Librarians - -

Nurses - -

Teachers 22.0 22.0




Federal - -


ESSER - -


Enrollment 401 400


Early College High School




2020-21 Total 2021-22 Total



6118 Extra-duty pay professionals 250,000 8.71% 250,000 9.40%



61XX Benefits and other payroll costs 548,899 19.11% 442,354 16.62%0

2,816,823 98.09% 2,622,802 98.57%


11 Instruction 47,537 1.66% 30,969 1.16%

13 Curriculum & Instruction 28 0.00% 1,000 0.04%

23 School Leadership 5,220 0.18% 890 0.03%


33 Health Services - 0.00% 250 0.01%

54,957 1.91% 38,124 1.43%




Clerical 6.0 6.0

Counselors 1.0 1.0

Librarians - -

Nurses - -

Teachers 25.0 25.0




Federal 3.0 3.0


ESSER - 1.0


Enrollment 181 140


Night High School / Soar




2020-21 Total 2021-22 Total


6112 Substitutes - teachers 0.00% 0.00%



61XX Benefits and other payroll costs 547,379 0.00% 477,738 16.68%- 0

2,545,727 0.00% 2,491,512 86.98%


11 Instruction 124,259 0.00% 148,600 5.19%



31 Guidance, Counseling, & Eval. 250 0.00% 250 0.01%

33 Health Services 1,480 0.00% 3,000 0.10%



294,051 0.00% 373,098 13.02%




Clerical 3.0 3.0

Counselors - -

Librarians - -

Nurses 1.0 1.0

Teachers 29.0 29.0




Federal - -


ESSER - -


Alief Center for Advanced Careers




2020-21 Total 2021-22 Total








6,135,489 93.74% 6,009,171 94.45%


11 Instruction 118,928 1.82% 70,082 1.10%





33 Health Services 980 0.01% 1,000 0.02%


409,490 6.26% 353,269 5.55%




Clerical 16.5 16.5

Counselors 4.0 4.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 57.0 54.0




Federal 7.5 7.5


ESSER - 1.0


Enrollment 872 893


Alief Middle School




2020-21 Total 2021-22 Total








6,604,851 92.95% 6,624,606 94.05%


11 Instruction 177,491 2.50% 102,292 1.45%





33 Health Services 800 0.01% 800 0.01%



500,880 7.05% 419,114 5.95%




Clerical 16.5 18.5

Counselors 4.0 4.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 65.0 66.0




Federal 9.0 9.0


ESSER - 1.0




Olle Middle School




2020-21 Total 2021-22 Total








5,951,968 92.50% 5,918,531 93.71%


11 Instruction 105,126 1.63% 64,368 1.02%





33 Health Services 1,254 0.02% 1,000 0.02%

36 Co-Curricular Activities - 0.00% 1,400 0.02%


482,864 7.50% 397,055 6.29%




Clerical 15.5 14.5

Counselors 4.0 4.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 51.0 49.0




Federal 9.0 9.0


ESSER - 1.0


Enrollment 846 829


Killough Middle School




2020-21 Total 2021-22 Total







5,351,223 93.32% 5,703,719 94.17%


11 Instruction 104,134 1.82% 58,311 0.96%





33 Health Services 2,660 0.05% 2,000 0.03%

36 Co-Curricular Activities 800 0.01% 3,350 0.06%



383,164 6.68% 352,873 5.83%




Clerical 14.5 14.5

Counselors 4.0 4.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 50.0 49.0




Federal 7.5 7.5


ESSER - 1.0


Enrollment 847 847


Holub Middle School




2020-21 Total 2021-22 Total








6,488,252 94.66% 6,871,155 94.70%


11 Instruction 136,753 2.00% 95,900 1.32%





33 Health Services 1,585 0.02% 1,585 0.02%


51 Plant Maint. & Operations 152,343 2.22% 207,854 2.86%0

366,352 5.34% 384,470 5.30%




Clerical 17.5 17.5

Counselors 4.0 4.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 64.0 64.0




Federal 9.0 8.0


ESSER - 1.0




Albright Middle School




2020-21 Total 2021-22 Total








7,580,663 94.19% 7,706,350 95.13%


11 Instruction 165,978 2.06% 113,734 1.40%





33 Health Services 1,800 0.02% 2,000 0.02%



467,618 5.81% 394,271 4.87%




Clerical 19.5 20.5

Counselors 4.0 4.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 75.0 74.0




Federal 9.0 9.0


ESSER - 1.0




O'Donnell Middle School




2020-21 Total 2021-22 Total



6118 Extra duty pay - professionals 26 0.00% - 0.00%





5,974,889 95.48% 5,755,234 95.97%


11 Instruction 152,467 2.44% 63,698 1.06%


13 Curriculum & Instruction 3,693 0.06% 800 0.01%



33 Health Services 15 0.00% 50 0.00%


282,696 4.52% 241,762 4.03%




Clerical 15.0 14.0

Counselors 2.0 1.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 56.0 52.0




Federal 4.0 4.0


ESSER - 1.0


Enrollment 791 761


Youens Elementary School




2020-21 Total 2021-22 Total








5,259,399 93.91% 4,984,198 96.79%


11 Instruction 102,746 1.83% 45,361 0.88%





33 Health Services - 0.00% 500 0.01%



340,904 6.09% 165,202 3.21%




Clerical 15.0 15.0

Counselors 1.0 1.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 49.0 51.0




Federal 4.0 4.0


ESSER - 1.0


Enrollment 658 725


Boone Elementary School




2020-21 Total 2021-22 Total








5,495,789 94.39% 5,247,397 95.37%


11 Instruction 130,803 2.25% 69,066 1.26%





33 Health Services 3,794 0.07% 1,500 0.03%


326,524 5.61% 255,005 4.63%




Clerical 18.0 19.0

Counselors 1.0 1.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 55.0 55.0




Federal 7.0 7.0


ESSER - 1.0


Enrollment 823 869


Martin Elementary School




2020-21 Total 2021-22 Total








4,561,961 94.01% 4,466,684 95.30%


11 Instruction 86,089 1.77% 37,772 0.81%





33 Health Services 700 0.01% 550 0.01%


61 Community Services 3,081 0.06% - 0.00%

290,822 5.99% 220,441 4.70%




Clerical 14.0 13.0

Counselors 1.0 1.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 39.0 39.0




Federal 4.0 4.0


ESSER - 1.0


Enrollment 500 531


Chambers Elementary School




2020-21 Total 2021-22 Total







5,575,984 94.76% 5,418,883 95.69%


11 Instruction 104,624 1.78% 55,490 0.98%





33 Health Services 845 0.01% 1,500 0.03%



308,598 5.24% 243,829 4.31%




Clerical 14.0 15.0

Counselors 2.0 1.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 51.0 46.0




Federal 4.0 4.0


ESSER - 1.0


Enrollment 665 665


Smith Elementary School




2020-21 Total 2021-22 Total








4,053,270 93.77% 4,137,811 94.85%


11 Instruction 93,834 2.17% 48,967 1.12%


13 Curriculum & Instruction 1,200 0.03% - 0.00%



33 Health Services 250 0.01% 250 0.01%

36 Co-Curricular Activities 500 0.01% 500 0.01%



269,406 6.23% 224,831 5.15%




Clerical 12.0 13.0

Counselors 1.0 1.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 37.5 34.5




Federal 3.0 3.0


ESSER - 1.0


Enrollment 540 501


Mahanay Elementary School




2020-21 Total 2021-22 Total








5,130,532 95.63% 5,145,413 95.68%


11 Instruction 82,922 1.55% 52,431 0.97%




31 Counseling 53,721 1.00% 56,463 1.05%

33 Health Services 989 0.02% 1,200 0.02%


234,575 4.37% 232,170 4.32%




Clerical 14.0 14.0

Counselors 1.0 1.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 47.0 47.0




Federal 3.5 3.5


ESSER - 1.0


Enrollment 660 684


Kennedy Elementary School




2020-21 Total 2021-22 Total








6,178,590 95.67% 5,774,825 95.79%


11 Instruction 83,748 1.30% 55,213 0.92%





33 Health Services 1,143 0.02% 1,300 0.02%


279,508 4.33% 253,762 4.21%




Clerical 19.0 17.0

Counselors 2.0 1.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 55.0 55.0




Federal 7.0 7.0


ESSER - 4.0


Enrollment 797 845


Chancellor Elementary School




2020-21 Total 2021-22 Total








5,279,885 94.90% 5,409,518 96.16%


11 Instruction 123,104 2.21% 57,472 1.02%

12 Instructional Resources 575 0.01% 2,500 0.04%




33 Health Services 293 0.01% 800 0.01%


284,001 5.10% 216,111 3.84%




Clerical 14.0 12.0

Counselors 1.0 1.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 51.0 49.0




Federal 3.0 3.0


ESSER - 1.0


Enrollment 715 746


Liestman Elementary School




2020-21 Total 2021-22 Total








4,128,816 95.19% 4,515,979 96.20%


11 Instruction 99,357 2.29% 50,061 1.07%



23 School Leadership 850 0.02% 500 0.01%

31 Counseling 2,174 0.05% 5,322 0.11%

33 Health Services - 0.00% 600 0.01%

36 C-Curricular Services 54 0.00% - 0.00%


61 Community Services 1,235 0.03% 150 0.00%

208,773 4.81% 178,629 3.80%




Clerical 13.0 14.0

Counselors 1.0 1.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 41.0 42.0




Federal 3.0 3.0


ESSER - 1.0


Enrollment 578 651


Petrosky Elementary School




2020-21 Total 2021-22 Total








4,947,416 94.89% 4,866,243 95.55%


11 Instruction 92,450 1.77% 53,388 1.05%





33 Health Services 892 0.02% 1,000 0.02%


61 Community Services 0.00% 759 0.01%

266,286 5.11% 226,736 4.45%


Budgeted Staff: - -


Clerical 12.0 11.0

Counselors 1.0 1.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 47.0 47.0




Federal 4.0 4.0


ESSER - 1.0


Enrollment 731 763


Heflin Elementary School




2020-21 Total 2021-22 Total








4,161,995 94.24% 4,367,763 95.70%


11 Instruction 84,991 1.92% 39,292 0.86%





33 Health Services 1,500 0.03% - 0.00%

36 Co-Curricular Activities 9,734 0.22% - 0.00%


61 Community Services 1,704 0.04% - 0.00%

254,364 5.76% 196,049 4.30%




Clerical 14.0 14.0

Counselors 1.0 1.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 39.0 35.0




Federal 3.0 3.0


ESSER - 2.0


Enrollment 511 491


Cummings Elementary School




2020-21 Total 2021-22 Total








4,567,243 95.77% 4,600,739 96.74%


11 Instruction 91,125 1.91% 37,052 0.78%


13 Curriculum & Instruction 320 0.01% 700 0.01%



33 Health Services 876 0.02% 925 0.02%


201,539 4.23% 154,800 3.26%




Clerical 13.0 13.0

Counselors 1.0 1.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 43.0 43.0




Federal 3.0 3.0


ESSER - 1.0


Enrollment 500 548


Rees Elementary School




2020-21 Total 2021-22 Total








4,957,735 95.04% 4,825,315 95.61%


11 Instruction 104,514 2.00% 37,755 0.75%





33 Health Services 700 0.01% 700 0.01%

36 Co-Curricular Activities - 0.00% 200 0.00%



258,961 4.96% 221,400 4.39%




Clerical 14.0 15.0

Counselors 1.0 1.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 45.0 42.0




Federal 4.5 4.5


ESSER - 2.0


Enrollment 636 611


Alexander Elementary School




2020-21 Total 2021-22 Total



6118 Extra duty pay - professionals 0.00% 0.00%





6,356,691 95.37% 6,194,177 96.22%


11 Instruction 115,942 1.74% 60,649 0.94%





33 Health Services 1,184 0.02% 1,134 0.02%

36 Cocurricular Activities 217 0.00% - 0.00%


61 Community Services 415 0.01% 1,000 0.02%

308,352 4.63% 243,602 3.78%




Clerical 16.0 17.0

Counselors 2.0 1.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 57.0 55.0




Federal 4.0 4.0


ESSER - 2.0


Enrollment 808 841


Hearne Elementary School




2020-21 Total 2021-22 Total







61XX Benefits and other payroll costs 1,249,809 20.31% 1,032,004 19.08%0

5,838,514 94.89% 5,158,417 95.36%


11 Instruction 130,323 2.12% 51,301 0.95%





33 Health Services 1,090 0.02% 1,750 0.03%


314,591 5.11% 250,790 4.64%




Clerical 15.0 13.0

Counselors 2.0 1.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 51.0 44.0




Federal 4.0 4.0


ESSER - 5.0


Enrollment 632 657


Landis Elementary School




2020-21 Total 2021-22 Total








7,343,048 95.73% 7,069,368 95.61%


11 Instruction 102,616 1.34% 76,289 1.03%





33 Health Services 1,300 0.02% 1,500 0.02%

36 Co-Curricular Activities 100 0.00% 100 0.00%



327,812 4.27% 324,634 4.39%




Clerical 20.0 20.0

Counselors 3.0 2.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 69.0 66.0




Federal 4.5 4.5


ESSER - 4.0


Enrollment 952 992


Sneed Elementary School




2020-21 Total 2021-22 Total



6118 Extra duty pay - professionals 925 0.02% - 0.00%





5,738,591 95.11% 5,529,223 95.68%


11 Instruction 121,782 2.02% 57,159 0.99%





33 Health Services 571 0.01% 500 0.01%


294,965 4.89% 249,748 4.32%




Clerical 14.0 13.0

Counselors 2.0 1.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 54.0 47.0




Federal 4.5 4.5


ESSER - 4.0


Enrollment 733 747


Best Elementary School




2020-21 Total 2021-22 Total








6,575,193 94.99% 6,419,717 95.86%


11 Instruction 118,830 1.72% 82,482 1.23%





33 Health Services 1,034 0.01% 1,500 0.02%


346,570 5.01% 277,421 4.14%




Clerical 15.0 14.0

Counselors 2.0 2.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 64.0 63.0




Federal 3.0 4.0


ESSER - 1.0


Enrollment 977 1,058


Outley Elementary School




2020-21 Total 2021-22 Total








5,079,253 94.42% 5,119,505 95.28%


11 Instruction 100,657 1.87% 50,938 0.95%





33 Health Services 360 0.01% 250 0.00%


61 Community Services 0.00% 200 0.00%

299,974 5.58% 253,352 4.72%




Clerical 15.0 16.0

Counselors 1.0 1.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 46.0 46.0




Federal 4.0 4.0


ESSER - 1.0


Enrollment 668 675


Hicks Elementary School




2020-21 Total 2021-22 Total







5,981,774 94.52% 6,218,741 95.52%


11 Instruction 142,124 2.25% 73,014 1.12%

12 Instructional Resources - 0.00% 5,000 0.08%




33 Health Services 71 0.00% 2,000 0.03%


346,901 5.48% 291,453 4.48%




Clerical 18.0 17.0

Counselors 2.0 1.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 59.0 60.0




Federal 4.0 4.0


ESSER - 2.0


Enrollment 803 871


Bush Elementary School




2020-21 Total 2021-22 Total








6,782,284 95.18% 6,199,318 95.65%


11 Instruction 101,144 1.42% 68,405 1.06%





33 Health Services 979 0.01% 1,300 0.02%


61 Community Services 31 0.00% - 0.00%

343,205 4.82% 282,222 4.35%




Clerical 17.0 15.0

Counselors 2.0 1.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 63.0 57.0




Federal 6.0 6.0


ESSER - 6.0


Enrollment 868 848


Collins Elementary School




2020-21 Total 2021-22 Total








6,551,849 94.96% 6,116,045 95.43%


11 Instruction 121,413 1.76% 62,961 0.98%





33 Health Services 1,500 0.02% 1,500 0.02%


61 Community Services 0.00% 2,000 0.03%

347,499 5.04% 292,900 4.57%




Clerical 16.0 14.0

Counselors 2.0 1.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 62.0 55.0




Federal 5.0 5.0


ESSER - 3.0


Enrollment 804 806


Horn Elementary School




2020-21 Total 2021-22 Total








6,886,672 94.81% 6,787,374 95.77%


11 Instruction 150,808 2.08% 84,802 1.20%


13 Staff Development 13,277 0.18% 4,300 0.06%



33 Health Services 2,000 0.03% 1,350 0.02%

36 Co-Curricular Services 1,775 0.02% - 0.00%


61 Community Services - 0.00% 500 0.01%

377,091 5.19% 299,541 4.23%




Clerical 17.0 16.0

Counselors 2.0 2.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 65.0 65.0




Federal 5.0 5.0


ESSER - 1.0


Enrollment 936 1,031


Holmquist Elementary School




2020-21 Total 2021-22 Total








5,690,983 94.27% 5,830,094 95.24%


11 Instruction 114,777 1.90% 74,138 1.21%

12 Instructional Resources - 0.00% 7,500 0.12%




33 Health Services 750 0.01% - 0.00%

36 Co-Curricular Activities 234 0.00% - 0.00%



346,071 5.73% 291,361 4.76%




Clerical 13.0 13.0

Counselors 2.0 2.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 58.0 58.0




Federal 6.0 6.0


ESSER - 1.0


Enrollment 932 972


Owens Intermediate School




2020-21 Total 2021-22 Total








5,925,626 94.62% 5,690,220 94.82%


11 Instruction 113,820 1.82% 88,977 1.48%





33 Health Services 700 0.01% 700 0.01%


336,959 5.38% 311,066 5.18%




Clerical 13.0 13.0

Counselors 2.0 2.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 54.0 56.0




Federal 6.0 6.0


ESSER - 1.0


Enrollment 904 964


Klentzman Intermediate School




2020-21 Total 2021-22 Total








6,255,599 94.58% 6,349,512 95.27%


11 Instruction 112,292 1.70% 62,773 0.94%





33 Health Services 2,500 0.04% 2,500 0.04%


358,475 5.42% 315,255 4.73%




Clerical 13.0 12.0

Counselors 2.0 2.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 59.0 58.0




Federal 4.0 4.0


ESSER - 1.0


Enrollment 921 974


Youngblood Intermediate School




2020-21 Total 2021-22 Total








5,454,678 93.85% 5,734,573 95.25%


11 Instruction 123,469 2.12% 76,208 1.27%





33 Health Services 1,008 0.02% 1,500 0.02%



357,208 6.15% 286,144 4.75%


Budgeted Staff: - -


Clerical 12.0 12.0

Counselors 2.0 2.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 55.0 54.0




Federal 7.0 7.0


ESSER - 1.0


Enrollment 872 911


Mata Intermediate School




2020-21 Total 2021-22 Total








5,876,611 94.48% 5,596,735 94.88%


11 Instruction 115,193 1.85% 73,917 1.25%





33 Health Services 2,100 0.03% 2,100 0.04%



343,054 5.52% 301,756 5.12%




Clerical 11.0 11.0

Counselors 2.0 2.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 53.0 53.0




Federal 4.0 4.0


ESSER - 1.0


Enrollment 888 907


Miller Intermediate School




2020-21 Total 2021-22 Total








7,393,268 94.55% 7,401,093 95.46%


11 Instruction 166,947 2.13% 91,508 1.18%





33 Health Services 1,500 0.02% 1,500 0.02%


426,291 5.45% 351,744 4.54%




Clerical 15.0 16.0

