NC SLDS CEDARS Proposal

U.S. Department of Education
Washington, D.C. 20202-5335

APPLICATION FOR GRANTS UNDER THE

STATEWIDE LONGITUDINAL DATA SYSTEM RECOVERY ACT GRANTS CFDA # 84.384A PR/Award # R384A100008

Closing Date: DEC 04, 2009

PR/Award # R384A100008

**Table of Contents**

Forms
1. Application for Federal Assistance (SF-424) 2. Standard Budget Sheet (ED 524) 3. SF 424B - Assurances Non-Construction Programs 4. Disclosure of Lobbying Activities 5. ED 80-0013 Certification 6. Dept of Education Supplemental Information for SF-424 e1 e5 e7 e9 e10 e11

Narratives
1. Project Narrative - (Project Narrative - Project Abstract...) NC P20 SLDS Abstract 2. Project Narrative - (Project Narrative - Project Narrative...) NC P20 SLDS Narrative 3. Project Narrative - (Project Narrative - Appendix A, Optional Attach......) NC P20 SLDS Appendix A 4. Project Narrative - (Project Narrative - Appendix B Resumes of Key P......) NC P20 SLDS Proposal Appendix B 5. Project Narrative - (Project Narrative - Appendix C Current Status o......) NC P20 SLDS Appendix C 6. Project Narrative - (Project Narrative - Appendix D Letters of Support...) NC P20 SLDS Appendix D 7. Budget Narrative - (Budget Narrative - Budget Justification...) NC P20 SLDS Proposal Budget Narrative 8. Budget Narrative - (Budget Narrative - ED 524 Section C Spreadsheet...) NC P20 SLDS Budget with Outcomes e12 e13 e14 e15 e43 e44 e55 e56 e103 e104 e108 e109 e119 e120 e173 e174

This application was generated using the PDF functionality. The PDF functionality automatically numbers the pages in this application. Some pages/sections of this application may contain 2 sets of page numbers, one set created by the applicant and the other set created by e-Application's PDF functionality. Page numbers created by the e-Application PDF functionality will be preceded by the letter e (for example, e1, e2, e3, etc.).

PR/Award # R384A100008

OMB No.4040-0004 Exp.01/31/2012

Application for Federal Assistance SF-424

Version 02

* 1. Type of Submission * 2. Type of Application:* If Revision, select appropriate letter(s): Preapplication New * Other (Specify) Application Continuation Changed/Corrected Application Revision * 3. Date Received: 12/2/2009 5a. Federal Entity Identifier: * 5b. Federal Award Identifier: NA State Use Only: 6. Date Received by State: 8. APPLICANT INFORMATION: * a. Legal Name: North Carolina Department of Public Instruction * c. Organizational DUNS: 809581762 7. State Application Identifier: 4. Applicant Identifier:

* b. Employer/Taxpayer Identification Number (EIN/TIN): 561492826 d. Address: * Street1: Street2: * City: County: State: Province: * Country: * Zip / Postal Code: e. Organizational Unit: Department Name: Office Of State Superintendent Division Name: USA 27601 Raleigh Wake NC

301 North Wilmington Street

Policy and Strategic Planning

f. Name and contact information of person to be contacted on matters involving this application: Prefix: Middle Name: Mr. * First Name: Adam

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* Last Name: Suffix: Title:

Levinson

Director, Policy and Strategic Planning

Organizational Affiliation:

* Telephone Number:

(919)807-3283

Fax Number:

(919)807-4000

* Email: [email protected] Application for Federal Assistance SF-424 9. Type of Applicant 1: Select Applicant Type: A: State Government Type of Applicant 2: Select Applicant Type: Type of Applicant 3: Select Applicant Type: * Other (specify): Version 02

10. Name of Federal Agency: U.S. Department of Education 11. Catalog of Federal Domestic Assistance Number: 84.384A CFDA Title: Statewide Longitudinal Data System Recovery Act Grants * 12. Funding Opportunity Number: NCES09-02 Title: Grants for statewide Longitudinal Data Systems Under the American Recovery and Reinvestment Act of 2009 13. Competition Identification Number:

Title:

14. Areas Affected by Project (Cities, Counties, States, etc.):

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Statewide * 15. Descriptive Title of Applicant's Project: NC P20+ Statewide Longitudinal Data System Attach supporting documents as specified in agency instructions. Attachment: Title : File : Attachment: Title : File : Attachment: Title : File : Application for Federal Assistance SF-424 16. Congressional Districts Of: * a. Applicant: 13th * b. Program/Project: 13th Version 02

Attach an additional list of Program/Project Congressional Districts if needed. Attachment: Title : File : 17. Proposed Project: * a. Start Date: 7/1/2010 18. Estimated Funding ($): a. Federal b. Applicant c. State d. Local e. Other f. Program Income g. TOTAL
$ 18063674 $ 503741 $0 $0 $0 $0 $ 18567415

* b. End Date: 6/30/2013

* 19. Is Application Subject to Review By State Under Executive Order 12372 Process? a. This application was made available to the State under the Executive Order 12372 Process for review on . b. Program is subject to E.O. 12372 but has not been selected by the State for review. c. Program is not covered by E.O. 12372. * 20. Is the Applicant Delinquent On Any Federal Debt? (If "Yes", provide explanation.)

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Yes

No

21. *By signing this application, I certify (1) to the statements contained in the list of certifications** and (2) that the statements herein are true, complete and accurate to the best of my knowledge. I also provide the required assurances** and agree to comply with any resulting terms if I accept an award. I am aware that any false, fictitious, or fraudulent statements or claims may subject me to criminal, civil, or administrative penalties. (U.S. Code, Title 218, Section 1001) ** I AGREE ** The list of certifications and assurances, or an internet site where you may obtain this list, is contained in the announcement or agency specific instructions. Authorized Representative: Prefix: Middle Name: * Last Name: Suffix: Title: Enterprise Data Manager (919)807-3241 [email protected] * Date Signed: Version 02 Fax Number: (919)807-4000 Mr. R Pond * First Name: Karl

* Telephone Number: * Email:

* Signature of Authorized Representative: Application for Federal Assistance SF-424 * Applicant Federal Debt Delinquency Explanation

The following field should contain an explanation if the Applicant organization is delinquent on any Federal Debt. Maximum number of characters that can be entered is 4,000. Try and avoid extra spaces and carriage returns to maximize the availability of space.

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U.S. DEPARTMENT OF EDUCATION BUDGET INFORMATION NON-CONSTRUCTION PROGRAMS
Name of Institution/Organization: North Carolina Department of Pub...

OMB Control Number: 1894-0008

Expiration Date: 02/28/2011

Applicants requesting funding for only one year should complete the column under "Project Year 1." Applicants requesting funding for multiyear grants should complete all applicable columns. Please read all instructions before completing form.

SECTION A - BUDGET SUMMARY U.S. DEPARTMENT OF EDUCATION FUNDS
Budget Categories Project Year 1(a) Project Year 2 (b) $ 286,646 $ 57,309 $ 4,800 $ 40,000 $ 0 $ 5,808,758 $ 0 $ 12,000 $ 6,209,513 Project Year 3 (c) $ 295,142 $ 59,028 $ 4,800 $ 30,000 $ 0 $ 3,337,769 $ 0 $ 15,000 $ 3,741,739 Project Year 4 (d) $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 0 0 0 Project Year 5 (e) $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ $ $ 0 0 0 Total (f) $ $ $ $ $ $ $ $ $ $ $ $ 859,988 171,977 14,400 408,000 9,000 16,285,841 0 42,000 17,791,206 272,568 0 18,063,774

1. Personnel $ 278,200 2. Fringe Benefits $ 55,640 3. Travel $ 4,800 4. Equipment $ 338,000 5. Supplies $ 9,000 6. Contractual $ 7,139,314 7. Construction $ 0 8. Other $ 15,000 9. Total Direct Costs $ 7,839,954 (lines 1-8) 10. Indirect Costs* $ 131,451 $ 73,251 $ 67,866 $ 11. Training Stipends $ 0 $ 0 $ 0 $ 12. Total Costs (lines 9- $ 7,971,405 $ 6,282,764 $ 3,809,605 $ 11) *Indirect Cost Information (To Be Completed by Your Business Office):

If you are requesting reimbursement for indirect costs on line 10, please answer the following questions: (1) Do you have an Indirect Cost Rate Agreement approved by the Federal government? Yes No (2) If yes, please provide the following information: Period Covered by the Indirect Cost Rate Agreement: From: 7/1/2009 To: 6/30/2010 (mm/dd/yyyy) Approving Federal agency: ED Other (please specify): ______________ The Indirect Cost Rate is 15.1% (3) For Restricted Rate Programs (check one) -- Are you using a restricted indirect cost rate that: Is included in your approved Indirect Cost Rate Agreement? or, Indirect Cost Rate is 0% Complies with 34 CFR 76.564(c)(2)? The Restricted

ED Form No. 524

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U.S. DEPARTMENT OF EDUCATION BUDGET INFORMATION NON-CONSTRUCTION PROGRAMS
Name of Institution/Organization: North Carolina Department of Pub...

OMB Control Number: 1894-0008

Expiration Date: 02/28/2011

Applicants requesting funding for only one year should complete the column under "Project Year 1." Applicants requesting funding for multiyear grants should complete all applicable columns. Please read all instructions before completing form.

SECTION B - BUDGET SUMMARY NON-FEDERAL FUNDS
Budget Categories 1. Personnel 2. Fringe Benefits 3. Travel 4. Equipment 5. Supplies 6. Contractual 7. Construction 8. Other 9. Total Direct Costs (lines 1-8) 10. Indirect Costs 11. Training Stipends 12. Total Costs (lines 911) Project Year 1(a) $ $ $ $ $ $ $ $ $ $ $ $ Project Year 2 (b) 88,685 $ 91,346 17,737 $ 18,269 0 $ 0 0 $ 0 0 $ 0 51,429 $ 52,955 0 $ 0 0 $ 0 157,851 $ 162,570 5,297 $ 0 $ 163,148 $ Project Year 3 (c) $ 94,086 $ 18,817 $ 0 $ 0 $ 0 $ 54,526 $ 0 $ 0 $ 167,429 Project Year 4 (d) $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 0 0 0 Project Year 5 (e) $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ $ $ 0 0 0 Total (f) $ $ $ $ $ $ $ $ $ $ $ $ 274,117 54,823 0 0 0 158,910 0 0 487,850 15,891 0 503,741

5,297 $ 0 $ 167,867 $

5,297 $ 0 $ 172,726 $

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ASSURANCES - NON-CONSTRUCTION PROGRAMS
Standard Form 424B (Rev.7-97) Public reporting burden for this collection of information is estimated to average 15 minutes per response, including time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding the burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden to the Office of Management and Budget, Paperwork Reduction Project (0348-0040), Washington DC 20503.

PLEASE DO NOT RETURN YOUR COMPLETED FORM TO THE OFFICE OF MANAGEMENT AND BUDGET. SEND IT TO THE ADDRESS PROVIDED BY THE SPONSORING AGENCY. NOTE: Certain of these assurances may not be applicable to your project or program. If you have questions, please contact the awarding agency. Further, certain Federal awarding agencies may require applicants to certify to additional assurances. If such is the case, you will be notified. As the duly authorized representative of the applicant, I certify that the applicant:

1. Has the legal authority to apply for Federal assistance,
and the institutional, managerial and financial capability (including funds sufficient to pay the non-Federal share of project cost) to ensure proper planning, management, and completion of the project described in this application.

9. Will comply, as applicable, with the provisions of the Davis-Bacon Act (40 U.S.C. ''276a to 276a-7), the Copeland Act (40 U.S.C. '276c and 18 U.S.C. ''874) and the Contract Work Hours and Safety Standards Act (40 U.S.C. '' 327-333), regarding labor standards for federally assisted construction sub-agreements. 10. Will comply, if applicable, with flood insurance purchase requirements of Section 102(a) of the Flood Disaster Protection Act of 1973 (P.L. 93-234) which requires recipients in a special flood hazard area to participate in the program and to purchase flood insurance if the total cost of insurable construction and acquisition is $10,000 or more. prescribed pursuant to the following: (a) institution of environmental quality control measures under the National Environmental Policy Act of 1969 (P.L. 91-190) and Executive Order (EO) 11514; (b) notification of violating facilities pursuant to EO 11738; (c) protection of wetlands pursuant to EO 11990; (d) evaluation of flood hazards in floodplains in accordance with EO 11988; (e) assurance of project consistency with the approved State management program developed under the Coastal Zone Management Act of 1972 (16 U.S.C. ''1451 et seq.); (f) conformity of Federal actions to State (Clear Air) Implementation Plans under Section 176(c) of the Clear Air Act of 1955, as amended (42 U.S.C. ''7401 et seq.); (g) protection of underground sources of drinking water under the Safe Drinking Water Act of 1974, as amended, (P.L. 93-523); and (h) protection of endangered species under the Endangered Species Act of 1973, as amended, (P.L. 93-205).

2. Will give the awarding agency, the Comptroller General of
the United States, and if appropriate, the State, through any authorized representative, access to and the right to examine all records, books, papers, or documents related to the award; and will establish a proper accounting system in accordance with generally accepted accounting standards or agency directives.

3. Will establish safeguards to prohibit employees from using 11. Will comply with environmental standards which may be
their positions for a purpose that constitutes or presents the appearance of personal or organizational conflict of interest, or personal gain.

4. Will initiate and complete the work within the applicable
time frame after receipt of approval of the awarding agency.

5. Will comply with the Intergovernmental Personnel Act of
1970 (42 U.S.C. ''4728-4763) relating to prescribed standards for merit systems for programs funded under one of the 19 statutes or regulations specified in Appendix A of OPM's Standards for a Merit System of Personnel Administration (5 C.F.R. 900, Subpart F).

6. Will comply with all Federal statutes relating to

nondiscrimination. These include but are not limited to: (a) Title VI of the Civil Rights Act of 1964 (P.L. 88-352) which prohibits discrimination on the basis of race, color or 12. Will comply with the Wild and Scenic Rivers Act of 1968 national origin; (b) Title IX of the Education Amendments (16 U.S.C. ''1721 et seq.) related to protecting of 1972, as amended (20 U.S.C. ''1681-1683, and 1685components or potential components of the national wild 1686), which prohibits discrimination on the basis of sex; and scenic rivers system. (c) Section 504 of the Rehabilitation Act of 1973, as amended (29 U.S.C. '794), which prohibits discrimination on the basis of handicaps; (d) the Age Discrimination Act 13. Will assist the awarding agency in assuring compliance

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of 1975, as amended (42 U.S.C. '' 6101-6107), which prohibits discrimination on the basis of age; (e) the Drug Abuse Office and Treatment Act of 1972 (P.L. 92-255), as amended, relating to nondiscrimination on the basis of drug abuse; (f) the Comprehensive Alcohol Abuse and Alcoholism Prevention, Treatment and Rehabilitation Act of 1970 (P.L. 91-616), as amended, relating to nondiscrimination on the basis of alcohol abuse or alcoholism; (g) '' 523 and 527 of the Public Health Service Act of 1912 (42 U.S.C. '' 290 dd-3 and 290 ee 3), as amended, relating to confidentiality of alcohol and drug abuse patient records; (h) Title VIII of the Civil Rights Act of 1968 (42 U.S.C. ' 3601 et seq.), as amended, relating to nondiscrimination in the sale, rental or financing of housing; (i) any other nondiscrimination provisions in the specific statute(s) under which application for Federal assistance is being made; and (j) the requirements of any other nondiscrimination statute(s) which may apply to the application.

with Section 106 of the National Historic Preservation Act of 1966, as amended (16 U.S.C. '470), EO 11593 (identification and protection of historic properties), and the Archaeological and Historic Preservation Act of 1974 (16 U.S.C. ''469a-1 et seq.). 14. Will comply with P.L. 93-348 regarding the protection of human subjects involved in research, development, and related activities supported by this award of assistance. 15. Will comply with the Laboratory Animal Welfare Act of 1966 (P.L. 89-544, as amended, 7 U.S.C. ''2131 et seq.) pertaining to the care, handling, and treatment of warm blooded animals held for research, teaching, or other activities supported by this award of assistance. 16. Will comply with the Lead-Based Paint Poisoning Prevention Act (42 U.S.C. ''4801 et seq.) which prohibits the use of lead- based paint in construction or rehabilitation of residence structures.

7. Will comply, or has already complied, with the

8.

17. Will cause to be performed the required financial and requirements of Titles II and III of the uniform Relocation compliance audits in accordance with the Single Audit Act Assistance and Real Property Acquisition Policies Act of Amendments of 1996 and OMB Circular No. A-133, 1970 (P.L. 91-646) which provide for fair and equitable "Audits of States, Local Governments, and Non-Profit treatment of persons displaced or whose property is Organizations." acquired as a result of Federal or federally assisted programs. These requirements apply to all interests in real 18. Will comply with all applicable requirements of all other property acquired for project purposes regardless of Federal laws, executive orders, regulations and policies Federal participation in purchases. governing this program. Will comply, as applicable, with the provisions of the Hatch Act (5 U.S.C. ''1501-1508 and 7324-7328) which limit the political activities of employees whose principal employment activities are funded in whole or in part with Federal funds.

Signature of Authorized Certifying Representative: Name of Authorized Certifying Representative: Karl R. Pond Title: Enterprise Data Manager Date Submitted: 11/24/2009

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Approved by OMB 0348-0046 Exp.

Disclosure of Lobbying Activities
Complete this form to disclose lobbying activities pursuant to 31 U.S.C. 1352 1. Type of Federal Action: 2. Status of Federal Action: Contract Grant Cooperative Agreement Loan Loan Guarantee Loan Insurance 4. Name and Address of Reporting Entity: Prime Subawardee Tier, if known: 0 Name: Address: City: State: Zip Code + 4: Congressional District, if known: 6. Federal Department/Agency: Bid/Offer/Application Initial Award Post-Award 3. Report Type: Initial Filing Material Change For Material Change only: Year: 0Quarter: 0 Date of Last Report:

5. If Reporting Entity in No. 4 is a Subawardee, Enter Name and Address of Prime: Name: Address: City: State: Zip Code + 4: Congressional District, if known: 7. Federal Program Name/Description: CFDA Number, if applicable: 9. Award Amount, if known: $0 b. Individuals Performing Services (including address if different from No. 10a) (last name, first name, MI): Address: City: State: Zip Code + 4: Name: Karl R. Pond Title: Enterprise Data Manager Applicant: North Carolina Department of Public Instruction Date: 11/24/2009

8. Federal Action Number, if known: 10. a. Name of Lobbying Registrant (if individual, last name, first name, MI): Address: City: State: Zip Code + 4: 11. Information requested through this form is authorized by title 31 U.S.C. section 1352. This disclosure of lobbying activities is a material representation of fact upon which reliance was placed by the tier above when this transaction was made or entered into. This disclosure is required pursuant to 31 U.S.C. 1352. This information will be reported to the Congress semi-annually and will be available for public inspection. Any person who fails to file the required disclosure shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure.

Federal Use Only:

Authorized for Local Reproduction Standard Form LLL (Rev. 797)

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CERTIFICATION REGARDING LOBBYING

Certification for Contracts, Grants, Loans, and Cooperative Agreements. The undersigned certifies, to the best of his or her knowledge and belief, that: (1) No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal Loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan or cooperative agreement. (2) If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan or cooperative agreement, the undersigned shall complete and submit Standard Form - LLL, "Disclosure of Lobbying Activities," in accordance with its instructions. (3) The undersigned shall require that the language of this certification be included in the award documents for all subawards at all tiers (including subcontracts, subgrants and contracts under grants, loans, and cooperative agreements) and that all subrecipients shall certify and disclose accordingly. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by section 1352, title 31, U.S. Code. Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. Statement for Loan Guarantees and Loan Insurance. The undersigned states, to the best of his or her knowledge and belief, that: If any funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee or any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this commitment providing for the United States to insure or guarantee a loan, the undersigned shall complete and submit Standard Form-LLL, "Disclosure of Lobbying Activities," in accordance with its instructions. Submission of this statement is a prerequisite for making or entering into this transaction imposed by section 1352, title 31, U.S. Code. Any person who fails to file the required statement shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. APPLICANT'S ORGANIZATION North Carolina Department of Public Instruction PRINTED NAME AND TITLE OF AUTHORIZED REPRESENTATIVE Prefix: Mr. First Name: Karl Middle Name: R Last Name: Pond Suffix: Title: Enterprise Data Manager Signature: Date: 11/24/2009 03/04

_______________________
ED 80-0013

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OMB No.1894-0007 Exp.05/31/2011

SUPPLEMENTAL INFORMATION REQUIRED FOR DEPARTMENT OF EDUCATION GRANTS 1. Project Director: Prefix: Mr. Address: * Street1: Street2: * City: County: * State: Raleigh Wake NC* Zip / Postal Code: 27603 * Country: USA Fax Number (give area code) (919)807-4000 301 North Wilmington Street * First Name: Adam Middle Name: F * Last Name: Levinson Suffix:

* Phone Number (give area code) (919)807-3283 Email Address:

[email protected] 2. Applicant Experience Novice Applicant 3. Human Subjects Research Are any research activities involving human subjects planned at any time during the proposed project period? Yes No Yes No Not applicable

Are ALL the research activities proposed designated to be exempt from the regulations? Yes No Provide Exemption(s) #: Provide Assurance #, if available:

Please attach an explanation Narrative: Attachment: Title : File :

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Project Narrative
Project Narrative - Project Abstract
Attachment 1: Title: NC P20 SLDS Abstract Pages: 1 Uploaded File: E:\P-20 Submission\NC P20 SLDS Proposal Abstract (1124-09) - final.pdf

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I. Project Abstract
North Carolina (NC) must establish a robust P-20 statewide longitudinal data system (SLDS) to enable education leaders at the State and local levels to make outcome-based decisions regarding policies, programs, and practices aimed at increasing student success at every point along the State education-workforce continuum. With an official mandate from Governor Perdue, the NC Education Cabinet, and the NC General Assembly, a committee composed of representatives from the NC Department of Public Instruction (NCDPI), NC Community College System (NCCCS), University of North Carolina General Administration (UNC), NC Independent Colleges and Universities (NCICU), NC Early Childhood Data Group (NCECDG), and Employment Security Commission of NC (NCESC) has been working to craft a collective vision and high level implementation plan for an NC SLDS. This vision is “NC P20+,” an SLDS that will include formal, Statewide, collaborative governance, and technology infrastructure that will enhance accessibility, quality, interoperability, and use of “shared” data needed both for sectorspecific and Statewide, cross-sector analysis and reporting. Many elements of NC P20+ are either in place or in the process of being developed, while other components are yet to be designed or implemented. Perhaps the most critical elements that are already in place are the strong existing collaboration among the NC P20+ sectors to use data to promote continuous improvement of education services, and the Statewide P13 Unique Student Identifier (UID). NC P20+ is designed to address NC’s critical need for an SLDS by addressing five core goals around which the project’s 16 measurable outcomes are organized. The five goals are as follows: Goal 1: Institutionalizing Rigorous Governance Goal 2: Implementing a Statewide P20+ Unique Student Identifier (UID) Goal 3: Building a Comprehensive P20+ Data Exchange (NC Data Hub) Goal 4: Ensuring High Data Quality in Each Sector and in the Exchange Goal 5: Building Capacity for Stakeholders to Access and Use Data Led by the NC P20+ Steering Committee, NC will accomplish these goals by employing a proven project management and governance structure based on the one used to implement the ongoing Common Education Data Analysis & Reporting System (CEDARS) project (a P13 SLDS funded through cohort 2 of the Institute of Education Sciences SLDS grant program). NC P20+ will leverage both specific CEDARS technology investments and various lessons learned from implementation. Establishing NC P20+ is critical to enabling NC leaders at all points along the NC education-workforce continuum access to a broader view of the State’s educational needs. As NC strives to find the right formula(s) for ensuring that our State’s spectrum of education services can facilitate every student’s achievement of college- and/or careerreadiness, our leaders must have access to this holistic view. In the current and foreseeable State fiscal climate, however, NC faces extreme challenges in trying to achieve the NC P20+ vision. Without the IES SLDS grant funds requested in this proposal, efforts will be severely limited, and the State will be at risk of not being able to create the robust SLDS capability we need to move our education system forward.

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Project Narrative
Project Narrative - Project Narrative
Attachment 1: Title: NC P20 SLDS Narrative Pages: 28 Uploaded File: E:\P-20 Submission\NC P20 SLDS Proposal Narrative (11-24-09) - final.pdf

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I. Substantial Need for Project
1.1 Overview of Need
North Carolina (NC) must establish a robust P-20 statewide longitudinal data system (SLDS) to enable NC education leaders at the State and local levels to make outcome-based decisions regarding policies, programs, and practices that will increase student success at every point along the State education-workforce continuum. In NC, as in many other states, for too long, decisions regarding such key State education system elements as standards, assessments, graduation requirements, and resource allocation have been made based largely on intuition, anecdote, and political considerations. Efforts to be more evidence-based have often been frustrated by the inaccessibility or lack of the kind of complete, reliable data needed to evaluate relationships between specific “inputs” and the most critical educational outcome, student achievement. NC has made great strides over the past twenty years in increasing the collection and use of data both within and across education sectors to measure outcomes, inform decisions, and increase system accountability, but much of the data has been used only for compliance reporting purposes or specific, “siloed” operational functions. Although we have forged strong collaborative partnerships between sectors that have produced some useful insight and improvement, we have struggled to produce the deep, coherent, comprehensive analyses and associated information products needed to help our leaders “optimize” the functioning of our State education system. A major impediment has been the absence of an aligned governance and technology infrastructure that would support cross-sector, longitudinal analysis. Establishing a comprehensive, streamlined P-20 SLDS will enable leaders at all points along the NC education-workforce continuum to access a “big picture” view and the meaningful information it can provide. As we strive to find the right formula(s) for ensuring that our State’s spectrum of education services can facilitate every student’s achievement of college- and/or career-readiness, we must have access to this holistic view. In the current and foreseeable State fiscal climate, however, we face extreme challenges in trying to achieve this vision. Without the IES SLDS grant funds requested in this proposal, our efforts will be severely limited, and we will be at risk of not being able to create the robust SLDS capability we need to move our State forward.

1.2 Current Status of the P-20 SLDS in NC
NC’s effort to address the needs referenced above predates the American Recovery & Reinvestment Act (ARRA) of 2009. Since mid-2008, a committee composed of representatives from the NC Department of Public Instruction (NCDPI), the NC Community College System (NCCCS), the University of North Carolina General Administration (UNC), the NC Independent Colleges and Universities (NCICU), and the NC Early Childhood Data Group (NCECDG) has been meeting to explore options for building a joint data system that connects all NC education sectors. The NC Employment Security Commission (NCESC) joined the group in early 2009 to represent the workforce end of the education-workforce continuum. Individually, each sector has been working on increasing the quality and accessibility of its data (see Appendix A.1 for brief descriptions of each sector, including the scope of each sector’s data-related activities). Collectively, the group has been envisioning an aligned, robust data system that would include formal, Statewide, collaborative governance, and technology infrastructure that would enhance accessibility, quality, interoperability, and use of “shared” data needed both for sector-specific and Statewide, cross-sector analyses. The group has termed this vision the NC P20+ SLDS (NC P20+), with the “P” representing various early childhood programs that work with children prior NC P20+ | SLDS Proposal
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to their entry into kindergarten, the “20” reflecting the highest achievement levels in higher education, and the “+” accounting for the variety of workforce activities that form the upper “bound” of our longitudinal continuum. As documented in detail in Appendix C of this proposal, many elements of both NC’s individual sector visions and the collective vision are either in place or in the process of being developed. Other pieces are yet to be designed and implemented. The following two subsections describe at a high level what elements are in place and what elements are missing (and are targeted for establishment with the SLDS grant funds requested in this proposal).

1.2.1 Elements of NC P20+ Already in Place
As reflected in Appendix C, NC has much existing capability to use data systems to support continuous improvement of the NC education system. In most of the NC P20+ sectors, existing data systems are adequate for meeting reporting requirements (e.g., EdFacts, Consolidated School Performance Report, and Integrated Postsecondary Education Data Systems reports) and even support some cross-sector standard and ad hoc analyses. These capabilities and relationships provide a solid base upon which to build NC P20+. Governance: NC P20+ Steering Committee. As noted in section 1.2, all of the NC education sectors represented in this proposal have been meeting together regularly since mid-2008 to explore options for establishing an SLDS that would enable analysis of data spanning the entire educational continuum, from early childhood programs through higher education and the workforce. This workgroup has focused on what enhancements and new structures or capabilities would be required to support secure, easy, automated exchange of high quality standard, individual record-level education data that could be assembled into longitudinal data sets for use in analysis and reporting. Consistent with the workgroup’s efforts, in August 2009, the NC General Assembly (NCGA) enacted as part of the State budget (see Appendix A.2: S.L. 2009-451, section 7.19) a Governor-recommended directive that these same entities collaborate to “develop a PreK-20 data system” and submit their plans to the NC Education Cabinet (Education Cabinet) by January 2010. Since the committee was already forming early plans to submit a proposal for SLDS grant funds, this mandate did not pose any new challenges, but the legislation did inject a greater sense of urgency and focus into committee meetings. In September 2009, the Education Cabinet officially endorsed this committee as the “NC P20+ Steering Committee” and sanctioned the group’s effort to prepare this SLDS grant proposal. The Education Cabinet also gave advance approval for the NC P20+ Steering Committee to both serve as the project steering committee (see section 4.2) and later, to transform into a standing governing body once NC P20+ reaches “steady state” operations. This strong State commitment to clear, formal governance of NC P20+ demonstrates that the State’s senior leadership understands that NC P20+ is not a “technology initiative,” but rather is a “governance and strategic planning initiative that happens to harness technology to achieve its aims.” This clarity of leadership vision is the key to any SLDS ultimately being successful. Sector Source Data Collection Systems. All of the participating sectors except NCECDG and NCICU have centralized source data systems that enable them to meet basic reporting requirements. These two sectors manage through other, distributed data systems to meet their reporting requirements. NCCCS and UNC have centralized State data repositories, and NCDPI is in the process of establishing a P13 SLDS (the Institute of Education Sciences SLDS cohort 2funded CEDARS project). Appendix A.1 contains descriptions of each sector’s data-related activities.

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Common Infrastructure: Unique Identifier and Data Exchange. NC does not currently have a common Statewide student identifier, other than Social Security Number (SSN), that is used by each education sector to uniquely identify students as they cross sectors. NC P20+ recognizes that a unique, Statewide identifier to be used for education research and evaluation purposes only (ie, not an SSN) is essential for operating an SLDS. Since the CEDARS project has established a unique Statewide identifier (UID) system as part of the P13 SLDS, however, NC does have an existing capability to assign and maintain a common UID across the education-workforce continuum. The NC P20+ Steering Committee has committed to adopting the P13 UID as the common identifier to be used, at least collaterally (ie, not as a replacement for, but in addition to any existing sector-specific ID) by each NC P20+ sector. This approach is consistent with specific recommendations that NCECDG developed through a USED planning grant for providing unified student identification in NC’s early childhood service environment. Thus, NC P20+ proposes to leverage several prior U.S. Department of Education (USED) and NC investments in order to establish a P20+ UID. Similarly, while NC does not have an existing shared P20+ data exchange infrastructure, the CEDARS project has established a source data system exchange mechanism in the P13 SLDS that can serve as a model for the NC P20+ data exchange. NC P20+ intends to leverage knowledge gained through the CEDARS project in order to minimize effort required to establish a like service for NC P20+ (see section 2.3.2). Information for Decision Makers/Stakeholders. All of the NC P20+ sectors are committed to improving student learning and to collecting the data needed to establish which policies and practices are effective; that is, to enable true evidence-based decision-making. Most of the sectors currently produce information products (e.g., School Report Cards) for their direct clients and the public that are built on sector-specific data. The NC P20+ sectors also have a long history of cooperating to use cross-sector data to assess student achievement, evaluate policies and practices, and inform decision making. For example, close working relationships between the NCECDG entities and DPI help both entities refine programs to promote school readiness and smooth transition from early childhood programs to kindergarten; NCCCS and UNC provide extensive performance feedback to high schools regarding how their graduates have performed in college; UNC provides similar feedback to all NC community colleges regarding their students who later attend State universities; and UNC, NCCCS, and NCICU work with NCESC through the Common Follow-up System (CFS; see Appendix A.1) to relate educational experience to workforce participation and performance. One example of rigorous action-oriented research using cross-sector data is UNC and NCDPI’s recent collaboration on a study of teacher quality that tracks the impact on student learning at the elementary, middle, and secondary school levels of teachers trained by the different UNC colleges of education. UNC is already using the results of this study to guide modifications to the teacher preparation programs operating on its various campuses.

1.2.2 Elements of NC P20+ Missing (Targeted for Completion with Grant Funds)
As reflected in Appendix C and in the explanations in section 1.2.1 of what is already in place, NC does have some significant gaps in its P20+ data system landscape. While existing sector data systems are in most cases adequate for meeting reporting requirements and supporting selected cross-sector standard and ad hoc analyses, the quality of the data contained in the source data systems is in some cases problematic and the inaccessibility and/or incompatibility of the data often inhibits richer, more efficient cross-sector analysis. NC P20+ must therefore elevate both data accessibility and quality across the sectors to make meaningful analysis more feasible and ensure that NC may draw reliable and valid conclusions from NC P20+ data.

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Governance: NC P20+ Steering Committee. The NC P20+ Steering Committee has much work to do to formalize the governance function it was created to perform. As reflected in tables 2.2 and 3.1, there are a number of key start-up tasks that will be high priorities and will be essential for moving the overall project forward. These tasks include establishing formal intersector agreements, creating a committee process and sub-committee structure, and engaging all relevant stakeholders, including the Education Cabinet, to inform the detailed design plans for NC P20+. Institutionalizing such practices as master data management and transparent, coordinated decision-making regarding the NC P20+ data set and operational policies (e.g., regarding access and security) will be essential to ensure that NC P20+ is more than just hardware and software. Sector Source Data Collection Systems. As noted in section 1.2.1, NCECDG and NCICU do not have centralized source data collection systems. These two entities must establish this capability while the other sectors must refine their existing data systems. NCDPI, which in a separate, but related project will complete the initial implementation of the CEDARS P13 SLDS by October 2009, must improve the quality of P13 data (and reduce local school district data entry burden) by adding point-of-entry data validation controls and integrating its numerous source data collection systems. NCCCS, UNC, and ESC must modernize their collection and storage technologies to facilitate data linkage, quality, and accessibility. Common Infrastructure: Unique Identifier and Data Exchange. As noted in section 1.2.1, the NC P20+ Steering Committee has committed to adopting the P13 UID as the common identifier to be used, at least collaterally (ie, not as a replacement for, but in addition to any existing sector-specific ID) by each NC P20+ sector. To implement this approach, each sector must establish business practices for obtaining the UID for its students and must modify its source data systems, as needed, to store the UID in student records. In addition, the State UID system software may require some enhancements to facilitate its effective and efficient use by all sector partners. Leveraging the knowledge gained in establishing the data exchange mechanism that is part of CEDARS, NC P20+ must develop an inter-sector data exchange infrastructure. In addition, NC P20+ must implement consensus data standards, such as the School Interoperability Framework Association (SIFA), National Education Data Model (NEDM), and Postsecondary Electronic Standards Council (PESC) data standards, for use in the cross-sector data exchange. Information for Decision Makers/Stakeholders. To make meaningful analysis and production of rich, useful information products more feasible, reliable, and valid, NC P20+ must first improve both data accessibility and quality across the sectors. At the same time, the NC P20+ Steering Committee must engage stakeholders early and often to determine what information products are most valuable and ensure that NC P20+ is designed to support their creation and use. This means clarifying the questions that the system needs to be prepared to answer and ensuring that the required data is included in NC P20+. The Steering Committee must also assess various data consumers’ capabilities to use different types of information products or artifacts, and coordinate with other State initiatives, such as Race to the Top (RTTT), that are working to increase education leaders’ capability to conduct data-driven decision making that fosters continuous system improvement and, ultimately, increased student achievement. Since NC does not have a central State research or analysis agency or function, current creation of useful information products is distributed, incomplete, and not necessarily coordinated. The NC P20+ Steering Committee must assume responsibility for ensuring that State leaders have access to the data and information products they need. One challenge will be figuring out the extent to which existing sector staff, including numerous world-class researchers, and other partners can be called upon to conduct the needed analyses, drawing on enhanced data created NC P20+ | SLDS Proposal
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through NC P20+ initiatives. A subsequent challenge will be determining the most efficient and effective way to coordinate this distributed activity through NC P20+ to ensure that collectively, the member sectors and/or other partners can produce the information products of highest value to the State. In many ways, addressing this challenge is the most daunting and most exciting aspect of the NC P20+ initiative. The NC P20+ partners understand very clearly that an SLDS is only as valuable as its governance is collaborative, and as its data is used by targeted stakeholders. Simply creating new, user-friendly views of or interfaces with data will not necessarily be a high value-add innovation. NC P20+ must take great pains to ensure that it supplies not only new capability, but capability that enables decision-makers to do things they could not do before to improve student outcomes.

1.3 Using NC P20+ to Support NC’s Efforts to Improve Student Achievement
By increasing data accessibility and quality within each sector, NC P20+ will enhance each sector’s capability to accurately assess and document the achievement of its students and the continuous improvement of the services it provides to them. NC P20+ will also enhance each sector’s capability to answer programmatic, policy, and legislative questions about the efficacy and cost-effectiveness of various targeted sector-specific investments. Finally, by enabling better exploration of questions related to the movement of students between the State’s education sectors, NC P20+ will provide more comprehensive information for assessment, evaluation, and continuous improvement purposes than the current stand-alone data systems operated in each individual sector are able to provide. This cross sector-analysis is perhaps the most promising NC P20+ innovation. Opportunities for cross-sector analysis that will support NC’s efforts to improve services to students at various points along the education-workforce continuum abound. Several examples already targeted for exploration include: • • • Assessing the associations between various types of teacher preparation programs and student achievement, and using that information to improve those preparation programs Evaluating the relationships between P13 course-taking patterns and student performance in higher education, and using that information to adjust P13 standards, curricula, and graduation requirements Exploring the relationships between various early care and education services and student performance in kindergarten and beyond, and using that information to inform investments in early care and education services, and curricula and practice through grade three Relating P13 course taking patterns, degree or certification attainment, and workforce experience, and using that information to adjust and inform investments in various curricula, degree and certification programs.

•

The State’s enhanced capability for cross-sector analysis will also create new opportunities to access funding for research and development initiatives. For example, data generated through NC P20+ will be used in the recently funded National Personnel Development Center grant and future Early Learning Challenge grant efforts.

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II. Project Goals, Measurable Outcomes, and High-Level Implementation Plan
2.1 Project Goals
NC P20+ is designed to address the needs outlined in Section I by addressing five core goals, around which the project’s 16 measurable outcomes are organized. The five goals are as follows: Goal 1: Institutionalizing Rigorous Governance Goal 2: Implementing a Statewide P20+ Unique Student Identifier (UID) Goal 3: Building a Comprehensive P20+ Data Exchange Goal 4: Ensuring High Data Quality in Each Sector and in the Exchange Goal 5: Building Capacity for Stakeholders to Access and Use Data The following paragraphs provide detail regarding each goal and explain briefly how each goal addresses the substantial needs identified in Section I of this proposal. Goal 1: Institutionalizing Rigorous Governance NC will establish a formal SLDS governance structure with agreements between the six sectors to ensure that P20+ data can be exchanged, analyzed, and used by each participating sector for the purposes of evaluation and continuous improvement. How Goal 1 meets urgent NC needs. While representatives from each sector have been meeting since mid-2008 to discuss building a statewide P20+ SLDS, a formal partnership supported through memoranda of understanding is required to move this effort forward. NC P20+ will use SLDS grant funds to provide the support, focus, and momentum needed to craft agreements, obtain a formal implementation charge from the NC Education Cabinet, and institutionalize a governance structure for ongoing operation of NC P20+. Goal 2: Implementing a Statewide P20+ Unique Student Identifier (UID) All NC P20+ sectors will modify their data systems as needed to store NC’s P20+UID in relevant data files to ensure that data moving across sectors can be reliably linked, analyzed, and used for the purpose of evaluation and continuous improvement. How Goal 2 meets urgent NC needs. The NC P20+ Steering Committee has agreed to adopt the P13 UID as the Statewide P20+ UID. In order to implement this approach, each sector must enable their institutional data system(s) to accommodate the UID. Each sector (other than NCDPI) is at a different stage of readiness to make these accommodations, but all sectors (other than NCDPI) must complete this work. NC P20+ will use SLDS grant funds to provide the support, focus, and momentum required to leverage existing IES and State investments in the P13 UID to complete full Statewide adoption. This effort is a cornerstone to establishing a P20+ SLDS. Goal 3: Building a Comprehensive P20+ Data Exchange NC P20+ will develop the infrastructure necessary to enable the exchange of linkable, interoperable student, employee, and other related longitudinal education data electronically across P20+ sectors for the purpose of examining the relationships between inputs and educational outcomes, including student progress over time and student readiness to meet the demands of postsecondary education, the workforce, and the Armed Forces.

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How Goal 3 meets urgent NC needs. NC education sectors are awash in data and are eager to share it with each other, but lack a streamlined mechanism for easily doing so. The NC P20+ data exchange infrastructure will not only supply this capability, it will ensure that the exchange is guided by standards that enforce consistency of definitions and thereby promote reliable, valid data use. NC P20+ will use SLDS grant funds to provide the support, focus, and momentum needed to facilitate the establishment of the data exchange infrastructure, including both shared technology and business practices and enhancements to each sector’s technology and business practices that will make interoperable exchange possible. This infrastructure, in turn, will enable the cross-sector analysis that is the core justification for a P20+ SLDS. Goal 4: Ensuring Data Quality in Each Sector and in the Exchange NC P20+ will ensure the quality of data contained in the P20+ data exchange by enhancing each sector’s data collection systems, requiring that each sector has data quality assurance policies and practices in place, and auditing the data files that each sector contributes to the data exchange to ensure compliance with standard definitions, accuracy, and validity. How Goal 4 meets urgent NC needs. The usefulness of NC P20+ depends on the quality (and therefore, trustworthiness) of the data it contains. Since the exchange data is simply a product of data feeds from source data collection systems in each sector, NC P20+ must focus primarily on ensuring the quality of the data in each sector’s source systems. In addition, NC P20+ must ensure that the exchange is governed by business practices that maintain the quality of data once contributed to the exchange. NC P20+ will use SLDS grant funds to implement a crosssector data quality audit and to ensure that data quality policies and procedures are formally established both in each sector and for the exchange. Goal 5: Building Capacity for Stakeholders to Access and Use Data NC P20+ will ensure that the executive and legislative branches of government, as well as designated staff in each sector, have the capability to use the P20+ longitudinal data for effective and efficient federal and state reporting, for analysis that promotes effective decision-making and continuous improvement of policies and practices, and for reporting to school districts, parents, and the public regarding key education indicators. How Goal 5 meets urgent NC needs. NC’s senior leadership (Governor, Education Cabinet, General Assembly) and its educational sector leadership must have access to quality, longitudinal data upon which to base outcome-focused data-driven decisions. Establishing the infrastructure needed to make this data available is necessary, but not sufficient to enable leadership to use the data. NC P20+ must promote effective outcome-based analysis of policies and practices by ensuring that relevant stakeholders are engaged in the design of the new information products that can be produced through an SLDS. NC P20+ will use SLDS funds to engage these stakeholders and subsequently, ensure that NC P20+ will produce the types of information products that will enable the stakeholders to make better informed decisions and ultimately, work toward optimizing the performance of the NC education system.

2.2 Project Measurable Outcomes
Collectively, the NC P20+ project’s 16 measurable outcomes address each of the seven required SLDS capabilities and twelve data elements, as outlined in the SLDS Program Announcement. The specific capabilities and elements met are broken down by outcome in Table 2.2.

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Table 2.2 Relationship of Project Outcomes to Mandatory Capabilities and Elements (See Appendix C, Tables 1 and 2) Goal 1: Institutionalizing Rigorous Governance. NC will establish a formal SLDS governance structure with agreements between the six sectors to ensure that P20+ data can be exchanged, analyzed, and used by each participating sector for the purposes of evaluation and continuous improvement. Outcomes: Capabilities & Elements: Data Capability: 1 1.1 A Steering Committee, to be charged with governing NC P20+, will meet on a monthly to quarterly basis during and after the grant award to oversee the successful implementation of NC’s first comprehensive P20+ SLDS. Data Capability: 1 1.2 Each sector will commit to a Memorandum of Understanding (MOU) reflecting the policy and procedures developed by the NC P20+ Steering Committee to include, at minimum, the determination of common privacy and security standards, the specification of data elements and files, the adoption and consumption of NC’s Statewide Unique Student Identifier (UID), the development of a common schedule for making specified data elements available, and other governance issues arising during the establishment of the SLDS. Data Capability: 1 1.3 An NC P20+ data set will be determined and maintained Data Element: 2, 3, 6, 7, 9, during and after the grant award. 10, 11 Data Capability: 1 1.4 NC P20+ data standards (e.g., SIFA, NEDM, PESC) will be established and maintained during and after the grant award. Data Element: 2, 3 1.5 An NC P20+ enterprise data dictionary will be established and maintained during and after the grant award. Data Capability: 1 Data Element: 2, 3

Goal 2: Implementing a Statewide P20+ Unique Student Identifier (UID). All NC P20+ sectors will modify their data systems as needed to store NC’s P20+ UID in relevant data files to ensure that data moving across sectors can be reliably linked, analyzed, and used for the purpose of evaluation and continuous improvement. Outcomes: Capabilities & Elements: 2.1 A policy requiring each sector to implement the NC P20+ Data Capability: 3, 4 UID will be enacted. Data Element:1, 8 Data Capability: 2, 4 2.2 Enhancements necessary to the Statewide UID System to Data Element: 1 enable all sectors to implement the P20+ UID will be completed. Data Capability: 2, 3, 4, 2.3 Sector data systems will be modified as needed to enable them to associate the P20+ UID with their student/employee Data Element: 2 record level data.

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Table 2.2 Relationship of Project Outcomes to Mandatory Capabilities and Elements (See Appendix C, Tables 1 and 2) Goal 3: Building a Comprehensive P20+ Data Exchange. NC P20+ will develop the infrastructure necessary to enable the exchange of linkable, interoperable student, employee, and other related longitudinal education data electronically across P20+ sectors for the purpose of examining the relationships between inputs and educational outcomes, including student progress over time and students’ preparation to meet the demands of postsecondary education, the workforce, and the Armed Forces. Outcomes: Capabilities & Elements: 3.1 A mechanism will be established through which data will be Data Capability: 2 exchanged across NC P20+ sectors. Data Element: 4 Data Capability: 2 3.2 Mechanisms will be established through which each sector will contribute specified data that conforms to consensus data Data Element: 4 standards (such as SIFA, NEDM, and PESC) to the NC P20+ data exchange. Goal 4: Ensuring High Quality Data in Each Sector and in the Exchange. NC P20+ will ensure the quality of data contained in the NC P20+ data exchange by enhancing each sector’s data collections, requiring that each sector has data quality assurance policies and practices in place, and auditing the education sectors’ data files included in the data exchange to ensure compliance with standard definitions, accuracy, and validity. Outcomes: Capabilities & Elements: 4.1 Sector source data collection systems and infrastructure will Data Capability: 6 be established and/or enhanced to ensure the quality of data Data Element: 5 collected. 4.2 Data quality assurance policies and procedures for each Data Capability: 6 sector and the NC P20+ data exchange will be established Data Element: 5 and/or enhanced. 4.3 The initial data set contributed to the NC P20+ data exchange Data Capability: 6 Data Element: 5 will be audited. Goal 5: Building Capacity for Range of Stakeholders to Access and Use Data. NC P20+ will ensure that the executive and legislative branches of government, as well as designated staff in each sector, have the capability to use high quality P20+ longitudinal data for effective and efficient federal and state reporting, for analysis that promotes effective decision-making and continuous improvement of policies and practices, and for reporting to schools, parents, and the public regarding key education indicators. Outcomes: Capabilities & Elements: 5.1 Benchmark education indicators will be identified that Data Capability: 7 address Education Cabinet priorities. Data Element: 12 5.2 A process will be established for collecting ongoing input Data Capability: 5, 7 from stakeholders regarding information needs that the NC Data Element: 12 P20+ data exchange should address. 5.3 A process will be established for producing and publishing Data Capability: 5, 7 information artifacts (e.g., reports) that respond to the Data Element: 12 identified stakeholder needs. NC P20+ | SLDS Proposal
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2.3 High-Level Project Implementation Plan
The core development initiatives of NC P20+ break down into two major categories: 1) sectorspecific enhancements aimed at increasing data quality and 2) the creation of shared infrastructure. The following two subsections describe the work involved in each category.

