Loudoun County Public Schools FY17 Superintendent’s Proposed Operating Budgets · 2016-11-27 · Loudoun County Public Schools – FY17 Superintendent’s Proposed Operating Budgets

Loudoun County Public Schools

FY17 Superintendent’s ProposedOperating Budgets

21000 Education Court

Ashburn, VA 20148

January 7, 2016

FY17 Superintendent’s ProposedOperating Budgets

Loudoun County Public Schools21000 Education Court

Ashburn, VA 20148

E-mail: [email protected] Site: www.lcps.org

Prepared by Budget Division(571) 252-1250


FY17 Superintendent’s Proposed Operating Budgets

SCHOOL BOARD

Eric Hornberger, Chairman Ashburn District Brenda L. Sheridan, Vice Chairman Sterling District Debbie Rose Algonkian District Beth A. Huck At-Large District Jill Turgeon, Blue Ridge District Joy R. Maloney Broad Run District Eric J. DeKenipp Catoctin District Jeff Morse Dulles District Tom C. Marshall Leesburg District

Dr. Eric Williams, Superintendent

BOARD OF SUPERVISORS

Phyllis J. Randall Chairman At-Large Ralph M. Buona, Vice-Chairman Ashburn District Suzanne M. Volpe Algonkian District Tony Buffington, Jr. Blue Ridge District

Ron A. Meyer, Jr. Broad Run District Geary M. Higgins Catoctin District

Matthew F. Letourneau Dulles District Kristen C. Umstattd Leesburg District Koran T. Saines Sterling District

Tim Hemstreet, County Administrator


FY17 Superintendent’s Proposed Operating Budgets Table of Contents

INTRODUCTORY SECTION (Pages 1-34) Budget Awards ...................................................................................................................................................... .1 EXECUTIVE SUMMARY ...................................................................................................................................... .3 DEPARTMENT OF INSTRUCTION Department of Instruction ..................................................................................................................................... 35 Assistant Superintendent for Instruction .............................................................................................................. 38 Academies of Loudoun ........................................................................................................................................ 42 Adult Education .................................................................................................................................................... 44 Art ........................................................................................................................................................................ 48 Athletics Program ................................................................................................................................................. 52 Career and Technical Education .......................................................................................................................... 56 Driver Education .................................................................................................................................................. 60 Educational Technology and Curricular Innovation .............................................................................................. 62 Elementary Education .......................................................................................................................................... 66 English ................................................................................................................................................................. 70 English Language Learners ................................................................................................................................. 74 Family Life Education ........................................................................................................................................... 80 Gifted Education ................................................................................................................................................. .82 Health and Physical Education ........................................................................................................................... .86 High School Education ........................................................................................................................................ .88 Instructional Programs ......................................................................................................................................... 92 Library/Media Services ........................................................................................................................................ 96 Mathematics……………………………………………………………………………………………………………….100 Middle School Education ………………………………………………………………………………………………..106 Music……………………………………………………………………………………………………………………….110 Outreach Program .............................................................................................................................................114 Reading ..............................................................................................................................................................118 Research ............................................................................................................................................................122 School Administration ........................................................................................................................................126 School Improvement ..........................................................................................................................................130 Science ..............................................................................................................................................................134 Social Science and Global Studies ....................................................................................................................138 Staff Development .............................................................................................................................................144 Starting Toward Excellence in Pre-School .........................................................................................................148 Summer in the Arts ...........................................................................................................................................150 Summer School .................................................................................................................................................152 Teaching and Learning ......................................................................................................................................156 Virtual Loudoun ..................................................................................................................................................160 World Languages and Cultures ..........................................................................................................................164 DEPARTMENT OF CHARTER SCHOOLS Department of Charter Schools ..........................................................................................................................167 Hillsboro Charter Academy ................................................................................................................................170 Middleburg Community Charter School .............................................................................................................172



DEPARTMENT OF PUPIL SERVICES Department of Pupil Services .............................................................................................................................175 Assistant Superintendent for Pupil Services ......................................................................................................178 Diagnostic and Prevention Services ..................................................................................................................182 Special Education ..............................................................................................................................................188 Student Services ...............................................................................................................................................196 GRANTS Department of Grants .........................................................................................................................................203 Adult Education ..................................................................................................................................................206 Adult Jail Education ..........................................................................................................................................210 Career and Technical Educational Equipment ...................................................................................................212 Carl Perkins .......................................................................................................................................................214 Head Start ..........................................................................................................................................................216 Howard Hughes Medical Institute ......................................................................................................................220 Individual Student Alternative Education Program (ISAEP) ...............................................................................224 Junior Navy ROTC Program .............................................................................................................................226 Juvenile Detention Center ..................................................................................................................................228 Mentor Teacher Program ...................................................................................................................................232 PAVAN ...............................................................................................................................................................236 Phonological Awareness Literacy Screening (PALS) .........................................................................................238 Project Graduation .............................................................................................................................................242 Safe Routes to School .......................................................................................................................................244 Teaching in Loudoun County .............................................................................................................................248 Technology ........................................................................................................................................................252 Title I Part A .......................................................................................................................................................254 Title I Part D-JDC ...............................................................................................................................................258 Title I Part D Sub Part B .....................................................................................................................................260 Title II Part A ......................................................................................................................................................262 Title III A-ELL .....................................................................................................................................................266 Title VIB IDEA-Education of the Handicapped ..................................................................................................272 Title VIB IDEA-Pre-School Incentive ..................................................................................................................276 Title X Part C (McKinney-Vento Homeless Assistance Act) ...............................................................................278 Virginia Pre-School Initiative ..............................................................................................................................280 DEPARTMENT OF SUPPORT SERVICES Department of Support Services ........................................................................................................................283 Assistant Superintendent for Support Services .................................................................................................286 Construction Services ........................................................................................................................................290 Facilities Services ..............................................................................................................................................294 Office of Support Services .................................................................................................................................298 Planning Services ………...................................................................................................................................302 Safety and Security ...........................................................................................................................................306 Transportation Services .....................................................................................................................................310



DEPARTMENT OF CENTRAL SUPPORT Central Support ..................................................................................................................................................313 School Board .....................................................................................................................................................314 Superintendent ..................................................................................................................................................316 Chief of Staff ......................................................................................................................................................320 Public Information Office ....................................................................................................................................324 DEPARTMENT OF PERSONNEL SERVICES Department of Personnel Services ....................................................................................................................329 DEPARTMENT OF BUSINESS AND FINANCIAL SERVICES Department of Business and Financial Services ................................................................................................337 Assistant Superintendent for Business & Financial Services ............................................................................340 Budget ...............................................................................................................................................................344 Employee Benefits and Retirement ....................................................................................................................348 Financial Applications Specialist Team (FAST) ................................................................................................352 Financial Services ..............................................................................................................................................356 Payroll Services .................................................................................................................................................360 Procurement Services ........................................................................................................................................364 DEPARTMENT OF TECHNOLOGY SERVICES Technology Services ..........................................................................................................................................367 DEPARTMENT OF NON-DEPARTMENTAL Non-Departmental .............................................................................................................................................375 SCHOOL NUTRITION SERVICES School Nutrition Services ...................................................................................................................................379 CENTRAL VEHICLE MAINTENANCE Central Vehicle Maintenance .............................................................................................................................385 LEASE PURCHASE Lease Purchase .................................................................................................................................................391 SALARIES AND COMPENSATION FY17 Proposed Compensation Summary ..........................................................................................................395 FY17 Proposed Salary Scales: Teachers’ Salary Scale .................................................................................................................................396 Auxiliary Salary Scale .................................................................................................................................397 Administrators’ Salary Scale .........................................................................................................................399 Administrators’ Salary Levels ........................................................................................................................400 Classified Pay Scale – Hourly Rate ..............................................................................................................404 Classified Position Titles and Levels .............................................................................................................406 Co-Curricular Stipends ..................................................................................................................................410 Daily or Hourly Substitute Salary Rate ..........................................................................................................412 Fringe Costs ......................................................................................................................................................414



SUPPLEMENTAL SECTION Staffing Standards .............................................................................................................................................415 Staffing Standards Contingency Purpose and Parameters ................................................................................428 2016-2017 Enrollment Projections .....................................................................................................................430 Glossary of Terms ..............................................................................................................................................434 Acronym Index ...................................................................................................................................................440

Loudoun County Public Schools Budget Awards

This Meritorious Budget Award is presented to

LOUDOUN COUNTY PUBLIC SCHOOLS

For excellence in the preparation and issuance of its school entity’s budget for the Fiscal Year 2015-2016.

The budget adheres to the principles and standards

of ASBO International’s Meritorious Budget Award criteria.

Terrie S. Simmons, RSBA, CSBO John D. Musso, CAE, RSBA President Executive Director

The Association of School Business Officials International Meritorious Budget Award program is designed to enable school business administration to achieve excellence in budget presentation. LCPS received the above award for the FY 2016 budget. LCPS has received the Meritorious Budget Award for excellence in the preparation and issuance of its budget for sixteen consecutive years.

1

Loudoun County Public Schools Budget Awards

The Government Finance Officers Association established the Distinguished Budget Presentation Awards Program (Budget Awards Program) in 1984 to encourage and assist state and local governments to prepare budget documents of the very highest quality that reflect both the guidelines established by the National Advisory Council on State and Local Budgeting and the GFOA’s best practices on budgeting and then to recognize individual governments that succeed in achieving that goal. LCPS has received this award for fourteen consecutive years. The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to Loudoun County Public Schools, Virginia for the Annual Budget beginning July 01, 2015. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

2

FY17 Superintendent’s Proposed

Operating BudgetsExecutive Summary

Loudoun County Public Schools21000 Education Court

Ashburn, VA 20148

E-mail: [email protected] Site: www.lcps.org

Prepared by Budget Division(571) 252-1250

3

EXECUTIVE SUMMARY

Loudoun County Public Schools - FY17 Superintendent's Proposed Operating Budgets

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EXECUTIVE SUMMARY

Loudoun County Public Schools – FY17 Superintendent’s Proposed Operating Budgets

EXECUTIVE SUMMARY TABLE OF CONTENTS

School Board ....................................................................................................................................................... 6 Organization ........................................................................................................................................................ 7 Loudoun County Public School Board Mission Statement and Goals (adopted September 8, 2009) .................. 8 Overview and LCPS Accomplishments ............................................................................................................. 12 Budget Preparation Process ............................................................................................................................. 14 Loudoun County Public Schools Funds ............................................................................................................. 16 Enrollment Growth............................................................................................................................................. 17 Student Enrollment Growth and Economic Condition Impacts on Budgets ....................................................... 18 Operating Budget Revenues ............................................................................................................................. 22 Operating Budget History of Revenues ............................................................................................................. 23 Operating Budget Revenues by Source ............................................................................................................ 26 Definition of Major Objects of Expenditure ........................................................................................................ 27 Operating Budget Expenditures ........................................................................................................................ 28 Per Pupil Expenditure ........................................................................................................................................ 29 Enrollment and Position Increases .................................................................................................................... 30 Operating Budget Expenditure Highlights ......................................................................................................... 31 School Nutrition Services Fund ......................................................................................................................... 32 Central Vehicle Maintenance Fund ................................................................................................................... 33 Lease Purchase ................................................................................................................................................ 33

5

EXECUTIVE SUMMARY

Eric Hornberger Chairman

Ashburn District

Brenda Sheridan Vice Chairman Sterling District

Debbie Rose Algonkian District

Beth A. Huck At-Large Member

Jill Turgeon Blue Ridge District

Joy R. Maloney Broad Run District

Eric J. DeKenipp Catoctin District

Jeff Morse Dulles District

Tom C. Marshall Leesburg District

Eric Williams, Ed.D. Superintendent


School

Board

6

EXECUTIVE SUMMARY


Loudoun County Public Schools Organization

Loudoun County Public Schools (LCPS) is organized to focus on “A Climate for Success” for each of the 78,665 students while managing 89 schools and eight educational support buildings. It is a rapidly growing, dynamic, well managed and efficient organization. Nine elected School Board members govern LCPS. The members are elected to four-year terms. One member represents each of the County’s eight magisterial districts and there is one at-large member. The School Board is charged by Virginia law and the regulations of the Virginia Board of Education to establish policies, guidelines, and rules that will ensure the proper administration of the County’s school programs. The Superintendent works closely with seven members of Cabinet to oversee the day-to-day operations of the schools and support services. Principals and support division heads report to the Assistant Superintendents.

Loudoun County Citizens

School Board

Dr. Eric Williams Superintendent

Dr. Mary V. Kealy Assistant Superintendent

Pupil Services

Cynthia B. Ambrose Assistant Superintendent

Instruction

Kevin L. Lewis Assistant Superintendent

Support Services

E. Leigh Burden Assistant Superintendent

Business & Financial Services

Dr. Michael Richards Chief of Staff

Dr. Richard Contartesi Assistant Superintendent for

Technology Services

Dr. Kimberly L. Hough Assistant Superintendent

Personnel Services

7

EXECUTIVE SUMMARY


Mission Statement

The mission of the Loudoun County Public Schools is to work closely with students, families, and the community to provide a superior education, safe schools, and a climate for success. The educational programs of Loudoun County Public Schools will strive to meet or exceed federal, state, and local requirements for assessment of achievement and to promote intellectual growth, individual initiative, mutual respect, and personal responsibility for productive citizenship.

Loudoun County Public Schools Goals Adopted by LCPS School Board September 8, 2009

1. Student Achievement a) LCPS will ensure that all graduates demonstrate readiness for continuing education and entry

level skills for immediate employment. b) LCPS will continue to provide full-day kindergarten for at-risk students and will develop a long-

term plan to establish full-day kindergarten for all students countywide. c) LCPS will ensure that at least 92% of students will pass all required Standards of Learning

(SOL) tests. d) LCPS will ensure that students and schools will attain the annual measurable objectives called

for in the Adequate Yearly Progress requirements of NCLB. e) LCPS will identify and reduce the disparity in achievement among all educationally accepted

subgroups. f) LCPS will ensure that students in identified racial, ethnic, and socio-economic groups will

exceed all requirements of Standards of Learning and NCLB. g) LCPS will ensure that all students demonstrate grade level reading proficiency by the end of

the first grade or will have an individualized program of reading instruction. h) LCPS will improve English language literacy among all students, especially those who are

identified as Limited English Proficient. i) LCPS shall significantly improve ACT and SAT performance.

2. Curriculum Development

a) LCPS will enhance and expand alternative education programs. b) LCPS will expand its academy programs to serve students with special interests and abilities. c) LCPS will review and revise career and technical programs to meet evolving employment and

post-secondary educational requirements. d) LCPS high schools will expand opportunities for student involvement in school-sponsored co-

curricular activities. e) LCPS will strive to incorporate 21st century global skills into the curriculum.

8

EXECUTIVE SUMMARY


3. Class Size School staffing will be sufficient to provide for the following average class sizes:

Elementary Secondary

Average

Class Size Max

Class Size Kindergarten 22 15* Grades 6-8 21.6 (Teaching 6 of 8 periods a day) Grades 1-3 22 25** Grades 9-12 25.9 (Teaching 5 of 8 periods a day) Grades 4-5 22 27*** New Cell New Cell *A teacher assistant will be added to each half-day kindergarten class that exceeds 15 students. ** A teacher assistant will be added for the grade level when all classes at the grade level have enrolled 25 students and one class enrolls the 26th student. *** A teacher assistant will be added for the grade level when all classes at the grade level have enrolled 27 students and one class enrolls the 28th student.

4. Compensation, Recruitment, and Retention of Staff

a) LCPS will offer a competitive recruitment, compensation, and professional development package that will attract highly qualified candidates and retain employees who meet established performance standards.

b) LCPS will continue to explore methods for improving the quantity and quality of instructional and team planning time.

c) LCPS will increase recruitment and employment of minority applicants for teaching and administrative/supervisory positions.

d) LCPS will expand support for National Board Certification and other forms of developing teacher excellence.

5. Growth and Resource Parity

a) LCPS will manage the effects of growth and use methods for assessing parity between older and newer campuses to ensure that all students, faculty and staff have access to quality facilities, resources, and instructional programs.

b) LCPS will provide necessary and sufficient district level staffing in order to maintain excellence in a large and rapidly growing system.

c) LCPS will continue to use scarce resources wisely by conserving energy, recycling materials whenever possible, and by educating students on best environmental practices.

d) LCPS will annually prepare ten-year planning documents combining the Capital Improvements Program and the projected capital needs contained in the ten-year Capital Needs Assessment.

e) LCPS will strive to establish paperless practices.

9

EXECUTIVE SUMMARY


6. Community Relations

a) LCPS will enhance community relations by frequent communication and through maximized opportunities for public input related to issues under consideration by the School Board.

b) LCPS will increase community participation by regular distribution of school information to the citizens of Loudoun County, including an Annual report regarding progress made toward achieving system goals.

c) LCPS will increase the outreach to parents of pre-school and school age children in order to increase parental awareness of available services, such as educational programs focused on parenting skills and the opportunities that already exist for testing, evaluation and special education services for children as young as two years of age.

d) LCPS will promote increased involvement of parents, businesses and the community, and PTA's, PTO's, PTSA's and PTSO's will be recognized as essential partners in every school.

e) LCPS will provide means to include parental input in assessment of school performance. f) LCPS will develop content and maintenance standards for all components of individual school

Web sites to ensure that students and parents throughout Loudoun County will have access to the information they need for academic progress and success.

g) LCPS will enhance the capabilities of schools and related infrastructure to facilitate emergency preparedness in the County and the safety of LCPS students and personnel.

h) LCPS will ensure its home page calendar includes all known School Board meetings at least 60 days in advance and include major agenda topics once the agenda has been set.

7. Health, Safety, and Wellness

a) LCPS will promote programs that enhance students' and employees' health, safety, and well-being.

b) LCPS will strengthen programs that support safe learning environments free of bullying, teasing, and physical violence.

c) LCPS will address student and employee obesity through programs developed to improve nutrition and promote physical fitness through lifetime activities.

10

EXECUTIVE SUMMARY



11

EXECUTIVE SUMMARY


Overview and LCPS Accomplishments

Loudoun County Public Schools’ enrollment continues to grow. As of September 30, 2015, 76,263 students attended Loudoun County’s 88 schools, a one-year increase of 3.7 percent.

Loudoun County is one of the fastest-growing counties in America and is expected to continue attracting new residents. This growth is illustrated by this year’s senior class. The Class of 2016 is composed of 5,106 seniors enrolled in 14 of the county’s 15 high schools (Riverside High School does not have a senior class) compared to the 3,361 members of this class who entered the first day of kindergarten in 2003. In 2003, LCPS’ enrollment was 40,751.

ACADEMIC ACHIEVEMENT Loudoun County Public Schools had a 95.6 percent on-time graduation rate in 2015. LCPS ranked 10th out of Virginia’s 132 school divisions in on-time graduation. Among the Northern Virginia divisions, only Falls Church City had a higher graduation rate (98.8 percent). Twelve of Loudoun’s 13 high schools (92.3 percent) had a graduation rate at or above the state average.

2015 SAT scores for LCPS stayed well above state and national averages. The average overall score for the 3,563 LCPS students who took the SAT was 1,612. LCPS students exceeded state and national averages on the test. The LCPS total average exceeded the state average by 79 points and the national average by 122 points.

All 12 of the LCPS high schools eligible to be ranked nationally by The Washington Post’s Challenge Index received this honor in 2015.

13 Loudoun middle schools have the School to Watch designation, the most of any school division in America. Sponsored by the National Forum to Accelerate Middle Grades Reform, the goal of Schools to Watch (STW) is to identify and recognize outstanding middle schools across the nation.

The number of LCPS schools designated as Accredited with Warning/Partially Accredited dropped from four to one, which resulted in 87 LCPS schools (99 percent) being Fully Accredited by the Virginia Department of Education; far higher than the state average. Sixty-eight percent, or 1,246, of Virginia’s 1,827 public schools are rated as Fully Accredited for 2015-2016. These ratings are based on Standards of Learning (SOL) testing during the 2014-15 school year.

A record 55 Loudoun County Public Schools (LCPS) buildings were awarded the 2015 ENERGY STAR label by the federal Environmental Protection Agency (EPA). ENERGY STAR is the national, official symbol of energy efficiency in America. A building that earns an ENERGY STAR award uses less energy than 75 percent of similar buildings in the U.S. Department of Energy’s Commercial Building Energy Consumption Survey. The attainment of the ENERGY STAR awards is the result of work by the LCPS Support Services Department and its Energy Education Program. The number of LCPS ENERGY STAR buildings has grown from seven in 2008 to its current number.

TheClassof2015

Graduates earned

$38,792,416 in

scholarships

95.6% Graduated On

Time

62.01% reported

they would attend

four‐year college

26.52% reported

they would attend a

two‐year college

1.89% reported they

would join the

military

12

EXECUTIVE SUMMARY


Four Loudoun County Public Schools (LCPS) high schools – John Champe, Dominion, Freedom and Loudoun County – are listed in the nation’s 100 best high schools for personal finance. These rankings are compiled by Working in Support of Education (W!se), a New York-based non-profit group that promotes financial literacy education.

Fourteen Loudoun County schools have been named recipients of the 2015 Virginia Board of Education Excellence Award. This award is part of the 2015 Virginia Index of Performance (VIP) awards for advanced learning and achievement. The VIP incentive program recognizes schools that exceed state and federal accountability standards and achieve excellence goals established by Gov. Terry McAuliffe and the state Board of Education. COMMUNITY INVOLVEMENT LCPS continues to be an integral part of the Loudoun community. Parents and other volunteers donate nearly 200,000 hours a year to support schools by mentoring, tutoring, helping with special projects, fundraising and reading.

Besides LCPS students, Loudoun County’s Department of Parks, Recreation and Community Services, churches, homeowners associations, PTA’s and PTO’s, youth and adult sports leagues, the YMCA, 4-H, adult education classes, civic organizations and the Boy and Girl Scouts use the interior facilities and athletic fields of the public schools. During the 2014-2015 school year, 2,248 facility use requests were processed. Community groups used 62 school gymnasiums in 2014-2015 for recreational basketball, volleyball and other indoor activities. 56 school athletic fields were used in 2014-2015 for community recreational programs. LCPS facilities were utilized by 48 churches during 2014-2015 for church activities.

13

EXECUTIVE SUMMARY


FY17 Budget Preparation Process

The Code of Virginia requires that the Division Superintendent submit to the governing body, with the approval of the School Board, an estimate of the funds needed during the next fiscal year for support of the public schools. In Virginia, School Divisions are fiscally dependent on the local governing body which for Loudoun is the County Board of Supervisors. The following “calendar” of events more fully explains the activities that contributed to the budget development and approval process this year:

May – June

School Principals and staff request funding for programs, maintaining facilities and major building improvements.

August – September

Budget instructions are distributed by the Budget Division to the Departments and Divisions to provide guidance for the development of future year budget requests.

Parents and citizens are given an opportunity to provide input concerning the budget during a public meeting.

Enrollment projections are prepared based on the September 30 student count.

October – December

Budget requests are received by the Budget Division for review and analysis. The staffing as of September 30 is analyzed and current year costs for salaries and benefits are used for

estimating the future year compensation costs. Salary and benefits represent approximately 89 percent of the operating budget.

Estimated federal, state and local revenue is developed. The Superintendent meets with department and division budget holders to review and modify budget

requests. The results of these meetings are analyzed and compiled by the Budget Division and a draft budget

document is prepared for review by the Superintendent and Cabinet. Based on the Superintendent and Cabinet review, the Budget Division prepares the proposed budget,

which is the Superintendent’s recommendation to the School Board, for the future budget year.

January

The Superintendent presents the recommended budgets to the School Board at a public meeting. The School Board holds numerous work sessions to review proposed budgets. Public Hearings are held to receive citizens’ input. The School Board deliberates, modifies or approves the Superintendent’s recommended budgets by

majority vote and adopts its proposed budgets. The Budget Division makes the School Board’s revisions to the recommended budget and prepares a

School Board’s proposed budget. The School Board’s proposed budgets are forwarded to the county staff for inclusion in the County

Administrator’s advertised fiscal plan.

14

EXECUTIVE SUMMARY


FY17 Budget Preparation Process (continued)

School Board Work Session and Public Hearing Schedule

Date Time Meeting Thursday, January 14, 2016 6:30 PM - 10:00 PM FY 2017 Operating Budget School Board operating budget

work session Wednesday, January 20, 2016 6:30 PM - 10:00 PM FY 2017 Operating Budget School Board public hearing and

operating budget work session Thursday, January 28, 2016 6:30 PM - 10:00 PM FY 2017 Operating Budget public hearing and School Board

operating budget work session Tuesday, February 2, 2016 6:30 PM - 10:00 PM FY 2017 Operating Budget School Board operating budget

work session and adoption

February – April

The School Board presents its proposed budgets to the County Board of Supervisors. The County Board of Supervisors reviews the School Board proposed budgets as a part of the County

Budget review, holds a public hearing to receive citizens’ input, sets the tax rate, and appropriates the budgets for the school system and the County.

April

The School Board makes necessary adjustments to their proposed budgets based on the level of funding provided for education in the appropriations resolution approved by the Board of Supervisors.

May – July

The appropriated budgets are interfaced with the automated accounting system providing line item funding levels and become the basis for operating the school system in the next fiscal year.

The Budget Division prepares final appropriated budget documents.

15

EXECUTIVE SUMMARY

Loudoun County Public Schools - FY17 Superintendent’s Proposed Operating Budgets

LOUDOUN COUNTY PUBLIC SCHOOLS FUNDS

There are four major funds that manage the day to day operations and functions of the school division:

Operating Fund $1,068,442,157 10,793.7 positions This fund provides for the day-to-day operations and maintenance of the schools and is funded primarily by county, state, and federal funds. Enrollment growth continues to be the main factor in the increase to the Operating Fund budget. For FY17, there is an 8.8% increase reflected that is comprised of 589.45 new positions, a step increase for existing employees, a health insurance rate increase and operating and maintenance increases.

School Nutrition Fund $26,322,498 360.0 positions This fund provides for all school cafeteria operating and administrative costs. The fund is supported primarily by food sales and also receives federal and state revenues. The FY17 budget is 5% less, or $1.4m, which is driven by a reduction in 48 FTEs.

Central Vehicle Maintenance Fund $22,150,560 72.0 Positions The Central Vehicle Maintenance operation is an enterprise fund supported by transfers from both the County’s general fund and the School’s operating fund. This fund provides for the maintenance and operation of all school division and county vehicles. For FY17, the fund shows a slight reduction of 3% that is mostly attributable to the decreasing cost of fuel. Lease Purchase Fund $10,000,000 The Lease Purchase Fund contributes $10,000,000 in funds for use by the Technology Department and Support Services Department. For FY17, the Technology Department has $6.2m for the purchase of computer equipment and Support Services has $3.8m for the purchase of vehicles, busses and equipment.

16

EXECUTIVE SUMMARY


ENROLLMENT GROWTH

Loudoun County Public Schools is the third largest of 132 school divisions in Virginia and continues to be one of the fastest growing. In FY17, membership is expected to increase by 2,910 students. Student membership is projected to continue to grow by nearly 2.0 percent during each of the next four years. This will result in over 7,000 additional students by the 2019-2020 school year. In FY17, it will cost $13,338 for personnel, employee benefits, and materials to provide school-level instructional and support services for each new student. New schools are needed to meet student membership growth. The proposed Operating Budget for FY17 includes staffing for the opening of Madison’s Trust Elementary School in the fall of 2016.

Student Membership

FY16 FY17 Change Percent

Pre-School 1,068 1,108 40 3.7%

Elementary School 34,610 35,450 840 2.4%

Middle School 17,952 18,488 536 3.0%

High School 22,125 23,619 1,494 6.8%

Total 75,755 78,665 2,910 3.8%

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EXECUTIVE SUMMARY


Student Enrollment Growth and Economic Condition Impacts on Budgets

Student enrollment increaseStudent enrollment increases are one of the primary factors impacting all LCPS budgets.

Madison's Trust will open with a projected 744 students, alleviating pressure on surrounding schools. There are 13 new FTE's budgeted in FY17 for the opening of this school.

New schools required for additional students

68

70

72

74

76

78

80

82

84

86

88

90

FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17

76

79 80

82

84

87 88

89

Sept

embe

r 30

Enro

llmen

tN

umbe

r of S

choo

ls

Fall 2016 - Madison's Trust Elementary will open

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000


60,096

63,220

65,668

68,289

70,858

73,233

75,755

78,665

2,910 additional students projected in FY17

Budgeted

Projected

18

EXECUTIVE SUMMARY



The Operating fund proposes an 8.8% increase primarily driven by new positions to support the enrollment growth.

Operating Fund

Operating Cost Per Pupil

The FY17 Cost Per Pupil increases 5% to $13,338 but continues to be one of the lowest in the region.

$0

$200,000,000

$400,000,000

$600,000,000

$800,000,000

$1,000,000,000

$1,200,000,000


$732,598,960

$711,651,877

$745,946,877

$823,071,743

$843,672,450

$911,985,197

$981,744,727

$1,068,442,157

$0

$2,000

$4,000

$6,000

$8,000

$10,000

$12,000

$14,000


$11,997

$10,833

$11,014

$11,595

$11,638

$12,195

$12,700

$13,338

Proposed

Proposed

19

EXECUTIVE SUMMARY



Central Vehicle Maintenance In FY17, the decreasing cost of fuel is a factor in the 3% reduction of the Central Vehicle Maintenance Fund budget.

School Nutrition Services FundThe School Nutrition Services program will serve an increasing number of students but is self supporting and does not require County funds.

$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000


$23,021,430

$24,034,272

$25,052,808

$25,217,123

$$23,568,343

$22,048,131

$27,763,933

$26,322,498

Proposed

$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000


$14,967,421

$16,890,427

$19,110,315

$19,901,836

$19,135,609

$18,266,598

$22,868,814

$22,150,560

Projected

20

EXECUTIVE SUMMARY



21

EXECUTIVE SUMMARY


OPERATING BUDGET REVENUES

LCPS receives revenue to support the Operating Fund from three primary sources: funds transferred by the County Board of Supervisors, state aid, and federal aid. A small amount of revenue is also received from tuition and fees. County Funds $716.9 Million Real property, personal property, and local sales taxes are the primary revenue sources for Loudoun County. County funding of the LCPS Superintendent’s Proposed Operating Budget is $58.3 million or 8.8% more than the FY16 funding level. State Aid $316.8 Million State revenue includes two primary forms of funding: state aid and sales tax. State aid includes funding for basic aid to support the Standards of Quality (SOQ) and categorical aid for special programs and initiatives. The estimated state revenue is based on the first year of the state’s biennium as presented by the Governor, December 18, 2015. Federal Aid $16.7 Million Federal aid is usually derived from various entitled federal programs, specific grants, and Impact Aid. With the exception of Impact Aid, federal revenues are generally categorized and must be expended for specific purposes according to established statutes and regulations. Federal funds are provided to supplement the cost of providing instructional services for students in vocational, adult, and special education as well as programs for educationally and/or economically disadvantaged students. Other Revenue

$11.1 Million Approximately $11.1 million in miscellaneous revenue from various sources is projected to be available in FY17. These include student fees for driver education, parking, athletics, and advanced placement tests; tuition for adult education classes, summer school and out of state/county students; privately funded grants, and facility use fees. Fund Balance $7.0 Million LCPS staff projects there will be $7.0 million in fund balance from FY16 available to be used as a funding source for the FY17 operating budget.

22

EXECUTIVE SUMMARY

FY13 Actual FY14 ActualFY15

AppropriatedFY16

AppropriatedFY17 Budget

RequestState Revenue

Virginia 1% Sales Tax $59,649,603 $61,962,962 $65,740,617 $71,053,843 $78,783,904Basic Aid 137,802,559 139,521,440 150,127,466 153,552,011 164,917,044Supplemental Support 322,500 3,477,022 0 2498793 1,800,760Foster Home 113,545 114,792 115,238 91,915 56,023Textbooks 2,624,788 2,724,706 3,053,448 3,158,560 3,833,948Gifted & Talented 1,512,495 1,518,280 1,618,435 1,674,148 1,850,968Remedial Education 1,149,443 1,244,990 1,650,169 1,706,975 1,920,815Fringe Costs-VRS 13,192,681 13,694,887 17,834,521 17,759,103 20,255,872Fringe Costs-Social Security 7,898,057 8,198,713 8,695,122 8,994,444 9,813,621Fringe Costs-Group Life 497,285 516,215 602,946 558,049 593,707Remedial Summer School 205 0 0 212 771,553Special Ed-Homebound 107,858 108,149 113,117 87,909 98,419Special Ed-SOQ Payments 16,322,652 18,079,586 17,517,180 18,120,194 19,592,317Vocational Ed-SOQ 1,287,091 1,336,087 1,301,095 1,345,884 1,152,489Vocational Ed-Categorical 275,690 330,705 250,300 266,281 214,314Adult Education 37,696 0 10,506 10,506 0Visually Handicapped 18,125 0 0 0 0ESL Payment 2,511,052 2,793,820 3,985,601 3,829,927 4,197,2174-Year-Old At-Risk 426,129 432,789 521,906 539,296 1,125,619Reduced K-3 493,623 583,729 816,733 805,032 934,130Detention 646,867 0 712,133 720,318 833,303Reading Intervention 333,312 399,613 552,755 620,988 629,850SOL Algebra Readiness 194,697 205,384 226,918 237,652 262,086Technology Plan 3,248,129 1,071,093 2,328,000 2,353,000 2,444,400ISAEP Funding 31,434 31,434 31,434 31,434 31,434PAVAN 31,166 30,061 0 31,200 0Mentor Teacher Program 29,670 34,542 58,131 57,989 66,185Career Switcher Mentor Teacher 26,000 17,000 0 17,306Virginia Preschool Initiative 392,072 430,500 450,000 450,000 450,000Special Education in Jails 109,287 113,721 112,440 110,365 130,277Instructive Assistance 9,704 26,147 0 0 0EpePen Grants 8,075 0 0 0 0Additional Assistance with Retirement, Inflation, Preschool 2,059,168 2,141,738 0 0 0Other State Programs 0 43,618 0 0 0

Total State Revenue $253,362,658 $261,183,723 $278,426,211 $290,683,334 $316,760,255


Operating Fund History of Revenues

Includes three major forms of funding: basic aid to support the Standards of Quality, categorical aid for special programs, and sales tax.