Counselors 3.0 3.0

Librarians 1.0 1.0

Nurses 1.0 1.0

Teachers 75.0 74.0




Federal 6.0 6.0


ESSER - 2.0




Budewig Intermediate School



Financial Section

Debt Service Fund

Debt Service Fund

General Construction Proposition 482,585,000$ Technology Equipment Proposition 30,590,000 Crump Stadium Upgrades and Maintenance 19,430,000 Other Athletic Facility Upgrades & Maint. 9,095,000

Total 541,700,000$

Totals per Proposition (by descending cost)

Debt Service Fund Overview

The Debt Service Fund accounts for payments of principal, interest and related fees on the district’s general obligation bonds. Under Texas Law, only these debt service payments can be charged to this fund. Revenue is received from a designated allocation of the property tax rate, and from the federal government under the Qualified School Construction Bond (QSCB) program. The District no longer receives a significant amount of revenue from the State under the Instructional Facilities Allotment (IFA) and Existing Debt Allotment (EDA) programs.

In an election on May 09, 2015, the voters approved a bond referendum totaling $341,000,000 by a vote of 834 (72.3%) for to 318 against. Major projects included in this referendum are: a Career Center, a Multi-Purpose Center, a Fine Arts addition at Kerr High School, Gymnasium Additions at each middle school, facilities for Pre-K expansion, school buses and other district renovations. The district has issued all of the debit authorized by this referendum with the fifth and final installment ($55,335,000) issued in May, 2021.

The District is planning for a referendum on November 2, 2021. A community Bond Steering Committee was formed in January 2021 and monthly meeting were held through July 2021. In August of 2021, the board called for a bond referendum totaling $541.7M. The referendum is divided into four separate propositions based on election code requirements. If approved, this debt will be issued over the next seven years with an estimated impact on the tax rate of $0.06.

Debt Service Expenditures

The 2021-22 expenditure budget consists of the following amounts: $26,271,467 for bond principal and sinking fund payments, $12,829,253 for bond interest payments and $40,000 for other fees. Detailed debt service requirements are included within this section of the budget document. The budget includes debt service requirements for the first installment of the 2021 referendum. Budgets will be adjusted if the referendum is not successful.

These expenditure estimates are fairly straightforward since they are primarily based on debt that has already been issued. The Series 2009 and 2010 bonds were issued under the federal government’s QSCB program. The 2009 QSCB bonds were issued as tax credit bonds - the federal government provides tax credits to the purchasers of the bonds which allowed the district to issue the bonds with a 0% interest rate. The 2010 QSCB bonds were issued as “direct pay to issuer” QSCB bonds. The district receives a rebate of the interest paid on the bonds from the federal government effectively reducing the interest cost to 0%. The principal maturities for the 2009 and 2010 bonds are in 2024 and 2027; however, both series require annual sinking fund deposits. For budgetary purposes, these sinking fund deposits are treated as principal expenditures since the adopted tax rate must provide sufficient funds to cover the deposits. Historically, the district’s administration and Board have structured debt with an aggressive principal retirement schedule that has allowed the district to minimize the effect of new debt issuance on the tax rate. Approximately 66% of the existing outstanding debt will be retired within the next 10 years which is well above the statewide average of 44%. Additionally, Alief’s total debt outstanding per student of $7,761 is significantly lower than our neighboring area districts.


Debt Service Fund (continued)

State Facilities Funding

House Bill 4, originally enacted during the 1997 Legislative session, provided State funding for instructional school facilities (IFA). This program provides a guaranteed level ($35 – unchanged since 1997) of State and local funds per student per penny of tax effort applicable to debt service on eligible bonds. Additional State funding for existing debt (Existing Debt Allotment – EDA) was first granted during the 1999 Legislative session. Since the district’s property value per student per penny of tax is greater than the guaranteed levels under these programs, the district no longer receives State funding for facilities. Unless the Legislature adjusts the guaranteed yield substantially for these programs, the district does not anticipate receiving State funds for facilities in the future.

Tax Rate and Fund Balance Impact

The estimated budgetary fund balance at August 31, 2021, is approximately $4.9 million. The difference between the budgetary fund balance and actual fund balance are the deposits to the required sinking fund for the 2009 and 2010 QSCB bonds. In the Comprehensive Annual Financial Report, these deposits are included in a restricted cash account and fund balance. For budgetary purposes, these deposits are treated as expenditures to adopt the appropriate tax rate necessary to make the sinking fund deposit.

As of August 31, 2021, fund balance is projected to be above the District’s benchmark of 1/12th of the preceding year’s expenditures by $2.2 million; therefore, the district adopted a deficit budget of $1.8M to avoid increasing the tax rate.

On August 31, 2016, the debt service rate was $0.155. For 2016-17, a 2.5 penny increase was necessary to provide funds needed for the new debt issued. The rate was increased by another 2.5 pennies to $0.205 for 2017-18 and has remained unchanged since that time. Projections prepared for the Bond Steering Committee and Board of Trustees, and widely publicized prior to the 2015 referendum indicated that the anticipated impact of issuing the $341 million in new debt was a projected tax rate increase of 8.5 cents over the next 6 years. The actual tax rate increase was only 5.0 cents during this time period. The district continues to have one of the lowest debt service tax rates in Harris County.

In preparing for the 2021 referendum, various financial projections and projects were presented to the Board Steering Committee. The Committee voted to include $541.7M in projects after reviewing district needs and the estimated financial impact – an estimated 6 cent increase over the next seven years while maintaining fund balance at or near the target level.


Actual Actual Actual Projected Budget

2017-18 2018-19 2019-20 2020-21 2021-22

Revenues

Local sources 30,491,833$ 32,344,961$ 33,237,803$ 35,216,534$ 36,505,607$

State sources 1,601,053 1,040,454 286,768 - -

Federal sources 800,401 803,828 808,520 808,113 808,113

Total Revenues 32,893,287 34,189,243 34,333,091 36,024,647 37,313,720

Expenditures

Debt Service:

Principal 23,275,000 21,285,000 20,070,000 24,601,467 26,271,467

Interest & fees 9,486,832 9,785,617 10,637,446 11,891,180 12,869,253


Revenues Over

Expenditures 131,455 3,118,626 3,625,645 (468,000) (1,827,000)

Fund Balances, beginning 4,686,770 2,761,758 3,823,917 5,393,095 4,925,095

Deposits to Sinking Fund (2,056,467) (2,056,467) (2,056,467) - -

Budgetary Fund Balances,

Ending 2,761,758$ 3,823,917$ 5,393,095$ 4,925,095$ 3,098,095$

Debt Service Fund

Five Year Summary of Revenues & Expenditures


Note: The 2020-21 budgeted debt service payment includes the deposits to the QSCB sinking fund since for

budgetary purposes, these deposits are treated the same as an expenditure and the district tax rate must be sufficient

to provide funds for the deposits.

Note: One common method

used to estimate appropriate

debt service fund balance

levels is to divide the

preceeding year's principal

and interest by 12. Alief

I.S.D.'s benchmark at

08/31/21 using this method is

approx. $3.0 million so our

fund balance is currently

slightly above this level. $1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

2017-18 2018-19 2019-20 2020-21 2021-22

Fund Balance


Fiscal Year

Ended Percent

August 31, Principal Interest Total Retired

2022 26,271,467$ 12,829,524$ 39,100,991$ 8.52%

2023 26,501,467 12,359,279 38,860,746 16.99%

2024 25,591,466 11,252,591 36,844,057 25.02%

2025 22,960,000 10,205,491 33,165,491 32.25%

2026 22,170,000 9,204,679 31,374,679 39.09%

2027 21,120,000 7,851,750 28,971,750 45.40%

2028 19,065,000 6,571,943 25,636,943 50.99%

2029 18,670,000 5,743,456 24,413,456 56.31%

2030 18,670,000 4,953,236 23,623,236 61.46%

2031 18,670,000 4,233,300 22,903,300 66.45%

2032 18,670,000 3,599,625 22,269,625 71.30%

2033 18,670,000 3,014,112 21,684,112 76.03%

2034 17,940,000 2,465,193 20,405,193 80.47%

2035 17,940,000 1,957,320 19,897,320 84.81%

2036 17,470,000 1,466,078 18,936,078 88.94%

2037 14,690,000 1,024,171 15,714,171 92.36%

2038 10,940,000 684,081 11,624,081 94.90%

2039 9,625,000 425,496 10,050,496 97.09%

2040 7,030,000 228,850 7,258,850 98.67%

2041 4,440,000 98,650 4,538,650 99.66%

2042 1,550,000 23,250 1,573,250 100.00%

Totals 358,654,400$ 100,192,075$ 458,846,475$

Note: Within the next five years, Alief

I.S.D. will retire approximately 39% of

the currently issued debt. The average

debt retired within 5 years for Texas

school districts is 21%. Alief also

compares very favorably to the state

average of debt retired with 10 years-

66% vs. 44%. Overall, the Texas

repayment schedules are below

average - repayment of 25% over 5

years and 50% over ten years is

considered a nationwide average. Alief

is well above these target ratios also.

Debt Service Fund

Debt Retirement Summary

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

90.00%

State Average Alief I.S.D.

5-years 10-years



Total Debt and Percent Retired by Year

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

$0

$50,000,000

$100,000,000

$150,000,000

$200,000,000

$250,000,000

$300,000,000

$350,000,000

$400,000,000

$450,000,000

20

22

20

23

20

24

20

25

20

26

20

27

20

28

20

29

20

30

20

31

20

32

20

33

20

34

20

35

20

36

20

37

20

38

20

39

20

40

20

41

20

42

Total Debt % retired

5 yrs

10 yrs

Note: This is a graph of the total debt outstanding including principal and interest at the end of

each year between 2022 and 2042 – the year that all currently issued (and projected) debt will be

retired. As a guideline, rating agencies look for a repayment schedule that retires 25 percent of

principal a quarter through the life of the debt and 50 percent halfway through the life of the debt.

Alief is well above this guideline.


Debt Comparison with Neighboring Districts

Total Debt and Percent Paid in 10 Years

$0

$500,000,000

$1,000,000,000

$1,500,000,000

$2,000,000,000

$2,500,000,000

$3,000,000,000

$3,500,000,000

$4,000,000,000

$4,500,000,000

$5,000,000,000

Cy-Fair Katy Clear

Creek

Fort

Bend

Spring

Branch

Aldine Alief

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Total Debt % paid in 10 yrs.

`

Note: The information above is as of August, 31, 2020, because that is the most recent data

available for other Districts.




Alvin Brazoria 1.3977 0.9630 0.4347

Spring Harris 1.3128 0.9028 0.4100



Katy Harris 1.3517 0.9617 0.3900

Klein Harris 1.3001 0.9201 0.3800



Tomball Harris 1.2500 0.8950 0.3550

Humble Harris 1.3389 0.9889 0.3500



Pasadena Harris 1.3812 1.0712 0.3100


Aldine Harris 1.2669 0.9644 0.3025



Deer Park Harris 1.3496 1.0796 0.2700

La Porte Harris 1.2569 1.0397 0.2172

Alief Harris 1.2048 0.9998 0.2050

Houston Harris 1.0944 0.9277 0.1667

Average Tax Rate 1.2980 0.9650 0.3329

Alief Tax Rate 1.2048 0.9998 0.2050

Note: Under Section 45.003(e), Texas Education Code, a school district is able to issue unlimited tax bonds,

provided that the district demonstrates its projected ability to pay such bonds plus the District's outstanding

bonds (other than bonds authorized by an election held on or before April 1, 1991 and issued before

September 1, 1992, or bonds issued to refund such bonds) at a debt service tax rate of not more than $0.50

per $100 of assessed valuation. Alief's tax rate is well below this limit. The I&S portion remained at $0.205.

Debt Service Fund

Fiscal Year 2021-22

Debt Service Tax Rate Comparison

Fort Bend and Harris County School Districts


Debt Comparisons with Neighboring Districts

Total Debt per Student

$0

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

Alief Aldine Clear Creek Cy-Fair Fort Bend Katy Spring

Branch

7,761

17,806

24,994

27,797

17,716

24,061

25,338

Note: Alief is much lower than many of the surrounding Districts for the total outstanding debt per student

ratio primarily because we repay debt at a faster rate and enrollment trends have allowed for a lower debt

issuance amount. Future debt service budgets will not be negatively impacted by fluctuating or escalating

repayment schedules. The information above is as of August 31, 2020, because that is the most recent

data available for other Districts. Total debt per student is calculated using total principal outstanding.


Financial Section

Food Service Fund

Food Service Special Revenue Fund Food Service Fund Overview

The District’s food service operations are accounted for in the Food Service Special Revenue Fund. Although special revenue funds are generally not included in the annual budget adopted by the Board of Trustees, TEA regulations require inclusion of the food service fund.

The COVID-19 pandemic has impacted the food service department as much as any campus/department in the District. When school abruptly closed March 12, 2020, they quickly transitioned to serving meals curbside to provide food to the thousands of families that depend on these meals. The dedication and commitment by the food service staff to work the “front lines” to serve the needs of the students/community was exceptional. They have continually served meals throughout the pandemic to students attending schools in person and those who chose to attend virtually while managing staffing shortages due to vacancies and quarantine. The financial impact on both 2019-20 and 2020-21 revenues, expenditures and fund balance has been significant and will be discussed below. It is hard to predict what will happen in 2021-22, but the budget has been prepared assuming a “close to normal” school year. Enrollment, mode of instruction, and attendance rates, all have a direct impact on the number of meals served which cause large variations in many areas of the food service fund budget.

Revenues

Approximately 94% of the revenue in this fund is received from the United States Department of Agriculture (USDA) under the National School Lunch Program, the School Breakfast Program and the Food Distribution Program. This revenue is classified as federal. For 2020-21, approximately 87.03% of students qualified to receive either free or reduced price lunch. All students are eligible to receive breakfast free of charge. Other minor revenue sources consist of local and state revenue. Local revenue is primarily from student payments for lunch and a la carte items. Revenue from the state is required matching funds and is less than 1% of total revenue.

Revenues were significantly less in both 2019-20 and 2020-21 due to the pandemic. USDA immediately issued waivers which allowed districts to move to the Seamless Summer Feeding Program and modify operations. When the pandemic began, the Nutrition department quickly shifted to curbside operations. Given the shift in operations, the number of meals served dropped considerably resulting is a revenue loss of approximately $7 million in 2019-20. The reimbursement received for curbside meals covered the cost of the food and the premium pay for those working at the distribution sites, so it was a break even operation. For the 2020-21 school year, the Nutrition department operated a hybrid model serving students who attended in person and offering curbside for those who chose to attend virtually. The revenue loss in 2020-21 was approx. $13 million, however, this loss was offset by $3.2 million in emergency funding reimbursement that the District received for revenue loss in 2019-20.