2.3.1 Sector-Specific Enhancements to Increase Data Quality
The sector-specific work involves enhancing and or creating source data collection systems in the sectors so that each sector will be able to contribute high quality data to NC P20+. As referenced in the proposal budget narrative (see Budget Narrative document), this work entails different activities in each sector. The range of work includes modifying existing source systems to have better automated point-of-entry controls, migrating source systems from older, less flexible technologies to newer, more flexible ones, and establishing central data collection systems to better organize and modernize variable, distributed data collection. Enhancements might also include addition of other (i.e., in addition to UID) common data fields, such as those relating to program quality, student outcomes, and staff qualifications, to synchronize collections both within and across sectors.

2.3.2 Shared Infrastructure
The shared infrastructure work centers on the establishment of the NC Education Data Hub (Data Hub; see Figure 2.3.2), a data exchange system through which the participating sectors, the State, and other interested stakeholders can take advantage of authorized role-based access to obtain various linkable, interoperable, high quality standard education data sets containing information on individuals from early childhood through the workforce. The infrastructure for the Data Hub will enable each authorized sector to acquire and assemble the data needed to complete required reports, answer key questions, and conduct longitudinal analysis aimed at producing efficiency, effectiveness, and continuous educational improvement. NC P20+ will utilize the Data Hub to facilitate the exchange of data for the educational research and analysis purposes deemed critical for the State.

Figure 2.3.2 NC P20+ | SLDS Proposal
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Data Hub Governance The NC P20+ Steering Committee (and later, the NC P20+ Governing Council) will manage the Data Hub, set standards for the included data sets, establish policy and procedures for access and use of the data sets, and ensure that the data available through the Data Hub meets the informational needs of participating sectors and the State. The NC P20+ Governing Council will also be responsible for administering the day-to-day operations of the Data Hub (see section 4.3). Data Hub Technology The Data Hub will utilize several key technology components to enable the flow of specified, linkable, interoperable data from each sector into the Data Hub and out to authorized data consumers from participating sectors. The subsections below explain the contribution of each technology component. Source Data Collection Systems. Each sector will contribute identified data from its source data collection and storage systems to the Data Hub. These source systems therefore must be capable of providing required high quality data in files that meet Data Hub file specifications. Files containing individual student or employee records will contain as part of that record the student or employee UID, as assigned by the Statewide UID system. The source data systems within each sector will, at a minimum, have the capacity to store UIDs generated from the Statewide system. NC P20+ will use SLDS grant funds to enhance sector source data systems, as needed, to ensure that this capacity is present. Statewide Unique Identifier (UID) System. Each sector participating in NC P20+ will utilize the Statewide UID System to obtain and/or associate UIDs with the students about whom the sector collects and stores data. The UID System, powered by eScholar’s Uniq-ID product, has been established through the NC CEDARS project and is currently used by the NCDPI to establish UIDs for both students and employees participating in the P13 programs that operate under the authority of the State Board of Education. Other participating sectors in North Carolina will interact with the UID System via its standard web interfaces, uploading student information and retrieving UIDs for association with those students. Sectors will determine the extent to which interaction with the UID System is automated, however the most basic method of interaction with the system (web-based file upload/download and match resolution) should not require additional technology investments. In this context, the Data Hub will leverage prior IES and NC investments in the existing UID System. Because the current UID System has been designed for use primarily by the P13 education sector, the System may require some enhancements to facilitate use by the other sectors. NC P20+ proposes to use SLDS grant funds to identify and complete these enhancements. Data Translation Mechanisms. Sectors participating in NC P20+ will not be required to change underlying source data collection structures, however they will be required to contribute data elements to the Data Hub that meet standard data definitions and formats. In order to accommodate the translation between disparate sector data structures, and collection and storage technologies, each sector will utilize translation mechanisms that will: 1) extract data from source systems, 2) transform the data into standard data structures and formats, and 3) present the data to the Data Hub for interoperable exchange. NC P20+ proposes to use SLDS grant funds to implement the translation mechanisms within each participating sector. This implementation may involve, depending on the sector, substantial investments in both software and hardware. NC P20+ | SLDS Proposal
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Data Exchange Mechanism. Each sector will make data available to the Data Hub in accordance with a consensus NC P20+ data calendar. The Data Hub’s Data Exchange Mechanism will utilize standard transport mechanisms to move the data, upon request, across the Data Hub to approved data consumers. This model of data sharing is flexible, enabling easy expansion to incorporate additional source entities (i.e., additional sectors, such as State Social Service or Juvenile Justice agencies) and data consumers. NC P20+ proposes to use SLDS funds to implement this data exchange mechanism. This implementation will require investment in both software and hardware, however similar existing efforts (e.g., as part of the CEDARS project) and State contracts for middleware may enable NC P20+ to leverage prior federal and State investments and limit additional costs and technology development. Data Dictionary. To facilitate consistent use of data contained in the Data Hub, NC P20+ will establish and maintain a data dictionary that will document essential information, including metadata, about each Hub data element. This dictionary will be accessible to all NC P20+ member sectors and authorized data consumers. NC P20+ proposes to use SLDS grant funds to establish the Data Hub data dictionary.

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III. Timeline for Achieving Project Outcomes
3.1 Achievement of Project Outcomes.
As described in Section 2.1, the project’s 16 measurable outcomes each contribute to the achievement of one of five core project goals. Table 3.1 lists each goal, its associated outcomes, and the subordinate subtasks related to each outcome. Table 3.1 also lists a tentative start and completion date for each subtask and the party or parties primarily responsible for accomplishing it. Each outcome has its own discrete budget (see Budget Narrative document), within which the subtasks necessary to achieve the outcome have been carefully identified and delineated.

3.2 Alignment of NC P20+ with other SLDS and ARRA Activities
This NC P20+ proposal has been developed collaterally with NC’s ongoing CEDARS effort, Race to the Top (RTTT) proposal development, and State Fiscal Stabilization Fund (SFSF) Phase II planning. Several members of the NC P20+ Steering Committee have also been working on these other efforts. Proposed NC P20+ Project Director, Adam Levinson (see section 4.1), is involved in a leadership role in all four projects. This interweaving of development activities will ensure the alignment of the respective plans. While the greater challenge to maintaining alignment will likely come during implementation, several clear connections between the various planning efforts can be noted at present: • CEDARS will be a source of high quality, linked P13 data that will supply both ARRA reporting (including much of the SFSF Phase II elements) and the NC P20+ data exchange. As has been noted in various places in this proposal, the P13 UID implemented as part of CEDARS will become the P20+ UID. • The RTTT proposal will include initiatives to enhance public education leadership’s capacity to conduct data-driven decision-making regarding policy and practices, using longitudinal data both within and across sectors. In planning discussions relative to NC’s longitudinal data system capability, RTTT and NC P20+ project leadership have clarified that the NC P20+ proposal will focus on developing governance and technology infrastructure, while RTTT will focus on increasing the capacity Statewide to use that infrastructure to drive continuous improvement. • The RTTT and NC P20+ leadership had also clarified, prior to the release of final RTTT guidelines, that RTTT would address the needs for instructional technology designed to assist instructional staff on a daily basis (ie, operational infrastructure), while NC P20+ would address the needs for infrastructure that would support reflective, longitudinal analysis (ie, strategic planning infrastructure).

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Table 3.1: Plan for Achieving Project Outcomes, Organized by Project Goal (Please refer back to Table 2.1 for Descriptions of 16 Measurable Outcomes) Goal 1: Institutionalizing Rigorous Governance Outcome Subtasks 1.1 Convene NC P-20+ Steering Committee on a monthly to quarterly basis during and after the grant award to oversee the successful implementation of NC’s first comprehensive P20+ SLDS. 1.2 Draft, review, and adopt MOU committing each sector to participation in NC P20+. 1.3 Determine initial data set to be included in the NC P20+ data exchange. Determine modifications, as needed, to the NC P20+ data set. Start/Completion July 2010—June 2013 Personnel/Sector DPI, NCCCS, UNC, NCECDG, NCESC, NCICU NC P20+ PMO, DPI, NCCCS, UNC, NCECDG, NCESC, NCICU DPI, NCCCS, UNC, NCECDG, NCESC, NCICU DPI, NCCCS, UNC, NCECDG, NCESC, NCICU NC P20+ PMO, DPI, NCCCS, UNC, NCECDG, NCESC, NCICU NC P20+ PMO NC P20+ PMO NC P20+ PMO

July 2010—Dec. 2010

Oct. 2010—Jan. 2011

Oct. 2010—June 2013

1.4

Determine and adopt data standards (e.g., SIFA, NEDM, PESC) for the NC P20+ data exchange. Gather and document requirements for the NC P20+ enterprise data dictionary. Determine best option and procure NC P20+ data dictionary solution. Implement a NC P20+ enterprise data dictionary.

Dec. 2010—June 2013

1.5

Feb. 2011—Dec. 2011 Aug. 2011—Nov. 2011 Dec. 2011—June 2013

Goal 2: Implementing a Statewide P20+ Unique Student Identifier (UID) Outcome Subtasks 2.1 Draft and formally adopt Statewide UID policy through the NC P20+ Steering Committee. Start/Completion July 2010—Aug. 2010 Personnel/Sector DPI, NCCCS, UNC, NCECDG, NCESC, NCICU

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Table 3.1: Plan for Achieving Project Outcomes, Organized by Project Goal (Please refer back to Table 2.1 for Descriptions of 16 Measurable Outcomes) 2.2 Demonstrate existing UID System capability, share technical specifications with all sectors, and conduct gap analysis to identify needs for each sector to effectively implement the UID. Develop specific requirements for the Statewide UID system enhancements. Contract with UID software vendor to complete enhancements, as needed, to the Statewide UID system. Complete and implement enhancements to the Statewide UID system. Identify and implement data system changes needed to store the Statewide P20+ UID in each sector’s student records. Identify and implement sector data system modifications and/or acquisitions needed to integrate with the Statewide UID System. July 2010—Sept. 2010 NC P20+ PMO, DPI, NCCCS, UNC, NCECDG, NCESC, NCICU DPI, NCCCS, UNC, NCECDG, NCESC, NCICU NC P20+ PMO, DPI NC P20+ PMO, DPI DPI, NCCCS, UNC, NCECDG, NCESC, NCICU DPI, NCCCS, UNC, NCECDG, NCESC, NCICU

Sept. 2010—Oct. 2010

Oct. 2010—Nov. 2010 Nov 2010—Feb. 2010 Aug. 2010—Dec. 2010

2.3

2.3

Aug. 2010—June 2011

Goal 3: Building a Comprehensive P20+ Data Exchange. Outcome Subtasks 3.1 Gather and document requirements for exchanging P20+ data across sectors. Determine and procure best option for NC P20+ data exchange mechanism, based on documented requirements. Implement the NC P20+ data exchange mechanism. Start/Completion Aug. 2010—Dec. 2010 Personnel/Sector NC P20+ PMO, DPI, NCCCS, UNC, NCECDG, NCESC, NCICU NC P20+ PMO, DPI, NCCCS, UNC, NCECDG, NCESC, NCICU NC P20+ PMO, DPI, NCCCS, UNC, NCECDG, NCESC, NCICU

Jan. 2011—June 2011

July 2011—June 2012

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Table 3.1: Plan for Achieving Project Outcomes, Organized by Project Goal (Please refer back to Table 2.1 for Descriptions of 16 Measurable Outcomes) 3.2 Gather/document requirements for each sector to comply with data July 2011—June 2012 standards (e.g., SIF and PESC) for data exchange, as specified by NC P20+ Steering Committee. Implement sector data system enhancements or acquisitions July 2012—June 2013 required for compliance with agreed upon data standards. NC P20+ PMO, DPI, NCCCS, UNC, NCECDG, NCESC, NCICU NC P20+ PMO, DPI, NCCCS, UNC, NCECDG, NCESC, NCICU

Goal 4: Ensuring High Quality Data in Each Sector and in the Exchange Outcome Subtasks 4.1 Document requirements for source data system enhancements or acquisitions that will enable each sector to ensure quality of data collections. Determine and procure best option(s), based on documented requirements, for source data system enhancements or acquisitions that will enable each sector to ensure quality of data collections. Implement source data system enhancements or acquisitions that will enable each sector to ensure quality of data collections. 4.2 Document data quality assurance policies and procedures for each sector and for the NC P20+ exchange. Determine and procure best option for auditing quality of initial NC P20+ data set. Implement a data audit of each sector’s institutional data to be included in the NC P20+.data exchange. Start/Completion Oct. 2010—April 2011 Personnel/Sector DPI, NCCCS, UNC, NCECDG, NCESC, NCICU DPI, NCCCS, UNC, NCECDG, NCESC, NCICU DPI, NCCCS, UNC, NCECDG, NCESC, NCICU DPI, NCCCS, UNC, NCECDG, NCESC, NCICU NC P20+ PMO, DPI, NCCCS, UNC, NCECDG, NCESC, NCICU DPI, NCCCS, UNC, NCECDG, NCESC, NCICU

May 2011—Jan. 2012

Feb. 2011—June 2013

Nov. 2010—June 2013

4.3

Jan. 2011—June 2011

July 2011—June 2012

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Table 3.1: Plan for Achieving Project Outcomes, Organized by Project Goal (Please refer back to Table 2.1 for Descriptions of 16 Measurable Outcomes) Goal 5: Building Capacity for Stakeholders to Access and Use Data Outcome Subtasks 5.1 Gather requirements from Education Cabinet regarding priority indicators of State education system health. 5.2 Document initial requirements regarding information products (ie, views, formats, level of interactivity) desired by the Education Cabinet, NC P20+ sectors, and other stakeholders (ie, General Assembly) for use in required reporting and data-driven decision-making. Establish process to review periodically and modify as needed the documented initial requirements regarding information products (ie, views, formats, level of interactivity) desired by the Education Cabinet, NC P20+ sectors, and other stakeholders (ie, Legislature) for use in required reporting and data driven decision-making. Establish plan that includes mechanisms, parties responsible, and timelines for producing information products (ie, views, formats, level of interactivity) desired by the Cabinet, NC P20+ sectors, and other stakeholders (ie, General Assembly) for use in required reporting and data-driven decision-making. Produce information products (ie, views, formats, level of interactivity) desired by the Education Cabinet, NC P20+ sectors, and other stakeholders (ie, General Assembly) for use in required reporting and data-driven decision-making. Start/Completion July 2010—Dec. 2010 Personnel/Sector NC P20+ PMO, DPI, NCCCS, UNC, NCECDG, NCESC, NCICU NC P20+ PMO

Jan. 2011—June 2011

July 2011—Aug. 2011

NC P20+ PMO, All sectors (Project Steering Committee)

5.3

Sept. 2011—Dec. 2011

NC P20+ PMO, All sectors (Project Steering Committee)

Jan. 2012—June 2013

NC P20+ PMO, All sectors (Project Steering Committee)

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IV. Project Management and Governance
NC is fortunate to have many factors present that support the creation of strong, centralized, collaborative structures for the management and governance of NC P20+. First, NC has a longstanding tradition of centrally governed education sectors (public schools, UNC, NCCCS) and a history of strong collaboration within those sectors that do not have a formal central governance structure (for example, NCEDG’s cross-agency data systems planning work and NCICU’s joint planning and advocacy work on behalf of member institutions). As noted in section 1.2.1, the NC P20+ sectors have worked together on many joint initiatives and collaborate on a regular basis in planning and development discussions both within the Education Cabinet and through various standing and ad hoc groups. Against this backdrop, NC also has recent experience managing a complex SLDS project (CEDARS) and has an established public commitment from the highest levels of State government leadership (Governor, Education Cabinet, NCGA) to move forward ambitiously and expeditiously with the creation a P20+ SLDS. These factors give NC a solid foundation upon which to build the NC P20+ project management and governance plans.

4.1 Project Management
As noted in sections 2.1 and 3.1, to achieve the NC P20+ initiative’s five central goals through attainment of 16 measurable outcomes, project efforts will focus both on enhancing each participating sector’s data management infrastructure and on establishing shared Statewide infrastructure. As Lead Fiscal Agent, NCDPI will manage the overall NC P20+ project through a structure (see Figure 4.1) similar to the one it has employed for managing the CEDARS project. This approach to project management will include both direct involvement in the development of the NC P20+ shared infrastructure, and coordination of the activities carried out in each sector. Each sector co-director will be responsible for managing the sector-specific project activities through a sector project structure that mirrors the larger P20+ project structure

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(see Fig 4.1 insert). Figure 4.1 Project Director/NC P20+ Project Management Office (PMO). The NCDPI Director of Policy & Strategic Planning, Adam Levinson, will serve as NC P20+ Project Director and, as such, will be responsible for ensuring that all NC P20+ goals and outcomes are achieved (he will also lead the NCDPI sector-specific project). Director Levinson will create an NC P20+ Project Management Office (PMO) specific to this grant through which he will oversee the implementation of the entire initiative. A Lead Project Manager (to be hired) will manage dayto-day implementation activities, including development of shared infrastructure and monitoring of development activities by sector “sub-contractors.” Project Director Levinson’s permanent NCDPI unit, the Policy & Strategic Planning (PSP) Division, is an organization that exists within the Office of the State Superintendent of Public Instruction and is charged with increasing agency effectiveness and efficiency, particularly through enhancement and refinement of enterprise-wide infrastructure. Over the past several years, PSP has managed several large, enterprise infrastructure projects, including CEDARS, agency organizational redesign, agency strategic planning and establishment of a performance management tool, and NCDPI’s Accountability and Curriculum Revision Effort (ACRE). As Director of PSP, Mr. Levinson reports directly to the State Superintendent and frequently represents NC DPI in inter-sector engagements and planning discussions, and in communicating with the NC General Assembly and other external stakeholders regarding NCDPI’s mission and operations. Mr. Levinson also is a member of the NC team developing the State’s RTTT proposal. Co-Directors/Sector PMOs. Each sector sub-project will be managed by a sector PMO, led by an NC P20+ Co-Director. Each sector PMO will report regularly to its own sector steering committee (see section 4.2), to Director Levinson’s NC P20+ PMO, and to the NC P20+ Steering Committee (see section 4.2). Each sector will be expected to implement its activities in accordance with the goals, outcomes, subtasks, and timelines agreed upon within this proposal. Each successive level of project management will be responsible for escalating issues, questions, or problems to a level at which they can be successfully addressed. The Co-Directors and their Chief Information Officers (CIOs) will also meet regularly as part of the P20+ Steering Committee. This coordination will both ensure ongoing sharing and partnership among the six sectors and provide Director Levinson and NCDPI with the collective support, engagement, and alignment needed to ensure the overall project’s success.

4.2 Project Governance
As illustrated in Figure 4.1, the ultimate owner of the NC P20+ is the Governor of NC, who along with her Education Cabinet, has delegated responsibility for overseeing and managing the NC P20+ project to the NC P20+ Steering Committee (see section 1.2.1). NC P20+ Steering Committee. Project Director Levinson will report to the NC P20+ Steering Committee, consisting of himself and the other five respective sector Co-Directors (see table 4.2) and their respective CIOs. Other specialists and administrators will be invited to Steering Committee meetings as needed to provide input on specific topics. The Steering Committee will provide oversight for the project on a monthly basis, and will in turn answer to the Education Cabinet.

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Table 4.2: NC P20+ Steering Committee Sector Members Title NC DPI Mr. Adam Levinson, Project Director Director of Policy & Strategic Planning Mr. Peter Asmar Chief Information Officer NCCCS Dr. Saundra Williams, Project Co-Director Senior Vice President and CIO Mr. Keith Brown Associate Vice President UNC-GA Dr. Alisa Chapman, Project Co-Director Associate Vice President Mr. John Leydon Chief Information Officer NCECDG Dr. Patrice Neal, Project Co-Director Clinical Professor in Pediatrics/Principal Investigator Dr. Duncan Munn Consultant for NCECDG ESC Dr. Betty McGrath, Project Co-Director Director of Labor Market Information Mr. Robert A. Cottrell, Jr. Information Systems Director NC ICU Dr. Hope Williams, Project Co-Director President Mr. Tim McDowell Vice President

Governor’s Education Cabinet. As noted in section 1.2.1, the Governor and Education Cabinet officially endorsed the Steering Committee in September 2009, both to develop the NC P20+ proposal and to manage the project on a continuing basis. The Governor and Education Cabinet will provide high-level oversight for NC P20+ on at least a quarterly basis. The existence of the Education Cabinet (as established by NC General Statute) provides NC P20+ with an established collaborative governance framework within which to fit the NC P20+ governance activities. The NC Education Cabinet is convened and led by the Governor who is supported by an Executive Director of the Cabinet and a small Cabinet staff. The Cabinet is composed of the State Superintendent for Public Instruction, the Chair of the State Board of Education, the President of NCCCS, the President of the UNC system, the President of the NCICU, and the Secretary of Health and Human Services. NCESC is not required statutorily to participate in the Cabinet, but the agency will be included in all discussions and decisions related to NC P20+. The Education Cabinet meets on a quarterly basis and is at the call of the Governor for special meetings. Each member agency provides senior staff to the Cabinet; these staff members interact frequently between the Cabinet meetings. Many of these staff members are also either NC P20+ co-directors or NC P20+ Steering Committee members. Sector Steering Committees. As noted in section 4.1, the NC P20+ project efforts will focus both on establishing shared Statewide infrastructure and on enhancing each participating sector’s data management infrastructure. Each of the six sectors will oversee its enhancement activities through a governance structure similar to the one that sits over the entire initiative. Each sector Co-Director will report to that sector’s Steering Committee, which will ensure that the sectorspecific enhancements both meet the sector-specific data management, analysis, and reporting needs, and are consistent with the commitments made to NC P20+. In some cases, the sectorSteering Committee may leverage an existing structure, such as the NCECDG interagency steering group, that has been used to coordinate sector-wide data system development. In other sectors, the steering committee structure will be created exclusively for purposes of the NC P20+ work.

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External Advisory Groups. The NC P20+ PMO and sector PMOs will establish respective external advisory groups as part of their separate governance structures. At the central level, leaders of NC’s RTTT and other statewide USED and/or ARRA-funded initiatives related to use of longitudinal data, will be routinely consulted, and representatives of these initiatives will be invited to serve on the external advisory group. This will promote coordination between the NC RTTT and NC P20+ initiatives, so that the NC P20+ is developed to support use by a variety of end users whom RTTT also is supporting (e.g., including school district personnel). These advisory groups will also aim to bring together on a quarterly basis representatives of relevant stakeholder perspectives, such as teachers/faculty, local school district/campus administrators, and various non-profit think tanks or advocacy groups, to solicit advice regarding design and operation of NC P20+. Sector Co-Directors will be responsible for incorporating feedback from these external advisors into the project designs and implementation plans that they present to their respective sector steering committees for review and approval. Collecting various stakeholder perspectives for input into the NC P20+ project design(s) will also support the NC P20+ Steering Committee and Education Cabinet in meeting the NC legislative mandate (see appendix A.2) to report to the General Assembly on the “requirements for a P-20 longitudinal data system for North Carolina.”

4.3 Steady State Management and Governance
NC P20+ anticipates institutionalizing the upper three tiers (Governor, Education Cabinet, Statewide Steering Committee) of the project management and governance structure illustrated in figure 4.2, such that this structure would continue to characterize operation of NC P20+ in post-project, steady state implementation. The ongoing management and governance of sectorspecific capabilities established or enhanced through sector-specific projects will be the responsibility of each member sector, with the provision that each sector will need to abide by its agreement to operate within the guidelines (e.g., for data quality assurance and contribution of NC P20+ data) established by the central NC P20+ governing body. Ongoing management of the NC P20+ shared infrastructure will be the responsibility of the central NC P20+ steady state governing body, the NC P20+ Governing Council. NC P20+ Governing Council. As noted in section 1.2.1, the NC P20+ Project Steering Committee, including any of its sub-committees that have ongoing scope, will transform postproject to become the standing NC P20+ Governing Council. This Council will continue to operate subject to the authority of the Governor and her Education Cabinet and will be responsible for managing the operation of NC P20+. This management scope will include both high level administration (i.e., setting policy and procedures) and day-to-day administration (i.e., “care and feeding”) of the Data Hub and enterprise data dictionary. Note that the Steering Committee/Council may choose during NC P20+ detailed design deliberations to allocate these operational responsibilities to specific sector partners. Examples of standing Council sub-committee work may include maintaining the data dictionary, policies and procedures for granting access to NC P20+ data, training and technical assistance protocols, and promotional materials aimed at making various stakeholders aware of NC P20+ and what it offers. A central feature of this management and governance approach is that that the Council structure can adapt to incorporate more specialized focus and guidance without altering the basic arrangement through which the sectors collaborate in the Council and Education Cabinet. Clearly, the greater the scope of the Council’s work, the greater must be the commitment of in-kind or direct funding by the State of NC to support these activities. Since the State’s top leadership will be involved in governing NC P20+, the Governor and Cabinet members will be well positioned to advocate for or allocate from within agency budgets direct funding toward these activities if indeed the leaders believe they are valuable.

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Ongoing Stakeholder Engagement. The NC P20+ SLDS will be an important tool for State and local leaders, and other interested stakeholders, but each set of stakeholders will have their own distinct needs and ways of interacting with the data. The NC P20+ Governance Council will be responsible for continually assessing the needs of these different stakeholders for types of information desired. This assessment in turn may imply needed modifications to the initial NC P20+ data set, and the initial set of information products produced by NC P20+ member sectors. Information Products. As noted in section 1.2.2, NC P20+ will assume responsibility for ensuring that State leaders have access to the data and information products they need. To this end, the NC P20+ Governing Council will work to establish the most efficient and effective ways to leverage the expertise and capacity of existing sector staff and other partners to ensure that collectively, the member sectors and/or other partners produce the information products of highest value to the State. As part of this coordination effort, NC P20+ will disseminate information products, research methodologies, and lessons learned to member sectors and other partners through such channels as an NC P20+ project website, professional development venues, and conferences. The NC P20+ Governing Council may also convene gatherings of researchers and/or send representatives to regional and national gatherings focused on producing information products that support decision-making.

4.4 Compliance with ARRA Reporting/ NC Office of Recovery & Investment
Lead fiscal agent NCDPI and all the participating NC P20+ sector partners are committed to transparency, accountability, and good governance. Through established internal controls in each sector for the expenditure of federal funds and monitoring of programmatic progress, NC P20+ is positioned to meet the quarterly reporting requirements established under Section 1512 of the American Recovery and Reinvestment Act of 2009. Several of the partners (NCDPI, UNC, NCCCS, and NCESC) have already had to establish mechanisms for efficiently and effectively allocating and tracking ARRA funds. These mechanisms, assisted by the data system enhancements proposed for each sector, will ensure data quality and integrity, relevant subrecipient reporting, and monitoring and preventing of fraud, waste and abuse.

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V. Qualifications and Roles of Key Personnel
5.1 Overview of Personnel
The qualifications of the Project Director, six Co-Directors, and their CIOs, all of whom will form the core membership of the NC P20+ Steering Committee, are briefly described below, with more detailed qualifications described in Appendix B. In addition, professional staff that will assist at the sector-level are also described below. Respective annual effort (whether from federal or non-federal sources) and project roles are also provided. SLDS grant funds will be used to “supplement, not supplant” existing resources that NC is devoting to the development of NC P20+. Since the Project Director and Co-Directors are already engaged in SLDS development efforts, these personnel contributions are therefore captured in the project budget as being funded from non-federal sources. NC P20+ anticipates hiring several fixed-term professionals to assist in project management and in various technical capacities. In addition, as is reflected in the Budget and Budget Narrative documents, we will likely contract out to vendors portions of both the sector-specific and shared enhancement and development activity. We thus cannot describe the qualifications of a number of key project staff in advance. All State of NC policies governing the hiring of fixed-term employees, as well as policies and procedures governing the seeking, selection, and management of contracts will be followed.

5.2 Qualifications of Key Personnel
NORTH CAROLINA DEPARTMENT OF PUBLIC INSTRUCTION (DPI) Project Director Mr. Adam Levinson, Director, Policy & Strategic Planning, is a member of the State Superintendent’s Cabinet and leads, on behalf of the Superintendent, agency efforts to continuously improve organizational effectiveness and efficiency. This work includes efforts to establish, monitor, and manage agency strategic priorities and promote allocation of agency human and financial resources consistent with those priorities. Mr. Levinson counsels the Superintendent and State Board of Education chairman regarding a broad array of policy, strategic, and operational decisions. Mr. Levinson created a new division of the Superintendent’s Office and currently manages seven direct reports, several of whom are responsible for development of policies and procedures for agency data management. He has also led and/or managed a number of large cross-agency projects including redesign of core business processes and agency reorganization. Mr. Levinson is the Project Director for the IES SLDS grant-funded Common Education Data Analysis & Reporting System (CEDARS). Mr. Levinson represents NCDPI in collaborations with various external stakeholders, including the legislature, Governor’s office, NC Education Cabinet, other State agencies, local education agencies, vendors, and private non-profit entities. He is a member of the Council of Chief State Schools Officers Education Information Management Advisory Council (CCSSO EIMAC). On the NC P20+ project, Director Levinson’s responsibilities will include management of the overall project and management of DPI’s sector-specific sub-project. (Annual Effort: 25%). Mr. Peter Asmar, Chief Information Officer, Technology Services, is a member of the State Superintendent’s Cabinet and provides vision, leadership and management for information technology (IT) supporting NC’s kindergarten through 12th grade public education system. As CIO, he heads the Technology Services area, which is responsible for centralized infrastructure support, network and desktop operations, application development, and instructional technology. Mr. Asmar also chairs the Technology Planning Group (TPG), a group representing NC state agencies that identifies opportunities to better leverage IT in a consistent fashion across the State. This group sets the direction and principles required to accomplish these goals, and provides advice and consultation to the Office of the State CIO (SCIO). Mr. NC P20+ | SLDS Proposal
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Asmar is the K-12 representative on the board of directors of MCNC, the non-profit agency that provides backbone internet connectivity for K-20 education in the state of NC. Mr. Asmar is a core member of the Steering Committee for the CEDARS project. On NC P20+ SLDS, Mr. Asmar will provide guidance for the overall project as a member of the NC P20+ Steering Committee and for the DPI-specific project as a member of the DPI project steering committee. His responsibilities will include providing leadership in the technical development of the NC P20+. (Annual Effort: 10%). Mr. Philip Price, Chief Financial Officer/Associate State Superintendent for NC DPI Financial and Business Services, is a member of the State Superintendent’s Cabinet and provides vision, leadership, and management for the Finance and Business Services (FBS) area, which contains the Division of School Business, Division of Financial Services, Division of School Support, Office of Charter Schools, Human Resource Management Section, and Systems Accounting Section. Financial and Business Services manages nearly $10 billion in State and federal funds and provides various technical support services to local education agencies. Mr. Price serves as a Steering Committee member on the CEDARS project. On the NC P20+ project, Mr. Price’s responsibilities will include providing budget management and accountability for the overall project and providing guidance for the DPI-specific project as a member of the DPI project steering committee. (Annual Effort: 5%). Other NCDPI Participants: Mr. Karl Pond, Enterprise Data Manager, coordinates submissions of data for the Educational Data Exchange Network (EDEN), Consolidated State Performance Report (CSPR), National Center of Education Statistics Common Core of Data (NCES CCD), Data Quality Campaign (DQC), and Standard and Poor’s. Mr. Pond also coordinates the NC DPI Data Management Group (DMG), an enterprise data governance council that sets policy and standards for data management at NCDPI. Mr. Pond is a member of the Council of Chief State Schools Officers Education Information Management Advisory Council (CCSSO EIMAC), a core member of the NCDPI CEDARS project team, and a key contributor to the NC P20+ Steering Committee. (Annual Effort: 30%) Mr. Michael Veckenstedt, Chief Technology Officer (CTO), is responsible for the product and technology roadmaps of NC DPI by setting the direction and priorities for the agency. He is the IT Lead on the CEDARS project. On NC P20+, Mr.Veckenstedt’s responsibilities will include guiding the technical vision and design efforts for enterprise-application-integration that is at the core of the DPI-specific project. (Annual Effort: 5%). Mr. Gerald Kenneth Thompson, Enterprise Architect of the Technology Services Area, develops and maintains the NC DPI objective architecture document and roadmap. He serves on the core CEDARS project team. On NC P20+, Thompson’s responsibilities will include assistance with the design and implementation of the enterprise-application-integration that is at the core of the DPI-specific project.. (Annual Effort: 5%). UNIVERSITY OF NORTH CAROLINA SYSTEM (UNC) Project Co-Director Dr. Alisa Chapman, Associate Vice President for Academic Planning and University-School Programs, is responsible for advancing efforts within the University to prepare more and better teachers and school leaders for NC public schools. Her direct responsibilities include supporting and strengthening academic program development, data and research analysis aimed at improving the preparation and development of teachers and school leaders, and working closely with the UNC Deans’ Council on Teacher Education. Her background is rooted in educational technology experience and she has co-facilitated the North Carolina longitudinal data system discussions in partnership with the North Carolina NC P20+ | SLDS Proposal
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Department of Public Instruction. Alisa’s professional experiences have taken her from employment in the public schools of North Carolina to employment in a higher education policy setting. In K-12 education she has worked at the school, district, and state levels. In higher education, her professional experiences have occurred at the campus, system, and state levels. Ms. Chapman’s responsibilities on NC P20+ SLDS will include a focus on the goals and design of the data system to serve the needs of research on improving student achievement. (Annual Effort: 5%). Mr. John Leydon, Vice President of Information Resources and Chief Information Officer, is the Vice President, Information Resources and Chief Information Officer (CIO) at UNC. Prior to joining UNC-GA, John held the position of Executive Director, Information Technology and CIO at the University System of New Hampshire (USNH). John has responsibility for all information technology services that are shared among the 17 UNC institutions. A primary example of a shared service is the state wide research and education network (NCREN) which connects all of the UNC institutions and provides a gateway for all NCREN users. In the role of CIO, he coordinates several UNC system wide and statewide groups such as the UNC CIO Council, the NC Common Solutions Work Group and the quarterly meeting of the State ITS CIO, the CIO of the Community College System, and the CIO for the State Department of Instruction (K-12). John has held a variety of CIO positions in higher education. He was a consultant to higher education for over 20 years and performed interim CIO roles for several campuses. He served as the senior information technology executive in private industry as the Vice President, Management Systems and Services for Monarch Life Insurance Company. On NC P20+ SLDS, Mr. Leydon’s responsibilities will include serving on the NC P20+ Steering Committee and, assisting with technical design of the overall NC P20+ system, and in the UNC-specific project, revamping the UNC data management system to support Institutional Research. (Annual Effort: 5%) Other UNC Participants: Mr. Paul Hudy, Director of Networking and Media Services in the Information Resources Division. Internally, Hudy and his team are responsible for the day to day information technology operations at UNC General Administration. His areas of management and operational responsibilities include: Networking, Systems/Servers, End-User Services, Audio Visual systems, Video Conferencing, IT Security, Backup/Disaster Recovery/Business Continuity and IT Support Infrastructure (HVAC, UPS and generators). He manages the systems/server, storage and networking infrastructure used by the Institutional Research and Analysis Division of UNCGA in its data collection efforts with the UNC campuses, NC Community Colleges, NC DPI, and NC ICU. Mr. Hudy currently leads and participates in UNC System-wide initiatives around the areas of Networking, IT Security, IT funding, and Video Services. In the context of NC P20+, he will assist in guiding the revamping of the UNC storage and security systems and in the work on overall NC P20+ system design. (Annual Effort: 5%) Dr. Alan Mabe, Senior Vice President for Academic Affairs has responsibility for academic affairs, academic planning, and institutional research in the 16 campus University of North Carolina System. He has been a leading advocate for research to support evidenced-based decisions making and determining the best practices for preparing teachers and school leaders who promote higher student achievement. He has served as a core member of the NC P20+ Steering Committee to date and will continue to be involved in NC P20+ as a member of the UNC steering committee and as senior staff to the Education Cabinet. (Annual Effort: 5%)

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NC COMMUNITY COLLEGE SYSTEM OFFICE (NCCCS) Co-Project Director Dr. Saundra Wall Williams, Senior Vice President and Chief of Technology and Workforce Development for NCCCS, leads the information technology and resources, technology infrastructure, data management and data warehouse, distance learning, workforce development, human resource development, continuing education, staff training, project management, small business centers, and emergency service functions organizations within the community college system. Dr. Williams is also an Adjunct Assistant Professor of Adult and Higher Education at North Carolina State University, specializing in training and development. Dr. Williams was also named a Houle Scholar in Adult Education and serves on the editorial board for the Journal of Workplace Learning. She has numerous publications in the area of training and development, workplace learning, and distance delivered training, specifically e-learning. Prior to coming to the NCCCS, Dr. Williams worked for twelve years in business and industry for Nortel, Broadband Technologies, and Syntel. Dr. Williams’s responsibilities on NC P20+ will include serving as project Co-Director, which involves both serving on the NC P20+ Steering Committee and managing the NCCCS-specific sub-project (Annual effort: 10%). Mr. Keith Brown, Associate Vice President for Research and Performance Management for the NCCCS has primary responsibility for directing all research, accountability, and evaluation efforts for the NCCCS. Mr. Brown has served on several national committees examining state longitudinal data systems sponsored by the following groups: State Higher Education Executive Organization (SHEEO), American Association of Community Colleges (AACC), Jobs for the Future (JFF), and the Southern Regional Education Board (SREB). Mr. Brown’s responsibilities on NC P20+ will include serving on the NC P20+ Steering Committee and playing a senior manager role regarding all matters of project design and data analysis for the NCCCS execution on both NC P20+ shared infrastructure implementation and on the NCCCS-specific sub-project. (Annual effort: 5%) Other NCCCS Participants: Mr. Bruce Humphrey, Associate Vice President and Director of the Project Management Office, has more than 30 years experience in information systems in both the private and public sectors. After spanning three decades of work with IBM in Software Engineering, Systems Integration, Customized Operational Services, data center operations, project management and e-business, He directs the IT Project Management Office for NCCCS. Mr. Humphrey will have a senior manager role responsible for all matters of project management for the NCCCS execution on the NC P20+ Project. (Annual effort: 5%) Mr. Arthur Hohnsbehn, Director of Information Services Delivery, leads a section of 40 individuals responsible for three major areas of technology for the North Carolina Community College System: maintenance and development of the College Information System (CIS) Template in the areas of Student Records, Human Resources/Payroll, and Finance; 2) editing and loading of data into NCCCS System Office Data Warehouse; and 3) systems and networks used at the System Office. On the NC P20+ Project, Mr. Hohnsbehn will have a managerial role responsible for all matters of project design and implementation for the NCCCS execution on the NC P20+ Project. (Annual Effort: 5%) Mr. Terrence Ann Shelwood. Director of State-Level Reporting for the Data Warehouse, is responsible for the Business Objects software, security, universes, and reports (standard & adhoc). Shelwood has been responsible for the timeliness and accuracy of 70+ reports from the 58 colleges and the System Office. She has worked to develop the Student Progress Monitoring System - a statewide system to measure student progress. She has designed, in cooperation

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with Information Services, administered the Literacy Education Information System - a system to collect, edit, analyze, report, and store Literacy/Basic Skills student data. On the NC P20+ Project, Mrs. Shelwood will have a managerial role responsible for all matters of project design for reporting for the NCCCS execution on the NC P20+ Project. (Annual Effort: 5%) Mr. Ricky (Rick) L. Newsome, Associate Director, Information Systems, North Carolina Community College System, in charge of technical aspects of data warehousing 2008, with the splitting of the data warehouse team into 2 sections, reporting, and technical, he became responsible for supervising the technical team. On the NC P20+ project, Mr. Newsome will have a managerial role responsible for all matters of project design for the NCCCS execution on the NC P20+ project. (Annual Effort: 5%) NORTH CAROLINA EARLY CHILDHOOD DATA GROUP (NCECDG) Co-Project Director Dr. Patrice Neal, Investigator at the Frank Porter Graham (FPG) Child Development Institute is Principal Investigator for the NC Collaborative Outcomes Project, an Office of Special Education Programs (OSEP) funded General Supervision Enhancement Grant (GSEG). The project is designed to improve state capacity for measuring and reporting child and family outcome data in a manner that is integrated across early childhood agencies and accountability initiatives, including development of a plan for effective data system integration. Dr. Neal has extensive experience in program and grant administration; information-sharing among diverse stakeholder groups, legislators and legislative staff, program administrators, and direct service providers. Dr. Neal chairs a committee of the North Carolina Interagency Coordinating Council (ICC), which advises and assists in state efforts related to measuring and reporting child and family outcomes and using the data for informed decision making and program improvement. Dr. Neal will serve on the proposed SLDS initiative as fulltime Project Director for the NCECDG Sector, coordinating data system enhancement and improvement efforts across the state’s multiple early childhood partners. (Annual Effort: 5%) Dr. Duncan Munn, LDS Consultant for NCECDG, has over 35 years of experience in working with supports and services for persons with developmental disabilities. Specific responsibilities have included managing statewide interagency service systems such as early intervention, management of specific statewide programs such as, case management and longterm support related to supported employment, carrying out workforce development, program evaluation, grant project management, and budget development and policy development related activities. On NC P20+, Dr. Munn will serve on the NC P20+ Steering Committee and NCECDG-specific steering committee, and will provide valuable insight and guidance to the NC P20+ entities regarding the nature of the data provided by the NCECDG. (Annual Effort: 5%) NORTH CAROLINA INDEPENDENT COLLEGES AND UNIVERSITIES (NCICU) Co-Project Director Dr. A. Hope Williams, President of North Carolina Independent Colleges and Universities (NCICU), the statewide advocacy and public policy organization for the 36 independent, or private, colleges and universities in the state. As President, she is the Chief Executive Officer for the 36 presidents who comprise NCICU’s Board of Directors and for the Independent College Fund of North Carolina, that raises corporate and foundation funds for student scholarships. She works on behalf of independent colleges and universities, advocating for public policy issues, providing research and information, raising corporate and foundation funds and administering collaborative programs. She has overseen the research function of NCICU for 23 years including the development and dissemination of the NCICU Annual Report that provides information on the sector’s enrollment, financial aid and degrees

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awarded, as well as general demographic information. She arranges meetings of Institutional Researchers annually, sponsors an annual NCICU Assessment Conference for the sector and has served as president of the North Carolina Association of Institutional Researchers. On NC P20+, Dr. Williams will be Co-Director of the NCICU-specific project, devoting 15 percent of her time the first and third years and 10 percent the second year. In this role, Dr. Williams will serve on the NC P20+ Steering Committee and oversee the development, testing, and implementation of the new NCICU centralized data system. (Annual Effort: 5%) Senator Tim McDowell, Vice President for Government Relations. joined the staff of NCICU in 1994, following a career of 20 years in private college administration. Sen, McDowell served nine years in the NC General Assembly. He chaired several legislative committees and was a member of the Governmental Operations Committee. Sen. McDowell’s role will be to work with the various independent colleges and Universities to coordinate their participation in the development of the new centralized NCICU data system and in NC P20+. (Annual Effort: 5%) EMPLOYMENT SECURITY COMMISSION OF NORTH CAROLINA (ESC) Co-Project Director Dr. Elizabeth (Betty) McGrath, Director of Labor Market Information since 2008, is responsible for the overall direction and management of the LMI Division. This includes the administration, data collection, research, analyses, reporting and dissemination of information on the state's economy, labor force and workforce related issues. Dr. McGrath is responsible for administering five Federal/State cooperative programs with the Bureau of Labor Statistics; management of information for the Workforce Information Core Products funded by the U.S. Department of Labor's Employment and Training; management of data collection, processing, analyses and reporting of information for the North Carolina Common Follow-up System; management of performance reporting to the US DOL ETA for several workforce programs; and management of analyses and reporting of information related to the operation of the state's Unemployment Insurance System and Employment Service Operations. She haws managed the North Carolina Common Follow-up System (CFS), a longitudinal system used to provide information on the educational and employment outcomes of individuals participating in publicly supported education, employment and training programs. The CFS links unit record information across 11 state entities and matches the individual records with the state's Unemployment Insurance Wage file. Dr. McGrath’s responsibilities on NC P20+ will include serving as project Co-Director, which involves both serving on the NC P20+ Steering Committee and managing the NCCCS-specific sub-project. She will lead the effort for the integration of workforce data into NC P20+. (Annual Effort: 5%) Mr. Robert A. Cottrell, Jr., Information Systems Director, has worked for ESC in the field of Labor Market Information for nearly 20 years, including seven years as the Director of the Labor Market Information Division. He currently serves as the chair of the Analyst Resource Center (ARC) Consortium which oversees the development and maintenance of the national Workforce Information Database and acquisition and distribution of the Employer Database. He also is a member of the Occupational Employment Statistics (OES) Policy Council sponsored by the Bureau of Labor Statistics. Mr. Cottrell’s role on the NC P20+ project will be to serve on the NC P20+ Steering Committee, advise on technical design of both the shared and NCESCspecific infrastructure, and address ways that employment data can be integrated for use by the other educational sectors. (Annual Effort: 5%)