23

EXECUTIVE SUMMARY


AppropriatedFY16


Request


Federal Revenue

Impact Aid $199,958 $174,853 $190,000 $87,807 $87,807Career & Technical Education 0 74,488 71,203 71,203 56,490Carl Perkins Grant 647,152 500,968 431,559 439,680 439,680Adult Basic Education 149,782 191,322 160,015 172,131 152,476Federal Education Jobs Funds 148,447 0 0 0 0Race to GED 0 0 21,500 21,490 21,633Title VI B 9,652,825 8,545,232 9,300,000 9,608,963 9,651,201Title I A 1,369,281 1,272,531 1,193,644 1,479,444 1,586,480Title I D - JDC 0 4,324 12,500 12,500 12,500Title I D - Sub Part B 0 0 0 0 84,641Title II A 677,474 554,148 500,778 506,325 506,228Title III A 440,191 680,461 562,073 686,851 747,674Title X 0 43,870 19,301 35,000 35,000Head Start 790,978 786,016 800,000 750,000 1,566,378Unanticipated/ Other Grants 423,334 0 700,000 750,000 705,542Safe Routes to Schools 0 39,604 566,273 609,282 67,600Pre-school Incentive Grant 143,672 124,421 145,000 124,062 123,453REMS Security Grant 13,638 0 0 0 0Medicaid 0 0 0 0 875,000

Total Federal Revenue $14,656,732 $12,992,238 $14,673,846 $15,354,738 $16,719,783

Other RevenueLocal Fund Balance Carryover $10,000,000 $10,000,000 $10,000,000 $5,000,000 $7,000,000

Total Other Revenue $10,000,000 $10,000,000 $10,000,000 $5,000,000 $7,000,000

Local Revenue

Local Transfer $542,009,794 $553,615,482 $600,769,592 $658,554,107 $716,874,780$542,009,794 $553,615,482 $600,769,592 $658,554,107 $716,874,780


Federal Aid is received for various entitlement programs, specific grants, and Impact Aid and must be expended fpr the specific purpose.

Real and personal property taxes are primary revenue sources for Loudoun County. The Board of Supervisors approves a transfer to the school system to fund approximately 67% of the Operating Budget.

24

EXECUTIVE SUMMARY


AppropriatedFY16


Request


Other Local

Howard Hughes Foundation $1,319,206 $1,192,585 $1,000,000 $1,000,000 $1,000,000Rebates, Refunds & Recoveries 146,882 489,299 200,000 200,000 200,000Sale of Textbooks 50,933 13,188 45,000 45,000 45,000Athletic Fees 865,086 867,338 870,000 950,000 1,035,500Advanced Placement Test Fees 1,059,859 979,198 1,060,000 1,100,000 1,289,680Parking Fees 535,540 547,501 540,000 575,000 626,850E-Rate Reimbursement 1,071,998 1,511,000 750,000 1,500,000 1,500,000Tuition-Adult Education 248,459 155,932 175,000 175,000 175,000Tuition-Day School 243,071 200,631 240,000 240,000 240,000Tuition-Summer in the Arts 0 81,467 100,000 100,000 100,000Tuition-Summer School 695,537 0 680,000 650,000 690,000Tuition-Driver Education 227,700 255,874 225,000 225,000 331,200Project Graduation 6,918 15,719 28,648 28,648 15,086 Teaching in Loudoun 0 0 57,000 65,066 65,066Use of Building 1,263,013 1,461,723 1,260,000 1,591,934 1,680,981Sale of Equipment 364,018 363,496 325,000 325,000 365,000Medicaid 0 372,013 0 1,700,000 0Virtual Loudoun 0 515,955 0 782,000 782,000Miscellaneous 1,225,805 1,209,529 500,000 840,000 886,076Junior Navy ROTC Program 0 0 18,000 18,000 18,000On-line Payments 120 0 23,100 23,100 23,100PAVAN 18,201 0 18,800 18,800 18,800

Total Local Revenue $9,342,346 $10,232,448 $8,115,548 $12,152,548 $11,087,339

Total Revenue $829,371,530 $848,023,891 $911,985,197 $981,744,727 $1,068,442,157


The other revenue is based on fees that the school division charges.

25

EXECUTIVE SUMMARY

DescriptionFY16

AppropriatedFY17

Proposed

Beginning Balance $5,000,000 $7,000,000 Federal Revenue 15,354,738 16,719,783 State Revenue 290,683,334 316,760,255 Other Revenue 12,152,548 11,087,339 County Transfer (Including OPEB funding) 658,554,107 716,874,780 Total Revenue $981,744,727 $1,068,442,157

DescriptionFY16

AppropriatedFY17

Proposed

Beginning Balance 0.5% 0.7%Federal Revenue 1.6% 1.6%State Revenue 29.6% 29.6%Other Revenue 1.2% 1.0%County Transfer 67.1% 67.1%

Total 100.0% 100.0%


Operating Budget Revenues by Source

Revenue Categories as Percent of Total Operating Budget

Beginning Balance 0.7%

Federal Revenue 1.6%

State Revenue 29.6%

Other Revenue 1.0%

County Transfer 67.1%

26

EXECUTIVE SUMMARY

Loudoun County Public Schools – FY17 Superintendent’s Proposed Budgets

DEFINITION OF MAJOR OBJECTS OF EXPENDITURE

PERSONNEL: Personnel & Fringe Costs: Salaries (both full-time equivalent employees and part time such as substitutes), social security, retirement, group life insurance and health insurance are the major expenditures in this portion of the budget.

OPERATIONS AND MAINTENANCE: Contractual Services: The contractual services budget is to provide for payments to outside contractors or other school systems for services provided to LCPS. An example is the tuition paid to Fairfax County Public Schools for LCPS students to attend Thomas Jefferson High School.

Internal Services: The internal services budget provides for payment to the Central Garage for maintenance and fuel for school buses and all other school vehicles.

Utilities & Communication: The utility and communication budget provides for the heating fuel, electricity, water, sewer and telephone services for the 87 schools and eight educational support buildings.

Insurance: Insurance expenditures are for the property, casualty, liability, and fleet insurance carried by the school system.

Materials, Supplies & Equipment: These expenditures include instructional supply allotments to each school, textbooks and minor instructional equipment such as computers, calculators, globes, maps, etc.

Mileage Reimbursement: Mileage for itinerant teachers and other staff who travel on behalf of LCPS is included in this budget category.

Training & Continuing Education: Includes expenditures for training, workshops and conferences.

Leases & Rentals: The lease and rental budget is to cover the lease or rental of heavy equipment needed for maintenance repairs.

CAPITAL OUTLAY: Capital Outlay: These expenditures are for the purchase of major items of equipment costing in excess of $5,000.

TRANSFERS OUT: Transfers out: Transfers from the LCPS funds to the Loudoun County government funds.

27

EXECUTIVE SUMMARY

Personnel $867,638,945 $948,033,460Operations and Maintenance 100,301,679 107,447,119Capital Outlay 1,804,103 961,578

Sub-Total $969,744,727 $1,056,442,157

OPEB Contribution $12,000,000 $12,000,000

Total with OPEB $981,744,727 $1,068,442,157

In FY17 Personnel costs (including OPEB) account for 89.8%


Operating Budget Expenditures

Description FY16 Appropriated FY17 Proposed

of the operating budget . . .

Personnel Costs - 88.8%

Operations and Maintenance - 9.0%

Capital Outlay - 0.1%

OPEB - 1.1.%

28

EXECUTIVE SUMMARY

Instruction $10,724Operation & Maintenance 1,018Pupil Transportation 768Administration, Attendance, & Health 466Technology 321Facilities 41

FY17 Estimated Cost Per Pupil $13,338

FY15 FY16Arlington $19,040 $18,616Alexandria $17,041 $16,561Fairfax $13,519 $13,519Loudoun $12,195 $12,700Prince William $10,365 $10,724

Source: FY 2016 Washington Area Boards of Education (WABE) Guide


Per Pupil Expenditure

The per pupil expenditure is calculated annually using total Operating Budget less adult education, self-funded summer school, and health service. The total amount is divided by the student enrollment as of September 30 to determine an average per pupil cost for the current fiscal year and projected enrollment for the next fiscal year.

FY16 Per Pupil Expenditure Comparison

FY17 Estimated Cost Per Pupil

The calculated per pupil cost for FY17 is shown below.

When reviewing the prior two budgets, Loudoun County Public Schools spends less per student than the majority of the other local school districts.

29

EXECUTIVE SUMMARY


Enrollment and Position Increases

Staffing at LCPS is categorized as either school based or non-school based. The following table shows the proposed staffing, prior two year’s staffing and growth over this time. LCPS is a leader in the region with one of the highest percentages of school based staffing.

Staff are focused on students in the classroom…

LCPS FY17 proposed staffing is 93.2% School Based

Percentage

School Based

Employees

Percentage

Non-School

Based

Employees

93.2% 6.8%

92.4% 7.6%

91.0% 9.0%

88.6% 11.4%

91.8% 8.2%

Source: FY 2016 Washington Area Boards of Education (WABE) Guide

Arlington

Alexandria

FY16 Surrounding School Division Comparison*

School Division

Fairfax

Loudoun

Prince William

*(WABE Guide excludes bus drivers and bus attendants for calculation of the school based/non-

school based percentages.)

FY15 Revised FY16 Revised FY17 Proposed

School Based Instruction 5,633.7 5,927.7 6,284.1Bus Drivers & Attendants 888.5 853.5 853.0Teacher Assistants 1,148.4 1,188.6 1,339.8Custodians 519.8 536.7 546.8Other School Support 417.4 416.9 419.8Administration 285.5 300.0 326.0Instructional Support 170.1 177.1 187.1Nurses & Health Clinic Assistants 94.9 98.4 100.4

Total School Based FTE's 9,158.3 9,498.9 10,057.0

Non-School BasedSecretarial/Clerical 158.5 170.8 163.0Other Support Staff 369.5 377.3 403.2Administration 136.5 163.5 170.5

Total Non-School Based FTE's 664.5 711.6 736.7

Total FTE's 9,822.8 10,210.5 10,793.7

Total Student Enrollment 73,233 75,755 78,665

Position

30

EXECUTIVE SUMMARY

Enrollment growth $33.9

Opening new schools $1.7

System-wide growth $2.1

Employee compensation $32.6

Full-day Kindergarten, and other changes $10.1

Operations and maintenance $6.3Total Expenditure Changes $86.7

Loudoun County Public Schools - FY17 Appropriated Operating Budgets

The Operating Budget increase is $86.7 million or 8.8 percent compared to the FY16 approved budget and the enrollment is expected to grow by 2,910 students or 3.8 percent. Staffing increases to accommodate increased enrollment, the opening of one elementary school and planning for the opening of one middle school, are included in the FY17 Operating Budget. A step increase for all employees is included, a salary scale redirection for teachers and a phase five of a five year plan to require employees to contribute their share of VRS which was previously contributed by LCPS.

Operating Budget Expenditure Highlights

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31

EXECUTIVE SUMMARY

FY16 Appropriated FY17 Proposed

Cafeteria Sales $19,310,373 $17,302,218State Revenue 426,000 322,262Federal Revenue (including Commodities) 8,027,560 8,698,018Other Revenue 0Local Transfer (Local Taxes) 0 0

Total $27,763,933 $26,322,498


Personnel $16,449,006 $15,899,306Operations & Maintenance 11,304,927 10,413,192Capital Outlay 10,000 10,000

Total $27,763,933 $26,322,498


School Nutrition Services Summary

Expenditures

Revenues by Source

The School Nutrition Fund provides for all school cafeteria operating and administrative costs. The fund is supported primarily by food sales and also receives federal and state revenues. School breakfast and lunch prices will remain the same for FY17.

32

EXECUTIVE SUMMARY


School Transfer In $13,942,321 $14,880,096County Government Transfer In 8,926,493 7,270,464

Total Revenues $22,868,814 $22,150,560


Personnel $5,999,226 $6,209,416

Operations & Maintenance 17,372,877 15,776,144

Capital Outlay 43,138 165,000 Total $23,415,241 $22,150,560


Lease Proceeds $10,000,000 $10,000,000$10,000,000 $10,000,000


Computer Equipment $7,993,734 $6,200,000Furniture and Equipment 118,136 400,000 Vehicles 1,888,130 3,400,000

Total $10,000,000 $10,000,000


Expenditures

Revenues by Source

Central Vehicle Maintenance Summary

Expenditures

Revenues by Source

Lease Purchase Summary

The Central Vehicle Maintenance Fund provides for the maintenance and operation of all school division and Loudoun County vehicles. This enterprise fund is supported by transfers from both the County's general fund and the School's operating fund.

The Lease Purchase Fund provides $10m in funds for use by the Technology Department and Support Services Department. For FY17, the Technology Department has $6.2m for the purchase of computer equipment and Support Services has $3.8m for the purchase of vehicles, busses, and equipment.

33

EXECUTIVE SUMMARY



34

DEPARTMENT SUMMARY

DOI Mission Statement The Department of Instruction (DOI) provides leadership and assistance to:

Identify significant content and competencies,•Support teachers as designers of learning experiences,•Support and improve teaching and learning, and•Ensure system answerability and accountability.•

DOI staff members’ roles are to provide support to school staff in their work of implementing the instructional vision ofOne to the World in Loudoun County Public Schools. School and district staff strive to ensure students develop asknowledgeable critical thinkers, communicators, creators, and contributors. The department includes staff who assist in developing curriculum, using assessment results, and providing professionallearning opportunities. Assistance is also provided for outreach functions to engage parents and the community. The major efforts for the upcoming year are:

Continuing emphasis on the instructional framework of One to the World,•Expanding full-day kindergarten programs to support students from across the county,•Developing a framework for professional learning for the district,•Continuing emphasis on leveraging technology to support instruction,•Beginning work in personalized learning to ensure growth for all students,•Implementing the Academy of Engineering and Technology for a freshman cohort, and•Implementing a framework for assessment and accountability.•

FY17 CHANGES

Beyond the major initiatives being implemented during FY17, the funding for Academies of Loudoun, expansion of full-day kindergarten, growth in the numbers of English language learners (ELL) and the expansion of services andresources due to student population growth are areas of need.

DEPARTMENT OF INSTRUCTION


35

BUDGET HISTORYDivision FY13 Actual FY14 Actual FY15 Actual FY16 Budget FY17 BudgetAcademies of Loudoun 0 0 0 0 1,060,549

Adult Education 456,650 432,910 431,502 479,326 389,022

Art 709,239 790,556 701,239 786,950 785,357

Assistant Superintendent for Instruction 380,309 487,111 485,282 574,832 1,978,510

Athletics Program 9,578,832 9,955,752 10,684,955 9,468,513 10,193,983

Career and Technical Education 6,199,390 5,396,212 5,614,808 5,767,343 6,050,294

Driver Education 230,591 286,115 263,011 262,960 273,725

Educational Technology and Curricular Innovation

13,111,121 12,310,739 12,753,414 13,966,350 14,951,606

Elementary Education 169,887,733 177,227,818 189,911,427 202,046,015 217,887,747

English 612,108 588,625 788,253 994,839 897,548

English Language Learners 18,872,332 18,323,225 18,049,430 21,628,008 25,224,327

Family Life Education 1,711,563 1,865,499 1,905,535 1,988,275 2,079,204

Gifted Education 9,395,377 9,570,979 10,287,685 11,562,550 12,192,481

Health and Physical Education 365,299 388,675 366,658 315,147 368,271

High School Education 113,752,669 119,020,889 135,968,312 146,223,945 156,245,030

Instructional Programs 491,174 627,482 983,243 338,695 650,970

Library/Media Services 14,936,125 15,557,069 16,600,369 17,760,700 17,840,573

Mathematics 650,701 543,648 1,083,819 1,029,986 960,032

Middle School Education 94,365,082 98,972,645 96,803,006 112,494,935 116,860,923

Music 1,610,958 1,532,885 1,819,473 2,179,908 1,970,385

Outreach Program 993,145 976,166 1,054,169 1,253,466 1,247,643

Reading 410,295 1,297,192 941,934 987,354 913,234

Research 941,182 708,103 1,195,147 1,159,440 1,040,148

School Administration 0 0 0 309,956 311,848

School Improvement 324,739 340,794 313,214 903,269 860,287

Science 1,014,463 1,000,894 994,055 1,149,351 1,086,658

Social Science and Global Studies 558,320 496,894 600,623 593,606 532,212

Staff Development 2,399,764 2,438,665 1,536,613 2,197,965 2,279,959

Starting Toward Excellence in Pre-School 952,957 865,547 1,045,595 1,080,171 1,159,689

Summer in the Arts 226,221 32,759 174,189 186,306 186,306

Summer School 2,525,037 2,296,335 1,741,199 2,767,295 2,336,375

Teaching and Learning 0 0 0 307,329 1,242,410

Virtual Loudoun 0 0 85,381 715,254 1,262,271

World Languages and Cultures 697,302 663,539 639,131 643,103 733,245

Total $468,360,675 $484,995,723 $515,822,670 $564,123,144 $604,052,824

Positions 5,305.6 5,460.3 5,497.6 5,790.7 6,163.8



36

BUDGET HISTORY BY OBJECT OF EXPENDITURETitle FY13 Actual FY14 Actual FY15 Actual FY16 Budget FY17 Budget

Personnel Full Time Salaries $303,629,671 $317,918,471 $332,466,118 $355,739,986 $380,412,601

Part Time Salaries $18,360,667 $17,892,772 $17,778,154 $21,046,718 $21,342,377

Benefits $125,427,067 $129,032,431 $142,383,540 $161,692,337 $175,155,294

Total Personnel $447,417,405 $464,843,674 $492,627,813 $538,479,041 $576,910,272

Operations and Maintenance Contractual Services $4,332,963 $3,837,900 $4,791,098 $5,468,769 $5,966,357

Materials, Supplies and Equipment $14,013,831 $14,263,900 $15,238,361 $16,450,532 $16,862,238

Computers and Software $1,717,497 $1,053,483 $2,322,625 $2,976,615 $3,245,236

Training and Continuing Education $750,964 $871,136 $742,477 $592,499 $680,323

Total Operations and Maintenance $20,815,255 $20,026,419 $23,094,561 $25,488,415 $26,754,154

Capital Outlay Computers and Software $0 $0 $0 $0 $198,031

Furniture and Equipment $114,392 $125,630 $100,296 $155,688 $190,367

Vehicles $13,624 $0 $0 $0 $0

Total Capital Outlay $128,016 $125,630 $100,296 $155,688 $388,398

Total $468,360,675 $484,995,723 $515,822,670 $564,123,144 $604,052,824

Positions 5,305.6 5,460.3 5,497.6 5,790.7 6,163.8



37

BUDGET HISTORY BY OBJECT OF EXPENDITURETitle FY13 Actual FY14 Actual FY15 Actual FY16 Approp. FY17 Budget % Change

Personnel Full Time Salaries $277,902 $286,667 $330,016 $396,695 $1,323,543 233.6 % Part Time Salaries $1,365 $74,185 $9,043 $1,681 $1,681 0.0 % Benefits $95,917 $97,911 $115,088 $147,309 $624,139 323.7 %Total Personnel $375,184 $458,764 $454,147 $545,685 $1,949,363 257.2 %

Operations and Maintenance Contractual Services $0 $797 $1,649 $0 $0 0.0 % Materials, Supplies and Equipment $4,715 $23,277 $25,811 $27,147 $27,147 0.0 % Computers and Software $0 $3,990 $0 $0 $0 0.0 % Training and Continuing Education $410 $284 $3,675 $2,000 $2,000 0.0 %Total Operations and Maintenance $5,125 $28,347 $31,135 $29,147 $29,147 0.0 %

Total $380,309 $487,111 $485,282 $574,832 $1,978,510 244.2 %

Positions 3.0 3.0 3.0 4.0 17.0

RevisedStaffing FY16 FY17

FTE FTE

Assistant Superintendent

1.0 1.0

Supervisor 0.0 2.0

Teacher 0.0 12.0

Analyst 1.0 1.0

Support 1.0 1.0

Total 3.0 17.0


ASSISTANT SUPERINTENDENT FOR INSTRUCTION


38

BUDGET OVERVIEW

PERSONNEL

The personnel line items include salaries and all related fringe benefits for 3.0 FTEs.

Assistant Superintendent for Instruction•Administrative Assistant•Financial Analyst•

Additionally, 2.0 Supervisor positions and 12.0 Teacher positions are included in the budget for this office until the finalreorganization plans for the Department of Instruction are approved.

OPERATIONS AND MAINTENANCE

Operations and maintenance expenditures provide equipment, materials and supplies needed to support the dailyactivities in the office.

Developed strategic actions designed to improve teaching and learning in Loudoun County Public Schools,•Continued implementation of the One to the World instructional framework and provided training modules forteachers, school and district leaders, and

•

Developed a paradigm for instruction based on differentiation of learning to meet individual student needs.•

FY 2015 MAJOR ACHIEVEMENTS

PROGRAM DESCRIPTION

The Assistant Superintendent for Instruction is charged with the responsibility of working collaboratively with teachers,principals, and district leaders to translate the school system’s instructional vision into classroompractice. Responsibilities include:

Identifying significant content and competencies, •Developing curriculum frameworks to support the content and competencies, •Developing an assessment framework to support continuous improvement, and •Developing a supervision continuum as a framework for developing leadership capacity.•

The general education programs in the Department of Instruction include adult education, art, career and technicaleducation, English-language arts, English language learners, federal programs and grants, gifted education, Head Startand STEP, health, library media, instructional technology, mathematics, music, parental involvement, outreachprograms, physical education, professional learning, reading, science, social sciences and global studies, summerschool, and world languages and cultures. Staff liaison support is provided to the School Board Curriculum and Instruction Committee and the Business AdvisoryCommittee for the Academies of Loudoun.




39

FY 2017 MAJOR WORK PLAN INITIATIVES

Continuing emphasis on the One to the World instructional framework,•Expanding full-day kindergarten programs to support students from across the county,•Developing a framework for professional learning for the district,•Continuing emphasis in leveraging technology to support instruction,•Beginning work in personalized learning to ensure growth for all students,•Implementing the Academy of Engineering and Technology for a freshman cohort, and•Implementing a framework for assessment and accountability.•

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYDr. Eric WilliamsSuperintendent

Cynthia B. AmbroseAssistant Superintendent for Instruction




40




41


Personnel Full Time Salaries $0 $0 $0 $0 $618,503 0.0 %

Benefits $0 $0 $0 $0 $330,681 0.0 %Total Personnel $0 $0 $0 $0 $949,184 0.0 %

Operations and Maintenance Materials, Supplies and Equipment $0 $0 $0 $0 $111,365 0.0 %

Total Operations and Maintenance $0 $0 $0 $0 $111,365 0.0 %

Total $0 $0 $0 $0 $1,060,549 0.0 %

Positions 0.0 0.0 0.0 0.0 9.0


FTE FTE

Director 0.0 1.0

Principal 0.0 1.0

Teacher 0.0 6.0

Support 0.0 1.0

Total 0.0 9.0


ACADEMIES OF LOUDOUN


42

BUDGET OVERVIEW

PERSONNEL

The Academies of Loudoun personnel for FY 17 will include a Level 6 Administrator to continue the planning anddevelopment for a 2018 opening. A Level 5 Administrator to begin the planning for the Academy of Engineering andTechnology as well as a Secretary III position to assist with the administration of the Academies.


Initial funds are required to open and support the Academies of Loudoun administrative office.

Planning and development that has produced a framework for the architectural vision for the instructionalprogram and the facility.

•

Developed a team of instructional staff who have started the process of developing and creating an innovativeand integrated STEM curriculum.

•

Developed the mission for the Academies of Loudoun.•



Continue our work with members of the Loudoun Business community to develop an instructional program thatprepares our students for post secondary and career opportunities.

•

Recruit and select the leadership for the Academies of Loudoun and the Academy of Engineering andTechnology.

•

Develop plans with the Academy Leadership, the Academy of Science, and the Monroe Technical Center totransition all programs to the new campus to open in the fall of 2018.

•

Continue the curriculum and instructional development work to support the new Academy. •

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYCynthia B. AmbroseAssistant Superintendent for Instruction

To Be DeterminedDirector of Instructional Programs

PROGRAM DESCRIPTION

The Academies of Loudoun will provide a 21st Century Science, Technology, Engineering, and Mathematics educationthat creates opportunities for LCPS students and faculty to innovate, explore, research, and collaborate. TheAcademies of Loudoun will be designed to provide state of the art facilities and programs to serve all LCPS studentsand the community. Flexible schedules and hours of operation will allow access and opportunity outside of our currentmodels. The Academies will provide an environment with equipment to allow research/project based learning that willbe open to all students. Learning and program pathways will be flexible to allow for college and careerreadiness. Virtual, online, and distance learning opportunities will be provided within the Academies. The Academiesof Loudoun will serve as an incubator for rigorous course development, professional learning, and innovativeinstructional practices.


ACADEMIES OF LOUDOUN


43


Personnel Full Time Salaries $300,318 $283,195 $289,236 $332,907 $253,865 -23.7 %

Benefits $73,577 $72,821 $71,073 $70,719 $26,757 -62.2 %Total Personnel $373,895 $356,016 $360,310 $403,626 $280,622 -30.5 %

Operations and Maintenance Contractual Services $26,510 $22,074 $38,910 $21,000 $21,500 2.4 % Materials, Supplies and Equipment $56,104 $53,738 $29,857 $52,000 $70,500 35.6 % Computers and Software $0 $0 $966 $0 $0 0.0 % Training and Continuing Education $142 $1,082 $1,459 $2,700 $3,400 25.9 %Total Operations and Maintenance $82,755 $76,894 $71,193 $75,700 $95,400 26.0 %

Capital Outlay Computers and Software $0 $0 $0 $0 $13,000 0.0 %

Total Capital Outlay $0 $0 $0 $0 $13,000 0.0 %

Total $456,650 $432,910 $431,502 $479,326 $389,022 -18.8 %

Positions 2.0 2.0 2.0 2.0 1.0


FTE FTE

Support 1.0 0.0

Coordinator 1.0 1.0

Total 2.0 1.0


ADULT EDUCATION


44

BUDGET OVERVIEW

PERSONNEL

The personnel line includes salaries for one Adult Education Coordinator, one Program Assistant , and all part-time adulteducation program instructors.

The staffing change for FY17 is the reallocation of the 1.0 support position due to the Department of Instructionreorganization.

Overall, program budget funds decreased due to the reduction of the Program Assistant position and turnover in thecoordinator position.


Funding for the normal operation of Adult Education programs focused on Adult Basic Education/GED, and AdultEnglish Language Learners programs.

Supported Strategic Goals 1, 2, and 3:

The opportunity for 1,067 adults to register in 101 General Interest Classes.•Nineteen enrollments in the Adult High School classes and 11 diplomas issued.•Implementation of Pearson Vue Testing Center at Monroe Technology Center and administered 1,000 client testsbetween January and May.

•


PROGRAM DESCRIPTION

Adult education provides lifelong educational opportunities and services to adult learners. The Adult Educationprograms address the unique and evolving needs of individuals and communities by providing adults with theknowledge and skills necessary to participate effectively as productive citizens, workers, and family members. Themajor areas of support are Adult Basic Education, Adult High School for adults requiring 12 credits or less to obtain ahigh school diploma, High School Success created for English Language Learners students between the ages of 18 to22, and English as a second language instruction for individuals who are unable to speak, read, or write the Englishlanguage. These programs emphasize basic skills such as reading, writing, math, English language competency, andproblem-solving. The program also provides general interest courses for Loudoun County adults desiring to learn a newskill, language, or craft. State and federal grants cover the costs of the Adult Basic Education and English LanguageLearners classes. The general interest course costs are paid for by the tuition collected; if there are not enoughstudents registered to cover the cost of offering a class, the class is canceled.


ADULT EDUCATION


45


Continue to support Strategic Goals 1, 2, and 3:

Work in cooperation with workforce related programs, such as Loudoun Workforce Center on aligning currentcourses and developing new courses with workforce job training programs across the county to ensurestudents/clients can get the skills and training they need,

•

Continue to work in cooperation with Regional Adult Education programs to collaborate with the communitycollege to expand post-secondary opportunities for adult students,

•

Review and expand the program courses by offering a variety of courses in all areas which will meet the interestsand needs of our diverse community,

•

Continue to expand the Adult Education Web presence as a means of distribution of information about adultclasses and programs,

•

Work in collaboration with instructional programs within the Department of Instruction to expand the adulteducation program course offerings, and

•

Continue to expand online registration opportunities for adult education classes thus reducing program costs.•

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYTo Be DeterminedDirector of Instructional Programs

Carolyn OrtegaAdult Education Coordinator


ADULT EDUCATION


46




47


Personnel Full Time Salaries $168,511 $243,542 $165,593 $162,576 $129,569 -20.3 % Part Time Salaries $3,959 $12,372 $5,548 $44,516 $44,516 0.0 % Benefits $66,721 $73,437 $62,921 $43,441 $53,767 23.8 %Total Personnel $239,191 $329,352 $234,062 $250,533 $227,852 -9.1 %

Operations and Maintenance Contractual Services $9,208 $17,853 $20,635 $38,660 $25,000 -35.3 % Materials, Supplies and Equipment $446,362 $432,109 $432,423 $481,034 $515,782 7.2 % Computers and Software $3,134 $2,341 $1,963 $0 $0 0.0 % Training and Continuing Education $11,345 $8,901 $12,156 $16,723 $16,723 0.0 %Total Operations and Maintenance $470,049 $461,204 $467,177 $536,417 $557,505 3.9 %

Total $709,239 $790,556 $701,239 $786,950 $785,357 -0.2 %

Positions 2.0 2.0 2.0 1.5 1.0


FTE FTE

Supervisor 1.0 1.0

Support 0.5 0.0

Total 1.5 1.0


ART


48

BUDGET OVERVIEW

PERSONNEL

Personnel includes salary and benefits for one Art Supervisor. The staffing change for FY17 is the reallocation of the .50support position due to the Department of Instruction reorganization.

PROGRAM DESCRIPTION

Art- Core Beliefs: 1, 2, 3, 4 and Strategic Goals: 1, 2, 3

The Art Department provides students with a sequential, concept-based visual art instruction program consisting of: artproduction, art history, aesthetics and art criticism with an emphasis on idea development and the studio process. Theart program allows for students to have meaningful, real-world individual and collaborative experiences as students:create, present, respond and connect with various forms of art through the creative process. Through creativechallenges, students use critical problem solving skills to initiate and develop plans and ideas to gain a betterunderstanding of the world in which we live.

Art is required in grades 1-6, and a fine arts elective is required for grades 7-12. Art is taught by certified art educators. The first goal of the LCPS Visual Arts program is for our students to master the process involved in discovering,exploring, analyzing, discussing, reflecting, recording, and synthesizing the personal, historic, and cultural importanceof the visual arts. Through the process, art students will learn to develop personal initiative, self-discipline, criticalthinking and creative problem solving skills. The second goal is for the students to demonstrate an understanding of the collective body of knowledge associatedwith the visual arts including: principles and elements of design, color theory, technical skills, critical/creative skills,historic and cultural comparisons, and the vocabulary pertaining to each area. The third goal is to ensure our students understand and can discuss in written and oral forms the powerfulcommunicative and transformative qualities of the visual arts. These investigations will enable students to expand theirunderstanding of art history and cultures, place their work in stylistic and historic context, and broaden their personalvisual communicative vocabulary. Art facilities are equipped with specialized equipment and materials to provide our students with the best visual artsexperience. Students are provided with opportunities to exhibit art at their school, world-wide on the LCPS artwebsite and the following locations: George Washington University, INOVA Loudoun Hospital, Dulles Town Center, TheArt Institute of Washington, Starbucks, The National Conference Center, The Leesburg Town hall, and the LCPSAdministration and Transportation buildings. School partnerships allow for Visiting Artists to come into the artclassrooms county-wide. National Art Honor Societies and Art Clubs allow students community service opportunitiesbeyond the classroom. Digital exhibitions and 21st century learning projects provide students with opportunities toshare and collaborate with people across the globe.


ART


49


Operations and maintenance expenditures provide equipment, consumable art materials for instruction, preventivemaintenance and repairs for ceramics (kilns, pottery wheels etc.), staff development, training, and conferenceopportunities. The increases in this budget are attributable to art student enrollment growth.

This budget reflects an elementary art per pupil allotment for 2,392 students.

Decreases in this budget reflect the following:

Elementary-Professional Services, Instructional Videos FY 16: 7620, FY 17: 3500.- Decrease of $4,120 Due to cost-free resources available Middle- Professional Services, Instructional Videos FY 16: 7620, FY17: 3500- Decrease of $4,120 Due to cost-free resources available

Supported Core Beliefs: 1, 2, 3, 4 and Strategic Goals: 1, 2, 3

Developed, produced and presented with the Art Curriculum Team our National/State aligned LCPS Elementaryand Middle School Curriculum at the National Art Education Conference. Our re-vamped curriculum designedaround the new National Standards Framework was one of the few selected as an exemplar.

•

Collaborated with a Theater Teacher and Student to develop and produce The Calloway Morning Showpresented to the Loudoun Education Alliance for Parents and posted on the LCPS website.

•

Collaborated with LCPS Art Educators to develop and direct instructional videos accessed through VISION/SafariMontage.

•

Pilot tested a Middle School Three Dimensional Design class and a High School Ceramics class.•Started to develop National Junior Art Honor Societies to foster service learning and a student art community.•Partnered with The Loudoun Arts Council to provide all LCPS schools with various Volunteer Visiting Artistsopportunities to enhance art learning experiences county-wide.

•

Collaborated with the Staff Development office and contacts within our educational community to provide contentarea staff with staff development/resources to meet LCPS Division and Art Program goals.

•

Partnered with our business community to produce 100% participation for every school's art department in LCPSto exhibit and recognize thousands of student artists.

•

Built and extended LCPS School Business Partnerships to provide students with the opportunity to exhibit art atthe Salamander and Lansdowne Resorts and the Leesburg Senior Center.

•

Developed a Gold Key Scholastic Art Exhibition.•In collaboration with the LEF, developed a Student Senior Art Exhibition at the National Conference Center.•Produced Cluster Digital Student Art Shows on the main LCPS website allowing for student art to be viewedacross the globe.

•

Created an active LCPS Art Department Instagram, Facebook,Twitter site to allow for our community to: accessresources, learn more about the department exhibits/events, and highlight student achievement.

•

Provided schools and students county-wide with Creative Art Challenges.•



ART


50


Continue to support Core Beliefs: 1, 2, 3, 4 and Strategic Goals: 1, 2, 3

Collaborate as an Art Team to develop an aligned High School Art Education Curriculum to reflect both theNational and State Art Standards using the eleven Art Standards of Achievement connected to OTTW.

•

Partner with the Leesburg Senior Center to offer Service Learning opportunities for students.•Collaborate as an Art Team and with others to develop Art Instructional Videos to be accessed through VISION,Safari Montage and shared with the community if appropriate.

•

Partner with Instructional Teams and Art Educators to produce Interactive Digital Art Education Resources forboth students/teachers.

•

Provide students with varied opportunities to Exhibit Art in the Community/Digitally for the World with 100%school participation county-wide.

•

In collaboration with the technology office, and aligned with the LCPS Strategic Plan, provide appropriateequipment to allow for instructional assessment of student learning.

•

In collaboration with the staff development office, provide content area staff development to meet LCPS Divisionand Art Program goals to be aligned with the LCPS Strategic Plan.

