Welcome to this page of the Muscogee County School District designed to provide you with important information and enhanced transparency. Here you will find updates relative to our district’s re-accreditation, the revised Strategic Plan, progress on capital improvement projects funded by the Educational Special Purpose Local Option Sales Tax (ESPLOST) and district expenditures below the $15,000. Board of Education approval threshold.
The revised Strategic Plan is based on the Superintendent’s Initial Assessment and Recommendation Report (see link) completed during the first 120 days of Dr. Lewis’ tenure. The report’s format is comprised of overarching areas of focus followed by district accolades and attributes, primary challenges and barriers, and recommendations for immediate, near and long-term initiatives relative to each finding. The full execution of the plan is expected to span ten years to reach full fruition. The designated tab provides insight into progress to date.
Similarly, the ESPLOST tab provides updates on capital improvement projects graciously funded by the 1 percent sales tax passed by local voters in 2015. The ESPLOST has afforded improvement opportunities in technology infrastructure, security measures, transportation upgrades and capital improvements via renovations and new construction projects that would not have been possible otherwise.
To further increase transparency with respect to district expenditures, a tab has been designed to list all expenditures under $15,000. School district policy requires al expenditures above $15,000 to be approved by the Board of Education. In the interest of increased transparency, a tab has been designed to list all expenditures that fall below the $15,000 threshold. It should be noted that the funding notices of many such expenditures are not by tax dollars but rather through donations, interest on internal accounts and district enterprise funds in accordance with state laws and guidelines.
Thank you for taking the time to visit this website page. Should you have questions, I invite you to contact us.
Dr. David F. Lewis
Expenditures Under $15k
2019-2020
2018-2019
- Expenditures Under $15K - June 2019.pdf
- Expenditures Under $15K - May 2019.pdf
- Expenditures Under $15K - Apr 2019.pdf
- Expenditures Under $15K - Mar 2019.pdf
- Expenditures Under $15K - Feb 2019.pdf
- Expenditures Under $15K - Jan 2019.pdf
- Expenditures Under $15K - Dec 2018.pdf
- Expenditures Under $15K - Nov 2018.pdf
- Expenditures Under $15K - Oct 2018.pdf
- Expenditures Under $15K -Sept 2018.pdf
- Expenditures Under $15K -Aug 2018.pdf
- Expenditures Under 15K - July 2018.pdf
2017-2018
- Expenditures Under $15K -June 2018.pdf
- Expenditures Under $15K -May 2018.pdf
- Expenditures Under $15K -Apr 2018.pdf
- Expenditures Under $15K -Mar 2018.pdf
- ExpendituresDec2017.pdf
- ExpendituresFeb2018.pdf
- ExpendituresJan2018.pdf
- ExpendituresSept2017.pdf
- ExpendituresNov2017.pdf
- ExpendituresOct2017.pdf
- ExpendituresAugust2017.pdf
- ExpendituresJuly2017.pdf
2016-2017
- ExpendituresApril2017.pdf
- ExpendituresMay2017.pdf
- ExpendituresJune2017.pdf
- Expenditures Under 15K March 2017.pdf
- Expenditures Under 15K January 2017.pdf
- Expenditures Under 15K February 2017.pdf
- Expenditures Under 15K July 2016.pdf
- ExpendituresOct2016.pdf
- ExpendituresSep2016.pdf
- ExpendituresNov2016.pdf
- ExpendituresDec2016.pdf
- ExpendituresAug2016.pdf
Construction Update Reports
2022-2023
- August 2022 Construction Status Report.pdf
- September 2022 Construction Status Report.pdf
- April 2023 Construction Status Report.pdf
- March 2023 Construction Update.pdf
- March 2023 Construction Status Report.pdf
- February 2023 Construction Status Report .pdf
- January 2023 Construction Status Report.pdf
- December 2022 Construction Status Report
- November 2022 Construction Status Report.pdf
- October 2022 Construction Status Report.pdf
- July 2022 Construction Update.pdf
2021-2022
- June 2022 Construction Status Report.pdf
- May 2022 Construction Status Report.pdf
- April 2022 Response to Inflation.pdf
- April 2022 Construction Status Report.pdf
- March 2021 Updated Construction Status Reports.pdf