$0

$4

$8

$12

$16

$20

Mil

lio

ns

Revenue Sources

Local

State

Federal


Food Service Special Revenue Fund (continued)

Expenditures

Food Service expenditures consist primarily of payroll (47%) and supplies and materials (52%). The majority of the supplies and materials budget consists of expenditures for food. In 2018-19, expenditures for food increased significantly because we increased serving sizes to meet required calorie counts, and we purchased higher quality entrée items at the high school level that were preferred by students. We originally budgeted for a slight increase in food expenditures in 2019-20. However, between the school closure and remote/virtual school options, expenditures for food were well below budget for the last two years.

During the closure, all employees were paid for the hours they would have been scheduled to work. All district employees, regardless of funding source, continued to receive normal base pay during closure. The 2019-20 budget included a raise of 6% on the midpoint. However, the cost of the raise was offset by vacant positions and no additional payroll for summer school in 2020. Payroll expenditures in both 2019-20 and 2020-21 were fairly consistent with prior “pre-pandemic” years. The 2021-22 payroll budget includes a 4% raise on the midpoint for all employees, a slight increase in the District contrition to health insurance and a .25% increase in the federal TRS rate from 7.5% to 7.75%.

Rather than allocating allowable expenditures, such as utilities and property insurance, to the food service fund, the district uses the standard indirect cost rate to recognize these charges. Indirect costs reduce the federal revenue in the food service fund. Prior to 2018-19, the indirect cost rate was approximately 15%, but beginning in 2018-19, the allowable rate to charge for indirect costs was significantly reduced to 6.9%. In 2019-20 and 2020-21, indirect costs were not charged to the food service fund in order to preserve as much fund balance as possible. The 2021-22 budget assumes indirect costs will be not be charged again.

Fund Balance

The fund balance for Food Service should not exceed three months of average food service operations expenditures. Fund balance had been above the recommended amount in previous years, so previous budgets have included planned reductions in fund balance for capital outlay. Projects that have been funded include kitchen renovations or new kitchens at several campuses and most recently preliminary costs towards the freezer replacement at the District warehouse. These projects were approved by the Texas Department of Agriculture in order to reduce our fund balance and improve services to our students.

None of our financial forecasts projected anything like what happened during the pandemic. Typically, the federal meals reimbursement revenue covers the cost of both payroll and food. While we were able to drastically cut food costs when normal operations stopped, the payroll cost remained constant which led to two years of combined losses projected at $5.6M. The food service fund cannot have negative fund balance, so we are budgeted for an operating transfer of $300K from the general fund to bring projected ending fund balance to $0 at August 31, 2021.

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

-

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

2017-18 2018-19 2019-20 2020-21 2021-22

Fund Balance as a Percent of Expenditures

Fund Balance % of Expenditures


Food Service Special Revenue Fund (continued)

Fund Balance (continued)

We budgeted for 2021-22 assuming fairly normal operations. It is more understandable to monitor and communicate the status of revenues and expenditures during fiscal year 2021-22 when we compare it to a normal baseline budget verses “our best guess” budget given the uncertainty that still exists. We will closely monitor revenue, expenditures, and participation levels from the beginning of 2021-22 and adjust the budget accordingly. Long-range forecasts include small increases to fund balance each year starting in 2022-23 as we rebuild a recommended fund balance level.


Actual Actual Actual Projected Budget

2017-18 2018-19 2019-20 2020-21 2021-22

Revenues

Local sources 2,428,251$ 2,304,465$ 1,612,906$ 86,327$ 1,475,400$

State sources 162,040 149,518 146,030 139,416 150,000

Federal sources 23,950,101 26,051,233 18,330,776 18,171,008 26,654,600

Total Revenues 26,540,392 28,505,216 20,089,712 18,396,751 28,280,000

Expenditures by function

Food services

6100 Payroll costs 12,577,088 12,739,670 12,869,241 12,542,940 13,420,500

6200 Purchased & cont. services 154,218 149,120 133,734 133,734 140,000

6300 Supplies and materials 13,817,914 15,364,920 10,509,709 7,724,808 14,594,000

6400 Other operating expend. 39,114 53,373 37,232 22,630 50,500

6600 Capital outlay 374,795 216,054 36,169 75,000 75,000

Total food services 26,963,129 28,523,137 23,586,085 20,499,112 28,280,000

Facilities acquisition & const.

6600 Capital outlay 745,690 215,301 - - -


Revenues Over

(Under) Expenditures (1,168,427) (233,222) (3,496,373) (2,102,361) -

Other Financing Sources

Operating transfer from general fund - - - 300,000 -

Fund Balances, beginning 6,700,383 5,531,956 5,298,734 1,802,361 -

Fund Balances, ending 5,531,956$ 5,298,734$ 1,802,361$ -$ -$

Food Service Fund

Five Year Summary of Revenues and Expenditures


47.46%

0.50%

51.61%

0.18% 0.27%

Expenditures by Major Object

Payroll costs

Purchased & cont.services

Supplies andmaterials

Other operatingexpend.

Capital outlay


Informational

Section

District Description and History

Alief ISD is a Texas Education Agency Recognized school district. It was founded in 1917 and is located in southwest Houston - an urban community with thriving businesses, active churches and a variety of recreational facilities. The district encompasses 36.6 square miles.

An exemplary education is provided for students in prekindergarten through grade twelve. The district offers a wide range of educational opportunities in academics, the arts and career and technology education. Special education, gifted/talented, English as a second language (ESL) and an English-Spanish bilingual program are among the support strands available.

Alief is the most ethnically diverse of school districts of comparable size in Texas. Virtually every culture of the modern world is represented in its student enrollment of over 40,000; more than 80 languages and dialects are spoken. Guest speakers, culture clubs and ethnic fairs help promote multicultural appreciation.

Alief ISD's beautiful facilities, including 46 campuses, are a focal point of the community and represent a major property investment by its taxpayers. The district employs a full-time police department to protect this investment, as well as to help maintain a safe environment for students and staff.

Looking back: 100 years in Alief

The area within Alief ISD boundaries today is a bustling urban community, while only a few decades ago, it was a sparsely populated flatland.

In looking back, we find that some things, however, are still the same as they were many years ago for those of us who live and send our children to school in Alief today. Very old records tell us that even in its early days, Alief was a community that cared for its children. Parents wanted excellence in education in a safe environment, and that is still the mission of the district. Alief ISD is fortunate that parents, other community residents and organizations and business partners show their support by generously giving their time, materials, funds and much more to benefit students.

In contrast with the present, Alief (once known as Dairy) was a rural community of about 30 families in the early 1900s. The area was described as a flood-prone prairie, where farmers grew rice, cotton and corn and raised cattle. Going to Houston meant a 30-mile round trip by wagon on an unsurfaced pathway. When the area was flooded, the only way to get to town was by a small train that ran through Alief.

A three-story brick school was built in 1911, replacing the small schoolhouse previously used. Alief’s Dairy School, District 46, officially became an independent school district in 1917, and like the village, it was renamed for the community’s first postmistress, Alief Ozelda Magee.

Alief’s second general store opened in 1915; the stores were popular gathering places for residents. By 1920 a few Alief citizens had automobiles. Electric service, however, wasn’t available until 1935, and residents had to wait several more years for telephone lines to be installed.

The three-story school building was condemned in 1939, so children had to attend classes in a nearby frame structure called the auditorium. It was also used for church services, weddings and other community events. In 1940 a school annex was added.

Construction of the Alief campuses that exist today began with financing from bond issuances in the early 1960s. Alief Elementary School, later renamed for teacher Cynthia Youens, was the first to be built in 1964.


District Description and History (continued)

Even as recently as 1970, the Alief community was more pastureland than developed acreage. A few subdivisions of single-family dwellings dotted the map. Several of today’s major thoroughfares, including the route of the Sam Houston Tollway, were gravel roads. The district only had three elementary schools and a combination junior-senior high school.

As with many areas close to a metropolis, however, sooner or later urbanization occurs. A huge tract of vacant land was sold in 1977, and the Brown & Root complex was built on part of it. Apartment buildings mushroomed over another large portion. There was also the construction of Royal Oaks, an upscale neighbor with homes in excess of $1 million.

Alief’s population almost quadrupled between 1970 and 1985, and business, big and small, multiplied in the community. Annexation of sizable chunks by the city of Houston began in 1977, and Metro bus routes were extended to the suburb. One of the most visible signs of this population boom has been the heavy congestion during peak traffic times. To assist east bound commuters in the morning and westbound commuters in the evening, the construction of the Westpark Tollway, built along the path of the old railroad tracks, made driving a breeze for those traveling between Highway 99, the Sam Houston Tollway and the Loop 610.

The community and the district have steadily continued to grow. The twenty-fourth elementary campus opened in 2007; the sixth intermediate, in 2003; and the fourth high school, in 2001. There are also two ninth-grade centers, six middle schools, an alternative learning center, a disciplinary alternative education program (Crossroads) and an Early College High School currently in the business of educating the children of Alief. Most recently, the district completed construction of the state of the art Alief Center for Advanced Careers during 2018, opened the Center for Talent Development during 2021 and will open two Pre-K Early Childhood Centers in the summer of 2022.


Fiscal

Year

Ending

Aug. 31 Principal Interest Sinking req. Interest Sinking req. Interest Principal Interest

2022 26,271,467$ 12,829,524$ 1,086,467$ 970,000$ 856,960$ 3,285,000$ 609,225$

2023 26,501,467 12,359,279 1,086,467 970,000 856,960 3,275,000 494,450

2024 25,591,466 11,252,591 1,086,466 970,000 856,960 3,275,000 363,450

2025 22,960,000 10,205,491 970,000 856,960 1,770,000 262,550

2026 22,170,000 9,204,679 970,000 856,960 1,755,000 192,050

2027 21,120,000 7,851,750 970,000 428,480 730,000 146,000

2028 19,065,000 6,571,943 730,000 124,100

2029 18,670,000 5,743,456 730,000 102,200

2030 18,670,000 4,953,236 730,000 80,300

2031 18,670,000 4,233,300 730,000 57,944

2032 18,670,000 3,599,625 730,000 35,131

2033 18,670,000 3,014,112 730,000 11,862

2034 17,940,000 2,465,193

2035 17,940,000 1,957,320

2036 17,470,000 1,466,078

2037 14,690,000 1,024,171

2038 10,940,000 684,081

2039 9,625,000 425,496

2040 7,030,000 228,850

2041 4,440,000 98,650

2042 1,550,000 23,250

Totals 358,654,400$ 100,192,075$ 3,259,400$ -$ 5,820,000$ 4,713,280$ 18,470,000$ 2,479,262$

Fiscal

Year

Ending

Aug. 31 Principal Interest Principal Interest Principal Interest Principal Interest2 2 2 2

2022 3,755,000$ 2,306,375$ 1,320,000$ 872,562$ 3,895,000$ 1,969,519$ 3,460,000$ 1,684,000$

2023 3,750,000 2,118,750 1,320,000 806,562 2,600,000 1,807,144 3,460,000 1,511,000

2024 3,750,000 1,931,250 1,320,000 740,562 2,600,000 1,677,144 2,590,000 1,359,750

2025 3,750,000 1,743,750 1,320,000 674,562 2,595,000 1,547,269 2,590,000 1,230,250

2026 3,750,000 1,556,250 1,320,000 608,562 2,595,000 1,417,519 2,590,000 1,100,750

2027 3,750,000 1,368,750 1,320,000 542,562 2,595,000 1,287,769 2,590,000 971,250

2028 3,750,000 1,181,250 1,315,000 489,837 2,595,000 1,158,019 2,590,000 841,750

2029 3,750,000 1,012,500 1,315,000 437,237 2,595,000 1,028,269 2,590,000 712,250

2030 3,750,000 881,250 1,315,000 378,067 2,595,000 898,519 2,590,000 582,750

2031 3,750,000 768,750 1,315,000 332,037 2,595,000 768,769 2,590,000 492,100

2032 3,750,000 656,250 1,315,000 292,587 2,595,000 651,994 2,590,000 440,300

2033 3,750,000 541,406 1,315,000 246,562 2,595,000 548,194 2,590,000 388,500

2034 3,750,000 424,219 1,315,000 199,717 2,595,000 444,394 2,590,000 336,700

2035 3,750,000 304,688 1,315,000 156,978 2,595,000 353,568 2,590,000 284,900

2036 3,750,000 182,813 1,315,000 112,597 2,595,000 275,718 2,590,000 233,100

2037 3,750,000 60,937 1,315,000 68,216 2,595,000 197,868 2,590,000 181,300

2038 1,315,000 23,013 2,595,000 120,018 2,590,000 129,500

2039 2,595,000 40,546 2,590,000 77,700

2040 2,590,000 25,900

2041

2042

Totals 60,005,000$ 17,039,188$ 22,385,000$ 6,982,220$ 48,020,000$ 16,192,240$ 50,950,000$ 12,583,750$

Series 2019 Series 2020

QSCB Bonds

Series 2013

Schoolhouse and

QSCB Bonds

Schoolhouse and

Refunding Bonds

Schoolhouse and

Debt Service Fund

Debt Service Requirements to Maturity by Issue

August 31, 2022

Refunding Bonds

Total Series 2009 Series 2010

Schoolhouse Bonds

Series 2017

Schoolhouse Bonds

Series 2018

Refunding Bonds


Principal Interest Principal Interest Principal Interest Principal Interest

475,000$ 62,075$ 685,000$ 98,463$ 470,000$ 198,575$ 3,625,000$ 1,830,825$

470,000 38,450 680,000 77,988 470,000 184,475 3,630,000 1,649,450

455,000 19,875 665,000 59,475 470,000 170,375 3,630,000 1,467,950

435,000 6,525 655,000 42,975 470,000 156,275 3,630,000 1,286,450

640,000 25,988 470,000 143,350 3,635,000 1,104,825

625,000 8,589 470,000 131,600 3,625,000 959,575

470,000 119,262 3,170,000 841,800

470,000 103,400 2,780,000 722,800

470,000 86,950 2,780,000 611,600

470,000 70,500 2,780,000 500,400

470,000 53,463 2,780,000 389,200

470,000 38,188 2,780,000 291,900

470,000 22,913 2,780,000 208,500

470,000 7,636 2,780,000 125,100

2,780,000 41,700

1,835,000$ 126,925$ 3,950,000$ 313,478$ 6,580,000$ 1,486,962$ 47,185,000$ 12,032,075$