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Project Narrative
Project Narrative - Appendix A, Optional Attachments
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Appendix A: Optional Attachments
A.1 Sector-Specific Profiles and Scope of Data
North Carolina Department of Public Instruction (NCDPI) The North Carolina Department of Public Instruction (NCDPI) is NC’s State education agency (SEA), charged with implementing the State's public school laws and the State Board of Education's policies and procedures governing pre-kindergarten (PK) through grade 12 public education. The elected State Superintendent of Public Instruction heads the Department and functions under the policy direction of the State Board of Education. NCDPI is staffed by approximately 760 permanent employees who provide leadership and service to local public school districts and schools in the areas of curriculum and instruction, accountability, finance, teacher and administrator preparation and licensing, professional development, and school business support and operations. NCDPI develops the NC Standard Course of Study, which describes the subjects and course content that should be taught in every NC public school, and develops the assessments and accountability model used to evaluate school and district success. NCDPI administers annually approximately $10 billion in state and federal funds, and licenses the approximately 100,000 teachers and administrators serving in public schools. NCDPI operates its primary offices in Raleigh, NC, and three regional alternative licensing centers in Charlotte, Fayetteville and Nashville. NCDPI works closely with the state's 115 local education agencies (LEAs) and with nine non-State Regional Education Service Alliances/Consortia across in order to provide districts and schools the support they need to produce high student achievement. Scope of NCDPI Institutional Data. NCDPI’s data collections span the entire landscape of data that is required for federal K-12 reporting and, as a result of NC’s strong centralized education governance structure, includes a greater than typical volume of information required for State monitoring and reporting. The collection areas include financial (both State and Federal; e.g. Common Core of Data/CCD), programmatic (EDEN/EdFacts, Office of Special Education Programs/OSPEP, Migrant Education Program/MEP, Title I, Title II D, School Safety, etc.), student, assessment and accountability, staff, and school, inclusive of Prekindergarten through grade 13 (in the cases of early college high school programs) for 1.5 million students, 214 LEAs (99 of which are charter schools), and 2,600+ schools. The collections support NCDPI’s efforts to meet all Federal and State requirements, to respond to all media inquiries, and to meet the demands of our longstanding data-sharing partnerships with the NC institutes of higher education, external pre-kindergarten programs, and the NC Employment Security Commission. Having successfully met the requirements for State and Federal data submissions, and having recently implemented a statewide UID, NCDPI has now begun focusing increased attention on data quality, particularly as achieved through comprehensive data governance. NCDPI already has made significant progress in this area, through establishment of the Data Management Group (DMG; see http://www.dpi.state.nc.us/data/management/), a foundation for agency data governance that can serve as both a springboard for accelerating NCDPI’s source data system integration plans and as a model for development of the NC P-20+ governance structure NC Early Childhood Data Group (NCECDG) The NC Early Childhood Sector represented in this grant includes six statewide programs with a strong history of collaboration; however the programs reside in separate agencies, each of which has differing data systems and capacities. The collaborative consists of: More at Four PreK, NC P20+ | SLDS Proposal
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Preschool Special Education (IDEA Part B, Section 619), Head Start through the State Collaboration Office, Early Intervention (Part C of IDEA) in the Division of Public Health, the Division of Child Development, and the North Carolina Partnership for Children. In addition to these programs, the Frank Porter Graham (FPG) Child Development Institute of the University of North Carolina at Chapel Hill plays an integral role in planning and evaluating EC Sector services and in professional and policy development. FPG will coordinate the activities of the Early Childhood Sector (NCECDG) of the P-20+ SLDS. Organizationally, the first three early childhood sector programs are administered by the North Carolina Office of School Readiness, a unit of the North Carolina Department of Public Instruction. The Division of Public Health and the Division of Child Development are part of the NC Department of Health and Human Services. The North Carolina Partnership for Children is a private nonprofit organization established and defined by the North Carolina General Assembly to oversee the statewide Smart Start initiative, funded primarily by state appropriations. Each of these agencies has statewide responsibility for key services to the birth-through-seven age group, administered directly or operated through agreements with local government units or local education agencies. One of the partnering agencies, the Division for Child Development, does not provide services directly, but serves as the regulatory authority for childcare and administers childcare subsidy funding. The target populations of the Early Childhood Sector include children with or at risk for developmental delays or disabilities, children with special health care needs, children with educational risk factors such as low income, low maternal education, teen parent, limited English proficiency, and other vulnerable groups such as children with abuse/neglect or those in foster care. Parents, other family members, and the teachers who serve them are also a focus. The common purpose of EC Sector programs is to enable all children to enter school healthy and ready to learn. Collectively, they serve 418,000 children annually through the efforts of 38,780 professionals at 11,500 sites across every county in the state. Scope of ECDG Collaborative Data. Data management has become the most recent focus of substantive early childhood interagency collaboration in North Carolina. An example of this has occurred through the award of a General Supervision Enhancement planning grant (GSEG) from the Office of Special Education Programs of the US Department of Education. One purpose of this grant was to identify specific, pragmatic approaches to better coordinate and link EC Sector data systems. As a first step, the agencies jointly analyzed their respective data systems in terms of specific types of data captured, the way data were compiled and managed, software utilized, etc. The agencies then jointly developed an initial short- and long-term data plan with related outcomes and strategies. Recommendations included adoption of a common identifier and common data fields in such areas as program quality, student outcomes, and teacher data. These recommendations serve as the basis of the NCECDG outcomes, activities, and budget for this grant. The partners also identified over 30 priority system questions that could be answered in a linked data system. They agreed to collaboratively explore opportunities for information sharing and professional development for the data managers and related personnel of each agency. The agencies in this collaborative group report extensive programspecific data on an ongoing basis to their respective federal agencies, including the Department of Education, the state unit of the Administration on Developmental Disabilities (ADD), the Administration for Children and Families (ACF), and the Bureau of Maternal and Child Health (MCH). State audiences include both the executive and legislative branches of state government, and other stakeholders such as the Governors Interagency Coordinating Council and its local counterparts, advocacy groups, professional organizations, and professional development planning groups, such as the North Carolina Early Childhood Professional Development Institute and the North Carolina Birth-Kindergarten Consortium, which are comprised of representatives of the community college system, as well as public and private universities, with degree programs related to early childhood. Reported data are made available

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to the research community through such events as a “Partners in Research Forum” hosted by the FPG Child Development Institute, which will coordinate SLDS activities of the EC Sector. North Carolina Community College System (NCCCS) The 58 colleges administered by the North Carolina Community College System (NCCCS) open the door to high-quality, accessible educational opportunities that minimize barriers to postsecondary education. The colleges offer associate degrees, college transfer programs, job training, literacy, and adult education. The colleges maximize student success, prepare a competitive workforce that can succeed on a global stage, and offer services that improve the lives and well-being of individuals in their communities. NCCCS and its 58 colleges provide an accessible opportunity for educational success to currently over 809,000 students across the state’s 100 counties. There are 160 physical facilities – 58 main campuses, 28 multi-campuses and 74 off-campus sites – that bring community college classrooms within a 30-minute drive of virtually every North Carolinian, and distance learning technology reaches students in their homes and workplaces. Community colleges provide the programs needed to build the economy by preparing students to do the jobs available now and in the future. There are more than 1,000 curriculum programs under more than 250 curriculum titles offered across the state of North Carolina. Programs are offered at the certificate, diploma and associate degree levels. New programs are established as a response to local and regional labor market needs and student demand. Scope of NCCCS Institutional Data. The NCCCS Data Warehouse contains information gathered no less than annually from all 58 institutions. It encompasses all student, course, and faculty information for the past three to five years. The data warehouse has been developed to give college and system office personnel access to state-level information. This information includes student enrollments, faculty and staff employment, and course offerings. Users work with the Business Objects software to analyze and report data from the data warehouse. The University of North Carolina (UNC) The University of North Carolina (UNC) is a public, multi-campus university dedicated to the service of North Carolina and its people. It encompasses the 16 diverse constituent institutions and other educational, research, and public service organizations. UNC constituent institutions encompass close to 45,000 employees with student enrollment across the system exceeding 215,000 in headcount. Each institution and public service organization shares in the overall mission of the University. That mission is to discover, create, transmit, and apply knowledge to address the needs of individuals and society. This mission is accomplished through instruction, which communicates the knowledge and values and imparts the skills necessary for individuals to lead responsible, productive, and personally satisfying lives; through research, scholarship, and creative activities, which advance knowledge and enhance the educational process; and through public service, which contributes to the solution of societal problems and enriches the quality of life in the State. Scope of UNC Institutional Data. The UNC General Administration Institutional Research Division is responsible for identifying, collecting, and maintaining the University-wide data needed for University management processes and the completion of external reporting requirements. The Division coordinates the efforts of the 17 University campuses through interaction with the Directors of Institutional Research on each campus to collect, analyze, report, and warehouse quantitative and qualitative data about their institution's students, faculty, staff, curriculum, course offerings, and learning outcomes. UNC institutional data collected includes North Carolina Higher Education Data (NCHED) and Integrated Postsecondary Education Data System (IPEDS) data, as well as institutional files on student data, student NC P20+ | SLDS Proposal
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courseload, course grade, course description, financial aid, facilities, and personnel data. These files are collected at census points, depending on the selected file, throughout the academic year. Most of the collected files contain detailed unit record data. North Carolina Independent Colleges and Universities (NCICU) The mission of North Carolina Independent Colleges and Universities (NCICU) is to support, represent, and advocate for NC independent higher education. NCICU is comprised of NC's 36 private, non-profit liberal arts, comprehensive, and research colleges and universities accredited by the Southern Association of Colleges and Schools. NCICU represents independent higher education in the areas of state and federal public policy and on education issues with the other sectors of education in the state. They also provide research and information to and about private colleges and universities, conduct staff development opportunities and coordinate collaborative programs. To help defray administrative costs, NCICU, in some cases, may receive a modest amount of funds under agreements made with participating companies or may accept sponsorships of meetings or other events. Each independent college and university president is a member of the NCICU board of trustees. In addition, chairs and vice-chairs of the boards of trustees of individual colleges and universities are members of the North Carolina Council of Governing Boards. The president of NCICU serves on the NC Education Cabinet. Scope of NCICU Institutional Data. NCICU does not currently have centralized data from North Carolina private and independent colleges and universities. This technical capability and centralized repository of essential data will be developed through the NC P20+ SLDS initiative. The Employment Security Commission of North Carolina (NCESC) The mission of the Employment Security Commission (NCESC) is to promote and sustain the economic well being of North Carolinians in the world marketplace by providing high quality and accessible workforce-related services. NCESC provides employment services, unemployment insurance, and labor market information to the State’s workers, employers, and the public. These services promote economic stability and growth, development of a skilled workforce, and a world class economy for North Carolina. NCESC is the State’s recognized source for job matching, unemployment insurance, and labor market information. NCDPI, NCCCS, UNC, NCESC and several other workforce and social service agencies participate in the North Carolina Common Follow-up System (CFS). The NCESC is responsible for the operation, maintenance and analyses of information contained in the CFS. The CFS, which was initiated in the mid-1990’s, links individual records supplied by the participating entities with information contained in the Unemployment Insurance (UI) Wage file and the Unemployment Insurance Claimant files. The UNC, NCCCS and NCDPI have utilized this information to relate educational experience to workforce employment and wage outcomes. In addition, the NCCCS has utilized the employment and wage outcomes as part of their institutional performance efforts for its 58 campuses. Scope of ESC Data. The Employment Security Commission of North Carolina, collects, maintains and analyses a wealth of information related to North Carolina’s economy, workforce, employers and education, employment and training providers, programs and participants. As part of the NC P-20+ system the NCESC will provide workforce related data for participants of North Carolinas P-20 educational system. Relevant data will include employment and wage information as well as information related to the Unemployment Insurance Claimant status of educational system participants.

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A.2 Excerpt from NC Senate Law 2009-451. Senate Bill 202. Section 7.19 (a-d)
DEVELOPMENT OF A PREK-20 DATA SYSTEM SECTION 7.19.(a) The Department of Public Instruction, with the cooperation and assistance of the North Carolina Community College System and The University of North Carolina, shall collaboratively develop and systematically determine the technical specifications and data standards for a PreK-20 data system to centralize student data collected about students enrolled in prekindergarten programs through doctoral programs. The PreK-20 data system shall build upon the current capacity, programs, and initiatives of the Department of Public Instruction, the North Carolina Community College System, and The University of North Carolina. The Department of Public Instruction, in collaboration with the North Carolina Community College System and The University of North Carolina, shall also develop a strategy for tracking students for five years after they complete their education at a North Carolina public educational institution. The General Assembly urges private colleges and universities to advise and assist the Department of Public Instruction, the North Carolina Community College System, and The University of North Carolina on the implementation of this section. SECTION 7.19.(b) The PreK-20 data standards and specifications shall include: (1) The types and forms of data to be included in a PreK-20 data system, including longitudinal data and the use of a unique student identifier; (2) The capacity of a shared PreK-20 data system; (3) The degree and extent of cooperation between a shared PreK-20 data system and the current data collection systems of the Department of Public Instruction, the North Carolina Community College System, and The University of North Carolina; (4) The minimum capacity and technical specifications needed for each data system to feed into a shared PreK-20 data system; (5) The ability for data in a shared PreK-20 data system to be understood and used by interested stakeholders, including federal and other State agencies; and (6) The feasibility of broadening the PreK-20 data system to include other sources of data that are needed for a unified statewide data collection system. SECTION 7.19.(c) Standards and specifications shall conform to the guidelines and instructions governing any funds received through the American Recovery and Reinvestment Act of 2009 for this purpose. SECTION 7.19.(d) Standards and specifications shall be submitted to the Education Cabinet no later than January 1, 2010. The Education Cabinet shall review these standards and submit its recommendations regarding them to the Joint Legislative Education Page 34 Session Law 2009-451 SL2009-0451 Oversight Committee, the Fiscal Research Division, and the Office of State Budget and Management by March 1, 2010.

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A.3 Implementation Timeline By Outcome and Subtask for Years 1-3 (See legend below each implementation year)

Year 1 Implementation Timeline By Outcome and Subtask: July 1, 2010 – June 30, 2011
Outcome & Subtask 1.1 1.2 1.3.1 1.3.2 1.4 1.5.1 1.5.2 1.5.3 2.1.1 2.2.1 2.2.2 2.2.3 2.2.4 2.3.1 2.3.2 3.1.1 Jul 2010 Aug 2010 Sep 2010 Oct 2010 Nov 2010 Dec 2010 Jan 2011 Feb 1011 Mar 2011 Apr 2011 May 2011 Jun 2011

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Year 1 Implementation Timeline By Outcome and Subtask: July 1, 2010 – June 30, 2011
Outcome & Subtask 3.1.2 3.1.3 3.2.1 3.2.2 4.1.1 4.1.2 4.1.3 4.2 4.3.1 4.3.2 5.1 5.2.1 5.2.2 5.3.1 5.3.2 Jul 2010 Aug 2010 Sep 2010 Oct 2010 Nov 2010 Dec 2010 Jan 2011 Feb 1011 Mar 2011 Apr 2011 May 2011 Jun 2011

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Year 2 Implementation Timeline By Outcome and Subtask: July 1, 2011 – June 30, 2012
Outcome & Subtask 1.1 1.2 1.3.1 1.3.2 1.4 1.5.1 1.5.2 1.5.3 2.1.1 2.2.1 2.2.2 2.2.3 2.2.4 2.3.1 2.3.2 3.1.1 3.1.2 Jul 2011 Aug 2011 Sep 2011 Oct 2011 Nov 2011 Dec 2011 Jan 2012 Feb 1012 Mar 2012 Apr 2012 May 2012 Jun 2012

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Year 2 Implementation Timeline By Outcome and Subtask: July 1, 2011 – June 30, 2012
Outcome & Subtask 3.1.3 3.2.1 3.2.2 4.1.1 4.1.2 4.1.3 4.2 4.3.1 4.3.2 5.1 5.2.1 5.2.2 5.3.1 5.3.2 Jul 2011 Aug 2011 Sep 2011 Oct 2011 Nov 2011 Dec 2011 Jan 2012 Feb 1012 Mar 2012 Apr 2012 May 2012 Jun 2012

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Year 3 Implementation Timeline By Outcome and Subtask: July 1, 2012 – June 30, 2013
Outcome & Subtask 1.1 1.2 1.3.1 1.3.2 1.4 1.5.1 1.5.2 1.5.3 2.1.1 2.2.1 2.2.2 2.2.3 2.2.4 2.3.1 2.3.2 3.1.1 3.1.2 3.1.3 Jul 2012 Aug 2012 Sep 2012 Oct 2012 Nov 2012 Dec 2012 Jan 2013 Feb 1013 Mar 2013 Apr 2013 May 2013 Jun 2013

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Year 3 Implementation Timeline By Outcome and Subtask: July 1, 2012 – June 30, 2013
Outcome & Subtask 3.2.1 3.2.2 4.1.1 4.1.2 4.1.3 4.2 4.3.1 4.3.2 5.1 5.2.1 5.2.2 5.3.1 5.3.2 Jul 2012 Aug 2012 Sep 2012 Oct 2012 Nov 2012 Dec 2012 Jan 2013 Feb 1013 Mar 2013 Apr 2013 May 2013 Jun 2013

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Project Narrative
Project Narrative - Appendix B Resumes of Key Personnel
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Appendix B: Resumes of Key Personnel

Institution NC DPI

Personnel Project Director Adam Levinson Peter Asmar Karl Pond Michael Veckenstedt Philip W. Price Gerald Kenneth Thompson, Jr. Co-Project Director Patrice Neal Duncan Munn Co-Project Director Saundra Williams Keith Brown Bruce Humphrey Co-Project Director Alisa Chapman John Leydon Paul Hudy Co-Project Director Hope Williams Tim McDowell Co-Project Director Betty McGrath Robert A. Cottrell, Jr.

NCECDG

NCCCS

UNC GA

NCICU

NCESC

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Adam F. Levinson (Project Director) Director, Policy and Strategic Planning NC Department of Public Instruction 301 North Wilmington Street Raleigh, NC 27601-2528 EDUCATION: Princeton University, Woodrow Wilson School of Public and International Affairs, Princeton, NJ Master in Public Affairs & Urban and Regional Planning, May 2000 University of North Carolina, Chapel Hill, NC Master of Education, Early Childhood Intervention and Family Support, August 1994 NC Teacher Certification, Birth-Kindergarten, August 1994 Cornell University, College of Arts and Sciences, Ithaca, NY Bachelor of Arts, Government, Psychology (double major), May 1992 EXPERIENCE: Department Of Public Instruction, State of North Carolina Director, Policy & Strategic Planning, May 2007 – present Mr. Levinson leads, on behalf of the DPI chief executive, agency efforts to continuously improve organizational effectiveness and efficiency. This work includes leading efforts to establish, monitor, and manage agency strategic priorities and promote allocation of agency human and financial resources consistent with those priorities. As part of agency senior management team, Mr. Levinson counsels the chief executive regarding a broad array of policy, strategic, and operational decisions. Mr. Levinson created a new division of the chief executive’s office and currently manages seven direct reports, several of whom are responsible for development of policies and procedures for agency data management and risk management. He has also led and/or managed a number of large cross-agency projects including redesign of core business processes and agency reorganization. Mr. Levinson is the Project Director for the IES SLDS grant-funded Common Education Data Analysis & Reporting System (CEDARS) project. Mr. Levinson represents DPI in collaborations with various external stakeholders, including the legislature, Governor’s office, NC Education Cabinet, other State agencies, local education agencies, vendors, and private non-profit entities. He is a member of EIMAC. North Carolina General Assembly, Fiscal Research Division, Raleigh, NC Senior Fiscal Analyst, June 2000 – May 2007 Mr. Levinson analyzed NC’s then $9 billion Public Education budget and advised legislators regarding effective and efficient appropriation of funds. He Analyzed State economic development programs (2000-03). He led the Education fiscal team consisting of three other fiscal analysts and one research assistant and served as part of the Fiscal Research Division management team.

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As a senior fiscal analyst, Mr. Levinson presented objective, non-partisan fiscal information and analyses before various legislative committees and in other public forums; communicated daily with legislators, State agencies, lobbyists, press, and/or the public; staffed House and Senate Appropriations Subcommittees on Education, the Joint Legislative Education Oversight Committee, and various other legislative committees and commissions; and provided all 170 legislators with confidential information and analysis per their requests. He also drafted and assisted in drafting legislation, and wrote fiscal notes analyzing legislation for potential fiscal impact on State and local budgets. Orange-Person-Chatham Mental Health Center, Chapel Hill, NC Child and Family Counselor/Educational Consultant, December 1994 - August 1998 Early Childhood Institute, UNC-CH, Chapel Hill, NC Trainer, June 1996, 1997, 1998 Frank Porter Graham Child Development Center, Chapel Hill, NC Research Assistant, January 1993 - February,1995 Chapel Hill-Carrboro Head Start, Chapel Hill, NC Crisis Aide, October 1992 - June 1993 INTERNSHIPS AND OTHER VOLUNTEER EXPERIENCE: Philadelphia Industrial Development Corporation, Philadelphia, PA Lending Analyst, June - August 1999 • Evaluated proposed retail and industrial projects and loan transactions for non-profit lender. • Analyzed and recommended revisions to fee structure for tax-exempt loan program. • Prepared official response to City Council criticism of Mayor Ed Rendell's economic development policy. Program on Childhood Trauma and Maltreatment, UNC Child Psychiatry, Chapel Hill, NC Community Fellow, January - May 1996 • Assisted in forensic evaluations conducted by interdisciplinary team. • Conducted record reviews observed clinical interviews, transcribed video footage of interviews, assisted in development of hypotheses. • Attended didactic sessions on variety of topics pertinent to forensic work with traumatized children. Lincoln Community Health Center, Durham, NC Intern, May - August 1994 • Recruited participants for center-based parent educ. groups, planned & implemented activities. • Created series of child development handouts for parents of high-risk infants and toddlers. • Assisted with developmental screenings and evaluations. Conducted clinical interviews of parents and children.

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Peter Asmar NC Department of Public Instruction 301 North Wilmington Street Raleigh, NC 27601-2528 EDUCATION: New York Institute of Technology M.B.A. Finance, summa cum laude, 1981 Brooklyn College of the City University B.A. Economics, 1979 EXPERIENCE: Department Of Public Instruction, State of North Carolina Chief Information Officer, Technology Services, 2006 – present A member of the State Superintendent’s Cabinet, Mr. Asmar provides vision, leadership and management for information technology (IT) supporting kindergarten through 12th grade public education in North Carolina (NC). As CIO, he heads the Technology Services area, which is responsible for centralized infrastructure support, network and desktop operations, application development and instructional technology. Mr. Asmar also chairs the Technology Planning Group (TPG), a group representing NC state agencies that identifies opportunities for improved leverage of IT in a consistent fashion across the State, sets the direction and principles to accomplish it, and provides advice and consultation to the Office of the State CIO (SCIO). Mr. Asmar is the K-12 representative on the board of directors of MCNC, the non-profit state agency that provides backbone internet connectivity for K-20 education in the state of NC. Mr. Asmar is a core member of the Steering Committee for the IES SLDS grant-funded NC Common Education Data Analysis & Reporting System (CEDARS) project. J.P. Morganchase Chief Operating Officer, Global Technology, 2002 – 2005 Mr. Asmar led global operations for the Professional Services Technology group of 10 staff (profit/loss $250 million). Mr. Asmar successfully attracted and retained top talent. His resource management responsibilities included skills assessment, performance evaluation, training and on-going development for all employees. In addition, he established performance metrics and a role/skills grid. Mr. Asmar also recommended and implemented operational improvements such as a balanced scorecard reporting for financial management. As Chief Operating Officer (COO), he determined pricing strategy/service levels, expense and revenue forecasting as well as handled outsourcing transition, vendor management, and marketing/communications. Program Director, Internal Consulting Services, 1999 – 2002 Mr. Asmar strategically managed and improved the business development of the consulting/leadership training program ($20 million profit/loss). He built and implemented the NC P20+ | SLDS Proposal 4|Appendix B

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internal consulting practice/training program in New York for the Financial, Technology, Operations Audit and Human Resources areas. During his tenure as Program Director, he achieved $8 million savings in external consulting fees by recruiting, training, deploying and managing 175 internal consultants as part of the leadership development program. Under his direction, both client and customer satisfaction scores also significantly improved. Senior Team Leader, Internal Consulting Services, 1998 – 1999 Mr. Asmar served as the Senior Team Leader and relationship manager for internal consulting program in Financial and Technology divisions. He was responsible for internal client relations, project assignments, consultant development and performance review. His duties included recruiting staff, assessing skills, developing and teaching training modules, coaching, and placing consultants in permanent positions. Chief Financial Officer, Global Fixed Income, 1996 – 1998 Mr. Asmar was responsible for business-aligned technology initiatives for the Fixed Income business. As Chief Financial Officer (CFO), he effectively navigated across locations, cultural and organizational differences to provide “actionable” information to senior management. He also performed expense reporting and review/cost reduction purview of purchased technology services ($250 million) and application delivery ($150 million). Mr. Asmar established a worldwide financial support function for the Fixed Income Technology group based in London. He also designed a planning tool application for Project/Technology accounting and chargeback and led a cost reduction effort that achieved 15 percent reduction in annual technology costs. Technology Controller, Vice President, 1994 – 1996 Mr. Asmar's duties included consolidation as well as budgeting and forecasting for the centralized Application Delivery/Architecture groups. As Technology Controller, he assumed full controllership responsibilities including reporting, commentary/variance analyses to senior management for expenses of $300 million. He performed financial analyses and review on the Technology Alliance Outsourcing task force. In addition, he developed a technology full life cycle, risk adjusted cost/benefit standard tool. Manager of Technology Chargeback, Vice President, 1993 – 1994 Mr. Asmar was responsible for the global technology chargeback structure including mainframe, midrange, desktop, telecommunications and application delivery. He developed and implemented a client-focused, technology product and price guide. This catalogue helped to educate clients about technology levers that they can control to maximize cost efficiencies. Credit Suisse First Boston Manager, Vice President, 1991 – 1993 Mr. Asmar managed the Systems, Planning and Implementation area in the Accounting department. He was responsible for support of all accounting mainframe systems for the accounting, tax, payroll, regulatory and product support areas. In addition, he led an initiative to develop and build a system to assess product profitability across divisions.

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Controller, Assistant Vice President, 1990 – 1991 Mr. Asmar was responsible for financial reporting, budgeting, forecasting and payables for Information Services and Telecommunications (operating expenses of $170 million). As Controller, he provided commentary and variance analyses to senior management and reviewed controls and procedures for compliance. Mr. Asmar also developed chargeback rates and recovery analysis. Assistant Controller, 1988 – 1990 Mr. Asmar managed accounting, established financial reporting systems for the largest and fastest growing cost centers of the company: Data Processing, Systems Development and Telecommunications. During his tenure as Assistant Controller, he led the initiative to automate the budget process with accounting. Mr. Asmar was also responsible for in-house personal computer (PC) training for employees. Manager of Budget and Analysis, 1987 – 1988 Mr. Asmar designed the monthly consolidation and customized management reporting system. His other duties were financial modeling, sensitivity analysis, and ad hoc projects utilizing the personal computer. International Paper Company, NY Sr. Financial Analyst, 1985 – 1987 Mr. Asmar supervised monthly performance reporting and variance explanation to management for the Pulp and Paper business segment (operating expenses of $250 million). He was responsible for the developing of budget and standards, analyzing cost variances and approving cost management projects. Cost Analyst, 1983 – 1985 As Cost Analyst, Mr. Asmar directed budget preparation and analysis for the Woodlands, Wood Products and Diversified business segment (operating budget of $200 million and a capital budget of $100 million). He conducted capital project performance review/analysis along with presenting strategic plans. Mr. Asmar headed financial statement consolidation task force responsible for the registration of a limited partnership with the US SEC. Accountant, 1981 – 1983 Mr. Asmar was responsible for monthly statement preparation, cash flow and account analysis of the southern regional office. As Accountant, he performed field auditing and revised policy manual for improved controls. PROFESSIONAL APPOINTMENTS AND CERTIFICATIONS: MCNC, a non-profit organization committed to advancing education, innovation and economic development throughout North Carolina by delivering next-generation IT services, Board of Directors, Member June 2006 – present North Carolina Virtual Public School (NCVPS), Board of Directors, November 2006 – present NC P20+ | SLDS Proposal 6|Appendix B

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Karl Pond Enterprise Data Manager 301 North Wilmington Street Raleigh, NC 27601-2528 919-807-3241 [email protected] EDUCATION: North Carolina State University 1979-1984 B.A. Accounting EXPERIENCE: Department Of Public Instruction, State of North Carolina Enterprise Data Manager, July 2005 – present Manage agency data, both collections and reporting, to eliminate redundancy and increase accuracy through integration of numerous individual level data collection systems (35) throughout the agency and state. Liaison to Federal government ensuring that accurate data is provided within the EDEN/EdFacts system the US Department of Education’s database for data submission and reporting. Monitor external data requests from external recipients such as media, other state agencies and private research entities. Work closely with agency management, program areas and technology services to collect data for reporting requirements, including but not limited to: state legislature, EDEN, the Consolidated State Performance Report (No Child Left Behind), National Center for Education Statistics, Common Core of Data, Census Bureau and Office of Special Education. Coordinate the Data Management Group which sets policy pertaining to all agency data. Develop and manage multi-programmatic teams critical to data collection and reporting per required mandates and legislation. These teams will include when required colleges and universities, LEAs and other agencies when modifications to programs or policies directly affect the aforementioned partners. Initiate the development or enhancement of systems to assess the effectiveness of current processes or programs. Member of the state’s federally funded Longitudinal Data System project to consolidate agency data, reduce redundancy of effort and collection, increase consistency of reporting and produce more accurate data as a result. Department Of Public Instruction, State of North Carolina Chief, Production Systems Support, May 2000 – July 2005 Manage staff of 15 permanent employees and 10 to 12 contract staff in the area of operational software support for approximately 80 of the agency's 82 data collection and information systems. The section was responsible for: maintenance, bug fixes, operational processing and project teams as required for major enhancements and new system development. Reviewed and analyzed workloads, staff performance and system performance. The evaluation of staff responsibilities as a result of resource usage from prior year’s operations enabled projection of staffing assignments for seasonal peaks and restructured staff assignments as required for accommodating emergency, legislative and federal change requests. Monitored priority incidents NC P20+ | SLDS Proposal 7|Appendix B

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to ensure corrective action was taken and completed with minimal interruption to operations. Section included help desk support, programmer/analysts and DBAs with skill sets crossing multiple platforms and programming languages. Evaluations of staff performance were completed twice a year. Reviewed and adjusted staff responsibilities based on call data, system requests, skill sets and volume. Reviewed and revised section policies as required to improve productivity and flow of operations. Performed yearly assessment of all production systems and recommendations for improvement, retirement or new systems development based on data analysis, staff and users feedback. Department Of Public Instruction, State of North Carolina Chief, Systems Accounting, February 1999 – May 2000 Supervise staff of systems accountants to evaluate and document requests for new technology, review systems requests to avoid or resolve conflicts with other systems or areas and to develop or coordinate training for business staff. Liaison for users, management, Local Education Agencies, Federal government, agency programmatic areas and other agencies for financial system related enhancements or data requests Department Of Public Instruction, State of North Carolina Grant and Systems Accountant, November 1990 – February 1999 Liaison with financial staff and technical staff in the design of new systems development to reduce effort and increase productivity which required knowledge of both financial processes and IT procedures to producing the desired results. Prepare and maintain Federal grant reconciliations and reporting, prepare interim and closeout financial reports, monthly, quarterly and yearly analysis, work with state auditors on yearly audit. Brookhaven National Laboratory Staff Accountant, September 1987 – November 1990 Monthly and Annual financial statement preparation and presentation, maintain general ledger, preparation of account analysis, cash controls, LOC control, bank wire transfers, reconciliations, corporate investment analysis and assist in yearly audits. PROFESSIONAL ORGANIZATIONS AND COMMITTEES: North Carolina EDEN Coordinator, 2005 - present North Carolina CSPR Coordinator, 2006 - present North Carolina CCD Coordinator, 2006 - present CCSSO EIMAC member, 2008 - present CCSSO EIMAC SLDS Task Force, 2008 - present American Management Association, July 2000 ITIL training, July 2003 PMI training, May 2004 Microsoft Productivity Training, August 1997

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Michael Veckenstedt, PhD NC Department of Public Instruction 301 North Wilmington Street Raleigh, NC 27601-2528 EDUCATION: University of Kassel-Germany Ph.D. Information Technology/Engineering, 1997 with special honors University of Kassel-Germany B.S. Engineering, 1990; M.S. Engineering, 1991 Max-Eyth-Germany Technical College, 1985 EXPERIENCE: Department Of Public Instruction, State of North Carolina Chief Technology Officer, 2005 – present Dr. Veckenstedt is responsible for product and technology roadmaps of the North Carolina Department of Public Instruction (NCDPI) by setting the direction and priorities for the agency. He is the IT Lead on the IES-funded NC CEDARS (SLDS) project. Innovate E-Commerce Director of Development and Technology, 2003 – 2005 Dr. Veckenstedt served as Chief Enterprise Architect for the North Carolina Window of Information for Student Education (NC WISE) project at NCDPI. His primary responsibilities were enterprise-application-integration and the technical architecture of the statewide reporting solution. Ohio Department of Jobs and Family Services (ODJFS) Application Architect, 2002 – 2003 As Application Architect for the Ohio Department of Jobs and Family Services (ODJFS) Dr. Veckenstedt consulted on the development frameworks, development guidelines and development cost analysis to include the application architecture review and analysis for the migration of the Medicaid Management Information System (MMIS) and the Client Registry Information System – Enhanced (CRIS-E) applications. As a member of the Legacy Migration Project at the North Carolina Department of Justice (NCDOJ), Dr. Veckenstedt developed architectures and implemented extensible markup language (XML) and message-driven applications for a large, legacy migration project. State of North Carolina's Common Payment Service (CPS) Quality Analysis, 2000 – 2002 Dr. Veckenstedt performed analysis, design and implementation tasks for State of North Carolina's Common Payment Service (CPS), which has interfaces to IBM legacy and SAP NC P20+ | SLDS Proposal 9|Appendix B

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systems. He also served as the software lead for PAY-CENTRAL™, a payment gateway and transactional warehouse for electronic funds transfer (EFT) and credit card processing. Technology Evangelist, 2000 – 2002 Dr. Veckenstedt mentored North Carolina State Government staff in EJB2.0, J2EE1.3, Java1.2/1.3/1.4 and in database design, implementation and testing of online systems according to state architecture and Institute of Electrical and Electronics Engineers (IEEE) standards. National University of Singapore (Institute of System Science) Consultant and Teacher, 1997 – 2000 Dr. Veckenstedt was responsible for the technical curriculum for computer programming using object oriented languages, database and client server technology. As a teacher/instructor he provided courses for professional development as well as higher education such as “Master of Technology” and “Master of Knowledge Engineering” at the University of Singapore. Dr. Veckenstedt was also responsible for consulting in the areas of e-business development, objectoriented application development, client server and Internet technology. He provided specialized expertise in business-to-business integration using XML, e-commerce architectures, e-commerce component dev. and re-engineering the migration for e-commerce. He worked on the B2B Online Payment System project for the National University of Singapore, Master’s Technology where he developed a system integrating to the country’s largest bank ATM payment portal that provides on-line bill presentation linked into a legacy accounting system. Dr. Veckenstedt also proposed a component solution for Singapore Airlines for sharing of data using XML. He served as a consultant to DelGro Engineering for B2B solutions to trade spare parts on-line and as an advisor/consultant for E-Buzz, a group of entrepreneurs who planned to start a dot-com company. Friedola GmbH & Co, Germany Senior IT Project Leader and Programmer, 1988 – 1997 Served as the Senior Information Technology (IT) Project Leader and Programmer at a class A rated supplier for Volkswagen, Mercedes and BMW. University of Kassel, Germany Process Re-engineering Technology Consultant, 1986 – 1988 In this role, Dr. Veckenstedt served as the Project Manager of IT Projects for small and medium enterprises. He also worked to build IT and outsourced app. dev. primarily in the automobile, aviation and supplier sector. He also was the Project Leader of object oriented applications architecture and design of management information systems (MIS), decision support systems (DSS), data collection, manufacturing, capacity req. planning, production scheduling, shop floor control, product costs, order management, data acquisition and quality control applications. PROFESSIONAL ORGANIZATIONS: Institute of Electrical and Electronics Engineers PROFESSIONAL DEVELOPMENT AND TRAINING: Equal Employment Opportunity Institute, 2005 Facilitative Leadership, 2007 NC P20+ | SLDS Proposal 10 | A p p e n d i x B

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Philip W. Price NC Department of Public Instruction 301 North Wilmington Street Raleigh, NC 27601-2528 EDUCATION: NC State University B.A. Accounting and Economics, 1978 NC State University Postgraduate Computer Science Course Work Other Executive Management Programs: − Professional Management Program − Education Policy Fellows Program EXPERIENCE: Department Of Public Instruction, State of North Carolina Associate State Superintendent, 2000 – present Mr. Price is the Chief Financial Officer/Associate State Superintendent for Financial and Business Services. He provides day-to-day oversight management for the Division of School Business, Division of Financial Services, Division of School Support, Office of Charter Schools, Human Resource Management, and Systems Accounting Section. Financial and Business Services manages nearly $9 billion in State and federal funds and provides various technical support services to local education agencies (LEA), their schools, their employees, the General Assembly, other State and federal agencies, and the Department of Public Instruction. Mr. Price is a core member of the Steering Committee for the IES SLDS grant-funded NC Common Education Data Analysis & Reporting System (CEDARS) project. North Carolina General Assembly Senior Fiscal Analyst for Public Schools, 2000 – 2002 Mr. Price was the Senior Fiscal Analyst for Public Schools in the Fiscal Research Division. He assisted with the coordination of the General Assembly’s preparation of the State Budget, organized and staffed appropriate committees, and responded to fiscal and policy requests from the 170 elected members of the General Assembly.

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Department of Public Instruction Director of School Business Division, 1978 – 2000 (Last job: 1998-2000) Mr. Price provided personalized financial leadership for all local education agencies and charter schools in North Carolina. He ensured the fair and equitable distribution of, and accountability for, the optimal use of public education resources. PROFESSIONAL ORGANIZATIONS: Association of Education Federal Finance Administrators (AEFFA) North Carolina Association of School Business Officials (NCASBO)

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Gerald Kenneth Thompson, Jr. NC Department of Public Instruction 301 North Wilmington Street Raleigh, NC 27601-2528 EDUCATION: Bowie State University M.S. Information Management Systems, 1993 NC State University B.A. Business Management, 1985 EXPERIENCE: Department Of Public Instruction, State of North Carolina Enterprise Architect, Technology Services Area, 2005 – present Mr. Thompson developed and maintains the North Carolina Department of Public Instruction (NCDPI) enterprise objective architecture document and roadmap. He is part of the core team developing the IES SLDS grant-funded NC Common Education Data Analysis & Reporting System (CEDARS) project. In addition, Mr. Thompson delivered a systems architecture presentation focused on designing monitoring and measurement into information systems at the 2008 USED National Data Management Conference. Previously, he developed an in-depth analysis of the data integration needs of NCDPI to include the current situation, primary motivations, environmental change forecasts, objective integration architecture, and technical strategy for moving forward. The primary output of this effort was a twenty-page white paper that is the basis for NCDPI’s long-term enterprise data integration approach. In addition, Mr. Thompson reviewed and/or contributed to the development and evaluation of requests for proposal (RFPs) or their subsequent responses, which resulted in the selection and implementation of several new information systems. His previous responsibilities also include managing the application portfolio for NCDPI consisting of nearly 100 business applications and serving as the interim project manager for two projects during a major system reorganization that occurred after the contract with the primary vendor was terminated. UNC Health Care, Chapel Hill, NC Manager, Application Development/System Architecture, 2000 – 2005 Mr. Thompson managed the development of the Web-based Clinical Information System (WebCIS), the integrated electronic health record for University of North Carolina (UNC) Health Care that presents data from more than 30 departmental and enterprise clinical systems. During his tenure, the clinical information application was rewritten as a web-based system using Java, Websphere, DB2, and XML technologies that eliminated nearly $800,000 of annual client license fees for runtime client software. The WebCIS team had other noteworthy accomplishments including delivering six additional system releases that provided new functionality, significantly improved clinician efficiency, improved patient safety, reduced costs, NC P20+ | SLDS Proposal 13 | A p p e n d i x B

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or improved communications; adapting WebCIS to run on both Windows servers and the z/OS mainframe; adapting to an extensive set of Siemens (Invision/Net Access) data changes in the process of maintaining shared data between these two important systems; and evaluating and selecting commercial and open source software to perform various functions of the system. Mr. Thompson delivered presentations at conferences such as Towards the Electronic Patient Record (TEPR), Healthcare Information and Management Systems Society (HIMSS) and others discussing WebCIS accomplishments, strategies, lessons learned, and future plans. As manager, he also initiated significant improvements such as establishing the first engineering change and revision control systems; developing and maintaining ongoing multi-year project plans in a highly fluid business environment; introducing application monitoring and alerting technologies; launching automated software testing and validation technologies and procedures; and selecting vendors and incorporating international contract software developers into the software engineering process to reduce development costs and accelerate function development. Metamor ITS, Inc., Raleigh, NC Field Site Manager, 1997 – 1999 Mr. Thompson performed the duties of contract project manager for the UNC Hospital Information Systems Division (March 1999 to December 1999). He served as a contract designer/developer for the North Carolina Department of Transportation (NCDOT) Highway Construction and Materials System (HiCAMS) Project (August 1997 to March 1999). Noblestar Systems Corporation, Falls Church, VA Consultant Manager, 1996 – 1997 Mr. Thompson assisted the Reserve Component Automation System Project in developing the application architecture for a family of military applications scheduled for development over a five-year period. He managed a team of five Noblestar developers and contractors to build reusable software components using the Software Engineering Institute (SEI) (SofProduct Line Practice model. Ellsworth Associates., Raleigh, NC Information Systems Architect/Designer, 1993 – 1996 Mr. Thompson served as the primary architect and designer of object oriented client-server information systems for various applications areas within the U.S. Department of Health and Human Services (DHHS). He determined requirements and developed design specifications at the system, sub-system, and object level to include object, functional, and dynamic models. These systems served to reduce the cost of capturing nurse time clock data, managing DHHS grant processing, and reporting by the Administration on Aging to Congress.

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Other Positions: Project Manager, Intellus Inc., December 1992 – September 1993 Special Project Officer, Army National Guard, July 1991 – December 1992 Director of Manufacturing, Intelligent Vision Image Systems, February 1990 – July 1991 Captain, Personnel Officer, Maryland Army National Guard, September 1986 – March 1990 Industrial Engineer, Blue Bell Inc., September 1985 – September 1986 Army NG/Reserve Officer, Field Artillery/Aviation/Signal Corps, May 1980 – June 2000 PROFESSIONAL DEVELOPMENT AND TRAINING:
• • • • • • •

Programming Languages: Java, Clipper, Basic, C, PowerBuilder DBMS: DB2, SQL Server, Sybase, Informix, dBase, MySQL Operating Systems: Windows, DOS, UNIX, z/OS Data Communications: TCP/IP, APPC, IPX, HL7 Application Servers: Websphere, Tomcat Clinical Application Interfaces: Siemens Invision/Net Access, Agfa PACS, SCC Labs, Cerner Pharmacy, Cerner (formerly Dynamic) Radiology, Lumedx Apollo Cardiology systems Testing Tools: Empirix E-Tester & E-Loader

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Patrice Neal FPG Child Development Institute 521 S Greensboro Street Carrboro, NC 27510 919-843-8538 [email protected] SLDS Role: Project Director, Early Childhood Sector. EDUCATION: University of North Carolina at Chapel Hill Ph.D., Education: Early Childhood, Families, and Literacy, 2007 Early Intervention Leadership Training Grant Doctoral Program, 2000 – 2003 Oklahoma State University Post Graduate Study, Family Relations and Child Development Logue Fellowship for Human Environmental Sciences, 1998 – 1999 University of Central Oklahoma M.ED., Early Childhood Education, 1987 Summa Cum Laude University of Arkansas B.S.ED., Special Education & Elementary Education, 1975 Magna Cum Laude PROFESSIONAL EXPERIENCE: University of North Carolina at Chapel Hill Frank Porter Graham (FPG) Child Development Institute Investigator, 2003 – present Research Associate, 2002 – 2003 Research Assistant, 2000 – 2002 Oklahoma State University, College of Human Environmental Sciences Office of the Dean, Academic and Research Services Research Assistant, 1998 – 2000 Oklahoma Commission on Children and Youth Interagency Coordinating Council for Early Childhood Intervention Program Director, 1989 – 1998 CONFERENCE WORKSHOPS AND PRESENTATIONS:
•

Neal, P. (January 2008). Oklahoma Early Childhood Leadership Institute. Three-day leadership development training conducted for Smart Start Oklahoma, Oklahoma City, OK, 16 | A p p e n d i x B

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• •

•

•

January 14-16, 2008. Neal, P. (May 2007). Developing Effective Leaders for Improved Service Delivery. Workshop presented at the National Smart Start Conference, Greensboro, NC, May 9, 2007. Neal, P. & Harbin, G. L. (March, 2006). Family Outcomes: Measuring How Families are Doing. Session presented at the National Smart Start Conference, Greensboro, NC, March 9, 2006. Neal, P. & Harbin, G. L. (October, 2005). Measuring Family Outcomes: What, Why, & How? Session presented at the 21st Annual Division for Early Childhood International Conference on Children with Special Needs and Their Families, Portland, OR, October 15, 2005. Neal, P. & Harbin, G. L. (October, 2003). Measuring Family Outcomes of Early Intervention. Session presented at the 19th Annual Division for Early Childhood International Conference on Children with Special Needs and Their Families, Washington, DC, October 13, 2003.

PUBLICATIONS, INSTRUMENTS, & REPORTS:
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• •

Neal, P. (2008). Project LEAD (Final Report). The University of North Carolina at Chapel Hill: FPG Child Development Institute. Neal, P. (2007). Are we making a difference: Measurement of family outcomes in early intervention. Doctoral dissertation, University of North Carolina at Chapel Hill. Neal, P. & Harbin, G. (2004). Are we making a difference? ATN All Together Now, 10 (1), 89. Neal, P., Harbin, G., & Malloy, W. (2003). Personal Leadership Development Plan. Unpublished document, University of North Carolina at Chapel Hill, FPG Child Development Institute. Harbin, G. & Neal, P. (2003). Family Benefits Inventory. Unpublished instrument, University of North Carolina at Chapel Hill, FPG Child Development Institute. Harbin, G. L., Neal, P., Kameny, R., Fox, E. R. (2002). Service to infants and toddlers with disabilities: Are we making a difference. Research Report, University of North Carolina at Chapel Hill, Frank Porter Graham Child Development Center.

FACILITATION & TRAINING SESSIONS:
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•

Methods, Models, and Processes in Accountability Research. Panel at the Conference on Research Innovations in Early Intervention (CRIEI) (February 28, 2004). A national forum for researchers to discuss critical issues related to designing and conducting vigorous state outcome and accountability systems. San Diego, CA. Partners in Research Forum (January 10, 2003). Statewide event for key leaders at the state level to share ideas about pressing issues in early childhood and early intervention and to coconstruct a research agenda with FPG researchers for addressing these critical issues

MEMBERSHIP, SERVICE & LEADERSHIP:
•

•

Child and Family Outcomes Committee of the NC Interagency Coordinating Council, ICC (2007-2010) Co-Chair (2008 - present). ICC committee charged with assisting the state’s Part C Early Intervention and Part B (619) Preschool Programs meet USDOE Office of Special Education requirements for collecting and reporting child and family outcomes data. NC Early Childhood Data Work Group (2007-present). Admin. support & facilitation of collaborative effort to dev. a plan for comprehensive, integrated data system across agencies. 17 | A p p e n d i x B

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•

•

•

•

•

•

North Carolina Partnership for Children (NCPC) Family Support Outcomes Task Force (2009). Committee charged with development of recommendations to NCPC’s PerformanceBased Incentive System (PBIS) Advisory Council regarding revisions to the PBIS family support criteria. Buell Early Childhood Leadership Program Advisory Board (2008- present). Advises joint project of the University of Denver and the Clayton Foundation Early Childhood Resource Institute, offering academic certificate in Education Administration in the field of Early Care and Education. NC Infant Toddler Program Focused Monitoring Stakeholder Group (2007). Established to advise the state’s EI Branch on setting priorities for monitoring, provide recommendations, and assist process. State Outcomes Task Force of NC DHHS Early Intervention Branch (2002-2004). Group charged with developing recommendations of measurable cross-program outcomes for accountability purposes. Continuous Quality Improvement Committee (2004-2006). State committee coordinating all activities in the areas of compliance monitoring, qualitative assessment, and outcome evaluations; advisory group to the NC Infant-Toddler Program -developing and evaluating a continuous quality improvement plan. Policy Initiative Group (2004-2005). Work group to conceptualize, plan, and promote a policy “center of excellence” within the FPG Child Development Institute.

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Duncan E. Munn 2800 Paddle Place Raleigh, NC 27615 Phone 919-847-7721 Email:[email protected] SLDS Responsibilities: Data System Specialist for Early Childhood Sector of the grant. EDUCATION: Duke University, Durham, NC Bachelor of Arts, French and History Major, Psychology Minor, 1971 University of North Carolina, Chapel Hill, North Carolina Masters of Education in Special Education, 1973 PROFESSIONAL EXPERIENCE: North Carolina Council on Developmental Disabilities Program Manager, April 2005 – July 2007 This position’s responsibilities include managing a variety of the demonstration projects funded by the NC Council on Developmental Disabilities. Examples of such projects include post secondary education for adults with DD, EPSDT outreach, accessing health care services for persons with DD, pre/in-service training for physicians and other health care professionals on working with persons with DD, dental services for those with severe developmental, physical, mental health related disabilities, and strategies for increasing adoptions of special needs children. The position was also responsible for managing the development of the Council’s five year strategic plan and writing one of their major RFAs. July 2005 – present Self-employed Consultant Examples of work include: evaluation and technical assistance to Frank Porter Graham Child Development Center on funding child care/early intervention; technical assistance to Cumberland County Partnership for Children (Smart Start) on integrating community early intervention and early childhood services; technical assistance to Pamlico County Health and Social Services Departments regarding child abuse prevention; technical assistance to a variety of other states’ early intervention programs; and serving on the National Smart Start Technical Assistance Team. Part-time Staff This job is with Frank Porter Graham (FPG) Child Development Institute working on a grant from the US Department of Education on enhancing the data management capacity of NC’s early childhood and early intervention agencies. Specific responsibilities involve developing a common interagency data system to measure child and family outcome measures.