- March 2022 Construction Update Report.pdf
- February 2022 Construction Status Report..pdf
- January 2022 Construction Update Status Report.pdf
- Construction Status Report December Dec 2021.pdf
- December 2021 Construction Status Reports.pdf
- November 2021 Updated Construction Status Reports (1).pdf
- October 2021 Updated Construction Status Reports.pdf
- September 2021 Updated Construction Status Reports.pdf
- August 2021 Updated Construction Status Reports.pdf
- July 2021 Updated Construction Status Reports.pdf
2020-2021
- May 2021 Construction Status Report.pdf
- 2021 AGC Construction Inflation Alert.pdf
- April 2021 Updated Construction Status Reports..pdf
- March 2021 Updated Construction Status Reports.pdf
- February 2021 Updated Construction Status Reports.pdf
- December 2020 Construction Status Reports.pdf
- November 2020 Updated Construction Status Reports (1).pdf
- October 2020 Updated Construction Status Reports.pdf
- September 2020 Updated Construction Status Reports.pdf
- August 2020 Update Construction Status Report.pdf
- August 2020 Construction Status Reports.pdf
- JULY 2020 Construction Status Reports.pdf
2019-2020
- June 2020 Updated Construction Status Reports .pdf
- May 2020 Updated Construction Status Reports.pdf
- April 2020 Updated Construction Status Reports.pdf
- March 2020 Updated Construction Status Reports.pdf
- February 2020 Updated Construction Status Reports.pdf
- January 2020 Updated Construction Status Reports.pdf
- December 2019 Updated Construction Status Reports.pdf
- November 2019 Updated Construction Status Reports (1).pdf
- October 2019 (Updated) Construction Status Report.pdf
- September 2019 (Updated) Construction Status Report.pdf
- August 2019 (Updated) Construction Status Reports.pdf
- July 2019 Construction Update Report.pdf
- July 2019 (Updated) Construction Status Reports.pdf
2018-2019
- June 2019 Updated Construction Status Reports.pdf
- May 2019 Construction Update Status Report.pdf
- May 2019 Construction Status Reports.pdf
- April 2019 Updated Construction Status Reports.pdf
- March 2019 Construction Status Report.pdf
- February 2019 Construction Update Report.pdf
- February 2019 Construction Status Reports.pdf
- January 2019 Construction Status Report.pdf
- December 2018 Construction Status Reports.pdf
- November 2018 Construction Status Reports.pdf
- October 2018 Construction Status Report.pdf
- September 2018 Construction Status Reports.pdf
- August 2018 Construction Status Reports.pdf
- July 2018 Construction Status Reports.pdf
- MCSD Construction Update October 2019.pdf
- MCSD 2015 SPLOST in Review.pdf
- 2015 E-SPLOST Updates-Board Presentation.pdf
SPLOST Updates
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| Focus Area | Performance Indicator | Performance Measure | |||||||||
| Learning | College and Career Readiness Performance Index | 2017-2018 | 2018-2019 | 2019-2020 | |||||||
| Grades 3-5 GA Milestones Assessments (GMAS) - End of Grade | Actual | Target | Actual | Target | Actual | ||||||
| Percent of students scoring at Developing Learner level or above in ELA | 56.38 | 57.69 | 58.96 | ||||||||
| Percent of students scoring at Developing Learner level or above in Mathematics | 56.71 | 58.01 | 59.27 | ||||||||
| Percent of students scoring at Developing Learner level or above in Science | 54.97 | 56.32 | 57.63 | ||||||||
| Percent of students scoring at Developing Learner level or above in Social Studies | 55.06 | 56.41 | 57.72 | ||||||||
| Grades 6-8 GA Milestones Assessments (GMAS) - End of Grade | Actual | Target | Actual | Target | Actual | ||||||
| Percent of students scoring at Developing Learner level or above in ELA | 53.66 | 55.05 | 56.40 | ||||||||
| Percent of students scoring at Developing Learner level or above in Mathematics | 56.42 | 57.73 | 59.00 | ||||||||
| Percent of students scoring at Developing Learner level or above in Science | 47.84 | 49.40 | 50.92 | ||||||||
| Percent of students scoring at Developing Learner level or above in Social Studies | 54.27 | 55.64 | 56.97 | ||||||||
| Grades 9-12 GA Milestones Assessments (GMAS) - End of Course | Actual | Target | Actual | Target | Actual | ||||||