Principal Interest Principal Interest2 2

3,245,000$ 2,069,425$ 271,520$

3,240,000 1,907,300 1,550,000$ 906,750

3,230,000 1,745,550 1,550,000 860,250

3,225,000 1,584,175 1,550,000 813,750

2,895,000 1,431,175 1,550,000 767,250

2,895,000 1,286,425 1,550,000 720,750

2,895,000 1,141,675 1,550,000 674,250

2,890,000 997,050 1,550,000 627,750

2,890,000 852,550 1,550,000 581,250

2,890,000 708,050 1,550,000 534,750

2,890,000 592,450 1,550,000 488,250

2,890,000 505,750 1,550,000 441,750

2,890,000 433,500 1,550,000 395,250

2,890,000 375,700 1,550,000 348,750

2,890,000 317,900 1,550,000 302,250

2,890,000 260,100 1,550,000 255,750

2,890,000 202,300 1,550,000 209,250

2,890,000 144,500 1,550,000 162,750

2,890,000 86,700 1,550,000 116,250

2,890,000 28,900 1,550,000 69,750

1,550,000 23,250

59,195,000$ 16,671,175$ 31,000,000$ 9,571,520$

Series 2022Series 2021

Schoolhouse and

Series 2014

Refunding Bonds

Series 2013A

Schoolhouse Bonds

Schoolhouse Bonds

Schoolhouse and

Refunding Bonds

Series 2015

Projected

Refunding Bonds

Series 2016

Refunding Bonds


Schoolhouse Construction Amount

Bond Amount Outstanding Projects

Series Issued * 8/31/22 Funded Appropriation

2009-QSCB 16,297,000 3,259,400 Elsik Brick 6,357,000$

Cummings HVAC / Elect Upgrade 3,000,000

Misc Projects </= $100K 1,765,083

Districtwide Lighting Retrofit 1,355,000

Annex Roof 840,000

Rees Roof 805,000

Elsik Roof 750,000

Martin Parking Lot Repairs 256,491

Smith Carpet 225,000

Elsik Track 225,000

Mahanay Foundation Repair 175,000

Best Cooling Tower 150,000

O'Donnell Cooling Tower 150,000

Boone Parking Lot Repairs 123,426

Boone/Youens Electrical 120,000

16,297,000$

2010-QSCB 16,480,000 5,820,000 Rees/Heflin HVAC 5,500,000$

Hastings HVAC 3,695,000

Best Roof 992,000

Youens/Chancellor/Smith Parking 961,600

Districtwide Lighting Retrofit 890,000

Hastings Roof 763,000

Boone Roof 762,000

Smith Roof 720,000

Misc Projects </= $100K 520,000

Chancellor Roof 470,000

AMS Grease Trap & Water Line 240,000

Mahanay Carpet 225,000

Martin/Hearne/Rees Site Lighting 201,400

Martin/Chancellor Alarm 190,000

Hearne/Mahanay Alarm 190,000

Liestman - PVC Water Piping 160,000

16,480,000$


Outstanding Bond Issues and the Projects Funded






2013 15,036,000 * 18,470,000 Chancellor HVAC 3,566,420$

Hastings HVAC Phase II 2,416,000

Crump Stadium Track 1,800,000

School Buses 1,500,000

Owens Roof Replacement 875,000


Natatorium Pool Upgrade 765,580

Install Site Lighting 434,800

Chambers Parking Lot 427,000

Holub Parking Lot 400,000

Maintenance Parking Lot 293,200

Martin Carpet 275,000

Rees AC Replacement 275,000

Electric Service Installation 230,000

Districtwide Carpet & Vinyl 207,000

ALC Air Handler Replacement 200,000

Elsik Fire Alarm 186,000

Albright Exterior Panel Replacement 150,000

Outley Fire Alarm 140,000

Replace Motor Control Center 120,000

15,036,000$

2015 9,839,000 6,580,000 Smith HVAC 4,500,000$

Mahanay HVAC 3,953,000

School Buses 750,000

Elsik Gym/Olle Roof 325,000

Taylor Track Repairs 250,000


9,839,000$

2016 61,810,000 * 47,185,000 Career Center 37,100,000

Kerr Fine Arts Addition 14,200,000

Middle School Gym Additions 7,420,000

Outley Addition 1,590,000


61,810,000$






80,535,600 60,005,000 Career Center 39,500,000$

Middle School Gym Additions 15,580,000

Outley Addition 4,450,000

Safety Vestibules 5,900,000

Elsik Softball Competition Field 334,000

Fieldhouse Weight Room 500,000

Olle Ensemble Room 306,000

ADA Restrooms 1,335,600

Facility Assessment 11,130,000


80,535,600$

28,125,000 22,385,000 Facility Assessment 16,205,000$

Multi-Purpose Center 5,790,000

Safety Vestibules 4,630,000


28,125,000$

2019 57,565,000 * 48,020,000 Multi-Purpose Center 18,050,000$

Restrooms 11,075,000

Crump Stadium ADA Seating 602,000

Youens Library Expansion 963,000

Capital Improvements - Districtwide 18,337,000

Entry Canopies 4,200,000

Reception Areas 843,000

Partitions, Curtains, Sound Systems 2,800,000


58,370,000$

2020 57,630,000 * 50,950,000 Pre-K Facilities 37,400,000$

Capital Improvements 18,730,000


57,630,000$

2017

2018






2021 64,652,000 * 59,195,000 Pre-K Facilities 47,600,000$

General Construction 9,317,000

Capital Improvements 6,235,000


64,652,000$

2022 (Budgeted) 31,000,000 31,000,000 General Construction 31,000,000$

* If original issue amount issued included both construction & refunding bonds, only the construction portion was

included in amount issued above.


Fiscal Year Total Taxable Assessed Assessed

Ended Market Assessed Real Personal

August 31, Valuation Valuation Property Property

2018 18,304,877,372$ 15,210,941,851$ 13,712,749,349$ 90.15 % 1,498,192,502$ 9.85 %

2019 18,675,425,050 15,593,979,917 14,155,498,953 90.78 1,438,480,964 9.22

2020 20,048,068,791 16,460,255,633 15,007,358,429 91.17 1,452,897,204 8.83

2021 20,849,991,543 17,784,406,033 16,005,965,430 90.00 1,778,440,603 10.00

2022 -

Budgeted 21,683,991,205 18,094,017,996 16,284,616,196 90.00 1,809,401,800 10.00

2023 -

Projected 22,551,350,853 18,908,248,806 17,017,423,925 90.00 1,890,824,881 10.00

2024 -

Projected 23,453,404,887 19,759,120,002 17,783,208,002 90.00 1,975,912,000 10.00

2025 -

Projected 24,391,541,083 20,549,484,802 18,494,536,322 90.00 2,054,948,480 10.00

Note: All property is appraised by the Harris County Appraisal District. Once the certified roll has been received, the District can adopt a

tax rate. The tax rate is calculated after determining the necessary level of expenditures to meet District educational goals and facility

requirements and estimated State aid. Once the revenue required is known, and a collection percentage is estimated, the required level is

multiplied by 100 and divided by the estimated taxable value to calculate the tax rate.

Assessed ValueAssessed Value

Real Property Personal Property

Percent Real

Prop. to Total Prop. to Total


Market Value and Assessed and Estimated

Actual Value of Taxable Property

For the Eight Years ended August 31, 2018 through August 31, 2025

Percent Personal


Fiscal Year Current Delinquent Total

Ended Tax Tax Taxes

August 31, Tax Levy Collections Collections Collections

2018 $ 1.3300 199,140,035$ 196,826,567$ (1,679,306)$ 195,147,261$

2019 1.3300 203,644,017 201,577,172 961,666 202,538,838

2020 1.2441 200,969,223 198,700,222 (2,030,035) 196,670,187

2021 1.2048 216,462,566 205,508,693 550,000 206,058,693

2022 1.2048 220,314,448 208,709,047 550,000 209,259,047

Note: The tax rates are per $100 of assessed value. The delinquent tax collections are negative in some

years because of refunds due to value adjustments from the Harris County Appraisal District.

Tax Rate

Property Tax Rates, Levies, and Collections

For the Five Years ended August 31, 2018 through August 31, 2022



NOTICE OF PUBLIC MEETING TO DISCUSS BUDGET AND PROPOSED TAX RATE

The Alief Independent School District will hold a public meeting at 6:30 PM, August 24, 2021 in 4250 Cook Road Houston, Tx 77072. The purpose of this meeting is to discuss the school district's budget that will determine the tax rate that will be adopted. Public participation in the discussion is invited.

The tax rate that is ultimately adopted at this meeting or at a separate meeting at a later date may not exceed the proposed rate shown below unless the district publishes a revised notice containing the same information and comparisons set out below and holds another public meeting to discuss the revised notice.

Maintenance Tax $0.999800/$100 (proposed rate for maintenance and operations) School Debt Service Tax

Approved by Local Voters $0.205000/$100 (proposed rate to pay bonded indebtedness)

Comparison of Proposed Budget with Last Year's BudgetThe applicable percentage increase or decrease (or difference) in the amount budgeted in the preceding fiscal year and the amount budgeted for the fiscal year that begins

during the current tax year is indicated for each of the following expenditure categories. Maintenance and operations -0.68 % decrease

Debt Service 6.31 % increase

Total expenditures -0.17 % decrease

Total Appraised Value and Total Taxable Value(as calculated under Section 26.04, Tax Code)

Preceding Tax Year Current Tax Year Total appraised value* of all property $20,213,323,982 $20,565,221,420

Total appraised value* of new property** $122,234,431 $182,739,703

Total taxable value*** of all property $17,784,406,033 $18,094,017,996

Total taxable value*** of new property** $107,546,228 $160,780,932

*Appraised value is the amount shown on the appraisal roll and defined by Section 1.04(8), Tax Code.** "New property" is defined by Section 26.012(17), Tax Code.*** "Taxable value" is defined by Section 1.04(10), Tax Code.

Bonded IndebtednessTotal amount of outstanding and unpaid bonded indebtedness* $327,654,398

*Outstanding principal.

Comparison of Proposed Rates with Last Year's RatesMaintenance &

Operations Interest &

Sinking Fund* Total

Local Revenue

Per Student State Revenue

Per Student Last Year's Rate $0.999800 $0.205000* $1.204800 $5,001 $5,982

Rate to Maintain Same Level of Maintenance &

Operations Revenue & Pay Debt Service $1.055280 $0.224570* $1.279850 $5,231 $5,820

Proposed Rate $0.999800 $0.205000* $1.204800 $5,295 $5,971

*The Interest & Sinking Fund tax revenue is used to pay for bonded indebtedness on construction, equipment, or both.The bonds, and the tax rate necessary to pay those bonds, were approved by the voters of this district.

Comparison of Proposed Levy with Last Year's Levy on Average Residence

Last Year This Year Average Market Value of Residences $162,973 $171,421

Average Taxable Value of Residences $140,173 $148,777

Last Year's Rate Versus Proposed Rate per $100 Value $1.204800 $1.204800

Taxes Due on Average Residence $1,688.80 $1,792.47

Increase (Decrease) in Taxes $103.67

Under state law, the dollar amount of school taxes imposed on the residence homestead of a person 65 years of age or older or of the surviving spouse of such a person, if the surviving spouse was 55 years of age or older when the person died, may not be increased above the amount paid in the first year after the person turned 65, regardless of changes in tax rate or property value.

Notice of Voter-Approval Rate: The highest tax rate the district can adopt before requiring voter approval at an election is $1.224370. This election will be automatically held if the district adopts a rate in excess of the voter-approval rate of $1.224370.

Fund BalancesThe following estimated balances will remain at the end of the current fiscal year and are not encumbered with or by a corresponding debt obligation, less estimated funds necessary for operating the district before receipt of the first state aid payment.

Maintenance and Operations Fund Balance(s) $102,000,000 Interest & Sinking Fund Balance(s) $5,000,000 A school district may not increase the district's maintenance and operations tax rate to create a surplus in maintenance and operations tax revenue for the purpose of paying the district's debt service.









2017-18 2018-19 2019-20 2020-21 2021-22

Assessed/Market value of a home 144,084$ 145,272$ 155,160$ 162,973$ 171,421$

Less: Homestead exemption 25,000 25,000 25,000 25,000 25,000

Taxable value 119,084 120,272 130,160 137,973 146,421

Taxable value divided by 100 1,191 1,203 1,302 1,380 1,464

Total property tax rate 1.3300 1.3300 1.2441 1.2048 1.2048

Property tax due $1,584 $1,600 $1,619 $1,662 $1,764

Increase in taxes $195 $16 $20 $43 $102

Property tax percent increase

from prior year 14.0% 1.0% 1.2% 2.7% 6.1%

Each year the Harris County Appraisal District appraises property based on market conditions such as sales in

the surrounding areas. The above schedule shows how market conditions and adopted tax rates would affect

the assessed value through 2021-22 based on the overall appraisal value trends in the District.


Impact of Budget on Taxpayers

$1,584 $1,600

$1,619$1,662

$1,764

$1,000

$1,100

$1,200

$1,300

$1,400

$1,500

$1,600

$1,700

$1,800

$1,900

2017-18 2018-19 2019-20 2020-21 2021-22

Property Tax Due


Percentage

of Total

Assessed Assessed

Taxpayer Value (1) Value (2)

Shell Oil Co. 169,959,914$ 0.9%

Columbia Texas Westchase 152,131,436 0.8%

Woodbranch Millennium 2 LLC 130,842,792 0.7%

Centerpoint Energy Inc 117,469,337 0.6%

FSP Westchase LLC 110,776,715 0.6%

Camden Property Trust 102,012,459 0.6%

CHCA West Houston LP 95,969,113 0.5%

West8 Residential LP 88,259,904 0.5%

G & I IX Artesian LP 78,894,909 0.4%

Totals 1,046,316,579$ 5.8%

(1) Assessed (taxable) value equals appraised value after exemptions

(2) Total assessed value equals: 18,094,017,996$

Source: Harris County Appraisal District

2021-22


Principal Taxpayers



Summary of Federal Expenditures Federal funds play a significant role in funding various programs provided by the District. The only Special Revenue Fund with a legally adopted budget presented in this document is the Food Service Fund. All other funds in this fund type use project accounting. However, many programs would not be possible or as effective without the federal awards the District receives. Federal awards have a significant impact on the variety of programs we are able to provide for our students. This graph shows that federal awards decreased slightly by 0.6% in 2016-17. For 2017-18, there was an increase of 10.2% and the majority of that increase was due to federal funding related to Hurricane Harvey which hit the Gulf Coast in August of 2017. Thereafter, there was a slight decrease of 3.9% in 2018-19. Finally, there was an increase of 12.4% in 2019-20 due to federal funding intended to aid the District relating to the impacts of the COVID-19 pandemic. Significant federal funding was awarded while the budget was being prepared to address the ongoing effects of the pandemic, so there will be large increases in federal funds in the coming years.

The following is a summary of federal awards received for the fiscal year ended August 31, 2020.

ESEA Title 1 20,125,078$

IDEA - B, Formula 8,863,171

IDEA - B, Preschool 104,916

Carl D. Perkins Career & Technology 743,149

Title III Part A 1,748,419

Title II Part A - Supporting Effective Instruction Grant 2,293,776

Title IV, Part A, Subpart 1 1,811,796

Texas Hurricane Hurricane Homless Youth 27,469

Summer School LEP 7,487

ESSER 1 Grant (COVID-19) 16,535,320

Instructional Continuity 64,724

Texas Education for Homeless Children and Youth 177,880

Title IV Part B - 21st Century Learning Centers 1,419,919

COVID-19 Provider Relief Funds 218,489

Public Assistance - FEMA Aid 7,000

USDA Commodities 2,014,639

National School Lunch Program 11,997,880

National School Lunch Program - COVID-19 347,488

School Breakfast Program 3,757,284

School Breakfast Program - COVID-19 218,370

Medicaid Administrative Claiming 99,044

72,583,298$


Personnel

Salary and Benefits Alief has always strived to provide competitive compensation and benefits to employees. This graph is a history of the salary decisions by the Board over the past ten years. Prior to 2011-12, raises of 3% or more on the midpoint were given for over 10 years. In 2011-12 and 2012-13, the district was not able to provide employee raises due to reductions in State funding by the Legislature during the 2011 session. When the Legislature met again in 2013, a portion of the funding cuts were restored which allowed for raises of 3.5% on the midpoint for 2013-14 and 5.03% for 2014-15. In 2014-15, Alief was the first District in the Houston area to announce starting teacher salaries of $50,000. For 2015-16, Alief was able to give a raise of 4% on the midpoint and raise starting teacher salaries to $52,000. For both 2016-17 and 2017-18, we were able to give a raise of 2% on the midpoint and raise starting teacher salaries to $53,600. Each 1% pay raise costs the District an additional $2.5 million in salaries each year, and for 2018-19 these funds were not available. So for the first time in 6 years the District was not able to provide a salary increase and starting salaries remained flat. However, during the 2019 Legislative session, additional funding for school districts was approved with 30% required to be allocated to salaries and 75% of the 30% must be spent to increase compensation for teachers, nurses, librarians and counselors. There was an additional requirement to differentiate pay for teachers with 6+ years while also providing additional compensation for those newer to the profession. For 2019-20, the District provided a 6% raise on midpoint for all employees. Teachers with 1-5 years of experience received $500 plus the standard 6% increase (6.83% of midpoint), and teachers with 6+ years of experience received $1,500 plus the standard 6% (8.49% of midpoint). The total cost of this raise was budgeted at $20.7M. Fortunately, the raise in 2019-20 was significant because in 2020-21, Alief was not able to recommend a raise due to the uncertainty surrounding the pandemic. However, for 2021-22, providing meaningful raises was a budget priority due to the following reasons: 1) not being able to provide a raise the previous year, 2) to recognize the hard work and dedication of staff over the past year, 3) ability to retain/attract the best personnel as we continue academic recovery efforts, and 4) market conditions. The Board of Trustees approved a raise of 4% on the midpoint and increased the starting teacher salary to $59,700. The total cost of this salary increase is budgeted at $10 million.

Spending requirements are not the only consideration in determining the appropriate salary level for recruitment and retention of the highest quality staff. Alief is above the average for all years of service. Alief teachers’ take home pay is also the highest in the area when you net the salaries with the low cost of employee only health coverage. Rising health insurance costs have created a balancing act between providing a quality health benefits plan and keeping premiums at affordable prices. Alief offers an excellent

health plan with employee premiums that are significantly lower than all neighboring districts.

Starting Midpoint

Salary Raise %

2012-13 46,000$ 0.00%

2013-14 47,300 3.50%

2014-15 50,000 5.03%

2015-16 52,000 4.00%

2016-17 52,800 2.00%

2017-18 53,600 2.00%

2018-19 53,600 0.00%

2019-20 57,400 6.00%

2020-21 57,400 0.00%

2021-22 59,700 4.00%

0 5 10 15 20

Years Years Years Years Years

Average

Salary55,253 56,778 59,577 61,251 63,796

Alief Salary 57,400 58,497 61,079 63,977 67,441

Difference

Alief vs.