•

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYJames E. DallasDirector of Teaching and Learning

Melissa A. Pagano-KumpfArt Supervisor


ART


51


Personnel Full Time Salaries $3,140,221 $3,324,404 $3,592,231 $3,851,858 $3,923,079 1.8 % Part Time Salaries $4,742,436 $4,834,807 $4,980,523 $3,386,055 $3,614,276 6.7 % Benefits $1,299,082 $1,359,440 $1,575,145 $1,757,610 $1,887,086 7.4 %Total Personnel $9,181,740 $9,518,651 $10,147,900 $8,995,523 $9,424,441 4.8 %

Operations and Maintenance Contractual Services $198,664 $219,127 $363,407 $271,925 $298,662 9.8 % Materials, Supplies and Equipment $157,524 $147,195 $152,070 $166,015 $406,380 144.8 % Computers and Software $9,750 $8,250 $11,200 $12,500 $12,500 0.0 % Training and Continuing Education $8,940 $8,804 $10,378 $11,550 $14,000 21.2 %Total Operations and Maintenance $374,877 $383,376 $537,055 $461,990 $731,542 58.3 %

Capital Outlay Furniture and Equipment $22,215 $53,725 $0 $11,000 $38,000 245.5 %

Total Capital Outlay $22,215 $53,725 $0 $11,000 $38,000 245.5 %

Total $9,578,832 $9,955,752 $10,684,955 $9,468,513 $10,193,983 7.7 %

Positions 41.0 42.0 45.0 47.0 46.0


FTE FTE

Supervisor 1.0 1.0

Athletic Director 15.0 15.0

Athletic Assistant 15.0 15.0

Athletic Trainer 15.0 15.0

Support 1.0 0.0

Total 47.0 46.0


ATHLETICS PROGRAM


52

BUDGET OVERVIEW

PERSONNEL

Personnel funding includes salaries and fringe benefits for the Athletic Supervisor, one Athletic Director, one AssistantAthletic Director and one Athletic Trainer for each of the fifteen high schools, all co-curricular stipends, and part-timegame management at athletic events.


Operations and maintenance expenditures provide VHSL membership fees and insurance along with assistance to thehigh schools for athletic field improvements, security, equipment repair and replacement, swim venue rentals, andmedical supplies and startup equipment and uniforms for field hockey at 15 high schools.

CAPITAL OUTLAY

Capital Outlay expenditures provide replacement gators for athletic personnel at three high schools, baseball andsoftball scoreboards at one high school and startup equipment and uniforms for field hockey at 15 high schools.

Supported School Board Goals 2 and 7 through the following:

Provided the local component of the required VHSL Coaches Education Program prior to each sport season,•Offered Continuing Education opportunities for the Athletic Department staff,•Provided supplies and assistance to high school athletic trainer programs,•Provided turf improvements to athletic facilities,•Provided support for school security at athletic events,•Provided replacement equipment for safety reasons at high schools,•Provided the ImPact Concussion testing software to assist Athletic Trainers in the management of concussions,•Provided the implementation of Return to Learn protocol in concussion management, and•Provided seasonal training for Assistant Athletic Director's to improve their knowledge of local and state athleticregulations and to prepare them for future advancement as an Athletic Director.

•


PROGRAM DESCRIPTION

The Athletics Program provides opportunities for students to extend learning beyond the classroom and to promote thephysical, mental, moral and social development of the participants.


ATHLETICS PROGRAM


53


Continue to support School Board Goals 2 and 7 through the following:

Support the Athletic Department staff through Continuing Education opportunities, equipment and supplies.•Provide support and assistance for maintenance of athletic facilities and fields.•Provide support for school security at athletic events.•Replace athletic equipment for safety reasons at high schools.•Continue to assist athletic trainers in concussion management and return to play and return to learn protocol.•To support Athletic Trainers with part time assistance for the safety of our student athletes.•To support Athletic Trainers with a certified and NATA Board of Medicine approved resource person to plan,implement and evaluate the athletic health care of our student athletes.

•

Continue to develop and improve the Assistant Athletic Director's training program.•

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYDr. Virginia Crawford-PattersonDirector of School Administration

Kenneth WrightAthletics Supervisor


ATHLETICS PROGRAM


54




55


Personnel Full Time Salaries $3,055,286 $3,286,549 $3,034,872 $3,050,385 $3,221,078 5.6 % Part Time Salaries $223,020 $118,952 $235,924 $220,009 $234,749 6.7 % Benefits $1,243,447 $1,211,153 $1,230,751 $1,273,863 $1,357,622 6.6 %Total Personnel $4,521,753 $4,616,655 $4,501,547 $4,544,257 $4,813,449 5.9 %

Operations and Maintenance Contractual Services $565,882 $105,708 $70,610 $146,000 $146,000 0.0 % Materials, Supplies and Equipment $803,606 $524,639 $823,985 $521,250 $526,797 1.1 % Computers and Software $205,077 $106,998 $111,069 $406,129 $414,500 2.1 % Training and Continuing Education $78,440 $42,212 $77,942 $74,707 $74,548 -0.2 %Total Operations and Maintenance $1,653,005 $779,557 $1,083,607 $1,148,086 $1,161,845 1.2 %

Capital Outlay Furniture and Equipment $11,008 $0 $29,654 $75,000 $75,000 0.0 % Vehicles $13,624 $0 $0 $0 $0 0.0 %Total Capital Outlay $24,632 $0 $29,654 $75,000 $75,000 0.0 %

Total $6,199,390 $5,396,212 $5,614,808 $5,767,343 $6,050,294 4.9 %

Positions 44.0 44.0 44.0 43.0 43.0


FTE FTE

Supervisor 2.0 2.0

Principal 1.0 1.0

Assistant Principal 1.0 1.0

Teacher 31.0 31.0

Counselor 1.0 1.0

Teacher Assistant 2.0 2.0

Support 4.5 4.0

Specialist 1.0 1.0

Total 43.5 43.0


CAREER AND TECHNICAL EDUCATION


56

BUDGET OVERVIEW

PERSONNEL

The personnel lines include salaries for 2.0 central office employees within career and technical education (CTE).Douglass School CTE and all Monroe Technology Center teachers are included.


Funding is included for the normal operation and maintenance of the Career and Technical Education programs offeredwithin 15 middle schools, 15 high schools, the Douglass School, The Loudoun Governor's Career and TechnicalAcademy, and the Monroe Technology Center.

CAPITAL OUTLAY

Replacement of outdated equipment at the Monroe Technology Center in the following programs: Trades programs,Loudoun Governor's Career and Technical STEM Academy programs, and the IT program areas. Replacements andupgrades are key for safety and operation of existing program labs. A specific focus will be on updating the TVProduction lab at MTC and module lab upgrades in line with the hardware refresh cycle in the middle and high schoolprograms.

PROGRAM DESCRIPTION

The Career and Technical Education Department strives to meet the career and technical education needs of allstudents, consistent with the demands of the workplace and with consideration of individual aptitudes, interests, andeducational needs. Exploratory programs for all fifteen middle schools are offered within Family and Consumer Sciences, Keyboarding, andTechnology Education. Elective programs in the fifteen high schools are offered within Business and Information Technology, Family andConsumer Sciences, Marketing, and Technology Education. Specialized programs are offered at the Monroe Technology Center. Many of these programs lead to industryrecognized credentials and/or dual-enrollment college credit. The Loudoun Governor's Career and Technical Academy offers highly specialized programs within four identifiedcareer clusters: Agriculture, Food & Natural Resources; Health Science; Science, Technology, Engineering, andMathematics; and Transportation, Distribution, and Logistics. The Navy JROTC program at Loudoun County High School has 200 students. The focus of this program is leadership,fitness, and naval sciences instruction. During the 2015-2016 school year, over 23,000 students are enrolled within career and technical education coursesoffered within Loudoun County Public Schools in grades 6-12.




57


Expanded articulation agreements for career and technical education programs that allow students to obtaincollege credit upon enrollment at NVCC and four-year colleges and universities.

•

Follow up surveys for the most recent career and technical education students continue to show LCPS Careerand Technical Education programs provide students with the skills necessary to become college and careerready.

•

Supported the tenth Career Camp for middle school students at the Monroe Technology Center.•Supported the ninth year Childrens' Engineering Camp for 4th and 5th grade students at eight middle schoollocations across the county.

•

Offered the seventh year of the NJROTC curriculum at LCHS.•Supported the eighth year of the Loudoun Governor's Career and Technical Academy program at the MonroeTechnology Center.

•

Implemented Cyber security curriculum resources with the Computer Systems Technology course at MonroeTechnology Center and offered a Cyber Security summer camp for high school students for the second year.

•

Continued participation in planning for the Academies of Loudoun program.•Offered a wide variety of licensure and certifications to high school students with a high success rate. •Implemented and supported activities that align with One-to-the-World, Project-Based Learning, and Bring YourOwn Technology.

•




Review and update curriculum offerings and curriculum resources within all career and technical educationprogram areas.

•

Upgrade technology and resources utilized within career and technical education programs in line with divisionreplacement cycles.

•

Continue to participate in planning for the new Academies of Loudoun programs and facility. •Continue staff development and curriculum updates in preparation for the Academies of Loudoun. •Continue to add opportunities for student licensures and credentials. •Continue adding opportunities for concurrent dual enrollment college credit.•Implement and support activities that align with One-to-the-World, Project-Based Learning, and Bring Your OwnTechnology.

•


Shirley L. BazdarSupervisor, Career and Technical Education




58




59


Personnel Full Time Salaries $221,017 $279,858 $260,513 $240,000 $250,000 4.2 % Part Time Salaries $1,001 $0 $0 $0 $0 0.0 % Benefits $3,326 $4,477 $2,497 $18,360 $19,125 4.2 %Total Personnel $225,343 $284,335 $263,011 $258,360 $269,125 4.2 %

Operations and Maintenance Contractual Services $0 $195 $0 $0 $0 0.0 % Materials, Supplies and Equipment $1,127 $0 $0 $4,000 $4,000 0.0 % Computers and Software $4,120 $0 $0 $0 $0 0.0 % Training and Continuing Education $0 $1,585 $0 $600 $600 0.0 %Total Operations and Maintenance $5,247 $1,780 $0 $4,600 $4,600 0.0 %

Total $230,591 $286,115 $263,011 $262,960 $273,725 4.1 %

Positions 0.0 0.0 0.0 0.0 0.0


FTE FTE

Total


DRIVER EDUCATION


60

BUDGET OVERVIEW

PERSONNEL

No additional staff are required for Driver Education. Current LCPS employees are paid hourly wages that are funded bystudent fees for behind-the-wheel instruction, which occurs before and after the instructional day.


Operations and maintenance include instructional supplies, materials for Teen Driving presentations, staff development,and conference opportunities.

This program supports LCPS Strategic Goals 1, 2, and 3 through:

Providing relevant experiences for students such as the "No Zone" program, Drive Smart presentations, NTSBdemonstrations, and Partners for Safe Teen Driving (PSTD).

•

Offering increased opportunities for staff development in the area of distracted driving through training,instructional materials, and presentations made available to every high school about distracted driving andchallenges for teens.

•

Providing educational materials to students and parents by distributing drug and alcohol pamphlets at all PSTDpresentations, in cooperation with the LCPS Student Assistance Programs.

•



Continue to support LCPS Strategic Goals 1, 2, and 3 through the following:

Provide additional opportunities for professional development for LCPS teachers and paraprofessionals throughMy Learning Plan,

•

Develop Driver Education instructional resources with an emphasis on appropriate driving routes and consistentteaching techniques,

•

Provide additional hands-on presentations for students, and•Update all Driver Education curriculum resources.•


Sheila JonesHealth, PE and Driver Education Supervisor

PROGRAM DESCRIPTION

The Driver Education Division provides students with the opportunity for practical application of previous classroominstruction. The goal of classroom and behind-the-wheel training is to develop attitudes, knowledge, and behaviorsneeded to be safe and responsible drivers. Student tuition funds 100% of instructor compensation for behind-the-wheelinstruction. State aid is provided on a per-pupil basis to cover the costs associated with the driver education vehiclefleet.


DRIVER EDUCATION


61



Operations and Maintenance Contractual Services $5,693 $0 $3,025 $16,400 $16,400 0.0 % Materials, Supplies and Equipment $19,100 $40,452 $186,764 $41,265 $41,265 0.0 % Computers and Software $649,746 $11,040 $648,830 $976,672 $1,006,392 3.0 % Training and Continuing Education $21,020 $32,417 $17,660 $23,260 $23,260 0.0 %Total Operations and Maintenance $695,559 $83,909 $856,279 $1,057,597 $1,087,317 2.8 %

Total $13,111,121 $12,310,739 $12,753,414 $13,966,350 $14,951,606 7.1 %

Positions 190.0 180.0 159.0 161.0 177.2


FTE FTE

Supervisor 1.0 1.0

Instructional Specialist 2.0 2.0

Teacher 84.0 84.5


Specialist 1.0 1.0

Total 162.0 177.2


EDUCATIONAL TECHNOLOGY AND CURRICULAR INNOVATION


62

BUDGET OVERVIEW

PERSONNEL

Technology Resource Services funds salaries and benefits for 1.0 Supervisor, 1.0 Specialist, 2.0 InstructionalSpecialists, 84.5 Technology Resource Teachers (TRTs) and 88.7 Technology Assistants (TAs).

New staffing (included above) for FY17:

.50 Additional Technology Resource Teacher and additional .20 Technology Assistant for Madison's Trust•2 Additional Technology Assistants for Mercer and Stone Hill Middle Schools, due to increased in studentenrollment (1 additional TA per school)

•

3.5 Additional Technology Assistants (to provide a full time Technology Assistant at each middle school)•9 Additional Technology Assistants (to provide support for online learning at each high school, including Monroe,AOS, and Douglass)

•


Operations and Maintenance expenditures support the operation of Educational Technology and Curricular Innovation toinclude instructional software management; continued support and professional development for all TRTs and TAs;management and support of Loudoun VISION, LCPS's learning management system; professional development andsupport for One to the World, BYOT, Loudoun Creates, and other district-wide professional development to include theone-day ActivLoudoun Conference.

The increase in FY17 is due to enrollment growth, new school, and price increases.

PROGRAM DESCRIPTION

The Educational Technology and Curricular Innovation team supports teaching and learning by providing support toTechnology Resource Teachers (TRTs) and Technology Assistants (TAs) to LCPS schools in collaboration withTeacher and Learning. TRTs provide professional development and instructional coaching to teachers as they usedigital resources to support learning within One to the World environments. The TRT/TA team also serves as siteadministrator for certain building level applications.

The Educational Technology and Curricular Innovation team supports the review and acquisition of specific productivityand communication software tools including VISION, a learning management system that provides a web-delivered,virtual classroom with Web 2.0 tools that is available to all teachers and students, anywhere, any time.

In addition, the Educational Technology and Curricular Innovation team provides rich professional developmentopportunities on educational technology and curricular innovation subject areas and initiatives. Staff development isoffered through in-person classes, online webinars, just in time resources, and an annual educational conferencehighlighting best practices in Loudoun County Public Schools. The administrative team provides information,instructional support, and staff development on critical instructional initiatives, including BYOT, Office 365, instructionalcoaching, and student-created digital content.




63

Supported LCPS Strategic Goals 1, 2, and 3 as follows:

Supported Technology Resource Teachers in adopting "Common Sense Media Digital Literacy Citizenship".•Led LCPS in becoming a Common Sense Media Certified School District.•Facilitated ActivLoudoun, a one-day teacher-led technology conference attended by about 1,000 teachers,sharing best practices in the implementation of One to the World, Loudoun Creates, PBL and BYOT.

•

Facilitated three institute days for Loudoun Creates Fellows, showcasing best practices for teaching and learningusing student-created digital content.

•

Facilitated BYOT preparedness sessions for principals and School BYOT lead teams. •Continued partnership in online conferences: VSTE and the Global Education Conference (online conferenceheld in multiple time zones and languages).

•

Technology Resource Teachers (TRTs) brought in partnerships with schools and experts from around the globeto support One to the World experiences.

•




Support the meaningful integration of technology in classroom instruction through workshops (face-to-face andonline) at the district, cluster, and school levels,

•

Support technology integration and professional learning at the school level through collaborativeplanning/coaching, modeling lessons, and providing resources to support learning experiences within One to theWorld environments,

•

Support instruction by helping create learning environments that encourage collaboration, creativity, criticalthinking and communication. Help students solve global problems as part of the curriculum,

•

Support the continued alignment of librarian and Technology Resource Teachers' efforts in building student andteacher information and communication technology (ICT) literacy so as to meet standards defined by theInternational Society of Technology in Education (ISTE), the American Association of School Librarians (AASL),and the Partnership for 21st Century Skills,

•

Provide information, instructional support, and staff development to all TRTs to facilitate 1) learning newstrategies and techniques that will help TRTs improve as instructional coaches, 2) tracking evidence of theimplementation of those strategies, and 3) reflecting on their effectiveness as instructional coaches,

•

Provide information, instructional support, and staff development to all TRTs, librarians and principals toimplement BYOT and school owned devices, to enhance instruction, increase student achievement, and providestudent connections with the world, and

•

Provide information, instructional support, and staff development to Technology Resource Teachers and schoolleadership teams in the creation, execution, and assessment of a successful TRT Instructional Innovation Planthat supports instruction and contributes to student learning.

•


Adina PopaEducational Technology and Curricular Innovation

Supervisor




64




65


Personnel Full Time Salaries $113,280,990 $118,661,701 $125,800,091 $133,866,836 $143,112,750 6.9 % Part Time Salaries $6,832,482 $6,581,253 $6,066,028 $6,362,805 $5,955,490 -6.4 % Benefits $47,283,379 $48,519,145 $54,870,877 $59,513,343 $66,303,416 11.4 %Total Personnel $167,396,851 $173,762,099 $186,736,996 $199,742,984 $215,371,656 7.8 %

Operations and Maintenance Contractual Services $12,551 $34,000 $0 $0 $0 0.0 % Materials, Supplies and Equipment $2,449,800 $3,350,181 $3,121,066 $2,264,491 $2,476,962 9.4 % Computers and Software $1,240 $53,389 $12,650 $0 $0 0.0 % Training and Continuing Education $27,291 $28,148 $40,715 $38,540 $39,129 1.5 %Total Operations and Maintenance $2,490,882 $3,465,719 $3,174,431 $2,303,031 $2,516,091 9.3 %

Total $169,887,733 $177,227,818 $189,911,427 $202,046,015 $217,887,747 7.8 %

Positions 1,994.4 2,060.3 2,121.8 2,227.8 2,387.6


FTE FTE

Director 1.0 1.0

Supervisor 2.0 2.0

Principal 54.0 54.0


Dean 0.0 17.0

Teacher 324.6 332.3

Teacher-Kindergarten 88.5 43.0

Teacher-FDK 69.0 167.0

Teacher-Grade 1-5 1,343.8 1,365.0

Teacher Assistant-K 88.0 43.0

Teacher Assistant-FDK 63.0 167.0

Teacher Assistant 1-5 21.5 30.0

Support 119.4 116.3

Total 2,223.8 2,387.6


ELEMENTARY EDUCATION


66

BUDGET OVERVIEW

PROGRAM DESCRIPTION

The Elementary Education Division works to promote academic excellence in an inclusive environment, to enhanceeducational opportunities and equity for all elementary students, and to improve the quality of teaching througheducational leadership. The Director and Supervisors of Elementary Education are responsible for the supervision andevaluation of elementary principals. This division supports principals with ongoing, research-based professionaldevelopment to strengthen the connection between vision and action. This division also works with principals to ensurethat school improvement plans are developed collaboratively with members of the school community and that decisionsare based on student achievement data along with other specific school-level indicators. In addition to providingguidance and support to elementary principals, the Supervisors of Elementary Education provide direct support toassistant principals in the areas of building leadership capacity, implementing discipline policies, and reporting studentdisciplinary data. The Director of Elementary Education works with the Budget Office in applying the Staffing Standards to allocate K-5classroom teachers to maximize student success through the equitable distribution of human and financial resources.Adequate, school-based administrative staffing for principals, assistant principals, and secretaries is allocated throughthe Staffing Standards, as well. The selection process for the Agnes Meyer Outstanding Teacher Award is coordinatedby this division to recognize and honor educators possessing the finest attributes of their profession. This division alsooversees the regional and site-based summer school programs typically offered during the month of July. When elementary parents raise policy or procedural issues related to local schools, this office is responsible forclarifying the issues and taking appropriate action to assist the parents and school in establishing a productive, workingrelationship focused on increased student satisfaction and success. Included in the budget for FY17 is an expansion of FDK services beyond the targeted populations of students identifiedas economically disadvantaged, qualifying for ELL services, or determined eligible based on the decision of a child'sIEP team. FDK capacity will be expanded from 32% to approximately 75% of incoming kindergarten students. The full-day program will allow children and teachers more time to explore topics in depth; reduce the ratio of transition time toclass time; provide for greater continuity of day-to-day activities; and implement more remediation/acceleration asappropriate to the learners.

Additionally for FY17, the position of Elementary Dean has been created to supersede the position of ElementaryAdministrative Intern. This title change is accompanied with increased expectations of the Deans to chair routine ChildStudy, eligibility, and IEP meetings, as well as, contribute to the quality of employee evaluations by conducting walk-throughs and formal and informal observations as directed by the Principal. In order to qualify for an Elementary Deanposition, schools must meet one of two criteria: 1) have student enrollment of 800+ or 2) have student enrollment of 700-799 and employ 70+ instructional personnel.

Using a formula intended to provide differentiated staffing to schools with relatively high percentages of economically-disadvantaged students and English Language Learners, this budget includes 11 new teacher positions at theelementary level to assist these "high needs" schools in meeting their unique challenges with unique staffing solutions.




67

PERSONNEL

Personnel includes salaries for the director, supervisors, and secretaries in the Office of Elementary Education as wellas elementary principals, assistant principals, deans, secretaries, teachers, teacher assistants and all related fringes.The new positions for FY17 anticipated growth are:

34.2 Grade 1-5 Teachers, including 11 for differentiated staffing, 10 contingency and a reduction of 13 Interns.•1.0 Assistant Principal •4.4 Music Teachers•8.5 Grade 1-5 Teacher Assistants •3.10 reduction in Support staff•17.0 Elementary Deans (schools with 800+ enrollment OR 700+ students with 70+ instructional staff)•1.15 PE Teachers•1.0 ART Teacher•

In addition, under the proposed full-day kindergarten program, current kindergarten teachers would remain at theirpresent locations and would be supplemented with 52.5 teaching positions and 59 teacher assistant positions.

Costs associated with expansion of at least one full-day K class to all schools with space available:

7.0 FDK Teacher FTEs to increase 14.0 HDK teachers to FDK•7.0 FDK Teacher Assistant FTEs to increase 14.0 HDK TAs to FDK•45.5 FDK Teacher FTEs to expand to available classroom space without impacting the CIP•46 FDK Teacher Assistant FTEs to expand to available classroom space without impacting the CIP•6.0 Teacher Assistants to uncap 15-student or less classes•

Additional costs are listed that will be incurred to provide “specials” for these students.

7.0 FTEs – Teacher, Physical Education •3.6 FTEs – Teacher, Art •3.6 FTEs – Teacher, Music

•


In addition to materials and supplies needed to support the regular office functions, Operations and Maintenanceincludes postage for all elementary schools based on an allocation of $1.53 per student and instructional materialsallocation of $34.38 per pupil. This request includes an additional $72,000 in supplies for expansion of full-daykindergarten.




68

Supported School Board Goals 1 and 4 as evidenced through the following outcomes and actions:

54 of 55 elementary schools (98%) received full accreditation status,•Set focused expectations for consistency and quality during the creation of 53 annual School Improvement Plansand assisted principals in analyzing subgroup achievement and establishing appropriate intervention strategiesfor the 2014-15 school year,

•

Provided staff development activities for principals and assistant principals during monthly meetings to expandtheir administrative knowledge and to increase their instructional expertise, and

•

Processed nominations on behalf of 19 LCPS teachers for recognition in the Agnes Meyer Outstanding TeacherAward program.

•



Continue to support School Board Goals 1, 3, 4, and 6 through the following:

Provide administrative support and give priority in the allocation of resources to elementary schools that mayneed assistance in meeting Accreditation standards and in making Annual Measurable Objectives (AMO),

•

Provide administrative support for the continued implementation of the elementary assessment andgrading expectations in conjunction with the Phoenix roll-out,

•

Maintain the number of nominees submitted for recognition in the Agnes Meyer Outstanding Teacher Awardprogram (n = 19),

•

Monitor and provide quality assurance related to information communicated by schools to their parents andcommunities through their webpages, newsletters, and miscellaneous correspondence,

•

Provide coaching for beginning principals supplemented by providing every new principal with a veteran mentorto serve in a non-evaluative capacity,

•

Monitor the development and implementation of 53 school improvement plans created districtwide using theIndistar continuous school improvement model, and

•

Expansion of Full-Day-Kindergarten is proposed to support students from every school in the county. •


Dr. W. Michael MartinDirector of Elementary Education




69


Personnel Full Time Salaries $230,195 $231,138 $255,240 $265,126 $227,534 -14.2 % Part Time Salaries $62,033 $92,819 $73,960 $179,637 $199,637 11.1 % Benefits $106,359 $106,136 $109,934 $127,075 $99,832 -21.4 %Total Personnel $398,587 $430,093 $439,133 $571,838 $527,003 -7.8 %

Operations and Maintenance Contractual Services $11,586 $1,938 $4,074 $106,001 $56,145 -47.0 % Materials, Supplies and Equipment $150,151 $88,348 $232,020 $183,000 $180,400 -1.4 % Computers and Software $7,574 $35,969 $71,598 $121,500 $121,500 0.0 % Training and Continuing Education $44,210 $32,276 $41,428 $12,500 $12,500 0.0 %Total Operations and Maintenance $213,521 $158,532 $349,120 $423,001 $370,545 -12.4 %

Total $612,108 $588,625 $788,253 $994,839 $897,548 -9.8 %

Positions 3.0 3.0 3.0 3.0 2.0


FTE FTE

Supervisor 1.0 1.0


Support 1.0 0.0

Total 3.0 2.0


ENGLISH


70

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries and related fringes for two employees who support English and Secondary Readingprograms. In addition, it includes funds for part-time work related to professional and curriculum development. Part timefunds are used to support various functions of the English office including the creation of quarterly assessments tomonitor literacy progress, the creation of curriculum resources to support teachers in instruction, and the creation ofprofessional development at all levels. Many of these services are provided by licensed English teachers, who areavailable to work part time.


Operations and maintenance expenditures provide materials, resources, and professional development to supportEnglish instruction in elementary, middle, and high schools.

Supported School Board Goals 1, 2 and 3 through the following:

Continued revision of English curriculum and instructional framework to further support learning communities asthey collaborate, communicate, analyze complex texts, and create products that communicate authenticmessages.

•

Designed and implemented professional development opportunities that strengthen educators’ abilities toincorporate technology tools into literacy instruction.

•

Collaborated with district and school-based colleagues to improve student literacy achievement as indicated onaccountability assessments such as the Virginia Standards of Learning.

•

Created greater opportunities for students to access texts appropriate for their comprehension level.•



Continue to support School Board Goals 1, 2 and 3 through the following:

Strengthen school-based literacy leadership teams to support growth in school wide literacy.•Provide job-embedded instructional coaching. •Expand differentiated blended learning opportunities for educators and students.•Develop additional digital resources for instruction.•

PROGRAM DESCRIPTION

The English Language Arts program provides a comprehensive program of studies in English language, writing,reading, and literature consistent with the VA Standards of Learning. The elementary program supports developingreading, writing, and communication skills. The middle school program builds on students’ comprehension skills andsupports students as they become critical readers and writers. The high school program continues to develop students’writing and text analysis skills and provides a survey of American, British and World Literature. It also offers studentsopportunities to enhance their communication and media literacy skills through elective courses in creative writing,etymology, drama, journalism, newspaper journalism, photojournalism, and public speaking.


ENGLISH


71


Dr. Michele Schmidt-MooreEnglish and Secondary Reading Supervisor


ENGLISH


72




73



Operations and Maintenance Contractual Services $2,600 $720 $7,192 $9,000 $10,000 11.1 % Materials, Supplies and Equipment $106,177 $96,649 $129,771 $166,000 $196,950 18.6 % Computers and Software $11,172 $16,411 $47,874 $25,529 $124,329 387.0 % Training and Continuing Education $13,552 $8,972 $12,176 $7,500 $12,700 69.3 %Total Operations and Maintenance $133,502 $122,752 $197,013 $208,029 $343,979 65.4 %

Total $18,872,332 $18,323,225 $18,049,430 $21,628,008 $25,224,327 16.6 %

Positions 318.0 308.0 221.0 233.0 265.2


FTE FTE

Supervisor 1.0 1.0


Teacher 231.2 259.2

Counselor 1.0 1.0

Support 0.8 0.0

Coordinator 1.0 1.0

Language Assessor 2.0 2.0

Total 238.0 265.2


ENGLISH LANGUAGE LEARNERS


74

BUDGET OVERVIEW

PROGRAM DESCRIPTION

Identification and Placement The Office of English Language Learners (ELL) provides a multi-faceted English language program for non-English orlimited-English speaking students in grades K-12. Eligibility for ELL services is determined through use of the stateapproved WIDA-ACCESS Placement Test (W-APT) which is administered to all students with a language other thanEnglish indicated on the student registration form. This assessment, which is administered within 10 days of a student'sregistration, assists ELL teachers with programmatic placement decisions such as identification, placement, and coursescheduling of ELLs. ELL services are typically provided at the student's home school, however in a small number ofcases services are provided at a nearby school. The ELL Welcome Center is dedicated to determining ELL eligibility for students new to Loudoun County with premiere-level screening services which includes; administering the WIDA ACCESS Placement Test (W-APT) to determine ELLeligibility, mathematics placement assessment, transcript review, course placement recommendations, andparent/family resources to successfully plan a student’s educational goals. The ELL Welcome Center currently servicesSterling cluster schools. In school year 2016-2017 the ELL Welcome Center is expected to expand to include servicesto 100% LCPS high schools. Additionally, the ELL Welcome Center works in collaboration with the Adult EducationDepartment to place students within 18-22 years of age.

The goal of the ELL program is to assist children who are limited English proficient, including immigrant children andyouth, acquire English proficiency, develop high levels of academic attainment in English, and meet the samechallenging State academic content and student academic achievement standards as all children are expected tomeet" (ESEA 'English Language Acquisition, Language Enhancement, and Academic Achievement Act’ Sec. 3102). Instruction The ELL program provides ELL students with instruction in the English language by emphasizing on the four languagedomains of listening, speaking, reading, and writing through the use of a structured English language approach. ELLstudents are provided a program service in a model that best fit their individual linguistic level, while not compromisingthe grade level content, expectations, and rigor. As a result, service models are differentiated to best meet individualstudent needs in the most inclusive environment. A blend of age-appropriate, aligned curriculum to the Standards ofLearning, and research-based instructional strategies, such as Sheltered Instruction Observation Protocol (SIOP) andinstruction in the WIDA English Language Development (ELD) Standards, allow ELLs to access the content of thegeneral education classroom. Curriculum Recent guidance provided jointly by the United States Department of Education Department of Justice and Office ofCivil Rights divisions require that English Language Learners "have equal opportunities to meaningfully participate in allcurricular and extracurricular activities, including the core curriculum..." (Dear Colleague Letter, Jan. 7, 2015, p. 8). The ELL program has developed an extensive curriculum with the WIDA English Language Development Standards(ELD) that is aligned to the Virginia Standards of Learning for all grade levels in the core content areas ofEnglish/Language Arts, Mathematics, Science, and Social Science. These standards are available to all LoudounCounty Public Schools' educators. Thus, a comprehensive and structured sheltered curriculum has also beendeveloped on the four content areas. These guides have been effectively implemented with secondary ELL students atproficiency levels 1 and 2. The ultimate purpose is to expose ELLs to the essential material and rigor in order tosuccessfully advance into the mainstream classroom. Therefore, this curriculum is aligned to the Standards of Learningwith the essential knowledge, skills, and expectations of the corresponding grade level. In the same aspect, Loudoun




75

PERSONNEL

Personnel funds cover salaries and benefits for the following personnel: ELL Supervisor, ELL Specialist, WelcomeCenter Coordinator, Welcome Center School Counselor, ELL Welcome Center Assessor, and Dual Language Assessor.Funds will also cover 259.2 ELL instructional staff (ELL Teachers). FY17 Staffing changes:

The increase of 28 ELL FTEs is a request to staff Madison's Trust Elementary School, and to meet the needs of aprojected 11% increase in the ELL population.

•

The reallocation of the 1.0 support position due to the Department of Instruction reorganization.•

County has experienced an influx of secondary ELLs with limited or interrupted formal education (SLIFE students). Tobest support the needs of these students, the ELL program has focused on concentrating that the newcomercurriculum, for level 1 students, fits their needs and exposes them to the vital instructional pieces to succeed in thelanguage learning process, as well as, the academic skills. To best monitor the language progress of all ELL students, the ELL Department assesses all identified ELLs on thestate approved annual proficiency assessment, the WIDA ACCESS for ELLs, in the spring semester of each year. ELL Enrollment ELL current enrollment for school year 2015-2016, which is a 10% increase over school year 2014-2015, is as follows:7,173 Active ELLs at proficiency levels 1-5, 21 Identified ELLs not receiving services (Parent Opt Out students), and2,188 Formerly LEP (FLEP) Monitored ELLs. Included in this number are 736 students who meet the federal definitionof "immigrant children and youth" which is as follows: "individuals who are aged 3 through 21, who were not born in theUnited States and who have not been attending one or more schools in any one or more states for more than three fullacademic year" www.doe.virginia.gov/federal_programs/esea/title3/guidance/definitions/index.shtml. These students are included in the Active ELL population count noted above. Additionally, state mandates require thatcounties maintain records on and monitor on a regular basis the progress of Former LEP (FLEP) students for twoyears. The increase in the number of ELLs does not reflect the total number of students screened as potential ELLs, whichincludes students found not eligible for services. The total number of screenings is greater. As a result of the increasinginflux of potential ELLs, teachers and other school staff spend instructional and operational time assessing, placing,scheduling and assigning grade levels to this growing population. For reasons listed, the LCPS School Board passedthe first phase of the ELL Welcome Center by approving three (3) positions: Welcome Center Coordinator, ELLAssessor, and Welcome Center School Counselor to administer ELL screenings, determine eligibility, analyze foreigntranscripts, and determine placement recommendations for all LCPS schools.




76


Operations and Maintenance expenditures provide instructional materials and supplies needed by the ELL programs.Additionally, it covers expenses related to the purchase and upgrade of English, bilingual, and Word-to-Worddictionaries needed to support ELLs both in daily instruction and SOL assessments. Operation and Maintenance fundsalso cover the identification and acquisition of appropriate resources to supplement the recently developed newcomercurriculum. ELL funds cover the continued development of exemplar WIDA English Language Development Standardsfor both the content and specialty area classrooms. Funds also cover ELL Sheltered Summer School related expensesat all three levels; Elementary, Middle, and High School. Finally, Operations and Maintenance endeavors coverexpenses related to the year around assessments of ELL students at the Welcome Center for all Loudoun County PublicSchools. ELL funds cover Learning A-Z bundled subscriptions for all ELL teachers in order to provide consistentresources across all schools and levels (Elementary, Middle, and High). The increase in funds to support this endeavoris due to an increase in ELL teachers (28) to support an expected increase in ELL student enrollment (780), and theaddition of Ready Test A-Z component of the software suite. Finally, ELL funds cover reimbursable mileage and tolls.The increase in reimbursable mileage and tolls is to cover costs of itinerant teachers, interpreters for Parents asEducational Partners (PEP) events, Dual Language Assessments conducted across the district, and travel to schools bythe ELL Administrative team.