| Percent of students scoring at Developing Learner level or above in ELA | 65.23 | 66.27 | 67.28 | ||||||||
| Percent of students scoring at Developing Learner level or above in Mathematics | 49.61 | 51.12 | 52.59 | ||||||||
| Percent of students scoring at Developing Learner level or above in Science | 54.53 | 55.89 | 57.22 | ||||||||
| Percent of students scoring at Developing Learner level or above in Social Studies | 63.50 | 64.60 | 65.66 | ||||||||
| Focus Area | Performance Indicator | Performance Measure | |||||||||
| Full Option Graduation | College and Career Readiness Performance Index | 2017-2018 | 2018-2019 | 2019-2020 | |||||||
| Literacy | Actual | Target | Actual | Target | Actual | ||||||
| Percent of Elementary students achieving targeted Lexiles | 46.57 | 48.17 | 49.73 | ||||||||
| Percent of Middle School students achieving targeted Lexiles | 52.85 | 54.26 | 55.64 | ||||||||
| Percent of High School students achieving targeted Lexiles | 58.78 | 60.02 | 61.22 | ||||||||
| Graduation Rate | Actual | Target | Actual | Target | Actual | ||||||
| 4-Year Cohort Graduation Rate (%) | 88.90 | 89.23 | 89.56 | ||||||||
| 5-Year Extended Cohort Graduation Rate (%) | 89.53 | 89.84 | 90.0 | ||||||||
| Accelerated Enrollment | Actual | Target | Actual | Target | Actual | ||||||
| CCRPI Accelerated Enrollment Performance Data | 82.2 | 82.73 | 83.25 | ||||||||
| Pathway Completion | Actual | Target | Actual | Target | Actual | ||||||
| CCRPI Pathway Completer Performance Data | 84.81 | 85.27 | 85.71 | ||||||||
| College and Career Readiness | Actual | Target | Actual | Target | Actual | ||||||
| CCRPI College and Career Performance Data | 49.45 | 50.97 | 52.44 | ||||||||
| Actual | Actual | Actual | |||||||||
| SAT Average Score | 1053 | ||||||||||
| Number of Students Tested for SAT | 981 | ||||||||||
| ACT Average Composite Score | 19.4 | ||||||||||
| Number of Students Tested for ACT | 902 | ||||||||||
| Percentage of AP exams scored 3 or greater | 49.2 | ||||||||||
| Number of Students Tested for AP | 3144 | ||||||||||
| Focus Area | Performance Indicator | Performance Measure | |||||||||
| High Quality Staff | Personnel | 2017-2018 | 2018-2019 | 2019-2020 | |||||||
| Actual | Target | Actual | Target | Actual | |||||||
| Percent of teachers with provisional or emergency certifications | 9.0 | ||||||||||
| Percent of teachers out of field | 10.0 | ||||||||||
| Percent of teachers under 4 years of experience (consecutive) | 40.0 | ||||||||||
| Average teacher experience (years) | 13 | ||||||||||
| Average administrator experience (years) | 22 | ||||||||||
| Number of teachers with gifted endorsement | |||||||||||
| Focus Area | Performance Indicator | Performance Measure | |||||||||
| Equity, Culture and Context | 2017-2018 | 2018-2019 | 2019-2020 | ||||||||
| Actual | Target | Actual | Target | Actual | |||||||
| 88.75 | 89.09 | 89.41 | |||||||||
| 85.75 | 86.18 | 86.59 | |||||||||
| 81.50 | 82.06 | 82.59 | |||||||||
| Discipline Data | Actual | Target | Actual | Target | Actual | ||||||
| Total number of out-of-school suspension days (OSS Days) | 18,806 | ||||||||||
| Total number of in-school suspension days (ISS Days) | 10,300 | ||||||||||
| Total number of alternative education placements | 470 | ||||||||||
| Number of students expelled | 8 | ||||||||||
| Focus Area | Performance Indicator | Performance Measure | |||||||||
| Operations | School Nutrition and Finance | 2017-2018 | 2018-2019 | 2019-2020 | |||||||
| School Nutrition Program | Actual | Actual | Actual | ||||||||
| Percent of students eligible for Free/Reduced Lunch | 78% | ||||||||||
| State | MCSD | State | MCSD | State | MCSD | ||||||
| 3 Year Average expenditure per pupil | $9,085.97 | $8,720.54 | |||||||||
| Average revenues per pupil | Pending | Pending | |||||||||
| Financial Efficiency Star Rating | 3.5 | ||||||||||
| Percent of revenue from Local Funds | 42% | ||||||||||
| Percent of revenue from State Funds | 46% | ||||||||||
| Percent of revenue from Federal Funds | 12% | ||||||||||
Long-Term
| Initiative | Progress | |
|---|---|---|
| Complete Social Return on Investment (SROI) analysis |
0% |
|
| Partner with community athletic leagues to reach out to parents and at-risk students |