Average

2,147 1,719 1,502 2,726 3,645

Region IV Teacher Salary Survey: 2020-21

Bachelor's Degree

Summary Chart

Experience


Personnel (continued) Salary and Benefits (continued) So while the premiums for employees have remained flat for many years, the District’s cost for health insurance has risen significantly. The District is self-funded for health insurance, so when the costs for claims are more than premiums collected, the District has to cover the excess from the general fund. The District’s monthly contribution for employee health insurance has risen steadily from $285 per month in 2016-17 up to $550 per month in 2021-22. (Prior to raising the monthly contribution, the general fund was actually paying more than $285 per month due to supplemental transfers for claims). The trend of steadily rising health care costs did not appear to be slowing down, so for the 2019-20 plan year, changes were made to the plan offerings. Employees could keep their premiums flat and choose one of two managed care plans with similar benefit levels but a smaller network or keep their existing plan and pay higher premiums. These new plans are projected to have a sizable decrease in claims expenditures. However, it will take time before we can fully analyze the effect of the changes in plan design. In 2019-20, claims were down due to the shut down, and significantly less elective surgeries, but in 2020-21, claims were up due to COVID related claims and doctor visits and surgeries that were put off from the previous year. The 2021-22 budget for group health insurance in the general fund is $36.4M (7.9% of the general fund budget) which is a decrease of $5.9M from the prior year. We plan to use ESSER funds to cover up to $3M of COVID related claims, and we finally expect to realize the projected decrease in claims from plan design changes made two years ago. Additionally, there is a healthy fund balance in the self-funded insurance fund if claims are higher than projected.

Personnel Facts Retention of quality staff is always one of the major goals of the District. The following statistics are from the District’s 2019-20 Texas Academic Performance Report.

Number of Percent

Teachers of Total

Beginning 220 6.8%

1-5 891 27.4%

6-10 640 19.7%

11-20 1,054 32.4%

Over 20 448 13.8%

Average Years Experience of Teachers: 10.9 years

Average Years Experience of Teachers with District: 8.2 years

Teacher Retention Rate 85.6%


District Type of Insurance

2021-22

Starting

Salary

Monthly

Insurance

Premium

(Emp

Only)

Annual

Insurance

Premiums

Most Common

Plan*

Starting

Salary Less

Annual

Insurance

Premiums

Difference

from Alief

Alief Aetna 59,700$ 44$ 528$ 59,172$

Galena Park TRS Active Care Primary + 60,850 217 2,604 58,246 (926)$

Lamar United Healthcare 59,500 130 1,559 57,941 (1,231)

Alvin United Healthcare 59,500 160 1,920 57,580 (1,592)

Humble TRS Active Care Primary + 59,000 191 2,292 56,708 (2,464)

Fort Bend United Healthcare 58,500 177 2,128 56,372 (2,800)

LaPorte TRS Active Care Primary + 58,000 142 1,704 56,296 (2,876)

Goose Creek TRS Active Care Primary + 59,500 267 3,204 56,296 (2,876)

Pasadena Aetna 57,620 121 1,452 56,168 (3,004)

Conroe United Healthcare 58,500 196 2,352 56,148 (3,024)

Pearland TRS Active Care Primary + 59,000 242 2,904 56,096 (3,076)

Spring Branch TRS Active Care Primary + 59,000 251 3,012 55,988 (3,184)

Houston Aetna 56,869 78 931 55,938 (3,234)

Aldine Aetna 58,000 187 2,238 55,762 (3,410)

Katy Aetna 56,700 92 1,104 55,596 (3,576)

Clear Creek TRS Active Care Primary + 58,000 218 2,616 55,384 (3,788)

Deer Park TRS Active Care Primary + 58,000 242 2,904 55,096 (4,076)

Klein TRS Active Care Primary + 57,800 231 2,772 55,028 (4,144)

Cy-Fair TRS Active Care Primary + 58,500 311 3,732 54,768 (4,404)

Tomball TRS Active Care Primary + 56,700 242 2,904 53,796 (5,376)

Spring TRS Active Care Primary + 57,425 317 3,804 53,621 (5,551)

Texas City TRS Active Care Primary + 56,650 290 3,478 53,172 (6,000)


Comparison of Salary and Benefits Cost to Area Districts

Note 1: The most common health plan for employees who have insurance through TRS is the Active Care Primary + Plan. It is a

lower benefit plan than Alief's 2 Aetna ACO plans (Memorial Hermann or Kelsey Care). Alief's plan options have lower deductibles,

out of pocket costs, and have higher benefit levels.

Note 2: TRS Active Care + premiums increased $28 this year, and the majority of Districts passed this increase on to the

employees.


Years of

Experience

0 $ 59,700 $ 60,200 $ 60,700

1 59,961 60,461 60,961

2 59,961 60,461 60,961

3 60,275 60,775 61,275

4 60,275 60,775 61,275

5 60,672 61,172 61,672

6 61,058 61,558 62,058

7 61,358 61,858 62,358

8 62,658 63,158 63,658

9 63,140 63,640 64,140

10 63,390 63,890 64,390

11 63,640 64,140 64,640

12 64,282 64,782 65,282

13 64,774 65,274 65,774

14 65,344 65,844 66,344

15 65,878 66,378 66,878

16 66,538 67,038 67,538

17 67,502 68,002 68,502

18 68,147 68,647 69,147

19 68,622 69,122 69,622

20 69,068 69,568 70,068

21 70,002 70,502 71,002

22 70,792 71,292 71,792

23 71,437 71,937 72,437

24 71,975 72,475 72,975

25 72,620 73,120 73,620


2021-22 New Hire Teacher

Salary Placement Schedule

Bachelor's

Degree

Master's

Degree

Doctorate

Degree


Projected

Actual Actual Actual Actual Budgeted

Function 2017-18 2018-19 2019-20 2020-21 2021-22

11 Instruction 261,716,392$ 260,266,385$ 268,873,159$ 274,348,498$ 281,508,397$

12 Instructional resources 4,875,291 4,846,575 5,176,818 5,096,758 4,921,867

13 Curriculum & staff dev. 4,480,001 4,852,389 4,784,065 4,849,839 4,999,547

21 Instructional leadership 4,477,451 4,610,417 5,213,929 5,617,488 5,691,528

23 School leadership 27,867,786 27,969,399 29,477,408 29,230,415 30,027,125

31 Guidance, counseling, & eval. 17,403,045 17,750,538 19,187,653 19,505,950 19,498,234

32 Attendance & social work 378,880 371,309 397,525 396,037 406,896

33 Health services 5,827,518 5,803,259 6,216,356 6,165,653 6,112,440

34 Student transportation 14,007,668 14,873,842 14,810,594 13,412,310 14,374,527

35 Food services 31,308 37,860 32,402 135,894 -

36 Co-Curricular/extracurricular 2,922,528 2,808,728 2,846,765 2,565,996 2,739,212

41 General administration 6,143,237 6,189,863 6,755,070 6,835,763 6,770,886

51 Plant maint. & operations 20,305,668 20,177,754 21,022,910 21,043,265 22,251,611

52 Security & monitoring serv. 6,482,192 6,786,680 7,230,330 6,490,297 7,029,127

53 Data processing services 2,607,312 2,525,226 2,717,895 2,708,416 2,820,565

61 Community services 2,670,876 2,629,331 2,613,823 2,684,076 2,720,392

81 Facilities acquisition & const. 866,827 840,258 851,458 751,556 664,507

Total General Fund Payroll

Expenditures 383,063,980$ 383,339,813$ 398,208,160$ 401,838,211$ 412,536,861$

Percentage Increase 0.1% 3.9% 0.9% 2.7%


General Fund

Schedule of Payroll Expenditures by Function


Amended Projected

Actual Budget Actual Budgeted

Object 2019-20 2020-21 2020-21 2021-22

6112 Substitute teachers 4,148,921$ 3,056,813$ 2,888,070$ 5,016,574$

6118 Extra duty pay-teachers & other prof. 3,033,436 3,802,335 1,934,067 1,585,638

6119 Teachers & other prof. personnel 246,423,091 254,134,567 248,765,399 259,341,653

6121 Extra duty pay/Overtime-support pers. 2,633,246 2,671,736 1,844,790 3,210,310

6125 Substitutes for support personnel 246,827 398,975 121,240 398,975

6126 Clerical & ancillary workers 59,073,147 58,815,364 57,320,611 61,753,790

6129 Part-time & temp. salary costs 1,224,112 774,609 811,670 681,500

6134 Employee stipends 1,122,903 1,225,187 1,180,239 1,088,250

6141 Medicare costs 4,481,890 4,485,597 4,414,788 4,678,890

6142 Group health & life insurance 36,259,237 42,223,528 42,223,528 36,370,091

6143 Workers' compensation 1,200,000 1,200,000 2,000,000 400,000

6144 Teacher retirement on behalf payments 24,337,404 23,300,000 23,300,000 23,300,000

6145 Unemployment compensation 204,410 200,000 730,000 200,000

6146 Teacher retirement 12,382,084 12,749,297 12,550,000 12,911,190

6147 Vacation leave pay 307,706 300,000 252,694 300,000

6148 Sick leave pay 1,129,746 1,300,000 1,501,115 1,300,000

Total General Fund Payroll

Expenditures 398,208,160$ 410,638,008$ 401,838,211$ 412,536,861$


General Fund

Schedule of Payroll Expenditures by Object


Actual Actual Actual Projected Budgeted

Position 17-18 18-19 19-20 20-21 21-22

Administrators 223.5 226.0 237.0 240.0 233.0

Clerical 911.5 906.5 936.5 930.5 923.5

Counselors 113.5 113.5 117.5 117.5 107.5

Librarians 42.0 42.0 42.0 42.0 42.0

Manual Trades 1,021.5 1,038.5 1,052.5 1,052.5 1,056.5

Nurses 43.0 44.0 44.0 44.0 44.0

Professionals 96.5 100.5 106.5 153.0 158.0

Psych Services - Administrator 3.0 2.0 1.0 1.0 1.0

Psych Services - Professionals 55.0 56.0 61.0 64.0 64.0

Special Ed - Administrators 9.0 10.0 11.0 11.0 11.0

Special Ed - Clerical 232.0 248.0 271.0 298.0 308.0

Special Ed - Professionals 92.0 93.0 104.0 103.0 103.0

Special Ed - Teachers 263.0 267.0 306.0 334.0 352.0

Teachers 2,855.5 2,844.0 2,823.5 2,742.0 2,685.0

Total General Fund 5,961.0 5,991.0 6,113.5 6,132.5 6,088.5

The following is an explanation of the changes in staffing levels by position:

Administrators - -1 Elementary Assistant Principal at Cummings and -6 moving to ESSER funds

Counselors - -4 Elementary Counselors and - 6 moving to ESSER funds

Manual Trades - +3 Custodians and +1 Canine Officer

Special Ed Clerical - +8 positions at the campuses and +2 positions in central special ed

Special Ed Teachers - +12 special ed teachers and +6 elementary ARD facilitators

Teachers - -57 (net) teachers and other campus professional positions throughout the District: -6 at the

secondary level and -51 at the elementary level which include 13 positions moving to ESSER


Position Counts (FTE's) by Year

Clerical - -7 net positons: -8 (net) clerical positions at campuses, +2 receptionists (CTD and tax office), and -

1 clerical position upgraded to professional

Professionals - +2 Professional Learning Implementation Strategists at the CTD, + 1 Benefits Manager

(upgraded from clerical position), +1 PEIMS/TSDS Manager, +1 Campus Support Technician


Business Supt./ Total

Instruction Services Board Campuses 2021-22

Administrators 40.0 27.0 1.0 165.0 233.0

Clerical 76.0 119.0 1.0 727.5 923.5

Counselors 107.5 107.5

Librarians 42.0 42.0

Manual Trades 1.0 1,055.5 1,056.5

Nurses 44.0 44.0

Professionals 88.0 70.0 158.0

Psych Services - Administrator 1.0 1.0

Psych Services - Professional 64.0 64.0

Special Ed - Administrator 11.0 11.0

Special Ed - Clercial 38.0 270.0 308.0

Special Ed - Professional 103.0 103.0

Special Ed - Teachers 352.0 352.0

Teachers 2,685.0 2,685.0

Total General Fund 422.0 1,271.5 2.0 4,393.0 6,088.5

Federal 56.0 2.0 202.0 260.0

Special Education - Federal 40.0 153.0 193.0

ESSER 71.0 71.0

Total Staffing 518.0 1,273.5 2.0 4,819.0 6,612.5


Budgeted Position Counts (FTE's) by Division and in Total

Position

Other0.03%

Instruction6.93%

Administrative Services20.88%

Campuses72.15%

Percentages by Division


Why Choose Alief?

More than 40,000 students and 6,600 employees have chosen Alief ISD as their preferred

district for education or for their career.

Here are some reasons why you should join us:

Parents and Students, here's why you should join us,

Alief ISD’s graduation rate is 88.4 percent.

Alief ISD students exceed the state average in enrollment in post-secondary institutions

Alief ISD offers a variety of programs to accommodate the needs and interests of all of our students, including: o Career & Technical Education Program, which includes a variety of job training classes and

certification programs o District College & Career Readiness Initiative, aimed at preparing all Alief ISD students for their

post-secondary plans o Second Language Education programs, from the Dual Language Immersion Program where

students are taught English and Spanish at an early age, to strong Bilingual and English as a Second Language Programs, assist our diverse student population. The district's 43,000+ students speak more than 80 dialects

o A diverse Athletics Program for our middle schools and many of our high schools o A variety of programs to encourage the growth of our students outside of the classroom setting,

from the After School Program to Alief JUMPSTART o Alternative schools, including Kerr High School and Alief Early College High School, push

students academically o Advanced academic programs that prepare students for post-secondary education, from Pre-

AP and AP classes to AIMS and the AVID program o Special Education Department is renowned for providing top of the line services for special

needs students in specialized programs

Strong partnerships with large colleges in the Houston area to further prepare our students for college and career

Alief ISD's programs encourage the involvement of the community, including volunteers, mentors, and business partners


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The Alief ISD Universal Breakfast Program means students eat breakfast for free, and a strong Nutrition Department that ensures our students are healthy. Alief also has one of the lowest lunch prices in southeast Texas

District technology initiatives help prepare students for 21st century learning

Strong Professional Development Program means well-trained staff at each campus and facility

Comprehensive safety and security measures across the district

Alief ISD has one of the lowest tax rates in the greater Houston area, and the district lowered tax rates three years in a row during the recession

Financially sound district with multiple fiscal recognitions, including 4 stars in the Texas Comptroller's Financial Allocation Study for Texas (FAST) ratings, the Texas Comptroller's Platinum Leadership Circle Award for Transparency, and the Association of School Business Officials International's Meritorious Budget Award and Certificate of Excellence in Financial Reporting

Your student will be surrounded by award-winning staff and community members in top schools.

For those interested in joining the public education sector, here's why you should join Alief ISD,

Alief ISD increased its starting teacher salary to $59,700 for the 2021-22 school year.

Relevant staff and professional development opportunities and continual training to ensure our staff are highly qualified

Very rich health support services o Strong Risk Management Program, which provides competitive insurance packages to

employees, including one of the lowest insurance premiums o District Wellness Initiative includes access to Alief Cares Clinic, a wellness initiative in which

only Alief ISD employees can benefit from convenient visits with no co-pay

Wee Care Daycare for employees' children

A variety of employee benefits and savings from business partners in the community

Cutting edge technology provided through Tech Services Department

Second to none support from departments ranging from Maintenance, Printing Services, and Transportation to Purchasing, and Management Information Systems

Strong sense of community for those who are a part of the "Alief Proud Family" o Many Alief ISD alumni come back to give back to the district, such as 2013 Elementary

Teacher of the Year Courtney Rees and 2015 Elementary Teacher of the Year Michelle Lopez o Cross-department, cross-campus collaboration is common to ensure our students succeed! o Employees send their own children to Alief ISD schools.


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2015-16 2016-17 2017-18 2018-19 2019-20

Students

Total Students: 47,316 46,531 46,348 45,616 45,692

Students by Grade:

Pre-Kindergarten 2,253 2,268 2,368 2,227 2,259

Kindergarten 3,623 3,232 3,270 3,284 3,217

Grade 1 4,238 3,856 3,578 3,535 3,578

Grade 2 3,970 3,955 3,635 3,472 3,410

Grade 3 3,849 3,729 3,849 3,452 3,368

Grade 4 3,605 3,595 3,595 3,648 3,363

Grade 5 3,536 3,377 3,397 3,424 3,454

Grade 6 3,185 3,328 3,264 3,229 3,252

Grade 7 3,149 3,021 3,193 3,133 3,176

Grade 8 3,178 3,084 3,081 3,219 3,193

Grade 9 3,996 4,052 3,920 3,674 4,127

Grade 10 3,357 3,470 3,396 3,416 3,421

Grade 11 2,994 3,103 3,242 3,253 3,199

Grade 12 2,383 2,461 2,560 2,650 2,675

Average Daily Attendance 44,100 43,074 42,593 42,042 41,527

Ethnic Distribution:

African American 29.2% 28.7% 29.0% 28.9% 27.8%

Hispanic 52.3% 52.7% 53.1% 54.2% 56.6%

White 4.1% 4.1% 4.0% 3.8% 3.4%

Native American 1.4% 1.3% 1.1% 0.7% 0.7%

Asian / Pacific Islander 12.4% 12.4% 12.0% 11.9% 11.0%

Two or More Races 0.7% 0.7% 0.7% 0.5% 0.5%

Economically Disadvantaged 80.4% 82.6% 79.7% 84.4% 83.8%

Free/Reduced Meal Rates 83.0% 86.7% 86.3% 87.3% 86.4%

English Language Learners 41.0% 42.7% 43.6% 43.7% 44.6%

Students w/ Disciplinary Placements 2.5% 2.5% 2.3% 2.0% 2.1%

Community

District Population 276,436 270,004 267,847 263,396 263,396

Unemployment Rate 5.0% 5.4% 4.6% 3.9% 8.1%

Average Assessed Value

per Residential Unit 123,956$ 131,431$ 144,084$ 145,272$ 155,160$

Average Household Income 56,377$ 58,645$ 59,396$ 60,146$ N/A

Median Age 30 30 32 32 32

Cost of Living Index 91 90 91 94 94


Student and Community Information



Overview of STAAR Testing

The Alief Independent School District sets goals to ensure academic success for all students. Campuses are focusing on building Meaningful Relationships and providing Meaningful Work for all students. Alief educators feel that this is the key to student success.