Supported Strategic Goals 1, 2, and 3 through the following:

ELL students exceeded the ESEA required English Language Proficiency (ELP) performance targets for AnnualMeasurable Achievement Objective (AMAO) 1 progress and met the ESEA required ELP targets for AnnualMeasurable Achievement Objective (AMAO) 2 proficiency.

•

ELL students met the state average for the ESEA required Annual Measurable Achievement Objective (AMAO)Reading and exceeded the Annual Measurable Achievement Objective (AMAO) Mathematics.

•

The ELL Improvement Team (ELITe) held ongoing working sessions to ensure the following identified areas ofneed are addressed:

Developed a feasibility study to implement phase one of an ELL Welcome Center, which would screen,identify, and make placement recommendations of identified school clusters.

◦

Established funding and a timeline for George Mason University ELL Fast Train Cohort that will provideincreased opportunities for General Education teachers to acquire dual certification in ELL to enhanceinclusive practices for ELLs.

◦

Developed the Second Language Acquisition Training for Educators (SLATE) to ensure all LCPS teachersreceive ongoing professional development in English language acquisition strategies, to enable inclusionand co-teaching best practices.

◦

Established an initial staffing plan that allowed for more flexibility and inclusive services for all ELLs basedon needs.

◦

Reduced the number of ELL Sheltered non-verified credit bearing courses for secondary ELLs in order inincrease opportunities for earning verified credits towards graduation.

◦

Developed a comprehensive district curriculum framework that integrates the state required WIDA EnglishLanguage Development Standards with the State standards for all content areas of ELLs.

◦

Developed a district curriculum framework that integrates the state required WIDA English LanguageDevelopment Standards with the State standards in the specialty areas of Theater Arts, and elementaryArt and Music, and

◦

Developed a secondary curriculum for all newcomer students in the core content areas of Language Artsand Mathematics.These curriculum guides, which are aligned to the Standards of Learning, exposestudents to the higher level thinking and rigor necessary to advance onto the next levels of languagelearning.

◦

•





77


Continue to support Strategic Goals 1, 2, and 3 through the following:

Continue to meet the ESEA required English language proficiency (ELP) performance targets for AnnualMeasurable Achievement Objectives (AMAO) 1 (Progress) and for Annual Measurable Achievement Objectives(AMAO) 2 (Proficiency).

•

Meet the ESEA required performance targets on Annual Measurable Achievement Objectives (AMAO) 3English/Language Arts, Mathematics, and Federal Graduation Indicator (FGI).

•

Increase the bilingual Word-to-Word dictionary inventory to ensure the most comprehensive offerings oflanguages is available for students for use on state assessments.

•

In collaboration with elementary ELL and content area teachers, continue developing a bank of resources alignedto the curriculum with the purpose of supporting the instruction of elementary newcomer students.

•

Identify and acquire appropriate fiction and non-fiction reading materials for secondary ELLs of lower proficiencylevels.

•

Expand services of the ELL Welcome Center will expand to include 100% LCPS high schools. Additionally, theELL Welcome Center will work in collaboration with High School Education and Adult Education in the placementof students within 18-22 years of age.

•

Increase summer programs offerings to ELL students to include courses conducted in the extended school yearmodel. This year, Level 1, newcomer high school students will receive ELL services during the summer in Englishand Math. Curriculum guides and benchmark assessments will be put in place for these two subjects, as well as,the necessary resources to support this program.

•

In collaboration with the Adult Education and Virtual Loudoun Programs, expand graduation opportunities forolder ELLs aged 18-22 with interrupted or limited education.

•


Teresa VignaroliEnglish Language Learners Supervisor




78




79


Personnel Full Time Salaries $1,156,806 $1,277,981 $1,305,028 $1,356,353 $1,398,391 3.1 % Part Time Salaries $9,874 $18,461 $15,021 $800 $0 -100.0 % Benefits $483,310 $523,841 $552,439 $584,415 $634,981 8.7 %Total Personnel $1,649,990 $1,820,283 $1,872,489 $1,941,568 $2,033,372 4.7 %

Operations and Maintenance Contractual Services $35,123 $23,513 $15,877 $18,700 $18,700 0.0 % Materials, Supplies and Equipment $8,884 $6,674 $3,916 $17,559 $17,559 0.0 % Computers and Software $0 $2,330 $1,065 $0 $0 0.0 % Training and Continuing Education $17,565 $12,698 $12,188 $10,448 $9,573 -8.4 %Total Operations and Maintenance $61,572 $45,216 $33,047 $46,707 $45,832 -1.9 %

Total $1,711,563 $1,865,499 $1,905,535 $1,988,275 $2,079,204 4.6 %

Positions 17.0 18.0 19.0 19.0 19.0


FTE FTE

Teacher 19.0 19.0

Total 19.0 19.0


FAMILY LIFE EDUCATION


80

BUDGET OVERVIEW

PERSONNEL

The Personnel line includes salaries and fringe benefits for Family Life Education teachers.


Operations and maintenance expenditures provide materials and supplies needed to support the implementation of acomprehensive, sequential, abstinence-based, age-appropriate Family Life Education curriculum grades K-10, inaccordance with the Code of Virginia. Materials and supplies include instructional resources, consumables for students,and OPT-OUT packets and handbooks for parents.

Support Strategic Goals 1, 2, and 3 through the following:

Reviewed and updated audiovisuals resources grades K-10. •Reviewed and updated family life curriculum guides K-10. •Offered opportunities and facilitated staff development for teachers to update information and teaching strategies. •Utilized the Loudoun County Public Schools website to increase communication to parents. •




Provide staff development opportunities for Family Life Education Specialists.•Purchase updated audiovisual resources necessary to deliver a quality Family Life Education program.•Provide Family Life Education Specialists with needed resources (consumables and fixed instructional resources)and administrative and instructional support to serve students participating in Family Life Education.

•

Continue to improve communication of program objectives with all stakeholders (parent, staff, teachers, andschool administration).

•

Revise curriculum to align with current standards.•



PROGRAM DESCRIPTION

Family Life Education (FLE) provides the information, resources, workshops, and materials necessary to deliver aquality program for students in grades K-10 in accordance with the mandate by the State of Virginia.


FAMILY LIFE EDUCATION


81



Operations and Maintenance Contractual Services $2,478,544 $2,594,841 $3,024,052 $3,702,666 $3,872,679 4.6 % Materials, Supplies and Equipment $48,867 $36,206 $45,976 $78,650 $78,120 -0.7 % Computers and Software $27,492 $15,250 $11,258 $20,000 $20,000 0.0 % Training and Continuing Education $24,709 $109,977 $8,621 $21,500 $22,300 3.7 %Total Operations and Maintenance $2,579,612 $2,756,275 $3,089,907 $3,822,816 $3,993,099 4.5 %

Total $9,395,377 $9,570,979 $10,287,685 $11,562,550 $12,192,481 5.4 %

Positions 70.6 70.6 70.6 72.7 75.8


FTE FTE

Supervisor 1.0 1.0

Teacher 70.8 74.8

Support 1.0 0.0

Total 72.8 75.8


GIFTED EDUCATION


82

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries and related benefits for 55.7 elementary, 18.1 middle school, and 1 high school giftededucation resource teachers. It also includes the salaries and benefits of the supervisor. FY17 Staffing changes:

4.0 FTEs are requested for elementary gifted and talented resource teachers to provide instruction in theSEARCH and FUTURA programs due to growth in student population and gifted and talented programming.

•

The reallocation of the 1.0 support position is due to the Department of Instruction reorganization.•


Operations and Maintenance expenditures provide instructional materials and supplies needed by the gifted programs. Itprovides for the tuition and fees for the LCPS students attending the Summer Residential Governor's Schools, ThomasJefferson High School for Science and Technology, and staff development and training opportunities for teachers. Participation in Thomas Jefferson High School for Science and Technology is expected to increase from 252 to 277, andthe Summer Residential Governor's Schools will reach 75 students.

PROGRAM DESCRIPTION

The Gifted Education program provides appropriate instructional services for identified students grades K-12. All LCPSstudents receive enrichment and complex thinking lessons in grades K-4 through the SEARCH program. SEARCHteachers also provide the screening and identification of gifted students at the elementary level. The EDGE programprovides additional academic challenges to culturally and linguistically diverse and economically disadvantagedstudents who exhibit academic potential. Students identified for gifted services receive high quality differentiatedinstruction through Differentiated Classroom Instruction (DCI) K-5 and the center-based services of the FUTURAprogram in grades 4 and 5. Opportunities for FUTURA students include problem-based learning initiatives, interestcenters, and Go Quest (formerly Renzulli Learning). The FUTURA program currently provides services to 1,409students in centers located in Algonkian ES, Arcola ES, Belmont Station ES, Buffalo Trail ES, Countryside ES, CulbertES, Emerick ES, Forest Grove ES, Frederick Douglass ES, Hillside ES, Meadowland ES, Potowmack ES, SandersCorner ES, Seldens Landing ES, and Sycolin Creek ES. In middle school, 1,866 identified gifted students participate in the SPECTRUM program. The curriculum includesproblem-based learning initiatives, competitions, and simulations that focus on higher level thinking skills, problemsolving, and decision making with an emphasis on self-assessment and reflection. SPECTRUM teachers also providefor the identification of gifted students in middle school. A gifted education resource teacher coordinates program offerings for high school gifted students. Participation in theRegional Governor's School, Thomas Jefferson High School for Science and Technology, included 252 students ingrades 9-12. Participation in the Summer Residential Governor's Schools, which offer quality academic challenges forselected high school students, included 45 students in the academic programs and 23 students in the visual andperforming arts programs.


GIFTED EDUCATION


83


Began the implementation of a comprehensive gifted education program self-study in collaboration with the LCPSDepartment of Research.

•

Provided targeted professional development for gifted education resource teachers focusing on areas such asbest practices in identification/eligibility procedures and gifted instructional strategies.

•

Added a new FUTURA center with two teachers at Seldens Landing Elementary School and revised FUTURAschool assignments to streamline transportation and allow approximately 230 students to attend the programcloser to their base schools.

•

Provided additional outreach to parents by increasing the number of gifted information sessions to includepresentations in additional high school clusters at the elementary and middle school levels.

•

Provided Summer Residential Governor's School information sessions for parents and students at all LCPS highschools.

•

Increased enrollment at Thomas Jefferson High School for Science and Technology to 252 for the 2015-2016school year.

•

Expanded participation in the Summer Residential Governor's School to 68 students for 2015.•Increased the membership of the Superintendent's Gifted Advisory Board to include more parent, professional,and community representatives.

•




Engage gifted students in learning experiences that exhibit the key elements of One to the World by placingcurriculum and professional development in Vision for gifted and talented resource teachers.

•

Improve teacher capacity to identify students from culturally and linguistically diverse and economicallydisadvantages backgrounds for gifted education programming.

•

Provide students from culturally and linguistically diverse and economically disadvantaged backgrounds withincreased exposure to rigorous curriculum through participation in the EDGE program.

•

Modify FUTURA school assignments to streamline transportation and allow for more students to attend theprogram closer to their base schools.

•

Develop program options for identified gifted students at the high school level. •Provide professional development opportunities in gifted education for administrators, counselors, and classroomteachers through face-to-face training and online modules.

•

Provide gifted information sessions in each high school cluster for SEARCH, FUTURA, and SPECTRUM.•Expand the membership of the Superintendent's Gifted Advisory Committee to include parent, professional, andcommunity representatives from each high school cluster.

•


Wendy S. KingGifted Program Supervisor


GIFTED EDUCATION


84




85


Personnel Full Time Salaries $182,865 $175,627 $157,142 $129,545 $171,703 32.5 % Part Time Salaries $18,265 $47,717 $23,534 $18,840 $18,840 0.0 % Benefits $54,586 $56,173 $63,174 $41,740 $51,706 23.9 %Total Personnel $255,716 $279,517 $243,850 $190,125 $242,249 27.4 %

Operations and Maintenance Contractual Services $0 $2,541 $2,811 $7,000 $7,000 0.0 % Materials, Supplies and Equipment $83,479 $91,513 $102,197 $99,822 $100,322 0.5 % Computers and Software $11,067 $0 $0 $0 $0 0.0 % Training and Continuing Education $15,037 $15,105 $17,801 $18,200 $18,700 2.7 %Total Operations and Maintenance $109,583 $109,159 $122,808 $125,022 $126,022 0.8 %

Total $365,299 $388,675 $366,658 $315,147 $368,271 16.9 %

Positions 2.0 2.0 2.0 2.0 2.0


FTE FTE

Supervisor 1.0 1.0

Support 1.5 1.0

Total 2.5 2.0


HEALTH AND PHYSICAL EDUCATION


86

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries and all related fringe benefits for the Health, Physical Education, and Driver EducationSupervisor. The staffing change for FY17 is the reallocation of the .50 support position due to the Department ofInstruction reorganization.


Operations and Maintenance expenditures provide curricular materials and supplies for instruction. Maintenance andreplacement of equipment, achievement awards, staff training, and conference opportunities are also included.


Incorporated the use of additional WELNET resources including a fitness portfolio, electronic curriculum, andmotor skills assessment module.

•

Provided Health and Physical Education content training through staff development opportunities in LCPS, theVDOE Health and Physical Activity Summer Institute, and the Content Teaching Academy for Adapted PhysicalEducation at James Madison University.

•

Provided updated instructional materials to teachers, so that relevant instruction is provided to the students.•Promoted peer observations among teachers, to provide increased professional collaboration opportunities.•



Continue to work on Strategic Goals 1, 2, and 3 through:

Revision of common assessments for Health and Physical Education, to correspond with 2015 revisions to theVirginia Standards of Learning.

•

Revision of all curriculum documents. •Offering more staff development opportunities.•Development of CLTs for Health and Physical Education professionals.•



PROGRAM DESCRIPTION

The Health and Physical Education (HPE) Program provides appropriate instructional services for students K-12 andaligns with the Virginia Standards of Learning and the Curriculum Framework for Health & PE for Loudoun CountyPublic Schools. Students are provided with instruction that will help them acquire the knowledge, processes, and skillsneeded to become physically fit through activities that contribute to lifetime fitness and wellness. Our curriculumemphasizes learning through movement and the goal of our HPE program is to educate our students on lifelong habitsthat will lead to safe and active lifestyles.


HEALTH AND PHYSICAL EDUCATION


87



Operations and Maintenance Contractual Services $210,171 $198,556 $67,024 $231,100 $205,200 -11.2 % Materials, Supplies and Equipment $4,133,131 $3,538,311 $3,443,458 $4,425,181 $4,702,733 6.3 % Computers and Software $41,460 $131,919 $28,943 $6,030 $6,030 0.0 % Training and Continuing Education $122,227 $164,321 $119,783 $66,046 $92,200 39.6 %Total Operations and Maintenance $4,506,990 $4,033,107 $3,659,208 $4,728,357 $5,006,163 5.9 %

Total $113,752,669 $119,020,889 $135,968,312 $146,223,945 $156,245,030 6.9 %

Positions 1,257.5 1,312.0 1,382.6 1,490.6 1,585.0


FTE FTE

Director 1.0 1.0

Principal 15.0 15.0


Teacher 1,308.3 1,400.0


Support 78.0 78.0

Total 1,492.3 1,585.0


HIGH SCHOOL EDUCATION


88

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries and all fringe benefits for school based administrators and support staff.

The new positions for FY17 are:

1.0 Assistant Principal for Riverside High School, •81.7 Grades 9-12 General Education Teachers for growth and class size contingency•1.0 Fine Arts Teacher for the Musical Theater Academy at Heritage High School.•9.0 New Grades 9-12 Teachers for differentiated staffing and resources•


Contractual services funds were decreased and reallocated to training and continuing education funds.

Materials, supplies and equipment funds were increased to support growth for office functions, postage, instructionalmaterials for each high school, resources for the Musical Theater Arts program, as well as supplies and equipment forhigh school graduations. Advanced Placement (AP) exams are also encumbered through these funds.

Training and continuing education funds increased by using reallocated funds from contractual services to supportprincipal and assistant principal leadership development, school accreditation costs for Riverside High School, as wellas training and related costs for the AVID program.

Supported School board Goals 1 and 2 in attaining:

All LCPS high schools are fully accredited.•LCPS achieved an overall graduation rate of 95.6% for 2015, exceeding the state average by 5.1%. LCPS ranked10th out of Virginia’s 132 school divisions in on-time graduation. Among the Northern Virginia divisions, only FallsChurch City had a higher graduation rate (98.8 percent).

•

Average SAT scores in reading, writing and math exceeded 1,600 and remained 79 points above the stateaverage and 122 points above the national average.

•


PROGRAM DESCRIPTION

The Office of High School Education provides direct support and feedback to all high school administrators regardingthe development of school improvement efforts based on effective use of data, collaborative processes that include allstakeholder groups, and research based strategies. One of the greatest challenges is providing high schools withresources needed to offer a comprehensive program inclusive to individual student needs and interests. The Director of High School Education makes staffing projections/allocations for the maximum effective use of humanand financial resources. This office works individually with all high schools in differentiating the support for students asthey progress towards graduation.




89


Continue to support School Board Goals 1, 2, and 7 through the following:

Implement and continuously refine teaching and learning experiences that incorporate the four components ofOne to the World,

•

Assist high school principals to achieve/maintain AMO targets and full accreditation, •Promote college / career readiness and STEM through increased advanced studies diplomas, AP enrollment, andDual Enrollment,

•

Monitor and refine school improvement practices with particular attention to all levels of mathematics, •Promote alternatives to and monitor data regarding responses to student discipline, •Investigate and promote viable approaches towards increased virtual/blended learning opportunities, and•Provide research based and individualized leadership development for high school administrators.•


Nereida C. Gonzalez-SalesDirector of High School Education




90




91


Personnel Full Time Salaries $342,220 $380,317 $388,837 $207,580 $410,953 98.0 % Part Time Salaries $20,124 $19,494 $0 $26,000 $10,000 -61.5 % Benefits $123,620 $147,026 $147,496 $82,415 $209,967 154.8 %Total Personnel $485,964 $546,837 $536,334 $315,995 $630,920 99.7 %

Operations and Maintenance Contractual Services $0 $0 $130 $0 $0 0.0 % Materials, Supplies and Equipment $3,590 $4,516 $9,299 $14,200 $14,050 -1.1 % Computers and Software $580 $67,950 $430,159 $0 $0 0.0 % Training and Continuing Education $1,039 $8,178 $7,322 $8,500 $6,000 -29.4 %Total Operations and Maintenance $5,209 $80,644 $446,909 $22,700 $20,050 -11.7 %

Total $491,174 $627,482 $983,243 $338,695 $650,970 92.2 %

Positions 5.0 4.5 4.5 2.0 6.0


FTE FTE

Director 1.0 1.0

Support 1.0 5.0

Total 2.0 6.0


INSTRUCTIONAL PROGRAMS


92

BUDGET OVERVIEW

PERSONNEL

Personnel includes the salaries for 6.0 Instructional Programs positions and all related fringe benefits. This numberincludes the Director of Instructional Programs and 5.0 Support positions that support Instructional Programs.

Part-time funds are required to pay personnel to organize and lead projects when additional expertice is required.Overtime is needed to support periods of peak workloads.

Staffing changes for FY17 are due to the Department of Instruction reorganization.


The Instructional Programs Office operations and maintenance expenditures provide funding for materials, supplies,training and continuing education for various projects including development and distribution of curricular materials forthe division. Instructional Programs personnel develop, create, and refine preschool, elementary, middle, and high school resourcesin partnership with school staff to meet school and county needs to advance student learning. Resources includecurriculum, lesson plans, assessments, units of study, teacher training, digital resources and other related contentneeds to help leaders, teachers, and students.

PROGRAM DESCRIPTION

The Director of Instructional Programs provides leadership and coordination in developing programs for the Office ofInstructional Programs. Program supervision and responsibilities includes the administration and coordination ofnumerous content areas and supervisors to ensure that the instructional program (PreK-12) supports the mission andattainment of the strategic goals of the school division. Program supervision and responsibilities include: AdultEducation, Career and Technical Education, English Language Learners, Gifted Education, School Improvement,Federal Programs, Research, Library Services, Outreach, Technology Resource Services, Charter Schools, SchoolBusiness Partnerships, The Academies of Loudoun, and Virtual Loudoun. Instructional Programs personnel develop, create, and refine preschool, elementary, middle, and high school resourcesin partnership with school staff to meet school and county needs for the advancement of student learning andcontinuous school improvement in various programs. Resources include curriculum, lesson plans, assessments, unitsof study, teacher training, and other related content needs to help school leaders, teachers, and students. The office of Instructional Programs works with various offices within the division to coordinate and support the work ofour School Business Partners, Charter Schools, and planning and development of the Academies of Loudoun.




93


Expanded the assessment tools and allowed schools to address specific learning needs prior to state testingrequirements.

•

Provided and expanded online courses as described by VDOE in compliance with 2010 legislation. •Provided online classes to LCPS students via Virtual Loudoun, the online courses owned by LCPS and deliveredby LCPS teachers to 1,000 students in 2015. Expanded capacity to include delivery during the school year.

•

Successfully applied and was selected by VDOE as a Multidivisional Online Provider of virtual courses in theCommonwealth of Virginia.

•

Trained and provided teachers, instructional materials, and an online delivery system to allow students toparticipate in online learning.

•

School Improvement process resulted in the successful reduction of the number of Focus Schools and SchoolsAccredited with Warning.

•

Supported the implementation of the adopted LCPS plan for Gifted Education and facilitated the hiring of a newleader for the program.

•

Enhanced the capacity of instruction and support for the growing English Language Learners population in LCPS.•Provided outreach to parents and increased awareness of school and community services to reduce achievementgaps and increase academic achievement.

•

Provided professional development to school leaders and staff resulting in 19 schools completing phase one ofBring You Own Technology (BYOT).

•



To support Supported Strategic Goals 1, 2, and 3.

Expand the capacity of Virtual Loudoun to provide additional online classes each semester to all High Schools.•Coordinate the development of curriculum and leadership selection for the Academies of Loudoun. •Increase use of critical thinking strategies into LCPS curriculum and instructional programs. •Assist in the facilitation of collaboration between Charter School Boards, LCPS Board, and LCPS staff. •Provide leadership and support to ensure compliance and improvement with all Federal Grants, Title I schools,and school(s) identified for improvement by VDOE.

•

Gather data, research best practice, and develop action plans for the delivery of Gifted Services. •Expand the reach of the ELL Welcome center to support screening and assessment for English LanguageLearners.

•

Provide outreach to parents increasing awareness of school and community services to reduce achievementgaps and increase academic achievement.

•

Provide professional development fromTechnology Resources and Instructional Technology to support the LCPStechnology plan and expanding the BYOT initiavite to all schools.

•






94




95


Personnel Full Time Salaries $9,243,321 $9,594,294 $9,954,748 $10,703,258 $10,663,572 -0.4 % Part Time Salaries $224,293 $130,474 $219,398 $95,310 $95,310 0.0 % Benefits $3,997,948 $4,098,669 $4,601,424 $4,992,567 $5,080,936 1.8 %Total Personnel $13,465,562 $13,823,437 $14,775,570 $15,791,135 $15,839,818 0.3 %

Operations and Maintenance Contractual Services $19,766 $11,325 $9,485 $13,225 $7,350 -44.4 % Materials, Supplies and Equipment $1,404,477 $1,498,068 $1,678,612 $1,817,225 $1,854,290 2.0 % Computers and Software $25,517 $197,857 $114,508 $106,340 $106,340 0.0 % Training and Continuing Education $20,803 $26,382 $17,019 $32,775 $32,775 0.0 %Total Operations and Maintenance $1,470,563 $1,733,632 $1,819,624 $1,969,565 $2,000,755 1.6 %

Capital Outlay Furniture and Equipment $0 $0 $5,175 $0 $0 0.0 %

Total Capital Outlay $0 $0 $5,175 $0 $0 0.0 %

Total $14,936,125 $15,557,069 $16,600,369 $17,760,700 $17,840,573 0.4 %

Positions 185.5 194.0 199.0 201.6 198.0


FTE FTE


Librarian 115.1 114.5

Library Assistant 80.5 81.5

Support 5.0 1.0

Total 202.6 198.0


LIBRARY/MEDIA SERVICES


96

BUDGET OVERVIEW

PERSONNEL

Library Services funds salaries and benefits for an Instructional Specialist, School Librarians and Library Assistants.

Staffing for FY17:

0.1 FTE Elementary Librarian reduction due to student growth and staffing standards.

0.5 FTE Elementary Librarian moved to Hillsboro Charter Academy.

2.0 FTE Elementary Library Assistant due to student growth and staffing standards.


Operation and maintenance expenditures include books (print and electronic), periodicals, media items, online resourcesubscriptions, video-on-demand system, and supplies for all school libraries and Monroe Technology Center. The increase in FY17 is due to the impact of enrollment growth on book (print and electronic) allotment totals, annuallicensing and support of the library management system, and library furniture replacement. An increase in onlinedatabase and subscriptions is due to enrollment growth, expansion of Safari Montage, the addition of Madison's TrustElementary School, and price increases.

PROGRAM DESCRIPTION

Library Services supports the school libraries by providing librarians and library assistants who, as a team, manageprint and electronic media collections for use by teachers and students. In addition, the team provides a range ofservices and activities designed to support instruction, promote a love of reading, and develop information andcommunication literacy skills.

Additionally, Library Services administers the Safari Montage enterprise video-on-demand and learning objectrepository system for all schools, provides and supports multiple online resource subscriptions with access from schooland home, and supports individual school library program development.




97

Supported LCPS Strategic Goals 1, 2, and 3 as follows:

Started training and then supported librarians to work with grade-level peers to implement One to the World. As aresult, students learned curriculum by analyzing global problems and finding solutions that were authentic andmeaningful.

•

Supported librarians in adopting "Common Sense Media Digital Literacy & Citizenship." Led LCPS in becoming aCommon Sense Media Certified School District.

•

Completed replacement of legacy video-on-demand system (Safari Montage) servers and added a pilot programusing DCP (Digital Curriculum Presenter), a locally-created curriculum management and delivery module at ParkView High School.

•

Implemented MackinVIA as primary eBook distribution system. •Provided professional development to librarians, both in person and in form of webinars, on how online resourcescan support One to the World, BYOT, Loudoun Creates, and Project Based Learning.

•




Provide training and materials to support BYOT, One to the World, and Loudoun Creates instructional initiatives.•Build out Phase III of the Alexandria K-12 integrated library management system to include additionalpersonalized patron services.

•

Continue to build ebook collection and circulation that supports digital rights management through both unlimitedaccess and one-to-one electronic "checkout" with new library and ebook systems.

•

Enhance online resource subscription collection to provide multimedia resources to support replacement of printtextbooks; in addition, work with the Office of Teaching and Learning to map curriculum to these resources.

•

Continue to hone school library programs through the use of new LCPS Library Program Guide and performancestandards for K-12 librarians.

•

Work with schools to promote the transformation of traditional library spaces into flexible 21st century learningand exhibition commons.

•


Adina PopaEducational Technology and Curricular Innovation

Supervisor




98




99



Operations and Maintenance Contractual Services $28,437 $0 $7,759 $12,000 $0 -100.0 % Materials, Supplies and Equipment $197,451 $193,030 $371,992 $195,966 $196,496 0.3 % Computers and Software $110,084 $15,080 $355,967 $436,411 $425,009 -2.6 % Training and Continuing Education $20,541 $19,220 $30,446 $20,420 $26,285 28.7 %Total Operations and Maintenance $356,513 $227,330 $766,164 $664,797 $647,790 -2.6 %

Total $650,701 $543,648 $1,083,819 $1,029,986 $960,032 -6.8 %

Positions 3.0 3.0 3.0 3.0 2.0


FTE FTE

Supervisor 1.0 1.0


Support 1.0 0.0

Total 3.0 2.0


MATHEMATICS


100

BUDGET OVERVIEW

PERSONNEL

The personnel line includes salaries for the supervisor and specialist and all related fringe benefits.

PROGRAM DESCRIPTION

The Mathematics Department supports a comprehensive program that enables all students to become meaningfulcontributors to the world. In order to develop this mindset in students, Loudoun County Public Schools' teachers ofmathematics will create classroom experiences that support students in the practice of critical thinking, a positivedisposition for problem solving, mathematical communication and productive discourse, as students make sense of theworld around them through a mathematical lens. As professionals we will foster opportunities for teachers to develop asreflective practitioners and build structures that enable teachers to continue to grow and learn.

The programs and priorities we have in place to support these goals are as follows:

The mathematics department provides calculator technology as appropriate and as required by state testingregulations and suggested for SAT, ACT and AP testing.

•

The mathematics program provides manipulatives and electronic resources to assist all students inunderstanding high level mathematics concepts through critical thinking, multiple representations, andmathematical reasoning.

•

The mathematics program provides assessment resources to ensure that the written, taught and assessedcurriculum are aligned, and to provide teachers with formative assessment tools to identify student strengths,areas for improvement, and appropriate data that informs instruction.

•

The mathematics department ensures that curricula and curriculum resources are aligned to state contentstandards and process goals and reflect current, research-based pedagogy.

•

The mathematics department provides Loudoun County Public School staff with professional developmentopportunities in the areas of curriculum, instruction, and assessment.

•


MATHEMATICS


101


Operations and maintenance includes expenditures for materials, equipment, and professional development needed tosupport mathematics instructional programs at the schools and the daily activities of the mathematics office to providethese supports. These expenditures cover professional development sessions for instructional staff and leaders, dailyoffice activities that support classroom instruction, regular department meetings, K-12, and the development ofresources to support quality mathematics instruction and assessment. Overall, we used previous funding allotments,and strategically repurposed to align with current LCPS initiatives.

Increases to the operating and maintenance budget include:

$6,906 in Curriculum and Development to support new initiatives by the mathematics department for codingclasses at the middle schools, AP Computer Science Principles, and development of curriculum for theAcademies of Loudoun (AET).

•

$4,000 in Training, Travel, Lodging and Subsistence due to the increase in the number of Elementary schoolteachers we are sponsoring for VCTM/NCTM conference to build capacity at the elementary level within theclusters.

•

Decreases to the operating and maintenance budget include:

$11,402 in software and software licenses due to the discounted subscription costs for the elementarymathematics intervention software (iReady and DreamBox). This decrease also reflects the reduction inprofessional development needed to implement the software programs.

•

$12,000 decrease in contractual services due to the elimination of the cost of Dual Enrollment class at NOVA.NOVA has agreed to waive tuition for LCPS students.

•


MATHEMATICS


102

Supported Strategic Goals 1, 2, and 3 by:

Increased opportunities for students to engage in computer science coursework and programming competitions.LCPS enrollment in Computer Math and AP Computer Science has continued to grow in the number of studentswho are engaging in a variety of programming courses and competitions including CyberPatriot.

•

Further developed, enhanced, and maintained a database of instructional and assessment resources to supportquality mathematics instruction. The addition this past year was the development of resources to support OttWand PBL experiences in the classroom. The experiences will continue to be created along with structures tosupport the students in becoming critical thinkers, communicators, collaborators, creators, and contributors.

•

Continued the professional development to K-5 instructional teams, middle school Mathematics Subject AreaLead Teachers (SALTs), and high school Mathematics Department Chairs on mathematics instructionalpractices, process goals, and leadership. This professional development project continued the consistentmessage, K-12, on infusing the process goals into instruction and assessment and implementing mathematicsexperiences that engage students in the process goals.

•

Provided appropriate material resources and technologies to support engaging mathematics instruction. Theseresources include the replacement of broken and failing calculators at all levels (four function, scientific, andgraphing) and technology to enhance instruction (i.e. ActiView document cameras). State requirements forgraphing technologies to be available to students continues to be urgent.

•

Developed comprehensive interactive electronic curriculum guide documents for K-Algebra II. These curriculumguide documents organized the mathematics curriculum in conceptual units and embedded the mathematicsprocess goals (problem solving, reasoning, connections, representations, and communication). The curriculumguides include the VDOE curriculum documents and resources, unit summaries detailing differentiation strategiesand instructional and assessment resources aligned to the curriculum and standards. At the K-5 level, flip chartsbased on VDOE ESS lessons were created to give teachers examples of the appropriate level of instruction tomeet the Standards, and at the Secondary level more structures were embedded (classroom routines) to developprocess goals. Digital content including the successful pilot of iReady and DreamBox at the ES level andintroduced at the MS level.Manipulatives were provided to support all elementary schools. These resources areused to enhance instruction and to make abstract mathematics concepts accessible to a greater number ofstudents and to support students through the process of learning mathematics.

•



MATHEMATICS


103


Continue to pursue Strategic Goals 1, 2, and 3:

Increasing opportunities for students to engage in computer science and programming competitions andadditional coursework. Develop the skills required for student to become contributors to the world usingtechnology and programming skills as a tool. Increasing student enrollment in Computer Mathematics(Introduction to Computer Science), AP Computer Science, and building in new opportunities for students toaccess coding at an earlier age (AP computer Science Principals course) will provide greater opportunities forLCPS students to become critical thinkers, problem solvers, collaborators, creators, and contributors.

•

Providing professional development and curriculum supports to assist teachers in effectively implementingmeaningful mathematics experiences (via math tasks, OttW, PBL, Digital Content, etc.). The increase ofopportunities using multiple mediums to connect teachers to professional development opportunities(partnerships and online resources). Integrating mathematics as a tool for explaining real world concepts will helpensure students develop a positive disposition to solve problems and see the world through the lens ofmathematics.

•

Continue to phase in the replacement of broken and failing graphing calculator technologies with newer graphingcalculators. Some of our secondary schools will need to update the calculators because of changes to theavailable resources (TI-84 C and TI-Nspire are no longer available). With increased enrollment in Algebra I andGeometry in the middle school level, the fast pace in which the TI-84 calculators are failing, and the staterequirements for graphing technology to be available to students in Algebra I, Geometry, and Algebra II, the needto replace and replenish these calculators is still a priority.

•

Continue the curriculum work from previous years and develop comprehensive interactive electronic curriculumguide documents for K- Algebra II and elective mathematics courses beyond Algebra II, as we support PBL andOttW initiatives. These curriculum guide documents will embed the mathematics process goals and includeinstructional (differentiation) and assessment resources to support teacher planning for instruction. Thecurriculum work will include enhancing and developing additional instructional and assessment resources withinVISION.

•

Continue to monitor, support, and evaluate the mathematics intervention programs and resources available toschools and students. The mathematics office will continue to work with schools on the implementation of theirintervention programs, identify resources for identifying student needs, review and analyze data, and evaluate theeffectiveness and relevance of the programs in use at the schools.