50% |
|
| Collaborate with Columbus Consolidated Government Television (CCG-TV) and the City Council |
75% |
|
| Open parent advocacy centers throughout the district to assist parents in navigating the school district |
40% |
|
| Review and revise the community engagement plan to involve all constituencies |
50% |
|
| Increase transparency and involvement in future budgeting processes |
75% |
Near-Term
| Initiative | Progress | |
|---|---|---|
| Communicate the expectation that schools act in alignment with the District’s commitment to narrowing gaps and hold schools accountable for doing so |
100% |
|
| Benchmark and develop dashboards correlated to the District’s Strategic Plan |
100% |
|
| Increase transparency in communications regarding the current budget allocation process |
100% |
|
| Continue meeting with focus and advisory groups initiated in the first 120 days |
100% |
|
| Initiate Editorial Boards |
50% |
|
| Enhance communication through radio and television broadcasts |
75% |
|
| Provide a “State of the District” Annual Report to the School Board and public |
100% |
|
| Develop and disseminate a report for each school summarizing progress toward meeting School Improvement Plan goals |
100% |
|
| Incorporate social media at the school level, as appropriate |
75% |
|
| Initiate the use of press conferences announcing major initiatives, awards, and events |
50% |
|
| Strengthen capabilities of the MCSD parent portal |
90% |
|
| Differentiate and enhance parent and community engagement strategies |
100% |
Immediate
| Initiative | Progress | |
|---|---|---|
| Standardize internal email communication format to promote clear and concise messaging |
100% |
|
| Work to ensure two-way flow of information to stakeholders |
75% |
|
| Establish distinct systems and expectations for collaboration within each region and throughout the district |
100% |
|
| Expect all MCSD employees to adhere to the District’s core values |
100% |
|
| Define minimum expectations for district and school websites |
50% |
|
| Establish an extension of the Superintendent’s Cabinet to periodically include director level positions and above in order to enhance communication and broaden vision |
100% |
|
| Continue to use student, principal and teacher advisory committees as a means of providing two-way communication between schools and the district |
100% |
Long-Term
| Initiative | Progress | |
|---|---|---|
| Expand access and utilization of graduation coaches for each secondary school within the proposed region |
100% |
|
| Harness the power of non-profits to provide expanded student supports |
100% |
|
| Develop Peer Leader programs at all high schools to train interested seniors to mentor freshman as they transition to high school |
25% |
Near-Term
| Initiative | Progress | |
|---|---|---|
| Develop non-fiction based pre-kindergarten curriculum aligned to the expectations of the Georgia Early Learning Standards (GELS) |
80% |
|
| Establish an accelerated academic pipeline at the elementary and middle level |
100% |
|
| Explore the expansion of additional career and technical programming in the areas of aviation/aerospace, engineering/manufacturing, information technology, healthcare, transaction/processing, and tourism |
100% |
|
| Implement the Readistep (PSAT 8/9) assessment in eighth grade district-wide as a predictor for accelerated coursework at the high school level |
100% |
|
| Establish a local virtual (on-line) franchise owned and operated by MCSD |
80% |
|
| Explore the creation of a district-wide career and technical secondary school (Jordan Vocational High School) as a "college and career academy" as defined by Georgia law. |
100% |
|
| Utilize re-entry forms to monitor and ensure support for overage and under credited students as they return to the school system |
100% |
|
| Elicit perspectives of students, educators, and parents to gain insight regarding barriers and potential solutions |
75% |
Immediate
| Initiative | Progress | |
|---|---|---|
| Develop and launch an Early Warning System to track student milestones (grades, credits, attendance, and discipline) to alert school personnel and parents of the need to proactively implement additional student support and interventions |