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Part-time Staff This work is with the Family Support Network of the UNC School of Medicine as part of their grant from the US Administration on Developmental Disabilities to pilot approaches to integrating health, disability, social and other services at the local level. Specific responsibilities involve meeting with directors of key state agencies and organizations to develop strategies for specific community system integration activities. The other focus of this work is sustainability planning. Adjunct Faculty This includes teaching courses at the University of North Carolina at Greensboro. These courses address developmental disability policy, models of supports and services, current early intervention and special education issues. Women’s & Children’s Health Section, Division of Public Health, NC Department of Health & Human Services Early Intervention Branch Director, August 1999 – February 2005 This position involved state level management of all aspects of a statewide interdisciplinary, interagency system of early intervention services with a staff of 650 and a provider network totaling 450 organizations and a budget of $74.2 million. Specific examples of responsibilities include administration of state and federal early intervention funds, identification of unmet service needs and development of plans to address such needs, program and fiscal policy development, planning and implementing interagency, interdisciplinary pre- and in-service training and technical assistance, development of personnel certification standards, developing interagency service delivery agreements, monitoring and evaluating services, model program development, and public awareness activities. One example of such model development was the state’s first inclusive child care program for children with disabilities and significant health care needs and the first non-categorical early intervention program for children and families with developmental disabilities, mental health or substance abuse needs. Related roles involve coordination with other health and human services and early childhood initiatives, accessing other public and private grants to enhance services, and planning and providing ongoing management for state and local early intervention system reorganization. The position involved serving as the Part C (Infant and Toddler) Coordinator for the federal Individuals with Disabilities Education Act. Division of Mental Health, Developmental Disabilities, and Substance Abuse Services, NC Department of Health and Human Services Chief of Educational, Developmental and Vocational Services, October 1983 – August 1999 This position involved serving as the Chief of Day Services with the Developmental Disabilities Section of the Division of Mental Health, Developmental Disabilities, and Substance Abuse Services. Specific service responsibilities include Early Intervention, Inclusive Child Care, Preschools, Supported Employment, Adult Developmental Activity Programs, Case Management, Support Brokerage and related supports and services. Major activities with these types of service model include long and short range planning regarding service delivery needs, developmental of fiscal and programmatic information and documentation to support these identified needs, identification of additional program models and approaches not available in the current continuum and development of approaches to achieve the availability of the models. NC P20+ | SLDS Proposal 20 | A p p e n d i x B

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Related areas of involvement include policy, fiscal, and program standard development for the different day services, and state level coordination with all of the other public and private health, mental health, developmental disabilities, social and educational agencies having a role in the service delivery process. The position also included serving as the Part C of IDEIA Coordinator for all activities related to the Division's role as lead agency for infant and toddler services under the legislation. In this position I represented DMH/DD/SAS on the team planning family support legislation. Also, I identified and managed the first funding specific to family support for this agency. Orange County Association for Retarded Citizens, May 1973 – July 1973 Data Work Group of the North Carolina Collaborative Outcomes Project, 2007 - 2009 Leadership of data systems component of federally funded General Supervision Enhancement Grant (GSEG), awarded by the Office of Special Education Programs of the US Department of Education to the Frank Porter Graham (FPG) Child Development Institute at UNC-CH. State Outcomes Task Force of NC DHHS Early Intervention Branch, 2002 – 2004 Leadership of collaborative group charged with developing recommendations of measurable cross-program outcomes for accountability purposes. Partners in Research, 2003 Planning and leadership of forum for NC early childhood agency stakeholders and early childhood researchers to enhance relationships and facilitate dialogue, identify cross-cutting early childhood issues, co-construct a research agenda, and develop research-to-action plans. Legislative Study, 1998 Leadership in addressing identified incompatibility of the Part C and Part B (IDEA) data systems as a significant barrier to NC’s ability to report outcomes. The legislature mandated both agencies to make the changes necessary to make the two data systems more compatible. Under Mr. Munn’s leadership, a work group made significant strides in this area. PROFESSIONAL ACTIVITIES:
• • • • • • • • •

Carolina Policy Institute on Personnel Preparation, National Advisory Committee Carolina Institute for Research on Early Education, National Advisory Committee Office of Day Care Licensing Training Advisory Committee North Carolina Part C of IDEA Interagency Agreement Committee, Co-Chairperson National Early Intervention Policy Institute, Investigator National Child Service Coordination Research & Training Center Advisory Board US DOE, Office of Special Educ., National Early Intervention Data System Planning Task Force North Carolina Early Childhood System Design Planning Committee US Department of Education/Alexander Graham Bell Institute Joint Planning and Policy Workgroup on Enhancing Connections to Early Intervention for Children with Hearing Impairment

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Saundra Wall Williams North Carolina Community College System 5006 Mail Service Center 200 West Jones Street, Caswell Building Raleigh, NC 27699-5006 (919) 807-6796 (919) 807-7164 FAX [email protected] On the P20 Project, Dr. Williams will have an executive role responsible for all matters of for the NCCCS execution on the P20 Project. EDUCATION: State of North Carolina Chief Information Officer Certification, December 2007 North Carolina State University, Raleigh, NC Doctor of Education, August 1996 North Carolina State University, Raleigh, NC Master of Science, December 1987 North Carolina State University, Raleigh, NC Bachelor of Science, May 1985 PROFESSIONAL EXPERIENCE: North Carolina Community College System, Raleigh, NC Sr. Vice-President, Chief of Technology and Workforce Development, May 2008 – present Provide leadership and support to the 58 institutions in the North Carolina Community College System in the areas of policy development, coordination and implementation of strategic planning and accountability, the development of information and reporting systems, training and technical assistance, distance learning, continuing education, and workforce development. A member of the President’s senior executive team. Serves in the role of staff to the North Carolina State Board of Community Colleges (SBCC). Full responsibility for the following work sections and projects within the North Carolina Community College System: Information Technology and Resources, System Infrastructure, Technology Security and Services Systems Development and Integration, Computing Hardware/Software Operating Systems and Support, Telecommunications Resources, Infrastructure and Services, Distance Learning Resources and Infrastructure, Distance Learning Programs, Workforce Development, Workforce Initiatives, Continuing Education, Library Resources and Systems, Technical Training and Development, College Information System (CIS) Project, Data Warehousing, Data Collection and Analysis.

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North Carolina Community College System, Raleigh, NC Vice President of Administration, July 2001 – May 2008 Recruited by the President of the North Carolina Community College System to provide leadership and support to the 59 institutions in the North Carolina Community College System in the areas of policy development, coordination and implementation of strategic planning and accountability, the development of information and reporting systems, training and technical assistance. Provided support to the staff of the North Carolina Community College System Office through information technology, human resource development, planning, data and library resources. A member of the President’s senior leadership team. Serves in the role of staff to the North Carolina State Board of Community Colleges (SBCC). Prepares reports for the North Carolina General Assembly. North Carolina State University, Raleigh, NC Adjunct Assistant Professor, August 2002 – present Assistant Professor, Dept. of Adult and Community College Educ., August 1997 – August 2002 Solely responsible for course development, lectures and exam/project evaluations for the following courses: Leadership and Management in the Training and Development Enterprise; Strategies for Web-based Instruction and Training; Integrating Technology into Training Design and Delivery Research in Training and Development/Human Resource Development; Methods and Techniques of Training and Development (Instructional Innovation – Course delivered by Internet and Video); Organization and Operation of Training and Development Programs; and Career Development for Training and Development Professionals North Carolina State University, Raleigh, NC Adjunct Instructor, Department of Mathematics, May 1987 – December 1996 Solely responsible for course development, lectures and exam evaluations for the following courses: • Analytic Geometry and Calculus. Undergraduate level mathematics course designed for physical science, mathematical science and engineering majors. The focus of the course was the application of analytic geometry and calculus theory to science and engineering.
•

Elements of Calculus. Undergraduate level mathematics course designed for business, economics, the life and physical sciences, and other general applications areas.

SYNTEL, Inc., Cary, NC (Information Technology Consulting Firm) Consultant, Training and Development, August 1997 – December 1997 Manage, Training and Development, April 1996 – August 1997
• • • • •

Served as a member of the national and international Executive Management Team. Presented and communicated all aspects of Syntel, Inc. technical training programs to external and internal clients. Allocated and managed a $1 million national and international training budget. Evaluated technical training programs to determine return on investment. Marketed technical training programs throughout Syntel, Inc.

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• • • • • • •

• • •

Directed and evaluated instructors and course developers in Cary, NC (Cary Development Center), Troy, MI (Corporate Headquarters), and Bombay, India (International Training Site). Directed and evaluated technical recruiting specialists. Developed the Computer-Based-Training (CBT) curriculum for Syntel, Inc. computer programmers, business analysts, and delivery managers. Designed and implemented technical training and mentoring program for new Syntel computer programmers (non-entry level computer programmers). Completed needs analysis for a corporate wide Syntel, Inc. Project Manager Certification Program. Designed and implemented a Train-the-Trainer program for expert computer programmers who served as technical instructors. Created a national and international training initiative called the Technical and Professional Development Program (TPD). The 8-week TPD program was designed to train entry level computer programmers in the areas mainframe and client server programming technologies and effective business communication. Identified, assessed and analyzed the educational needs specific to computer programmers for the Technical and Professional Development Program Planned, designed, identified human, software and hardware resources the Technical and Professional Development Program. Evaluated and accountable for student performance during the Technical and Professional Development Program.

Broadband Technologies, Inc., Research Triangle Park, NC Principal Technical Instructor and Course Developer, June 1993 – April 1996 Nortel Technical Education Center, Raleigh, NC Senior Specialist in Technical Education, July 1990 – June 1993 Nortel, Research Triangle Park, NC Software Production Engineer, August 1987 – July 1990 PUBLICATIONS: Williams, S. W., Watkins, K., Daley, B., Courtenay, B., Davis, M., & Dymock, D. (2001). Facilitating Cross-Cultural Online Discussion Groups: Implications for Practice. Distance Education: An International Journal, 22, 151 – 167. Daley, B., Watkins, K., Williams, S. W., Courtenay, B., Davis, M., & Dymock, D. (2001). Exploring Learning in a Technology Enhanced Environment. Education, Technology, and Society, 4, 126 - 138. Williams, S. W. (2002). Instructional Design Factors and the Effectiveness of Web-based Training/Instruction. In The Cyril O. Houle Scholars in Adult and Continuing Education Program Global Research Perspectives: Volume II (pp. 132 – 146). The University of Georgia. Williams, S. W., Watkins, K., Daley, B. Courtenay, B., Davis, M., & Dymock, D. (2000). Crosscultural Reflection on Work-based Learning: An Application of Research, Teaching, and NC P20+ | SLDS Proposal 24 | A p p e n d i x B

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Learning Using the Case Method. In Hans Klein (Ed) Creative Teaching (pp. 11 – 20). Madison: Omni Press.

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James Keith Brown North Carolina Community College System 200 W Jones Street. Raleigh, NC 27603 (919) 807-6979 [email protected] EDUCATION: Stanford University, Stanford, CA M.A., abd - Administration and Policy Analysis, September 1981 – August 1984 University of North Carolina at Wilmington M.Ed. - Education Administration, January 1978 – May 1908 University of North Carolina at Wilmington Teacher Certification - Biology and Social Studies, January 1975 – August 1976 University of North Carolina at Chapel Hill B.A. – Psychology, graduated with highest honors in psychology, September 1970 – May 1974 Recipient of Dashill-Thurstone Award for best undergraduate research in psychology, '73 - '74 PROFESSIONAL EXPERIENCE: North Carolina Community College System Office, Raleigh, NC Associate Vice President for Research and Performance Management, July 2008 – present Major Job Responsibilities: Directing all research, accountability, and performance management initiatives for the System Office; lead NC representative on the Achieving the Dream Cross-State Data Team conducting research on success of community college students; State IPEDS Coordinator for the 58 community colleges; Southern Regional Education Board (SREB) Data Exchange Coordinator; providing technical support for SAS and SPSS for the 58 community colleges; AIR IPEDS trainer on data tools. North Carolina Community College System Office, Raleigh, NC Associate Vice President for Planning, Accountability, Research and Evaluation, July 1997 – July 2008 Major Job Responsibilities: Directing all planning, research, accountability, and quality initiatives for the System Office; overseeing state level data reporting and the data warehouse, directing the activities of the Education Program Audit section, providing technical support for SAS and SPSS for the 58 community colleges; conducting ad hoc research requests from senior staff; monitoring section budget; supervising and evaluating personnel in Planning, Accountability, Research and Evaluation section. North Carolina Community College System State Office, Raleigh, NC Director for Planning and Research, July 1995 – July 1997 NC P20+ | SLDS Proposal 26 | A p p e n d i x B

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North Carolina Department of Community Colleges, Raleigh, NC Coordinator for Institutional Planning, April 1990 – June 1995 North Carolina School of Science and Mathematics, Durham, NC Dean, Special Programs and Research; State Coordinator of Summer Ventures in Science and Mathematics, October 1986 – March 1990 North Carolina School of Science and Mathematics, Durham, NC Head of Outreach and Research, September 1984 – September 1986 North Carolina School of Science and Mathematics, Durham, NC Director of the Mathematics and Science Teacher Education Center, September 1984 – September 1986 Stanford University, Stanford, CA Supervisor, Stanford Teacher Education Program, June 1983 – June 1984 Stanford University, Stanford, CA Research Associate, Center for Research on Women, June 1982 – August 1983 Stanford University, Stanford, CA Research Assistant, School of Education, October 1981 – October 1984 Cape Fear Technical Institute, Wilmington, NC Instructor, August 1978 – July 1981 E.A. Laney High School, Wilmington, NC Teacher, August 1977 – June 1981 Lake Forest Junior High School, Wilmington, NC Teacher, August 1976 – June 1977 Dixon Junior High School, Dixon, NC Teacher, February 1976 – June 1976 PRESENTATIONS AND WORKSHOPS:
• • • • • • •

State Mandated Performance Measures: Development, Implementation and Impact Using Data for Decision-Making Planning, Institutional Effectiveness and Continuous Program Improvement: Strategies for Strengthening the College Basics of Strategic Planning How to Involve Faculty in the Planning Process Identification and Assessment of Educational Outcomes Accountability and Institutional Effectiveness Keys to Effective Planning Linking the Planning Process with Budgeting

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COMMITTEES:
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State Occupational Information Coordinating Committee (SOICC) Chairman IPEDS State Coordinator SREB Data Exchange Coordinator NGA Performance Management Project Welfare Reform Stakeholders Group Multi Campus & Off Campus Center Review Team Research Liaison- American Association of Community Colleges Advisory Board, East Carolina University Planning Committee on Science Education Reform Advisory Board, NCSU Mathematics and Science Teacher Education Research and Development Center Mentor, American Mathematics Project

RESEARCH AREAS:
• • • • • • •

TEST Drive: Six States Pilot Better Ways to Measure and Compare Community College Performance Accountability and Standards for Community Colleges (Responsible for developing and publishing the annual Critical Success Factors Report) Employment Patterns and Salary Earnings of Community College Graduates Hedonic Wage Analysis Related to Employment Choices Human Capital Investment by Women Financing of Higher Education Legal Issues in Education

PROFESSIONAL ORGANIZATIONS:
• • • • •

Association of Institutional Research North Carolina Association of Institutional Research National Council for Research and Planning American Education Research Association North Carolina Community Colleges Planning and Research Organization

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Bruce B. Humphrey, PMP® North Carolina Community College System 200 W Jones Street. Raleigh, NC 27603 (919) 807-6991 (Work) Email: [email protected] Mr. Humphrey has more than 30 years experience in information systems in both the private and public sectors. After spanning three decades of work with IBM in Software Engineering, Systems Integration, Customized Operational Services, data center operations, project management and e-business, Mr. Humphrey joined the North Carolina Community College System (NCCCS) Office to initiate a project management office and bring best practice project management methodologies to information technology projects for the North Carolina Community College System. EDUCATION: IBM Software Engineering Institute Clean Room Technology Center IBM Systems Research Institute Intractability Johnson C. Smith University B.S. Mathematics/Physics PROFESSIONAL EXPERIENCE: North Carolina Community College System, Raleigh, NC Associate Vice President IT Project Management, 2005 – present • Initiated the Agency IT Project Management Office to meet SB991 requirements for IT projects. • Staffed the IT Project Management Office per Office State Budget Management Guidelines. • Achieved 100% successful project track record for Agency IT projects under IT PMO auspices. • Project Management auspices accumulating more than $15M Department of Public Instruction, Raleigh, NC Consultant, 2005 • Accountable for project management of School Report Card web development team. • Accomplished budgeted on time installment of School Report Card website. IBM Global Services, Somers, New York Large Customer IT Project Executive, 1995 – 2005

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• • • •

Exceeded corporate profit and margin targets for IT projects within the Automotive Industry with large clients: Mercedes Benz, Subaru, and Toyota. Exceeded corporate profit and margin targets for IT projects within the Retail Industry with large clients: Target Stores, Eckerd Drugs, Borders Books, CompUSA, Pepsi Cola, and Hertz. Served on Credentials Verification Council for IBM Project Manager Center of Excellence Project Management auspices accumulating more than $100M

IBM: Software Solutions Div; Application Solutions Division; Financial Service Division; Federal System Division Senior Development Manager, prior 1995 • Developed customer centric modeling while managing Global Critical Situations Center and software development for ImagePlus software. • Managed first enterprise case based workflow for LAN based loan processing at Meridian Bank. • Managed first Certified Clean Room Technology for artificial intelligence expert system for ultra high transaction volume clients such as Bank of San Francisco and Sumitomo Bank. • Developed cargo environmental algorithmic display indicator interpretative languages for NASA Space Shuttle. • Mastered and taught software engineering techniques as applied to attack class and ballistic missile carrying submarines for passive and active SONAR systems of US Navy. • Developed and delivered the first ever mission operational PC based Ada software for USAF. AWARDS AND PROFESSIONAL SERVICE: • IBM Formal Awards and Informal Awards in Technology, Innovation, and Management • IBM Project Management Center of Excellence • United States Secret Security Clearance (Inactive) • Certified Project Manager with IBM and PMI (Recertification current through 2012)

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Alisa Chapman UNC General Administration 910 Raleigh Road Chapel Hill, North Carolina 27514 E-mail: [email protected] Office: (919)843-8929 EDUCATION: East Carolina University, Greenville, North Carolina 27834 Doctor of Education, Concentration: Educational Leadership, 2009 East Carolina University, Greenville, North Carolina 27834 Master of Arts in Education, Concentration: Instructional Technology NC Certification: 077 (Educational Technology K12 Licensure Area), 1992 East Carolina University, Greenville, North Carolina 27834 Bachelor of Science in Education, Concentration: Elementary Education NC Certification: 023, 190 (Elementary Education and Reading K12 Licensure Areas), 1990 PROFESSIONAL EXPERIENCE: University of North Carolina General Administration, Chapel Hill, North Carolina 27515 Associate Vice President for Academic Planning and University-School Programs, September 2007 – present Advance efforts within the University to prepare more and better teachers and school leaders for NC public schools. In addition to supporting and strengthening academic program development, data analysis and research efforts aimed at improving preparation and development of teachers and school leaders, and enhancing public service programs of UNC schools, colleges, and departments of education. University of North Carolina General Administration, Chapel Hill, North Carolina 27515 Assistant Vice President for University-School Programs and Information Technology, August 2003 – September 2007 University of North Carolina General Administration, Chapel Hill, North Carolina 27515 Director of Instructional Technology for University-School Programs, January 1999 – August 2003 North Carolina Department of Public Instruction, Raleigh, North Carolina 27601 Instructional Technology Consultant, November 1995 – January 1999 Beaufort County Schools, Washington, North Carolina 27889 Instructional Technology and Student Information Management System Coordinator, April 1993 – October 1995 NC P20+ | SLDS Proposal 31 | A p p e n d i x B

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SPONSORED RESEARCH AND DEVELOPMENT ACTIVITY: Burroughs Wellcome Fund Scholars Program, May 2007 – present Awarded $5.3M from the Burroughs Wellcome Fund (BWF) to develop a “fast track” to teacher certification for science majors aimed at preparing these individuals for careers in teaching. The program is being implemented on four partnering campuses; NCCU, NCSU, UNCA, and UNCCH. The initiative will provide $6,500 scholarships to qualifying juniors and seniors, and an additional benefit of a $5,000 annual salary supplement for up to five years for BWF Scholars that graduate and obtain employment in a North Carolina public school as a licensed science teacher. Guilford County Schools Mathematics Project, September 2006 – present Member of multi-organizational development team awarded $2 million from Action Greensboro (partnership of Triad-area foundations) for a three year project to address the need for mathematics teachers and the quality of the mathematics program in select high schools in Guilford County Schools. This project seeks to recruit, differentially reward, and retain mathematics teachers in the participating schools. NC Catalyst, June 2000 Awarded $1.5M from the U.S. Department of Education’s Preparing Tomorrow’s Teachers To Use Technology Program. The grant, entitled NC Catalyst, represented a statewide partnership between the 16-campus University of North Carolina, NC Department of Public Instruction, NC Community College System, UNC Center for Public Television, two small, private liberal arts colleges, and the SAS Institute. The focus of the grant was teacher technology preparedness. COMMITTEES, APPOINTMENTS & PROFESSIONAL AFFILIATIONS: North Carolina Public School Forum Study Group XIII Committee I, Fall 2008 – February 2009 Participated in the Public School Forums Study Group XIII “Creating and Educational Governance Framework for the Twenty-First Century.” The report generated from the committee focuses on the long-range planning process and governing system for public education. American Educational Research Association (AERA), January 2009 – present Member of the American Educational Research Association professional organization. UNC-NCNSP Learning Laboratories Steering Committee, 2008 – present Serve on the steering committee for the UNC and NCCSP (NC New Schools Project) Learning Laboratories Initiative for High School innovation. Through this initiative partnering UNC campuses and the NCNSP will help four selected high schools become "learning laboratories" of best practice, enabling educators from other NC schools to observe transformed teaching and learning that leads to higher graduation rates and higher performance among all students. The project is being supported by a $2.5M grant from the Bill & Melinda Gates Foundation, including $1.7M to UNC for the joint initiative, and an additional $795,000 redirected by the NCNSP from a previous foundation investment. Association for Supervision and Curriculum and Development (ASCD), 2008 – present NC P20+ | SLDS Proposal 32 | A p p e n d i x B

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Member of the Association for Supervision and Curriculum Development professional organization. Guilford County Schools Mathematics Project Advisory Committee, 2007 – present Member of the Guilford County Schools Mathematics Project Advisory Committee. The Committee, consisting of representation from Guilford County Schools, UNC Greensboro, North Carolina A&T State University, and UNC General Administration provides input to the overall project. This project seeks to recruit, differentially reward, and retain mathematics teachers in the participating high schools. UNC Information Resources E-Learning Strategic Planning Committee, 2001 – 2002 Serve as a member of the UNC Information Resources E-Learning Planning Committee aimed at determining if and how a cooperative approach to e-learning could best benefit UNC stakeholders. International Society for Technology in Education (ISTE), 1997 – present Member of the International Society for Technology in Education professional organization. UNC Deans' Council on Teacher Education, 1999 – Present Serve as primary liaison and staff to the UNC Deans' Council on Teacher Education which monitors and guides the direction of teacher preparation and development, and educational outreach of UNC Schools, Colleges, and Departments of Education. PRESENTATIONS AND PUBLICATIONS: SHEEO Conference – San Diego, California, August 2009 Co-presented at the national State Higher Education Executive Officers (SHEEO) conference about North Carolina’s state-wide Title IIA Teacher Quality Grant program entitled NC QUEST. AACTE Conference – New Orleans, Louisiana, February 2008 Co-presented at the American Association of Colleges of Teacher Education (AACTE) national conference with Western Carolina University about the planning and implementation efforts of UNC’s Teacher Recruitment Initiative. National Governors Association Transforming Learning through Technology – Nashville, Tennessee, May 1999 & July 1999 Participated on North Carolina’s state team at a national forum coordinated by the National Governors’ Association that was held in collaboration with the Milken Exchange on Education Technology. NC’s team served as panelists in a discussion about technology implementation and requirements in PK-16 education in NC during the May and July 1999 forums. National Supercomputing Conference (SC98) – Orlando, Florida, November 1998 Served on the planning committee coordinating selected portions of the SC98 program to allow teachers in NC, IL, and IO to participate in an interstate teleconference delivered to these sites using video over IP technology. Six institutions of higher education in NC participated; ASU, UNCC, UNCP, UNCW, ECU, and WCU. In addition to coordinating a virtual panel presentation for the SC98 Conference on the North Carolina Technology Competencies for Educators. NC P20+ | SLDS Proposal 33 | A p p e n d i x B

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John F. Leydon 600 Derby Ct. Home: Durham NC 27707 (919) 401-3698 Work: (919) 962-4908 Cell: (609) 865-8563 Email: [email protected] EDUCATION: American International College, Springfield, MA Masters of Business Administration in Executive Development American International College, Springfield, MA Bachelor of Arts in Economics PROFESSIONAL EXPERIENCE: University of North Carolina – General Administration, Chapel Hill, NC Vice President, Information Resources and Chief Information Officer, 2008 – present In his current position, John has responsibility for all information technology services that are shared among the 17 UNC institutions. A primary example of a shared service is the state wide research and education network (NCREN) which connects all of the UNC institutions and then provides an internet gateway for all NCREN users. In the role of CIO, he coordinates several UNC system wide and North Carolina statewide groups such as the UNC CIO Council, the NC Common Services Work Group and the quarterly meeting of the State ITS CIO, the CIO of the Community College System, and the CIO for the State Department of Instruction (K-12). University System of New Hampshire, Durham NH Executive Director for Enterprise Technology, 2004 – 2008 The executive director serves as the chief information officer for USNH and the responsibilities of this position are to: coordinate the performance of administrative information systems and networked software architectures for the four USNH institutions, gain organizational commitment for all systems and software plans, and assist in the evaluation and selection of all technologies. In addition, the executive director provides strategic leadership across the organization to: • Identify opportunities to improve IT service planning, delivery, and support, • Provide robust IT support with a focus on customer service, • Lead the development of and the annual adjustment to a long range technology plan, • Foster campus cooperation and shared development of common information technology needs, Chair the CIO Council and the Information Technology Coordinating Committee.

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Kaludis Consulting, Washington, DC Vice President, 1986 – 2004 Kaludis is a consulting practice offering information technology strategic planning, interim executive management, and project management in higher education. As a consultant, served several colleges and universities as an Interim Chief Information Officer, managed the successful implementation of major administrative systems packages to include PeopleSoft and SCT Banner, and prepared long range strategic plans in information technology for multiple institutions. Chief Information Officer consulting engagements include: • Massachusetts State College System – Managed the central data center for the nine (9) state colleges in the Commonwealth. In addition to the consolidated administrative information systems, the center managed the state-wide data network. • University System of New Hampshire – Systems Architect – assisted the client with long range planning for the coordination of the computing and networking infrastructure for the 4 institution university system. • Mount Holyoke College – initially served on a team to develop a strategic vision, mission, and goals for the college. Upon completion of the strategic plan, I reorganized and invigorated the academic technology group to create a leading edge teaching and learning with technology initiative. • Bowdoin College – Served as the Director of Information technology for an interim period of 12 months. Developed a long-range plan and supervised the search and selection of administrative system software. • Fashion Institute of Technology – retained to serve as the interim chief information officer and lead the efforts to develop both a distance education program and a teaching and learning with technology initiative. (This contract was performed as an IBM Global Services contractor while on a 1 year leave of absence from Kaludis Consulting). Project Management/System Integration consulting assignments include: • DePaul University – Led a successful implementation of the entire suite of PeopleSoft administrative systems. Financial accounting, human resources, and student administration systems were installed and operating successfully in an 18 month. • University of New Hampshire – served as project manager for the implementation of the Banner Student and Financial Aid applications. • University System of New Hampshire – recently completed a product search, vendor negotiation, and systems integration of a web based payment and merchandise sales system (eCommerce). • Holy Cross College – Managed the successful reengineering of the financial services division and the implemented the PeopleSoft financial information system. Strategic Planning Assignments: Radford University, Gettysburg College, Pace University, Loyola College, Holy Cross College, University System of Georgia

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Monarch Life Insurance Company, Springfield, MA Vice President for Management Systems and Services, 1981 – 1986 Chief information systems and strategic planning officer for this $1 billion financial services company. Managed a staff of 180 clerical and professional employees and supervised a budget of $23 million. University of Massachusetts General Administration, Boston, MA Assistant Vice President and Director of Management Systems, 1978 – 1980 CIO of the central support organization for a three-institution University staffed by 120 technical and operations personnel with an operating budget of $7 million. The operating environment was IBM MVS/VSE with CICS and DB2. Systems supported were the SCT/IA FRS, and self developed legacy systems for Human Resources and Student Administration.

W. E. Wright Company, West Warren, MA Manager of Data Processing, 1971 - 1978 Supervised the information technology, data processing, and a nationwide order entry staff for this $75 million manufacturer of consumer products. Valley Bank and Trust Co., Springfield, MA Senior Systems Analyst, 1967 – 1970 Performed systems analysis and programming services for banking applications.

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Paul M. Hudy UNC General Administration 910 Raleigh Road Chapel Hill, North Carolina 27514 919-962-4583; 919-259-8327 (cell) Paul will be part of the P-20 Longitudinal Study grant team tasked by the Education Cabinet for the ongoing development and technical oversight of the project. Paul is also responsible for the technical planning, deployment and implementation of UNC’s participation in the project. EDUCATION: University of Delaware B.A., Political Science, 1971 – 1975 University of North Carolina at Chapel Hill Law School, 1975 – 1979 Durham Technical Institute Data Processing, 1981 – 1983 PROFESSIONAL EXPERIENCE: UNC General Administration, Information Resources Division Director of Network and Media Services, July 1998 – present UNC General Administration, UNC System-MCNC Network Services Contract Contract Officer, 2008 – present UNC High Performance Computing Grant Program Director, December 2003 – July 2006 UNC System Long Distance Telecommunications Contract Contract Officer, 2000 – 2003 UNC-General Administration, Finance Division Applications Programmer Analyst Specialist, March 1992 – July 1998 UNC General Administration, Planning Division Computer Consultant, February 1989 – March 1992 UNC General Administration, Planning Division Applications Programmer, October 1983 – January 1988 UNC General Administration, Planning Division Computer Programmer, October 1983 – January 1988

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COMMITTEES AND SPECIAL PROJECTS: UNC System IT Security Council UNCGA representative and organizing director, 2008 – present UNC System IT-Funding Model Workgroup Organizing director, 2009 – present UNC System Video Services Committee Organizing director, 2009 – present NC Research and Education Network Collaborative Services Member, 2007 – present UNC System High Performance Advisory Group Member, 2000 – 2007 NC Research and Education Network Advisory Council Member, 2000 – present UNC System Networking Committee Organizing director, 2009 – present 1999 UNC IT Strategy Logistical Needs Task Force Member

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Hope Williams North Carolina Independent Colleges and Universities 530 N. Blount Street Raleigh, North Carolina 27604 Ph: (919) 832-5817 Fax: (919) 833-0794 e-mail: [email protected] EDUCATION: University of North Carolina at Chapel Hill, Chapel Hill, NC Ph. D. in Education, 1987 North Carolina State University, Raleigh, NC MPA, 1979 Duke University, Durham, NC A.B. degree, 1976 PROFESSIONAL EXPERIENCE: North Carolina Independent Colleges and Universities President, 1992 – present Serve as president of the statewide organization for the 36 independent colleges and universities in North Carolina and their presidents who comprise NCICU’s Board of Directors. Represent North Carolina independent higher education statewide and nationally including serving as a member of the Governor’s Education Cabinet, working with the North Carolina General Assembly, the U.S. Congress, the executive branches of federal and state governments, and the media. She works on behalf of independent colleges and universities, advocating for public policy issues, providing research and information, raising corporate and foundation funds and administering collaborative programs. North Carolina Center for Independent Higher Education Executive Director, 1986 – 1992 Represented and addressed issues of concern to the independent colleges and universities in North Carolina from the perspectives of research, information and programs. Z. Smith Reynolds Foundation, Inc. of Winston-Salem, NC Consultant, 1986 Served as consultant to the Foundation’s Board of Trustees to research and prepare a report for the Board on issues related to the economic advancement of women and their families. North Carolina Department of Administration, 1977 – 1985 Chief Assistant to the Secretary, 1982 – 1985 Provided personnel oversight for the department’s 1,100 employees; managed several divisions and budgets of more than $l.5 million; was responsible for priority department projects; NC P20+ | SLDS Proposal 39 | A p p e n d i x B

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represented the department with the Office of State Budget and Management and the Office of State Personnel; developed legislation and represented the department with the North Carolina General Assembly. RECENT HONORS, CIVIC AND PROFESSIONAL ACTIVITIES:
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Co-Chair of the Scholars’ Council, Institute for Emerging Issues, 2009 Recipient, the Elon Medallion, Elon University, 2009 Advanced Energy Corporation, chair 2008-09, board member, 1995National Advisory Panel, Institute for Emerging Issues, 2008Stop Hunger Now, Board of Directors, 2008MCNC, Board of Directors, 2008“Woman of Achievement,” Award by the General Federation of Women’s Club of North Carolina, Inc., 2007 Foundation of Independent Higher Education, Venture Fund and Nominating Committees, 2006-; chair of the Venture Fund, 2008Foundation for Excellent Schools, Strategic Planning Task Force, 20062005 Woman Extraordinaire, Business Leader Magazine North Carolina Citizens for Business and Industry Magazine, Executive Voices Article, “Private Colleges and Universities are Part of the Solution,” 2004 College Foundation, Incorporated, Board of Directors, 2002Louisburg College, recipient of the President’s Medallion, 2005 Top 25 Women in Business Award by The Business Journal, 2001 Campbell University, Honorary Doctor of Law degree, 1998 North Carolina Communities in Schools, Board member 1997Outstanding Service Award, Rotary Club of Raleigh, 1997 National Association of Independent Colleges and Universities, board member, 1999-2002 Distinguished Woman of North Carolina Award in Education, 1999 North Carolina Citizens for Business and Industry Magazine, Executive Profile, 1999 North Carolina Commission on National and Community Service, member 1998-2002 North Carolina School Improvement Panel, member 1997-2001 Governor’s Education Cabinet, member 1993United Way of Wake County, Chair, Public Policy Committee, 1993-94 National Association of Independent College and University State Executives; Executive Committee, 1993-2005; chair, 1999-00 North Carolina Association of Institutional Research; President, 1993-94 Public School Forum of North Carolina, Board member 1992-present 40 | A p p e n d i x B

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North Carolina Adult Education Association; President, 1991-92 Women's Center of Raleigh, Officer and Board member, 1986-89 University of North Carolina at Chapel Hill, Government Executives Institute Board of Directors, Group VII

SELECTED PRESENTATIONS:
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Huntingdon College, 2008 commencement speaker “Entrepreneurship Education at Independent Colleges and Universities,” North Carolina Entrepreneurship Summit, 2008 National Association of Independent College and University State Executives, Chair, “Best Practices Panel,” 2005 Summer Workshop Louisburg College, 2005 commencement speaker Co-Chair, Technical Review Panel on Student Unit Record Data, US Dept. of Education, 2004 “Effective Trusteeship in NC’s Independent Colleges and Universities, “ DVD, 2004 North Carolina Wesleyan College, December 2002 commencement speaker Pfeiffer University, Board of Trustees Retreat, 2002: “State Aid to North Carolina Students” National Governor’s Association Conference, Charleston, West Virginia: “New Directions and Strategies for Merit-Based Aid,” speaker, August 2002 Pfeiffer University, March 2001 speaker, “Women in Education” Barton College, 2000 commencement speaker Southern Women in Public Service, 1998 Annual Conference, panel presentation, “Women Leaders in Higher Education: Charting the Path to Success” “The Changing Role of Trustees in Planning,” article with Dr. J. Fred Young, Planning for Higher Education, volume 26, Number 4, Summer 1998 Lees–McRae College, 1998 commencement speaker North Carolina’s Education Governing Boards, 1998 Annual Meeting, presentation, “Independent Colleges and Universities: Collaboration with the Public Schools” North Carolina Association of Colleges and Universities, 1997 Annual Meeting, panel presentation, “Distance Learning, Star Wars or Turf Wars?” Mount Olive College, 1997 commencement speaker Southern Association of Colleges and Schools, 1996 Annual Meeting, seminar on trusteeship

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Timothy H. McDowell North Carolina Independent Colleges and Universities 530 N. Blount Street Raleigh, NC 27604 (919) 872-5409 (home) (919) 832-5817 (office) EDUCATION: Elon College Bachelor's Degree, 1976 PROFESSIONAL EXPERIENCE: North Carolina Independent Colleges and Universities Director of Government Relations, 1994 - present Organize and direct efforts to lobby the North Carolina General Assembly to secure over $40 million annually for student aid programs. Develop workshops for college and university constituencies. Publish educational and promotional materials for 36 independent colleges and universities. Represent institutions in dealing with Governor's office, state budget office, legislative committees and commissions, and other government agencies. North Carolina Wesleyan College President for Development, 1990 – 1994 Organize and direct staff of seven for total program of securing unrestricted gifts to the college. Responsibilities include Annual Giving, Alumni and Parent Relations, Planned Giving, Foundation Relations, Gift Records, Cultivation, Volunteers, Planning, Government Relations, Office Management, Personnel, Budget, Staff Training, Objectives; and Gift Response. Elon College Director of Development, 1987 - 1990 Doubled unrestricted giving in two years. Completed capital campaign, raising over $8.5 million of $5.7 million goal. Increased total private support 94 percent in five years. Increased total development income 47 percent in five years. Implemented Parents Program and doubled parents' giving in two years. Increased alumni participation to over 46 percent, setting state record for coeducational institutions. Increased phonathon income 81 percent in two years. Associate Director of Development, 1986 – 1987 Organized campaign for support in Alamance County, responsible for solicitation of gifts. Director of Community Relations, 1983 – 1986 Organized and implemented public relations programs of the college and Alamance County gift solicitation. Director of Public Information and Publications, 1977 – 1983 College spokesman, responsible for all publicity and publications. NC P20+ | SLDS Proposal 42 | A p p e n d i x B

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Mebane Enterprise Editor, 1970 – 1974 Responsible for publishing and editing weekly newspaper. PROFESSIONAL DEVELOPMENT:
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Senior Development Institute, Washington & Lee University, Lexington, VA District III Conference, CASE, Atlanta, GA District III Conference, CASE, Nashville, TN Winter Institute for Senior Advancement Professionals, CASE, Tampa, FL Leadership Development Workshop, Center [or Creative Leadership, Greensboro, NC The Writing Institute, CASE, Chicago, IL Productive PR and Publications for the Small Office, CASE, Washington, DC Effective Market and Research, CASE, Chicago, IL Conference on Annual Giving, CASE, Boston, MA Capital Fund Raising, CASE, Atlanta, GA Workshop for Newcomers in Development, CASE, Chicago, IL

LEADERSHIP RESPONSIBILITIES:
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Member, North Carolina Senate, 1985-1986 Member, North Carolina House of Representatives, 1977-1985 Chairman, Senate Committee on Manufacturing and Labor, 1985-1986 Chairman, House Committee on Natural and Economic Resources, 1985 Chairman, House Committee on Corrections, 1983-1984 Chairman, House Committee on Law Enforcement, 1981-1982 Member, Governmental Operations Committee, 1985 Member, Burlington Rotary Club, 1977-1990 Member, Rocky Mount Rotary Club, 1990-1994 Member, Council for Advancement and Support of Education, 1977-1994 Director, North Carolina Center on Crime and Punishment, 1987-1991 Director, Alamance County Unit, American Cancer Society, 1987-1988 Member, President's Club, Alamance County Chamber of Commerce, 1989 Fornler Member, Mcbane Board of Adjustments Former Secretary, Mebane Exchange Club Director, Elon Home for Children, 1980-1987 President, Board of Directors, Elon Home for Children, 1983-1985 Director, Public School Forum of North Carolina, 1985-1986 Director, Volunteers for People, 1980-1984 Director, Hawfields Community Association, Inc., 1980-1984 Director, Alamance County Arts Council, 1979-1983 Participant, American Council of Young Political Leaders, Japan, 1986 Outstanding Contribution to Conservation Award, Orange County Soil and Waler Conservation District Best weekly newspaper in state award for General Excellence, North Carolina Press Association Legion of Merit Award, Chapel of Four Chaplains, Philadelphia, PA 43 | A p p e n d i x B

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Campaign Coordinator, Jessie Rae Scott for Commissioner of Labor, 1976 Regional Campaign Key, Terry Sanford for Senate Campaign, 1986

MILITARY: U.S. Naval Reserve, 1966 – 1971 Served two years active duty in Mediterranean area. Two letters of commendation, Secret Clearance.

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Elizabeth A. McGrath Labor Market Information Division Employment Security Commission of North Carolina P.O. Box 25903 Raleigh, NC 27611 Phone: (919) 733-2936 Email: [email protected] EDUCATION: University of Delaware, Newark, DE Department of Educational Studies, College of Education, Major: Educational Measurement, Statistics and Evaluation, Minor: Applied Assessment Ph.D., 1994 University of Delaware, Newark, DE Department of Educational Studies, College of Education, Major: Educational Measurement, Statistics and Evaluation. M.A., 1991 Manhattan College, New York, NY Department of Psychology, School of Arts and Sciences, Major: Psychology. B.A., 1986 PROFESSIONAL EXPERIENCE: Employment Security Commission of North Carolina, Raleigh, NC Director, Labor Market Information, Labor Market Information Division, April 2008 – present Manager, Policy, Program Evaluation and Research, Labor Market Information Division, August 2000 – March 2008 Statistician II, Labor Market Information Division, May 1998 – August 2000 Social Research Analyst, Labor Market Information Division, August 1997 – May 1998 The Riverside Publishing Company, Itasca, IL Project Director, April 1994 – April 1997 Research Analyst, October 1993 – April 1994 University of Delaware, Newark, DE The Center for Educational Leadership and Evaluation, Assistant Director, September 1992 – September 1993 Department of Educational Studies Instructor, June 1991 – September 1993 NC P20+ | SLDS Proposal 45 | A p p e n d i x B

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The Center for Educational Leadership and Evaluation Research Assistant, August, 1988 – September, 1991 Department of Educational Studies Teaching Assistant, September, 1987 – May, 1988 Department of Public Instruction, Dover, DE Intern / Research Assistant, Research and Evaluation Division June, 1990 – August, 1990; January, 1991 – February, 1991 PUBLICATIONS: Glutting, J.J., McDermott, P.A., Prifitera, A., & McGrath, E.A. (1994). Core profile types for the WISC-III and WIAT: Their development and application in identifying multivariate IQachievement discrepancies. School Psychology Review, 23, 4, 619-639. Glutting, J.J., McGrath, E.A., Kamphaus, R. W., & McDermott, P.A., (1992). The taxonomy and validity of subtest profiles on the Kaufman Assessment Battery for Children. Journal of Special Education, 26, 85-115. Lapan, R.T., McGrath, E., & Kaplan, D. (1990). The factor structure of the Basic Interest Scales by gender across time. Journal of Counseling Psychology, 37, 216-222. TECHNICAL REPORTS: A Report on the Operations of the North Carolina Common Follow-up System (1998 - 2007): Labor Market Information Division, Employment Security Commission of North Carolina. Interrelationships Among North Carolina's Education, Employment and Training Agencies and Participants, A Report from the North Carolina Common Follow-up System CFS (2003): Labor Market Information Division, Employment Security Commission of North Carolina. Mosberg, L., McGrath, E.A., & Caruso, B. (1995). Tomorrow’s Schools of Education: University of Delaware. The Holmes Group. McGrath, E.A. (1993). Christina Outreach Community Assistance Program, Evaluation Summary. Newark, DE: Center for Educational Leadership and Evaluation, University of Delaware. McGrath, E.A. (1992). Summary of a Follow-up Study of 1990-91 Teacher Education Graduates. Newark, DE: Center for Educational Leadership and Evaluation, University of Delaware. Lee, S. & McGrath, E.A. (1991). High School Profile Impact Study (Document No. 9501/9101/12). Dover, DE: Department of Public Instruction 1990 Delaware Educational Selected Facts (1990) (Document No. 95-01/90/08/05). Dover, DE: Department of Public Instruction NC P20+ | SLDS Proposal 46 | A p p e n d i x B

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Robert A. Cottrell, Jr. • • • • • Information Systems Director, Employment Security Commission of North Carolina Employed by the Employment Security Commission of North Carolina since 1974.

PROFESSIONAL EXPERIENCE:
Has served as the Information Systems Director for ESC since March 2005 Worked in the field of Labor Market Information for nearly 20 years, including seven years as the Director of the Labor Market Information Division Employed as an employment interviewer and guidance counselor in Wilson, North Carolina for nearly four years from 1974-78

Mr. Cottrell has taken an active role in a number of workforce projects and related activities sponsored by the U.S. Department of Labor. He currently serves as the chair of the Analyst Resource Center (ARC) Consortium which oversees the development and maintenance of the national Workforce Information Database and acquisition and distribution of the Employer Database. He also is a member of the Occupational Employment Statistics (OES) Policy Council sponsored by the Bureau of Labor Statistics.

RECOGNITION:
• • • • • Twice presented with the U.S. Department of Labor, Bureau of Labor Statistics award for “Eminent Achievement for State Employees (1999 and 2001) Awarded the 1998 International Conference of Employment Security Agencies (ICESA) Vladmir Chavrid Labor Market Information Award for career achievement. Awarded the 1998 North Carolina Individual Award for Merit from the International Association of Personnel in Employment Security (IAPES). Recognized as runner-up in the 1998 International Individual Award for Merit from the International Association of Personnel in Employment Security (IAPES). Awarded the 1998 Employment Security Commission Award “In Recognition of Exceptional Performance and Outstanding Service to the State of North Carolina and its Citizens in the Category of Innovations.”