•


Ray SingletaryMathematics Supervisor


MATHEMATICS


104




105



Operations and Maintenance Contractual Services $24,995 $10,678 $49 $34,935 $34,935 0.0 % Materials, Supplies and Equipment $1,061,875 $751,585 $1,173,674 $1,619,712 $1,815,010 12.1 % Computers and Software $1,777 $28,969 $38,517 $0 $0 0.0 % Training and Continuing Education $24,000 $44,322 $49,063 $40,300 $62,800 55.8 %Total Operations and Maintenance $1,112,647 $835,553 $1,261,303 $1,694,947 $1,912,745 12.8 %

Total $94,365,082 $98,972,645 $96,803,006 $112,494,935 $116,860,923 3.9 %

Positions 1,128.1 1,171.9 1,177.1 1,231.0 1,276.5


FTE FTE

Director 1.0 1.0

Principal 16.0 17.0


Dean 38.0 41.0

Teacher 986.2 1,021.5


Support 93.0 96.0

Total 1,230.2 1,276.5


MIDDLE SCHOOL EDUCATION


106

BUDGET OVERVIEW

PERSONNEL

The personnel line includes salaries for 1,276 employees and all fringe benefits. The new positions for FY17:

3 new Deans based on a Revised Tiered System. All middle schools have two deans, schools with more than1,200 students or a population of over 18% economically disadvantaged have three deans

•

17.5 new Grades 6-8 teachers based on projected student enrollment, and 2 Assistant Principals, 2 Secretaries, and 2 Study Hall Monitors (Teacher Assistants) to support Stone Hill MSand Mercer MS

•

5.7 new Grades 6-8 teachers for differentiated staffing and resources•1 Principal and 1 Secretary for the opening of MS-7•


Materials and supplies needed to support office functions are included as well as postage and instructional materials forall middle schools. Additionally, this includes funding for alternative placement of specified students and support forprincipal training costs. New costs include continued support for training and related costs for the AVID program at fourmiddle schools, as well as part time funds to hire classified employees to be on site to support end of year proceduressuch as grade reporting.

PROGRAM DESCRIPTION

The Office of Middle School Education promotes high academic achievement, developmental responsiveness andequitable practices for all students. The Director of Middle School Education is responsible for the supervision andevaluation of school principals and direction regarding the assessment of their performance and accomplishments. TheDirector supports and counsels principals as they provide management and leadership for their schools in alignmentwith division goals and research-based best practices. The Director provides assistance in the development of theschool improvement plan and monitors progress towards established goals. The Director assists principals inmonitoring school operations, provides advice on implementation of policies, and responds to community inquiriesabout school operations. The Director of Middle School Education analyzes enrollment projections and available class space and preparesbudget proposals for general education staffing including administrators, teachers, teacher assistants, and support staff.The Director prepares and administers the budgeted per pupil allotments for instructional materials and postage. Theselection process for the Washington Post Distinguished Educational Leadership Award is coordinated through thisoffice.




107

Continued to support School Board Goals 1 and 2 through the following:

Eighty-one percent of all middle school students participate in Algebra 1 or higher by the end of grade 8 •Eighty-two percent of all middle school students participate in honors courses•13 LCPS middle schools are designated as Virginia Schools to Watch by providing organizational structures thatsupport high academic achievement, developmental responsiveness, and equitable practice

•

3 LCPS middle schools received the 2015 Virginia Board of Education Excellence Award; 1 LCPS middle schoolreceived the 2015 Virginia Board of Education Distinguished Achievement Award

•



Assist middle school principals to achieve AMO targets in each subgroup and Full Accreditation in Virginia•Promote college and career readiness through the increased rigor and honors course participation andimplementation of Career and College readiness programs

•

Assist middle school staff in identifying and incorporating strategies to reduce the number of student disciplinereferrals, and the number of days of out-of-school suspension

•

Provide research based professional development for middle school principals, assistant principals and deans toimprove leadership capacity in facilitating the school improvement process

•


Neil SlevinDirector of Middle School Education




108




109


Personnel Full Time Salaries $280,588 $304,610 $315,923 $264,870 $243,805 -8.0 % Part Time Salaries $22,141 $137 $1,065 $6,600 $6,600 0.0 % Benefits $97,150 $103,611 $107,718 $81,775 $95,007 16.2 %Total Personnel $399,879 $408,358 $424,706 $353,245 $345,412 -2.2 %

Operations and Maintenance Contractual Services $310,554 $209,766 $248,594 $457,191 $449,591 -1.7 % Materials, Supplies and Equipment $784,424 $806,599 $1,052,386 $1,243,254 $1,038,435 -16.5 % Computers and Software $9,568 $24,264 $3,478 $11,880 $13,530 13.9 % Training and Continuing Education $33,125 $30,692 $24,841 $44,650 $46,050 3.1 %Total Operations and Maintenance $1,137,671 $1,071,322 $1,329,300 $1,756,975 $1,547,606 -11.9 %

Capital Outlay Furniture and Equipment $73,408 $53,205 $65,467 $69,688 $77,367 11.0 %

Total Capital Outlay $73,408 $53,205 $65,467 $69,688 $77,367 11.0 %

Total $1,610,958 $1,532,885 $1,819,473 $2,179,908 $1,970,385 -9.6 %

Positions 3.0 3.0 3.0 2.5 2.0


FTE FTE

Supervisor 1.0 1.0


Support 0.5 0.0

Total 2.5 2.0


MUSIC


110

BUDGET OVERVIEW

PERSONNEL

Personnel includes salary and benefits for one Supervisor and one Specialist.


Operations and maintenance expenditures provide new and replacement instruments and supplies for all musicprograms, provides instructional allotments for school use, and provides opportunities for content specific professionaldevelopment. Bus transportation, fees, and materials are provided for all countywide and district events and for studentsselected to Regional and All-Virginia ensembles. The budget also supports the regular maintenance and repair of school-owned instruments. The FY17 budget contains increases only where required to accommodate increases in enrollmentboth across the district and within the music program itself. Growth in the middle school instrumental programs over thepast few years means growth in the high school programs as well. In support of new DOI initiatives, cost reductionswere achieved by reducing the number of piano tunings per elementary from 3 to 2 per year and delaying the purchaseof some school equipment not related to program growth for one year. There is a one-time reduction for uniformpurchases as no schools are on the replacement cycle for FY17.

CAPITAL OUTLAY

Capital outlay expenditures provide funding for large instruments, such as pianos and tubas, for music programs inmiddle and high school. The amount in this category fluctuates annually based on specific needs of schools.

Programs have shared and used existing inventory across the district to the extent possible but growth in the highschool programs necessitates the need to purchase tubas, sousaphones and euphoniums.

PROGRAM DESCRIPTION

LCPS provides a comprehensive music program for our students. Music is required in grades 1-5 where studentsexperience a rich and engaging experience in performing, creating, and responding to music. Students have access toa variety of Orff-style instruments, ukuleles, autoharps, and world music instruments. Music is required in grade 6 and the offerings include band, chorus, strings, and general music. Band, chorus, guitar,strings in grades 7 and 8 are electives. In grades 9-12, a full program of electives is offered. Multiple levels ofinstruction are offered in band, chorus, guitar, and orchestra. Both regular and AP Music Theory are offered along withmusic appreciation. Marching band is available to students as a co-curricular activity. Uniforms are provided formarching band. All secondary schools are equipped with large band and orchestral instruments and a classroom set ofclassical guitars. Students have the opportunity to participate in extra-curricular activities such as the All-County Elementary Chorus,Regional Orchestra, All-County Orchestra, All-County Guitar, All-County Chorus, All-District Jazz Band, All-DistrictBand, All-District Chorus, District Band Assessment, District Choral Assessment, All-County Guitar Festival, DistrictJazz Festival, Solo and Ensemble Festival, State Marching Assessment, All-Virginia Band and Orchestra, All-VirginiaChorus, Honors Choir, and Honors Jazz Band. Software provided in the elementary curriculum includes Sibelius and Music Ace 1. In middle schools, each school hasaccess to Smart Music, Sibelius, and Music Ace 2. Smart Music and Sibelius are available in the high schools.


MUSIC


111

Provided support for School Board Goals 1, 2 through the following list of just some of the accomplishments by staff andstudents in LCPS Music Programs:

Named a NAMM Best Community for Music Education and recognized by Virginia Governor's office forexcellence in our programs,

•

VMEA Blue Ribbon SHMS and RBMS, "From the Top" NPR Radio Program at River Band Middle School, Navy Band Concert at RRHS And US Air Force Strolling Strings visit Broad Run HS,

•

12 out 14 marching bands in LCPS receive Superior ratings, •Freedom Marching Band and color guard named class AAA champions at JMU Parade of Champions,•THS won Overall Championship at Shenandoah Valley Marching Invitational and Marine Corp Invitational, •PFHS and Freedom HS Student Performances at US Dept. of Education, •Adam Kossler Performance debut at John E. Marlove Guitar Series, •Miroslav Loncar of PVHS conducted All-VA guitar, •VMEA 4 students to perform with All-VA Jazz Ensemble, •VMEA 15 LCPS seniors qualify for Honors Choir, •John Mills Outstanding Early Career Music Educator Alumni Award (JMU), •Orchestra 65 LCPS Students in NCVRO, •Briar Woods Falcon Regiment invited to perform at Russell Athletic Bowl (1 out 10 in nation invited),•BRHS Band performed in London New's Day Parade, •THS Master Class with Doc Severinsen, •24 LCPS students qualify for ACDA National Choirs, •THS invited to march in the Pearl Harbor Memorial Day Parade in Honolulu, •Honor Bands 8 LCPS Bands are honor bands, •RBMS Chamber Music Festival, •Canadian Brass performed at John Champe HS/Master Classes, and•International Youth Orchestra Performed in Loudoun County: 200 musicians from 8 countries and the US. •

8 Bands recognized by VBODA as Honor Bands for receiving superior ratings in both marching and concertassessment: Woodgrove HS 2014-2015 Tuscarora HS 2014-2015 Loudoun County HS 2014-2015 Rockridge HS 2014-2015 John Champe HS 2014-2015 Potomac Falls HS 2014-2015 Stone Bridge HS 2014-2015 Freedom HS 2014-2015

Provided support for School Board Goals 5 as evidenced by:

Purchase of new band uniforms and concert attire for Loudoun County and Loudoun Valley High Schools.•Managed resources to provide equipment for growing programs in several middle and high schools. •Continued replacement and repair of existing inventory as required.•Continued process of updating inventory of school based instruments in older schools to ensure parity amongschools and and provided equipment with improved safety features.

•



MUSIC


112



Promote practices that support district initiatives to raise student achievement and lower the achievement gap byactively encouraging participation in music for all students.

•

Continue to focus professional development opportunities for staff to improve instructional and program qualityand ultimately, the performance and achievement level of all students in music ensembles.

•

Provide support for the development of digital curriculum resources to support BYOT and OTTW.•

Continue to support School Board Goal 5 as follows:

Provide resources and effectively utilize existing resources to maintain adequate and well-maintained equipmentinventory to meet needs of increased student participation and to sustain and build the quality of our programs.

•


Michael PiersonMusic Supervisor


MUSIC


113


Personnel Full Time Salaries $826,135 $792,035 $849,931 $1,044,294 $1,041,679 -0.3 % Part Time Salaries $1,244 $30,684 $30,720 $5,000 $0 -100.0 % Benefits $100,201 $97,797 $108,302 $121,622 $93,764 -22.9 %Total Personnel $927,580 $920,516 $988,953 $1,170,916 $1,135,443 -3.0 %

Operations and Maintenance Contractual Services $0 $0 $1,314 $0 $25,000 0.0 % Materials, Supplies and Equipment $48,860 $43,103 $51,737 $65,550 $69,200 5.6 % Computers and Software $0 $150 $504 $0 $0 0.0 % Training and Continuing Education $16,706 $12,397 $11,660 $17,000 $18,000 5.9 %Total Operations and Maintenance $65,565 $55,650 $65,216 $82,550 $112,200 35.9 %

Total $993,145 $976,166 $1,054,169 $1,253,466 $1,247,643 -0.5 %

Positions 2.0 2.0 2.0 2.0 1.0


FTE FTE

Supervisor 1.0 1.0

Support 1.0 0.0

Total 2.0 1.0


OUTREACH PROGRAM


114

BUDGET OVERVIEW

PROGRAM DESCRIPTION

The Outreach Office provides progressive management, supervision and training to address the growth for 71 ParentLiaisons in 88 schools. We have 217 interpreters that provide interpretive services for the 210 different languagesspoken within the Loudoun County Public School System. The Parent Liaisons meet 9 times a year and are briefed byspecialists in childcare, community organizations, health, business and education, to ensure program quality. Personnelstated that the Department of Outreach increase is due to salary and benefits. A change of the hourly rate hasoccurred. The Interpreter Programs have one training every year and information is continually updated electronicallyon new procedures pertaining to oral interpretation. Before an interpreter can interpret for LCPS, they must complete anInterpreter training given through the Office of Outreach. The are two trainers for the Interpreters Program that havebeen certified through the Northern Virginia Area Health Education Center. The Outreach Office provides training and support to schools and administrative staff on Equity, Diversity and CulturalProficiency Training, in order to build and support the school improvement plan.

Parent Liaisons work in conjunction with county, community organizations, churches, civic agencies and privatebusinesses to provide support to students and families that are in need of assistance. The Outreach Office connects theneeds of our students and families by partnering with local businesses and community organizations to support thestudent's education within the school. The "Neediest Kids Bridge to Success" program and the National Center for Children and Families program providesresources, new clothing, eye glasses, medical examinations, and food cards to students and their families who havebeen identified through the Parent Liaison Program. The Office of Outreach also manages the United Way Campaignfor all of LCPS. Also the Outreach Supervisor sits on the Loudoun County United Way Board. Coordinators and schoolevents are organized for over 10,000 staff to support the United Way. The Office of Outreach also participates on theboard of Mobile Hope which is a 501/C3 organization that serves the interest of children who are homeless with foodmedical care, clothing and monetary resources. The Office of Outreach orchestrates office facilitation and logistical support for the Minority Student AchievementAdvisory Committee (MSAAC), a Loudoun County School Board Advisory Committee. The Books for Babies Programprovides four books to every child born at Loudoun INOVA Hospital. Reading to your child from the beginning advanceshis/her educational success and understanding. The Department of Instruction has an Equity Team similar to the onesin operation in the schools. The Equity Team is a part of the Outreach Office that assists and communicates the equityvision through workshops, book readings, presentations and relationship building events known as Equity Cafe.

The Office of Outreach is responsible for the facilitation of the Backpack Coalition. The purpose of the LCPS BackpackCoalition Program is to ensure no child goes hungry. The Backpack Coalition works with the Parent Liaison to assessthe current situation of the child and identify additional venues to reach all families in need of support.

The Office of Outreach has partnered with Internet Essentials from Comcast. Internet Essentials offers families with atleast one child eligible to participate in the National School Lunch Program a low-cost broadband service available for$9.95 a month plus tax. In addition, they have the option to purchase a computer for just $149.99 plus tax. Bypromoting the importance of internet access we can help bridge the gap - one family at a time.

The Office of Outreach has forged partnerships with the Loudoun County Chamber of Commerce, Loudoun CountyRotary International, Books-A-Million, Loudoun County Library and INOVA Loudoun Hospital and Shenandoah Collegeto foster higher levels of student success.


OUTREACH PROGRAM


115

PERSONNEL

Personnel include salaries for one full-time employee and for part-time employees (Parent Liaisons and Interpreters).

The staffing change for FY17 is due to the Department of Instruction reorganization.


Operations and Maintenance expenditures provide materials and supplies needed to operate the Outreach Office andParent Involvement activities in local schools.

Continued to support the strategic goals 1, 2, 3 by the School Board through the following:

Increased the number of schools being served by the Backpack Coalition by 12, serving over 400 students. •Added Internet Essentials from Comcast Program. •Supported the efforts of the very first ELL Welcome Center for LCPS.•Assisted in a project by the Loudoun Chamber of Commerce and the Loudoun Rotary International to supply 250school backpacks to students who are in need.

•

Recruited to be on the Advisory Board of the Appalachian Trail Conservancy to recruit more diversity.•Became a Board Member of Mobile Hope an organization that promotes healthy awareness of youth and theirfamilies.

•

Supported the Inspire Connect Educate (I.C.E.) Conference at Park View High School to promote educationalopportunities for students.

•

Partnered with Loudoun County Library for the Books For Babies Program. •Partnered with Cigna Insurance to provide food backpacks for students at Sully Elementary for three years. •Received over 150 school supply Backpacks for the students in need from Henry Feils, an Eagle Scout fromLoudoun Valley High School.

•

Attended the Police Executive Police Forum (PERF) on Capitol Hill, to discuss police engagement with thecivilian population.

•

Developed a partnership with Whole Foods to try to start a nutrition program in two of our LCPS elementaryschools.

•



Continue to support School Board Goals 1, 2, 3 through the following:

Increase the awareness of Principals about the importance of monitoring their Parent Liaison Budget.•Heigthen the awareness of Principals and staff to use Language Line and Dictyon.com when they cannot findintepreters to interpret and/or translators to translate the written word.

•

Support a new MSAAC Executive Board for the 2016-2017 school year. •Schedule meetings with the Department of Elementary Ed, Pupil Services, Pre-School Programs, Head Start andthe Office of Outreach to discuss on line registration for the Kindergarten Packet for school year 2017.

•

Bring on board a new intern for the Office of Outreach for school year 2016-2017. •Increase the number of schools by 10 that participates in the Internet Essentials From Comcast Program. •Connect with area university professors to present workshops for interpreters and Parent Laisions Program, 2015-2016.

•


OUTREACH PROGRAM


116


Wendall T. FisherOutreach/Interpreter Supervisor


OUTREACH PROGRAM


117


Personnel Full Time Salaries $108,243 $246,752 $140,209 $152,414 $113,438 -25.6 % Part Time Salaries $2,791 $269 $20,650 $9,064 $9,064 0.0 % Benefits $46,629 $90,086 $48,351 $71,733 $36,539 -49.1 %Total Personnel $157,663 $337,106 $209,210 $233,211 $159,041 -31.8 %


Capital Outlay Furniture and Equipment $0 $18,700 $0 $0 $0 0.0 %

Total Capital Outlay $0 $18,700 $0 $0 $0 0.0 %

Total $410,295 $1,297,192 $941,934 $987,354 $913,234 -7.5 %

Positions 1.5 3.0 3.0 1.5 1.0


FTE FTE

Supervisor 1.0 1.0

Support 1.0 0.0

Total 2.0 1.0


READING


118

BUDGET OVERVIEW

PERSONNEL

The personnel line includes the salary and related fringe benefits for 1.0 Supervisor for Elementary Reading and Writing.


Elementary and Secondary Reading supports School Board goals to 1) develop knowledgeable critical thinkers,communicators, collaborators, creators, and contributors, 2) cultivate a high performing team focused on our missionand goals, and 3) deliver effective and efficient support for student success.

Operations and Maintenance funds are used to provide educational materials, books, on-line assessments, professionaldevelopment, and software that supports the literacy instructional needs of teachers and students. It is the mission ofthe Department of Reading to create and uphold a relevant and vital environment for literacy excellence for all students.

PROGRAM DESCRIPTION

The mission of the literacy program in Loudoun County Public Schools is to teach all students to read and comprehendtext and information. LCPS students become independent readers and writers, lifelong learners, and confident andprepared citizens for the 21st century. This mission supports LCPS School Board Goals to 1) develop knowledgeablecritical thinkers, communicators, collaborators, creators, and contributors, 2) cultivate a high performing team focusedon our mission and goals, and 3) deliver effective and efficient support for student success.

Each school is provided the services of a reading specialist who assumes multiple roles as the coordinator of theschool’s literacy program. The reading specialist supports teachers with instructional expertise and assists teachers inproviding direct instruction to students in grades K-12 who are experiencing difficulty in reading. Their literacyleadership and services work to elevate the core and intervention instruction for all students.

Students need many appropriate and varied opportunities to read and write, and be instructed by expert teachers(Allington & Cunningham, 2007). Loudoun’s Pathways to Reading and Writing, an explicit, job-embedded professionaldevelopment model, provides kindergarten, first through fifth-grade teachers, and instructional specialists in ELL andSpecial Education with a consistent, research and strategies-based framework for reading and writing instruction. Theprogram has expanded to include additional third, fourth and fifth-grade cohorts. The program incorporates the skills ofspelling, writing, reading comprehension, phonics, and vocabulary. The Pathways multi-approach literacy frameworkhelps teachers provide their students with skills and strategies to become successful readers and writers. Loudoun'sLiteracy Journey program, an explicit, job-embedded professional development model, provides support for English,ELL, Special Education, and Reading Specialists in developing grade 6-8 students into 21st century communicators.


READING


119

Supported School Board goals 1, 2 and 3 and the efforts of the Department of Instruction and the local schools in thefollowing manner:

Collaborated with district and school-based colleagues to improve student literacy achievement as indicated onaccountability assessments such as the Virginia Standards of Learning.

•

Provided Literacy Journey professional development training for all middle schools.•Developed school-based literacy professional development modules to revisit and extend the professionaldevelopment established in initial Literacy Journey sessions.

•

Provided professional development and support to the administrators and teachers in all elementary schools.This work included approximately 340 new K-5 teachers and 1,120 veteran teachers for ongoing support.

•

Developed and executed online professional-development modules, and expanded VISION capabilities. •Expanded the professional development and implementation of the 3-5 Reading and Writing framework to eightadditional elementary schools.

•

Revised the Elementary Reading and Writing curriculum documents to include updated pacing guides, at-a-glance documents, unit summaries, and curriculum calendars.

•



Continue to support School Board goals to 1) develop knowledgeable critical thinkers, communicators, collaborators,creators, and contributors, 2) cultivate a high performing team focused on our mission and goals, and 3) deliver effectiveand efficient support for student success by way of the following:

Sustain the K-5 literacy model and support in all elementary schools to ensure successful literacy instruction forall students.

•

Build the internal capacities of K-12 schools toward strong literacy leadership by promoting communication withand among schools on literacy practices and philosophies, and building internal coaching protocols.

•

Collaborate and communicate with instructional departments, such English Language Learners and SpecialEducation, to evaluate and provide the instructional needs of all students to reduce disparity among studentgroups.

•

Expand the development of technology resources and the Pathways professional development modules forteachers and administrators.

•

Expand the use of a screening and interventions tool to support students in grades K-12. •


Dr. Michele Schmidt-Moore and Evelyn HickmanEnglish & Secondary Reading Supervisor/Pathways to

Literacy & Writing (Elem.) Supervisor


READING


120




121


Personnel Full Time Salaries $420,914 $424,398 $468,889 $425,639 $345,112 -18.9 % Part Time Salaries $29,226 $1,350 $0 $10,000 $5,000 -50.0 % Benefits $166,093 $158,737 $189,074 $181,931 $123,826 -31.9 %Total Personnel $616,233 $584,486 $657,963 $617,570 $473,938 -23.3 %

Operations and Maintenance Contractual Services $121,730 $41,387 $466,089 $18,380 $15,520 -15.6 % Materials, Supplies and Equipment $4,194 $29,142 $2,207 $8,000 $6,000 -25.0 % Computers and Software $184,195 $47,210 $64,866 $507,990 $533,190 5.0 % Training and Continuing Education $14,829 $5,879 $4,023 $7,500 $11,500 53.3 %Total Operations and Maintenance $324,949 $123,618 $537,184 $541,870 $566,210 4.5 %

Total $941,182 $708,103 $1,195,147 $1,159,440 $1,040,148 -10.3 %

Positions 6.0 6.0 6.0 5.5 4.0


FTE FTE

Supervisor 1.0 1.0

Analyst 2.0 2.0

Assistant 1.0 1.0

Support 0.5 0.0

Total 4.5 4.0


RESEARCH


122

BUDGET OVERVIEW

PERSONNEL

The Research Office includes four full time staff members: two Data Analysts, a Program Analyst, a Research Assistant,and a Supervisor of Research.

The staffing change for FY17 is the reallocation of the .50 support position due to the Department of Instructionreorganization.


Operations and Maintenance expenditures reflect the cost of license and maintenance agreements for softwareapplications used by school and central office staff. Licenses include: School Staff Climate survey with McRel, SurveyMonkey Professional, and IBM SPSS for statistical analysis of data. Also included in operations and maintenance arefunds used to develop customized reports for teachers, subscription costs for professional research journals andpublications.

In October of the 2015-16 school year, the IBM Data Warehouse was decommissioned due to aging software andhardware that was no longer supported by the vendor. The lack of a data warehouse has required Research Staff tocreate and format data reports in response to each request, which has significantly increased the time and effortrequired for meeting the needs of stakeholders. In order to meet the ongoing data needs of our stakeholders, theResearch Office is partnering with the Department of Technology Services in the creation of pre-formatted reports,interactive dashboards and user-defined reports using a variety of demographic, assessment and survey data from thePhoenix Student Information System. Interactive Achievement, Loudoun's online assessment and reporting system ismaintained in the Research Office with support from the Office of School Improvement.

The Research Office budget includes a proposed increase of $25,200 for the relocation of the contract for InteractiveAchievement Access for non-core areas, which was previously in the World Languages budget. The proposal combinesall IA costs for core and non-core content into one contract.

PROGRAM DESCRIPTION

The Research Office supports teachers, schools and central office leadership, and other staff with their continuousimprovement efforts through:

Assisting with data collection, analysis, and interpretation to better inform instructional, programmaticimprovement and implementation of policy,

•

Coordinating and managing data from surveys to serve the needs of school and central office staff, teachers,students and parents,

•

Developing and conducting program evaluations to guide ongoing planning, •Ongoing professional development and supports related to processes and data driven decision making, and•Assisting the School Improvement Office in providing supports for schools identified for not meeting federal, stateand/or local accountability expectations.

•


RESEARCH


123

During the FY2015, the Research Office continued to support the LCPS Strategic Goals 1, 2, and 3 through thefollowing:

Completed program evaluations for Bring Your own Technology and the Performance Assessment Initiative.•Completed Issue Briefs for Class Size, Gifted Program and Mid-Terms and Final Exams.•Administered division-wide school climate survey and integrated program recommendations. Results were usedin the development of school improvement plans.

•

Provided updated suspension and other relevant data for Discipline Task Force to guide policy changes.•Participated in implementation of tool for identifying, providing interventions for and monitoring the progress ofstudents who are at-risk (IIM). The IIM tool provides assessment and behavioral data that is used to placestudents into three tiers for reading, math and behavior to plan for interventions that are differentiated to theneeds of the students.

•

Supported the development and maintenance of walkthrough instruments to support principals’ instructionaldecisions in all schools. Provided standard templates and guidance on content, conducting walkthroughs,collecting and analyzing data and sharing the walkthrough results with staff to guide PD.

•

Participated in the planning and delivery of supports to Accredited with Warning Schools that included training inthe use of benchmark assessment data, walkthrough data, implementation of the school improvement plans andother supports as needed.

•

Developed and provided professional development and ongoing supports for principals and teachers in analyzinginterim assessments for guiding instructional decisions (Interactive Achievement).

•



RESEARCH


124


During FY2017, the Research Office will continue to support the LCPS Strategic Goals 1, 2, and 3 through the following:

Consultation for Program Planning and Evaluations

Plan and implement program evaluations for various programs for the Department of Instruction.•

Data Analysis

Respond to ongoing requests for walkthrough and assessment data to support effective practices for schools.•Respond to ongoing data requests for demographic and assessment data from community members.•Oversee and support effective implementation of LDS, iReady and Interactive Achievement. Complete Office ofCivil Rights Data Collection for 2015-16 school year. Outcomes: completion of data according to requestedtimelines and specifications.

•

Survey Design and Analysis

Ongoing collection and analysis of staff and parent data to guide principal evaluation.•Ongoing coordination, collection and analysis of survey data requested by different stakeholders.•Outcomes: survey data is collected and compiled according to the evaluation schedule and shared according tothe needs of stakeholders.

•

Review of Research Requests

Coordinate the review and decision-making process for all research proposal requests conducted within LCPS,which includes all external and internal requests. Outcome: research requests are reviewed and decisions aremade within three months of receiving the request. Outcome: approved research requests are aligned to theareas of focus or needs of LCPS.

•


Dr. Ryan TylerResearch Supervisor


RESEARCH


125


Personnel Full Time Salaries $0 $0 $0 $192,638 $213,642 10.9 %

Benefits $0 $0 $0 $104,818 $78,506 -25.1 %Total Personnel $0 $0 $0 $297,456 $292,148 -1.8 %

Operations and Maintenance Materials, Supplies and Equipment $0 $0 $0 $12,500 $16,200 29.6 %

Training and Continuing Education $0 $0 $0 $0 $3,500 0.0 %Total Operations and Maintenance $0 $0 $0 $12,500 $19,700 57.6 %

Total $0 $0 $0 $309,956 $311,848 0.6 %

Positions 0.0 0.0 0.0 2.0 2.0


FTE FTE

Director 1.0 1.0

Support 1.0 1.0

Total 2.0 2.0


SCHOOL ADMINISTRATION


126

BUDGET OVERVIEW

PERSONNEL

The personnel line includes salaries for:

* Director

* Secretary III


Materials and supplies needed to support office functions are included as well as postage, books and subscriptions forthe Office of School Administration and Athletics.

Served on discipline committee and completed 40 recommended action items from the discipline task force.

Developed an electronic discipline handbook for principals.

Posted a Parent Guide to Understanding Discipline and Appeals


PROGRAM DESCRIPTION

The Director of School Administration supervises and evaluates Division stakeholder services and coordinates the workof all Division principals in responding to stakeholder concerns. The Director of School Administration supervises andevaluates athletics programs across the Division; supervises and evaluates discipline programs for the Division,including having primary responsibility for the Douglass Alternative School. The Director collaborates on discipline andcampus climate initiatives with the Assistant Superintendent for Pupil Services and on safety and security operationswith the Supervisor of Safety & Security in the Department of Support Services. The Director engages in strategicplanning of budgets and administers the budgets of assigned programs; coordinates grant applications relevant toareas of responsibility.

The Director assists in the interview process of identified new personnel; conducts short-term and long-range planning;approves and monitors contracted services agreements; reviews and monitors joint projects with other agencies andinstitutions; responds to requests for information from the public.

The Director participates in the activities of the School Board Discipline Committee; represents the superintendent atSchool Board discipline hearings; attends School Board meetings and prepares such reports for the Board as theAssistant Superintendent for Instruction may request.




127


Build leadership capacity with principals, assistant principals and deans by facilitating the development andeffectiveness of communication, reducing complaints, and creating a positive climate and learning environment forstudents, staff, parents and community.

Build leadership capacity that fosters the success of all students by facilitating the development, communication,implementation and evaluation of a shared vision of teaching and learning that leads to academic progress and schoolimprovement at the Douglass Alternative Education Program.

Support principals, assistant principals in identifying and incorporating strategies to reduce the number of studentdiscipline referrals, and the number of days of out-of-school suspension and appeals.


Dr. Virginia Crawford-PattersonDirector of School Administration




128




129


Personnel Full Time Salaries $0 $0 $0 $304,028 $293,259 -3.5 % Part Time Salaries $285,703 $336,497 $290,956 $436,540 $436,540 0.0 % Benefits $6,638 $4,298 $22,258 $156,201 $112,388 -28.0 %Total Personnel $292,341 $340,794 $313,214 $896,769 $842,187 -6.1 %

Operations and Maintenance Materials, Supplies and Equipment $15,768 $0 $0 $1,000 $5,500 450.0 % Computers and Software $16,631 $0 $0 $0 $0 0.0 % Training and Continuing Education $0 $0 $0 $5,500 $12,600 129.1 %Total Operations and Maintenance $32,399 $0 $0 $6,500 $18,100 178.5 %

Total $324,739 $340,794 $313,214 $903,269 $860,287 -4.8 %

Positions 0.0 0.0 0.0 3.5 3.0


FTE FTE

Supervisor 1.0 1.0

Support 0.8 0.0

Coordinator 1.0 1.0

Specialist 1.0 1.0

Total 3.8 3.0


SCHOOL IMPROVEMENT


130

BUDGET OVERVIEW

PERSONNEL

As a result of the 2015 reorganization of the Department of Instruction, several positions were relocated to create theSchool Improvement Office. The Supervisor of Federal Programs position was redefined as a School ImprovementSupervisor. The School Improvement and Student Achievement Program Coordinator and School Improvement andAccountability Specialist positions were relocated from the Research Office.

The reorganized School Improvement Office includes three full time staff members: a School Improvement Supervisor, aSchool Improvement and Student Achievement Program Coordinator, and a School Improvement and AccountabilitySpecialist.

The staffing change for FY17 is the reallocation of the support position due to the Department of Instructionreorganization.

All positions, training, travel and materials for this office were located in Instructional Programs and Research inprevious budgets.


Operations and Maintenance expenditures reflect the cost to support the continuous school improvement efforts withinLoudoun County Public Schools, to include SOL Remediation. The remediation program focuses on providing specificinstructional strategies and interventions for students in each school identified subgroups. Priority is given to schoolsthat did not meet federal, state or local accountability expectations.

PROGRAM DESCRIPTION

The School Improvement Office was created as part of the 2015 reorganization to clearly define roles andresponsibilities for the Department of Instruction. The newly created School Improvement Office supports schools andcentral office leadership, and other staff with their continuous improvement efforts through:

Providing oversight and support for schools identified for federal, state and/or local accountability such asAcademic Review, attending School Leadership Team meetings, coaching principals, Instructional Audits.

•

Developing, supporting and monitoring the utilization of a tiered, differentiated school improvement planningprocess for all schools and programs.

•

Supporting the continuous improvement efforts of the Research Office with ongoing professional developmentand supports related to data driven decision making via tools such as Interactive Achievement (IA), LongitudinalData System (LDS), i-Ready, walkthroughs, lesson planning.

•

Managing the SOL remediation program to assist schools in supporting students who need additional help.•Managing the AVID (Advancement Via Individual Determination) program to assist schools in preparing studentsfor college.

•


SCHOOL IMPROVEMENT


131

As School Improvement is a new office, 2014-2015 accomplishments are those of staff who were relocated to theSchool Improvement Office:

Participated in implementation of tool for identifying, providing interventions for and monitoring the progress ofstudents who are at-risk (IIM). The IIM tool provides assessment and behavioral data that is used to placestudents into three tiers for reading, math and behavior to plan for interventions that are differentiated to theneeds of the students.

•

Development and maintenance of walkthrough instruments to support principals' instructional decisions in allschools. Provided standard templates and guidance on content, conducting walkthroughs, collecting andanalyzing data and sharing the walkthrough results with staff to guide professional development.

•

Participated in the planning and delivery of supports to Accredited with Warning Schools that included training inthe use of benchmark assessment data, walkthrough data, implementation of the school improvement plans andother supports as needed.

•

Developed and provided professional development and ongoing supports for principals and teachers in analyzinginterim assessments for guiding instructional decisions (Interactive Achievement).

•



The School Improvement Office will implement the goals of the Vision 20/20 Strategic Plan by supporting schools andcentral office leadership with their continuous improvement efforts through the following processes:

Conduct Academic Review and Instructional Audits for all schools that did not meet federal, state and/or localaccountability expectations.