100% |
|
| Allocate a graduation coach to assist secondary schools within each proposed region |
100% |
|
| Review pre-kindergarten program to determine cost effectiveness of current model versus other state allowable options |
100% |
|
| Implement a drop-out retrieval program to re-engage at-risk students |
100% |
Long-Term
| Initiative | Progress | |
|---|---|---|
| Becoming a STEAM (Science, Technology, Engineering, Arts, and Math) district to foster innovation and creativity |
50% |
|
| Procure updated standards-aligned science, social studies, fine arts, CTAE, physical education, and world language instructional materials |
100% |
|
| Develop a repository of video lessons aligned to College and Career Readiness Standards |
50% |
|
| Seek to balance leadership workloads among job-alike leaders and provide additional supports, resources, and recognition |
75% |
|
| Expand partnerships with universities |
100% |
|
| Increase student participation and performance in high school accelerated mechanisms (Advanced Placement (AP), Dual Enrollment (DE), International Baccalaureate (IB), etc.) |
100% |
|
| Expand promising early literacy programs and practices |
90% |
|
| Expand dual language opportunities |
75% |
Near-Term
| Initiative | Progress | |
|---|---|---|
| Review the current School Improvement Plan (SIP) process to ensure alignment and determine potential enhancements |
100% |
|
| Emphasize the utilization of high-probability instructional strategies that have the greatest impact on student achievement |
100% |
|
| Explore software to assist with the identification of strategies and the development of an Individualized Education Program (IEP) for Special Education students |
100% |
|
| Focus on instructional practices critical to raising achievement and reducing the achievement gap |
100% |
|
| Assess the current degree of “soft skills” instruction (active listening, goal setting, self-initiative, time management, conflict resolution, etc.) |
100% |
|
| Adopt district-wide K-12 literacy instructional materials |
100% |
|
| Finalize performance pattern analysis for both high performing and underperforming schools |
100% |
|
| Continue to examine variance in performance across schools by student subgroup and match with identified “best practices” from high achieving schools |
100% |
|
| Continue to enhance data team review protocol for school-based leadership teams and district level administrators to problem-solve collectively and allocate necessary resources |
100% |
|
| Continue tiered support and intensive interventions to high priority schools |
100% |
|
| Establish model classrooms to restructure K-3 environment for transitional regrouping of retained students with a proven highly effective teacher (differentiated pay) |
50% |
|
| Address issues of underrepresentation and overrepresentation in specific programs |
100% |
|
| Strengthen special education and English language learner instruction through tiered support for teachers and students |
80% |
|
| Reform and restructure alternative education programs for at-risk and overage students |
75% |
|
| Improve literacy (reading and writing) and mathematics instruction while targeting intervention for deficiencies throughout the district |
75% |
|
| Create a College and Career Academy at Jordan High School in collaboration with Columbus Technical College, Columbus State University, and business and industry. This CCA will connect career and technical pathways with high quality, high demand jobs, and will ensure students are trained in needed work ethic/soft skills and that they have access to Work-Based Learning internships and apprenticeships - all in alignment with the regional industry cluster analysis provided by the greater Columbus Chamber of Commerce. |
100% |
Immediate
| Initiative | Progress | |
|---|---|---|
| Examine the current elementary scheduling model to optimize student access to all subject areas and to afford a consistent approach for teacher common planning time |
100% |
|
| Modify the middle and high school scheduling models to include dedicated time for teacher common planning and student Increased Learning Time (ILT) |