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Project Narrative
Project Narrative - Appendix C Current Status of State's Longitudinal Data System
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Appendix C: Current Status of State’s Longitudinal Data System Efforts

Table 1. Status of NC Sectors with Regard to Seven Required Data System Capabilities Current Status: 1) has been completed; 2) is under development and whether this is with IES or ARRA funds; 3) will be developed through SLDS funds or if with other funds, specify; 4) is not planned Proposed Outcomes for Requirements 7 Required Data System Capabilities Plans to Meet Requirement to be Met through SLDS Award 1. The system must enable States to Consolidated Current Status (1-4) by Sector: Outcome 1.1; Outcome 1.2; Outcome 1.3; Outcome 1.4; and Outcome 1.5 (see examine student progress & outcomes DPI - 1, 3; NCCCS - 3; UNC – 1, 3; over time, including students’ prep. to NCECDG – 1, 2, 3; NCESC - 3; NCCIU - 3 Section II, Table 2.1 for a full description of project goals and outcomes) meet the demands of postsecondary ed., the 21st century workforce, and the Armed Forces. System must include data at the individual student level from preschool through postsecondary education and into the workforce 2. The system must facilitate & enable the Consolidated Current Status (1-4) by Sector: Outcome 2.3; Outcome 3.1; and Outcome 3.2 (see Section II, Table 2.1 for a full exchange of data among agencies and DPI -; NCCCS – 2, 3; UNC – 1, 3; description of project goals and institutions within the State & between NCECDG – 2, 3; NCESC - 3; NCCIU - 3 outcomes) States so that data may be used to inform policy & practice. Such a system would support interoperability by using standard data structures, data formats, and data definitions to ensure linkage & connectivity among the various levels & types of data. 3. The system must link student data with Consolidated Current Status (1-4) by Sector: Outcome 2.1; Outcome 2.2; and Outcome 2.3 (see Section II, Table 2.1 for a full teachers, i.e., it must enable the DPI – 2, 3; NCCCS - 1; UNC – 1, 3; matching of teachers and students so NCECDG – 2, 3; NCESC – N/A; NCCIU - 3 description of project goals and outcomes) that a given student may be matched NC P20+ | SLDS Proposal 1|Appendix C

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Table 1. Status of NC Sectors with Regard to Seven Required Data System Capabilities Current Status: 1) has been completed; 2) is under development and whether this is with IES or ARRA funds; 3) will be developed through SLDS funds or if with other funds, specify; 4) is not planned Proposed Outcomes for Requirements 7 Required Data System Capabilities Plans to Meet Requirement to be Met through SLDS Award with the particular teachers primarily responsible for providing instruction in various subjects. 4. The system must enable the matching of Consolidated Current Status (1-4) by Sector: Outcome 2.1; Outcome 2.2; and Outcome 2.3 (see Section II, Table 2.1 for a full teachers with information about their DPI – 2, 3; NCCCS - 4; UNC – 2, 3; description of project goals and certification and teacher preparation NCECDG - 2; NCESC – N/A; NCCIU - 3 outcomes) programs, including the institutions at which teachers received their training. 5. The system must enable data to be Consolidated Current Status (1-4) by Sector: Outcome 5.2 and Outcome 5.3 (see Section II, Table 2.1 for a full description easily generated for continuous DPI – 2, 3; NCCCS - 3; UNC – 1, 3; of project goals and outcomes) improvement and decision-making, NCECDG – 1, 3; NCESC - 3; NCCIU - 3 including timely reporting to parents, teachers, and school leaders on the achievement of their students. 6. The system must ensure the quality and Consolidated Current Status (1-4) by Sector: Outcome 4.1; Outcome 4.2; and Outcome integrity of data contained in the DPI - 3; NCCCS - 3; UNC – 1, 3; NCECDG 4.3 (see Section II, Table 2.1 for a full description of project goals and system. – 1, 3; NCESC - ; NCCIU - 3 outcomes) 7. The system must provide the State with Consolidated Current Status (1-4) by Sector: Outcome 5.1; Outcome 5.2; and Outcome 5.3 (see Section II, Table 2.1 for a full the ability to meet reporting DPI – 1, 3; NCCCS – 1, 3; UNC – 1, 3; description of project goals and requirements of the Department, NCECDG - 3; NCESC - 3; NCCIU – 1, 3 outcomes) especially reporting progress on the metrics established for the State Fiscal Stabilization Fund and the reporting requirements included in the EDFacts data collection and reporting system. NC P20+ | SLDS Proposal 2|Appendix C

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Table 2. Status of NC Sectors with Regard to Twelve Required Data System Elements Current Status: 1) has been completed; 2) is under development and whether this is with IES or ARRA funds; 3) will be developed through SLDS funds or if with other funds, specify; 4) is not planned Proposed Outcomes for Requirements 12 Required Data System Elements Plans to Meet Requirement to be Met through SLDS Award 1. A unique statewide student ID that Consolidated Current Status (1-4) by Sector: Outcome 2.1 and Outcome 2.2 (see Section II, Table 2.1 for a full description does not permit a student to be DPI – 2, 3; NCCCS - 3; UNC – 1, 3; of project goals and outcomes) individually identified by users of the NCECDG – 2, 3; NCESC - 4; NCCIU - 3 system [PK-16] 2. Student-level enrollment, Consolidated Current Status (1-4) by Sector: Outcome 1.3; Outcome 14; Outcome 1.5; and Outcome 2.3 (see Section II, Table demographic, and program DPI - 1; NCCCS - 1; UNC - 1; NCECDG – 2.1 for a full description of project goals participation information [PK-16] 2, 3; NCESC – N/A; NCCIU - 3 and outcomes) 3. Student-level information about the Consolidated Current Status (1-4) by Sector: Outcome 1.3; Outcome 14; and Outcome 1.5 (see Section II, Table 2.1 for a full points at which students exit, transfer DPI - 1; NCCCS - 3; UNC - 3; NCECDG description of project goals and in, transfer out, drop out, or complete 1; NCESC – N/A; NCCIU - 3 outcomes) P-16 education programs [PK-16] 4. The capacity to communicate with Consolidated Current Status (1-4) by Sector: Outcome 3.1 and Outcome 3.2 (see Section II, Table 2.1 for a full description higher education data systems [PK-16] DPI – 2,3; NCCCS – 2,3; UNC – 2, 3; of project goals and outcomes) NCECDG - 3; NCESC - 3; NCCIU - 3 5. A State data audit system assessing Consolidated Current Status (1-4) by Sector: Outcome 4.1; Outcome 4.2; and Outcome data quality, validity, and reliability DPI – 2, 3; NCCCS - 3; UNC - 3; NCECDG 4.3 (see Section II, Table 2.1 for a full description of project goals and [PK-16] - 3; NCESC - 3; NCCIU - 3 outcomes) 6. Yearly test records of individual Consolidated Current Status (1-4) by Sector: Outcome 1.3 (see Section II, Table 2.1 for a full description of project goals and students with respect to assessments DPI - 1; NCCCS – N/A; UNC – N/A; under section 1111(b) of 1965 ESEA NCECDG – N/A; NCESC – N/A; NCCIU – outcomes) [PK-12] N/A NC P20+ | SLDS Proposal 3|Appendix C

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Table 2. Status of NC Sectors with Regard to Twelve Required Data System Elements Current Status: 1) has been completed; 2) is under development and whether this is with IES or ARRA funds; 3) will be developed through SLDS funds or if with other funds, specify; 4) is not planned Proposed Outcomes for Requirements 12 Required Data System Elements Plans to Meet Requirement to be Met through SLDS Award Outcome 1.3 (see Section II, Table 2.1 7. Info. on students not tested, by grade Consolidated Current Status (1-4) by Sector: for a full description of project goals and and subject [PK-12] DPI - 1; NCCCS – N/A; UNC – N/A; outcomes) NCECDG – 2, 3; NCESC – N/A; NCCIU – N/A 8. A teacher identifier system with the Consolidated Current Status (1-4) by Sector: Outcome 2.1 (see Section II, Table 2.1 for a full description of project goals and ability to match teachers to students DPI – 2, 3; NCCCS – N/A; UNC – N/A; outcomes) [PK-12] NCECDG – 2, 3; NCESC – N/A; NCCIU – N/A 9. Student-level transcript info., Consolidated Current Status (1-4) by Sector: Outcome 1.3 (see Section II, Table 2.1 for a full description of project goals and including information on courses DPI - 1; NCCCS – N/A; UNC – N/A; completed and grades earned [PK-12] NCECDG – N/A; NCESC – N/A; NCCIU – outcomes) N/A 10. Student-level college readiness test Consolidated Current Status (1-4) by Sector: Outcome 1.3 (see Section II, Table 2.1 for a full description of project goals and scores [PK-12] DPI - 2; NCCCS – N/A; UNC – N/A; NCECDG – N/A; NCESC – N/A; NCCIU – outcomes) N/A 11. Data that provide information Consolidated Current Status (1-4) by Sector: Outcome 1.3 (see Section II, Table 2.1 for a full description of project goals and regarding the extent to which students DPI – N/A; NCCCS – 2, 3; UNC – 1, 3; transition successfully from secondary NCECDG – N/A; NCESC – N/A; NCCIU – outcomes) school to postsecondary education, 3 including whether student enroll in remedial coursework (postsecondary) 12. Data that provide other info. Consolidated Current Status (1-4) by Sector: Outcome 5.1; Outcome 5.2; and Outcome 5.3 (see Section II, Table 2.1 for a full determined necessary to address DPI – N/A; NCCCS - 3; UNC – 1, 2; NC description of project goals and alignment & adequate prep. for ECDG – N/A; NCESC – N/A; NCCIU - 3 outcomes) success in postsecondary education NC P20+ | SLDS Proposal 4|Appendix C

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Project Narrative
Project Narrative - Appendix D Letters of Support
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Appendix D: Letters of Agreement and Support

Appendix D
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NORTH CAROLINA COMMUNITY COLLEGE SYSTEM Dr. R. Scott Ralls, President
November 24, 2009

The Honorable June St. Clair Atkinson North Carolina State Superintendent North Carolina Department of Public Instruction 301 N. Wilmington Street Raleigh, North Carolina 27601 Dear Superintendent Atkinson: On behalf of the North Carolina Community College System, I enthusiastically extend my support to the North Carolina Department of Public Instruction and consortium partners in submitting a highly important proposal to the U.S. Department of Education for the development of a North Carolina P-20+ Statewide Longitudinal Data System. The proposed development of a system of data exchange across the full spectrum of educational sectors, from early childhood through post-secondary public and private institutions, and beyond into the workforce, will have a tremendous impact on our collective ability to strategically align programs and resources to meet state and national needs. The national challenge to bridge achievement gaps and produce graduates prepared to fill technology-based jobs is particularly acute in North Carolina as jobs in traditional sectors of manufacturing and agriculture have disappeared. The state’s economic growth and development are dependent on the efficient and strategic deployment of resources grounded in data-driven decision making in order to meet NC’s most critical educational needs. Our respective educational sectors and the NC Employment Security Commission have a history of working together effectively on a number of initiatives for the benefit of the students of North Carolina. The proposed NC P20+ State Longitudinal Data System and the collaboration to which each of our sectors have committed our talent, efforts, and resources will provide opportunities for robust longitudinal research and analysis that will inform critical policy decisions for years to come. Sincerely,

R. Scott Ralls

MAILING ADDRESS: 5001 MAIL SERVICE CENTER ~ RALEIGH, NC 27699-5001 Street Address: 200 West Jones ~ Raleigh, NC 27603 ~ 919-807-7100 ~ Fax 919-807-7164
AN EQUAL OPPORTUNITY EMPLOYER

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Budget Narrative
Budget Narrative - Budget Justification
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BUDGET NARRATIVE BY YEAR The following budget narrative describes the cost components of the proposed NC P20+ State Longitudinal Data System (NC P20+). NCDPI is the lead entity, in addition to its work within its sector, and will serve as the fiscal agent for the NC P20+ effort. Pass-through funding will be provided to partner entities accompanied by the appropriate written agreements for their work toward achieving project outcomes. Partners include NCCCS, NCESC, NCICU, UNC, and NCECDG, and UNC-Chapel Hill’s Frank Porter Graham (FPG) Child Development Institute. For this proposal, budget support is provided to all sector partners, including NCDPI, for their sector-specific development and implementation activities. Budget support is also provided to NCDPI for its role as overall project administrator and for development of the NC Education Data Hub Total Cost Year 1 Year 2 Year 3 18,063,674 7,971,405 6,282,664 3,809,605 Year 1 Outcome 1.1 Outcome 1.3 Outcome 1.4 Outcome 1.5 Outcome 2.2 Outcome 2.3 Outcome 3.1 Outcome 3.2 Outcome 4.1 Outcome 4.3 Outcome 5.3 11,955 85,753 85,753 413,558 678,855 281,946 621,133 352,830 5,131,149 254,536 53,936 Year 2 11,955 84,758 84,758 204,080 179,502 795,855 119,322 60,180 4,491,503 150,450 100,300 Year 3 11,955 87,301 87,301 210,204 183,083 345,132 122,901 60,180 2,500,950 100,300 100,300 Total 35,865 257,812 257,812 827,842 1,041,440 1,422,933 863,356 473,190 12,123,602 505,286 254,536 18,063,674

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BUDGET NARRATIVE BY YEAR Descriptions of costs for all years are presented below by year and cost category. The budget descriptions for partners are presented in alphabetical order within each year under the contracts section. Also presented are three-year budget descriptions by outcome, with the partners presented alphabetically in the contracts section.

YEAR 1 – $8,025,0234 Direct Personnel - $278,200 Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. Direct personnel costs are comprised of $178,200 for an Administrative Assistant (100%) for the Project Management Office, Functional Systems Analysts (2) (100%) and $100,000 for Technical staff ($100,000 release time) In-kind effort in the amount of $88,685 is provided by the following personnel Adam Levinson, Project Director, 25% Gerald Thompson, 5% Karl Pond, 30% Michael Veckenstedt, 5% Peter Asmar, NC DPI CIO, 10% Philip Price, NC DPI CFO, 5% Direct Fringe Benefits - $55,640 Fringe benefits are budgeted at 20% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. In-kind contributions of $17,737 are for the fringe benefits associated with the in-kind effort. Travel - $4,800 Funds are budgeted at $1,200/person for four people to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. For FY 09-10 the state-approved rate for out-of-state per diem is $7.75 for breakfast, $10.10 for lunch and $19.65 for dinner. Hotel will be charged at actual cost, based on appropriate organizational prior approval and published rates by the conference sponsor. Those traveling include the Project Director, one of the Systems Analysts, and members of the NC DPI Enterprise Data Management staff (1 for project management and 3 for the NC DPI sector).

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BUDGET NARRATIVE BY YEAR Equipment - $338,000 $240,000 is budgeted for 30 servers at $8,000/each for the NC DPI sector infrastructure development. $48,000 is budgeted for agent servers at $8,000/each for each of the 6 sectors. $50,000 is budgeted for additional hardware to handle the increased load to support the UID system. Supplies - $9,000 Expendable supplies include $9,000 to acquire three lap top computers to be used by the system analyst(s), administrative assistance and technical staff. Contractual - $7,139,314 • Contracted Services - $2,146,500 – comprised of $247,500 for a contracted program manager and $99,000 for a contracted program assistant manager to provide day-to-day management for the entire project (including sector integration), $300,000 for a license extension and $200,000 for enhancements for the UID software, $500,000 to establish the data exchange middleware, $300,000 for SIF/PESC Agents for each sector (6 at $50,000/each), $200,000 to establish and implement the data dictionary, $250,000 contracted support for data audit and $50,000 contracted support for structured documentation and communication of stakeholder needs. • Vendors and Consultants - $1,490,000 – comprised of $840,000 for vendor-provided services/license for NCDPI to establish messaging standardization among source systems; $300,000 for vendor-provided services for upgrade of the front-end controls on source system; $200,000 contracted support for IT integration management; and $150,000 contracted support for other technology contractors. Partner Entities – Pass-through funds exempt from F&A base NCECDG - $262,500 • Contractual - $250,000 is budgeted to established contractual services for Smart Startrelated data: software application (GEMS) 75 partnerships @ $10,000 per, including 1 time start up expenses plus user fees, phased in over three years. • F&A – $12,500 is budgeted for F&A at the approved F&A rate is 5% of total direct costs. NCCCS - $665,732 • Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct Personnel - $247,000 – comprised of $40,000 for a to-be-hired Director of Academic Services (50%); $120,000 for a to-be-hired project manager (100%) and $87,000 for a P20+ database administrator (100%). • In-kind effort in the amount of $5,000 is provided by the Associate Vice President for Planning and Research – Keith Brown (5%) • Direct Fringe Benefits - $61,750 - Fringe benefits are budgeted at 25% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. NC P20+ | SLDS Proposal 3

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BUDGET NARRATIVE BY YEAR • • In-kind fringe benefits contributions of $1,250 are for the fringe benefits associated with the in-kind effort. Travel - $2,200 – comprised of $1,200 for the project manager to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. For FY 09-10 the state-approved rate for out-of-state per diem is $7.75 for breakfast, $10.10 for lunch and $19.65 for dinner. Hotel will be charged at actual cost, based on appropriate organizational prior approval and published rates by the conference sponsor. $1,000 is budgeted for in-state travel for the project manager and other project staff to travel state-wide to engage the 58 community colleges and to engage sector partners and stakeholders. Mileage is budgeted at the current state rate of .55/mile. Equipment - $160,000 – comprised of $15,000 for 2 database servers (32GB RAM x 4 processors (2 cores each) at $7,500/each; $15,000 to 2 VM Physical Servers (32GB RAM x 4 processors 2 cores each) at $7,500/each; and 2 network-based storage arrays (iSCSI devices/9.6TB raw storage) at $65,000/each Supplies - $9,000 - expendable supplies include $9,000 to acquire three lap top computers to be used by the project manager, database administrator and director of academic services. Other - $132,000 comprised of $125,000 to acquire via contract the necessary software components; $5,000 is for communication support (long distance phone/fax) and $2,000 for publication and printing of information materials for campuses and stakeholders. F&A - $53,782 is budgeted for F&A at the approved rate of 11.9% of modified total direct costs.

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NCESC – $821,982 • Direct Personnel - $117,242 to support Information Systems staff (72%) and Labor Market Information staff (20%) • In-kind effort in the amount of $12,087 is contributed by Betty McGrath (5%) and Bob Cottrell (5%). • Direct Fringe Benefits - $26,062. Fringe benefits are budgeted at 17.90% plus $4,527/annual FTE for health insurance and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. • In-kind contributions of $2,417 are for the fringe benefits associated with the in-kind effort. • Travel - $1,200 for the project manager to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. For FY 09-10 the state-approved rate for outof-state per diem is $7.75 for breakfast, $10.10 for lunch and $19.65 for dinner. Hotel will be charged at actual cost, based on appropriate organizational prior approval and published rates by the conference sponsor. • Equipment - $650,430 comprised of $151,290 to acquire and provision new server(s)[2] for the database and $499,140 to acquire via contract the necessary software components and related maintenance agreement. NC P20+ | SLDS Proposal 4

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BUDGET NARRATIVE BY YEAR • • • • Supplies - $1,905 for consumable supplies associated with the project. $168 is provided in-kind toward supplies. Contractual - $4,420 is budgeted for hourly IT support services (68 hours @ $65/hr.) Other - $4,895 is budgeted for communication (long distance phone/fax) and engagement of stakeholders and sector partners. F&A - $15,828 is budgeted at the approved rate of 13.50% of salaries only.

NCICU - $934,200 • Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct Personnel - $175,000 comprised of $100,000 for a system administrator (100%) and $75,000 for an assistant system administrator (100%). • In-kind effort in the amount of $17,871 is provided from 5% of Hope Williams project director and 5% of Tim McDowell • Direct Fringe Benefits – $45,500 –Fringe benefits are budgeted at 26% and will be charged at actual amount in accordance with institutional practice. • In-kind contributions of $4,646 are for the fringe benefits associated with the in-kind effort. • Travel - $1,200 for the project manager to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on institutional travel policy. • Equipment - $444,600 comprised of: $30,000 for a primary server to be housed at MCNC; $30,000 for a backup server in Rutherfordton, NC; $60,000 for hosting/service agreements with MCNC; $60,000 for storage/disc array; $1,000 for installation; $174,800 for associated and necessary software licenses; $40,000 for database software maintenance; and $48,800 for the development and deployment of reporting tools. • Supplies $6,000 - expendable supplies include $6,000 to acquire two lap top computers to be used by the system administrator and the assistant system administrator. • Contractual - $230,000 in contractual services to acquire system design consulting services. Procurement actions will be in accordance with institutional practice. • Other - $14,400 is budgeted for communication (long distance phone/fax) and engagement of the 39 system campuses state-wide, stakeholders and sector partners. • F&A - $17,500 is budgeted at a temporary rate of 10% of salaries and wages – the entity is submitting an indirect cost rate proposal for negotiation. UNC-Chapel Hill FPG Child Development Institute - $210,848 • Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct Personnel - $110,811 comprised of $66,303 for a project co-director (100% allocated across multiple outcomes), $25,974 in temporary hourly support for a data systems specialist; $18,182 in temporary hourly support for a research administrative assistance and $352 for a processing specialist (1%). • In-kind effort in the amount of $4,750 is provided from Patrice Neal (5%) NC P20+ | SLDS Proposal 5

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BUDGET NARRATIVE BY YEAR • Direct Fringe Benefits – $20,921 – Fringe benefits are budgeted at 19.4% plus $4,527/annual FTE for health insurance and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. In-kind contributions of $1,149 are for the fringe benefits associated with the in-kind effort. Travel - $9,120 comprised of $1,200 for the project manager to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. For FY 09-10 the state-approved rate for out-of-state per diem is $7.75 for breakfast, $10.10 for lunch and $19.65 for dinner. Hotel will be charged at actual cost, based on appropriate organizational prior approval and published rates by the conference sponsor. Mileage is budgeted at the current state rate of .55/mile. $5,544 is for in-state travel for multiple meetings of project partners, stakeholders, parent representatives, agency representatives and for the convening of advisory committee meetings. $2,376 is budgeted for up to two project staff to participate in out-of-state exceptional childfocused data systems conferences or meetings. Supplies - $5,360 in consumable supplies and charges associated with repair/maintenance of existing equipment. Contractual - $27,952 in contractual services comprised of $20,700 in consulting fees for state- and national-level exceptional child data experts in an amount not to exceed $1,000/day and $7,252 for consultant travel to UNC-CH. Other - $17,516 is comprised of $1,292 for televideo, long distance phone/fax charges, $10,120 for design and printing of information sharing materials for NCECDG stakeholders, $1,154 for stipends for parents participation in planning meetings and $4,950 for meeting expenses (regionally-based stakeholders and sector partners) including room rental. F&A - $19,168 is budgeted at a rate of 10% on total direct costs. The approved F&A rate for UNC-CH is 48% on a modified total direct cost base. UNC-CH has approved a waiver of the approved rate down to 10% of total direct costs for this proposal.

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UNC-GA - $607,552 • Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct Personnel - $210,000 – comprised of $120,000 for a to-be-hired data architect/project co-director (100%) and $90,000 for a to-be-hired database administrator (100%). • In-kind effort in the amount of $5,727 is provided by Alisa Chapman (5%). • Direct Fringe Benefits - $52,500 - Fringe benefits are budgeted at 25% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. • In-kind contributions of $1,432 are for the fringe benefits associated with the in-kind effort. NC P20+ | SLDS Proposal 6

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BUDGET NARRATIVE BY YEAR • Travel - $2,200 comprised of $1,200 for the project director or co-director to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. For FY 09-10 the state-approved rate for out-of-state per diem is $7.75 for breakfast, $10.10 for lunch and $19.65 for dinner. Hotel will be charged at actual cost, based on appropriate organizational prior approval and published rates by the conference sponsor. $1,000 is budgeted for in-state travel for the project manager and other project staff to travel state-wide to engage the 16 campuses and to engage sector partners and stakeholders. Mileage is budgeted at the current state rate of .55/mile. Equipment - $160,000 – comprised of $15,000 for 2 database servers (32GB RAM x 4 processors (2 cores each) at $7,500/each; $15,000 to 2 VM Physical Servers (32GB RAM x 4 processors 2 cores each) at $7,500/each; and 2 network-based storage arrays (iSCSI devices/9.6TB raw storage) at $65,000/each Supplies - $6,000 - expendable supplies include $6,000 to acquire two lap top computers to be used by the data architect/co-project director and database administrator. Other - $132,500 comprised of $125,000 budgeted to acquire via contract the necessary software components [VMWare VM virtualization licenses for 2 servers (1 in production and 1 hotsite). ORACLE: OLAP, Partitioning, Data Integrator Enterprise, Data Mining, Business Intelligence Suite and annual maintenance]; $5,000 is for communication support (televideo, long distance phone/fax) and $2,500 for publication and printing of information materials for campuses and stakeholders and meeting support for campus institutional research directors on ORCAL database transition. F&A - $44,352 is budgeted for F&A at the approved rate of 11% of modified total direct costs.

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Other - $15,000 Funds are requested to support stakeholder engagement activities including communication, requirements gathering, regional stakeholder discussion sessions and marketing of system development/capabilities. Facilities and Administrative Costs - $107,608, $23,843 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

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BUDGET NARRATIVE BY YEAR YEAR 2 – $6,282,664 Personnel - $286,546 Personnel costs and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. Direct personnel costs are comprised of $183,456 for the Administrative Assistant for the Project Management Office (100%) and Functional Systems Analysts (2) (100%) and $103,000 release time for Technical staff In-kind effort in the amount of $90,621 is provided by the following personnel Adam Levinson, Project Director, 25% Gerald Thompson, 5% Karl Pond, 30% Michael Veckenstedt, 5% Peter Asmar, NC DPI CIO, 10% Philip Price, NC DPI CFO, 5% Fringe Benefits - $57,309 Fringe benefits are budgeted at 20% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. In-kind contributions of $18,123 are for the fringe benefits associated with the in-kind effort. Travel - $4,800 Funds are budgeted at $1,200/person for four people to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. For FY 09-10 the state-approved rate for out-of-state per diem is $7.75 for breakfast, $10.10 for lunch and $19.65 for dinner. Hotel will be charged at actual cost, based on appropriate organizational prior approval and published rates by the conference sponsor. Those traveling include the Project Director, the Systems Analyst, and members of the NC DPI Enterprise Data Management staff (1 for project management and 3 for the NC DPI sector). Equipment - $40,000 Funds are budgeted for provisioning/wiring and maintenance for the 36 servers purchased in year 1. Contractual - $5,808,758 • Contracted Services - $726,895 comprised of $254,925 for contracted program manager and $101,970 for contract program assistant manager to provide day-to-day management of the entire project, $60,000 for maintenance agreement on the license extension for the UID software, $60,000 for maintenance on the SIF/PESC software/hardware, $150,000

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BUDGET NARRATIVE BY YEAR contracted support for data audit and $100,000 contracted support for structured documentation and communication of stakeholder needs. Vendors and consultants - $2,390,000 comprised of $1,540,000 for vendor-provided services/license for NCDPI to establish messaging standardization among source systems; $500,000 for vendor-provided services for upgrade front-end controls on source system; $200,000 contracted support for IT integration management; and $150,000 contracted support for other technology contractors.

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Partner Entities – Pass-through funds NCECDG - $286,125 • Contractual - $272,500 – comprised of $250,000 to establish contractual services for Smart Start-related data: software application (GEMS) 75 partnerships @ $10,000 per, including 1 time start up expenses plus user fees, phased in over three years and $22,500 services for Head Start to enhance existing state-level system with local interface to accommodate child-level data, add common data files and enable assignment of NC-WISE UIDs. • F&A – $13,625 is budgeted for F&A at the approved F&A rate is 5% of total direct costs. NCCCS - $403,638 • Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct Personnel - $254,410 – comprised of $41,200 for a to-be-hired Director of Academic Services (50%) $123,600 for a to-be-hired project manager (100%) and $89,610 for a P20+ database administrator (100%). • In-kind effort in the amount of $5,150 is provided by the Associate Vice President for Planning and Research – Keith Brown (5%) • Direct Fringe Benefits - $63,603 - Fringe benefits are budgeted at 25% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. • In-kind contributions of $1,288 are for the fringe benefits associated with the in-kind effort. • Travel - $2,700 – comprised of $1,200 for the project manager to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. For FY 09-10 the state-approved rate for out-of-state per diem is $7.75 for breakfast, $10.10 for lunch and $19.65 for dinner. Hotel will be charged at actual cost, based on appropriate organizational prior approval and published rates by the conference sponsor. $1,500 is budgeted for in-state travel for the project manager and other project staff to travel state-wide to engage the 58 community colleges and to engage sector partners and stakeholders. Mileage is budgeted at the current state rate of .55/mile. • Other - $40,000 comprised of $25,000 budgeted for maintenance agreements associated with software purchased in year 1, $5,000 for communication support NC P20+ | SLDS Proposal 9

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BUDGET NARRATIVE BY YEAR (long distance phone/fax) and $10,000 for publication and printing of information materials for campuses and stakeholders. F&A - $36,653 is budgeted for F&A at the approved rate of 11.9% of modified total direct costs.

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NCESC – $132,721 • Direct Personnel - $38,155 to support Information Systems (10%) and Labor Market Information staff (20%). • In-kind effort in the amount of $12,450 is contributed by Betty McGrath (5%) and Bob Cottrell (5%). • Direct Fringe Benefits - $9,075. Fringe benefits are budgeted at 17.90% plus $4,527/annual FTE for health insurance and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. • In-kind contributions of $2,490 are for the fringe benefits associated with the in-kind effort. • Travel - $1,200 for the project manager to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. For FY 09-10 the state-approved rate for outof-state per diem is $7.75 for breakfast, $10.10 for lunch and $19.65 for dinner. Hotel will be charged at actual cost, based on appropriate organizational prior approval and published rates by the conference sponsor. • Equipment - $76,140 to acquire via contract the necessary maintenance agreements for the hardware/software obtained in year 1. • Supplies - $840 for consumable supplies associated with the project. $168 is provided in-kind toward supplies. • Other - $2,160 is budgeted for communication (long distance phone/fax) and engagement of stakeholders and sector partners. • F&A - $5,151 is budgeted at the approved rate of 13.50% of salaries only. NCICU - $1,306,140 • Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct Personnel - $180,250 comprised of $103,000 for a system administrator (100%) and $77,250 for an assistant system administrator (100%). • In-kind effort in the amount of $18,407 is provided from 5% of Hope Williams project director and 5% of Tim McDowell • Direct Fringe Benefits – $46,865 –Fringe benefits are budgeted at 26% and will be charged at actual amount in accordance with institutional practice. • In-kind contributions of $4,785 are for the fringe benefits associated with the in-kind effort. • Travel - $1,200 for the project manager to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on institutional travel policy. NC P20+ | SLDS Proposal 10

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BUDGET NARRATIVE BY YEAR • • Equipment - $110,600 comprised of: $60,000 for hosting/service agreements with MCNC; $41,800 for associated and necessary software licenses and $8,800 for the development and deployment of reporting tools. Contractual - $836,000 comprised of $336,000 in contractual services to acquire system design consulting services and $500,000 in contractual services for campus consultants – assets to be allocated according to campus need. Procurement actions will be in accordance with institutional practice. Other - $113,200 is comprised of $64,800 for training of personnel from 36 of the campuses, $30,400 for the production and distribution of training materials and $18,000 for communication (long distance phone/fax) and engagement of the 39 system campuses state-wide, stakeholders and sector partners. F&A - $18,025 is budgeted at a temporary rate of 10% of salaries and wages – the entity is submitting an indirect cost rate proposal for negotiation.

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UNC-Chapel Hill FPG Child Development Institute - $213,506 • Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct Personnel - $114,135 comprised of $68,292 for a project co-director (100% allocated across multiple outcomes), $26,753 in temporary hourly support for a data systems specialist; $18,728 in temporary hourly support for a research administrative assistance and $362 for a processing specialist (1%). • In-kind effort in the amount of $4,893 is provided from Patrice Neal (5%) • Direct Fringe Benefits – $21,549 – In-kind contributions of $1,183 are for the fringe benefits associated with the in-kind effort. Fringe benefits are budgeted at 19.4% plus $4,527/annual FTE for health insurance and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. • Travel - $9,120 comprised of $1,200 for the project manager to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. For FY 09-10 the state-approved rate for out-of-state per diem is $7.75 for breakfast, $10.10 for lunch and $19.65 for dinner. Hotel will be charged at actual cost, based on appropriate organizational prior approval and published rates by the conference sponsor. Mileage is budgeted at the current state rate of .55/mile. $5,544 is for in-state travel for multiple meetings of project partners, stakeholders, parent representatives, agency representatives and for the convening of advisory committee meetings. $2,376 is budgeted for up to two project staff to participate in out-of-state exceptional childfocused data systems conferences or meetings. • Supplies - $4,975 in consumable supplies and charges associated with repair/maintenance of existing equipment. • Contractual - $27,952 in contractual services comprised of $20,700 in consulting fees for state- and national-level exceptional child data experts in an amount not to exceed $1,000/day and $7,252 for consultant travel to UNC-CH. • Other - $16,366 is comprised of $1,192 for televideo, long distance phone/fax charges, $9,100 for design and printing of information sharing materials for NC P20+ | SLDS Proposal 11

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BUDGET NARRATIVE BY YEAR NCECDG stakeholders, $1,154 for stipends for parents participation in planning meetings and $4,920 for meeting expenses (regionally-based stakeholders and sector partners) including room rental. F&A - $19,409 is budgeted at a rate of 10% on total direct costs. The approved F&A rate for UNC-CH is 48% on a modified total direct cost base. UNC-CH has approved a waiver of the approved rate down to 10% of total direct costs for this proposal.

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UNC-GA - $349,733 • Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct Personnel - $216,300 – comprised of $123,600 for a to-be-hired data architect/project co-director (100%) and $92,700 for a to-be-hired database administrator (100%). • In-kind effort in the amount of $5,899 is provided by Alisa Chapman (5%). • Direct Fringe Benefits - $54,075 - Fringe benefits are budgeted at 25% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. • In-kind contributions of $1,475 are for the fringe benefits associated with the in-kind effort. • Travel - $2,200 comprised of $1,200 for the project director or co-director to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. For FY 09-10 the state-approved rate for out-of-state per diem is $7.75 for breakfast, $10.10 for lunch and $19.65 for dinner. Hotel will be charged at actual cost, based on appropriate organizational prior approval and published rates by the conference sponsor. $1,000 is budgeted for in-state travel for the project manager and other project staff to travel state-wide to engage the 16 campuses and to engage sector partners and stakeholders. Mileage is budgeted at the current state rate of .55/mile. • Other - $42,500 - comprised of $25,000 is budgeted for maintenance agreements for the associated hardware and software purchased in year 1; $5,000 is for communication support (televideo, long distance phone/fax) and $12,500 for publication and printing of information materials for campuses and stakeholders and meeting support for campus institutional research directors on ORCAL database transition. • F&A - $34,658 is budgeted for F&A at the approved rate of 11% of modified total direct costs. Other - $12,000 Funds are requested to support stakeholder engagement activities including communication, requirements gathering, regional stakeholder discussion sessions and marketing of system development/capabilities.

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BUDGET NARRATIVE BY YEAR Facilities and Administrative Costs - $54,459, $18,792 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

YEAR 3 – $3,809,605 Personnel - $295,142 Personnel costs and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. Direct personnel costs are comprised of $189,052 for Administrative Assistant for the Project Management Office (100%) and Functional Systems Analysts (2) (100%) and $106,090 in release time for Technical staff. In-kind effort in the amount of $93,340 is provided by the following personnel Adam Levinson, Project Director, 25% Gerald Thompson, 5% Karl Pond, 30% Michael Veckenstedt, 5% Peter Asmar, NC DPI CIO, 10% Philip Price, NC DPI CFO, 5% Fringe Benefits - $59,028 Fringe benefits are budgeted at 20% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. In-kind contributions of $18,668 are for the fringe benefits associated with the in-kind effort. Travel - $4,800 Funds are budgeted at $1,200/person for four people to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. For FY 09-10 the state-approved rate for out-of-state per diem is $7.75 for breakfast, $10.10 for lunch and $19.65 for dinner. Hotel will be charged at actual cost, based on appropriate organizational prior approval and published rates by the conference sponsor. Those traveling include the Project Director, the Systems Analyst, and members of the NC DPI Enterprise Data Management staff (1 for project management and 3 for the NC DPI sector).

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BUDGET NARRATIVE BY YEAR Equipment - $30,000 Funds are budgeted for provisioning/wiring and maintenance for the 36 servers purchased in year 1. Contractual - $3,337,769 • Contracted Services - $687,602 comprised of $262,572 for contracted program manager and $105,030 for contract program assistant manager to provide day-to-day management of the entire project, $60,000 for maintenance agreement on the license extension for the UID software, $60,000 for maintenance on the SIF/PESC software/hardware, $100,000 contracted support for data audit and $100,000 contracted support for structured documentation and communication of stakeholder needs. • Vendors and consultants - $720,000 comprised of $420,000 for vendor-provided services/license for NCDPI to establish messaging standardization among source systems; $200,000 contracted support for IT integration management; and $100,000 contracted support for other technology contractors. Partner Entities – Pass-through funds NCECDG - $425,303 • Contractual - $405,050 – comprised of $250,000 to establish contractual services for Smart Start-related data: software application (GEMS) 75 partnerships @ $10,000 per, including 1 time start up expenses plus user fees, phased in over three years; $12,500 services for Head Start to enhance existing state-level system with local interface to accommodate child-level data, add common data files and enable assignment of NC-WISE UIDs; $36,000 for DPH enhancement of existing Part C Instant-Toddler system to add common data fields plus interface to enable assignment of NC-WISE UID; and $106,550 DCD programming modifications to enhance child care subsidy system and interface to enable assignment of NC-WISE UID. • F&A – $20,252 is budgeted for F&A at the approved F&A rate is 5% of total direct costs. NCCCS - $414,872 • Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct Personnel - $262,042 – comprised of $42,436 for a to-be-hired Director of Academic Services (50%) $127,308 for a to-be-hired project manager (100%) and $92,298 for a B-20+ database administrator (100%). • In-kind effort in the amount of $5,150 is provided by the Associate Vice President for Planning and Research – Keith Brown (5%) • Direct Fringe Benefits - $65,511 - Fringe benefits are budgeted at 25% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. • In-kind contributions of $1,288 are for the fringe benefits associated with the in-kind effort.

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BUDGET NARRATIVE BY YEAR • Travel - $3,200 – comprised of $1,200 for the project manager to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. For FY 09-10 the state-approved rate for out-of-state per diem is $7.75 for breakfast, $10.10 for lunch and $19.65 for dinner. Hotel will be charged at actual cost, based on appropriate organizational prior approval and published rates by the conference sponsor. $2,000 is budgeted for in-state travel for the project manager and other project staff to travel state-wide to engage the 58 community colleges and to engage sector partners and stakeholders. Mileage is budgeted at the current state rate of .55/mile. Other - $40,000 comprised of $25,000 budgeted for maintenance agreements associated with software purchased in year 1, $5,000 for communication support (long distance phone/fax) and $10,000 for publication and printing of information materials for campuses and stakeholders. F&A - $44,119 is budgeted for F&A at the approved rate of 11.9% of modified total direct costs.

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NCESC – $132,721 • Direct Personnel - $38,155 to support IS staff (10%) and LMI staff (20%). • In-kind effort in the amount of $12,823 is contributed by Betty McGrath (5%) and Bob Cottrell (5%). • Direct Fringe Benefits - $9,075. Fringe benefits are budgeted at 17.90% plus $4,527/annual FTE for health insurance and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. • In-kind contributions of $2,565 are for the fringe benefits associated with the in-kind effort. • Travel - $1,200 for the project manager to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. For FY 09-10 the state-approved rate for outof-state per diem is $7.75 for breakfast, $10.10 for lunch and $19.65 for dinner. Hotel will be charged at actual cost, based on appropriate organizational prior approval and published rates by the conference sponsor. • Equipment - $76,140 to acquire via contract the necessary maintenance agreements for the hardware and software acquired in year 1. • Supplies - $840 for consumable supplies associated with the project. $169 is provided in-kind toward supplies. • Other - $2,160 is budgeted for communication (long distance phone/fax) and engagement of stakeholders and sector partners. • F&A - $5,151 is budgeted at the approved rate of 13.50% of salaries only. NCICU - $382,294 • Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct Personnel - $185,658 comprised of $106,090 for a system administrator (100%) and $79,568 for an assistant system administrator (100%). NC P20+ | SLDS Proposal 15

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BUDGET NARRATIVE BY YEAR • • • • • • • In-kind effort in the amount of $18,959 is provided from 5% of Hope Williams project director and 5% of Tim McDowell Direct Fringe Benefits – $48,271 - Fringe benefits are budgeted at 26% and will be charged at actual amount. In-kind contributions of $4,929 are for the fringe benefits associated with the in-kind effort. Travel - $1,200 for the project manager to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on institutional travel policy. Equipment - $110,600 comprised of: $60,000 for hosting/service agreements with MCNC; $41,800 for associated and necessary software licenses and $8,800 for the development and deployment of reporting tools. Other - $18,000 is budgeted for communication (long distance phone/fax) and engagement of the 39 system campuses state-wide, stakeholders and sector partners. F&A - $18,565 is budgeted at a temporary rate of 10% of salaries and wages – the entity is submitting an indirect cost rate proposal for negotiation.

UNC-Chapel Hill FPG Child Development Institute - $216,240 • Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct Personnel - $117,559 comprised of $70,341 for a project co-director (100% allocated across multiple outcomes), $27,566 in temporary hourly support for a data systems specialist; $19,289 in temporary hourly support for a research administrative assistance and $373 for a processing specialist (1%). • In-kind effort in the amount of $5,039 is provided from Patrice Neal (5%) • Direct Fringe Benefits – $22,196 – In-kind contributions of $1,219 are for the fringe benefits associated with the in-kind effort. Fringe benefits are budgeted at 19.4% plus $4,527/annual FTE for health insurance and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. • Travel - $9,120 comprised of $1,200 for the project manager to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. For FY 09-10 the state-approved rate for out-of-state per diem is $7.75 for breakfast, $10.10 for lunch and $19.65 for dinner. Hotel will be charged at actual cost, based on appropriate organizational prior approval and published rates by the conference sponsor. Mileage is budgeted at the current state rate of .55/mile. $5,544 is for in-state travel for multiple meetings of project partners, stakeholders, parent representatives, agency representatives and for the convening of advisory committee meetings. $2,376 is budgeted for up to two project staff to participate in out-of-state exceptional childfocused data systems conferences or meetings. • Supplies - $4,625 in consumable supplies and charges associated with repair/maintenance of existing equipment.

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BUDGET NARRATIVE BY YEAR • • Contractual - $27,952 in contractual services comprised of $20,700 in consulting fees for state- and national-level exceptional child data experts in an amount not to exceed $1,000/day and $7,252 for consultant travel to UNC-CH. Other - $15,131 is comprised of $997 for televideo, long distance phone/fax charges, $8,100 for design and printing of information sharing materials for NCECDG stakeholders, $1,134 for stipends for parents participation in planning meetings and $4,900 for meeting expenses (regionally-based stakeholders and sector partners) including room rental. F&A - $19,657 is budgeted at a rate of 10% on total direct costs. The approved F&A rate for UNC-CH is 48% on a modified total direct cost base. UNC-CH has approved a waiver of the approved rate down to 10% of total direct costs for this proposal.

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UNC-GA - $358,737 • Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct Personnel - $222,789 – comprised of $127,308 for a to-be-hired data architect/project co-director (100%) and $95,481for a to-be-hired database administrator (100%). • In-kind effort in the amount of $6,076 is provided by Alisa Chapman (5%). • Direct Fringe Benefits - $55,697 - Fringe benefits are budgeted at 25% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. • In-kind contributions of $1,519 are for the fringe benefits associated with the in-kind effort. • Travel - $2,200 comprised of $1,200 for the project director or co-director to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. For FY 09-10 the state-approved rate for out-of-state per diem is $7.75 for breakfast, $10.10 for lunch and $19.65 for dinner. Hotel will be charged at actual cost, based on appropriate organizational prior approval and published rates by the conference sponsor. $1,000 is budgeted for in-state travel for the project manager and other project staff to travel state-wide to engage the 16 campuses and to engage sector partners and stakeholders. Mileage is budgeted at the current state rate of .55/mile. • Other - $42,500 - comprised of $25,000 is budgeted for maintenance agreements for the associated hardware and software purchased in year 1; $5,000 is for communication support (televideo, long distance phone/fax) and $12,500 for publication and printing of information materials for campuses and stakeholders and meeting support for campus institutional research directors on ORCAL database transition. • F&A - $35,551 is budgeted for F&A at the approved rate of 11% of modified total direct costs.

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BUDGET NARRATIVE BY YEAR Other - $15,000 Funds are requested to support stakeholder engagement activities including communication, requirements gathering, regional stakeholder discussion sessions and marketing of system development/capabilities. Facilities and Administrative Costs - $56,471, $11,395 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

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BUDGET NARRATIVE BY OUTCOME / YEAR OUTCOME 1.1 – TOTAL - $35,866 (All Sectors) YEAR 1 - $11,955 Personnel - $0 No direct funds are requested for personnel associated with outcome 1.1. In-kind contributions of $77,895 include: Adam Levinson, Project Director, 5% Gerald Thompson, 5% Karl Pond, 30% Michael Veckenstedt, 5% Peter Asmar, NC DPI CIO, 10% Philip Price, NC DPI CFO, 5% Fringe Benefits - $0 In-kind contributions of $15,579 are for the fringe benefits associated with the in-kind effort. Fringe benefits are budgeted at 20% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. Travel - $4,800 Funds are budgeted at $1,200/person for four people to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. For FY 09-10 the state-approved rate for out-of-state per diem is $7.75 for breakfast, $10.10 for lunch and $19.65 for dinner. Hotel will be charged at actual cost, based on appropriate organizational prior approval and published rates by the conference sponsor. Those traveling include the Project Director, a Systems Analyst, and members of the NC DPI Enterprise Data Management staff (1 for project management and 3 for the NC DPI sector). Partner Entities – Pass-through funds NCECDG - $0 NCCCS - $1,343 • Personnel – In-kind contributions of $5,000 include: Keith Brown (5%) • Fringe Benefits - In-kind contributions of $1,250 are for fringe benefits associated with the in-kind effort. • Travel - $1,200 – funds are budgeted for one person to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. • F&A – $143 - The approved F&A rate is 11.9% on a modified total direct cost base.

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BUDGET NARRATIVE BY OUTCOME / YEAR NCESC – $1,200 • Personnel – In-kind contributions of $12,087 include: Betty McGrath, 5% and Robert Cottrell, 5% • Fringe Benefits - In-kind contributions of $2,417 are for fringe benefits associated with the in-kind effort. • Travel - $1,200 – funds are budgeted for one person to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. NCICU - $1,200 • Personnel – In-kind contributions of $11,974 include Hope Williams, 5% • Fringe Benefits - In-kind contributions of $3,113 are for fringe benefits associated with the in-kind effort.$ on in-kind contributions • Travel - $1,200 – funds are budgeted for one person to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. UNC-Chapel Hill FPG Child Development Institute - $1,320 • Personnel – In-kind contributions of $4,750 are for Patrice Neal (5%) • Fringe Benefits - In-kind contributions of $1,149 are for fringe benefits associated with the in-kind effort • Travel - $1,200 – funds are budgeted for one person to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. • F&A –$120 - The approved F&A rate is 47% on a modified total direct cost base. UNC has approved a waiver of the approved rate down to 10% of total direct costs for this proposal. UNC-GA - $1,332 • Personnel – In-kind contributions of $5,727 are for Alisa Chapman, 5% • 7,946: • Fringe Benefits - In-kind contributions of $1,432 are for fringe benefits associated with the in-kind effort • Travel - $1,200 – funds are budgeted for one person to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. • F&A – $132 - The approved F&A rate is 11% on a modified total direct cost base. Facilities and Administrative Costs - $725, $36 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

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BUDGET NARRATIVE BY OUTCOME / YEAR YEAR 2 - $11,955 Personnel - $0 No direct funds are requested for personnel associated with outcome 1.1. In-kind contributions of $80,232 include: Adam Levinson, Project Director, 55% Gerald Thompson, 5% Karl Pond, 30% Michael Veckenstedt, 5% Peter Asmar, NC DPI CIO, 10% Philip Price, NC DPI CFO, 5%

Fringe Benefits - $0 In-kind contributions of $16,046 are for the fringe benefits associated with the in-kind effort. Fringe benefits are budgeted at 20% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. Travel - $4,800 Funds are budgeted at $1,200/person for four people to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. For FY 09-10 the state-approved rate for out-of-state per diem is $7.75 for breakfast, $10.10 for lunch and $19.65 for dinner. Hotel will be charged at actual cost, based on appropriate organizational prior approval and published rates by the conference sponsor. Those traveling include the Project Director, the Systems Analyst, and members of the NC DPI Enterprise Data Management staff (1 for project management and 3 for the NC DPI sector). Partner Entities – Pass-through funds NCECDG - $0 NCCCS - $1,343 • Personnel – In-kind contributions of $5,150 include: Keith Brown (5%) • Fringe Benefits - In-kind contributions of $1,288 are for fringe benefits associated with the in-kind effort. • Travel - $1,200 – funds are budgeted for one person to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. • F&A – $143 - The approved F&A rate is 11.9% on a modified total direct cost base.