•

Establish and monitor a tiered, differentiated school improvement planning process for all schools and programs. •Plan and implement ongoing professional development and supports related to data driven decision making viatools such as Interactive Achievement (IA), Longitudinal Data System (LDS), i-Ready, walkthroughs, lessonplanning, etc. in collaboration with the Research Office.

•

Implement an SOL remediation program to assist schools in supporting students who need instructional supportsoutside of the school day.

•

Implement the AVID program to assist 7-9 schools in preparing students for college readiness.•


Evonne C. DeNomeSupervisor, School Improvement


SCHOOL IMPROVEMENT


132




133



Operations and Maintenance Contractual Services $119,965 $64,109 $116,270 $66,576 $66,576 0.0 % Materials, Supplies and Equipment $415,742 $411,087 $323,513 $547,615 $490,615 -10.4 % Computers and Software $38,011 $87,088 $94,150 $34,680 $91,680 164.4 % Training and Continuing Education $34,945 $20,007 $33,639 $870 $870 0.0 %Total Operations and Maintenance $608,663 $582,290 $567,572 $649,741 $649,741 0.0 %

Capital Outlay Furniture and Equipment $7,761 $0 $0 $0 $0 0.0 %

Total Capital Outlay $7,761 $0 $0 $0 $0 0.0 %

Total $1,014,463 $1,000,894 $994,055 $1,149,351 $1,086,658 -5.5 %

Positions 3.0 3.0 3.0 3.0 2.0


FTE FTE

Supervisor 1.0 1.0


Support 1.0 0.0

Total 3.0 2.0


SCIENCE


134

BUDGET OVERVIEW

PERSONNEL

The personnel line includes salaries and all related fringe costs for two employees. It also includes salary and fringecosts for part-time help. The staffing change for FY17 is the reallocation of the 1.0 support position due to theDepartment of Instruction reorganization.


Science operations and maintenance funds are used to provide classroom curriculum and assessments, including newalternative SOL assessments for 3rd grade science; equipment, instructional supplies and materials to schools; teachertraining and curriculum development; integrated STEM classroom resources and curriculum, science safety resources;repairs and maintenance of science equipment; and support for the LCPS Regional Science & Engineering Fair (RSEF).The FY17 budget includes funding for continued support of the Teachers in Industry project, in partnership with GeorgeWashington University; funding for professional development for teachers in inquiry-based learning; funding to supportgrowth in science Dual Enrollment offerings and teacher professional development for Dual Enrollment courses; andfunding for increased enrollment and teacher professional development in AP sciences (AP Biology, AP Chemistry, APEnvironmental Science, AP Physics).

PROGRAM DESCRIPTION

Loudoun County Public Schools science programs are designed to actively engage students in the process of scienceand encourage the use of reasoning processes that build scientific thinking. These programs teach students to know,use, and interpret scientific explanations of the natural world; to generate and evaluate scientific evidence andexplanations; to understand the nature and development of scientific knowledge; and to participate productively inscientific practices and discourse. The LCPS elementary science program focuses on providing active, inquiry-based, and student-centered scienceexperiences for students. Science instruction in elementary grades emphasizes building student skills, makingobservations, learning about scientific investigation, and developing scientific habits of mind. Students are presentedwith authentic scientific questions to answer. The middle school science program focuses on active, inquiry-based, student-centered science experiences. Scienceinstruction in the middle schools is built around the framework of LCPS Core Experience (CE) scientific investigationscarried out by every middle school student. The CEs are aligned to the VA SOL and are designed to emphasizebuilding student conceptual understanding of scientific practice, develop scientific habits of mind and scientific skills,and give students experiences with authentic scientific equipment. At the high school level, LCPS science offerings are designed to prepare students for continued academic study andeventual entry into the workforce. A variety of courses, including Dual Enrollment (DE) and Advanced Placement (AP),in different science disciplines-earth science, biology, chemistry, physics, environmental science and geospatial science-are offered to students. Many students participate in science research through their science courses, Research EarthScience, Research Biology and Research Chemistry; Independent Science Research; Geospatial Science; and byparticipating in the LCPS Regional Science & Engineering Fair. Rising 9th grade students are also offered theopportunity to apply for admission to the Academy of Science, the LCPS science and mathematics magnet program.


SCIENCE


135

Supported School Board Strategic Goals the following:

Continued development and revision of elementary middle and high curricular resources, Core Experiences (CE),STEM resources, assessment tools, lesson plans, unit guides, exemplar lessons and resources in the LCPScontent management system.

•

Provided new equipment for elementary science programs, professional development in the appropriate use ofthe equipment, and lesson plans for the equipment that are aligned to science SOL (2010).

•

Continued to offer extensive professional development opportunities to teachers of science (CE program,Geospatial Science-GIS, Science Research Initiative, Meaningful Watershed Educational Experiences,Chesapeake Bay Summer Academies, Monarch Butterfly, and Science Safety).

•

Conducted the 34th LCPS Regional Science and Engineering Fair and supported student participation inadditional science competitions, symposia and research opportunities.

•

Offered, in partnership with George Washington University, Teachers in Industry, a summer internship forteachers.

•



Support School Board Strategic Goals through the following:

Developing integrated STEM curricular resources to support the implementation of new programs and courses atthe Academy of Engineering & Technology (AET) and Academy of Science (AOS) in preparation for the openingof the Academies of Loudoun.

•

Providing integrated STEM teacher professional development opportunities to prepare teachers for the openingof the Academies of Loudoun.

•

Expanding outreach and partnership STEM opportunities for LCPS teachers and students in preparation for theopening of the Academies of Loudoun.

•

Providing science curricular resources and professional development to support inquiry-based science instruction(Core Experiences (CE), integrated STEM CEs, Meaningful Watershed Educational Experiences-MWEE, inquiry-based lessons, MakerSpace curriculum, safety training) and the One to the World (OttW) initiative at elementary,middle and high school.

•

Revising high school Science Research Investigation (SRI) resources and providing appropriate professionaldevelopment for high school science teachers. Implementing new SRI curriculum and honors level curriculum forResearch Earth Science, Research Biology and Research Chemistry courses.

•

Offering Geospatial Science (GIS), a high school science dual-enrollment course offered through a partnershipwith James Madison University and Independent Science Research (ISR), a high school science dual-enrollmentcourse offered through a partnership with George Mason University to students at all 15 high schools.

•

Expanding dual-enrollment opportunities in the sciences by offering dual enrollment Biology, Chemistry andPhysics at LCPS high schools.

•

Conducting the 36th LCPS Regional Science & Engineering Fair (RSEF) and offering additional scientificresearch opportunities to high school students.

•

Developing additional science and STEM enrichment programs for elementary, middle and high school students. •


Odette D. ScovelScience Supervisor


SCIENCE


136




137



Operations and Maintenance Contractual Services $45,685 $21,617 $34,208 $18,500 $20,500 10.8 % Materials, Supplies and Equipment $155,654 $80,582 $92,021 $135,481 $127,214 -6.1 % Computers and Software $1,716 $43,058 $97,874 $47,200 $51,650 9.4 % Training and Continuing Education $16,909 $25,946 $24,656 $7,850 $5,200 -33.8 %Total Operations and Maintenance $219,963 $171,203 $248,759 $209,031 $204,564 -2.1 %

Total $558,320 $496,894 $600,623 $593,606 $532,212 -10.3 %

Positions 3.0 3.0 3.0 3.0 2.0


FTE FTE

Supervisor 1.0 1.0


Support 1.0 0.0

Total 3.0 2.0


SOCIAL SCIENCE AND GLOBAL STUDIES


138

BUDGET OVERVIEW

PERSONNEL

The personnel line includes salaries for two employees and all related fringe benefits:

Supervisor•Specialist•

PROGRAM DESCRIPTION

The Social Science and Global Studies Division offers a comprehensive program for the instruction of content and skillsin the areas of history, geography, economics, anthropology and world cultures, sociology, government, andpsychology. Our program is aimed at developing student awareness of, and appreciation for, these content areas, andat consistently improving students' social science skills and critical thinking abilities so that they become active,involved, competent and thoughtful citizens of Virginia, the United States, and the world.

Programs we have in place to pursue these goals and that, therefore, serve as our priorities are:

Staff training and support for developing conceptual, constructive, and "application" thinking in instructionalplanning and assessment--especially since Virginia is allowing alternate assessments in the place of some SOLtests.

•

The articulation and development of writing skills in grades 6-12, and the development of consistentassessments to improve student skills in thinking and writing.

•

Staff training and support on infusing content lessons with thinking skills and the application of logical andmethodical processes to historical inquiry using primary sources.

•

Training and support for staff on engaging, student-centered teaching methods. •Staff training and support in cultural and diversity awareness and inclusion - in both methodology and in contentinstruction.

•

Curriculum enhancement and development work, carried out on a regular basis, with an emphasis on 21stCentury Skills--Critical Thinking, Collaborative Work, and Global Awareness.

•




139


Operations and maintenance expenditures provide materials, supplies, and training sessions needed to support thework of the Social Science and Global Studies instructional program. These expenditures cover daily office andclassroom support activities, regular department meetings at all levels (elementary, middle, high), workshop/stafftraining supplies, and professional development sessions.

At the elementary level, contractual services include the Jamestown-Yorktown history activities for grades 4 and 2,instructional materials are the Virginia History "newspaper," TCI/Social Studies Alive materials for teachers who undergotraining in this student-centered approach, and Rand McNally online World Atlas for all classrooms to develop thegeographical foundations for human events. Teacher education and development activities include workshops carriedout by the Social Science & Global Studies Office, and participation in the state professional development conferences.

At the middle school level, resource expenditures include online content and skill materials correlated directly to our 8thgrade Civics curriculum, and Rand McNally World Atlas for interactive maps and conceptual geography instruction.Teacher development and support expenditures are for the teacher teams developing alternate assessments, forservice learning projects in grade 8, and participation in the state conferences.

At the high school level, resource expenditures are for geography instruction--including the Rand McNally World Atlasservice--and for updated resources where the materials we now use are becoming dated, such as in various APcourses. Teacher development and support expenditures this year are for AP training, workshops from the SSGS office,and the National Council for the Social Studies Conference.

There is an overall net decrease in the amount previously devoted to the Social Science & Global Studies AcademicCelebration at the secondary level, since that event has been consolidated into, and for the purposes of support of, theLoudoun International Youth Leadership Summit. This summit is one large OttW learning experience involving 6 of ourhigh schools, and schools from different countries across the globe.




140

In Support of the LCPS Strategic Framework--

Completed the construction, revision, and implementation of 3rd, 6th, and 7th grade performance assessments inline with holistic instruction and new state legislation.

•

Prepared regular training sessions and teacher share sessions for the implementation of One to the Worldinstruction in grades 6-12.

•

Trained over 50 teachers at the elementary and secondary levels in the History Alive! methodology at summerworkshops.

•

Trained over 50 high school students in the program for first-time AP-takers with English and sciencesupervisors.

•

Designed curriculum and began the World Geography course for 9th graders at PVHS. •Provided the framework, training, and support for 8th grade Service Learning between Trailside Middle School,Morven Park, and other county organizations-- involving 300+ students.

•

Carried out the 5th annual SSGS 6-12 student recognition awards and academic celebration with global guestspeaker.

•

Developed electronic curriculum links to resources for AP Psychology courses for teachers and students toaccess brain and neurobiology material and concepts online.

•

Purchased and delivered e-access to “Our Virginia” resources for 4th grade Virginia Studies. •Renewed and implemented new online interactive geography resources--Rand McNally World Atlas—and offeredonline training webinars for the program.

•

Supported 22 teachers in their participation in the VCSS state-wide conference. •Completed the training for US History teachers in Dual Enrollment instruction so that D.E. US History can beoffered county-wide in 2016-2017.

•



Pursue the Goals of the LCPS Strategic Framework--

Train and support teachers in the appropriate use and design of new curricular and assessment documents—inline with the 2015 revised state SOLs and the instructional approach that accompanies performanceassessments.

•

Continue to develop, with teacher teams, performance assessments and accompanying instructional “buildingblocks” to move instruction and assessment toward integration and One to the World elements.

•

Continue to support a cohort of professional development with GMU to expand our dual enrollment offerings inUS Government in line with VADOE guidelines for dual enrollment opportunities.

•

Develop electronic resource links for curriculum in US History and Civics/Economics.•Continue and expand the support for world geography content and global connections by developing newgeography resources, and by articulating the curricular foundations for the International Youth Summit.

•

Continue training program for all teachers, K-12 in the use of electronic interactive maps for foundational socialscience instruction.

•

Expand the Service Learning Program with middle schools to provide training and expertise so that they can takeover these projects in line with the Civics curriculum, One to the World, and/or Project-Based Learning.

•

Develop workshops for teachers in curriculum and instruction for diversity and racial awareness.•Redesign curriculum documents in line with the elements of One to the World—including connections to the world--and the 2015 revised SOLs for Social Science.

•




141


William F. BrazierSocial Science and Global Studies Supervisor




142




143


Personnel Full Time Salaries $498,498 $453,436 $379,567 $500,995 $237,221 -52.7 % Part Time Salaries $32,251 $15,267 $2,158 $32,321 $528,503 1,535.2 % Benefits $394,155 $618,558 ($4,363) $104,301 $139,952 34.2 %Total Personnel $924,903 $1,087,261 $377,362 $637,617 $905,676 42.0 %

Operations and Maintenance Contractual Services $74,575 $230,094 $191,178 $75,000 $463,199 517.6 % Materials, Supplies and Equipment $1,104,541 $964,425 $822,369 $1,405,348 $818,084 -41.8 % Computers and Software $204,062 $65,169 $68,796 $66,000 $75,000 13.6 % Training and Continuing Education $91,682 $91,715 $76,908 $14,000 $18,000 28.6 %Total Operations and Maintenance $1,474,861 $1,351,404 $1,159,251 $1,560,348 $1,374,283 -11.9 %

Total $2,399,764 $2,438,665 $1,536,613 $2,197,965 $2,279,959 3.7 %

Positions 4.0 3.0 3.0 2.5 1.5


FTE FTE

Supervisor 1.0 1.0

Support 1.0 0.5

Total 2.0 1.5


STAFF DEVELOPMENT


144

BUDGET OVERVIEW

PERSONNEL

The personnel line includes salaries and fringe costs for 1.5 employees, a Supervisor and an AdministrativeSecretary/Clerk. The staffing change for FY17 is the reallocation of the .5 support position due to the Department ofInstruction reorganization.

The decrease reflects a reduction in the amount of funding to compensate LCPS staff conducting professional learningactivities outside of the contract day. Additionally, funds in previous years existed to support compensation for non-twelve-month members of school leadership teams to update school improvement plans on non-contract time in Juneafter the closing of the school year. Those funds were repurposed and moved from 54030 to 54010 - CurriculumDevelopment to be used to compensate teachers attending PBL trainings during the summer.


Operations and maintenance funds provide materials and supplies to support ongoing professional development acrossthe system to address local school and system-wide school improvement needs in curriculum, instruction, andassessment. These funds include allotments to schools ($6.50 per student using enrollment projections from the Dept. of Planningand Legislative Services) for school-based, designed and/or delivered professional development to support SIP Goals. Funds in this category support dual enrollment certification courses for high school teachers of drama, English, math,science, and social sciences; and professional development related to content knowledge, pedagogy, and leadership toimplement OttW. Funds in this category have been repurposed to provide funds needed to support professional learning related to PBLand OttW, while at the same time, reducing funds to support system sponsored endorsement, licensure, and Master'sdegree cohorts. For example, funds from 68030 have been repurposed and are now in 61070.

PROGRAM DESCRIPTION

The Professional Learning Office strives to provide high quality, timely, relevant, and continuous professional growthexperiences for staff members to enhance their expertise to help students meet or exceed standards and reach their fullpotential. These experiences are data-driven, results-based, and designed to address staff learning needs at all levels(ES, MS, HS and Central Office) and designed for individuals, teams, schools, clusters, departments, and system-wide,as identified by the SIP Process, the implementation of OttW, PBL, Blended Learning, and the creation and use ofdigital content. Professional Learning is aligned with the Learning Forward Standards for Professional Learning to improve theknowledge, skills, attitudes, and aspirations of staff members in content and pedagogy. Professional Learningexperiences are also aligned with the VA DOE Teacher Performance Standards, and the Principal/Leader PerformanceStandards; to provide ongoing opportunities for individual and collective growth to help LCPS achieve our StrategicGoals. Research-based evaluation models will be employed to assess the impact of PD on adult practice and studentlearning.


STAFF DEVELOPMENT


145

1. Funded the first phase of OttW and PBL professional learning experiences for administrators and teachers. 2.Provided funds to provide dual-enrollment course teacher certification for teachers of English, Math, and SocialSciences.



Continue to support the Strategic Plan "Vision 2020," OttW, PBL, Blended Learning and the creation and use of digitalcontent to serve adult learners in schools by supporting continuous school improvement priorities as reflected in SIPs,and to improve the instructional expertise of teachers and those who support them by: 1. Creating a comprehensive and cohesive Professional Learning Program proposal that outlines a process thatestablishes the process, approval paths, vetting, delivery, communication paths, and monitoring of professional learningwithin LCPS. 2. Securing, organizing and communicating the logistics required to ensure the delivery of quality One to the Worldprofessional learning for all stakeholder groups, along with a process for assessing the impact on staff performance andstudent learning. Accomplishing these two goals will help build staff expertise to achieve the strategic goals of delivering effective andefficient support for student success, cultivating a high-performing team of professionals, and developing knowledgeablecritical thinkers, communicators, collaborators, creators, and contributors.


John P. O'ConnorStaff Development Supervisor


STAFF DEVELOPMENT


146




147


Personnel Full Time Salaries $621,533 $587,241 $674,651 $684,063 $737,938 7.9 % Part Time Salaries $19,917 $7,424 $8,575 $4,832 $8,132 68.3 % Benefits $280,954 $244,707 $293,676 $325,547 $350,845 7.8 %Total Personnel $922,403 $839,372 $976,902 $1,014,442 $1,096,915 8.1 %

Operations and Maintenance Contractual Services $0 $0 $265 $0 $0 0.0 % Materials, Supplies and Equipment $30,531 $25,314 $65,489 $63,079 $55,474 -12.1 % Computers and Software $0 $0 $649 $700 $700 0.0 % Training and Continuing Education $22 $862 $2,290 $1,950 $6,600 238.5 %Total Operations and Maintenance $30,554 $26,176 $68,693 $65,729 $62,774 -4.5 %

Total $952,957 $865,547 $1,045,595 $1,080,171 $1,159,689 7.4 %

Positions 14.0 14.0 13.0 14.5 13.5


FTE FTE

Supervisor 0.5 0.5

Teacher 6.0 6.0


Total 13.5 13.5


STARTING TOWARD EXCELLENCE IN PRE-SCHOOL


148

BUDGET OVERVIEW

PERSONNEL

The personnel line includes salaries and all fringe benefits for 13: six teachers and seven teacher assistants. The STEPprogram also shares a Supervisor with Head Start.


Operations and maintenance expenditures provide instructional materials, training and education, and a daily meal forchildren attending the STEP preschool program.

Increased the integration of technology, including the Promethean Board, with instructional activities whichsupport the revised Virginia Foundation Blocks for Early Learning: Comprehensive Standards for Four-Year-Olds(2013), and

•

Provided additional enrichment experiences for students including artist residencies from the Wolftrap InstituteResidency Program.

•



Implement a new meal plan for all STEP students in which students will receive a full meal (in place of a snack)each day, and morning classes will receive breakfast while the afternoon classes will receive lunch, and

•

Increase the number of STEP classes, as funding permits and classroom space becomes available, for at riskstudents in areas where there is a waiting list for enrollment.

•

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYDr. W. Michael MartinDirector of Instructional Programs

Alexis DuffinSTEP Supervisor

PROGRAM DESCRIPTION

Starting Towards Excellence in Pre-School (STEP) is a program that serves children who are four by September 30.The curriculum is aligned with Virginia's Foundation Blocks for Early Learning and focuses on early literacy and earlymath instruction, as well as developmentally appropriate social and behavioral expectations. The goal is to close theachievement gap that might exist between the STEP students, who may be referred to as at-risk, and enable them toperform on a level consistent with their more advantaged peers. Criteria for enrollment includes any of thefollowing: homelessness, income eligibility (determined by federal guidelines), identified special needs within specificincome guidelines, and parents with low school achievement. Students must reside in a geographical area served bySTEP. STEP has a three hour program with a.m. and p.m. sessions. There are a maximum of 16 students per session.Twenty STEP classes (2015-2016) are located a nine sites: Buffalo Trail, Cedar Lane, Evergreen Mill, FrederickDouglass, Heritage HS , Meadowland, Rolling Ridge (4 classes), Steuart Weller, and Sully.


STARTING TOWARD EXCELLENCE IN PRE-SCHOOL


149


Personnel Full Time Salaries $192,325 $4,816 $133,661 $137,700 $137,700 0.0 % Part Time Salaries $0 $2,079 $0 $0 $0 0.0 % Benefits $6,491 ($8,524) $6,614 $10,534 $10,534 0.0 %Total Personnel $198,816 ($1,629) $140,275 $148,234 $148,234 0.0 %

Operations and Maintenance Contractual Services $5,444 $828 $773 $800 $800 0.0 % Materials, Supplies and Equipment $21,668 $33,560 $33,072 $37,272 $37,272 0.0 % Computers and Software $50 $0 $69 $0 $0 0.0 % Training and Continuing Education $243 $0 $0 $0 $0 0.0 %Total Operations and Maintenance $27,405 $34,388 $33,914 $38,072 $38,072 0.0 %

Total $226,221 $32,759 $174,189 $186,306 $186,306 0.0 %

Positions 0.0 0.0 0.0 0.0 0.0


FTE FTE

Total


SUMMER IN THE ARTS


150

BUDGET OVERVIEW

PERSONNEL

The personnel line includes salaries for administrative personnel to prepare and manage Summer in the Arts (SIA) andinstructional personnel to operate the program. The total number of teachers is dependent on the number of enrolledstudents.


The Summer in the Arts budget reflects the resources and materials necessary to operate classes, workshops, andperformances.

Continued Support of Core Beliefs: 1, 2, 3, 4 and Strategic Goals: 1, 2, 3 through the following:

Provided leadership opportunities for both students and staff through the intern program.•Provided various types of classes to meet the needs of the community of students we serve.•Collaborated with DTS to refine the on-line registration process.•



Continue to support our LCPS Core Beliefs: 1, 2, 3, 4, and Strategic Goals: 1, 2, 3 through the following:

Collaborate with visiting artists as requested by SIA instructors to enhance the overall experience.•Provide leadership opportunities for administrative interns striving to become principals.•Continue the student intern program for high school students.•


Melissa A. Pagano-Kumpf and Michael PiersonArt Supervisor/Music Supervisor

PROGRAM DESCRIPTION

Summer in the Arts- Strategic Goals: 1, 2, 3 and Core Beliefs: 1, 2, 3, 4

Summer in the Arts is a dynamic summer experience in the visual, performing, literary, world language, culinary, andtechnical arts. During this summer program, students in rising grades 6-12 are provided opportunities to explore newexperiences in the arts, or continue to practice and improve skills they have previously learned at home. Classes will be held for approximately two weeks. The instructional day totals five hours and provides opportunities totake up to four different classes. Transportation is provided. The two week experience will conclude with the ArtsExplosion event where students may showcase their experiences and performances for their parents, friends, and thepublic. The cost is $425 per student. This program is 100% self-funded (and in fact over the years has proved to take inmore funds than it costs to run the program) by the tuition charged to participants.


SUMMER IN THE ARTS


151


Personnel Full Time Salaries $2,464,378 $2,302,651 $1,691,087 $2,952 $3,099 5.0 % Part Time Salaries $7,709 $2,432 $0 $2,567,689 $2,167,245 -15.6 % Benefits $30,048 ($13,600) $26,439 $196,654 $166,031 -15.6 %Total Personnel $2,502,135 $2,291,483 $1,717,527 $2,767,295 $2,336,375 -15.6 %

Operations and Maintenance Materials, Supplies and Equipment $21,980 $4,852 $23,672 $0 $0 0.0 %

Training and Continuing Education $922 $0 $0 $0 $0 0.0 %Total Operations and Maintenance $22,902 $4,852 $23,672 $0 $0 0.0 %

Total $2,525,037 $2,296,335 $1,741,199 $2,767,295 $2,336,375 -15.6 %

Positions 0.0 0.0 0.0 0.0 0.0


FTE FTE

Total


SUMMER SCHOOL


152

BUDGET OVERVIEW

PERSONNEL

Personnel includes part-time salaries for staffing at the six "partnership" elementary sites and six "regional" sites as wellas staffing for Special Education students in compliance with their IEPs.


Materials for the elementary summer school STEM curriculum are funded through the LCPS Science Office.

Supported School Board Goals 1, 2, and 4 through the following:

Allowed our four Title I schools to host a customized summer STEM program designed for students who resided in theirschool attendance zones and staffed by their teachers who best know and understand their needs.

Allowed for additional students struggling in reading and/or math across the district to receive remedial instruction at six"regional" sites in July, 2015 (Buffalo Trail ES, Countryside ES, Kenneth Culbert ES, Rosa Lee Carter ES, SteuartWeller ES, and John Tolbert ES).

For the first time, sought and received reimbursement from VDOE under their Remedial Summer School Program.


PROGRAM DESCRIPTION

Summer programs provide students the opportunity to participate in intensive, academic instruction in specific contentareas. Elementary students who require additional opportunities for direct instruction in a small class setting participateat the recommendation of their classroom teachers. The instruction at the elementary level is geared towardstrengthening the skills needed to meet federal, state, and local expectations for grade level achievement. In the elementary program, the intended outcome is that students gain new skills and strategies in reading and math,become more proficient at problem solving, and develop greater confidence that will assist them in the academicchallenges they may face. Teachers provide individualized instruction in reading and math using a STEM-basedcurriculum (Science, Technology, Engineering, and Mathematics). At the elementary level, there will be six"partnership" sites for schools struggling to meet AMO requirements to provide customized instruction to their students.The proposed sites are Forest Grove ES, Guilford ES, Rolling Ridge ES, Sterling ES, Sugarland ES, and Sully ES.

In order to meet the needs of struggling elementary students across the district, six "regional" summer school sites willbe established to serve identified students from specific geographic areas and school attendance zones.

In FY16, for the first time in LCPS history, funding for this program was sought from the Virginia Department ofEducation under the "Remedial Summer School Program."


SUMMER SCHOOL


153



Plan and deliver specific preparation for Standards of Learning (SOL) tests for students in grades 3-8,•Strengthen students' achievement in language arts and math using a hands-on, engaging STEM-basedcurriculum,

•

Provide the six "partnership" schools and six "regional" sites with funding to provide a summer remediationprogram in reading and math using a STEM-based curriculum for targeted, teacher-identified students.Arrangements will be made to serve breakfast and lunch daily at the partnership schools.

•


Dr. W. Michael MartinDirector of Elementary Education


SUMMER SCHOOL


154




155


Personnel Full Time Salaries $0 $0 $0 $183,534 $612,070 233.5 %

Benefits $0 $0 $0 $111,296 $275,177 147.2 %Total Personnel $0 $0 $0 $294,829 $887,247 200.9 %

Operations and Maintenance Materials, Supplies and Equipment $0 $0 $0 $12,500 $117,700 841.6 % Computers and Software $0 $0 $0 $0 $45,832 0.0 % Training and Continuing Education $0 $0 $0 $0 $6,600 0.0 %Total Operations and Maintenance $0 $0 $0 $12,500 $170,132 1,261.1 %

Capital Outlay Computers and Software $0 $0 $0 $0 $185,031 0.0 %


Total $0 $0 $0 $307,329 $1,242,410 304.3 %

Positions 0.0 0.0 0.0 2.0 8.0


FTE FTE

Director 1.0 1.0

Supervisor 1.0 1.0

Analyst 1.0 1.0

Support 1.0 5.0

Total 4.0 8.0


TEACHING AND LEARNING


156

BUDGET OVERVIEW

PERSONNEL

The personnel line includes salaries and all related fringe benefits for 3.0 FTEs. A Supervisor of Project Management isbeing added to ensure that division projects are complete. Two Instructional Materials Technicians were repurposed forthe funding of this position. During FY 17 this person will be heavily involved with the Strategic Plan: Vision 20/20 andOne to the World. The additional FTE's is due to the reorganization in the Department of Instruction.


Operations and maintenance funds provide targeted training opportunities for the successful implementation of the Oneto the World instructional initiative; Project-Based Learning; the use of Digital Content to meet the needs of a diversestudent body; and blended learning opportunities designed to personalize learning for ALL LCPS students. Targetedprofessional development will be designed and implemented to support these goals. The following monies are repurposed from the following budgets:

English: $22,796 Music: $162,225 Reading: $10.00 FLE: $302,092 Total of: $487,123

The Office for Teaching and Learning was a newly created office in July 2015. In its short existence, Teaching andLearning has supported the initial phase of OttW and PBL professional learning experiences for administrators andteachers.


PROGRAM DESCRIPTION

The Office for Teaching and Learning is responsible for the strategic direction, organization and delivery of qualityinstruction in all LCPS schools and programs. To support the diverse learning needs of LCPS students, InstructionalSupervisors in the Office for Teaching and Learning will create and design professional development aimed atpersonalizing the learning for students using Digital Content and Blended Learning opportunities to meet students'needs along the learning continuum.

One to the World is an instructional initiative that addresses what an LCPS graduate should know and be able to do.This instructional approach focuses on significant content and important competencies and the joy of teaching andlearning. By working at the intersection with other departments, opportunities will be created for LCPS teachers tosuccessfully employ the 4 key elements of One to the World:

1. Significant content and important competencies

2. Authentic, challenging problems in the world

3. Public product for the world

4. Connected with the world




157


Support the strategic actions and goals of the Strategic Plan "Vision 20/20" to serve LCPS teachers by:

Supporting Principal and District leaders in the implementation of the One to the World instructional initiative andproject-based learning.

•

Expanding opportunities for teachers to reach all learners through the use of Digital Content to providepersonalized learning experiences for students in all subject areas, particularly mathematics instruction.

•

Providing blended learning materials, resources, and tools, enabling teachers to offer students a wide variety oflearning experiences that support the characteristics of a 21st century learner.

•


James E. DallasDirector of Teaching and Learning




158




159


Personnel Full Time Salaries $0 $0 $0 $179,710 $529,574 194.7 % Part Time Salaries $0 $0 $0 $285,000 $287,850 1.0 % Benefits $0 $0 $0 $105,384 $297,847 182.6 %Total Personnel $0 $0 $0 $570,094 $1,115,271 95.6 %

Operations and Maintenance Contractual Services $0 $0 $85,381 $145,160 $147,000 1.3 %

Total Operations and Maintenance $0 $0 $85,381 $145,160 $147,000 1.3 %

Total $0 $0 $85,381 $715,254 $1,262,271 76.5 %

Positions 0.0 0.0 0.0 2.0 8.0


FTE FTE

Supervisor 1.0 1.0


Teacher 0.0 6.0

Support 0.2 0.0

Total 2.2 8.0


VIRTUAL LOUDOUN


160

BUDGET OVERVIEW

PERSONNEL

Supervisor (1.0):

The Virtual Loudoun Supervisor is responsible for the organization, operation, and coordination the on-line programoffered through Loudoun County Public Schools, Virtual Loudoun. In accordance with these responsibilities, the VirtualLoudoun Supervisor assists in the planning, development, implementation, direction, and assessment of the VirtualLoudoun program.

Instructional Specialist (1.0):

The instructional designer will create programs for courses using technology as their delivery system. The instructionaldesigner will collaborate with educators on how to use technology in the Virtual Loudoun classroom that meets theneeds of both teacher and student. Virtual Loudoun teacher-led courses will be maintained by the instructional designer.The instructional designer will work with content vendors to update our current courses and explore options to enhanceand improve our virtual courses. In addition to developing course software, the instructional designer will producetraining material and update and maintain the Virtual Loudoun web page.

FY17 Staffing changes:

6.0 Full time Virtual Loudoun teachers will serve LCPS students is the areas of secondary Math, Science, SocialSciences, English, and Health and Physical Education. Virtual Loudoun teachers will also make valuablecontributions to the course content and support students though periodic face-to-face interactions/lessons. Thecost of these teachers is budget neutral as they are funded by the reallocation of funds previously assigned toaccommodate face-to-face "zero-periods" at each high school. Rather than offering only one subject area duringzero-period at each high school, counselors can offer students all the options available in Virtual Loudoun.

•

The staffing change in FY17 for the support position is due to the Department of Instruction reorganization.•

PROGRAM DESCRIPTION

Virtual Loudoun offers online high school credit courses aligned to the Virginia Standards of Learning. Virtual Loudounprovides an educational experience to Loudoun students that increases choice and options. The program also servesnon-LCPS students.

Virtual Loudoun courses are primarily taught by LCPS teachers using courses owned by LCPS. Courses are taughtthrough the use of VISION, Loudoun County Public School's learning management system (LMS). Additional coursesoffered are provided though a third-party private vendor. All courses provide the educational content using onlineresources. Students are able to work at their own pace to complete assignments asynchronously inside and outsidetraditional school hours and settings. Virtual Loudoun courses are available during the regular school year in two termsas well as during summer session.


VIRTUAL LOUDOUN


161


Operations and maintenance expenditures support the Virtual Loudoun program in the following ways: Course updates and improvements for content are a reoccurring cost for Virtual Loudoun estimated to be ten percenteach year of the original course costs. This cost increases with the availability of additional courses for purchase.Additionally, equipment is needed for each virtual employee. Teacher stipends are also provided for teachers of VirtualLoudoun and for those who teach the Online Methodology course which is required for teachers who would like to applyto teach Virtual Loudoun courses. The Online Methodology Course prepares teacher to teach in the online environment.An additional cost associated with Virtual Loudoun is the cost to use a third party vendor to provide instruction and/orcourses through a learning management system (LMS) when courses selected are not owned by LCPS.

These accomplishments support goals 1, 2, and 3 of the VISION 20/20 Strategic Goals:

In winter of 2015, Virtual Loudoun was approved by the Virginia Department of Education to act as a MultidivisionOnline Provider (MOP). MOP status enables Virtual Loudoun to enroll students in courses from any district toprovide them with course credit in the state of Virginia.

•

During the 2014-2015 school year approximately 190 students completed courses with Virtual Loudoun. Morethan 1,000 students were served in the Spring/Summer session of 2015.

•

A total of more than 2,200 students have been served through the Virtual Loudoun program since its inception inthe summer of 2014.

•

Over 60 teachers completed the Online Methodology Course required to be eligible to apply and be selected toteach with Virtual Loudoun. An additional 60 teachers are currently enrolled in the Online Teaching Methodologycourse.

•

In addition to the over twenty courses originally purchased to offer to students, Virtual Loudoun will add anadditional three courses in spring and summer of 2016 to VISION.

•



The goals of Virtual Loudoun are focused to support goals 1, 2, and 3 of the VISION 20/20 Strategic Goals:

Virtual Loudoun will expand the course offerings available to Loudoun County students in both content varietyand grade level offerings to all secondary LCPS students.