100% |
|
| Fully implement regional reorganization to provide dedicated support to schools. |
100% |
|
| Ensure evidence-based, collaborative, teacher common planning time is consistent and pervasive across the district |
100% |
|
| Begin development of a comprehensive and aligned (horizontally and vertically) district-wide K-12 curriculum in all disciplines, seeking input from teachers, school-based administrators, and district leadership |
80% |
|
| Revise and develop a comprehensive plan that outlines district policies, procedures, and practices as a student progresses from pre-kindergarten through twelfth grade |
100% |
|
| Adopt district-wide elementary mathematics instructional materials |
100% |
|
| Refine district formative and summative assessments to ensure validity and reliability |
100% |
Long-Term
| Initiative | Progress | |
|---|---|---|
| Shift the district from compliance to systemic change agent |
40% |
|
| Assess and align the District’s equity-based initiatives |
75% |
|
| Develop a long-term plan dedicated to narrowing the gap and eliminating racial predictability and disproportionality |
75% |
|
| Clarify the role of district office as Servant Leaders in support of schools |
100% |
|
| Infuse a “college and career readiness” culture in all secondary schools, starting at the middle level, and designate Jordan Vocational High School to be a Georgia College and Career Academy. |
85% |
|
| Support “family friendly” workplace practices and policies |
85% |
|
| Develop and conduct surveys to measure cultural elements |
100% |
Near-Term
| Initiative | Progress | |
|---|---|---|
| Integrate interventions such as Positive Behavioral Interventions and Supports (PBIS) into the Behavior Code and Discipline Policy and communicate expectations for use |
100% |
|
| Revisit the Behavior Code and Discipline Policy with stakeholders and actively inform teachers, parents, students, and administration on implementation |
100% |
|
| Increase articulation with Fort Benning in order to facilitate student transition |
100% |
|
| Re-engage at-risk students through Service Learning and mentorship opportunities |
50% |
|
| Celebrate individual and group leaders who actively promote, celebrate, recognize, and reinforce a culture of servant leadership |
75% |
Immediate
| Initiative | Progress | |
|---|---|---|
| Revisit the school district mission, vision, and core value statements |
100% |
|
| Establish a proactive, problem-solving vision with a focus on children |
100% |
|
| Develop and communicate a commitment for equity, excellence, and high expectations for all |
100% |
Long-Term
| Initiative | Progress | |
|---|---|---|
| Establish Assistant Principal and Principal Internship Program |
50% |
|
| Broaden the implementation of Lesson Study to all schools |
0% |
|
| Establish research and development evaluator position to strategically analyze innovative programs and practices |
100% |
|
| Work with realtors to establish a teacher village |
40% |
|
| Analyze the effectiveness of professional learning on student achievement by teacher |
50% |
|
| Match principals with community CEO’s to enhance social and professional capital |
25% |
Near-Term
| Initiative | Progress | |
|---|---|---|
| Building upon the work previously begun relative to standards-based classrooms and provide support and training in moving from a behaviorist to constructivist theory of learning in alignment with newer, higher performance standards and assessments |
90% |
|
| Develop a professional learning plan focused on high-yield instructional strategies and practices |
100% |
|
| Completion of Formative Instructional Practices (FIP) professional learning by all teachers and select district personnel |
100% |
|
| Recruit and retain high performing teachers, administrators, and senior staff |
75% |
|
| Affiliate with colleges and universities to establish adjunct credentialing process, to recruit interns and recent graduates, and to address diversity needs |
100% |
|
| Examine current evaluation practices and align professional learning initiatives with School Improvement Plans, Teacher Keys Effectiveness System (TKES), and Leader Keys Effectiveness System (LKES) |