State of Texas Assessments of Academic Readiness Texas’ student assessment program is designed to measure the extent to which a student has learned and is able to apply the knowledge and skills at each tested grade or course identified in the Texas Essential Knowledge and Skills (TEKS). The state assessment program is fully aligned to the TEKS, the statewide curriculum required to be taught.

Texas has had a statement student assessment since 1980. In Spring 2012, students began taking the – State of Texas Assessments of Academic Readiness (STAAR). These assessments are administered to students in grades 3-8 and high school. For high school, STAAR assessments are by content area and are called STAAR End of Course (EOC) exams. By focusing on the TEKS that are most critical to assess, STAAR will better measure the academic performance of students as they progress from elementary to middle to high school.

Students are tested in the following content areas/grade levels: Grades 3-8

Reading – Grades 3 – 8 Writing – Grades 4 and 7 (no longer administered as

of 2021-22) Math – Grades 3 – 8 Science – Grades 5 and 8 Social Studies – Grade 8

The Spanish STAAR is available in grades 3 through 5. High School Courses

Algebra I English I English II Biology US History

Due to the COVID-19 pandemic, STAAR was not administered in 2019-20 and STAAR testing was optional for students in 2020-21 (districts were required to offer the state assessments). Although state assessments were not used for state or federal accountability purposes for the 2020–2021 school year, the state assessments can provide baseline data necessary to determine actual learning loss during the COVID-19 crisis and areas to address for the benefit of all Texas students. Alief received a Not Rated: Declared State of Disaster label for the 2020-2021 school year. Graduation Rates Graduation rate represents the percent of students graduating in four years. Alief’s graduation rate for 2021 was 88.4%. Students represented are the class of 2020 and were expected to graduate by August 2020.

Alief ISD Spring 2021 First Time Testers

Course Approaches % Passing

English I 58%

English II 62%

Algebra I 60%

Biology 72%

US History 84%

Data Source: TEA STAAR Summary Reports Spring 2021


3rd Rdng E

2018

3rd Rdng E

2019

3rd Rdng E

2021

4th Rdng E

2018

4th Rdng E

2019

4th Rdng E

2021

STATE 76% 75% 67% 72% 74% 62%

DISTRICT 63% 62% 50% 59% 66% 47%

Alexander 62% 50% 41% 64% 63% 49%

Best 48% 42% 36% 47% 52% 39%

Boone 58% 69% 52% 50% 65% 35%

Bush 54% 53% 25% 49% 70% 49%

Chambers 61% 60% 38% 56% 63% 44%

Chancellor 62% 69% 53% 63% 69% 42%

Collins 50% 60% 52% 40% 50% 26%

Cummings 69% 68% 53% 60% 66% 56%

Hearne 62% 55% 60% 56% 70% 55%

Heflin 60% 66% 58% 73% 69% 54%

Hicks 78% 66% 44% 75% 80% 58%

Holmquist 74% 65% 56% 66% 67% 56%

Horn 52% 56% 38% 46% 65% 40%

Kennedy 62% 64% 42% 64% 69% 44%

Landis 59% 51% 40% 40% 66% 41%

Liestman 73% 75% 59% 64% 74% 44%

Mahanay 80% 68% 79% 72% 82% 49%

Martin 60% 62% 54% 64% 61% 36%

Outley 77% 75% 65% 74% 70% 59%

Petrosky 78% 69% 58% 74% 76% 62%

Rees 70% 73% 76% 76% 79% 69%

Smith 61% 58% 45% 64% 53% 41%

Sneed 60% 60% 45% 41% 55% 41%

Youens 52% 58% 31% 50% 56% 38%

Note: STAAR was not administered in 2020.

Data Source: TEA Summary Reports, TPRS State Performance


Elementary STAAR Passing Percentages Comparisons

Comparison: 2018 through 2021 READING with Approaches Standards


3rd Math E

2018

3rd Math E

2019

3rd Math E

2021

4th Math E

2018

4th Math E

2019

4th Math E

2021

STATE 77% 78% 61% 78% 74% 58%

DISTRICT 68% 65% 43% 66% 68% 42%

Alexander 63% 53% 39% 64% 71% 34%

Best 51% 53% 32% 54% 66% 27%

Boone 65% 62% 35% 57% 66% 34%

Bush 65% 61% 32% 65% 61% 48%

Chambers 64% 65% 38% 61% 60% 42%

Chancellor 67% 67% 50% 64% 65% 37%

Collins 57% 68% 49% 63% 56% 38%

Cummings 67% 73% 35% 61% 67% 51%

Hearne 64% 64% 52% 65% 71% 36%

Heflin 64% 65% 40% 77% 71% 47%

Hicks 78% 66% 41% 74% 69% 53%

Holmquist 76% 70% 47% 66% 70% 43%

Horn 61% 63% 40% 61% 65% 44%

Kennedy 66% 59% 35% 72% 69% 46%

Landis 61% 65% 43% 53% 64% 30%

Liestman 74% 66% 30% 67% 72% 41%

Mahanay 86% 67% 70% 84% 82% 49%

Martin 63% 76% 45% 70% 71% 37%

Outley 77% 73% 48% 74% 71% 47%

Petrosky 82% 71% 46% 86% 85% 53%

Rees 83% 76% 63% 81% 85% 55%

Smith 66% 57% 44% 69% 61% 48%

Sneed 72% 72% 43% 60% 62% 46%

Youens 64% 57% 31% 53% 52% 29%





Comparison: 2018 through 2021 MATH with Approaches Standards


4th Wrtg E

2018

4th Wrtg E

20194th Wrtg E 2021

STATE 61% 66% 52%

DISTRICT 49% 57% 38%

Alexander 48% 61% 39%

Best 24% 32% 22%

Boone 43% 54% 28%

Bush 41% 52% 35%

Chambers 56% 57% 38%

Chancellor 49% 56% 31%

Collins 36% 46% 24%

Cummings 37% 50% 51%

Hearne 51% 56% 51%

Heflin 60% 64% 53%

Hicks 55% 65% 50%

Holmquist 55% 59% 32%

Horn 50% 49% 28%

Kennedy 68% 70% 34%

Landis 34% 52% 25%

Liestman 50% 66% 38%

Mahanay 60% 69% 40%

Martin 51% 49% 32%

Outley 63% 61% 48%

Petrosky 61% 65% 53%

Rees 50% 68% 48%

Smith 58% 52% 38%

Sneed 41% 50% 33%

Youens 41% 54% 25%





Comparison: 2018 through 2021 WRITING with Approaches Standards


*SSI 1st

Admin ONLY

5th Rdng E

2018

5th Rdng E

2019

5th Rdng E

2021

6th Rdng

2018

6th Rdng

2019

6th Rdng

2021

STATE 78% 77% 72% 66% 67% 62%

DISTRICT 67% 67% 54% 58% 59% 49%

Budewig 77% 71% 57% 57% 65% 48%

Klentzman 50% 55% 38% 49% 50% 37%

Mata 68% 65% 57% 63% 63% 51%

Miller 77% 75% 62% 75% 73% 62%

Owens 57% 61% 48% 44% 50% 41%

Youngblood 72% 69% 60% 62% 59% 56%


Collins 52% 48% 56%

Youens 68% 79% 73%

AMS 57% 44% 44%

*SSI 1st

Admin ONLY

5th Math E

2018

5th Math E

2019

5th Math E

2021

6th Math

2018

6th Math

2019

6th Math

2021

STATE 84% 83% 69% 76% 80% 67%

DISTRICT 70% 68% 46% 70% 74% 55%

Budewig 74% 70% 43% 66% 74% 55%

Klentzman 50% 52% 29% 57% 64% 41%

Mata 71% 66% 44% 72% 73% 52%

Miller 80% 81% 55% 85% 86% 72%

Owens 63% 60% 43% 60% 70% 49%

Youngblood 79% 73% 59% 79% 81% 59%


Collins 64% 52% 43%

Youens 72% 93% 53%

AMS 74% 67% 57%

5th Sci

2018

5th Sci

2019

5th Sci

2021

STATE 75% 74% 61%

DISTRICT 61% 57% 38%

Budewig 65% 60% 33%

Klentzman 45% 41% 23%

Mata 61% 59% 35%

Miller 69% 70% 47%

Owens 56% 47% 37%

Youngblood 67% 66% 52%


Collins 57% 61% 37%

Youens 76% 67% 48%




Intermediate STAAR Passing Percentages Comparisons

Comparison: 2018 through 2021 READING, MATH & SCIENCE


*SSI 1st Admin

ONLY

7th Rdng

2018

7th Rdng

2019

7th Rdng

2021

8th Rdng

2018

8th Rdng

2019

8th Rdng

2021

STATE 72% 74% 69% 76% 77% 73%

DISTRICT 61% 64% 58% 66% 67% 58%

Albright 75% 80% 60% 77% 82% 62%

AMS 51% 56% 52% 60% 61% 49%

Holub 65% 65% 50% 68% 72% 63%

Killough 55% 61% 65% 66% 59% 61%

O'Donnell 63% 65% 58% 69% 65% 60%

Olle 53% 53% 62% 57% 61% 57%

*SSI 1st Admin

ONLY

7th Math

2018

7th Math

2019

7th Math

2021

8th Math

2018

8th Math

2019

8th Math

2021

STATE 71% 73% 55% 78% 81% 61%

DISTRICT 68% 70% 48% 71% 74% 47%

Albright 74% 85% 53% 77% 85% 49%

AMS 60% 58% 46% 67% 58% 39%

Holub 73% 75% 38% 71% 76% 46%

Killough 68% 69% 65% 68% 71% 53%

O'Donnell 72% 71% 46% 74% 80% 54%

Olle 59% 58% 42% 69% 71% 39%

7th Wrtg

2018

7th Wrtg

2019

7th Wrtg

2021

8th Sci

2018

8th Sci

2019

8th Sci

2021

8th SS

2018

8th SS

2019

8th SS

2021

STATE 67% 69% 62% 74% 79% 67% 64% 67% 56%

DISTRICT 56% 59% 50% 66% 72% 55% 48% 54% 40%

Albright 69% 73% 58% 77% 85% 62% 59% 66% 44%

AMS 51% 52% 44% 63% 61% 49% 52% 50% 34%

Holub 56% 62% 48% 68% 69% 51% 46% 57% 39%

Killough 53% 55% 54% 59% 68% 54% 43% 45% 45%

O'Donnell 59% 61% 51% 72% 77% 64% 42% 54% 38%

Olle 44% 48% 44% 53% 62% 47% 48% 47% 43%




Middle School STAAR Passing Percentages Comparisons

Comparison: 2018 through 2021 READING, MATH, WRITING, SCIENCE & SOCIAL STUDIES


2018

Spring

Alg I (1st Time)

2019

Spring

Alg I (1st Time)

2021

Spring

Alg I

(1st

Time)

2018

Spring

Biology(1st Time)

2019

Spring

Biology(1st Time)

2021

Spring

Biology

(1st

Time)

2018

Spring

US Hist (1st Time)

2019

Spring

US Hist (1st Time)

2021

Spring

US Hist

(1st

Time)

STATE 88% 88% 72% 90% 91% 81% 93% 94% 88%

DISTRICT 84% 82% 60% 83% 84% 72% 91% 92% 84%

Elsik 80% 80% 50% 83% 83% 70% 87% 91% 82%

Hastings 80% 78% 51% 82% 84% 67% 91% 92% 80%

Taylor 79% 75% 56% 81% 81% 72% 91% 91% 85%

AECHS 100% 100% 97% 100% 100% 99% 100% 100% 100%

Kerr 100% 100% 86% 100% 100% 98% 100% 100% 99%

2018

Spring

Eng I(1st Time)

2019

Spring

Eng I(1st Time)

2021

Spring

Eng I

(1st

Time)

2018

Spring

Eng II(1st Time)

2019

Spring

Eng II(1st Time)

2021

Spring

Eng II

(1st

Time)

STATE 71% 74% 66% 75% 76% 60%

DISTRICT 60% 62% 58% 64% 64% 62%

Elsik 56% 63% 54% 60% 61% 59%

Hastings 57% 57% 54% 61% 64% 56%

Taylor 59% 59% 57% 63% 59% 62%

AECHS 99% 100% 96% 99% 99% 99%

Kerr 100% 100% 97% 99% 100% 98%

2018

Spring

Alg I

2019

Spring

Alg I

2021

Spring

Alg I

Albright 100% 99% 95%

AMS 100% 100% 98%

Holub 100% 100% 98%

Killough 100% 98% 94%

O'Donnell 100% 100% 100%

Olle 100% 99% 91%




High School STAAR EOC Passing Percentages Comparisons

Comparison: 2018 through 2021 Algebra I, Biology, US History, English I and English II


Campus Campus RatingAll

R/ELA All Math

All

Writing

All

Science

All Social

Studies

High Schools

Early College Not Rated: Declared State of Disaster 98% 97% . 99% 100%

Elsik Not Rated: Declared State of Disaster 51% 55% . 66% 81%

Hastings Not Rated: Declared State of Disaster 52% 54% . 65% 83%

Kerr Not Rated: Declared State of Disaster 99% 98% . 99% 100%

Taylor Not Rated: Declared State of Disaster 55% 59% . 69% 85%

Middle Schools

Albright Not Rated: Declared State of Disaster 62% 59% 61% 64% 45%

Alief Not Rated: Declared State of Disaster 52% 52% 47% 52% 37%

Holub Not Rated: Declared State of Disaster 60% 49% 51% 54% 41%

Killough Not Rated: Declared State of Disaster 66% 66% 57% 58% 48%

O'Donnell Not Rated: Declared State of Disaster 61% 57% 52% 68% 40%

Olle Not Rated: Declared State of Disaster 61% 47% 47% 49% 45%

Elementary Schools

Alexander Not Rated: Declared State of Disaster 47% 39% 40% . .

Best Not Rated: Declared State of Disaster 35% 32% 22% . .

Boone Not Rated: Declared State of Disaster 44% 37% 28% . .

Bush Not Rated: Declared State of Disaster 43% 45% 40% . .

Chambers Not Rated: Declared State of Disaster 44% 44% 41% . .

Chancellor Not Rated: Declared State of Disaster 57% 53% 35% .

Collins Not Rated: Declared State of Disaster 47% 47% 26% .

Cummings Not Rated: Declared State of Disaster 61% 50% 53% . .

Hearne Not Rated: Declared State of Disaster 60% 48% 55% . .

Heflin Not Rated: Declared State of Disaster 58% 46% 54% . .

Hicks Not Rated: Declared State of Disaster 54% 48% 52% . .

Holmquist Not Rated: Declared State of Disaster 59% 49% 37% . .

Horn Not Rated: Declared State of Disaster 49% 46% 36% . .

Kennedy Not Rated: Declared State of Disaster 44% 43% 35% . .

Landis Not Rated: Declared State of Disaster 47% 41% 30% . .

Liestman Not Rated: Declared State of Disaster 57% 43% 47% . .

Mahanay Not Rated: Declared State of Disaster 67% 62% 42% . .

Martin Not Rated: Declared State of Disaster 49% 43% 33% . .

Outley Not Rated: Declared State of Disaster 63% 49% 50% . .

Petrosky Not Rated: Declared State of Disaster 60% 50% 54% . .

Rees Not Rated: Declared State of Disaster 73% 60% 44% . .

Smith Not Rated: Declared State of Disaster 51% 50% 49% . .

Sneed Not Rated: Declared State of Disaster 47% 49% 35% . .

Youens Not Rated: Declared State of Disaster 43% 34% 29% .

Intermediate Schools .

Budewig Not Rated: Declared State of Disaster 54% 52% . 36% .

Klentzman Not Rated: Declared State of Disaster 39% 39% . 26% .

Mata Not Rated: Declared State of Disaster 56% 49% . 36% .

Miller Not Rated: Declared State of Disaster 63% 67% . 50% .

Owens Not Rated: Declared State of Disaster 46% 48% . 41% .