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NCESC – $1,200 • Personnel – In-kind contributions of $12,450 include: Betty McGrath, 5% and Robert Cottrell, 5% • Fringe Benefits - In-kind contributions of $2,490 are for fringe benefits associated with the in-kind effort. • Travel - $1,200 – funds are budgeted for one person to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. NCICU - $1,200 • Personnel – In-kind contributions of $12,333 include Hope Williams, 5% • Fringe Benefits - In-kind contributions of $3,203 are for fringe benefits associated with the in-kind effort.$ on in-kind contributions • Travel - $1,200 – funds are budgeted for one person to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. UNC-Chapel Hill FPG Child Development Institute - $1,320 • Personnel – In-kind contributions of $4,893 are for Patrice Neal (5%) • Fringe Benefits - In-kind contributions of $1,183 are for fringe benefits associated with the in-kind effort • Travel - $1,200 – funds are budgeted for one person to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. • F&A –$120 - The approved F&A rate is 47% on a modified total direct cost base. UNC has approved a waiver of the approved rate down to 10% of total direct costs for this proposal. UNC-GA - $1,332 • Personnel – In-kind contributions of $5,899 are for Alisa Chapman, 5% • 7,946: • Fringe Benefits - In-kind contributions of $1,475 are for fringe benefits associated with the in-kind effort • Travel - $1,200 – funds are budgeted for one person to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. • F&A – $132 - The approved F&A rate is 11% on a modified total direct cost base. Facilities and Administrative Costs - $725, $36 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18 NC P20+ | SLDS Proposal 22

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BUDGET NARRATIVE BY OUTCOME / YEAR YEAR 3 - $11,955 Personnel - $0 No direct funds are requested for personnel associated with outcome 1.1. In-kind contributions of $82,639 include: Adam Levinson, Project Director, 5% Gerald Thompson, 5% Karl Pond, 30% Michael Veckenstedt, 5% Peter Asmar, NC DPI CIO, 10% Philip Price, NC DPI CFO, 5% Fringe Benefits - $0 In-kind contributions of $16,528 are for the fringe benefits associated with the in-kind effort. Fringe benefits are budgeted at 20% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. Travel - $4,800 Funds are budgeted at $1,200/person for four people to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. For FY 09-10 the state-approved rate for out-of-state per diem is $7.75 for breakfast, $10.10 for lunch and $19.65 for dinner. Hotel will be charged at actual cost, based on appropriate organizational prior approval and published rates by the conference sponsor. Those traveling include the Project Director, the Systems Analyst, and members of the NC DPI Enterprise Data Management staff (1 for project management and 3 for the NC DPI sector). Partner Entities – Pass-through funds NCECDG - $0 NCCCS - $1,343 • Personnel – In-kind contributions of $5,305 include: Keith Brown (5%) • Fringe Benefits - In-kind contributions of $1,326 are for fringe benefits associated with the in-kind effort. • Travel - $1,200 – funds are budgeted for one person to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. • F&A – $143 - The approved F&A rate is 11.9% on a modified total direct cost base.

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BUDGET NARRATIVE BY OUTCOME / YEAR NCESC – $1,200 • Personnel – In-kind contributions of $12,823 include: Betty McGrath, 5% and Robert Cottrell, 5% • Fringe Benefits - In-kind contributions of $2,565 are for fringe benefits associated with the in-kind effort. • Travel - $1,200 – funds are budgeted for one person to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. NCICU - $1,200 • Personnel – In-kind contributions of $12,703 include Hope Williams, 5% • Fringe Benefits - In-kind contributions of $3,303 are for fringe benefits associated with the in-kind effort.$ on in-kind contributions • Travel - $1,200 – funds are budgeted for one person to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. UNC-Chapel Hill FPG Child Development Institute - $1,320 • Personnel – In-kind contributions of $5,039 are for Patrice Neal (5%) • Fringe Benefits - In-kind contributions of $1,219 are for fringe benefits associated with the in-kind effort • Travel - $1,200 – funds are budgeted for one person to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. • F&A –$120 - The approved F&A rate is 47% on a modified total direct cost base. UNC has approved a waiver of the approved rate down to 10% of total direct costs for this proposal. UNC-GA - $1,332 • Personnel – In-kind contributions of $6,076 are for Alisa Chapman, 5% • 7,946: • Fringe Benefits - In-kind contributions of $1,519 are for fringe benefits associated with the in-kind effort • Travel - $1,200 – funds are budgeted for one person to travel to the annual project director’s meeting in Washington, DC and will cover air and ground transportation, lodging and per diem, based on state-approved rates. • F&A – $132 - The approved F&A rate is 11% on a modified total direct cost base. Facilities and Administrative Costs - $725, $36 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

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BUDGET NARRATIVE BY OUTCOME / YEAR OUTCOME 1.2 – No budget association with outcome 1.2

OUTCOME 1.3 – TOTAL- $257,812 (Funding for NC DPI only in support of overall data exchange)

YEAR 1 - $85,753 Personnel - $59,400 Personnel costs and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. Direct personnel of $59,400 is comprised of two functional systems analysts. (33%). The cost of the systems analysts have been allocated across three outcomes equally at 33% effort/each outcome. In-kind contributions of $5,395 are for Adam Levinson (5%). Fringe Benefits - $11,880 Fringe benefits are budgeted at 20% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. In-kind contributions of $1,079 are for the fringe benefits associated with the in-kind effort. Supplies - $3,000 The cost of expendable supplies for the system analyst(s), administrative assistant and technical staff have been allocated across three outcomes equally at $3,000/each outcome. Facilities and Administrative Costs - $11,216, $256 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

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BUDGET NARRATIVE BY OUTCOME / YEAR YEAR 2 - $84,758 Personnel - $61,182 Personnel costs and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. Direct personnel of $61,182 is comprised of two functional systems analysts. (33%). The cost of the systems analysts have been allocated across three outcomes equally at 33% effort/each outcome. In-kind contributions of $5,557 are for Adam Levinson (5%). Fringe Benefits - $12,236 Fringe benefits are budgeted at 20% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. In-kind contributions of $1,111 are for the fringe benefits associated with the in-kind effort. Facilities and Administrative Costs - $11,086, $254 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

YEAR 3 - $87,301 Personnel - $63,017 Personnel costs and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. Direct personnel of $63,017 is comprised of two functional systems analysts. (33%). The cost of the systems analysts have been allocated across three outcomes equally at 33% effort/each outcome. In-kind contributions of $5,724 are for Adam Levinson (5%). Fringe Benefits - $12,603 Fringe benefits are budgeted at 20% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. NC P20+ | SLDS Proposal 26

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BUDGET NARRATIVE BY OUTCOME / YEAR In-kind contributions of $1,145 are for the fringe benefits associated with the in-kind effort. Facilities and Administrative Costs - $11,419, $261 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

OUTCOME 1.4 – TOTAL - $257,812 (Funding for NC DPI only in support of overall data exchange) YEAR 1 - $85,753 Personnel - $59,400 Personnel costs and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. Direct personnel of $59,400 is comprised of two functional systems analysts (33%). The cost of the SA have been allocated across three outcomes equally at 33% effort/each outcome. Fringe Benefits - $11,880 benefits are budgeted at 20% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. Supplies - $3,000 The cost of expendable supplies for the system analyst (s), administrative assistant and technical staff have been allocated across three outcomes equally at $3,000/each outcome. Facilities and Administrative Costs - $11,216, $256 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

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BUDGET NARRATIVE BY OUTCOME / YEAR YEAR 2 - $84,758 Personnel - $61,182 Personnel costs and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. Direct personnel of $61,182 is comprised of two functional systems analysts (33%). The cost of the systems analysts have been allocated across three outcomes equally at 33% effort/each outcome. Fringe Benefits - $12,236 Fringe benefits are budgeted at 20% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. Facilities and Administrative Costs - $11,086, $254 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

YEAR 3 - $87,301 Personnel - $63,017 Personnel costs and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. Direct personnel of $63,017 is comprised of two functional systems analysts (33%). The cost of the systems analysts have been allocated across three outcomes equally at 33% effort/each outcome. Fringe Benefits - $12,603 Fringe benefits are budgeted at 20% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. Facilities and Administrative Costs - $11,419, $261 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment

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BUDGET NARRATIVE BY OUTCOME / YEAR places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

OUTCOME 1.5 – TOTAL- $872,842 (Funding for NC DPI only in support of overall data exchange) YEAR 1 - $413,558 Personnel - $59,400 Personnel costs and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. Direct personnel of $59,400 is comprised of two functional systems analysts (33%). The cost of the systems analysts have been allocated across three outcomes equally at 33% effort/each outcome. Fringe Benefits - $11,880 Fringe benefits are budgeted at 20% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. Supplies - $3,000 The cost of expendable supplies for the system analyst (s), administrative assistant and technical staff have been allocated across three outcomes equally at $3,000/each outcome. Contractual - $315,500 Contracts will be issued to secure critical day-to-day program management support for the entire project. The cost of the program management support has been allocated across three outcomes equally at 33% per outcome. Contracts will be issued to secure the necessary program management support in the form of a program manager ($82,500), an assistant program manager ($33,000). A contract will be issued to develop and implement the data dictionary ($200,000). Facilities and Administrative Costs - $22,541, $1,237 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

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BUDGET NARRATIVE BY OUTCOME / YEAR YEAR 2 – $204,080 Personnel - $61,182 Personnel costs and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. Direct personnel of $61,182 comprised of two functional systems analysts (33%). The cost of the systems analysts have been allocated across three outcomes equally at 33% effort/each outcome. Fringe Benefits - $12,236 Fringe benefits are budgeted at 20% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. Contractual - $118,965 Contracts will be issued to secure critical day-to-day program management support for the entire project. The cost of the program management support has been allocated across three outcomes equally at 33% effort/each outcome. Contracts will be issued to secure the necessary program management support in the form of a program manager ($84,975), an assistant program manager ($33,990). Facilities and Administrative Costs - $11,086, $610 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

YEAR 3 - $210,204 Personnel - $63,017 Personnel costs and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. Direct personnel of $63,017 is comprised of two functional systems analysts (33%). The cost of the systems analysts have been allocated across three outcomes equally at 33% effort/each outcome. Fringe Benefits - $12,603 Fringe benefits are budgeted at 20% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the

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BUDGET NARRATIVE BY OUTCOME / YEAR optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. Contractual - $122,534 Contracts will be issued to secure critical day-to-day program management support for the entire project. The cost of the program management support has been allocated across three outcomes equally at 33% effort/each outcome. Contracts will be issued to secure the necessary program management support in the form of a program manager ($87,524), an assistant program manager ($35,010). Facilities and Administrative Costs - $11,420, $629 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

OUTCOME 2.1 – No budget associated with outcome 2.1

OUTCOME 2.2 – TOTAL - $1,041,440 (Funding for NC DPI only in support of overall data exchange) YEAR 1 - $678,855 Equipment - $50,000 Funds are budgeted for additional hardware to handle the increased load to support the UID system. Contractual - $665,500 Contracts will be issued to secure critical day-to-day program management support for the entire project. The cost of the program management support has been allocated across three outcomes equally at 33% per outcome. Contracts will be issued to secure the necessary program management support in the form of a program manager ($82,500), an assistant program manager ($33,000). A contract will be issued to secure a license extension for UID software ($300,000) and to implement system enhancements ($200,000). Facilities and Administrative Costs - $11,325, $2,030 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18 NC P20+ | SLDS Proposal 31

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BUDGET NARRATIVE BY OUTCOME / YEAR YEAR 2 - $179,502 Contractual - $178,965 Contracts will be issued to secure critical day-to-day program management support for the entire project. The cost of the program management support has been allocated across three outcomes equally at 33% effort/each outcome. Contracts will be issued to secure the necessary program management support in the form of a program manager ($84,975), an assistant program manager ($33,990). A contract will be issued to secure maintenance on the license extension for UID software ($60,000). Facilities and Administrative Costs - $0, $537 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

YEAR 3 - $183,082 Contractual - $182,534 Contracts will be issued to secure critical day-to-day program management support for the entire project. The cost of the program management support has been allocated across three outcomes equally at 33% effort/each outcome. Contracts will be issued to secure the necessary program management support in the form of a program manager ($87,524), an assistant program manager ($35,010). A contract will be issued to secure maintenance on the license extension for YUID software ($60,000). Facilities and Administrative Costs - $0, $548 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

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BUDGET NARRATIVE BY OUTCOME / YEAR OUTCOME 2.3 – TOTAL - $1,422,933 YEAR 1 - $281,946 Contractual - $281,102 Partner Entities – Pass-through funds NCECDG - $86,625 • Contractual - $82,500 is budgeted to established contractual services for Smart Startrelated data: software application (GEMS) 75 partnerships @ $10,000 per, including 1 time start up expenses plus user fees, phased in over three years. The cost for the application is allocated 33% to this outcome and 66% to another outcome. • F&A - $4,125 is budgeted at the approve F&A rate of 5% total direct cost NCCCS - $55,950 • Personnel costs and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct personnel - $40,000 comprised of the to-be-hired director of academic services (50%). • Direct Fringe Benefits - $10,000 - Fringe benefits are budgeted at 25% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. • F&A - $5,950 is budgeted at the approved rate of 11.9% of modified total direct costs. UNC-Chapel Hill FPG Child Development Institute - $138,527 • All costs for this sector partner are allocated 66% to this outcome and 33% to another outcome. • Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct Personnel - $73,873 comprised of $44,202 for a project co-director (66%) $17,316 in temporary hourly support for a data systems specialist; $12,121 in temporary hourly support for a research administrative assistance and $234 for a processing specialist (1%). • Direct Fringe Benefits – $13,933 –Fringe benefits are budgeted at 19.4% plus $4,527/annual FTE for health insurance and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. • Travel - $5,280 comprised of $3,696 is for in-state travel for multiple meetings of project partners, stakeholders, parent representatives, agency representatives and for the convening of advisory committee meetings. $1,584 is budgeted for up to two project staff to participate in out-of-state exceptional child-focused data systems conferences or meetings. For FY 09-10 the state-approved rate for out-of-state per diem is $7.75 for breakfast, $10.10 for lunch and $19.65 for dinner. Hotel will be charged at actual cost, based on appropriate organizational prior approval and published rates by the conference sponsor. Mileage is budgeted at the current state rate of .55/mile. NC P20+ | SLDS Proposal 33

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BUDGET NARRATIVE BY OUTCOME / YEAR • • • Supplies - $3,570 in consumable supplies and charges associated with repair/maintenance of existing equipment. Contractual - $17,952 in contractual services comprised of $13,200 in consulting fees for state- and national-level exceptional child data experts in an amount not to exceed $1,000/day and $4,752 consultant travel to UNC-CH. Other - $11,326 is comprised of $792 for televideo, long distance phone/fax charges, $6,600 for design and printing of information sharing materials for NCECDG stakeholders, $634 for stipends for parents participation in planning meetings and $3,300 for meeting expenses (regionally-based stakeholders and sector partners) including room rental. F&A - $12,593 is budgeted at a rate of 10% on total direct costs. The approved F&A rate for UNC-CH is 48% on a modified total direct cost base. UNC-CH has approved a waiver of the approved rate down to 10% of total direct costs for this proposal

•

F&A - $0, $843 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

YEAR 2 - $795,855 Contractual - $793,475 Partner Entities – Pass-through funds NCECDG - $94,421 • Contractual - $82,500 is budgeted to established contractual services for Smart Startrelated data: software application (GEMS) 75 partnerships @ $10,000 per, including 1 time start up expenses plus user fees, phased in over three years. And $7,425 for Head Start to enhance existing state-level system with local interface to accommodate childlevel data, add common data files and enable assignment of NC-WISE UIDs. The cost for the applications is allocated 33% to this outcome and 66% to another outcome. • F&A - $4,496 is budgeted at the approve F&A rate of 5% total direct cost NCCCS - $57,629 • Personnel costs and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct personnel - $41,200 comprised of the to-be-hired director of academic services (50%). • Direct Fringe Benefits - $10,300 - Fringe benefits are budgeted at 25% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. NC P20+ | SLDS Proposal 34

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BUDGET NARRATIVE BY OUTCOME / YEAR • F&A - $6,129 is budgeted at the approved rate of 11.9% of modified total direct costs.

NCICU - $500,000 • Contractual - $500,000 in contractual services to acquire campus based consultants assets to be allocated according to campus need. Procurement actions will be in accordance with institutional practice. UNC-Chapel Hill FPG Child Development Institute - $141,425 • All costs for this sector partner are allocated 66% to this outcome and 33% to another outcome. • Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct Personnel - $76,089 comprised of $45,528 for a project co-director (66%) $17,835 in temporary hourly support for a data systems specialist; $12,485 in temporary hourly support for a research administrative assistance and $241for a processing specialist (1%). • Direct Fringe Benefits – $14,351 –Fringe benefits are budgeted at 19.4% plus $4,527/annual FTE for health insurance and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. • Travel - $5,280 comprised of $3,696 is for in-state travel for multiple meetings of project partners, stakeholders, parent representatives, agency representatives and for the convening of advisory committee meetings. $1,584 is budgeted for up to two project staff to participate in out-of-state exceptional child-focused data systems conferences or meetings. For FY 09-10 the state-approved rate for out-of-state per diem is $7.75 for breakfast, $10.10 for lunch and $19.65 for dinner. Hotel will be charged at actual cost, based on appropriate organizational prior approval and published rates by the conference sponsor. Mileage is budgeted at the current state rate of .55/mile. • Supplies - $3,570 in consumable supplies and charges associated with repair/maintenance of existing equipment. • Contractual - $17,952 in contractual services comprised of $13,200 in consulting fees for state- and national-level exceptional child data experts in an amount not to exceed $1,000/day and $4,752 consultant travel to UNC-CH. • Other - $11,326 is comprised of $792 for televideo, long distance phone/fax charges, $6,600 for design and printing of information sharing materials for NCECDG stakeholders, $634 for stipends for parents participation in planning meetings and $3,300 for meeting expenses (regionally-based stakeholders and sector partners) including room rental. • F&A - $12,587 is budgeted at a rate of 10% on total direct costs. The approved F&A rate for UNC-CH is 48% on a modified total direct cost base. UNC-CH has approved a waiver of the approved rate down to 10% of total direct costs for this proposal F&A - $0, $2,380 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment NC P20+ | SLDS Proposal 35

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BUDGET NARRATIVE BY OUTCOME / YEAR places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

YEAR 3 - $345,132 Contractual - $344,099 Partner Entities – Pass-through funds NCECDG - $140,333 • Contractual - $82,500 is budgeted to established contractual services for Smart Startrelated data: software application (GEMS) 75 partnerships @ $10,000 per, including 1 time start up expenses plus user fees, phased in over three years; $4,125 for Head Start to enhance existing state-level system with local interface to accommodate child-level data, add common data files and enable assignment of NC-WISE UIDs, $11,880 for DPH enhancement of existing Part C Instant-Toddler system to add common data fields plus interface to enable assignment of NC-WISE UID; and $35,145 for DCD programming modifications to enhance child care subsidy system and interface to enable assignment of NC-WISE UID.. The cost for the applications is allocated 33% to this outcome and 66% to another outcome. • F&A - $6,682 is budgeted at the approve F&A rate of 5% total direct cost NCCCS - $59,357 • Personnel costs and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct personnel - $42,436 comprised of the to-be-hired director of academic services (50%). • Direct Fringe Benefits - $10,609 - Fringe benefits are budgeted at 25% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. • F&A - $6,312 is budgeted at the approved rate of 11.9% of modified total direct costs. UNC-Chapel Hill FPG Child Development Institute - $144,410 • All costs for this sector partner are allocated 66% to this outcome and 33% to another outcome. • Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct Personnel - $78,372 comprised of $46,894 for a project co-director (66%) $18,371 in temporary hourly support for a data systems specialist; $12,859 in temporary hourly support for a research administrative assistance and $248for a processing specialist (1%). • Direct Fringe Benefits – $14,782 –Fringe benefits are budgeted at 19.4% plus $4,527/annual FTE for health insurance and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject NC P20+ | SLDS Proposal 36

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BUDGET NARRATIVE BY OUTCOME / YEAR positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. Travel - $5,280 comprised of $3,696 is for in-state travel for multiple meetings of project partners, stakeholders, parent representatives, agency representatives and for the convening of advisory committee meetings. $1,584 is budgeted for up to two project staff to participate in out-of-state exceptional child-focused data systems conferences or meetings. For FY 09-10 the state-approved rate for out-of-state per diem is $7.75 for breakfast, $10.10 for lunch and $19.65 for dinner. Hotel will be charged at actual cost, based on appropriate organizational prior approval and published rates by the conference sponsor. Mileage is budgeted at the current state rate of .55/mile. Supplies - $3,570 in consumable supplies and charges associated with repair/maintenance of existing equipment. Contractual - $17,952 in contractual services comprised of $13,200 in consulting fees for state- and national-level exceptional child data experts in an amount not to exceed $1,000/day and $4,752 consultant travel to UNC-CH. Other - $11,326 is comprised of $792 for televideo, long distance phone/fax charges, $6,600 for design and printing of information sharing materials for NCECDG stakeholders, $634 for stipends for parents participation in planning meetings and $3,300 for meeting expenses (regionally-based stakeholders and sector partners) including room rental. F&A - $13,128 is budgeted at a rate of 10% on total direct costs. The approved F&A rate for UNC-CH is 48% on a modified total direct cost base. UNC-CH has approved a waiver of the approved rate down to 10% of total direct costs for this proposal

•

• • •

•

F&A - $0, $1,032 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

OUTCOME 3.1 – TOTAL - $863,356 (Funding for NC DPI only in support of overall data exchange)

YEAR 1 - $621,133 Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. In-kind effort in the amount of $5,395 is for Adam Levinson, Project Director, 5% In-kind contributions of $1,079 are for the fringe benefits associated with the in-kind effort.

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BUDGET NARRATIVE BY OUTCOME / YEAR Contractual - $615,500 Contracts will be issued to secure critical day-to-day program management support for the entire project. The cost of the program management support has been allocated across three outcomes equally at 33% per outcome. Contracts will be issued to secure the necessary program management support in the form of a program manager ($82,500), an assistant program manager ($33,000). A contract will be issued to establish the data exchange middleware ($500,000). Facilities and Administrative Costs - $3,775, $1,858 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

YEAR 2 - $119,322 In-kind effort in the amount of $5,557 is for Adam Levinson, Project Director, 5% In-kind contributions of $1,111 are for the fringe benefits associated with the in-kind effort. Contractual - $118,965 Contracts will be issued to secure critical day-to-day program management support for the entire project. The cost of the program management support has been allocated across three outcomes equally at 33% effort/each outcome. Contracts will be issued to secure the necessary program management support in the form of a program manager ($84,975), an assistant program manager ($33,990). Facilities and Administrative Costs - $0, $357 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

YEAR 3 - $122,901 In-kind effort in the amount of $5,724 is for Adam Levinson, Project Director, 5% In-kind contributions of $1,145 are for the fringe benefits associated with the in-kind effort. Contractual - $122,534 Contracts will be issued to secure critical day-to-day program management support for the entire project. The cost of the program management support has been allocated across three outcomes equally at 33% effort/each outcome. Contracts will be issued to secure the necessary program NC P20+ | SLDS Proposal 38

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BUDGET NARRATIVE BY OUTCOME / YEAR management support in the form of a program manager ($87,524), an assistant program manager ($35,010). Facilities and Administrative Costs - $0, $367 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

OUTCOME 3.2 – TOTAL- $473,190 (Funding for NC DPI only in support of overall data exchange)

YEAR 1 - $352,830 Equipment - $48,000 Funds are budgeted for agent servers at $8,000/each for each of the 6 sectors. Contractual - $300,000 A contract will be issued to establish SIF/PESC Agents for each sector (6 at $50,000/each) ($300,000). Facilities and Administrative Costs - $3,775, $1,055 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

YEAR 2 - $60,180 Contractual - $60,000 Contracts will be issued to provide for maintenance agreements associated with the software and hardware acquired for this outcome in year 1. Facilities and Administrative Costs - $0, $180 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18 NC P20+ | SLDS Proposal 39

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BUDGET NARRATIVE BY OUTCOME / YEAR YEAR 3 - $60,180 Contractual - $60,000 Contracts will be issued to provide for maintenance agreements associated with the software and hardware acquired for this outcome in year 1. Facilities and Administrative Costs - $0, $180 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

OUTCOME 4.1 – TOTAL $12,132,844 (All Sectors) YEAR 1 - $5,131,149 Direct Personnel - $100,000 Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. Direct personnel costs are comprised of $100,000 for Technical staff ($100,000 release time) In-kind effort in the amount of $10,790 is for Adam Levinson, Project Director, 10% Direct Fringe Benefits - $20,000 Fringe benefits are budgeted at 20% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. In-kind contributions of $2,158 are for the fringe benefits associated with the in-kind effort. Equipment - $240,000 Funds are budgeted for 30 servers at $8,000/each for the NC DPI sector infrastructure development. Contractual - $4,705,317 Vendors and Consultants - $1,490,000 comprised of $840,000 for vendor-provided services/license for NCDPI to establish messaging standardization among source systems; $300,000 for vendor-provided services for upgrade front-end controls on source system; $200,000 contracted support for IT integration management; and $150,000 contracted support for other technology contractors.

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BUDGET NARRATIVE BY OUTCOME / YEAR Partner Entities – Pass-through funds exempt from F&A base NCECDG - $175,875 • Contractual - $167,500 is budgeted to established contractual services for Smart Startrelated data: software application (GEMS) 75 partnerships @ $10,000 per, including 1 time start up expenses plus user fees, phased in over three years. • F&A – $8,375 is budgeted at the approved F&A rate is 5% of total direct costs. NCCCS - $608,439 • Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct Personnel - $207,000 – comprised of $120,000 for a to-be-hired project manager (100%) and $87,000 for a B20+ database administrator (100%). • Direct Fringe Benefits - $51,750 - Fringe benefits are budgeted at 25% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. • Travel - $1,000 is budgeted for in-state travel for the project manager and other project staff to travel state-wide to engage the 58 community colleges and to engage sector partners and stakeholders. Mileage is budgeted at the current state rate of .55/mile. • Equipment - $160,000 – comprised of $15,000 for 2 database servers (32GB RAM x 4 processors (2 cores each) at $7,500/each; $15,000 to 2 VM Physical Servers (32GB RAM x 4 processors (2 cores each) at $7,500/each; and 2 network-based storage arrays (iSCSI devices/9.6TB raw storage) at $65,000/each • Supplies - $9,000 - expendable supplies include $9,000 to acquire three lap top computers to be used by the project manager, database administrator and director of academic services. • Other - $132,000 is budgeted to acquire via contract the necessary software components; $5,000 is for communication support (long distance phone/fax) and $2,000 for publication and printing of information materials for campuses and stakeholders. • F&A - $47,689 is budgeted for F&A at the approved rate of 11.9% of modified total direct costs. NCESC – $820,782 • Direct Personnel - $117,242 to support Information Systems (72%) and Labor Market Information staff (20%) • Direct Fringe Benefits - $26,062. Fringe benefits are budgeted at 17.90% plus $4,527/annual FTE for health insurance and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. • Equipment - $650,430 - comprised of $151,290 to acquire new server(s)[2] for database and necessary provisioning and $499,140 to acquire via contract the necessary software components. • Supplies - $1,905 for consumable supplies associated with the project. $168 is provided in-kind toward supplies. NC P20+ | SLDS Proposal 41

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BUDGET NARRATIVE BY OUTCOME / YEAR • • • Contractual - $4,420 is budgeted for hourly IT support services (68 hours @ $65/hr.) Other - $4,895 is budgeted for communication (long distance phone/fax) and engagement of stakeholders and sector partners. F&A - $15,828 is budgeted at the approved rate of 13.50% of salaries only.

NCICU - $933,000 • Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct Personnel - $175,000 comprised of $100,000 for a system administrator (100%) and $75,000 for an assistant system administrator (100%). • In-kind effort in the amount of $5,897 is for Tim McDowell, 5% • Direct Fringe Benefits – $45,500 –Fringe benefits are budgeted at 26% and will be charged at actual amount in accordance with institutional practice. • In-kind contributions of $1,533 are for the fringe benefits associated with the in-kind effort. • Equipment - $444,600 comprised of: $30,000 for a primary server to be housed at MCNC; $30,000 for a backup server in Rutherfordton, NC; $60,000 for hosting/service agreements with MCNC; $60,000 for storage/disc array; $1,000 for installation; $40,000 for database software maintenance; $174,800 for associated and necessary software licenses; and $48,800 for the development and deployment of reporting tools. • Supplies $6,000 - expendable supplies include $6,000 to acquire two lap top computers to be used by the system administrator and the assistant system administrator. • Contractual - $230,000 in contractual services to acquire system design consulting services. Procurement actions will be in accordance with institutional practice. • Other - $14,400 is budgeted for communication (long distance phone/fax) and engagement of the 39 system campuses state-wide, stakeholders and sector partners. • F&A - $17,500 is budgeted at a temporary rate of 10% of salaries and wages – the entity is submitting an indirect cost rate proposal for negotiation. UNC-Chapel Hill FPG Child Development Institute - $71,001 • All costs for this sector partner are allocated 33% to this outcome and 66% to another outcome. • Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct Personnel - $36,938 comprised of $22,101for a project co-director (33%), $8,658 in temporary hourly support for a data systems specialist; $6,061in temporary hourly support for a research administrative assistance and $118 for a processing specialist (1%). • Direct Fringe Benefits – $6,988 – Fringe benefits are budgeted at 19.4% plus $4,527/annual FTE for health insurance and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. • Travel - $2,640 comprised of $1,848 for in-state travel for multiple meetings of project partners, stakeholders, parent representatives, agency representatives and for the convening of advisory committee meetings and $792 is budgeted for up to two project NC P20+ | SLDS Proposal 42

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BUDGET NARRATIVE BY OUTCOME / YEAR staff to participate in out-of-state exceptional child-focused data systems conferences or meetings. For FY 09-10 the state-approved rate for out-of-state per diem is $7.75 for breakfast, $10.10 for lunch and $19.65 for dinner. Hotel will be charged at actual cost, based on appropriate organizational prior approval and published rates by the conference sponsor. Mileage is Supplies - $1,790 in consumable supplies and charges associated with repair/maintenance of existing equipment. Contractual - $10,000 in contractual services comprised of $7,500 in consulting fees for state- and national-level exceptional child data experts in an amount not to exceed $1,000/day and $2,500 for consultant travel to UNC-CH. Other - $6,190 is comprised of $500 for televideo, long distance phone/fax charges, $3,520 for design and printing of information sharing materials for NCECDG stakeholders, $520 for stipends for parents participation in planning meetings and $1,650 for meeting expenses (regionally-based stakeholders and sector partners) including room rental. F&A - $6,455 is budgeted at a rate of 10% on total direct costs. The approved F&A rate for UNC-CH is 48% on a modified total direct cost base. UNC-CH has approved a waiver of the approved rate down to 10% of total direct costs for this proposal.

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UNC-GA - $606,220 • Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct Personnel - $210,000 – comprised of $120,000 for a to-be-hired data architect/project co-director (100%) and $90,000 for a to-be-hired database administrator (100%). • Direct Fringe Benefits - $52,500 - Fringe benefits are budgeted at 25% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. • Travel - $1,000 is budgeted for in-state travel for the project manager and other project staff to travel state-wide to engage the 16 campuses and to engage sector partners and stakeholders. Mileage is budgeted at the current state rate of .55/mile. • Equipment - $160,000 – comprised of $15,000 for 2 database servers (32GB RAM x 4 processors (2 cores each) at $7,500/each; $15,000 to 2 VM Physical Servers (32GB RAM x 4 processors (2 cores each) at $7,500/each; and 2 network-based storage arrays (iSCSI devices/9.6TB raw storage) at $65,000/each • Supplies - $6,000 - expendable supplies include $6,000 to acquire two lap top computers to be used by the data architect/co-project director and database administrator. • Other - $132,500 comprised of $125,000 budgeted to acquire via contract the necessary software components [VMWare VM virtualization licenses for 2 servers (1 in production and 1 hotsite). ORACLE: OLAP, Partitioning, Data Integrator Enterprise, Data Mining, Business Intelligence Suite and annual maintenance]; $5,000 is for communication support (televideo, long distance phone/fax) and $2,500 for publication and printing of information materials for campuses and stakeholders and meeting support for campus institutional research directors on ORCAL database transition. NC P20+ | SLDS Proposal 43

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BUDGET NARRATIVE BY OUTCOME / YEAR • F&A - $44,220 is budgeted for F&A at the approved rate of 11% of modified total direct costs.

Other - $15,000 Funds are requested to support stakeholder engagement activities including communication, requirements gathering, regional stakeholder discussion sessions and marketing of system development/capabilities. Facilities and Administrative Costs - $35,485, $15,347 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

YEAR 2 - $4,493,670 Direct Personnel - $103,000 Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. Direct personnel costs are comprised of $103,000 for Technical staff ($100,000 release time) In-kind effort in the amount of $11,114 is for Adam Levinson, Project Director, 10% Direct Fringe Benefits - $20,600 Fringe benefits are budgeted at 20% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. In-kind contributions of $2,222 are for the fringe benefits associated with the in-kind effort. Equipment - $40,000 Funds are budgeted for provisioning/wiring and maintenance for the servers purchased in year 1. Contractual - $4,281,993 Vendors and consultants - $2,390,000 $1,540,000 for vendor-provided services/license for NCDPI to establish messaging standardization among source systems; $500,000 for vendor-provided services for upgrade frontend controls on source system; $200,000 contracted support for IT integration management; and $150,000 contracted support for other technology contractors.

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BUDGET NARRATIVE BY OUTCOME / YEAR Partner Entities – Pass-through funds exempt from F&A base NCECDG - $191,704 • Contractual - $167,500 is budgeted to established contractual services for Smart Startrelated data: software application (GEMS) 75 partnerships @ $10,000 per, including 1 time start up expenses plus user fees, phased in over three years and $15,075 for Head Start-related enhancements to existing state-level system with local interface to accommodate child-level data, add common data fields plus enable assignment of NCWISE UID. • F&A – $9,129 is budgeted at the approved F&A rate is 5% of total direct costs. NCCCS - $344,666 • Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct Personnel - $213,210 – comprised of $123,600 for a to-be-hired project manager (100%) and $89,610 for a B20+ database administrator (100%). • Direct Fringe Benefits - $53,303 - Fringe benefits are budgeted at 25% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. • Travel - $1,500 is budgeted for in-state travel for the project manager and other project staff to travel state-wide to engage the 58 community colleges and to engage sector partners and stakeholders. Mileage is budgeted at the current state rate of .55/mile. • Other - $40,000 is budgeted to acquire via contract maintenance for the necessary software components obtained in year 1; $5,000 is for communication support (long distance phone/fax) and $10,000 for publication and printing of information materials for campuses and stakeholders. • F&A - $36,653 is budgeted for F&A at the approved rate of 11.9% of modified total direct costs. NCESC – $131,521 • Direct Personnel - $38,155 to support IS staff (10%) and LMI staff (20%) • Direct Fringe Benefits - $9,075. Fringe benefits are budgeted at 17.90% plus $4,527/annual FTE for health insurance and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. • Equipment - $76,140 to acquire maintenance agreements for the necessary software/hardware obtained in year 1. • Supplies - $840 for consumable supplies associated with the project. $168 is provided inkind toward supplies. • Other - $2,160 is budgeted for communication (long distance phone/fax) and engagement of stakeholders and sector partners. • F&A - $5,151 is budgeted at the approved rate of 13.50% of salaries only.

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BUDGET NARRATIVE BY OUTCOME / YEAR NCICU - $804,940 • Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct Personnel - $180,250 comprised of $103,000 for a system administrator (100%) and $77,250 for an assistant system administrator (100%). • In-kind effort in the amount of $6,014 is for Tim McDowell, 5% • Direct Fringe Benefits – $46,865 –Fringe benefits are budgeted at 26% and will be charged at actual amount in accordance with institutional practice. • In-kind contributions of $1,564 are for the fringe benefits associated with the in-kind effort. • Equipment - $110,600 comprised of $60,000 for hosting/service agreements with MCNC; $60,000 for storage/disc array; $41,800 for associated and necessary software licenses; and $8,800 for the development and deployment of reporting tools. • Contractual - $336,000 in contractual services to acquire system design consulting services. Procurement actions will be in accordance with institutional practice. • Other - $113,200 comprised of $18,000 for communication (long distance phone/fax) and engagement of the 39 system campuses state-wide, stakeholders and sector partners, $64,800 for participant training at 36 of the campuses and $30,400 for the production of manuals and documents. • F&A - $18,025 is budgeted at a temporary rate of 10% of salaries and wages – the entity is submitting an indirect cost rate proposal for negotiation. UNC-Chapel Hill FPG Child Development Institute - $70,761 • All costs for this sector partner are allocated 33% to this outcome and 66% to another outcome. • Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct Personnel - $38,046 comprised of $22,764for a project co-director (33%), $8,918 in temporary hourly support for a data systems specialist; $6,061in temporary hourly support for a research administrative assistance and $121 for a processing specialist (1%). • Direct Fringe Benefits – $7,198 – Fringe benefits are budgeted at 19.4% plus $4,527/annual FTE for health insurance and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. • Travel - $2,640 comprised of $1,848 for in-state travel for multiple meetings of project partners, stakeholders, parent representatives, agency representatives and for the convening of advisory committee meetings and $792 is budgeted for up to two project staff to participate in out-of-state exceptional child-focused data systems conferences or meetings. For FY 09-10 the state-approved rate for out-of-state per diem is $7.75 for breakfast, $10.10 for lunch and $19.65 for dinner. Hotel will be charged at actual cost, based on appropriate organizational prior approval and published rates by the conference sponsor. Mileage is • Supplies - $1,405 in consumable supplies and charges associated with repair/maintenance of existing equipment. NC P20+ | SLDS Proposal 46

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BUDGET NARRATIVE BY OUTCOME / YEAR • • Contractual - $10,000 in contractual services comprised of $7,500 in consulting fees for state- and national-level exceptional child data experts in an amount not to exceed $1,000/day and $2,500 for consultant travel to UNC-CH. Other - $5,040 is comprised of $400 for televideo, long distance phone/fax charges, $2,500 for design and printing of information sharing materials for NCECDG stakeholders, $520 for stipends for parents participation in planning meetings and $1,620 for meeting expenses (regionally-based stakeholders and sector partners) including room rental. F&A - $6,432 is budgeted at a rate of 10% on total direct costs. The approved F&A rate for UNC-CH is 48% on a modified total direct cost base. UNC-CH has approved a waiver of the approved rate down to 10% of total direct costs for this proposal.

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UNC-GA - $348,401 • Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct Personnel - $216,300 – comprised of $123,600 for a to-be-hired data architect/project co-director (100%) and $92,700 for a to-be-hired database administrator (100%). • Direct Fringe Benefits - $54,075 - Fringe benefits are budgeted at 25% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. • Travel - $1,000 is budgeted for in-state travel for the project manager and other project staff to travel state-wide to engage the 16 campuses and to engage sector partners and stakeholders. Mileage is budgeted at the current state rate of .55/mile. • Other - $42,500 comprised of $25,000 acquire via maintenance agreements for the necessary software components acquired in year 1, $5,000 is for communication support (televideo, long distance phone/fax) and $12,500 for publication and printing of information materials for campuses and stakeholders and meeting support for campus institutional research directors on ORCAL database transition. • F&A - $34,526 is budgeted for F&A at the approved rate of 11% of modified total direct costs. Other - $12,000 Funds are requested to support stakeholder engagement activities including communication, requirements gathering, regional stakeholder discussion sessions and marketing of system development/capabilities. Facilities and Administrative Costs - $20,476, $13,434 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

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BUDGET NARRATIVE BY OUTCOME / YEAR YEAR 3 - $2,500,950 Direct Personnel - $106,090 Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. Direct personnel costs are comprised of $106,090 for Technical staff ($100,000 release time) In-kind effort in the amount of $11,447 is for Adam Levinson, Project Director, 10% Direct Fringe Benefits - $21,218 Fringe benefits are budgeted at 20% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. In-kind contributions of $2,289 are for the fringe benefits associated with the in-kind effort. Equipment - $30,000 Funds are budgeted for provisioning/wiring and maintenance for the servers purchased in year 1. Contractual - $2,299,673 Vendors and consultants - $720,000 $420,000 for vendor-provided services/license for NCDPI to establish messaging standardization among source systems; $200,000 contracted support for IT integration management; and $100,000 contracted support for other technology contractors. Partner Entities – Pass-through funds exempt from F&A base NCECDG - $284,970 • Contractual - $271,400 comprised of $167,500 is budgeted to established contractual services for Smart Start-related data: software application (GEMS) 75 partnerships @ $10,000 per, including 1 time start up expenses plus user fees, phased in over three years and $8,375 for Head Start-related enhancements to existing state-level system with local interface to accommodate child-level data, add common data fields plus enable assignment of NC-WISE UID, $24,120 for DPH-related enhancements for the existing part C Infant-Toddler system to add common data field plus interface to enable use of NC-WIDE UID and $71,405 DCD-related programming modifications to enhance child care subsidy system and interface to enable assignment of NC-WISE UIC. • F&A – $13,570 is budgeted at the approved F&A rate is 5% of total direct costs. NCCCS - $354,172 • Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct Personnel - $219,606 – comprised of $127,308 for a to-be-hired project manager (100%) and $92,298 for a B20+ database administrator (100%). NC P20+ | SLDS Proposal 48

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BUDGET NARRATIVE BY OUTCOME / YEAR • Direct Fringe Benefits - $54,902 - Fringe benefits are budgeted at 25% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. Travel - $2,000 is budgeted for in-state travel for the project manager and other project staff to travel state-wide to engage the 58 community colleges and to engage sector partners and stakeholders. Mileage is budgeted at the current state rate of .55/mile. Other - $40,000 comprised of $25,000 budgeted to acquire via contract maintenance for the necessary software components acquired in year 1; $5,000 is for communication support (long distance phone/fax) and $10,000 for publication and printing of information materials for campuses and stakeholders. F&A - $37,664 is budgeted for F&A at the approved rate of 11.9% of modified total direct costs.

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NCESC – $131,521 • Direct Personnel - $38,155 to support IS staff (10%) and LMI staff (20%) • Direct Fringe Benefits - $9,075. Fringe benefits are budgeted at 17.90% plus $4,527/annual FTE for health insurance and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. • Equipment - $76,140 to acquire maintenance agreements for the necessary software/hardware acquired in year 1. • Supplies - $840 for consumable supplies associated with the project. $169 is provided inkind toward supplies. • Other - $2,160 is budgeted for communication (long distance phone/fax) and engagement of stakeholders and sector partners. • F&A - $5,151 is budgeted at the approved rate of 13.50% of salaries only. NCICU - $381,094 • Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct Personnel - $185,658 comprised of $106,900 for a system administrator (100%) and $79,568 for an assistant system administrator (100%). • In-kind effort in the amount of $6,194 is for Tim McDowell, 5% • Direct Fringe Benefits – $48,271 –Fringe benefits are budgeted at 26% and will be charged at actual amount in accordance with institutional practice. • In-kind contributions of $1,610 are for the fringe benefits associated with the in-kind effort. • Equipment - $110,600 comprised of $60,000 for hosting/service agreements with MCNC; $60,000 for storage/disc array; $41,800 for associated and necessary software licenses; and $8,800 for the development and deployment of reporting tools. • Other - $18,000 for communication (long distance phone/fax) and engagement of the 39 system campuses state-wide, stakeholders and sector partners.

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BUDGET NARRATIVE BY OUTCOME / YEAR • F&A - $18,565 is budgeted at a temporary rate of 10% of salaries and wages – the entity is submitting an indirect cost rate proposal for negotiation.

UNC-Chapel Hill FPG Child Development Institute - $70,511 • All costs for this sector partner are allocated 33% to this outcome and 66% to another outcome. • Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct Personnel - $39,187 comprised of $23,447for a project co-director (33%), $9,185 in temporary hourly support for a data systems specialist; $6,430 in temporary hourly support for a research administrative assistance and $125 for a processing specialist (1%). • Direct Fringe Benefits – $7,414 – Fringe benefits are budgeted at 19.4% plus $4,527/annual FTE for health insurance and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. • Travel - $2,640 comprised of $1,848 for in-state travel for multiple meetings of project partners, stakeholders, parent representatives, agency representatives and for the convening of advisory committee meetings and $792 is budgeted for up to two project staff to participate in out-of-state exceptional child-focused data systems conferences or meetings. For FY 09-10 the state-approved rate for out-of-state per diem is $7.75 for breakfast, $10.10 for lunch and $19.65 for dinner. Hotel will be charged at actual cost, based on appropriate organizational prior approval and published rates by the conference sponsor. Mileage is • Supplies - $1,055 in consumable supplies and charges associated with repair/maintenance of existing equipment. • Contractual - $10,000 in contractual services comprised of $7,500 in consulting fees for state- and national-level exceptional child data experts in an amount not to exceed $1,000/day and $2,500 for consultant travel to UNC-CH. • Other - $3,805 is comprised of $205for televideo, long distance phone/fax charges, $1,500 for design and printing of information sharing materials for NCECDG stakeholders, $500 for stipends for parents participation in planning meetings and $1,600 for meeting expenses (regionally-based stakeholders and sector partners) including room rental. • F&A - $6,410 is budgeted at a rate of 10% on total direct costs. The approved F&A rate for UNC-CH is 48% on a modified total direct cost base. UNC-CH has approved a waiver of the approved rate down to 10% of total direct costs for this proposal. UNC-GA - $357,405 • Personnel costs (direct and in-kind) and related fringe benefits have been adjusted 3% annually beginning in year 2 for anticipated inflationary increases. • Direct Personnel - $222,789 – comprised of $127,308 for a to-be-hired data architect/project co-director (100%) and $95,481 for a to-be-hired database administrator (100%). • Direct Fringe Benefits - $55,697 - Fringe benefits are budgeted at 25% and will be charged at actual cost. Fringe benefits include 7.65% for social security, 8.75% for state NC P20+ | SLDS Proposal 50

PR/Award # R384A100008

e49

BUDGET NARRATIVE BY OUTCOME / YEAR retirement for FLSA subject positions, 11.86% for the optional retirement for exempt professional positions and $4,527 per annual FTE for health insurance. Travel - $1,000 is budgeted for in-state travel for the project manager and other project staff to travel state-wide to engage the 16 campuses and to engage sector partners and stakeholders. Mileage is budgeted at the current state rate of .55/mile. Other - $42,500 comprised of $25,000 acquire via maintenance agreements for the necessary software components acquired in year 1, $5,000 is for communication support (televideo, long distance phone/fax) and $12,500 for publication and printing of information materials for campuses and stakeholders and meeting support for campus institutional research directors on ORCAL database transition. F&A - $35,419 is budgeted for F&A at the approved rate of 11% of modified total direct costs.

• •

•

Other - $15,000 Funds are requested to support stakeholder engagement activities including communication, requirements gathering, regional stakeholder discussion sessions and marketing of system development/capabilities. Facilities and Administrative Costs - $21,489, $7,480 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

OUTCOME 4.2 – No budget associated with outcome 4.2

OUTCOME 4.3 – TOTAL $505,286 (Funding for NC DPI only in support of overall data exchange)

YEAR 1 - $254,536 Contractual - $250,000 Contracts will be issued to secure data audit support for processing and rule validation. Facilities and Administrative Costs - $3,775, $761 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18 NC P20+ | SLDS Proposal 51

PR/Award # R384A100008

e50

BUDGET NARRATIVE BY OUTCOME / YEAR YEAR 2 - $150,450 Contractual - $150,000 Contracts will be issued to secure data audit support for processing and rule validation. Facilities and Administrative Costs - $0, $450 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

YEAR 3 - $100,300 Contractual - $100,000 Contracts will be issued to secure data audit support for processing and rule validation. Facilities and Administrative Costs - $0, $300 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

OUTCOME 5.1 – No budget associated with outcome 5.1

OUTCOME 5.2 – No budget associated with outcome 5.2

NC P20+ | SLDS Proposal

52

PR/Award # R384A100008

e51

BUDGET NARRATIVE BY OUTCOME / YEAR OUTCOME 5.3 – TOTAL $254,536 (Funding for NC DPI only in support of overall data exchange) YEAR 1 - $53,936 Contractual - $50,000 Contracts will be issued to secure contracted support for structured communication and documentation of stakeholder needs.