100% |
|
| Continue professional learning focused on technology integration (teacher and student) |
80% |
|
| Leverage additional support and resources for first-year and developing teachers and school-based administrators |
75% |
|
| Identify and develop model classrooms across grade levels for teacher observation |
25% |
|
| Create more opportunities for teachers to visit one another’s classrooms and collaborate with one another |
25% |
|
| Establish a focus on ongoing, job-embedded professional learning for all |
75% |
|
| Evaluate the cost effectiveness of increasing access to professional learning through an virtual (on-line) professional learning system |
100% |
Immediate
| Initiative | Progress | |
|---|---|---|
| Repurpose current district staff to serve as regional professional learning and subject-specific content specialists to effectively support, coach, and mentor teachers |
100% |
|
| Completion of Formative Instructional Practices (FIP) professional learning by school-based administrators and academic coaches |
100% |
|
| Create a succession management plan that proactively builds a diverse pool of future district leaders, principals, and assistant principals |
50% |
Long-Term
| Initiative | Progress | |
|---|---|---|
| Restore fund balance (district reserves) equivalent to a minimum of two months |
100% |
|
| Rethink the design, alignment, and investment of operations and budget with the District Strategic Plan |
100% |
Near-Term
| Initiative | Progress | |
|---|---|---|
| Establish a strategic, aligned, prioritized, and balanced budget |
100% |
|
| Solicit advice from local credentialed financial professionals regarding budgetary matters |
100% |
|
| Review insurance benefit plans to determine cost avoidance |
100% |
|
| Present recommendation of prioritized capital projects |
100% |
|
| Establish minimum design parameters for the construction of new schools |
75% |
|
| Standardize minimum specifications for purchasing new furniture, fixtures, equipment, and uniforms |
100% |
|
| Repurpose resources to highest priority schools |
100% |
|
| Allow greater autonomy for schools and administrators with proven success |
100% |
Immediate
| Initiative | Progress | |
|---|---|---|
| Develop and implement a district-wide Staffing Plan to ensure equitable personnel allocations |
100% |
|
| Complete assessment of all district level staff, job descriptions, and functions |
100% |
|
| Initiate process and performance management to promote efficiency and effectiveness |
100% |
|
| Establish district-wide progressive discipline policies and procedures |
100% |
|
| Create proposal for taking small measures to begin addressing Hay Study salary disparities |
100% |
|
| Conduct work flow analysis of departments to determine peak intervals necessitating the shifting of human resources |
100% |
|
| Analyze student hardships and magnet program transfers to determine their impact on school enrollments and the transportation budget |
100% |
2020 Proposed
| Proposed Project | Progress | eSPLOST | Projected Expense |
|---|---|---|---|
| Replacement ES ( Dawson, St. Mary’s ) |
0% |
2020 |
|
| Modernize Arnold MS |
0% |
2020 |
|
| Addition to Hardaway HS |
0% |
2020 |
|
| Addition to Kendrick HS |
0% |
2020 |
|
| Addition to Mathews ES (Four Classrooms) |
0% |
2020 |
|
| Upgrades to Columbus HS Exterior |
0% |
2020 |
|
| Expand Veterans Memorial MS Band Room |
0% |
2020 |
|
| New North Columbus Library |
0% |
2020 |
|
| Museum Upgrades |
0% |
2020 |
|
Phase 3
| Proposed Project | Progress | eSPLOST | Projected Expense |
|---|---|---|---|
| North Virtual E-Library |
100% |
2015 |
|
| South Library Branch Addition |
0% |
2015 |
|
| Elementary School Autism Center |
0% |
2015 |
|
Phase 2
| Proposed Project | Progress | eSPLOST | Projected Expense |
|---|---|---|---|
| Cafeteria Expansion at Northside High School |
100% |
2015 |
|
| Building Additions and Alterations at Shaw High School |
100% |
2015 |
|
| Adequate Space for Weight/Wrestling Rooms (Columbus, Jordan, Kendrick, Northside, Shaw) |
100% |
2015 |
|
| Double Churches Middle School Autism Center |
100% |
2015 |
|