•

Virtual Loudoun will continue to improve course content and activities to create engaging courses for all learners.•Virtual Loudoun will create a collaborative and creative team of full-time teachers in 2016-2017.•Virtual Loudoun will serve the adults of the community as an alternative to the GED program currently offered.•Virtual Loudoun will be explained and highlighted to Loudoun home school and private school families as anoption and possible choice for high quality instructional content.

•

Virtual Loudoun will provide 3,000 Loudoun County and Virginia students with a high school credit virtualexperience.

•

Virtual Loudoun will expand our Multidivisional Online Provider (MOP) enrollment to students throughout thecommonwealth of Virginia.

•




VIRTUAL LOUDOUN


162




163



Operations and Maintenance Contractual Services $21,831 $717 $1,485 $53,550 $53,550 0.0 % Materials, Supplies and Equipment $144,037 $156,702 $187,010 $174,752 $174,752 0.0 % Computers and Software $52,312 $57,053 $44,169 $64,000 $64,000 0.0 % Training and Continuing Education $72,300 $66,674 $44,254 $38,485 $35,485 -7.8 %Total Operations and Maintenance $290,481 $281,146 $276,917 $330,787 $327,787 -0.9 %

Total $697,302 $663,539 $639,131 $643,103 $733,245 14.0 %

Positions 3.0 3.0 3.0 2.5 2.5


FTE FTE

Supervisor 1.0 1.0


Support 1.0 0.5

Total 3.0 2.5


WORLD LANGUAGES AND CULTURES


164

BUDGET OVERVIEW

PERSONNEL

The personnel line includes salaries for the Supervisor of World Languages and the Specialist for World Languages,overtime for peak workloads, and all related fringe benefits. The staffing change for FY17 is the reallocation of the .50support position due to the Department of Instruction reorganization.


Operations and maintenance expenditures provide materials and supplies needed to support language programs orinitiatives, support the World Languages and Cultures Office and departments at schools which includes daily officeactivities, district meetings, mileage for itinerant teachers, instructional resources, teacher training and education oncurrent trends and best practices, curriculum, assessment and staff development. Support the opening of new schoolsand the growth in students enrolling in world language classes at the middle school and high school is included. There isalso an anticipated increase in the number of students attending the Governor's Summer Foreign Language Academiesand STARTALK.

Budget funding also includes:

1. Contract costs for district wide digital subscriptions (Thisislanguage, Linguazone, YABLA, Interactive Achievement,GenialKlick)

2. Adoption of digital resources for students in lieu of textbooks.

3. Implementation of elementary foreign language program

4. Support for Seal of Biliteracy and credit through testing initiatives.

PROGRAM DESCRIPTION

The World Languages and Cultures Division of the Department of Instruction affords students from elementary schoolthrough high school the opportunity to study an array of world languages. For SY2016 - 2017, the Loudoun County Public Schools World Language program of study begins in kindergarten. Itbegins in kindergarten at a school that offers a full day. In this first year of implementation, one elementary schoolserves as immersion centers that offers dual language programs in Spanish. This early language learning program setsthe foundation for greater success and higher level of second language acquisition. Students who have studied andattained higher proficiency in two or more languages by high school graduation will be eligible to receive the Seal ofBiliteracy from the Commonwealth of Virginia. This award encourages students to pursue biliteracy, honors the skillsour students attain, and can be evidence of skills that are attractive to future employers and college admissions offices.

The secondary world language program begins in grade 7. Choices of languages include French, German, Latin,Spanish or Spanish for Fluent Speakers. Throughout high school, students may continue the study at the honors levelsof these languages to the Advanced Placement Level or begin a three-year program of American Sign Language orMandarin Chinese. Through these programs, the LCPS World Languages and Cultures Office provides language skills and preparation forstudents to have a broad understanding of the world, proficiency in other languages, and knowledge of other cultures.




165


Increase the number of students accepted to attend the Governor's Foreign Language Academies and STARTALK.

•

Work with teacher committees to create, revise and/or expand assessments, curricula and lesson plans for increasing enrollment in all languages.

•

Develop online world language classes aligned to LCPS curricula. •Implementation of new programs.•Work with teacher committees to adopt new instructional resources for students enrolled.•



Continue to support School Board Goals 1 and 2 (Strategic Goals 1-3) through the following:

Increase the number of students accepted to attend the Governor's Foreign Language Academies and STARTALK.

•

Work with teacher committees to create, revise and/or expand assessments, curricula and lesson plans for alignment with district initiatives.

•

Develop online world language classes aligned to LCPS curricula. •Implementation of new elementary program.•Work with teacher committees to adopt digital instructional resources for students enrolled in all languages.•Implementation and support for Seal of Biliteracy and credit through examination.•


Suzette F. WyhsWorld Languages and Cultures Supervisor




166

DEPARTMENT SUMMARY

Middleburg Community Charter School The Loudoun County School Board in May of 2014 approved the opening of Middleburg Community Charter School forthe fall of 2014. Funding for the MCCS is outlined in the contract agreement approved by the school board. Thefunding outlined represents the intent to fund MCCS based on the conditions of the contract. Middleburg Charter Schoolis a public school which will provide the children of Loudoun County an SOL based, academically rigorous, art andmusic enhanced, integrated curriculum. Children will attain knowledge and critical thinking skills that will allow them toachieve advanced academic skills and strong personal values. Through a theme based, interdisciplinary curriculum,including rigorous literacy and math instruction, Middleburg Charter School will prepare students for middle and highschool and beyond with a knowledge of core disciplines, understanding of scientific principles and an appreciation of thearts. The Middleburg Charter School Committee grew from the activities of a group of concerned parents and communitymembers. As Middleburg Elementary School was facing the threat of closure, these parents and community membersjoined together to secure the future of the school. Their goal: to keep a vibrant, public elementary school within theTown of Middleburg. With the encouragement and sanction of the Loudoun County School Board, a solution was foundin the charter school model.

Hillsboro Charter Academy The Loudoun County School Board in June of 2015 approved the opening of Hillsboro Charter Academy in the fall of2016. Funding for the HCA is outlined in the contract agreement approved by the school board. The funding outlinedrepresents the intent to fund HCA based on the conditions of the contract. The mission of the Hillsboro CharterAcademy is to provide an SOL-based, academically rigorous school of choice to Western Loudoun families bymaintaining the historic presence of a school in Hillsboro and keeping the small, community-based approach of theschool, while welcoming families from throughout Loudoun County. The target student population is Kindergartenthrough Grade 5 students of Hillsboro and surrounding communities. This is a rural and diverse population, some ofwhom are considered at-risk students. The school welcomes applications from any K-5 student in Loudoun County andwill require parental involvement in order to support the community based mission of the charter. The broadercommunity of the Hillsboro Charter Academy (HCA) is dedicated to working cooperatively to ensure that each and everyone of our students grows academically, socially, and personally. Research clearly demonstrates that a student’ssuccess is highly influenced by the school/home partnership. We at the Hillsboro Charter Academy value our familiesand their investment in their child’s experience.

FY17 CHANGES

Middleburg Community Charter Schools funding is based primarily on student enrollment. Enrollment changes willaffect funding. Changes in personnel cost are a natural result of changes in staffing and reflect cost changes based onnegotiated salary and benefits for these employees.

The opening of Hillsboro Charter Academy in the fall of 2016 represents an increase in the funding allocation to thisbudget category. All funding contractually agreed upon between HCA and the Loudoun County School Board has beenadded.

DEPARTMENT OF CHARTER SCHOOLS


167

BUDGET HISTORYDivision FY13 Actual FY14 Actual FY15 Actual FY16 Budget FY17 BudgetHillsboro Charter Academy 0 0 0 0 1,560,731

Middleburg Community Charter School 0 0 1,439,487 1,496,862 1,338,021

Total $0 $0 $1,439,487 $1,496,862 $2,898,752

Positions 0.0 0.0 0.0 11.9 18.9



168


Personnel Full Time Salaries $0 $0 $727,237 $599,617 $949,849

Benefits $0 $0 $190,101 $322,245 $475,590

Total Personnel $0 $0 $917,337 $921,862 $1,425,439

Operations and Maintenance Materials, Supplies and Equipment $0 $0 $522,149 $575,000 $1,473,313

Total Operations and Maintenance $0 $0 $522,149 $575,000 $1,473,313

Total $0 $0 $1,439,487 $1,496,862 $2,898,752

Positions 0.0 0.0 0.0 11.9 18.9



169




Operations and Maintenance Materials, Supplies and Equipment $0 $0 $0 $0 $1,000,000 0.0 %

Total Operations and Maintenance $0 $0 $0 $0 $1,000,000 0.0 %

Total $0 $0 $0 $0 $1,560,731 0.0 %

Positions 0.0 0.0 0.0 0.0 7.0


FTE FTE

Librarian 0.0 0.5

Teacher-Kindergarten 0.0 0.5

Teacher-Grade 1-5 0.0 4.0


Custodian 0.0 1.0

Total 0.0 7.0


HILLSBORO CHARTER ACADEMY


170

BUDGET OVERVIEW

PERSONNEL

7.0 FTEs at Hillsboro Charter Academy are anticipated to be LCPS employees.


The operation and maintenance expenditure provides for the LPCS per pupil payment to Hillsboro Charter Academy.

Hillsboro Charter Academy will begin operations for the 2016-2017 School year.





PROGRAM DESCRIPTION

Hillsboro Charter Academy takes a differentiated approach to preparing students for the 21st Century. As LoudounCounty’s second public charter school, HCA plans to incorporate science, technology, engineering, the arts and math(STEAM) into each child’s “Student Learning Plan.” Students will be immersed in a rich, multi-sensory, project-basedlearning environment.


HILLSBORO CHARTER ACADEMY


171


Personnel Full Time Salaries $0 $0 $727,237 $599,617 $572,236 -4.6 %

Benefits $0 $0 $190,101 $322,245 $292,472 -9.2 %Total Personnel $0 $0 $917,337 $921,862 $864,708 -6.2 %

Operations and Maintenance Materials, Supplies and Equipment $0 $0 $522,149 $575,000 $473,313 -17.7 %

Total Operations and Maintenance $0 $0 $522,149 $575,000 $473,313 -17.7 %

Total $0 $0 $1,439,487 $1,496,862 $1,338,021 -10.6 %

Positions 0.0 0.0 0.0 11.9 11.9


FTE FTE

Teacher 1.5 1.5

Librarian 0.2 0.2

Counselor 0.3 0.3

Teacher-Grade 1-5 7.0 7.0


Custodian 0.5 0.5

Total 11.9 11.9


MIDDLEBURG COMMUNITY CHARTER SCHOOL


172

BUDGET OVERVIEW

PERSONNEL

11.9 FTEs at Middleburg Community Charter School are LCPS employees.


The operation and maintenance expenditure provides for the LCPS per pupil payment to Middleburg Community CharterSchool.

Middleburg Community Charter School opened in the Fall of 2014. FY15 was Middleburg's first year open as a charterschool.



Provide a life-long quality education to students.•Enable students to learn using methods that work best for them and at their own pace. •



PROGRAM DESCRIPTION

Middleburg Community Charter School develops life-long learners who are curious, caring, reflective, and productivemembers of the community. Students learn using methods that work best for each of them at their own pace and arechallenged through innovative public education.


MIDDLEBURG COMMUNITY CHARTER SCHOOL


173




174

DEPARTMENT SUMMARY

The Assistant Superintendent for Pupil Services provides leadership and coordination for the offices of SpecialEducation, Diagnostic and Prevention Services, Student Services, and the related programs that support studentperformance through specialized instruction, school counseling, student registration, health, social work, prevention,attendance, homebound, assessment and diagnostic and psychological services. Additionally, the AssistantSuperintendent of Pupil Services provides oversight for the implementation of policies and procedures for specialpermission, home instruction, religious exemptions, kindergarten exemptions and tuition requests; prepares schoolBoard appeals under Policy 2-20 and interprets federal and state laws and regulations for administrative and school staffto ensure compliance. Pupil Services staff focus on prevention and intervention approaches in the schools and are committed to the "Educationof the Whole Child" to ensure safe, healthy, and supportive learning environments for all students. The FY17 budget isfocused on several initiatives that continue to support these goals for addressing academic, behavioral, social/emotionaland health needs of LCPS students. These continuous initiatives include: Positive Behavioral Interventions andSupports (PBIS), Responsive Instruction (RI), School Ambassadors, Bullying Prevention, academic and career planning,standards-based IEPs, Restorative Practices, and behavior assessment and intervention team planning. The Assistant Superintendent provides leadership and direction for the development and implementation of countywideinitiatives for children, youth and families; and promotes interagency collaboration with departments and agency headsrepresenting Loudoun County Community Services Board (Mental Health, Substance Abuse & DevelopmentalServices), Juvenile Court Services, Health Department, Family Services, the Sheriff's Office, and the Community Policyand Management Team. Liaison support is also provided to the Health, Safety and Transportation Committee of theSchool Board. The Assistant Superintendent continues to strengthen partnerships with colleges and universities, such as NorthernVirginia Community College and George Mason University (GMU) to promote academic and transition programs forstudents and professional development for teachers. As an appointed member of the Advisory Committee for theCollege of Education and Human Development at GMU, the Assistant Superintendent provides input for mutuallybeneficial initiatives for LCPS students and professional learning for staff.

FY17 CHANGES

Personnel expenditures account for about 97% of the total budget for the Department of Pupil Services.The Operationsand Maintenance expenditures account for 3%. There are no Capital Outlay expenditures. All positions requested are for staff for the new Madison’s Trust Elementary School and enrollment growth related tomandated services to provide direct support to students and staff in all 89 schools.

DEPARTMENT OF PUPIL SERVICES


175

BUDGET HISTORYDivision FY13 Actual FY14 Actual FY15 Actual FY16 Budget FY17 BudgetAssistant Superintendent for Pupil Services 580,064 574,326 629,772 677,809 701,030

Diagnostic and Prevention Services 8,066,409 8,377,323 8,835,988 9,505,663 10,225,260

Special Education 110,240,345 118,075,299 128,482,255 135,257,103 149,987,899

Student Services 31,330,009 32,259,684 34,755,362 37,577,731 39,639,142

Total $150,216,828 $159,286,632 $172,703,378 $183,018,307 $200,553,331

Positions 2,033.7 2,134.2 2,220.7 2,290.0 2,454.8



176




Benefits $42,894,575 $45,370,257 $51,456,312 $56,532,436 $63,574,023

Total Personnel $144,511,837 $153,644,491 $167,023,516 $177,474,762 $194,699,495



Computers and Software $276,672 $285,634 $231,650 $218,980 $200,796



Capital Outlay Computers and Software $26,400 $0 $0 $0 $0

Furniture and Equipment $7,495 $0 $18,956 $0 $0

Total Capital Outlay $33,895 $0 $18,956 $0 $0

Total $150,216,828 $159,286,632 $172,703,378 $183,018,307 $200,553,331

Positions 2,033.7 2,134.2 2,220.7 2,290.0 2,454.8



177


Personnel Full Time Salaries $403,165 $414,929 $449,202 $464,722 $483,902 4.1 % Part Time Salaries $23,442 $1,013 $0 $27,898 $27,898 0.0 % Benefits $139,350 $144,259 $165,522 $171,904 $173,745 1.1 %Total Personnel $565,957 $560,201 $614,723 $664,524 $685,545 3.2 %

Operations and Maintenance Contractual Services $2,180 $1,500 $0 $2,114 $2,114 0.0 % Materials, Supplies and Equipment $7,384 $6,476 $9,128 $7,737 $7,874 1.8 % Computers and Software $0 $155 $1,589 $927 $1,300 40.2 % Training and Continuing Education $4,542 $5,993 $4,331 $2,507 $4,197 67.4 %Total Operations and Maintenance $14,107 $14,125 $15,049 $13,285 $15,485 16.6 %

Total $580,064 $574,326 $629,772 $677,809 $701,030 3.4 %

Positions 5.0 5.0 5.0 5.0 5.0


FTE FTE


1.0 1.0

Analyst 1.0 1.0

Support 2.0 2.0

Coordinator 1.0 1.0

Total 5.0 5.0


ASSISTANT SUPERINTENDENT FOR PUPIL SERVICES


178

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries for staff in the Office of the Assistant Superintendent for Pupil Services consisting of:

Assistant Superintendent for Pupil Services •Pupil Services Coordinator •Administrative Assistant •Program Assistant •Financial Analyst•


Operations and maintenance expenditures provide the materials and supplies needed in the Office of the AssistantSuperintendent for Pupil Services. This expenditure also includes professional association fees, professionaldevelopment, professional publications and subscriptions, and mileage. The FY16 budget request was reduced by 10%to streamline expenditures. The FY17 budget request is an increase of $2,220 (16%) to reflect actual expenditures.

PROGRAM DESCRIPTION

The Assistant Superintendent for Pupil Services provides leadership and coordination for the offices of SpecialEducation, Diagnostic and Prevention Services, and Student Services that support student performance throughspecial education instruction, school counseling, health, diagnostic, psychological, social work, student assessment,student assistance, student registration, attendance, and homebound services. The Office of the AssistantSuperintendent for Pupil Services includes operations such as inter/intra-departmental communication andcoordination, bookkeeping, accounting and financial analyses, collaboration and coordination with Loudoun Countyhuman services agencies, preparation of School Board and Health, Safety, and Transportation (HST) Committeeagenda items, the processing of special permission, home instruction, religious exemption, kindergarten exemption,tuition requests, data collection and analyses for Policy 8-20 and preparation/management of related appeals.




179

Facilitated the ongoing strategic planning process for Department of Pupil Services (DPS) administrative teamwith a focus on collaborative goals, activities/strategies and effectiveness measures for all DPS initiatives andanalyzed outcomes to establish future direction; coordinated efforts of HST committee aligned with School Boardpriorities.

•

Provided leadership and direction for the implementation of academic and behavioral multi-tiered systems ofsupport in several schools to support the implementation of Responsive Instruction (RI) and Positive BehavioralInterventions and Supports (PBIS) frameworks to improve student achievement and school climate, and promotestudent success.

•

Provided leadership to interagency collaboration efforts with Loudoun County Departments of Family Services,Court Services, Community Services Board, the Health Department, and the Sheriff's Office to promote SafeSchools initiatives, through the coordination of resources with county agencies as an active member of theCommunity Policy and Management Team, Juvenile Justice Group and Loudoun Health Council.

•

Implemented School Board Policy 8-20, Student Assignment, which offered school choice to 2,755 approvedrequests (16% increase).

•

Managed and processed 3,132 special permission requests (15% increase), and 32 appeals to the School Board(146% increase); 1,800 (2% increase) Notice of Intents for home instruction, 1,814 (22% increase) academicprogress submissions for home instruction, 38 (40% increase) tuition requests and 47 (13% increase) religiousexemptions; increased parent access to the DPS website resulting in 14,676 (12% increase) targeted visits to theSpecial Permission website and 10,782 (21% increase) targeted visits to the Home Instruction website.

•

Strengthened community college and university partnerships (NVCC, GMU) through advisory committee rolesand projects to promote the capacity of LCPS to recruit, retain and train special education personnel, expandopportunities for internships and field experiences for Pupil Services staff and future leaders and expand courseopportunities for students; initiated partnership with Johns Hopkins University, Center for Prevention of YouthViolence to further Bullying Prevention efforts.

•





180


Continue to lead the Department strategic planning process and implementation of the strategicactions, performance measures, target outcomes and action steps that provide the basis for the work of pupilservices staff in the schools;continue to monitor and evaluate student and staff outcomes and review and reviseaction steps/plans as needed to achieve expected outcomes.

•

Continue to provide direction and support for implementing research based academic( RI) and behavioral (PBIS)frameworks to support student success and continue to evaluate outcomes for effectiveness.

•

Continue to implement Safe Schools initiatives to include a positive framework to promote student success.These include: bullying prevention, threat assessment, suicide prevention, positive behavioral intervention andsupports, restorative practices, School Ambassadors, behavior intervention plans, food allergy safety andprevention, crisis intervention, and safe practices for the use of seclusion and restraint.

•

Continue to promote leadership development for current and aspiring leaders to achieve a highly qualifiedworkforce and viable succession plan in collaboration with LCPS and university programs to include: specialeducation teacher licensure, applied behavior analysis certificate, educational leadership endorsement, specialeducation leadership certificate, psychology, social work and counseling internships and practicum experiencesfor educational diagnosticians.

•

Continue to expand interagency collaboration efforts among Loudoun County agencies and college and universitypartnerships to include Johns Hopkins University and University of Virginia programs focused on positive schooldiscipline, discipline disproportionality and bullying prevention.

•

Implement improvements to the Special Permission online filing system to provide families with enhanced onlinesubmission methods, including Family Relocation during the school year, and to ensure that the informationprovided aligns with that in the Student Information Database so that both systems have accurate data.

•

Enhance communication regarding Student Assignment ( Policy 8-20) information to principals so they may easilyreference their students on special permission and other student assignments with accuracy.

•

Continue to enhance the Home Instruction website by allowing families to submit evidence of academic progressdirectly to the website and continuing to expand the online Notice of Intent. Both submissions will provide familieswith a unique reference number as a receipt.

•


Dr. Mary V. KealyAssistant Superintendent for Pupil Services




181



Operations and Maintenance Contractual Services $1,100 $6,429 $1,000 $0 $0 0.0 % Materials, Supplies and Equipment $359,425 $365,918 $465,148 $465,549 $458,910 -1.4 % Computers and Software $5,440 $11,032 $3,624 $24,760 $9,600 -61.2 % Training and Continuing Education $87,407 $88,370 $86,803 $104,466 $107,387 2.8 %Total Operations and Maintenance $453,372 $471,750 $556,575 $594,775 $575,897 -3.2 %

Total $8,066,409 $8,377,323 $8,835,988 $9,505,663 $10,225,260 7.6 %

Positions 71.0 75.5 76.5 79.5 84.5


FTE FTE

Director 1.0 1.0

Supervisor 2.0 2.0

Support 7.0 7.0

Coordinator 6.0 6.0

Instructional Support 61.5 67.5

Specialist 1.0 1.0

Total 78.5 84.5


DIAGNOSTIC AND PREVENTION SERVICES


182

BUDGET OVERVIEW

PROGRAM DESCRIPTION

The Office of Diagnostic and Prevention Services (ODPS) is responsible for the leadership, management, and provisionof eligibility services, early intervening services, school psychology services, educational diagnostic services, andassessment services for students in all schools. This office manages, supports, and trains all schools in the implementation of Individuals with Disabilities Education Act(IDEA) in the areas of child study, referral, evaluation, reevaluation, and eligibility and in the implementation of Section504 of the Rehabilitation Act for the identification, evaluation, and placement of disabled students to ensure compliancewith state and federal requirements. Eligibility Services staff coordinates the Child Study team process in all LCPS schools. The Child Study team developsinterventions to meet the educational and behavioral needs of students, provides classroom consultative support toteachers, and refers students who are suspected of having an educational disability under the IDEA or Section 504.When students do not respond to team-developed interventions or are suspected of having a disability through a reviewof performance evidence, the team refers the students for comprehensive evaluations, administered by trained andknowledgeable school professionals. When evaluations are completed, a school eligibility team holds a meeting within65 business days from the referral date to determine a student's eligibility. Students who are found eligible for specialeducation services are referred to the Office of Special Education and school-based special education staff to developan individual education program (IEP). Eligibility Services staff coordinate and manage the Section 504 process in all schools. Students who have beenreferred, evaluated, and identified under Section 504 receive accommodations and services that are designed to meettheir individual educational needs as adequately as the needs of nondisabled students. The purpose of Section 504 isto ensure that disabled students have equal access and opportunity to participate in LCPS programs and services. ODPS staff provide early intervening services, training, and supports to schools and students through the ResponsiveInstruction and the Positive Behavioral Interventions and Supports frameworks. In collaboration with the Department ofInstruction, these approaches integrate assessment and intervention within a multi-tiered prevention system to supportschool improvement and to maximize student achievement and school climate. Through early intervening services,school teams use data to identify students at risk for poor learning outcomes, monitor student progress, provideevidence-based interventions, and change the intensity and nature of those interventions depending on studentresponsiveness. This office also provides leadership and professional supervision to school psychologists and educationaldiagnosticians and coordinates various services, such as instructional consultation and classroom interventions,depression awareness and suicide prevention, crisis intervention, and psychological counseling that includes mandatedintervention and support services to special education students in order to help them benefit from special education.Psychological counseling and behavioral consultation services are provided to students who need supports to improvetheir social and behavioral functioning in the classroom. ODPS staff oversee and implement other essential and necessary services in all LCPS schools. These services includethe management, training, and support of all school-based threat assessment teams whose purpose is to identify,report, and assess students who threaten violence and to intervene and resolve the underlying issues and potential forviolence. Crisis intervention services are organized and implemented in order to prevent, manage, and respond tocritical events that negatively affect schools and students. This work includes developing and implementing proceduresto assess and respond to suicidal risk in students and providing education to help students identify and respond tosuicidality and depression in themselves and others. The Assessment Services division administers and reports on the division’s implementation of the Virginia Assessment




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PERSONNEL

The Office of Diagnostic and Prevention Services includes personnel salaries for pupil services administrators, schoolpsychologists, educational diagnosticians, and office support staff to support students, parents, teachers, and schooladministrators in all schools. For the 2015-2016 school year, the Office of Diagnostic and Prevention Services added sixstaff from the Division of Assessment Services. The FY17 ODPS budget request includes the following additionalpositions: 5.0 School Psychologists Rationale: 1.0 school psychologist is requested for the opening of Madison's Trust Elementary School and to addressthe expected division-wide student enrollment growth of 2,402 students. 4.0 additional psychologists are requested based on the staffing standard of one psychologist per 2,000 students; thecurrent ratio is one psychologist per 2,211 students. The 4.0 additional psychologists will be for the following:

2.0 psychologists to reduce the number of assigned schools, especially in the Park View, Briar Woods, RockRidge and Stone Bridge clusters.

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0.5 psychologist to address the increased need for preschool diagnostic services; since 2010-2011, the ChildFind Center experienced a 45% increase in special education evaluations of preschool children.

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1.5 psychologists to address the need for expanded counseling and behavioral support for students identifiedwith emotional disabilities, ADHD, and autism spectrum disorders. The ratio for school psychologists hasremained around one psychologist per approximately 2,200 students since 2006-2007. Since that time, theprevalence of these identified behavioral disabilities has grown 105% as compared to a 45% increase in theoverall population. Additionally, continued support is needed for both PBIS prevention and early interventionbehavioral supports to meet the needs of at-risk general education students.

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By comparison, Fairfax County Public Schools employs 160 school psychologists with a resulting ratio of onepsychologist per 1,178 students; Prince William County Schools are staffed at one psychologist per 1,800 students. Mandates: These school-based positions are needed to provide mandated services to students, parents, and schoolsunder:

Individuals with Disabilities Act (34 CFR Part 300), Regulations Governing Special Education Programs forStudents with Disabilities in Virginia (8VAC20-81), Section 504 of the Rehabilitation Act (34 CFR Part 104) for

Serving on the school-based Child Study team to address in a timely manner all referral requests forchildren suspected of having a disability in order to provide early identification of disabilities and to makerecommendations to meet the educational needs of individual students and to provide early identification

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Program and locally administered standardized tests that includes:

Cognitive Abilities Test (CogAT)•Assessing Comprehension and Communication in English State-to-State for English Language Learners(ACCESS for ELLs)

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Virginia Standards of Learning (SOL) assessment •Virginia Alternate Assessment Program (VAAP) •Virginia Grade Level Alternative (VGLA) assessment •Virginia Substitute Evaluation Program (VSEP) •Virginia Modified Achievement Standards Test (VMAST) •

Assessment services supports all LCPS students through the administration and analysis of assessments that measurestudent achievement and serves as the assessment liaison to the Virginia Department of Education, ensuring thatassessments are administered in an accurate and equitable manner.




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of disabilities. Administering and interpreting appropriate psychological tests and assessment procedures to gatherrelevant information about the child and his or her educational needs in determining whether a child isdisabled

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Counseling as required to assist students with disabilities to benefit from special education◦Assisting parents in understanding the individual social-emotional needs of their child through theevaluation and eligibility process and making recommendations to parents that will allow them to supportthe implementation of their child's IEP.

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Developing positive behavioral intervention strategies through behavioral assessment, consultation, andsupport.

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Suicide Prevention (§22.1-272.1), Violence Prevention (§22.1-279.9), Threat Assessment (§22.1-79.4), andCrisis Management (§22.1-279.8) for providing suicide assessment, crisis response, and threat assessmentservices to schools and students.

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Individuals with Disabilities Act Early Intervening Services (34 CFR §300.226) for providing coordinated earlyintervening services for students who need additional behavioral supports to succeed in a general educationenvironment including professional development and behavioral evaluation, services, and supports. (e.g.,Positive Behavioral Interventions and Supports)

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1.0 Educational Diagnostician Rationale: 1.0 additional educational diagnostician is needed to provide mandated services for the opening of Madison’sTrust Elementary School and to address the expected division-wide student enrollment growth of 2,402. Mandates: This school-based position is needed to provide mandated services to students, parents, and schools underthe IDEA (34 CFR Part 300), Regulations Governing Special Education Programs for Students with Disabilities inVirginia (8VAC20-81), and Section 504 of the Rehabilitation Act (34 CFR Part 104). Specifically, these mandatedservices include:

Individuals with Disabilities Act (34 CFR Part 300), Regulations Governing Special Education Programs forStudents with Disabilities in Virginia (8VAC20-81), Section 504 of the Rehabilitation Act (34 CFR Part 104) for

Administering and interpreting appropriate educational tests and assessment procedures by trained andknowledgeable personnel as part of a group of specialists to gather relevant academic information aboutthe child and his or her educational needs in determining whether a child is a disabled.

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Testing to determine a child's present level of academic needs and achievement including qualification forthe IEP read aloud accommodation.

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Assisting parents in understanding the individual academic needs of their child through the evaluation andeligibility process and making recommendations to parents that will allow them to support theimplementation of their child's IEP.

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Serving as the special education teacher representative on the school-based Child Study Team to addressall referral requests for children suspected of having a disability in order to provide early identification ofdisabilities and to make academic and instructional recommendations to meet the educational needs ofindividual students.

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Meeting the requirements to have a special education teacher at eligibility meetings.◦

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Individuals with Disabilities Act Early Intervening Services (34 CFR §300.226) for providing coordinated earlyintervening services for students who need additional academic supports to succeed in a general educationenvironment including professional development and academic consultation. (e.g., Responsive Instruction andresponse-to-intervention practices)

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Operations and maintenance expenditures for the Office of Diagnostic and Prevention Services include individuallyadministered educational and psychological tests and test record forms needed for special education evaluations,CogAT and ACCESS for ELLs online testing, mileage reimbursement for inter-school travel, student interventionmaterials, and professional development to maintain our train-the-trainer models, such as PBIS, PREPaRE CrisisIntervention, and Response to Intervention. A reduction in FY17 operation and maintenance funding was achievedthrough decreases in FY16 one-time expenditures (i.e., headphones for online ACCESS testing, revised intelligence andachievement tests).

The Office of Diagnostic and Prevention Services supported the School Board goals through the following services:

Resulted in the following PBIS outcomes: the rate of violations has decreased from 20.69% to 18.31% since lastschool year; the percentage of students referred has correspondingly decreased from 9.4% to 8.6%; thepercentage of incidents involving out-of-school suspension (1.36%) and in-school restriction (4.5%) remainedvery low; and LCPS schools collectively gained 449 days of instructional time for students based on reductions inoffice discipline referrals compared to the baseline year.

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Managed 2,080 students referred and evaluated for special education and Section 504 services, identifying 1,167new children with an educational disability and continuing the eligibility for 447 special education students.

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Supported the individual needs of 3,723 general education students in Child Study; 85.9% or 3,197 students hadtheir educational and behavioral needs managed through Child Study team and subsequent classroominterventions.

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Provided 1) individual counseling support through 218 students resulting in an average goal attainment of 69%compared with their baseline of 41%, 2) behavioral consultation services to 839 students, 3) crisis supportservices to 257 students and in response to 13 critical incidents, and 4) depression awareness suicide preventionpresentations to 4,770 ninth grade students who reported significant improvement in knowing how to respond to asuicidal friend.

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Improved 3% in the area of oral reading fluency from winter 2013 to spring 2014 in the 28 schools using Aimswebto identify and/or progress monitor at-risk first grade students. At the time of the spring screening, 68% of firstgrade students and 72% of second grade students performed at or above the end-of-year Aimswebbenchmark score on the oral reading fluency probe, a strong predictor of success on the Virginia Reading SOLtest. This indicates a 2% increase in first graders from spring 2013 and a 1% increase for second graders fromspring 2013. Fifty percent of LCPS elementary schools are now using Aimsweb as a universal screener and/orprogress monitoring assessment.

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Coordinated and supervised the school division’s administration of the Virginia Assessment Program, as well aslocal assessments (CogAT, ACCESS). Over 177,000 tests were administered to 84,286 students. LCPSstudents earned an average pass rate of 87% in Reading and 85% in Mathematics, which is a 3% increase inReading and a 4% increase in Mathematics over the previous year’s SOL scores.

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The Office of Diagnostic and Prevention Services plans to support School Board Goals through the following:

Provide ongoing training and support to schools to reduce the discipline disproportionality and to improveequitable practices through the implementation of the PBIS problem solving model.

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Increase behavioral supports and counseling to meet the increased needs of special education students and at-risk general education students.

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Expand the response to intervention approach in additional schools for identifying, intervening, and monitoring at-risk students to promote student achievement.

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Assist schools in obtaining and analyzing data that informs instructional and assessment practices for allstudents. This will include the creation and distribution of new and existing reports (Pearson Access, CogAT, andACCESS) as well as collaborative data analysis with school teams.

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Continue to implement corrective actions to reduce the disproportionate identification and representation ofspecific racial/ethnic groups in specific special education disability categories.

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REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYDr. Mary V. KealyAssistant Superintendent for Pupil Services

John J. LodyDirector of Diagnostic and Prevention Services




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Operations and Maintenance Contractual Services $3,290,722 $3,369,157 $3,583,126 $3,404,993 $3,625,328 6.5 % Materials, Supplies and Equipment $553,752 $542,300 $479,644 $555,790 $592,073 6.5 % Computers and Software $172,596 $184,880 $109,807 $117,809 $76,746 -34.9 % Training and Continuing Education $423,354 $408,272 $264,154 $404,991 $417,087 3.0 %Total Operations and Maintenance $4,440,424 $4,504,608 $4,436,732 $4,483,583 $4,711,234 5.1 %

Capital Outlay Computers and Software $26,400 $0 $0 $0 $0 0.0 % Furniture and Equipment $7,495 $0 $18,956 $0 $0 0.0 %

Total Capital Outlay $33,895 $0 $18,956 $0 $0 0.0 %

Total $110,240,345 $118,075,299 $128,482,255 $135,257,103 $149,987,899 10.9 %

Positions 1,583.3 1,671.3 1,740.3 1,798.3 1,946.0


FTE FTE

Director 1.0 1.0

Supervisor 13.0 13.0


Dean 4.0 4.0

Teacher 914.0 993.0


Support 7.0 8.0

Coordinator 1.0 1.0


Specialist 1.0 1.0

Total 1,795.0 1,946.0


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BUDGET OVERVIEW

PROGRAM DESCRIPTION

The Office of Special Education is responsible for the planning, development, and implementation of programs andservices for students with disabilities, as outlined in the Individuals with Disabilities Education Improvement Act (IDEA2004) and the Every Student Succeeds Act and regulations. IDEA mandates school districts include the provision of afree and appropriate education for children with disabilities who are ages two through twenty-one inclusive. Further,IDEA mandates that school districts provide services to students in the least restrictive environment in a location that isas close to the student's home as possible, as well as a continuum of alternative placements. Requirements forservices include that special education and related services be designed to meet the unique educational needs ofchildren with disabilities, provide educational opportunity in the general curriculum to the extent possible with eachchild's individualized education program (IEP), and prepare children with disabilities for opportunities in post-secondaryeducation, employment, and independent living.