Youngblood Not Rated: Declared State of Disaster 60% 60% . 55%


Accountability Ratings and 2020-2021 STAAR Passing Percentages by Campus

Data Source: TEA 2021 STAAR Performance Data Table198 2021-22 Alief ISD Budget Document

2019

-20

Tex

as A

cad

emic

Per

form

ance

Rep

ort

Dis

tric

t Nam

e: A

LIE

F IS

D

Dis

tric

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ber:

101

903

2020

Acc

ount

abili

ty R

atin

g: N

ot

Rat

ed:

Dec

lare

d S

tate

of

Dis

aste

r

2020

Spe

cial

Edu

catio

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eter

min

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n S

tatu

s:

Nee

ds

Inte

rven

tio

n


TE

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and

Acc

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ST

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Per

form

ance

Lev

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rade

Lev

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61%

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eets

Gra

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1945

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33%

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2018

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Lev

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79%

68%

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1949

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37%

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2018

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1823

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Gra

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Lev

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2019

75%

75%

69%

68%

66%

73%

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81%

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79%

71%

63%

67%

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2018

73%

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44%

45%

35%

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32%

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33%

54%

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23%

40%

37%

31%

33%

34%

2018

46%

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39%

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rade

4 M

athe

mat

ics

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s G

rade

Lev

el o

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2019

75%

76%

71%

65%

70%

71%

82%

87%

67%

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41%

73%

74%

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69%

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2018

78%

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t Mee

ts G

rade

Lev

el o

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2019

48%

49%

43%

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37%

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43%

2018

49%

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33%

66%

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t Mas

ters

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2019

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27%

21%

23%

25%

2018

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18%

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21%

Gra

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el o

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67%

67%

60%

60%

57%

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54%

72%

67%

71%

32%

63%

63%

53%

58%

58%

2018

63%

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rade

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2019

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28%

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25%

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45%

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22%

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30%

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2018

39%

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t Mas

ters

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2019

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8%9%

6%8%

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7%8%

2018

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11%

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TE

A |

Gov

erna

nce

and

Acc

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abili

ty |

Per

form

ance

Rep

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gP

age

4N

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ber

2020

Tex

as E

duca

tion

Age

ncy

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tric

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HA

RR

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istr

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ST

AA

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erfo

rman

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umbe

r: 1

0190

3

Ple

ase

note

that

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to th

e ca

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latio

n of

spr

ing

2020

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te o

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ts o

f Aca

dem

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eadi

ness

(S

TA

AR

) du

e to

the

CO

VID

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pand

emic

,th

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ding

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1986

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%76

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%73

%71

%A

t Mee

ts G

rade

Lev

el o

r A

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2019

54%

54%

43%

47%

38%

44%

45%

57%

40%

54%

31%

39%

46%

37%

41%

40%

2018

54%

54%

43%

45%

37%

49%

30%

67%

88%

50%

30%

47%

45%

38%

41%

40%

At M

aste

rs G

rade

Lev

el20

1929

%30

%21

%22

%18

%21

%24

%36

%20

%36

%8%

16%

23%

16%

19%

19%

2018

26%

27%

17%

17%

13%

24%

26%

37%

63%

38%

5%18

%19

%14

%16

%17

%G

rade

5 M

athe

mat

ics^

At A

ppro

ache

s G

rade

Lev

el o

rA

bove

2019

90%

89%

78%

75%

77%

82%

79%

91%

80%

93%

56%

66%

81%

72%

77%

79%

2018

91%

90%

80%

79%

78%

79%

90%

95%

100%

78%

62%

82%

83%

74%

79%

80%

At M

eets

Gra

de L

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or

Abo

ve20

1958

%59

%42

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1858

%58

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%76

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0%57

%37

%52

%45

%36

%40

%43

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t Mas

ters

Gra

de L

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2019

36%

38%

23%

20%

20%

25%

14%

52%

40%

18%

9%21

%25

%20

%22

%24

%20

1830

%31

%20

%16

%16

%20

%5%

54%

88%

26%

14%

18%

22%

15%

19%

22%

Gra

de 5

Sci

ence

At A

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ache

s G

rade

Lev

el o

rA

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2019

75%

75%

63%

60%

62%

63%

59%

78%

60%

68%

39%

70%

66%

56%

62%

63%

2018

76%

76%

64%

61%

62%

62%

65%

82%

100%

61%

41%

65%

68%

55%

63%

65%

At M

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Gra

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1949

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%23

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%23

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t Mas

ters

Gra

de L

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2019

24%

25%

13%

10%

11%

19%

14%

31%

40%

14%

9%9%

15%

10%

12%

13%

2018

17%

18%

10%

6%8%

15%

9%33

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%22

%10

%18

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9%12

%

Gra

de 6

Rea

ding

At A

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ache

s G

rade

Lev

el o

rA

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2019

68%

69%

62%

66%

58%

53%

59%

77%

75%

71%

38%

62%

65%

57%

61%

59%

2018

69%

71%

65%

69%

59%

62%

64%

81%

*67

%57

%40

%67

%58

%63

%61

%A

t Mee

ts G

rade

Lev

el o

r A

bove

2019

37%

38%

30%

33%

24%

32%

27%

55%

63%

41%

22%

19%

33%

24%

28%

28%

2018

39%

41%

34%

38%

28%

31%

33%

52%

*29

%41

%7%

36%

27%

32%

30%

At M

aste

rs G

rade

Lev

el20

1918

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17%

9%32

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1819

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13%

10%

0%16

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%13

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rade

6 M

athe

mat

ics

At A

ppro

ache

s G

rade

Lev

el o

rA

bove

2019

81%

81%

77%

73%

76%

72%

59%

93%

100%

88%

52%

81%

79%

71%

76%

78%

2018

77%

78%

72%

72%

68%

63%

83%

93%

*64

%49

%49

%75

%65

%70

%71

%A

t Mee

ts G

rade

Lev

el o

r A

bove

2019

47%

48%

43%

39%

37%

37%

32%

79%

88%

53%

28%

43%

45%

37%

41%

43%

2018

44%

46%

41%

38%

36%

35%

26%

77%

*24

%26

%31

%44

%33

%39

%41

%A

t Mas

ters

Gra

de L

evel

2019

21%

22%

21%

16%

16%

19%

9%56

%50

%35

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%27

%23

%16

%19

%22

%20

1818

%20

%18

%17

%12

%10

%9%

53%

*12

%13

%9%

20%

13%

16%

18%

Gra

de 7

Rea

ding

At A

ppro

ache

s G

rade

Lev

el o

rA

bove

2019

76%

77%

68%

71%

65%

59%

54%

83%

*72

%43

%51

%73

%59

%67

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1874

%76

%68

%69

%64

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%*

79%

56%

57%

72%

59%

67%

66%


TE

A |

Gov

erna

nce

and

Acc

ount

abili

ty |

Per

form

ance

Rep

ortin

gP

age

5N

ovem

ber

2020

Tex

as E

duca

tion

Age

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tric

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LIE

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nd o

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Gra

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t Mee

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61%

61%

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88%

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t Mas

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93%

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TE

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At M

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el20

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t Mee

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note

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ncel

latio

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ing

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te o

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smen

ts o

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des

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ject

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50%

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aste

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/Rea

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Lev

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s G

rade

Lev

el o

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2019

68%

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-89

%-

43%

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39%

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66%

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-77

%-

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eets

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de L

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59%

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Lev

el20

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aste

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--

*-

41%

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eets

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de L

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1955

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%-

--

--

16%

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53%

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el20

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69%

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des

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68%

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TE

A |

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erna

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ase

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e ca

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wit

hS

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tal

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sin

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athe

mat

ics

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45%

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34%

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TE

A |

Gov

erna

nce

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Acc

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ty |

Per

form

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as E

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ncy

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tric

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exas

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dem

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rt

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nty

Nam

e: H

AR

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2019

-20

Dis

tric

t S

TA

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Par

tici

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ber:

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903

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ase

note

that

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ncel

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n of

spr

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te o

f Tex

asA

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smen

ts o

f Aca

dem

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VID

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emic

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s20

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ics

2018

-19

48.6

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41.2

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2017

-18

46.0

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46.1

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44.2

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-18

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2017

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Gra

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TE

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TE

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TE

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Dis

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Schools FIRST Rating

Senate Bill 218 of the 77th Legislature (2001) authorized the implementation of the Financial Integrity Rating System of Texas, which is officially referred to as Schools FIRST. The 2020-2021 Schools FIRST rating is based upon an analysis of staff and student data reported for the 2019-20 school year, and budgetary and actual financial data for the 2019-20 fiscal year. Senate Bill 218 also requires each school district to prepare an Annual Financial Accountability Management Report. Our report covers many business-related issues, but focuses on the Schools FIRST rating worksheet. This is the 19th year of Schools FIRST. There were some significant changes as authorized by House Bill (HB) 5, Section 49, 83rd Legislature, Regular Session 2013. HB 5 amended section 39.082 of the Texas Education Code to require the Commissioner of Education to include processes in the financial accountability rating system for anticipating the future financial solvency of each school district and open-enrollment charter school. Texas Administrative Code, Title 19, Part 2, Chapter 109, Subchapter AA, Division 1, Rule §109.1001 Financial Accountability Ratings was updated in August of 2015. The Schools FIRST accountability rating system for 2020-2021 assigns one of four financial accountability ratings to Texas school districts, with the highest being “Superior” and the lowest being “Substandard Achievement.” Districts that receive the “Substandard Achievement” rating under Schools FIRST must file a corrective action plan with the Texas Education Agency. The rating worksheet for the 2020-2021 rating year contains twenty indicators. A negative response to any of the first four critical indicators results in the district receiving a rating of “Substandard Achievement.” Indicator four is not only a critical indicator but a ceiling indicator as well. A ceiling indicator adds additional criteria to designated indicators 4, 6, 16, 17 and 20. If the additional ceiling criteria is not met by the school district a predetermined maximum number of points and highest applicable School FIRST rating that may be earned is assigned to the school district. Indicator five is not scored for the 2020-2021 rating year. The point values range from 0 to 10 for indicators 7, 8, 11, 12, and 13, while indicators 9, 10, and 14 result in 0 or 10 points and indicators 15 and 19 result in 0 or 5 points. The rating is assigned based on the answers to the critical indicators, the ceiling indicators and the aggregate number of points earned for indicators 6-20. Alief ISD’s rating under Schools FIRST for the year ended August 31, 2020 was “Superior”. Alief ISD has received the highest rating since the system was implemented. This report briefly describes data used to calculate the rating and a description of each indicator. It also includes additional required disclosures from the amendments as well as other information affecting the District’s financial accountability.


Financial Integrity Rating Worksheet County District #101-903

School Year 2019-20 District Name: Alief ISD Fiscal Year Ended August 31, 2020

Indicator Description Y/N or Points

1 Was the complete annual financial report (AFR) and data submitted to the TEA within 30 days of the November 27 or January 28 deadline depending on the school districts fiscal year end date of June 30 or August 31, respectively?

Yes

2

Was there an unmodified opinion in the AFR on the financial statements as a whole? (The American Institute of Certified Public Accountants (AICPA) defines unmodified opinion. The external independent auditor determines if there was an unmodified opinion.)

Yes

3

Was the school district in compliance with the payment terms of all debt agreements at fiscal year end? (If the school district was in default in a prior fiscal year, an exemption applies in following years if the school district is current on its forbearance or payment plan with the lender and the payments are made on schedule for the fiscal year being rated. Also exempted are technical defaults that are not related to monetary defaults. A technical default is a failure to uphold the terms of a debt covenant, contract, or master promissory note even though payments to the lender, trust, or sinking fund are current. A debt agreement is a legal agreement between a debtor (= person, company, etc. that owes money) and their creditors, which includes a plan for paying back the debt.)

Yes

4

Did the school district make timely payments to the Teachers Retirement System (TRS), Texas Workforce Commission (TWC), Internal Revenue Service (IRS), and other government agencies? (If the school district received a warrant hold and the warrant hold was not cleared within 30 days from the date the warrant hold was issued, the school district is considered to not have made timely payments and will fail critical indicator 4. If the school district was issued a warrant hold, the maximum points and highest rating that the school district may receive is 95 points, A = Superior Achievement, even if the issue surrounding the initial warrant hold was resolved and cleared within 30 days.)

Yes

5

Was the total unrestricted net asset balance (Net of the accretion of interest for capital appreciation bonds) in the governmental activities column in the Statement of Net Assets greater than zero? (If the school district's change of students in membership over 5 years was 10 percent or more, then the school district passes this indicator.)

Not Scored

6

Was the average change in (assigned and unassigned) fund balances over 3 years less than a 25 percent decrease or did the current year's assigned and unassigned fund balances exceed 75 days of operational expenditures? (If the school district fails indicator 6, the maximum points and highest rating that the school district may receive is 89 points, B = Above Standard Achievement.)

Ceiling Passed

7 Was the number of days of cash on hand and current investments in the general fund for the school district sufficient to cover operating expenditures (excluding facilities acquisition and construction)?

10

8 Was the measure of current assets to current liabilities ratio for the school district sufficient to cover short-term debt?

8

9 Did the school district's general fund revenues equal or exceed expenditures (excluding facilities acquisition and construction)? If not, was the school district's number of days of cash on hand greater than or equal to 60 days?

10

10 Did the school district average less than a 10 percent variance (90% to 110%) when comparing budgeted revenues to actual revenues for the last 3 fiscal years?

10


Financial Integrity Rating Worksheet County District #101-903

School Year 2019-20 District Name: Alief ISD Fiscal Year Ended August 31, 2020

Indicator Description Y/N or Points

11

Was the ratio of long-term liabilities to total assets for the school district sufficient to support long-term solvency? If the school district's increase of students in membership over 5 years was 7 percent or more, then the school district automatically passes this indicator.

10

12 Was the debt per $100 of assessed property value ratio sufficient to support future debt repayments?

10

13 Was the school district's administrative cost ratio equal to or less than the threshold ratio?

10

14 Did the school district not have a 15 percent decline in the students to staff ratio over 3 years (total enrollment to total staff)? If the student enrollment did not decrease, the school district will automatically pass this indicator.

10

15 Was the school district's ADA within the allotted range of the district's biennial pupil projection(s) submitted to TEA? If the district did not submit pupil projections to TEA, did it certify TEA's projections?

5

16

Did the comparison of Public Education Information Management System (PEIMS) data to like information in the school district's AFR result in a total variance of less than 3 percent of all expenditures by function? (If the school district fails indicator 16, the maximum points and highest rating that the school district may receive is 89 points, B = Above Standard Achievement.)

Ceiling Passed

17

Did the external independent auditor report that the AFR was free of any instance (s) of material weaknesses in internal controls over financial reporting and compliance for local, state, or federal funds? (The AICPA defines material weakness.) (If the school district fails indicator 17, the maximum points and highest rating that the school district may receive is 79 points, C = Meets Standard Achievement.)

Ceiling Passed

18 Did the external independent auditor indicate the AFR was free of any instance(s) of material noncompliance for grants, contracts, and laws related to local, state, or federal funds? (The AICPA defines material noncompliance.)

10

19

Did the school district post the required financial information on its website in accordance with Government Code, Local Government Code, Texas Education Code, Texas Administrative Code and other statutes, laws and rules that were in effect at the school district's fiscal year end?

5

20

Did the school board members discuss the district's property values at a board meeting within 120 days before the district adopted its budget? (If the school district fails indicator 20 the maximum points and highest rating that the school district may receive is 89 points, B = Above Standard Achievement.)

Ceiling Passed

Weighted Sum = 98

Multiplier Sum = 1

Ceiling = 100%

Overall Score = 98


Glossary

This glossary contains definitions of terms and acronyms used in this guide and such additional terms as seem necessary to common understandings concerning financial accounting procedures for schools. Several terms, which are not primarily financial accounting terms, have been included because of their significance for school financial accounting. The glossary is arranged alphabetically with appropriate cross-referencing where necessary. ACAC – Alief Center for Advanced Careers. ACT – American College Test. ACP – Alternative Certification Program. ADA – Average daily attendance (ADA) is the average number of students in daily attendance. A

large component of state funding is based on ADA. AEIS – Academic Excellence Indicator System. AECHS – The Alief Early College High School (AECHS) is a campus in the District that provides

students typically underrepresented in higher education the opportunity to obtain a high school diploma and earn up to 60 college hours simultaneously.

AIMS – Instructional program at all intermediate and several elementary campuses targeted

towards gifted and talented students. AISD – Alief Independent School District. ALC – The Alternative Leaning Center (ALC) is a campus in the District that was designed to meet

the needs of students from all grade levels with unique disciplinary and behavioral concerns.

AP – Advanced Placement (AP) Tests for various subjects can be taken by high school students

in order to earn college credit. ASATR – Additional State Aid for Tax Reduction. ASBO – Association of School Business Officials International. AVID – Advancement Via Individual Determination. Abatement - A complete or partial cancellation of a levy imposed by a governmental unit.