Phase 1
| Proposed Project | Progress | eSPLOST | Projected Expense |
|---|---|---|---|
| Replace Spencer High School |
100% |
2015 |
|
| New Fine Arts School |
100% |
2009 |
|
| Seed Money for New Fine Arts School |
100% |
2003 |
|
| New Gymnasium at Fort Middle School |
100% |
2015 |
|
| Jordan High School Autism Center |
100% |
2015 |
|
2020 Proposed
| Proposed Project | Progress | eSPLOST | Projected Expense |
|---|---|---|---|
| System-Wide Multi-Sport Athletic Complex |
0% |
2020 |
|
| District-Wide Athletic Improvements |
0% |
2020 |
|
| Replacement of Outdated Furniture, Fixtures, and Equipment System-Wide (FF&E) |
0% |
2020 |
|
| Update Secondary Science Equipment and Technology |
0% |
2020 |
|
| Addressing Facility Needs as Reflected in the District 5 Year DOE Facilities Plan - Renovations |
0% |
2020 |
|
| Addressing Facility Needs as Reflected in the District 5 Year DOE Facilities Plan - Modifications |
0% |
2020 |
|
| Playgrounds |
0% |
2020 |
|
| Campus Safety and Security |
0% |
2020 |
|
| Replacement of Outdated Buses, Vehicles and Transportation Equipment |
0% |
2020 |
|
| Replacement of Outdated School Nutrition Equipment |
0% |
2020 |
|
| Financing of Bond Issue |
0% |
2020 |
|
Phase 3
| Proposed Project | Progress | eSPLOST | Projected Expense |
|---|---|---|---|
| System-Wide Stadium |
10% |
2015 |
|
Phase 2
| Proposed Project | Progress | eSPLOST | Projected Expense |
|---|---|---|---|
| Kinnett Stadium Upgrades (Field House, Press Box, Concessions, Restrooms) |
100% |
2015 |
|
| Transportation Facilities and Alternative Energy Sources Study |
0% |
2015 |
|
| PK-5 Playground Upgrades |
45% |
2015 |
|
| Softball and Baseball Fields (Columbus, Hardaway, Jordan, Kendrick, Shaw) |
75% |
2015 |
|
Phase 1
| Proposed Project | Progress | eSPLOST | Projected Expense |
|---|---|---|---|
| Ongoing Security Improvements and Replacement of Outdated Communications Equipment |
80% |
2015 |
|
| Re-Roofing: Shaw High School |
100% |
2015 |
|
| General Facilities Needs: Shaw High School HVAC replacement |
100% |
2015 |
|
Ongoing
| Proposed Project | Progress | eSPLOST | Projected Expense |
|---|---|---|---|
| Athletic Equipment at Various Locations |
75% |
2009 |
|
| System-Wide Sports Renovations |
99% |
2009 |
|
| Cafeteria and Auditorium Upgrades (Arnold, Clubview, Columbus, Eddy, Hardaway, Kendrick) |
100% |
2015 |
|
| System-wide Furniture, Fixtures, and Equipment (FF&E) |
10% |
2015 |
|
| Museum Electrical/Mechanical Equipment Replacement and Upgrades |
100% |
2015 |
|
| Refurbish School Nutrition Outdated Kitchens |
10% |
2015 |
|
| Ongoing Replacement of Outdated Buses and Related Equipment |
40% |
2015 |
|
| Replacement of Outdated Buses |
100% |
2009 |
|
| Ongoing Re-Roofing- Individual school projects will be listed separately. |
50% |
2015 |
|
| Ongoing Re-Roofing- Individual school projects will be listed separately. |
74% |
2003 |
|
| Energy Upgrades at Various Locations |
50% |
2003 |
|
| General Facilities Needs: Parking Lots System-Wide |
100% |
2015 |
|
| General Facility Needs: Noise Reduction Project at South Columbus Elementary |
100% |
2015 |
|
| General Facility Needs: Water Main at Blanchard Elementary |
100% |
2015 |
|
| General Facility Needs: Storm Drain and Erosion Control at Britt David Magnet Academy |
100% |
2015 |
|
| General Facilities Needs: Construction Lab Dust Collection System at Hardaway High School |
100% |
2015 |
|
2020 Proposed
| Proposed Project | Progress | eSPLOST | Projected Expense |
|---|---|---|---|
| Improvements to Technology and Technology Infrastructure |
0% |
2020 |
|
| Stephen T. Butler STEAM Center Upgrades |
0% |
2020 |
|
| Jordan HS College and Career Academy Facility Enhancements |
0% |
2020 |
|
Phase 1
| Proposed Project | Progress | eSPLOST | Projected Expense |
|---|---|---|---|
| Program Enhancements for New Fine Arts School |
100% |
2015 |
|
Ongoing
| Proposed Project | Progress | eSPLOST | Projected Expense |
|---|---|---|---|
| Continuous System-Wide Upgrades to 21st Century Technology & Infrastructure |
82% |
2015 |
|
Ongoing
| Proposed Project | Progress | eSPLOST | Projected Expense |
|---|---|---|---|
| Financing of Bond Issue |
30% |
2015 |
|