Facilities and Administrative Costs - $3,775, $161 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

YEAR 2 - $100,300 Contractual - $100,000 Contracts will be issued to secure contracted support for structured communication and documentation of stakeholder needs. Facilities and Administrative Costs - $0, $300 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18

YEAR 3 - $100,300 Contractual - $100,000 Contracts will be issued to secure contracted support for structured communication and documentation of stakeholder needs. Facilities and Administrative Costs - $0, $300 (OERI Fee) The approved F&A rate for NCDPI is 15.1% on a modified total direct cost base. The base excludes equipment and pass-through funding and is limited to the first $25,000 of each subcontract. Additionally, the North Carolina Office of Economic Recovery and Reinvestment places a .003 administrative fee on the total cost of proposals to ARRA funded programs in accordance with OMB Guidance Memo 9-18. NC P20+ | SLDS Proposal 53

PR/Award # R384A100008

e52

Budget Narrative
Budget Narrative - ED 524 Section C Spreadsheet
Attachment 1: Title: NC P20 SLDS Budget with Outcomes Pages: 65 Uploaded File: E:\Dec 1 - Resubmissions\NC P20 SLDS Proposal - Total Budget - All Outcomes 12-1-09.pdf

PR/Award # R384A100008

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PR/Award # R384A100008

NC P20+ SLDS Proposal Overall Budget -- NCDPI/Lead Fiscal Agent (11/24/09)
BUDGET CATEGORIES Explanation YEAR I Federal 1. Personnel Project Director Levinson(NCDPI) release time (25% ) 30% KP, 5% of each KT and MV Other Senior NCDPI Staff? 5% of PP and 10% of PA 1 FTE Admin Assistant for PMO (@ $40K) 2 FTE Functional Systems Analyst (@ $70K) backfill for 1 FTE: aggregate of several staff 72,500 0 74,675 0 76,915 0 224,090 16,185 16,671 17,171 0 50,026 Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

Time-Limited personnel? Fixed-appt NCDPI EPA positions? personnel subtotal

178,200 100,000 278,200

0 0 88,685 17,737 106,422

183,546 103,000 286,546 57,309 343,855

0 0 91,346 18,269 109,615

189,052 106,090 295,142 59,028 354,171

0 0 94,086 18,817 112,903

550,798 309,090 859,888 171,978 1,031,866

0 0 274,116 54,823 328,940

e0

2. Fringe Benefits personnel + benefits subtotal 3. Travel

20%

55,640 333,840

Required SLDS annual meeting travel

3 Project Leaders/year x 1200/trip ($3,600/yr for NCDPI sector and $1,200/yr for Common Infrastructure)

4,800

4,800

4,800

14,400

0

4. Equipment (Commons + NCDPI only)

30 servers @ $8,000; provisioning/wiring @ $100,000 ($240K Y1, $40K Y2, $30K Y3 NCDPI Sector ) $9K Y1 Common Infrastructure support [3 laptops]

338,000

40,000

30,000

408,000

0

5. Supplies 6. Contractual

9,000

0

0

0

0

0

9,000

0

NC P20+ SLDS Proposal Budget

Page 1 of 3

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PR/Award # R384A100008

NC P20+ SLDS Proposal Overall Budget -- NCDPI/Lead Fiscal Agent (11/24/09)
BUDGET CATEGORIES Explanation YEAR I Federal Contractual Services Subcontract(s) for vendors, consultants (DPI sector-specific projects) Subctonract to ECDG: (NOTE: More at Four enhancements included in larger DPI data system) Subcontract to FPG (ECDG)* Subcontract to NCCCS Subcontract to UNC-GA Subcontract to NCICU 2,146,500 Non-Federal 0 YEAR II Federal 726,895 Non-Federal 0 YEAR III Federal 687,602 Non-Federal 0 Federal 3,560,997 TOTAL Non-Federal 0

1,490,000

0

2,390,000

0

720,000

0

4,600,000

0

262,500 210,848 665,732 607,552 934,200 821,982

0 0 6,250 7,159 22,916 15,104

286,125 213,506 403,638 349,733 1,306,140 132,721

0 0 6,438 7,374 23,603 15,540

425,303 216,240 414,872 358,737 382,294 132,721

0 0 6,631 7,595 24,311 15,989

973,928 640,594 1,484,242 1,316,022 2,622,634 1,087,424

0 0 19,319 22,128 70,830 46,633

e1

Subcontract to NCESC Contractual Subtotal: (note: includes indirect cost for each subcontractor) 7. Construction N/A

7,139,314 0

51,429 0

5,808,758 0

52,955 0

3,337,769 0

54,526 0

16,285,841 0

158,910 0

8. Other 9. Total Direct Costs 10. Indirect Costs (only for NCDPI - Lead Fiscal Agent; 15.1% indirect cost on total costs, less equipment and pass-through funds [sector partners] and includes only the first $25K of local subcontracts.

travel, communications for stakeholder activities (requirements gathering, marketing, etc.) ($10K Y13 Common Infrastructure Support, $5K Y1, $2K Y2, $5K Y3 NCDPI Sector

15,000 7,839,954 157,851

12,000 6,209,413 162,570

15,000 3,741,740 167,429

42,000 17,791,107

0 487,850

107,608

54,459

0

56,471

0

218,538

15,891

NC P20+ SLDS Proposal Budget

Page 2 of 3

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PR/Award # R384A100008

NC P20+ SLDS Proposal Overall Budget -- NCDPI/Lead Fiscal Agent (11/24/09)
BUDGET CATEGORIES Explanation YEAR I Federal 11. Training Stipends 12. Total Costs n/a 7,947,562 157,851 6,263,872 162,570 3,798,211 167,429 18,009,645 503,741 Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

OERI State Coordinating Office Assessment .003

Applied to total project costs per OMB allowability for states under ARRA funding

23,843 7,971,405 157,851

18,792 6,282,664 162,570

11,395 3,809,605 167,429

54,029 18,063,674 503,741

13. Grand Total Costs

e2
NC P20+ SLDS Proposal Budget Page 3 of 3 11/24/09

PR/Award # R384A100008

NC P20+ SLDS Proposal Total Budget -- Outcome 1.1
BUDGET CATEGORIES Explanation Federal 1. Personnel Project Director Levinson(NCDPI) release time (5% ) - NCDPI project release time (15% ) Common project 20% of each of the following: KT, MV,KP 5% of each of the following: PP, PA NCDPI Project 1 FTE Admin Assistant for PMO (@ $40K) 2 FTE Functional Systems Analyst (@ $70K) Common backfill for 1 FTE: aggregate of several staff NCDPI Project 0 20% 0 0 5,395 0 5,557 0 5,724 0 0 0 16,675 0 YEAR I Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

Other Senior NCDPI Staff?

72,500

0

74,675

0

76,915

0

224,090

Time-Limited personnel?

0

0

0

0

0

Fixed-appt NCDPI EPA positions? personnel subtotal 2. Fringe Benefits personnel + benefits subtotal 3. Travel

0 77,895 15,579 93,474 0 0 0 80,232 16,046 96,278 0 0 0 82,639 16,528 99,167 0 0 0 240,766 48,153 288,919

e3

Required SLDS annual meeting travel

3 Project Leaders/year x 1200/trip ($3,600/yr for NCDPI project and $1,200/yr for Common project)

4,800

4,800

4,800

14,400

0

4. Equipment (Commons + NCDPI only)

30 servers @ $8,000; provisioning/wiring @ $100,000 ($240K Y1, $40K Y2, $30K Y3 NCDPI Project, ) $9K Y1 Common project [3 laptops]

0

0

5. Supplies 6. Contractual

0

0

0

0

0

0

0

NC P20+ SLDS Proposal Budget

Page 1 of 16

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PR/Award # R384A100008

NC P20+ SLDS Proposal Total Budget -- Outcome 1.1
BUDGET CATEGORIES Explanation Federal Contractual Services for (Common Project) Subcontract(s) for (NC DPI Project) vendors, consultants (sector-specific projects) Subctonract to B-7: (NOTE: More at Four enhancements included in larger DPI data system) Subcontract to FPG (B-7)* Subcontract to NCCCS Subcontract to UNC-GA Subcontract to NC ICU Subcontract to ESC Contractual Subtotal: (note: includes indirect cost for each subcontractor) 7. Construction N/A travel, communications for stakeholder activities (requirements gathering, marketing, etc.) ($10K Y1-3 Common Project, $5K Y1, $2K Y2, $5K Y3 NCDPI Project 11,195 137,623 11,195 141,752 11,195 146,005 1,320 1,343 1,332 1,200 1,200 1,149 6,250 7,159 15,087 14,504 1,320 1,343 1,332 1,200 1,200 1,183 6,438 7,374 15,540 14,940 1,320 1,343 1,332 1,200 1,200 1,219 6,631 7,595 16,006 15,388 3,960 4,028 3,996 3,600 3,600 YEAR I Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal 0

0

0 3,551 19,318 22,127 46,633 44,832

e4

6,395 0

44,149 0

6,395 0

45,474 0

6,395 0

46,838 0

19,184 0

136,461 0

8. Other 9. Total Direct Costs 10. Indirect Costs (only for NCDPI - Lead Fiscal Agent; 15.1% indirect cost on total costs, less equipment and pass-through funds [sector partners] and includes only the first $25K of local subcontracts.

0 33,584

0 425,380

725 n/a 11,920 137,623

725

725

2,174

0

11. Training Stipends 12. Total Costs

11,920

141,752

11,920

146,005

35,759

425,380

NC P20+ SLDS Proposal Budget

Page 2 of 16

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PR/Award # R384A100008

NC P20+ SLDS Proposal Total Budget -- Outcome 1.1
BUDGET CATEGORIES Explanation Federal YEAR I Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

Applied to total project costs OERI State Coordinating Office per OMB allowability for Assessment .0030% states under ARRA funding

36 11,955 137,623

36 11,955 141,752

36 11,955 146,005

107 35,866 425,380

13. Grand Total

e5
NC P20+ SLDS Proposal Budget Page 3 of 16 11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for Common Infrastructure - Outcome 1.1
BUDGET CATEGORIES Explanation Federal 1. Personnel Project Director Levinson release time (15%) 5% of each of the following: KT, MV,KP 5% of each of the following: PP, PA 1 FTE Admin Assistant for PMO (@ $40K) 2 FTE Functional Systems Analyst (@ $70K) 1 FTE: aggregate of several staff 20% YEAR I Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

Other Senior Staff?

Time-Limited personnel? Fixed-appt EPA positions? personnel subtotal

e6

2. Fringe Benefits personnel + benefits subtotal 3. Travel Required SLDS annual meeting travel 4. Equipment 5. Supplies 6. Contractual Subcontract(s) for NC DPI vendors, consultant: P-20 Project Mgmt Office:

1 Program Mgr/year x 1200/trip

1,200 0 0

1,200 0 0

1,200 0 0

3,600 0

0 0

3 laptop computers @ $3,000

Program Manager Assistant Program Mgr (PPM Admin)

UID

License extension Maintenance (20%) Enhancements Additional Hardware (to handle increased load)

NC P20+ SLDS Proposal Budget

Page 4 of 16

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PR/Award # R384A100008

NC P20+SLDS Proposal Budget for Common Infrastructure - Outcome 1.1
BUDGET CATEGORIES Explanation Federal Establish MFTS (SOA Suite) - hardware, software, customization SIF/PESC Agents for each sector (6 @ $50k) Maintenance (20%) Agent Servers (1/sector; 6 @ $8K) Data Dictionary Data Audit (processing, validation rules) Contractual Subtotal: 7. Construction 8. Other travel, travel communications for stakeholder activities (requirements participant costs, communications, gathering, marketing, etc.) other fees? 9. Total Direct Costs 10. Indirect Costs (only for NCDPI - Lead Fiscal Agent; 15.1% indirect cost on total costs, less equipment and pass-through funds [sector partners] and includes only the first $25K of local subcontracts. 11. Training Stipends 12. Total Costs n/a 1,381 0 1,381 0 1,381 0 4,144 0 N/A 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 YEAR I Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

Data Sharing Network/Tool:

e7

0 1,200

0 0

0 1,200

0 0

0 1,200

0 0

0 3,600

0 0

181

0

181

0

181

0

544

0

NC P20+ SLDS Proposal Budget

Page 5 of 16

11/24/09

1. Personnel Project Director Levinson 5% 20% of each of the following: KT, MV,KP 5% of each of the following: PP, PA 0 20% 0 0 j 1200/trip /y 3,600 3,600 3,600 10,800 0 0 0 0 0 0 0 0 0 0 5,395 5,557 5,724 0 16,675

Other Senior Staff? personnel subtotal 2. Fringe Benefits personnel + benefits subtotal 3. q Travel travel 4. Equipment 5. Supplies 6. Contractual g

Subcontract(s) for NC DPI vendors, consultants

7. Construction 8. Other

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for NCDPI Sector-specific Project(s) - Outcome 1.1
BUDGET CATEGORIES Explanation Federal YEAR I Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

72,500 77,895 15,579 93,474 0 0 0

73,950 79,507 15,901 95,408 0 0 0

76,169 81,892 16,378 98,270

0 0 0 0

222,619 239,294 47,859 287,153

e8
Contractual subtotal

30 servers @ $8,000; provisioning @ $70,000

vendor-provided services/licensing for NC DPI (establish messaging standardization among source systems) vendor-provided services for NC DPI (upgrade front-end controls on source systems) DPI staff: Contract Project Mgr DPI "staff:" Other Tech Contractors

N/A

0

0

NC P20+ SLDS Proposal Budget

Page 6 of 16

11/24/09

travel, communications for stakeholder activities participant costs, communications, (requirements gathering, other fees? marketing, etc.) 9. Costs 0Total d Direct ec Cos s (only for NCDPI - Lead Fiscal Agent; 15.1% indirect cost on total costs, less equipment and pass-through funds [sector partners] and includes only the first $25K of local 11. Training Stipends 12. Total Costs n/a

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for NCDPI Sector-specific Project(s) - Outcome 1.1
BUDGET CATEGORIES Explanation Federal YEAR I Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

0 3,600 93,474 3,600 95,408 3,600 98,270 10,800 287,153

544 4,144 93,474

544 4,144 95,408

544 4,144 98,270

1,631 N/A 12,431 N/A 287,153

e9
NC P20+ SLDS Proposal Budget Page 7 of 16 11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for FPG/ECDG Sector-specific Project(s) - Outcome 1.1
BUDGET CATEGORIES Explanation Federal 1. Personnel Senior Staff/Steering Committee Project Co-Director Data Systems Specialtist Research Admin Assistant Processing Specialist Subtotal Personnel: PN, DM @ 5% ($95K.y) 100% FTE EPA fixed 25% FTE Intermittent Temporary SPA 50% FTE Intermittent Temporary SPA 1% FTE SPA 0 rates on positions as appropriate
UNC-CH Fringe Benefits Rates = 19.4%* plus Hlth Insurance @ $4,527/FTE (verifying for specific EPA position)

YEAR I Non-Federal 4,750

YEAR II Federal 0 Non-Federal 4,893

YEAR III Federal 0 Non-Federal 5,039 Federal

TOTAL Non-Federal 14,682

0

0

0

0

0

0

0

0

0

2. Fringe Benefits

Project Co-Director (1FTE) Data Systems Specialtist (.25 FTE) Administrative Assistant (.50 FTE) Processing Specialist (.01 FTE) Subtotal Fringes: 3. Travel Required SLDS annual meeting travel

1,149

1,183

1,219

3,551

Temporary 7.65%; taxes Temporary 7.65%; taxes
UNC-CH Fringe Benefits Rates = 19.4% plus Health Insurance @ $4,527/FTE

e10

0

1,149

0

1,183

0

1,219

0

3,551

1 Co-PD/year x 1200/trip for multiple meetings of partners, staholders, and agency reps @ state approved rates @200/mo x 2 project staff 1 relevant EC-focus data systems mtg or conf x 2 project stAff est 1 mtg per mo @ $50 RT x 2 parent reps Core project work group and advisory members to attend in-state meetings,

1,200

1,200

1,200

3,600

Staff Travel In-State

Staff Travel Out-of-State

Parent Participation In-state Travel

Committee Travel Reimursment Subtotal Travel: 4. Equipment

1,200 typically 5K and above none, should incl in admin/in-kind expendable/consumable items

0

1,200

0

1,200

0

3,600

0

5. Supplies

NC P20+ SLDS Proposal Budget

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PR/Award # R384A100008

NC P20+SLDS Proposal Budget for FPG/ECDG Sector-specific Project(s) - Outcome 1.1
BUDGET CATEGORIES Explanation Federal Supplies & Materials essential project supplies/ materials @$375/mo YEAR I Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

repair existing in-kind equip as needed Equipment Repair Subtotal Supplies: 6. Contractual nat'l/state experts, EC perspective, estimate 5001000/day airfare, hotel, meals, ground trans. est @ 1200 per trip

0

0

0

0

0

0

0

0

Consultant Fees

Consultant Expenses Subtotal Contractual: 7. Construction 8. Other

0 probably allowable with sufficient justification postage, mailing, fax, econferencing charges est @ $100 mo design/printing of infosharing materials to explain B-7 B 7 data SLDS component + training materials 1 2-hr mtg per mo @ 20 hr. x 2 parent reps room rental + expenses for regional forums/mtgs

0

0

0

0

0

0

0

e11

Communications

Publications costs

Parent Participation Stipends

Meeting Costs Subtotal Other: 9. Total Direct Costs

0 1,200 10% total cost state rate (off-campus rate?) UNC’s

0 1,149

0 1,200

0 1,183

0 1,200

0 1,219

0 3,600

0 3,551

10. Indirect Costs 11. Training Stipends 12. Total Costs

federally negotiated F&A rate is 48%

120 1,320 1,149

120 1,320 1,183

120 1,320 1,219

360 3,960 3,551

n/a

NC P20+ SLDS Proposal Budget

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PR/Award # R384A100008

NC P20+SLDS Proposal Budget for NCCCS Sector-specific Project(s) - Outcome 1.1
BUDGET CATEGORIES Explanation Federal 1. Personnel Project Manager (required by ITS & Senate Bill 991) Contractual project management work. PM will be contracted through ITS. Position to extend beyond the grant funding. Position to extend beyond the grant funding Position to extend beyond the grant funding (50%) 5% release time 10% release time
All salaries include 3% annual adjustment starting in Y2

YEAR I Non-Federal

YEAR II Federal Non-Federal

YEAR III Federal Non-Federal Federal

TOTAL Non-Federal

0 0 0 5,000 5,150 5,305

0 0 0

0 0 0 15,455 0

P20 Data Administrator/Reporting

Director Academic Services Assoc VP- Planning & Research Keith Asso. Dir. State Reporting SUB-Total 2. Fringe Benefits

All personnel costs

0

5,000

0

5,150

0

5,305

0

15,455

e12

25% fringe rate applied to total personnel costs (sub-total line) 3. Travel Required SLDS annual meeting travel to Washington DC State travel National Conference SUB-Total 4. Equipment 2 Database Servers (production/hostsite) 2 VM Physical Servers (production/hostsite) 2 Network-based storage arrays (production/hostsite) SUB-Total 5. Supplies 3 desktop/laptop computers 3 new computers, PM, Dir-AS, DA. $3,000 each SUB-Total All Supply Costs 32GB RAM X 4 processors (2 cores each). $7,500 each 32GB RAM X 4 processors (2 cores each). $7,500 each iSCSI devices/9.6TB raw storage. $65,000 each All Equipment Costs PM, DA and AVP-P&R, 3 x 1200/trip/year In-state travel to campuses and sector partners, .55/mile , DA and AVP-P&R, ,3x PM, $1,500/trip/year starting in Y2 All travel costs

0

1,250

0

1,288

0

1,326

0

3,864

1,200

0

1,200

0

1,200

0 0

3,600 0 0 3,600

0 0 0 0

0 1,200

0 0

0 1,200

0 0

0 1,200

0 0

0

0

0

0

0

0

0

0 0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0

0 0

0 0

0 0

0 0

0 0

NC P20+ SLDS Proposal Budget

Page 10 of 16

11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for NCCCS Sector-specific Project(s) - Outcome 1.1
BUDGET CATEGORIES Explanation Federal 6. Contractual Data Audit Comprehensive data audit of Institutional Research (data quality, validity, relability, and process flows) at the system and campus level SUB-Total 7. Construction 8. Other Software components Communications/telephone Telephone and incidental communication costs All Contractual Costs N/A for NCCCS YEAR I Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0

0 0

0 0

Publication development and printin Design and development of teacher quality policy briefs and research dessimination

0 0 1,200 0 6,250 0 1,200 0 6,438 0 1,200 0 6,631

0 0 3,600

0 0 19,318

e13

SUB-Total 9. Total Direct Costs

All Other Costs

10. Indirect Costs 11. Training Stipends 12. Total Costs

11.9% F&A rate, applied to MTDC base (S/W/F, travel and other excludes equipment) n/a

143 0 1,343 0 6,250

143 0 1,343 0 6,438

143 0 1,343 0 6,631

428 0 4,028 19,318

NC P20+ SLDS Proposal Budget

Page 11 of 16

11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for UNC-GA Sector-specific Project(s) - Outcome 1.1
BUDGET CATEGORIES Explanation Federal 1. Personnel Senior Staff/Steering Committee AC @5% 5,727 5,899 6,076 17,702 YEAR I Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

Data Architect/Project Co-Director Contractual work for transition to [Outcome Bucket(s) - Data Usage 80%, database environment at UNCGA Ensuring Longterm Sustainability 20% ] and co-development of P20 sata system Database Administrator [Outcome Bucket(s) - Data Usage ] Position to extend beyond the grant funding
All salaries include 3% annual adjustment starting in Y2

0 0

0 0

0 0

SUB-Total 2. Fringe Benefits

All personnel costs

0

5,727

0

5,899

0

6,076

0

17,702

25% fringe rate applied to total personnel costs (sub-total line) 3. Travel Required SLDS annual meeting travel to Washington DC [Outcome Bucket(s) Ensuring Longterm Sustainability] GA Lead, 1 x 1200/trip/year State travel [Outcome Bucket(s) - Data Usage] In-state travel to campuses and sector partners, .55/mile National Conference [Outcome Bucket(s) - Data Usage ] Co-PD, DA and GA Lead, 3 x $1,500/trip/year starting in Y2

0

1,432

0

1,475

0

1,519

0

4,425

1,200

0

1,200

0

1,200

0

3,600

0

e14

0

0

0

0

0

0

0

0

0

SUB-Total 4. Equipment 2 Database Servers (production/hostsite) [Outcome Bucket(s) - Data Collection/Gathering] 2 VM Physical Servers (produciton/hostsite) [Outcome Bucket(s) - Data Collection/Gathering] 2 Network-based storage arrays (production/hostsite) [Outcome Bucket(s) - Data Collection/Gathering]

All travel costs

1 200 1,200

0

1 200 1,200

0

1 200 1,200

0

3 600 3,600

0

32GB RAM X 4 processors (2 cores each). $7,500 each

0

0

0

0

0

0

0

32GB RAM X 4 processors (2 cores each). $7,500 each

0

0

0

0

0

0

0

iSCSI devices/9.6TB raw storage. $65,000 each All Equipment Costs 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

SUB-Total 5. Supplies 3 desktop/laptop computers [Outcome Bucket(s) - Data Usage 40%, Data Collection Gathering 60%]

2 new computers, one for DBA and one for Data Architect, $3K/ea All Supply Costs 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

SUB-Total 6. Contractual

NC P20+ SLDS Proposal Budget

Page 12 of 16

11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for UNC-GA Sector-specific Project(s) - Outcome 1.1
BUDGET CATEGORIES Explanation Federal Data Audit [Outcome Bucket(s) - Data Collection/Gathering ] Comprehensive data audit of Institutional Research (data quality, validity, relability, and process flows) at the system and campus level YEAR I Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

0

0

0

0

0

0

0

0

Teacher Quality Research [Outcome Bucket(s) - Data Usage ]

Teacher quality entry, persistence, and impact research analysis Consultation from up to 4 faculty research scholars on TQ research. Provide statewide leadership on research results and concentrated discussion with campuses on program improvements All Contractual Costs N/A for UNC Sector

0

0

0

0

0

0

0

0

Faculty Research Scholar Consultation [Outcome Bucket(s) - Data Usage ]

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

SUB-Total 7. Construction

8. Other Oracle software components [Outcome VMWare VM virtualization licesnes Bucket(s) - Data Collection/Gathering ] for 2 servers (1 in production and 1 hotsite). ORACLE: OLAP, Partitioning, Data Integrator Enterprise, Data Mining, Business Intelligence Suite and annual maintenance Communications/telephone [Outcome Bucket(s) ( ) - Data Collection/Gathering / g]

e15

0

Telephone and incidental communication costs

0

Publication development and printing [Outcome Bucket(s) - Data Usage 70%, Ensuring longterm sustainability 30% ] Design and development of teacher quality policy briefs and research dessimination Professional development and scholarly round table research discussions [Outcome Bucket(s) - Data Usage 90%, Ensuring longterm sustainability 10% ] Session for campus Institional Research Directors on Oracle DB transition. Scholarly roundtable series disucssions on TQ research results All Other Costs 0 1,200 rate is 11% (equipment [>$5K/ea] is excluded from the F&A base) 132 0 1,332 0 7,159 0 7,159 0 1,200 132 0 1,332 0 7,374 0 7,374 0 1,200 132 0 1,332 0 7,595 0 7,595 0 3,600 396 0 3,996

0

0 0 22,127

SUB-Total 9. Total Direct Costs 10. Indirect Costs 11. Training Stipends 12. Total Costs

22,127

NC P20+ SLDS Proposal Budget

Page 13 of 16

11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for NCICU Sector-specific Project(s) - Outcome 1.1
BUDGET CATEGORIES Explanation YEAR I Federal Non-Fed YEAR II Federal Non-Fed YEAR III Federal Non-Fed TOTAL Federal Non-Fed

1. Personnel H Williams 5% 15% 1, 3 10% in yr 2 NCICU System Administrator Asst. System Administrator $0 $11,974 $0 $12,333 $0 $12,703 $11,974 $12,333 $12,703 $0 $0 $0 $0 $0 $37,010 $0 $0 $0 $37,010

Project Director fixed positions? Total Personnel

2. Fringe Benefits 3. Travel Required SLDS annual meeting travel

(question on basis for ICU leads) 26% for new employees; 15% for consultants to train 1 PD/year x 1200/trip 1200 1200 $1,200 $3,600 $0 $3,113 $0 $3,207 $0 $3,303 $0 $9,623 $0 $0

e16

use state approved rates For training, dissemination, prof dev, othe 4. Equipment Primary Server/MCNC Backup Server/Rutherfordton Hosting/Service Agreement Backup Discs Storage/Disc Array Installation Disc/Storage Maintenance Agr. Database Software Maint. Software Licenses Server Maintenance Development & Reporting Tools $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Equipment

5. Supplies laptops with bundled software two laptops x 3k/each in Yr I $0

6. Contractual

System design consultants Campus Consultants

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Contractual

NC P20+ SLDS Proposal Budget

Page 14 of 16

11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for NCICU Sector-specific Project(s) - Outcome 1.1
BUDGET CATEGORIES Explanation YEAR I Federal Lease server space, MCNC Non-Fed YEAR II Federal Non-Fed YEAR III Federal Non-Fed TOTAL Federal Non-Fed

7. Construction 8. Other participant training @ $2,250 X 36 Manuals & documents $1,000 X 38 Communication/Travel $500 X 36 Total Other 9. Total Direct Costs

$0 $0 $0 $0 $1,200 Temprorary rate of 10% salaries/wages until a negotiated rate is obtained per DoEd guidances n/a $1,200 $15,087 $1,200 $15,540 $1,200 $16,006 $0 $15,087 $0 $1,200 $0 $15,540 $0 $1,200 $0 $16,006 $0 $3,600 $0 $46,633

10. Indirect Costs 11. Training Stipends 12. Total Costs

$0

$0

$0 $0 $3,600 $0 $46,633

e17

Notes. Notes

NC P20+ SLDS Proposal Budget

Page 15 of 16

11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for NCESC Sector-specific Project(s) - Outcome 1.1
BUDGET CATEGORIES Explanation Federal 1. Personnel Project Director McGrath CIO Cottrell IS staff LMI Staff personnel subtotal 2. Fringe Benefits personnel + benefits subtotal 3. Travel Required SLDS annual meeting travel 4. Equipment New server(s)[2] for database @ $8,000; provisioning @ $2,000 5. Supplies 6. Contractual vendor provided services for vendor-provided enhancements to current data bases (e.g., consume UID; create "holding area" database for extracts from current system) Contract Project Mgr Purchase/Install Database software (maintenance/support in out Hosting (@ ITS?) Total Contractural 7. Construction 8. Other N/A 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Project Leaders/year x 1200/trip 20% 0 0 0 12,087 2,417 14,504 0 0 0 12,450 2,490 14,940 0 0 0 12,823 2,565 15,388 5% 5% 4,594 7,493 4,732 7,718 4,874 7,949 0 0 0 0 0 0 14,200 23,160 0 0 37,360 7,472 44,832 YEAR I Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

1,200

1,200

1,200

3,600 0

0 0

e18

Subcontract(s) for ESC vendors, consultants

0 0

travel, communications for stakeholder activities participant costs, communications, (requirements gathering, other fees? marketing, etc.) 9. Total Direct Costs 10. Indirect Costs 11. Training Stipends 12. Total Costs 13.50% of salaries only n/a 1,200 14,504 1,200 14,940 1,200 15,388 1,200 0 14,504 1,200 0 14,940 1,200 0 15,388 3,600 0 0 3,600

0 44,832 0 44,832

NC P20+ SLDS Proposal Budget

Page 16 of 16

11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for Common Infrastructure - Outcome 1.3
BUDGET CATEGORIES Explanation YEAR I Federal 1. Personnel Project Director Levinson release time (5%) 5% of each of the following: KT, MV,KP 5% of each of the following: PP, PA 1 FTE Admin Assistant for PMO (@ $40K) 2 FTE Functional Systems Analyst (@ $70K) 1 FTE: aggregate of several staff 20% Non-Federal 5,395 YEAR II Federal Non-Federal 5,557 YEAR III Federal Non-Federal 5,724 Federal 0 TOTAL Non-Federal 16,675

Other Senior Staff?

0

0

Time-Limited personnel? (33%) Fixed-appt EPA positions? personnel subtotal 2. Fringe Benefits personnel + benefits subtotal

59,400

61,182

63,017

183,599 0 183,599 36,720 220,319

0 0 16,675 3,335 20,010

59,400 11,880 71,280

5,395 1,079 6,474

61,182 12,236 73,418

5,557 1,111 6,668

63,017 12,603 75,621

5,724 1,145 6,868

e19

3. Travel Required SLDS annual meeting travel 4. Equipment 5. Supplies 6. Contractual Subcontract(s) for NC DPI vendors, consultant: P-20 Project Mgmt Office: Program Manager Assistant Program Mgr (PPM Admin) UID License extension Maintenance (20%) Enhancements Additional Hardware (to handle increased load) Establish MFTS (SOA Suite) - hardware, software, customization 0 0 3 laptop computers @ $3,000 1 Program Mgr/year x 1200/trip 0 3,000 0 0 0 0 0 0 0 0 0 0 0 0 3,000 0 0 0

Data Sharing Network/Tool:

NC P20+ SLDS Proposal Budget

Page 1 of 2

11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for Common Infrastructure - Outcome 1.3
BUDGET CATEGORIES Explanation YEAR I Federal SIF/PESC Agents for each sector (6 @ $50k) Maintenance (20%) Agent Servers (1/sector; 6 @ $8K) Data Dictionary Data Audit (processing, validation rules) Contractual Subtotal: 7. Construction 8. Other travel, communications for stakeholder activities (requirements participant costs, communications, gathering, marketing, etc.) other fees? 9. Total Direct Costs 10. Indirect Costs (only for NCDPI - Lead Fiscal Agent; 15.1% indirect cost on total costs, less equipment and pass-through funds [sector partners] and includes only the first $25K of local subcontracts. 11. Training Stipends 12. Total Costs OERI .003% Total Costs n/a 85,496 256 85,753 6,474 6,474 84,505 254 84,758 6,668 6,668 87,040 261 87,301 6,868 6,868 74,280 6,474 73,418 6,668 75,621 6,868 223,319 N/A 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

e20

0 20,010

11,216

11,086

11,419

33,721 0 257,041 771 257,812 20,010 0 20,010

NC P20+ SLDS Proposal Budget

Page 2 of 2

11/24/09

PR/Award # R384A100008

NC P20+ Proposal Budget for Common Infrastructure - Outcome 1.4
BUDGET CATEGORIES Explanation YEAR I Federal 1. Personnel Project Director Levinson release time (15%) Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal 0 TOTAL Non-Federal 0

5% of each of the following: KT, MV,KP Other Senior Staff? 5% of each of the following: PP, PA 0 0

1 FTE Admin Assistant for PMO (@ $40K) 2 FTE Functional Systems Analyst (@ $70K) 1 FTE System Admin (@ $80K) Time-Limited personnel? 1 FTE: aggregate of several staff Fixed-appt EPA positions? personnel subtotal 2. Fringe Benefits personnel + benefits subtotal 3. Travel Required SLDS annual meeting travel 4. Equipment 5. Supplies 6. Contractual Subcontract(s) for NC DPI vendors, consultant: P-20 Project Mgmt Office: Program Manager Assistant Program Mgr (PPM Admin) UID License extension Maintenance (20%) Enhancements 0 0 3 laptop computers @ $3,000 1 Program Mgr/year x 1200/trip 0 3,000 0 0 0 0 0 0 0 0 0 0 20% 59,400 59,400 11,880 71,280 0 0 0 61,182 61,182 12,236 73,418 0 0 0 63,017 63,017 12,603 75,621 0 0 0 183,599 0 183,599 36,720 220,319 0 0 0 0 0

e21

0 0 3,000

0 0 0

Additional Hardware (to handle increased load)

NC P20+ SLDS Proposal Budget

Page 1 of 2

11/24/09

PR/Award # R384A100008

NC P20+ Proposal Budget for Common Infrastructure - Outcome 1.4
BUDGET CATEGORIES Explanation YEAR I Federal Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

SIF/PESC Agents for each sector (6 @ $50k) Maintenance (20%) Agent Servers (1/sector; 6 @ $8K) Data Dictionary

Data Audit (processing, validation rules) Contractual Subtotal: 7. Construction 8. Other participant costs, communications, other fees? 9. Total Direct Costs 10. Indirect Costs (only for NCDPI - Lead Fiscal Agent; 15.1% indirect cost on total costs, less equipment and pass-through funds [sector partners] and includes only the first $25K of local subcontracts. 11. Training Stipends 12. Total Costs OERI .003% Total n/a 85,496 256 85,753 0 84,505 254 84,758 0 87,040 261 87,301 0 N/A travel, communications for stakeholder activities (requirements gathering, marketing, etc.) 74,280 0 73,418 0 75,621 0 223,319 0 0 0 0 0 0 0 0 0

e22

0 0

11,216

0

11,086

0

11,419

0

33,721 0 257,041 771 257,812

0 0 0

0

NC P20+ SLDS Proposal Budget

Page 2 of 2

11/24/09

PR/Award # R384A100008

NC P20+ SLDS Proposal Budget for Common Infrastructure - Outcome 1.5
BUDGET CATEGORIES Explanation YEAR I Federal 1. Personnel Project Director Levinson release time (15%) 5% of each of the following: KT, MV,KP 5% of each of the following: PP, PA 1 FTE Admin Assistant for PMO (@ $40K) 2 FTE Functional Systems Analyst (@ $70K) 1 FTE: aggregate of several staff 20% Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

Other Senior Staff?

0

0

Time-Limited personnel? Fixed-appt EPA positions? personnel subtotal

59,400

61,182

63,017

183,599 0 183,599 36,720 220,319

0 0 0 0 0

59,400 11,880 71,280

0 0 0

61,182 12,236 73,418

0 0 0

63,017 12,603 75,621

0 0 0

e23

2. Fringe Benefits personnel + benefits subtotal 3. Travel Required R i d SLDS annual l meeting ti travel 4. Equipment 5. Supplies 6. Contractual Subcontract(s) for NC DPI vendors, consultant: P-20 Project Mgmt Office:

1 Program P M Mgr/year / x 1200/trip 0 3 laptop computers @ $3,000 3,000 0 0 0 0 0 0 0 0 0 0

0 0 3,000

0 0 0

Program Manager Assistant Program Mgr (PPM Admin)

82,500 33,000

84,975 33,990

87,524 35,010

254,999 102,000

0 0

UID

License extension Maintenance (20%) Enhancements Establish MFTS (SOA Suite) - hardware, software, customization

Data Sharing Network/Tool:

NC P20+ SLDS Proposal Budget

Page 1 of 2

11/24/09

PR/Award # R384A100008

NC P20+ SLDS Proposal Budget for Common Infrastructure - Outcome 1.5
BUDGET CATEGORIES Explanation YEAR I Federal SIF/PESC Agents for each sector (6 @ $50k) Maintenance (20%) Agent Servers (1/sector; 6 @ $8K) Data Dictionary Data Audit (processing, validation rules) Contractual Subtotal: 7. Construction 8. Other travel, communications for stakeholder activities (requirements participant costs, communications, gathering, other fees? marketing, etc.) 9. Total Direct Costs 10. Indirect Costs (only for NCDPI - Lead Fiscal Agent; 15.1% indirect cost on total costs, less equipment and pass-through funds [sector partners] and includes only the first $25K of local subcontracts. 11. Training Stipends 12. Total Costs OERI .003% Total Cost n/a 412,321 1237 413,558 0 203,470 610 204,080 0 209,574 629 210,202 0 389,780 N/A 315,500 0 0 0 118,965 0 0 0 122,534 0 0 0 556,999 0 0 0 200,000 200,000 Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

e24

0 0 192,383

0 0 198,155

0 0

0 780,318

0 0

22,541

0

11,086

0

11,419

0

45,046 0 825,365 2476 827,841

0 0 0

0

NC P20+ SLDS Proposal Budget

Page 2 of 2

11/24/09

PR/Award # R384A100008

NC P20+ SLDS Proposal Budget for Common Infrastructure - Outcome 2.2
BUDGET CATEGORIES Explanation Federal 1. Personnel Project Director Levinson release time (15%) 5% of each of the following: KT, MV,KP 5% of each of the following: PP, PA 1 FTE Admin Assistant for PMO (@ $40K) 2 FTE Functional Systems Analyst (@ $70K) 1 FTE: aggregate of several staff 20% 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 YEAR I Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

Other Senior Staff?

Time-Limited personnel? Fixed-appt EPA positions? personnel subtotal 2. Fringe Benefits personnel + benefits subtotal 3. Travel Required SLDS annual meeting travel 4. Equipment 5. Supplies 6. Contractual Subcontract(s) for NC DPI vendors, consultant: P-20 Project Mgmt Office:

e25

1 Program Mgr/year x 1200/trip (to handle increased load) 3 laptop computers @ $3,000 50,000 0 0 0 0 0 0 0 0 0 0 50,000 0

0 0 0

Program Manager Assistant Program Mgr (PPM Admin)

82,500 33,000 300,000 200,000

84,975 33,990 0 60,000 0

87,524 35,010 0 60,000 0

254,999 102,000 300,000 120,000 200,000

0 0

UID

License extension Maintenance (20%) Enhancements

NC P20+ SLDS Proposal Budget

Page 1 of 2

11/24/09

PR/Award # R384A100008

NC P20+ SLDS Proposal Budget for Common Infrastructure - Outcome 2.2
BUDGET CATEGORIES Explanation Federal Establish MFTS (SOA Suite) - hardware, software, customization Maintenance (20%) Agent Servers (1/sector; 6 @ $8K) Data Dictionary Data Audit (processing, validation rules) Contractual Subtotal: 7. Construction N/A 615,500 0 0 0 178,965 0 0 0 182,534 0 0 0 976,999 0 0 0 YEAR I Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

Data Sharing Network/Tool:

e26

8. Other travel, communications for stakeholder activities (requirements participant costs, communications, gathering, other fees? marketing, etc.) 9. Total Direct Costs 10. Indirect Costs (only for NCDPI - Lead Fiscal Agent; 15.1% indirect cost on total costs, less equipment and pass-through funds [sector partners] and includes only the first $25K of local subcontracts. 11. Training Stipends 12. Total Costs OERI .003% Total Cost n/a 676,825 2030 678,855 0 178,965 537 179,502 0 182,534 548 183,082 0 665,500 0 178,965 0 182,534 0 1,026,999

0 0

11,325

0

0

0

0

0

11,325 0 1,038,324 3115 1,041,439

0 0 0

0

NC P20+ SLDS Proposal Budget

Page 2 of 2

11/24/09

PR/Award # R384A100008

NC P20+ SLDS Proposal Total Budget -- Outcome 2.3
BUDGET CATEGORIES Explanation Federal 1. Personnel Project Director Levinson(NCDPI) release time (20% ) NCDPI project ( ) Common project KT, MV,KP Other Senior NCDPI Staff? Time-Limited personnel? Fixed-appt NCDPI EPA positions? personnel subtotal 2. Fringe Benefits personnel + benefits subtotal 3. Travel Required SLDS annual meeting travel 3 oject eade s/yea 1200/trip ($3,600/yr for NCDPI project and $1,200/yr for Common 30 servers @ $8,000; provisioning/wiring @ $100,000 ($240K Y1, $40K Y2, $30K Y3 NCDPI $9K Y1 Common project [3 laptops] 20% 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 FTE Admin Assistant for PMO (@ $40K) backfill for 1 FTE: aggregate of several staff NCDPI Project YEAR I Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

g

e27

4. Equipment (Commons + NCDPI only)

0

5. Supplies 6. Contractual Contractual Services for (Common Project) Subcontract(s) for (NC DPI Project) vendors, consultants (sector-specific projects) Subctonract to B-7: (NOTE: More at Four enhancements included in larger DPI data system)

0

0

0

0

0

0

0

0

86,625

0 Page 1 of 9

94,421

0

140,333

0

321,379 11/24/09

0

NC P20+ SLDS Proposal Budget

PR/Award # R384A100008

NC P20+ SLDS Proposal Total Budget -- Outcome 2.3
BUDGET CATEGORIES Explanation Federal Subcontract to FPG (B-7)* Subcontract to NCCCS Subcontract to UNC-GA Subcontract to NC ICU Subcontract to ESC Contractual Subtotal: (note: includes indirect cost for each subcontractor) 7. Construction N/A travel, communications for stakeholder activities (requirements gathering, marketing, etc.) ($10K Y1-3 Common Project, $5K Y1, $2K Y2, $5K Y3 NCDPI Project 281,102 0 793,475 0 344,099 0 0 0 500,000 0 0 0 500,000 0 0 138,527 55,950 0 YEAR I Non-Federal YEAR II Federal 141,425 57,629 0 Non-Federal YEAR III Federal 144,410 59,357 0 Non-Federal Federal 424,362 172,936 TOTAL Non-Federal 0 0

281,102 0

0 0

793,475 0

0 0

344,099 0

0 0

1,418,677 0

0 0

e28
8. Other 9. Total Direct Costs 10. Indirect 10 I di t Costs C t (only for NCDPI - Lead Fiscal Agent; 15.1% indirect cost on total costs, less equipment and pass-through funds [sector partners] and includes only the first $25K of local subcontracts. 11. Training Stipends 12. Total Costs

0 1,418,677

0 0

0 n/a 281,102 0 793,475

0

0

0

0

0

0

344,099

0

1,418,677

0

Applied to total project costs OERI State Coordinating Office per OMB allowability for Assessment .0030% states under ARRA funding

843 281,946 0 Page 2 of 9

2,380 795,855 0

1,032 345,132 0

4,256 1,422,933 11/24/09

13. Grand Total
NC P20+ SLDS Proposal Budget

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for NCECDG Sector-specific Project(s) - Outcome 2.3
BUDGET CATEGORIES Explanation Federal YEAR I Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

1. Personnel Other Senior Staff? Fixed-appt EPA positions? 2. Fringe Benefits 3. Travel use state approved rates For training, dissemination, pro 4. Equipment 5. Supplies typically 5K and above expendable/consumable items rates on positions as appropriate release time?

e29

6. Contractual Participating EC State Agencies/ Programs to modify software, prepare & publish related training materials and policy manuals, provide onsite TA -common data fields include student-specific data, e.g., outcomes, teacher info, and progam quality

Smart Start: software application (GEMS) 75 Partnerships @ $10,000 per, incl. 1x start-up DCD: programming modifications to enance child care subsidy system and interface to DPH: enhance exisiting Part C Infant-Toddler system to add common data fields + interface Head Start: enhance existing state-level system with local interface to accommodate child-level data, add common data fields + enable assignment of NC-Wise UID 1xYr2; .10 FTE and equip. suppt to manage Yr 2-3 NOTE: More at Four enhancements included in larger DPI data system

82,500

82,500

82,500 35,145 11,880

247,500 35,145 11,880

7,425

4,125

11,550

7. Construction

probably allowable with sufficient justification

8. Other participant costs, communications, other fees? 9. Total Direct Costs 10. Indirect Costs 12. Total Costs 5% 82,500 4125 86,625 0 0 89,925 4496.25 94,421 0 133,650 6682.5 0 0 306,075 15303.75 321,379

0 140,333

NC P20+ SLDS Proposal Budget

Page 3 of 9

11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for FPG/NCECDG Sector-specific Project(s) - Outcome 2.3
BUDGET CATEGORIES Explanation
66% 2.3, 33% 4.1

YEAR I Federal 0 44,202 17,316 12,121 234 73,873 0 Non-Federal

YEAR II Federal 0 45,528 17,835 12,485 241 76,089 0 Non-Federal

YEAR III Federal 0 46,894 18,371 12,859 248 78,372 0 Non-Federal Federal

TOTAL Non-Federal 0 136,624 53,522 37,465 723 228,334 0 0

1. Personnel Senior Staff/Steering Committee Project Co-Director Data Systems Specialtist Research Admin Assistant Processing Specialist Subtotal Personnel:

PN, DM @ 5% 100% FTE EPA fixed 25% FTE Intermittent Temporary SPA 50% FTE Intermittent Temporary SPA 1% FTE
SPA

2. Fringe Benefits

rates on positions as appropriate
UNC-CH Fringe Benefits Rates = 19.4%* plus Hlth Insurance @ $4,527/FTE (verifying for specific EPA position)

Project Co-Director (1FTE) Data Systems Specialtist (.25 FTE) Administrative Assistant (.50 FTE) Processing ocess g Specialist Spec a st (.01 ( 0 FTE) ) Subtotal Fringes: 3. Travel Required SLDS annual meeting travel

11,590 1,325 927 91 9 13,933 0

11,938 1,365 955 9 94 14,351 0

12,296 1,406 983 9 97 14,782 0

35,824 4,095 2,865 281 8 43,066 0

Temporary 7.65%; taxes Temporary 7.65%; taxes
UNC-CH Fringe Benefits Rates = 19.4% plus Health Insurance @ $4,527/FTE $ , /

e30

1 Co-PD/year x 1200/trip for multiple meetings of partners, staholders, and agency reps @ state approved rates @200/mo x 2 project staff 1 relevant EC-focus data systems mtg or conf x 2 project stAff est 1 mtg per mo @ $50 RT x 2 parent reps Core project work group and advisory members to attend in-state meetings, typically 5K and above

Staff Travel In-State

1,584

1,584

1,584

4,752

Staff Travel Out-of-State

1,584

1,584

1,584

4,752

Parent Participation In-state Travel

792

792

792

2,376

Committee Travel Reimursment Subtotal Travel: 4. Equipment

1,320 5,280

0

1,320 5,280

0

1,320 5,280

0

3,960 15,840

0

NC P20+ SLDS Proposal Budget

Page 4 of 9

11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for FPG/NCECDG Sector-specific Project(s) - Outcome 2.3
BUDGET CATEGORIES Explanation
66% 2.3, 33% 4.1