Abatements usually apply to tax levies, special assessments and service charges. School accountants usually consider an abatement to be a reduction of a previously recorded expenditure or receipt item by such things as refunds, rebates and collections for loss or damage to school property.

Account - A descriptive heading under which are recorded financial transactions that are similar

in terms of a given frame of reference, such as purpose, object or source. Accounting Period - A period at the end of which and for which financial statements are prepared;

for example, September 1 through August 31. Administration - Those activities which have as their purpose the general regulation, direction

and control of the affairs of the local education agency that are system-wide and not confined to one school, subject or narrow phase of school activity.


Allocation - A part of a lump-sum appropriation which is designated for expenditure by specific organization units and/or for special purposes, activities or objects.

Appraisal - (1) The act of appraising. (2) The estimated value resulting from such action. Appraise - To make an estimate of value, particularly of the value of property. Note, if the property

is valued for purposes of taxation, the less-inclusive term "assess" is substituted for the above term.

Appropriation Account - A budgetary account set up to record specific authorization to spend.

The account is credited with original and any supplemental appropriations and is charged with expenditures and encumbrances.

Assess - To value property officially for the purpose of taxation. Note, the term is also sometimes

used to denote the levy of taxes, but such usage is not correct because it fails to distinguish between the valuation process and the tax levy process.

Assessed Valuation - A valuation set upon real estate or other property by a government as a

basis for levying taxes. Assets - Property owned by a local education agency which has a monetary value. Arbitrage – The investment of the proceeds from the sale of bonds in a taxable instrument that

yields a higher rate, resulting in interest revenue in excess of interest costs. Balanced Budget - A balanced budget refers to a budget in which revenues are equal to

expenditures. Thus, neither a budget deficit nor a budget surplus exists. More generally, it refers to a budget that has no budget deficit, but could possibly have a budget surplus.

Bill - (1) A term used to denote a law or statute passed by certain legislative bodies. A bill has

greater legal formality and standing than a resolution. (2) A statement of an amount owing for goods and services sold on open account.

Board of Education - The elected or appointed body which has been created according to State

law and vested with responsibilities for educational activities in a given geographical area. These bodies are sometimes called school boards, governing boards, boards of directors, school committees, school trustees, etc. This definition relates to the general term and covers State boards, intermediate administrative unit boards and local basic administrative unit boards.

Bond - A written promise, generally under seal, to pay a specified sum of money, called the face

value, at a fixed time in the future, called the date of maturity and carrying interest at a fixed rate, usually payable periodically. The difference between a note and a bond is that the latter usually runs for a longer period of time and requires greater legal formality.

Bonded Debt - The part of the school district debt which is covered by outstanding bonds of the

district. Sometimes called "Funded Debt or Bonded Indebtedness." Bonds Authorized and Unissued - Bonds which have been legally authorized but not issued and

which can be issued and sold without further authorization. Bonds Issued - Bonds sold. Bonds Payable - The face value of bonds issued and unpaid.


http://en.wikipedia.org/wiki/Budget

http://en.wikipedia.org/wiki/Revenue

http://en.wikipedia.org/wiki/Expenditure

http://en.wikipedia.org/wiki/Budget_deficit

http://en.wikipedia.org/wiki/Budget_surplus

http://en.wikipedia.org/wiki/Budget_deficit

http://en.wikipedia.org/wiki/Budget_surplus

Budget - A plan of financial operation embodying an estimate of proposed expenditures for a given period or purpose and the proposed means of financing them. The budget usually consists of three parts. The first part contains a message from the budget-making authority together with a summary of the proposed expenditures and the means of financing them. The second part consists of schedules supporting the summary. These schedules show in detail the proposed expenditures and means of financing them, together with information as to past years' actual revenues and expenditures and other data used in making the estimates. The third part is composed of drafts of the appropriation, revenue and borrowing measures necessary to put the budget into effect.

Budgetary Accounts - Those accounts necessary to reflect budget operations and conditions,

such as estimate revenues, appropriations, encumbrances, the net balance and other related information.

CCMR – College, Career and Military Ready COVID-19 (Coronavirus) – An infectious disease caused by SARS-CoV virus. CPTD – Comptroller Property Tax Division. CTE – Career and Technology Education. Capital Budget - A plan of proposed capital outlays and the means of financing them for the fiscal

period. It is usually a part of the current budget. A capital program is sometimes referred to as a capital budget.

Capital Outlays - Expenditures over $5,000 which result in the acquisition of or addition to fixed

assets. Capital Program - A plan for capital expenditures to be incurred each year over a fixed period of

years to meet capital needs arising from the long term work program or otherwise. It sets forth each project or other contemplated expenditure in which the local education agency is to have a part and specifies the full resources estimated to be available to finance the projected expenditures.

Cocurricular Activities - Direct and personal services for public school pupils, such as

interscholastic athletics, entertainments, publications, clubs, band and orchestra, that are managed or operated by the student body under the guidance and direction of an adult, and are not part of the regular instructional program.

Community Services - Those services which are provided for the community as a whole or some

segment of the community and which are not restricted to the public schools or adult education programs.

Consultant - A resource person who provides assistance to the regular personnel through

conference, demonstration, research or other means. There are two types of consultants; those retained on a temporary basis and those who are permanently employed.

Contracted Services - Labor, material and other costs for services rendered by personnel who

are not on the payroll of the local education agency. Current - As used in this manual, the term has reference to the fiscal year in progress. Current Budget - The annual budget prepared for and effective during the present fiscal year. Current Expenditures per Pupil - Current expenditures for a given period of time divided by a

pupil unit of measure (average daily membership, average daily attendance, etc.)


Current Year's Tax Levy - Taxes levied for the current fiscal period. DCA – District Common Assessment. DAEP – Disciplinary Alternative Education Program. Debt - An obligation resulting from the borrowing of money or from the purchase of goods and

services. Debts of local education agencies include bonds, warrants and notes, etc. Debt Limit - The maximum amount of gross or net debt which is legally permitted. Debt Service Fund - A fund used to account for the accumulation of resources and payment of

principal and interest on all bonds. Deficit - The excess of the obligations of a fund over the fund's resources. Delinquent Taxes - Taxes remaining unpaid on and after the date on which they become

delinquent by statute. ECHS – Early College High School provides students typically underrepresented in higher

education the opportunity to obtain a high school diploma and earn up to 60 college hours simultaneously.

EDA – The Existing Debt Allotment (EDA) was passed during the last Legislative session and

provides additional State funding for existing debt. EOC - End of Course exam. ESL – English as a Second Language. ESSER – Elementary and Secondary School Emergency Relief. Congress passed three stimulus

bills that provided nearly $190.5 billion to the ESSER Fund. Each states’ funding is based on the same proportion share that they receive under the ESEA, Title-I, Part A.

Estimated Revenue - When the accounts are kept on an accrual basis, this term designates the

amount of revenue estimated to accrue during a given period regardless of whether or not it is all to be collected during the period.

Expenditures - This includes total charges incurred, whether paid or unpaid, for current expense,

capital outlay and debt service. (Transfers between funds, encumbrances and payments of cash in settlement of liabilities already accounted as expenditures are not considered as expenditures.)

Expenses - Charges incurred, whether paid or unpaid, for operation, maintenance, interest and

other charges which are presumed to benefit the current fiscal period. Note, legal provisions sometimes make it necessary to treat as expenses some charges whose benefits extend over future periods. For example, purchases of materials and supplies which may be used over a period of more than one year and payments for insurance which is to be in force for a period longer than one year frequently must be charged in their entirety to the appropriation of the year in which they are incurred and classified as expenses of that year even though their benefits extend also to other periods.

FAFSA – Free Application for Federal Student Aid FASB – Financial Accounting Standard Board. FFA – Future Farmers of America.


Fiscal Year - A twelve-month period of time to which the annual budget applies and at the end of which a local education agency determines its financial position and the results of its operations.

Fixed Assets - Land, building, machinery, furniture and other equipment which the school district

intends to hold or continue in use over a long period of time. "Fixed" denotes probability or intent to continue use or possession, and does not indicate immobility of an asset.

Food Service - Those activities which have as their purpose the preparation and serving of regular and incidental meals, lunches or snacks in connection with school activities.

Function - As applied to expenditures, this term has reference to an activity or service aimed at

accomplishing a certain purpose or end; for example, Instruction, Instructional Administration, Plant Maintenance and Operations.

Fund - A sum of money or other resources set-aside for specific activities of a school district. The

fund accounts constitute a complete entity and all of the financial transactions for the particular fund are recorded in them.

Fund Balance - The excess of assets of a fund over its liabilities and reserves. During the fiscal

year prior to closing, it represents the excess of the fund's assets and estimated revenues for the period over its liabilities, reserves, and appropriations for the period.

GAAP – Generally Accepted Accounting Principles. GASB – Government Accounting Standards Board. General Fund - A fund used to finance the ordinary operations of the local education agency. It is

available for a legally authorized purpose and consists of money not specifically designated for some other particular purpose.

General Obligation Bonds – Bonds backed by the full faith and credit of the government. Graduation Rate – Students graduating “on time” in four years with their 9th grade established

cohort group. HCAD – Harris County Appraisal District. HCC – Houston Community College. Hold Harmless – Provisions in state aid formulas that are meant to restrict declines in revenues

for districts. HVAC – Heating, Ventilation & Air Conditioning. IAQ – Indoor Air Quality. IFA – The Instructional Facilities Allotment (IFA) Program was enacted during the 1997 Legislative

session and provides state funding for instructional school facilities. However, there is a limit on funding for each biennium so Districts must apply for funding.

ISD – Independent School District. ISIP – Istation Indicators of Progress. I&S – Interest and sinking (I&S) is a term that is used interchangeably with debt service fund in

discussing the components of the tax rate.


Instruction - The activities dealing directly with the teaching of students or improving the quality of teaching.

Interest - A fee charged a borrower for the use of money. Interest and Sinking Rate – The portion of the tax rate used to fund debt service expenditures. Inventory - A detailed list or record showing quantities, descriptions, values, frequency, units of

measure and unit prices of property on hand. JROTC – Junior Reserve Officers’ Training Corps (of the United States Army). LEP - Limited English Proficiency (LEP). Levy - (Verb) To impose taxes or special assessments. (Noun) The total of taxes or special

assessments imposed by a governmental unit. Long-Term Loan - A loan which extends for more than 5 years from the date the loan was obtained

and is not secured by serial or term bonds. Such loans are not legal in Texas under the general statutes.

MIS – Management Information Systems. M&O – Maintenance and operations (M&O) is a term that is used interchangeably with general

fund in discussing the components of the tax rate. Measurable and Available – Measurable and available is a term used to describe revenues.

Revenues are recognized in the accounting period in which they become both measurable and available. Revenues are considered available when they are collectible within the current period or soon enough thereafter to pay liabilities of the current period.

Object - As applied to expenditures, this term has reference to an article or service received; for

example, payroll costs, purchased and contracted services, materials and supplies. PBMAS – Performance Based Monitoring Analysis System. PBMAS is an automated data system

that reports annually on the performance of school districts and charter schools in selected program areas (bilingual education/English as a second language, career and technical education, special education and certain Title programs under the No Child Left Behind Act).

PEIMS – Public Education Information Management System. PEIMS is a data collection system

developed by the Texas Education Agency. PTO – Parent Teacher Organization. Pandemic – An epidemic occurring worldwide, or over a very wide area, crossing international

boundaries and usually affecting a large number of people. Payroll - A list of individual employees entitled to pay, with the amounts due to each for personal

services rendered.

Personal Property – Any property that is not real property and that is movable or not attached to the land.

Personnel, Full-Time - School employees who occupy positions the duties of which require them

to be on the job on school days, throughout the school year, at least the number of hours the schools in the system are in session.


Personnel, Part-Time - Personnel who occupy positions, the duties of which require less than full-time service. This includes those employed full-time for part of the school year, part-time for all of the school year and part-time for part of the school year. See also Personnel, Full-Time.

Plant Maintenance (Plant Repairs and Repairs and Replacements of Equipment) - Those

activities which are concerned with keeping the grounds, buildings and equipment at their original condition or completeness or efficiency, either through repairs or by replacements of property (anything less than replacement of a total building).

Principal of a School - The administrative head of a school (not school district) to who has been

delegated the major responsibility for the coordination and supervision of the activities of the school.

Principal of Bonds - The face value of bonds.

Program - The definition of an effort to accomplish a specific objective or objectives consistent

with funds or resources available. Budgets and actual revenue and expenditure records may be maintained per program.

Program Budget - A budget wherein expenditures are based primarily on programs of work and

secondarily on character and object. A program budget is a transitional type of budget between the traditional character and object number, on the one hand and the performance budget on the other.

QSCB - Qualified School Construction Bonds – As a component of the American Recovery and

Reinvestment Act of 2009, Congress authorized the creation of the QSCB program. The program allows school districts to obtain interest-free or very-low interest financing for qualified construction projects. The program provides an incentive in the form of federal tax credits to lenders who purchase bonds from issuing school districts.

RPAF – Regular Program Adjustment Factor Real Property – Land together will all of the property on it that cannot be moved, together with any

attached rights. Refunding Bonds - Bonds issued to pay off bonds already outstanding.

Reimbursement - Cash or other assets received as a repayment of the cost of work or services

performed, or of other expenditures made for or on behalf of another governmental unit or department, or for an individual, firm or corporation.

Reserve - An amount set aside for a specified purpose, or an account which records a portion of

the fund balance that is to be segregated for some future use and, therefore, is not available for further appropriation and expenditure.

SAT – Standardized Aptitude Test. SHARS – School Health and Related Services. SLE – Second Language Education. SLP – Speech Language Pathologist. STAAR – State of Texas Assessments of Academic Readiness. STEM – Science, Technology, Engineering & Mathematics.


Salary - The total amount regularly paid or stipulated to be paid to an individual, before deductions, for personal services rendered while on the payroll of the school district. Payments for sabbatical leave are also considered as salary.

School - A division of the school system consisting of a group of pupils composed of one or more

teachers to give instruction of a defined type, and housed in a school plant of one or more buildings. More than one school may be housed in one school plant, as is the case when the elementary and secondary programs are housed in the same school plant.

School, Elementary - A school classified as elementary by State and local practice and composed

of any span of grades not above grade six. In this District this term includes kindergartens and pre-kindergartens if they are under the control of the local board of education.

School, Intermediate - A separately organized elementary school intermediate between early

elementary and middle school. In this District intermediate schools include grades four and five.

School, Middle - A separately organized secondary school intermediate between elementary,

intermediate, and senior high school. In this District middle schools include grades six through eight.

School, Public - A school operated by publicly elected or appointed school officials in which the program and activities are under the control of these officials and which is supported by public funds.

School, Secondary - In this handbook a secondary school comprises any span of grades

beginning with the next grade following the elementary/intermediate school and ending with or below grade 12, including middle schools, the different type of high schools and alternative high schools.

School, Senior High - A school offering the final years of high school work necessary for

graduation; invariably preceded by a middle school in the same system. School, Summer - The name applied to the school session carried on during the period between

the end of the regular school term and the beginning of the next regular school term. Serial Bonds - Bonds whose principal is to be repaid in periodic installments over the life of the

issue.

Special Revenue Funds – Funds that are used to account for funds awarded to the District for the purpose of accomplishing specific educational tasks as defined by grantors in contracts or other agreements.

State Aid for Education - Any grant made by a State government for the support of education. Student Wealth – Assessed value of property divided by school enrollment. Supplemental Taxes - Taxes levied subsequent to the initial levy to add property omitted from

the original tax roll(s).

Supply - A material item of an expendable nature that is consumed, worn out or deteriorated in use; or one that loses its identity through fabrication or incorporation into a different or more complex unit or substance.

TAFSA – Texas Application for State Financial Aid TAKS - The Texas Assessment of Knowledge & Skills Test was created to replace the TAAS test

for students.


TASB – Texas Association of School Boards (TASB). TEA – Texas Education Agency (TEA). TEKS – Texas Essential Knowledge and Skills. TIA – Teacher Incentive Allotment TRS – The Teacher Retirement System (TRS) of Texas is a public employee retirement system

(PERS) that is multiple employer defined benefit pension plan. State law provides for a state contribution rate of 6.0% and a member contribution rate of 6.9%.

TUT – Tutorials for students. Taxes - Compulsory charges levied by a governmental unit for the purpose of financing services

performed for the common benefit. The term includes licenses and permits. It does not include special assessments.

Unencumbered Balance of Appropriation - That portion of an appropriation not yet expended

or encumbered; the balance remaining after deducting from the appropriation the accumulated expenditures and outstanding encumbrances.

Unexpended Balance of Appropriation - That portion of an appropriation not yet expended; the

balance remaining after deducting from the appropriation the accumulated expenditures. Unit Cost - Expenditures for a function, activity or service divided by the total number of units for

which the function, activity or service was provided. WADA – Weighted Average Daily Attendance. Zero-Based Budgeting - The process of preparing an operating plan or budget that starts with no

authorized funds. In a zero-based budget, each activity to be funded must be justified every time a new budget is prepared.


2021-22 Official Budget - Alief ISD

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