YEAR I Federal Non-Federal

YEAR II Federal Non-Federal

YEAR III Federal Non-Federal Federal

TOTAL Non-Federal

5. Supplies Supplies & Materials

none, should incl in admin/in-kind expendable/consumable items essential project supplies/ materials @$375/mo

2,970 600 3,570

2,970 600 3,570

2,970 600 3,570

8,910 1,800 10,710

repair existing in-kind equip as needed Equipment Repair Subtotal Supplies: 6. Contractual nat'l/state experts, EC perspective, estimate 5001000/day airfare, hotel, meals, ground trans. est @ 1200 per trip probably allowable with sufficient justification postage, mailing, fax, econferencing charges est @ $100 mo design/printing of infosharing materials to explain B-7 data SLDS component + training materials 1 2-hr mtg per mo @ 20 hr. x 2 parent reps room rental + expenses for regional forums/mtgs Subtotal Other: 9. Total Direct Costs 10% total cost state rate (off-campus rate?) UNC’s 10. Indirect Costs 11. Training Stipends 12. Total Costs
federally negotiated F&A rate is 48%

0

0

0

0

Consultant Fees

13,200

13,200

13,200

39,600

Consultant Expenses Subtotal Contractual: 7. Construction 8. Other

4,752 17,952

0

4,752 17,952

0

4,752 17,952

0

14,256 53,856

0

e31

Communications

792

792

792

2,376

Publications costs

6,600

6,600

6,600

19,800

Parent Participation Stipends

634

634

634

1,902

Meeting Costs

3,300 11,326 125,934 0 0

3,300 11,326 128,568 0 0

3,300 11,326 131,281 0 0

9,900 33,978 385,784 0

12,593 138,527

0

12,857 141,425

0

13,128 144,410

0

38,578 424,362 285,835

n/a

NC P20+ SLDS Proposal Budget

Page 5 of 9

11/24/09

1. Personnel Project Manager (required by ITS & Senate Bill 991)

P20 Data Administrator/Reporting

Director Academic Services Assoc VP- Planning & Research Asso. Dir. State Reporting SUB-Total 2. Fringe Benefits

3. Travel Required SLDS annual meeting travel to Washington DC State travel National Conference SUB-Total 4. Equipment 2 Database Servers (production/hostsite) 2 VM Physical Servers (production/hostsite) 2 Network-based storage arrays (production/hostsite) SUB-Total 5. Supplies 3 desktop/laptop computers 3 new computers, PM, Dir-AS, DA. $3,000 each 32GB RAM X 4 processors (2 cores each). $7,500 each 32GB RAM X 4 processors (2 cores each). $7,500 each iSCSI devices/9.6TB raw storage. $65,000 each All Equipment Costs 0 0 0 0 0 0 0 0 PM, DA and AVP-P&R, 3 x 1200/trip/year In-state travel to campuses and sector partners, .55/mile PM, DA and AVP-P&R, 3 x $1,500/trip/year starting in Y2 All travel costs 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for NCCCS Sector-specific Project(s) - Outcome 2.3
BUDGET CATEGORIES Explanation Federal Contractual project management work. PM will be contracted through ITS. Position to extend beyond the grant funding. Position to extend beyond the grant funding Position to extend beyond the grant funding (50%) 10% release time 10% release time
All salaries include 3% annual adjustment starting in Y2

YEAR I Non-Federal

YEAR II Federal Non-Federal

YEAR III Federal Non-Federal Federal

TOTAL Non-Federal

0

0

0

0 40,000 0 41,200 0 42,436 0

0 123,636

0 0 0 0

All personnel costs

40,000

0

41,200

0

42,436

0

123,636

0

e32

25% fringe rate applied to total personnel costs (sub-total line)

10,000

0

10,300

0

10,609

0

30,909

0

0

0

0

0

0

0

0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0

0

0

0

0

0

0

NC P20+ SLDS Proposal Budget

Page 6 of 9

11/24/09

6. Contractual Data Audit Comprehensive data audit of Institutional Research (data quality, validity, relability, and process flows) at the system and campus level SUB-Total 7. Construction 8. Other Software components Communications/telephone Telephone and incidental communication costs All Contractual Costs N/A for NCCCS

Publication development and printing Design and development of teacher quality policy briefs and research dessimination

9. Total Direct Costs 11.9% 11 9% F&A rate rate, applied to MTDC base (S/W/F, travel and other excludes equipment) n/a

10. Indirect Costs 11. Training Stipends 12. Total Costs

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for NCCCS Sector-specific Project(s) - Outcome 2.3
BUDGET CATEGORIES Explanation Federal SUB-Total All Supply Costs 0 YEAR I Non-Federal 0 YEAR II Federal 0 Non-Federal 0 YEAR III Federal 0 Non-Federal 0 Federal 0 TOTAL Non-Federal 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0

0

0

0

0

0

e33

0 0 50,000 0 0 0 51,500 0 0 0 53,045 0 0

0 0 154,545

0 0 0

SUB-Total

All Other Costs

5,950 0 55,950

0 0 0

6,129 0 57,629

0 0 0

6,312 0 59,357

0 0 0

18,391 0 172,936 0

NC P20+ SLDS Proposal Budget

Page 7 of 9

11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for NCICU Sector-specific Project(s) - Outcome 2.3
BUDGET CATEGORIES Explanation Federal 1. Personnel Project Director fixed positions? Total Personnel Release, H. Williams, T. McDowell 15% 1, 3 10% in yr 2 NCICU System Administrator Asst. System Administrator YEAR I Non-Federal Federal YEAR II Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

2. Fringe Benefits 3. Travel Required SLDS annual meeting travel

(question on basis for ICU leads) 26% for new employees; 15% for consultants to train 1 PD/year x 1200/trip $0 $0 $0 $0 $0 $0 $0 $0

use state approved rates For training, dissemination, prof dev, othe

e34

4. Equipment

Primary Server/MCNC Backup Server/Rutherfordton Hosting/Service Agreement B k Backup Di Discs Storage/Disc Array Installation Disc/Storage Maintenance Agr. Database Software Maint. Software Licenses Server Maintenance Development & Reporting Tools

Total Equipment 5. Supplies laptops with bundled software two laptops x 3k/each in Yr I $0

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

$0

6. Contractual

System design consultants Campus Consultants

$0 $500,000 $0 $0 $500,000 $0 $0 $0

$0 $500,000 $500,000

$0 $0 $0

Total Contractual 7. Construction 8. Other Lease server space, MCNC

NC P20+ SLDS Proposal Budget

Page 8 of 9

11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for NCICU Sector-specific Project(s) - Outcome 2.3
BUDGET CATEGORIES Explanation Federal participant training @ $2,250 X 36 Manuals & documents $1,000 X 38 Communication/Travel $500 X 36 Total Other 9. Total Direct Costs Temprorary rate of 10% salaries/wages until a negotiated rate is obtained per DoEd guidances n/a $0 $0 $500,000 $0 $0 $0 $0 $0 $0 $0 $0 $500,000 $0 $0 $0 $0 $0 $0 $0 $500,000 YEAR I Non-Federal Federal YEAR II Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal $0 $0 $0 $0 $0

10. Indirect Costs 11. Training Stipends 12. Total Costs

$0

$0

$0

$0 $0 $500,000

$0 $0 $0

e35
NC P20+ SLDS Proposal Budget Page 9 of 9 11/24/09

PR/Award # R384A100008

NC P20+ SLDS Proposal Budget for Common Infrastructure - Outcome 3.1
BUDGET CATEGORIES Explanation Federal 1. Personnel Project Director Levinson release time (5%) 5% of each of the following: KT, MV,KP 5% of each of the following: PP, PA 1 FTE Admin Assistant for PMO (@ $40K) 2 FTE Functional Systems Analyst (@ $70K) 1 FTE: aggregate of several staff 20% 1,078 6,467 1,110 6,661 1,143 6,861 3,331 19,988 YEAR I Non-Federal 5,389 YEAR II Federal Non-Federal 5,551 YEAR III Federal Non-Federal 5,717 Federal TOTAL Non-Federal 16,657

Other Senior Staff?

Time-Limited personnel? Fixed-appt EPA positions? personnel subtotal 2. Fringe Benefits personnel + benefits subtotal 3. Travel Required SLDS annual meeting travel 4. Equipment 5. Supplies 6. Contractual Subcontract(s) for NC DPI vendors, consultant: P-20 Project Mgmt Office:

e36

1 Program Mgr/year x 1200/trip 0 3 laptop computers @ $3,000 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0

Program Manager Assistant Program Mgr (PPM Admin)

82,500 33,000

84,975 33,990 0 0

87,524 35,010 0 0

254,999 102,000 0 0 0

0 0

UID

License extension Maintenance (20%) Enhancements Additional Hardware (to handle increased load)

0

NC P20+ SLDS Proposal Budget

Page 1 of 2

11/24/09

PR/Award # R384A100008

NC P20+ SLDS Proposal Budget for Common Infrastructure - Outcome 3.1
BUDGET CATEGORIES Explanation Federal Establish MFTS (SOA Suite) - hardware, software, customization SIF/PESC Agents for each sector (6 @ $50k) Data Dictionary Data Audit (processing, validation rules) Contractual Subtotal: 7. Construction 8. Other travel, communications for stakeholder activities (requirements participant costs, communications, gathering, other fees? marketing, etc.) 9. Total Direct Costs 10. Indirect Costs (only for NCDPI - Lead Fiscal Agent; 15.1% indirect cost on total costs, less equipment and pass-through funds [sector partners] and includes only the first $25K of local subcontracts. 11. Training Stipends 12. Total Costs OERI .003% Total Costs n/a 619,275 1858 621,133 6,467 118,965 357 119,322 6,661 122,534 368 122,902 6,861 615,500 N/A 615,500 0 0 0 118,965 0 0 0 122,534 0 0 0 YEAR I Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

Data Sharing Network/Tool:

500,000

500,000

0 0

0 856,999 0 0 0

e37

0 6,467 118,965

0 6,661 122,534

0 6,861

0 856,999

0 19,988

3,775

0

0

0

0

0

3,775 0 860,774 2,582 863,356

0 0 19,988

19,988

NC P20+ SLDS Proposal Budget

Page 2 of 2

11/24/09

PR/Award # R384A100008

NC P20+ SLDS Proposal Budget for Common Infrastructure - Outcome 3.2
BUDGET CATEGORIES Explanation YEAR I Federal 1. Personnel Project Director Levinson release time (15%) 5% of each of the following: KT, MV,KP 5% of each of the following: PP, PA 1 FTE Admin Assistant for PMO (@ $40K) 2 FTE Functional Systems Analyst (@ $70K) 1 FTE: aggregate of several staff 20% 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal 0

Other Senior Staff?

0

Time-Limited personnel? Fixed-appt EPA positions? personnel subtotal

0 0 0 0 0

e38

2. Fringe Benefits personnel + benefits subtotal 3. Travel Required SLDS annual meeting travel 4. Equipment 5. Supplies 6. Contractual Subcontract(s) for NC DPI vendors, consultant: P-20 Project Mgmt Office:

1 Program Mgr/year x 1200/trip Agent Servers (1/sector; 6 @ $8K) 3 laptop computers @ $3,000 48,000 0 0 0 0 0 0 0 0 0 0

0 48,000 0

0 0 0

Program Manager Assistant Program Mgr (PPM Admin)

0 0 0 0 0

0 0

UID

License extension Maintenance (20%) Enhancements Establish MFTS (SOA Suite) - hardware, software, customization

Data Sharing Network/Tool:

0

NC P20+ SLDS Proposal Budget

Page 1 of 2

11/24/09

PR/Award # R384A100008

NC P20+ SLDS Proposal Budget for Common Infrastructure - Outcome 3.2
BUDGET CATEGORIES Explanation YEAR I Federal SIF/PESC Agents for each sector (6 @ $50k) Maintenance (20%) Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

300,000 60,000 60,000

300,000 120,000 0

Data Dictionary Data Audit (processing, validation rules) Contractual Subtotal: 7. Construction 8. Other travel, communications for stakeholder activities (requirements participant costs, communications, gathering, other fees? marketing, g, etc.) ) 9. Total Direct Costs 10. Indirect Costs (only for NCDPI - Lead Fiscal Agent; 15.1% indirect cost on total costs, less equipment and pass-through funds [sector partners] and includes only the first $25K of local subcontracts. 11. Training Stipends 12. Total Costs OERI .003% Total Cost n/a 351,775 1055 352,830 0 60,000 180 60,180 0 60,000 180 60,180 0 348,000 N/A 300,000 0 0 0 60,000 0 0 0 60,000 0 0 0

0

0 420,000 0 0 0

e39

0 0 60,000

0 0 60,000

0 0

0 468,000

0 0

3,775

0

0

0

0

0

3,775 0 471,775 1415 473,190

0 0 0

NC P20+ SLDS Proposal Budget

Page 2 of 2

11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Total Budget - - Outcome 4.1
BUDGET CATEGORIES Explanation YEAR I Federal 1. Personnel Project Director Levinson(NCDPI) release time (5% ) - NCDPI project release time (15% ) Common project 5,395 0 0 5,557 0 5,724 0 0 0 16,675 0 Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

Other Senior NCDPI Staff? 1 FTE Admin Assistant for PMO (@ $40K) 2 FTE Functional Systems Analyst (@ $70K) Common backfill for 1 FTE: aggregate of several staff NCDPI Project

0

0

0

0

Time-Limited personnel?

0

0

0

0

0

e40

Fixed-appt NCDPI EPA positions? personnel subtotal 2. Fringe Benefits personnel + benefits subtotal 3. Travel

100,000 100,000

0 5,395 1,079 6,474

103,000 103,000 20,600 123,600

0 5,557 1,111 6,668

106,090 106,090 21,218 127,308

0 5,724 1,145 6,868

309,090 309,090 61,818 370,908

0 16,675 3,335 20,010

20%

20,000 120,000

Required SLDS annual meeting travel

3 Project Leaders/year x 1200/trip ($3,600/yr for NCDPI project and $1,200/yr for Common project)

0

0

4. Equipment (Commons + NCDPI only)

30 servers @ $8,000; provisioning/wiring @ $100,000 ($240K Y1, $40K Y2, $30K Y3 NCDPI Project, ) $9K Y1 Common project [3 laptops]

240,000

40,000

30,000

310,000

0

5. Supplies

0

0

0

0

0

0

0

NC P20+ SLDS Proposal Budget

Page 1 of 21

11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Total Budget - - Outcome 4.1
BUDGET CATEGORIES Explanation YEAR I Federal 6. Contractual Contractual Services for (Common Project) Subcontract(s) for (NC DPI Project) vendors, consultants (sector-specific projects) Subctonract to B-7: (NOTE: More at Four enhancements included in larger DPI data system) Subcontract to FPG (B-7)* Subcontract to NCCCS Subcontract to UNC-GA Subcontract to NC ICU Subcontract to ESC Contractual Subtotal: (note: includes indirect cost for each subcontractor) 7 Construction 7. N/A travel, communications for stakeholder activities (requirements gathering, marketing, etc.) ($10K Y1-3 Common Project, $5K Y1, $2K Y2, $5K Y3 NCDPI Project 0 0 0 Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

1,490,000

2,390,000

0

720,000

0

4,600,000

0

175,875 71,001 608,439 606,220 933,000 820,782 0 0 7,430 600

191,704 70,761 344,666 348,401 804,940 131,521 0 0 7,578 600

284,970 70,511 354,172 357,405 381,094 131,521 0 0 7,804 601

652,549 212,272 1,307,278 1,312,026 2,119,034 1,083,824

0 0 0 0 22,812 0

e41

4,705,317 0

8,030 0

4,281,993 0

8,178 0

2,299,673 0

8,405 0

11,286,983 0

22,812 0

8. Other 9. Total Direct Costs 10. Indirect Costs (only for NCDPI - Lead Fiscal Agent; 15.1% indirect cost on total costs, less equipment and pass-through funds [sector partners] and includes only the first $25K of local subcontracts.

15,000 5,080,317 14,504

12,000 4,457,593 14,846

15,000 2,471,981 15,274

42,000 12,009,891

0 42,823

35,485

20,476

0

21,489

0

77,449

2,281

NC P20+ SLDS Proposal Budget

Page 2 of 21

11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Total Budget - - Outcome 4.1
BUDGET CATEGORIES Explanation YEAR I Federal 11. Training Stipends 12. Total Costs n/a 5,115,802 14,504 4,478,069 14,846 2,493,469 15,274 12,087,340 45,104 Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

Applied to total project costs OERI State Coordinating Office per OMB allowability for Assessment .0030% states under ARRA funding

15,347 5,131,149 14,504

13,434 4,491,503 14,846

7,480 2,500,950 15,274

36,262 12,123,602

13. Grand Total

e42
NC P20+ SLDS Proposal Budget Page 3 of 21 11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for Common Infrastructure - Outcome 4.1
BUDGET CATEGORIES Explanation YEAR I Federal 1. Personnel Project Director Levinson Other Senior Staff? 1 FTE Admin Assistant for PMO (@ $40K) 2 FTE Functional Systems Analyst (@ $70K) 1 FTE: aggregate of several staff 20% 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal 0 0

Time-Limited personnel? Fixed-appt EPA positions? personnel subtotal 2. Fringe Benefits personnel + benefits subtotal

0 0 0 0 0

e43

3. Travel Required SLDS annual meeting travel 4. Equipment 5 Supplies 5. S li 6. Contractual Subcontract(s) for NC DPI vendors, consultant: P-20 Project Mgmt Office: Program Manager Assistant Program Mgr (PPM Admin) UID License extension Maintenance (20%) Enhancements Additional Hardware (to handle increased load) 0 0 0 0 0 0 0 3 laptop computers @ $3,000 $3 000 1 Program Mgr/year x 1200/trip 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0

0 0 0

0

NC P20+ SLDS Proposal Budget

Page 4 of 21

11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for Common Infrastructure - Outcome 4.1
BUDGET CATEGORIES Explanation YEAR I Federal Establish MFTS (SOA Suite) - hardware, software, customization SIF/PESC Agents for each sector (6 @ $50k) Maintenance (20%) Agent Servers (1/sector; 6 @ $8K) Data Dictionary Data Audit (processing, validation rules) Contractual Subtotal: 7. Construction 8. Other travel, communications for stakeholder activities (requirements participant costs, communications, gathering, other fees? marketing, etc.) 9. Total Direct Costs 10. Indirect Costs (only for NCDPI - Lead Fiscal Agent; 15.1% indirect cost on total costs, less equipment and pass-through funds [sector partners] and includes only the first $25K of local subcontracts. 11. Training Stipends 12. Total Costs n/a 11,510 0 11,510 0 11,510 0 N/A 0 0 0 0 0 0 0 0 0 0 0 0 0 Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

Data Sharing Network/Tool:

0

0 0

e44
NC P20+ SLDS Proposal Budget

0 0 0 0 0

10,000 10,000

0 0

10,000 10,000

0 0

10,000 10,000

0 0

30,000 30,000

0 0

1,510

0

1,510

0

1,510

0

4,530 0 34,530

0 0 0

Page 5 of 21

11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for NCDPI Sector-specific Project(s) - Outcome 4.1
BUDGET CATEGORIES Explanation YEAR I Federal 1. Personnel Project Director Levinson release time (5%) 10,790 11,114 11,447 0 33,351 Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

Other Senior Staff? Fixed-appt EPA positions? personnel subtotal 2. Fringe Benefits personnel + benefits subtotal 3. Travel 0 4. Equipment 5. Supplies 6. Contractual vendor-provided services/licensing i /li i f for NC DPI (establish messaging standardization among source systems) vendor-provided services for NC DPI (upgrade front-end controls on source systems) DPI "staff:" Contract Project Mgr DPI "staff:" Other Tech Contractors Contractual subtotal 7. Construction 8. Other N/A 30 servers @ $8,000; provisioning @ $70,000 240,000 0 0 0 0 0 40,000 0 0 0 0 0 30,000 0 0 0 0 20% 1 FTE: aggregate of several staff 100,000 100,000 20,000 120,000 10,790 2,158 12,948 103,000 103,000 20,600 123,600 11,114 2,223 13,336 106,090 106,090 21,218 127,308 11,447 2,289 13,737

0 309,090 309,090 61,818 370,908

0 0 33,351 6,670 40,021

e45

0 310,000 0

0 0 0

Subcontract(s) for NC DPI vendors, consultants

840,000

1,540,000

420,000

2,800,000

0

300,000 200,000 150,000 1,490,000 0 0 0

500,000 200,000 150,000 2,390,000 0 0 0

0 200,000 100,000 720,000 0 0 0

800,000 600,000 400,000 4,600,000 0

0 0 0 0 0

NC P20+ SLDS Proposal Budget

Page 6 of 21

11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for NCDPI Sector-specific Project(s) - Outcome 4.1
BUDGET CATEGORIES Explanation YEAR I Federal Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

travel, communications for stakeholder activities participant costs, communications, (requirements gathering, other fees? marketing, etc.) 9. Total Direct Costs 10. Indirect Costs (only for NCDPI - Lead Fiscal Agent; 15.1% indirect cost on total costs, less equipment and pass-through funds [sector partners] and includes only the first $25K of local subcontracts. 11. Training Stipends 12. Total Costs n/a

5,000 1,855,000

0 12,948

2,000 2,555,600

0 13,336

5,000 882,308

0 13,737

12,000 5,292,908

0 40,021

33,975

0

18,966

0

19,979

0

72,919 N/A

0 N/A 40,021

1,888,975

12,948

2,574,566

13,336

902,287

13,737

5,365,827

e46
NC P20+ SLDS Proposal Budget Page 7 of 21 11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for ECDG Sector-specific Project(s) - Outcome 4.1
BUDGET CATEGORIES Explanation YEAR I Federal 1. Personnel Other Senior Staff? Fixed-appt EPA positions? release time? 0 0 0 0 0 0 0 0 Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

2. Fringe Benefits 3. Travel

rates on positions as appropriate

0

0

0

0

0

0

0

0

For training, dissemination, p use state approved rates 0 4. Equipment typically 5K and above 0 5. Supplies 6. Contractual Participating EC State Agencies/ Programs to expand/improve existing systems and develop system capacity to enable data linking across d databases b Smart Start: software application (GEMS) 75 Partnerships @ $10,000 per, incl. 1x start-up expense + user fees, phased h d in over 3 yrs DCD: programming modifications to enance child care subsidy system and interface to enable assignment of NC-Wise UID 1xYr3 DPH: enhance exisiting Part C Infant-Toddler system to add common data fields + interface to enable assignment of NC-Wise UID 1xYr3 expendable/consumable items 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

e47

167,500

167,500

167,500

502,500

71,405

71,405

24,120

24,120

NC P20+ SLDS Proposal Budget

Page 8 of 21

11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for ECDG Sector-specific Project(s) - Outcome 4.1
BUDGET CATEGORIES Explanation YEAR I Federal modify software, prepare & Head Start: enhance existing state-level system publish related training with local interface to materials and policy manuals, provide onsite TA - accommodate child-level data, add common data common data fields fields + enable assignment include student-specific of NC-Wise UID 1xYr2; .10 data, e.g., outcomes, FTE and equip. suppt to teacher info, and progam manage Yr 2-3 quality NOTE: More at Four enhancements included in larger DPI data system Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

15,075

8,375

23,450

0

0

0

0

0

0

0

0

7. Construction

probably allowable with sufficient justification

e48

0

0

0

0

0

0

0

0

8. Other participant costs, communications, other fees? 9. Total Direct Costs 10. Indirect Costs 12. Total Costs

0 167,500 8375 175,875

0

0 182,575 9128.75 191,704

0

0 271,400 13570 284,970

0

0 621,475 31073.75 652,549

0

5%

0 0

0 0

0 0

NC P20+ SLDS Proposal Budget

Page 9 of 21

11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for FPG Sector-specific Project(s) - Outcome 4.1
BUDGET CATEGORIES Explanation
66% 2.3, 33% 4.1

YEAR I Federal 0 22,101 8,658 6,061 118 36,938 0 Non-Federal

YEAR II Federal 0 22,764 8,918 6,243 121 38,046 0 Non-Federal

YEAR III Federal 0 23,447 9,185 6,430 125 39,187 0 Non-Federal Federal

TOTAL Non-Federal 0 68,312 26,761 18,734 364 114,171 0 0

1. Personnel Senior Staff/Steering Committee Project Co-Director Data Systems Specialtist Research Admin Assistant Processing Specialist Subtotal Personnel:

PN, DM @ 5% 100% FTE EPA fixed 25% FTE Intermittent Temporary SPA 50% FTE Intermittent Temporary SPA 1% FTE SPA

2. Fringe Benefits

rates on positions as appropriate
UNC-CH Fringe Benefits Rates = 19.4%* plus Hlth Insurance @ $4,527/FTE (verifying for specific EPA position)

e49

Project Co-Director (1FTE) Data Systems Specialtist (.25 FTE) Administrative Assistant (.50 FTE) Processing Specialist (.01 FTE) Subtotal Fringes: g 3. Travel Required SLDS annual meeting travel

5,794 662 464 68 6,988 , 0

5,968 682 478 70 7,198 , 0

6,147 702 492 72 7,414 , 0

17,909 2,046 1,434 210 21,599 , 0

Temporary 7.65%; taxes Temporary 7.65%; taxes
UNC-CH Fringe Benefits Rates = 19.4% plus Health Insurance @ $4,527/FTE

1 Co-PD/year x 1200/trip for multiple meetings of partners, staholders, and agency reps @ state approved rates @200/mo x 2 project staff 1 relevant EC-focus data systems mtg or conf x 2 project stAff est 1 mtg per mo @ $50 RT x 2 parent reps Core project work group and advisory members to attend in-state meetings,

Staff Travel In-State

792

792

792

2,376

Staff Travel Out-of-State

792

792

792

2,376

Parent Participation In-state Travel

396

396

396

1,188

Committee Travel Reimursment

660

660

660

1,980

NC P20+ SLDS Proposal Budget

Page 10 of 21

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PR/Award # R384A100008

NC P20+SLDS Proposal Budget for FPG Sector-specific Project(s) - Outcome 4.1
BUDGET CATEGORIES Explanation
66% 2.3, 33% 4.1

YEAR I Federal Non-Federal 2,640 0

YEAR II Federal Non-Federal 2,640 0

YEAR III Federal Non-Federal 2,640 0

TOTAL Federal Non-Federal 7,920 0

Subtotal Travel: 4. Equipment typically 5K and above none, should incl in admin/in-kind expendable/consumable items essential project supplies/ materials @$375/mo

5. Supplies Supplies & Materials

1,485 305 1,790

1,100 305 1,405

750 305 1,055

3,335 915 4,250

repair existing in-kind equip as needed Equipment Repair Subtotal Supplies: 6. Contractual nat'l/state experts, EC perspective, estimate 5001000/day airfare, hotel, meals, ground trans. est @ 1200 per trip probably allowable with sufficient justification postage, mailing, fax, econferencing charges est @ $100 mo design/printing of infosharing materials to explain B-7 data SLDS component + training materials 1 2-hr mtg per mo @ 20 hr. x 2 parent reps room rental + expenses for regional forums/mtgs Subtotal Other: 9. Total Direct Costs

0

0

0

0

e50

Consultant Fees

7,500

7,500

7,500

22,500

Consultant Expenses Subtotal Contractual: 7. Construction 8. Other

2,500 10,000

0

2,500 10,000

0

2,500 10,000

0

7,500 30,000

0

Communications

500

400

205

1,105

Publications costs

3,520

2,500

1,500

7,520

Parent Participation Stipends Meeting Costs

520 1,650 6,190 64,546

520 1,620 5,040 64,328

500 1,600 3,805 64,101

1,540 4,870 15,035 192,975

0 0

0 0

0 0

0

NC P20+ SLDS Proposal Budget

Page 11 of 21

11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for FPG Sector-specific Project(s) - Outcome 4.1
BUDGET CATEGORIES Explanation
66% 2.3, 33% 4.1

YEAR I Federal Non-Federal

YEAR II Federal Non-Federal

YEAR III Federal Non-Federal Federal

TOTAL Non-Federal

10% total cost state rate (off-campus rate?) UNC’s 10. Indirect Costs 11. Training Stipends 12. Total Costs
federally negotiated F&A rate is 48%

6,455 71,001

0

6,433 70,761

0

6,410 70,511

0

19,297 212,272

n/a

e51
NC P20+ SLDS Proposal Budget Page 12 of 21 11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for NCCCS Sector-specific Project(s) - Outcome 4.1
BUDGET CATEGORIES Explanation Federal 1. Personnel Project Manager (required by ITS & Senate Bill 991) Contractual project management work. PM will be contracted through ITS. Position to extend beyond the grant funding. Position to extend beyond the grant funding Position to extend beyond the grant funding (50%) 10% release time 10% release time
All salaries include 3% annual adjustment starting in Y2

YEAR I Non-Federal

YEAR II Federal Non-Federal

YEAR III Federal Non-Federal Federal

TOTAL Non-Federal

120,000 87,000

0 0

123,600 89,610

0 0

127,308 92,298

0 0 0

370,908 268,908 0

0 0 0 0 0

P20 Data Administrator/Reporting

Director Academic Services Assoc VP- Planning & Research Asso. Dir. State Reporting SUB-Total

All personnel costs

207,000

0

213,210

0

219,606

0

639,816

0

e52

2. Fringe Benefits 25% fringe rate applied to total personnel costs (sub-total line) 3. Travel Required SLDS annual meeting travel to Washington DC State travel National Conference SUB-Total 4. Equipment 2 Database Servers (production/hostsite) 2 VM Physical Servers (production/hostsite) 2 Network-based storage arrays (production/hostsite) SUB-Total 5. Supplies 32GB RAM X 4 processors (2 cores each). $7,500 each 32GB RAM X 4 processors (2 cores each). $7,500 each iSCSI devices/9.6TB raw storage. $65,000 each All Equipment Costs 15,000 0 0 0 0 0 15,000 0 PM, DA and AVP-P&R, 3 x 1200/trip/year In-state travel to campuses and sector partners, .55/mile PM, DA and AVP-P&R, 3 x $1,500/trip/year starting in Y2 All travel costs 1,000 0 1,000 0 0 0 1,500 0 1,500 0 0 0 2,000 0 2,000 0 0 0 0 0 4,500 0 4,500 0 0 0 0 51,750 0 53,303 0 54,902 0 159,954 0

15,000 130,000 160,000

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

15,000 130,000 160,000

0 0 0

NC P20+ SLDS Proposal Budget

Page 13 of 21

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PR/Award # R384A100008

NC P20+SLDS Proposal Budget for NCCCS Sector-specific Project(s) - Outcome 4.1
BUDGET CATEGORIES Explanation Federal 3 desktop/laptop computers 3 new computers, PM, Dir-AS, DA. $3,000 each SUB-Total 6. Contractual Data Audit All Supply Costs YEAR I Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

9,000 9,000

0 0

0 0

0 0

0 0

0 0

9,000 9,000

0 0

Comprehensive data audit of Institutional Research (data quality, validity, relability, and process flows) at the system and campus level SUB-Total All Contractual Costs N/A for NCCCS

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

7. Construction 8. Other Software components Communications/telephone

e53

125,000 Telephone and incidental communication costs 5,000

0 0

25,000 5,000

0 0

25,000 5,000

0 0

175,000 15,000

0 0

Publication development and printin Design and development of teacher quality policy briefs and research dessimination SUB-Total 9. Total Direct Costs 11.9% F&A rate, applied to MTDC base (S/W/F, travel and other excludes equipment) n/a All Other Costs

2,000 132,000 560,750

0 0 0

10,000 40,000 308,013

0 0 0

10,000 40,000 316,508

0 0 0

22,000 0 212,000 1,185,270

0 0 0

10. Indirect Costs 11. Training Stipends 12. Total Costs

47,689 0 608,439

0 0 0

36,653 0 344,666

0 0 0

37,664 0 354,172

0 0 0

122,007 0 1,307,278 0

NC P20+ SLDS Proposal Budget

Page 14 of 21

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PR/Award # R384A100008

NC P20+SLDS Proposal Budget for UNC-GA Sector-specific Project(s) - Outcome 4.1
BUDGET CATEGORIES Explanation YEAR I Federal 1. Personnel Senior Staff/Steering Committee AM @5%, AC @5%, JL @ 10% 0 Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

Data Architect/Project Co-Director Contractual work for transition to [Outcome Bucket(s) - Data Usage 80%, database environment at UNCGA Ensuring Longterm Sustainability 20% ] and co-development of P20 sata system Database Administrator [Outcome Bucket(s) - Data Usage ] Position to extend beyond the grant funding
All salaries include 3% annual adjustment starting in Y2

120,000 90,000

0 0

123,600 92,700

0 0

127,308 95,481

0 0

370,908 278,181

0 0

SUB-Total 2. Fringe Benefits

All personnel costs

210,000

0

216,300

0

222,789

0

649,089

0

25% fringe rate applied to total personnel costs (sub-total line) 3. Travel Required SLDS annual meeting travel to Washington DC [Outcome Bucket(s) Ensuring Longterm Sustainability] GA Lead, 1 x 1200/trip/year State travel [Outcome Bucket(s) - Data Usage] In-state travel to campuses and sector partners partners, .55/mile 55/mile National Conference [Outcome Bucket(s) - Data Usage ] Co-PD, DA and GA Lead, 3 x $1,500/trip/year starting in Y2 All travel costs

e54

52,500

0

54,075

0

55,697

0

162,272

0

0

0

0

0

0

1 000 1,000

0

1 000 1,000

0

1 000 1,000

0

3 000 3,000

0

0

0

0

0

0

0

0

0

SUB-Total 4. Equipment 2 Database Servers (production/hostsite) [Outcome Bucket(s) - Data Collection/Gathering] 2 VM Physical Servers (produciton/hostsite) [Outcome Bucket(s) - Data Collection/Gathering]

1,000

0

1,000

0

1,000

0

3,000

0

32GB RAM X 4 processors (2 cores each). $7,500 each

15,000

0

0

0

0

0

15,000

0

32GB RAM X 4 processors (2 cores each). $7,500 each

15,000

0

0

0

0

0

15,000

0

NC P20+ SLDS Proposal Budget

Page 15 of 21

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PR/Award # R384A100008

NC P20+SLDS Proposal Budget for UNC-GA Sector-specific Project(s) - Outcome 4.1
BUDGET CATEGORIES Explanation YEAR I Federal 2 Network-based storage arrays (production/hostsite) [Outcome Bucket(s) - Data Collection/Gathering] Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

iSCSI devices/9.6TB raw storage. $65,000 each All Equipment Costs

130,000 160,000

0 0

0 0

0 0

0 0

0 0

130,000 160,000

0 0

SUB-Total 5. Supplies 3 desktop/laptop computers [Outcome Bucket(s) - Data Usage 40%, Data Collection Gathering 60%]

2 new computers, one for DBA and one for Data Architect, $3K/ea All Supply Costs

6,000 6,000

0 0

0 0

0 0

0 0

0 0

6,000 6,000

0 0

SUB-Total 6. Contractual Data Audit [Outcome Bucket(s) - Data Collection/Gathering ]

e55

Comprehensive data audit of Institutional Research (data quality, validity, relability, and process flows) at the system and campus level

0

0

0

0

0

0

0

0

Teacher Quality Research [Outcome Bucket(s) - Data Usage ]

Teacher quality entry, persistence, and impact research analysis Consultation from up to 4 faculty research scholars on TQ research. Provide statewide leadership on research results and concentrated discussion with campuses on program improvements All Contractual Costs N/A for UNC Sector

0

0

0

0

0

0

0

0

Faculty Research Scholar Consultation [Outcome Bucket(s) - Data Usage ]

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

SUB-Total 7. Construction 8. Other

NC P20+ SLDS Proposal Budget

Page 16 of 21

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PR/Award # R384A100008

NC P20+SLDS Proposal Budget for UNC-GA Sector-specific Project(s) - Outcome 4.1
BUDGET CATEGORIES Explanation YEAR I Federal Oracle software components [Outcome VMWare VM virtualization licesnes Bucket(s) - Data Collection/Gathering ] for 2 servers (1 in production and 1 hotsite). ORACLE: OLAP, Partitioning, Data Integrator Enterprise, Data Mining, Business Intelligence Suite and annual maintenance Communications/telephone [Outcome Bucket(s) - Data Collection/Gathering ] Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

125,000

0

25,000

0

25,000

0

175,000

0

Telephone and incidental communication costs

5,000

0

5,000

0

5,000

0

15,000

0

Publication development and printing [Outcome Bucket(s) - Data Usage 70%, Ensuring longterm sustainability 30% ] Design and development of teacher quality policy briefs and research dessimination Professional development and scholarly round table research discussions [Outcome Bucket(s) - Data Usage 90%, Ensuring longterm sustainability 10% ] Session for campus Institional Research Directors on Oracle DB transition. Scholarly roundtable series disucssions on TQ research results All Other Costs

2,000

0

10,000

0

10,000

0

22,000

0

e56

500 132,500 562,000 44,220 0 606,220

0 0 0 0 0 0

2,500 42,500 313,875 34,526 0 348,401

0 0 0 0 0 0

2,500 42,500 321,986 35,418 0 357,405

0 0 0 0 0 0

5,500 217,500 1,197,861 114,165 0 1,312,026

0 0 0

SUB-Total 9. Total Direct Costs 10. Indirect Costs 11. Training Stipends 12. Total Costs

rate is 11% (equipment [>$5K/ea] is excluded from the F&A base)

0

NC P20+ SLDS Proposal Budget

Page 17 of 21

11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for NCICU Sector-specific Project(s) - Outcome 4.1
BUDGET CATEGORIES Explanation Federal 1. Personnel Project Director fixed positions? Total Personnel T McDowell 5% NCICU System Administrator Asst. System Administrator $100,000 $75,000 $175,000 $5,897 $5,897 $103,000 $77,250 $180,250 $6,014 $6,014 $106,090 $79,568 $185,658 $6,194 $6,194 $0 $0 $309,090 $231,818 $540,908 $18,105 $0 $0 $0 $18,105 YEAR I Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

2. Fringe Benefits 3. Travel Required SLDS annual meeting travel

(question on basis for ICU leads) 26% for new employees; 15% for consultants to train 1 PD/year x 1200/trip 0 0 $0 $0 $45,500 $1,533 $46,865 $1,564 $48,271 $1,610 $140,636 $4,707 $0 $0

e57

For training, dissemination, prof dev, oth use state approved rates 4. Equipment Primary Server/MCNC Backup Server/Rutherfordton Hosting/Service Agreement Backup Discs Storage/Disc Array Installation Disc/Storage Maintenance Agr. Database Software Maint. Software Licenses Server Maintenance Development & Reporting Tools $30,000 $30,000 $60,000 $60,000 $1,000 $40,000 $174,800 $48,800 $444,600 $30,000 $30,000 $180,000 $0 $60,000 $1,000 $0 $40,000 $258,400 $0 $66,400 $665,800 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

$60,000

$60,000

$41,800 $8,800 $110,600

$41,800 $8,800 $110,600

Total Equipment

5. Supplies laptops with bundled software two laptops x 3k/each in Yr I 6000 $6,000 $0

6. Contractual

System design consultants Campus Consultants

$230,000

$336,000 $0

$566,000 $0 $0 $0 $0 $566,000

$0 $0 $0

Total Contractual

$230,000

$0

$336,000

7. Construction

NC P20+ SLDS Proposal Budget

Page 18 of 21

11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for NCICU Sector-specific Project(s) - Outcome 4.1
BUDGET CATEGORIES Explanation Federal 8. Other participant training @ $1,800 X 36 Manuals & documents $800 X 38 Communication/Travel $400 X 36 (yr 1, $500x36 yrs 2-3 Total Other 9. Total Direct Costs Temprorary rate of 10% salaries/wages until a negotiated rate is obtained per DoEd guidances n/a $933,000 $7,430 $804,940 $7,578 $381,094 $7,804 $14,400 $14,400 $915,500 $0 $7,430 $64,800 $30,400 $18,000 $113,200 $786,915 $0 $7,578 $18,000 $18,000 $362,528 $0 $7,804 $64,800 $30,400 $50,400 $145,600 $2,064,943 $0 $0 $0 $0 $22,812 YEAR I Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

10. Indirect Costs 11. Training Stipends 12. Total Costs

$17,500

$18,025

$18,566

$54,091 $0 $2,119,034 $0 $22,812

e58

NC P20+ SLDS Proposal Budget

Page 19 of 21

11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for NCESC Sector-specific Project(s) - Outcome 4.1
BUDGET CATEGORIES Explanation YEAR I Federal 1. Personnel Project Director McGrath Cotrelle IS Staff LMI Staff personnel subtotal 2. Fringe Benefits personnel + benefits subtotal 3. Travel Required SLDS annual meeting travel 4. Equipment Project Leaders/year x 1200/trip 17.90% + $4,527 (per FTE) 90,189 27,053 117,242 26,062 143,304 0 0 0 11,102 27,053 38,155 9,075 47,230 0 0 0 11,102 27,053 38,155 9,075 47,230 0 0 0 release time (X%) 0 0 112,393 81,159 193,552 44,212 237,764 0 0 0 0 0 0 Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

0 0

0 0

e59
5. Supplies 6. Contractual Subcontract(s) for ESC vendors, consultants Total Contractural 7. Construction 8. Other NC P20+ SLDS Proposal Budget

New server(s)[2] for database @ $8,000; provisioning @ $2,000

151,290

151,290

Software

499,140 1,905

168

76,140 840

168

76,140 840

169

651,420 3,585

505

IT - 68 hours @ $65/hr Contract Project Mgr Purchase/Install Database software (maintenance/support in out Hosting (@ ITS?) N/A

4,420

4,420 0

0 0

4,420 0

0 0

0 0

0 0 4,420 0 0

Page 20 of 21

11/24/09

PR/Award # R384A100008

NC P20+SLDS Proposal Budget for NCESC Sector-specific Project(s) - Outcome 4.1
BUDGET CATEGORIES Explanation YEAR I Federal Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal TOTAL Non-Federal

travel, communications for stakeholder activities participant costs, communications, (requirements gathering, other fees? marketing, etc.) 9. Total Direct Costs 10. Indirect Costs 11. Training Stipends 12. Total Costs 13.50% of salaries only n/a

4,895 804,954 15,828 820,782

432 600

2,160 126,370 5,151

432 600

2,160 126,370 5,151

432 601

9,215 1,057,694 26,130 0

1,296 1,801 0 1,801

600

131,521

600

131,521

601

1,083,824

e60
NC P20+ SLDS Proposal Budget Page 21 of 21 11/24/09

PR/Award # R384A100008

NC P20+ SLDS Proposal Budget for Common Infrastructure - Outcome 4.3
BUDGET CATEGORIES Explanation YEAR I Federal 1. Personnel Project Director Levinson release time (15%) 5% of each of the following: KT, MV,KP 5% of each of the following: PP, PA 1 FTE Admin Assistant for PMO (@ $40K) 2 FTE Functional Systems Analyst (@ $70K) 1 FTE: aggregate of several staff 20% 0 0 0 0 0 0 0 0 0 0 0 0 Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal TOTAL Federal 0 Non-Federal 0

Other Senior Staff?

0

0

Time-Limited personnel? Fixed-appt EPA positions? personnel subtotal

0 0 0 0 0

0 0 0 0 0

e61

2. Fringe Benefits personnel + benefits subtotal 3. Travel Required SLDS annual meeting travel 4. Equipment 5. Supplies 6. Contractual Subcontract(s) for NC DPI vendors, consultant: P-20 Project Mgmt Office:

1 Program Mgr/year x 1200/trip 0 3 laptop computers @ $3,000 0 0 0 0 0 0 0 0 0 0

0 0 0

0 0 0

Program Manager Assistant Program Mgr (PPM Admin)

0 0 0 0 0

0 0

UID

License extension Maintenance (20%) Enhancements Establish MFTS (SOA Suite) - hardware, software, customization

Data Sharing Network/Tool:

0

NC P20+ SLDS Proposal Budget

Page 1 of 2

11/24/09

PR/Award # R384A100008

NC P20+ SLDS Proposal Budget for Common Infrastructure - Outcome 4.3
BUDGET CATEGORIES Explanation YEAR I Federal SIF/PESC Agents for each sector (6 @ $50k) Maintenance (20%) Agent Servers (1/sector; 6 @ $8K) Data Dictionary Data Audit (processing, validation rules) Contractual Subtotal: 7. Construction 8. Other travel, communications for stakeholder activities (requirements participant costs, communications, gathering, other fees? marketing, g, etc.) ) 9. Total Direct Costs 10. Indirect Costs (only for NCDPI - Lead Fiscal Agent; 15.1% indirect cost on total costs, less equipment and pass-through funds [sector partners] and includes only the first $25K of local subcontracts. 11. Training Stipends 12. Total Costs OERI .003% Total Costs n/a 253,775 761 254,536 0 150,000 450 150,450 0 100,000 300 100,300 0 250,000 0 150,000 0 100,000 N/A 0 Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal TOTAL Federal Non-Federal

0 0

250,000 250,000 0 0 0

150,000 150,000 0 0 0

100,000 100,000 0 0 0

500,000 500,000 0 0 0

e62

0 0

0 500,000

0 0

3,775

0

0

0

0

0

3,775 0 503,775 1511 505,286

0 0 0

NC P20+ SLDS Proposal Budget

Page 2 of 2

11/24/09

PR/Award # R384A100008

NC P20+ SLDS Proposal Budget for Common Infrastructure - Outcome 5.3
BUDGET CATEGORIES Explanation Federal 1. Personnel Project Director Levinson release time (15%) 5% of each of the following: KT, MV,KP 5% of each of the following: PP, PA 1 FTE Admin Assistant for PMO (@ $40K) 2 FTE Functional Systems Analyst (@ $70K) 1 FTE: aggregate of several staff 20% 0 0 0 0 0 0 0 0 0 0 0 0 YEAR I Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal 0 TOTAL Non-Federal 0

Other Senior Staff?

0

0

Time-Limited personnel? Fixed-appt EPA positions? personnel subtotal 2. Fringe Benefits personnel + benefits subtotal 3. Travel Required SLDS annual meeting travel 4. Equipment 5. Supplies 6. Contractual Subcontract(s) for NC DPI vendors, consultant: P-20 Project Mgmt Office:

0 0 0 0 0

0 0 0 0 0

e63

1 Program Mgr/year x 1200/trip 0 3 laptop computers @ $3,000 0 0 0 0 0 0 0 0 0 0

0 0 0

0 0 0

Program Manager Assistant Program Mgr (PPM Admin)

0 0 0 0 0

0 0

UID

License extension Maintenance (20%) Enhancements SIF/PESC Agents for each sector (6 @ $50k)

0

NC P20+ SLDS Proposal Budget

page 1 of 2

11/24/09

PR/Award # R384A100008

NC P20+ SLDS Proposal Budget for Common Infrastructure - Outcome 5.3
BUDGET CATEGORIES Explanation Federal Maintenance (20%) Agent Servers (1/sector; 6 @ $8K) Data Dictionary 0 YEAR I Non-Federal YEAR II Federal Non-Federal YEAR III Federal Non-Federal Federal 0 TOTAL Non-Federal

Communication s and documentation of stakeholder needs Contractual Subtotal: 7. Construction 8. Other travel, communications for stakeholder activities (requirements participant costs, communications, gathering, other fees? marketing, etc.) 9. Total Direct Costs 10. Indirect Costs (only for NCDPI - Lead Fiscal Agent; 15.1% indirect cost on total costs, less equipment and pass-through funds [sector partners] and includes only the first $25K of local subcontracts. 11. Training Stipends 12. Total Costs OERI .003% Total Costs n/a N/A

50,000 50,000 0 0 0

100,000 100,000 0 0 0

100,000 100,000 0 0 0

250,000 250,000 0 0 0

e64

0 50,000 0 100,000

0 0 100,000

0 0

0 250,000

0 0

3,775 53,775 161 53,936

0 0

0 100,000 300 100,300

0 0

0 100,000 300 100,300

0 0

3,775 0 253,775 761 254,536

0 0 0

NC P20+ SLDS Proposal Budget

page 2 of 2

11/24/09