Special education services are provided to more than 8,556 students, ages 2 through 22. Services include the referral,evaluation,and identification of services through the Child Find screening process from preschool age throughgraduation or program completion. Services for preschool age students (ages 2-5) may be provided in the home,school, or a community setting. Related services include speech-language therapy, occupational therapy, physicaltherapy, adapted physical education, assistive technology, counseling, orientation and mobility services, and parentcounseling and training. Assistance with parent counseling and training is provided by the Parent Resource Center.

LCPS provides services to more than 675 preschool age students who have been identified as developmentallydelayed or in other disability categories, according to IDEA regulations. Other disabilities identified under IDEA includeautism, deaf and hard of hearing, emotional disability, learning disability, intellectual disability, multiple disabilities,orthopedic impairment, other health impairment, speech-language impairment, traumatic brain injury, or visualimpairment.

The student to teacher ratio for special education is lower than the ratio for students without disabilities and is based onthe Virginia Department of Education Special Education staffing requirements. For students who receive services in aspecialized special education environment, the ratio is no more than eight to ten students; and for students receivingresource services, the maximum caseload is twenty to twenty-four students. Student services are described as Level 1(a student who receives services less than 50% of the instructional day) or Level 2 (a student who receives servicesmore than 50% of the instructional day). In addition to maintaining staffing ratios, school districts are required to recruitand employ highly qualified staff. To maintain highly qualified staff, school districts provide professional developmentopportunities for staff to continue to meet these requirements.

To ensure that students receive appropriate and effective services, ongoing professional development is provided forgeneral and special education staff as well as collaboration and coordination of services among the service providers.The professional development is focused on a variety of topics such as inclusive practices, instructional and behavioralstrategies, universal design for learning, and technology applications. For new or struggling teachers, a new teachercourse is provided as well as mentoring support from veteran teachers. Training opportunities through the partnershipwith George Mason University also include special education licensure cohorts for teachers and teacher assistants andcohorts for an Autism certificate for teachers and an administrative leadership certificate and/or a master's degree forteachers and/or administrators. Further, training and support are provided to 89 schools and several county-wide sitessuch as Monroe Technology Center, Douglass School, and the Juvenile Detention Center in the implementation of thePositive Behavioral Interventions and Supports (PBIS) framework and 27 schools in the components of ResponsiveInstruction (RI), such as progress monitoring. Also, 54 schools have been trained in the Stetson Inclusive Practicesframework, designed to support educational programming for all students. These instructional frameworks requireongoing training and support to school-based staff provided by existing Pupil Services staff and will continue in theFY17 budget. Plans are underway to train an additional 18 schools in the Stetson framework during FY16 and 15schools during the FY17 school year.


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PERSONNEL

For staffing preparations, consideration must be given to both the unduplicated count and the duplicated count ofservices for students with disabilities. Staffing is based on services to students rather than the actual number of studentsreceiving special education services. Students may receive more than one service and, therefore, this needs to beaccounted for in calculating staffing. Students receive Level 1 (less than 50% of the instructional day) services orLevel 2 (50% or more of the instructional day) services. Level 2 students require a higher level of support, especiallystudents with more significant needs. The projected enrollment for FY17 is approximately 8,983, compared to a student count of 8,556 for FY16 (thisrepresents an anticipated growth of 5% (427 students). If staffing is only based on the unduplicated count, it is likely thatadequate staffing to meet student IEP needs would not be available. Other considerations used for staffing are:opportunities for students' participation in general education curriculum (inclusion), grade level distribution, growth in thenumber of students, mandated state staffing standards, and program locations within clusters. For FY17, the Office of Special Education increases by 141 positions. This increase reflects additional personnel for theopening of Madison Trust, expansion of services for students with significant needs, allocation of additional specializedprograms in planning areas (regional sites), support staff for students in the general education setting, and fouradministrators (an Autism Specialist, Secondary, a Procedural Support Specialist, and a Medicaid Specialist). The costsfor this additional staffing will be more than $12.5 million dollars. Also, included are 10 special education positions

It should be noted that school districts must comply with IDEA and ESEA/Every Student Succeeds Act requirements,which are very complex. In Virginia, implementation of the regulations is documented in the State Performance Plan.Data is collected on twenty indicators which emphasize high expectations for students with disabilities similar to thosefor students without disabilities. These expectations include graduation, reduction and prevention of student dropout,reduction in the number of suspensions and expulsions, participation in general education curriculum (inclusion),participation in the State Assessment (Standards of Learning) program, completion of referrals and eligibility withinestablished timeliness, and a smooth transition for students from one level to the next, as well as transition from highschool into post-secondary opportunities. Failure to comply with these 20 performance indicators results in correctiveaction against the school division.

The Virginia Special Education regulations and federal law Individuals with Disabilities Education (IDEA) 2004,mandates include:

A Free Appropriate Public Education (8VAC20-81-100) (34CFR 300.17).•Eligibility and the Response to Scientific Research-Based Intervention (RI) (8VAC20-81-80).•Individualized Education Program (8VAC20-81-110) (34CFR 300.306 through 34CFR 300.311) and §1111(b) (8)(D) and (E) of the ESEA.

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Least Restrictive Environment and Participation in General Education (8VAC20-81-130) (34 CFR 300.114).•Student Participation in District and State Assessments (8VAC20-81-110-G6) (34CFR 300.320(a) (6)).•Transition Services (8VAC20-81-110-GP and G10) (34CFR300.101(b) and 34CFR300.323 (b) and 34CFR300.43 and 34CFR300.320 (b)).

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Discipline Procedures and Use of Positive Behavioral Interventions (8VAC20-81-160) (34 CFR 300.530(a);34CFR 300.324 (a) (2) (i)).

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Special Education Staffing Requirements and Highly Qualified Staff (8VAC 20-41-40).•Parent Participation (8VAC20-81-110C & E; 8VAC20-81-170 A1b) (34CFR 300.322).•Coordinated Early Intervening Services(CEIS) (8VAC 20-81-260H) (34CFR 300.226 and 34CFR 300.646).•State Performance Plan (SPP) Indicators (8VAC20-81-20.18) (34 CFR 300.157 (b) and (c)).•Training for Paraprofessionals Working with Students with Autism (§22.1-298.3 of the Code of Virginia andHouse Bill 325).

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which will be held in reserve to accommodate any additional students or unanticipated needs in FY17. The 141 requested positions include 54 teachers, 68 teacher assistants, 5 speech language pathologists, 3administrators, and a secretary. The additional teachers, assistants, and support staff are for the newschool (Madison's Trust) and program expansion based on enrollment growth. The administrators (Procedural SupportSpecialist, Autism Specialist, Secondary, and a Medicaid Specialist) are needed to support the continued specialeducation growth. An additional 10 special education positions are included as a contingency to accommodate anyadditional students or unanticipated needs in FY17.

The requested teacher and support staff is calculated based on the Virginia Special Education Caseload StaffingRequirements. (8VAC20-81-340)

Mandates: The positions requested are necessary to:

Provide students with disabilities a free appropriate public education (FAPE)(8VAC20-81-100) in the leastrestrictive environment (LRE)

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Provide the opportunity for participation in the general education curriculum (8 VAC 20-81-130)•Ensure the implementation of services outlined in the students' Individualized Education Program (IEP) (8 VAC20-81-110).

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Maintain compliance with State Special Education Staffing Requirements (8VAC20-81-40).•

54.0 Teachers (enrollment Increase of 427 students)

6.0 Teachers - Madison's Trust Elementary School

The positions include : 2 positions for (Cross-Categorical), Autism(2), and Early Childhood Special Education (2)

Program Expansion

Rationale: Positions requested for enrollment increases for FY17 include:

16.0 teachers - Elementary level 1.0 Arcola; 1.0 Buffalo Trail; 1.0 Cardinal Ridge; 1.0 Cool Spring; 2.0 Discovery; 1.0 Dominion Trail; 1.0 FrederickDouglass; 1.0 Hillside; 1.0 Leesburg; 1.0 Little River; 1.0 Mountain View; 1.0 Pinebrook; 1.0 Rosa Lee Carter; 1.0Sycolin Creek; and 1.0 John Tolbert

10.0 teachers- Middle School level 2.0 Harmony Middle; 1.0 Harper Park; 1.0 J.L. Simpson; 1.0 J .M. Lunsford; 1.0 Mercer; 1.0 River Bend; 1.0 Smart'sMill; and 2.0 Stone Hill.

14.0 teachers - High School level 2.0 Freedom; 2.0 Heritage; 2.0 John Champe; 2.0 Loudoun Valley; 2.0 Park View; 1.0 Riverside; 1.0 Rock Ridge;and 2.0 Stone Bridge.

8.0 Teachers (for Expansion of Specialized Programs (Planning Areas and Student Needs) 5.0 teacher positions for planning areas to provide specialized programs for students with Multiple Disabilities andAutism 3.0 teacher positions for students requiring intensive specialized services for students with Autism and EmotionalDisabilities


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68.0 Teacher Assistants Rationale: The teacher assistant positions requested are for classroom support and student support in inclusiveclassroom settings to ensure that LCPS is in compliance with the regulations. The positions include:

8.0 teacher assistants - Madison's Trust

16.0 teacher assistants - Elementary level 1.0 Arcola; 2.0 Buffalo Trail; 1.0 Cool Spring; 2.0 Discovery; 1.0 Dominion Trail; 1.0 Frederick Douglass; 1.0Leesburg; 2.0 Little River; 1.0 Mountain View; 1.0 Pinebrook; 1.0 Rosa Lee Carter; 1.0 Sycolin Creek; and 1.0 JohnTolbert.

9.0 teacher assistants - Middle School level 2.0 Harmony; 2.0 J. L. Simpson; 1.0 J. M. Lunsford; 1.0 Mercer Middle; 1.0 Smart's Mill; and 2.0 Stone Hill Middle.

16.0 teacher assistants - High School level 3.0 Freedom; 2.0 Heritage; 3.0 John Champe; 2.0 Loudoun Valley; 2.0 Park View; 1.0 Riverside; 1.0 Rock Ridge; and2.0 Stone Bridge.

19.0 teacher assistants 10.0 for support of specialized programs 9.0 for support of intensive specialized services

Additional Positions

5.0 - 1.0 (Madison's Trust) and 4.0 Speech-Language Pathologists (enrollment growth)

3.0 - Administrators (Specialist, Procedural Support, Autism Specialist, Secondary, and a Medicaid Specialist); Oneadditional request is the conversion of the Supervisor, Special Education Procedural Support to Director, SpecialEducation Procedural Support.

1.0 - Secretary III (to support Medicaid claiming)

Rationale:

The requested speech-language positions are for growth and the conversion of 4 positions from contractual services tofull-time positions. Currently, LCPS employs 8 speech-language pathologists on a contractual basis. This request wouldallow at least 4 speech-language pathologists to be converted (50%) to full-time positions. One of the speech-languagepositions will support the Child Find Center and the remaining 3 positions will support the provision of services toidentified students.

The request for a Procedural Support Specialist is to provide additional support in the Office of Special EducationProcedural Support to support the continued growth in the number of requests for resolution of disputes. There hasbeen a 10% increase in the number of Independent Education Evaluations (IEEs), a 7% increase in the number ofmediation requests and a 40% increase in the number of complaints at the local, state and federal level. Managementof disputes requires the completion of responses within a specified timeframe. LCPS's goal is to be proactive in themanagement of stakeholder concerns by providing training and support to staff and families as well as working withfamily advocates to address the resolution of concerns and disputes. In managing the disputes, LCPS seeks toavoid sanctions by the Virginia Department of Education and/or the Office of Civil Rights.

The Autism Specialist, Secondary is needed to assist with the support for students, families and schools at thesecondary level. For the past few years, there has been an increase of 14% in the number of students identified and


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served at the secondary level, compared to an average increase of 6% at the elementary level. The Autism Specialist,Elementary will continue to focus on the early identification and supports needs for preschool and elementary studentsand the Autism Specialist, Secondary will focus on the building the foundation for students to transition from level tolevel and to adult opportunities.

The Medicaid Specialist would assist the school district with the training and oversight for ensuring that LCPS is incompliance with the Medicaid regulations. The specialist would also be responsible for ensuring the timely submission ofclaims, collaborating with the vendor and the Department of Technology Services to address data issues and to ensurethat security procedures and confidentially measures are maintained to protect student information. Also, the Specialistwill be responsible for coordination of billing reports with the Department of Business and Finance as well as conductinga regular review of accounting procedures to ensure that billing timelines for VDOE are met.

The request for a secretary III is to provide technical support for the Medicaid Specialist since this individual will beworking with than 350 staff members at the 89 schools. (It is anticipated that the two requested positions for Medicaidwould be funded by the revenues the school district receives for its Medicaid claims.)

It is requested that an existing 10 month transition teacher position be converted to a transition specialist, which wouldbe a 12 month position and would allow transition services to be supported year round. This individual is needed tosupport staff, students, and families in strategic planning for transitions from middle school to high school and to adultpost-secondary opportunities for students.

Part Time Salaries have been increased to account for trends from previous years for certified and classified substitutes.


Operations and maintenance expenditures provide funding for materials and equipment to support the needs of studentsand staff responsible for the provision of special education services. These funds include funding for nursing services forstudents with severe disabilities, costs for litigation to resolve disputes, contractual services for independent educationalevaluations and contractual related services providers of speech, occupational therapy, and sign language services,when needed. Other operation and maintenance expenditures include funding for instructional supplies, minorequipment, test protocols, mileage reimbursement, and professional development for staff, such as preparation forspecial education licensure, university cohorts for leadership programs, and preparation for behavioral support forstudents with Autism. Funding also includes costs for maintenance and general repair of audiometers as well as repairand replacement of assistive technology equipment. FY17, there is an increase of approximately 5.1% ($227,651) in expenditures. The changes reflect an increase in legalfees ($164,298); Professional Services ($30,620); Educational Supplies ($18,347); and nominal increases in Repair andMaintenance, and Mileage. The increases in Legal Fees and Professional Services are related to anticipatedexpenditures related to legal proceedings and contractual services based on actual expenditures during the current andpast fiscal years.

CAPITAL OUTLAY

No capital outlay expenses are included in the FY17 budget.


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Conducted professional development (five Courageous Conversation segments) for all school special educationadministrators on the implementation of effective inclusive practices for students with disabilities. Theprofessional development opportunities provided more than 120 administrators the keys and steps toimplementing and checking the fidelity of inclusive practices.

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Received a Virginia Department of Education (VDOE) grant for Co-teaching. A Co-teaching Demonstration sitewas established at Harmony MS for professional learning throughout the Northern VA Region. This model hasbeen successful as a PD model for staff in LCPS and surrounding school divisions.

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Supported training for more than 850 paraprofessionals who work with students on the autism spectrum to meetnew VDOE mandated training requirements. The training modules offered two options: face-to-face or on-line.

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Provided monthly, job-embedded, needs-based, professional development sessions for 67 new special educationteachers (approximately 45% of new hires) and sessions for special education administrators (school based andcentral office) providing "just-in-time" skill/knowledge development sessions as well as a mentoring and coachingcomponent.

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Supported the integration of instruction and behavior within the required indicators of Indistar as a part of theCore District Leadership Team, District Leadership Team, School Leadership Team, and Principal meetings.Information was provided to the stakeholders regarding the importance of an integrated approach in the processof embedding behavioral practices with the focus of continuous school improvement.

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Supported ninety-two percent (82/89) of the schools in the implementation of (PBIS) framework by using thePBIS data application to make data driven decisions regarding tiered level support for students.

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Achieved an on-time graduation rate of 95% for students with disabilities, as compared to the VA rate of 86.6%.•



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Continue to implement the division and department strategic action related to improving student achievement;provide support to students with disabilities in meeting the Annual Measurable Objectives (AMOs) in reading andmath and to decrease the gap in achievement compared to nondisabled peers; provide strategies and supports toenhance the performance of students with disabilities through professional development and collaboration withschools in the development of School Improvement Plans by implementing a tiered system of differentiatedsupports to align with the individual needs of the students.

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Continue to implement the division and department strategic action related to discipline disproportionality toreduce the rate of suspension and close the discipline disproportionality gap for students with disabilities throughthe provision of professional development and collaboration with school staff with a focus on positive alternativesto out of school suspensions; continue to review /revise data and action steps and monitor progress towardstudent outcomes.

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Continue to implement the division and department strategic action related to inclusive practices to increase theparticipation of students with disabilities in general education environments and their access to the generaleducation curriculum, using effective inclusive practices.

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Provide access to a full continuum of transition services for careers, college and life by empowering studentswith disabilities to make meaningful contributions to the world.

•

Increase the focus on training and support and career and transition services for students with ASD transitioningfrom one level to the next - elementary to secondary and secondary to post-secondary programs for careers/employment, education/training and independent living.

•

Continue to provide school-based administrators training in systematic procedures for ensuring compliance andaccountability for the implementation of the requirements of IDEA regulations as well as proactive strategies forthe successful management/resolution of disputes.

•


Mary M. KearneyDirector of Special Education


SPECIAL EDUCATION


195



Operations and Maintenance Contractual Services $380,312 $360,836 $342,874 $181,823 $247,659 36.2 % Materials, Supplies and Equipment $223,997 $143,759 $139,830 $138,068 $131,104 -5.0 % Computers and Software $98,636 $89,568 $116,629 $75,484 $113,150 49.9 % Training and Continuing Education $60,250 $57,497 $53,216 $56,527 $59,307 4.9 %Total Operations and Maintenance $763,194 $651,659 $652,550 $451,902 $551,220 22.0 %

Total $31,330,009 $32,259,684 $34,755,362 $37,577,731 $39,639,142 5.5 %

Positions 374.4 382.4 398.9 407.2 419.3


FTE FTE

Director 1.0 1.0

Supervisor 4.0 4.0

Attendance Officer 5.0 5.0

Teacher 1.0 1.0

Counselor 210.8 215.9

Nurse 52.0 53.0

Health Clinic Specialist 43.0 44.0

School Nurse Assistant 2.4 2.4

Analyst 1.0 1.0

Support 53.0 53.0

Coordinator 1.0 1.0


Specialist 1.0 1.0

Total 410.2 419.3


STUDENT SERVICES


196

BUDGET OVERVIEW

PROGRAM DESCRIPTION

The Office of Student Services provides students with the mandated counseling, attendance, student health, and socialservices necessary to ensure an educational program that is tailored to individual needs. A full range of services isoffered to students including school counseling services and programs, school social work services, substance abuseprevention services, attendance monitoring, homebound and home-based instruction, residency determination andverification, McKinney-Vento eligibility and support, and school-based student health services. The annual revision ofthe Program of Studies and the Student Rights and Responsibilities are also essential services of the office.

School counseling staff are assigned to each school to provide a comprehensive array of services, working withstudents and school staff to facilitate students' learning and success. Counselors provide instruction and services thatfocus on the academic, career, and personal/social domains. The counseling program is based on the American SchoolCounseling Association (ASCA) framework. Each counselor works closely with school staff to identify needed servicesto support student achievement and address personal/social growth, attendance, and factors that may inhibit classroomsuccess. Counselors develop specific written agreements with principals to plan how the activities of the program willprovide maximum support for student achievement through direct services to students.

School Social Workers are school based staff who provide direct services to students in small groups and on anindividual basis for social/emotional needs to support student achievement. They are the link between home, school,and the community by providing services to promote and support students academic and social success. Referrals forcommunity resources are completed by school social workers. School social workers provide support to the PBISprogram and the Restorative Practices work, which requires their consistent partnership with their assigned school topromote activities that enhance a positive school climate and monitor data for desired outcomes. School social workersassist with connecting at-risk students and their families with Loudoun County Mental Health for assessment andrecommendations for further therapeutic intervention services. They provide crisis intervention services as needed andserve as members of the central crisis team to assist in responding to larger crises involving students, families, staff,and the community.

Student assistance specialists provide services for all students through their work in Substance Abuse Prevention andIntervention and as primary providers for Restorative Practices including development of training and programmaterials, presentations for school staff, local agencies, and parent groups. The school-based services providedinclude substance abuse assessments; student interviews for students who are referred and provide recommendationsand/or referrals for services. They also conduct classroom presentations: co-present substance abuse, bullyingprevention, and depression awareness modules in secondary level health classes. Student Assistance Specialists arealso part of the central crisis team and assist in responding to larger crises involving students, families, staff, and thecommunity.

In accordance with Virginia School Health Guidelines, Student Health Services provides care to ill and injured students,administers medication, performs vision and hearing screenings, trains school personnel to safely care for students withmedical concerns, and reviews physicals and immunizations for school entrance. Clinic personnel manage the day-to-day care of students with health concerns, maintain information about the health and medical needs of all students,communicate with parents and staff, and encourage good hygiene practices for students and staff. Resource Nursessupervise and evaluate the Health Clinic Specialist in the elementary schools and develop health-related trainingprograms for school personnel. The Resource Nurse must be a Registered Nurse (R.N.) with at least a Bachelor'sdegree in Nursing. Middle and High School clinics are each staffed by a full-time R.N. Elementary School clinics arestaffed by a full-time Health Clinic Specialist who is supervised by a Resource Nurse. In some elementary schools,R.N.s are employed because of unique needs of medically fragile children.

Attendance Services provides direct support to schools to maintain a high standard of attendance within LoudounCounty. Attendance Officers are authorized and required to investigate matters pertaining to the attendance of school-


STUDENT SERVICES


197

PERSONNEL

The Office of Student Services includes personnel salaries for 410.2 employees including administrators, schoolcounselors, school social workers, attendance officers, school nurses, school health clinic specialists, and office supportstaff to support 90 schools. An increase of 15.0 positions is being requested to provide staffing to new schools and accommodate an increase instudent enrollment and to maintain established Staffing Standards. Part time salaries have been increased for Middle School Counselors to have extra paid days in the summer beyondcontract.

STUDENT SUPPORT SERVICES 1.0 School Social Worker: Rationale: This position is needed to provide mandated services for the opening of Madison’s Trust ES and to addressthe expected division-wide student enrollment increase of 2,402. Mandates: These school-based positions are needed to provide mandated services to students, parents, and schoolsunder:

Federal laws PL 110-351 (Fostering Connections);•IDEA 33 CFR Parts 300 & 301.34 (Individuals with Disabilities Education Act, Related Services Provision) •and Virginia SB 1038, Chap. 154 Foster Care; •Code of Virginia Crisis Management §22.1-279.8; •§22.1-272.1 Suicide Prevention.•

These mandated services include:

Completing socio-cultural assessments as part of the evaluation for students in the special education eligibilityprocess and counseling services.

•

Providing individual student counseling for students in situations of homelessness, domestic violence, andsubstance abuse or mental health issues.

•

Providing training and participate in school-based Restorative Practices circles and conferences; serve as amember of the Restorative Practices team to provide direct service to schools.

•

Conducting small group counseling for students in all grade levels for goal directed support for studentsdeveloping social/emotional skills and skill-based education groups for personal development.

•

aged children. Attendance Officers manage complaints in a timely manner to ensure the opportunity for studentsuccess and to meet legal requirements. Each school is assigned an Attendance Officer who works with students,parents, guardians, and school officials to encourage good school attendance and promote academic success.

Loudoun County Public Schools homebound instruction program is designed to provide continuity of educationalservices between the classroom and home/hospital for students who must be confined due to a medical need, eitherphysical or psychological, that contraindicates school attendance for a limited period of time. Homebound servicesinvolves coordination with parents, physicians, school counselors, and other school professionals to ensure studentacademic needs are met while confined to the home or hospital for medical reasons.

Services for registration are also provided by a Senior Registrar in the Office of Student Services. The Registrarprovides guidance for all school-based attendance secretaries. Grant funds administered through the Office of StudentServices provide funds for students eligible for services under the McKinney-Vento Act. The liaison coordinatesservices for homeless students and families with school personnel for specific needs including meals, transportation,and other supports.


STUDENT SERVICES


198

Facilitating individual and small group student support services to address social/emotional concerns thatinterfere with school success.

•

Providing individual counseling for students eligible for special education as part of the IEP. •Collaborating with teams to facilitate and support the School Ambassadors program, the PEER Helper program,the PBIS framework, and crisis intervention.

•

Co-facilitate Suicide Prevention and Depression Awareness presentations, small groups and individual support.•

1.0 Specialist, Student Assistance Programs:

Rationale: Student assistance specialists provide services for all students through their work in developing positivealternatives to suspension including serving as the lead division for Restorative practices. In addition, the StudentAssistance specialists are the primary providers of services for substance abuse prevention and intervention. Thisincludes assessment, direct service to students, consultation with parents/families and referrals to outsideagencies/providers. They also provide support for the division Crisis Interventiontea

Mandates:These school-based positions are needed to provide mandated services to students, parents, and schoolsunder:

8VAC20-320-10 Tobacco Education;Instruction related to drug and alcohol use/abuse; •§22.1-279.8 Crisis Management; and •§22.1-272.1 Suicide Prevention. •

These mandated services include:

Providing school consultations for positive discipline alternatives. •Responding to school requests for Restorative Practices training for staff, facilitation of Restorative Circles andRestorative Conferences.

•

Serving as primary liaisons with the Loudoun County Sheriff for education and awareness for the community insubstance use and abuse and high risk behaviors and affiliations.

•

Conducting substance abuse assessments; student interviews for students who are referred and providerecommendations and/or referrals for services.

•

Delivering classroom presentations: co-present suicide prevention, substance abuse, bullying prevention, anddepression awareness modules in secondary level health classes.

•

Providing central crisis team and assist in responding to larger crises involving students, families, staff, and thecommunity.

•

SCHOOL COUNSELING SERVICES 5.1 School Counselors Rationale: Additional counselors are needed to provide staffing for enrollment growth in secondary schools. Elementary: Application of the staffing standard to the redistributed enrollment of students due to the addition of Madison’s Trustrequires a slight reduction of 1.4 FTE. Middle School: Middle school counselors are requested based on enrollment growth at each of the following schools: Stone Hill andMercer. High School: Counselors are requested to maintain the staffing standards and enrollment growth at John Champe, Dominion,Freedom, Riverside and Rock Ridge.


STUDENT SERVICES


199

Mandates: These school-based positions are needed to provide mandated services to students, parents, and schoolsunder: §22.1-279.820-131-240 C and D Administrative and Support Staff; §20-542-560 Staffing requirements for school counselors; §22.1-208.01 Competencies for School Counselors ; §22.1-272.1 Suicide Prevention; and §22.1-279.8 Character Education § 22.1-276.01 Bullying Prevention LCPS School Board Policy 8-41 Bullying Prevention These mandated services include: Providing individual attention with students and school staff to facilitate students' learning and success for courseplanning, Academic and Career planning and post-secondary planning. Delivering instruction and services that focus on the academic, career, and personal/social domains. Conduct suicide assessments and participate in threat assessments for individual students. Provide direct instruction for bullying prevention and character education through classroom lessons, presentations andsmall groups. Identifying needed services to support student achievement and address personal/social growth, attendance, andfactors that may inhibit classroom success. Developing specific written agreements with principals to plan how the activities of the program will provide maximumsupport for student achievement through direct services to students

STUDENT HEALTH SERVICES 2.0 positions: 1.0 Health Clinic Specialist (Madison’s Trust ES); 1.0 Resource Nurse.

Rationale: To maintain Staffing Standards with enrollment growth of 2,402 students.

Mandates: These school-based positions are needed to provide mandated services to students, parents, and schoolsunder

§ 22.1-274 School Health Services; §22.1-253.13:2 relating to providing support services includes the provisionof at least three employees have current certification or training in emergency first aid, cardiopulmonaryresuscitation, and the use of an automated external defibrillator and (ii) if one or more students diagnosed ashaving diabetes attend such school, at least two employees have been trained in the administration of insulin andglucagon;

•

§22.1-274.2. Possession and self-administration of inhaled asthma medications and epinephrine by certainstudents or school board employees;

•

§22.1-279.822.1-273.2, Parent Educational Information Regarding Eating Disorders; •HB 2028 Public schools; cardiopulmonary resuscitation and automated external defibrillators.•

1.0 Health Clinic Specialist: Madison's Trust ES. School-based services provided include:

Providing health services under the direction and supervision of a registered nurse including first aid for routineand emergency situations;

•

Conducting state mandated screenings and medication administration; Reviewing and maintaining health recordson each student in the school;

•

Completing documentation of student immunization requirements and follow-up. •


STUDENT SERVICES


200

Monitoring and treatment for a variety of chronic conditions including ADHD, as well as potentially life threateningconditions such as severe allergies and asthma.

•

Treating illness and injury for all students •Communicating with classroom staff as well as parents. •Managing medications and other procedures trained •Managing seasonal flu and other communicable diseases in terms of prevention, treatment, and communicationwith school staff and families and for state reporting purposes through the Office of Student Services, StudentHealth Services.

•

1.0 Resource Nurse: 6-8 Assigned Schools

Rationale: LCPS Staffing standards require a Resource Nurse for each 6-8 elementary schools. With 56 elementaryschools, the number of Resource Nurses is requested to increase from 6 to 7. Duties of the Resource Nurse include:

Supervising nursing responsibilities, daily interventions, and training requirements for Health Clinic Specialists •Developing Individual Health Care Plans and 504 Plans (>5000 total; 833/resource nurse). •Assisting the Student Health Services Supervisor with evaluations of the 8 assigned HCS in elementary schools. •Conducting training for school-based and transportation staff on health/medical procedures, particularly medicallyfragile students.

•

Meeting throughout the year with parents of students who require an Individualized Health Care Plan; attendingChild Study meetings, 504, and IEP meetings.

•

Reviewing doctor's orders and communicates with health care providers for clarification and instruction. •Providing training LCPS staff members from administrators to cafeteria monitors in Medication Administration,Diabetes Management, Epi-pen administration, First Aid, CPR, and AED use.

•

Presenting medical emergency classroom management to all LCPS substitutes. •Conducting mandated vision and hearing screenings. •Assisting with the review and revision of all program guidelines; collects data and contributes to state reports. •


Operations and maintenance expenditures for the Office of Student Services include counseling services to classes,individuals, and groups; instructional materials; software; expenses for LCPS College and Career events; CAMPUS,School Ambassadors, and PEER Helper program expenses; health clinic equipment and supplies, mileagereimbursement; and intervention resources used by instructional support staff in the provision of services to students,families, and schools. Schools are required to stock Epinephrine Auto-Injectors for emergency use for students (§ 22.1-274.2. Possession and self-administration of inhaled asthma medications and epinephrine by certain students or schoolboard employees). School counseling services provides funding for the materials and administration of the PSAT for students in grades 9-11 (increase of $64,741 reflects test administration at three levels), and the cost of the Naviance College and Careerreadiness software updates and licenses for middle and high school students and families (increase of $36,365 for fullimplementation at middle and high school). The 22% increase ($99,318) in Operations and Maintenance is attributed tothe additional costs associated with the PSAT ($64,741) and Naviance middle school ($36,365) offset slightly ($1,788)by reductions in other areas.


STUDENT SERVICES


201

Provided specialized health safety training for over 350 transportation staff members who work with students withmultiple disabilities or who are medically fragile.

•

Provided presentations of the Substance Abuse Prevention program to 3,780 Middle School students and 3,317High School students to educate them on strategies to prevent substance use.

•

Conducted 36 Restorative Practices cases across all levels to; 84 students; 53 general education students and31 special education students. Total number of original suspension days was 200: 94 days were saved due tothe restorative practices process (58 days were saved for regular education students and 36 days for specialeducation students).

•

Submitted applications for the American School Counselor Association (ASCA) “RAMP” (Recognized ASCAModel Program) designation for John Champe High School, Freedom High School and Forest Grove Elementarydesignation, for delivering comprehensive, data-driven programs

•

Provided direct services for homebound instruction to provide direct instructional services to 63 students througha Combination of Services plan to facilitate gradual transition to full day attendance.

•



Expand the number of schools participating in the ASCA RAMP cohort by adding ten additional schools for initialtraining in the scope and preparation for the application process.

•

Expand school implementation of Restorative Practices as a positive alternative to discipline and for promotion ofpositive problem-solving as a prevention strategy and to improve communication using conferences, circles, andschoolwide language approaches.

•

Continue efficiency in Student Health Services by refining procedures and protocols to expand availability ofpersonnel for training, professional development and empowering clinic personnel.

•

Strengthen collaborative relationships to streamline the process for providing services for students receivinghomebound and homebased services with Student Support services and Instructional Supervisors.

•

Continue to expand leadership opportunities for school social workers and school counselors to strengthensupport networks for school based staff.

•


Dr. Suzanne JimenezDirector of Student Services


STUDENT SERVICES


202

DEPARTMENT SUMMARY

Grants included in this section are:

Adult Education •Adult Jail Education •Career & Technical Education Equipment •Carl Perkins •Head Start •Howard Hughes Medical Institution •Individual Student Alternative Education Program (ISAEP) •Junior Navy ROTC Program •Juvenile Detention Center •Mentor Teacher Program •PAVAN •Phonological Awareness Literacy Screening (PALS) •Project Graduation •Safe Routes to School •Teaching in Loudoun County •Technology Grant •Title I Part A •Title I Part D - JDC •Title I Part D Sub Part B•Title II Part A •Title III A - ELL •Title VIB IDEA (Education of the Handicapped) •Title VIB IDEA (Pre-School Incentive Grant) •Title X Part C (McKinney-Vento Homeless Assistance Act) •Virginia Pre-School Initiative •

FY17 CHANGES

Changes were made to reflect expected revenue levels. The grants included in this section are funded by federal, state,and locally contributed funds.

DEPARTMENT OF GRANTS


203

BUDGET HISTORYDivision FY13 Actual FY14 Actual FY15 Actual FY16 Budget FY17 BudgetAdult Education 187,478 192,454 184,015 193,621 174,109

Adult Jail Education 114,041 110,792 118,743 110,365 127,104

ARRA-State Stabilization Funds 0 0 0 0 0

Career & Technical Education Equipment 71,203 74,488 69,218 71,203 56,490

Carl Perkins Grant 647,152 419,324 450,353 439,680 439,680

Federal Education Jobs Fund Grant 148,447 0 0 0 0

Grants-Other 321,228 317,946 275,244 0 0

Head Start 1,411,511 1,413,047 1,546,797 1,513,232 1,566,378

Howard Hughes Medical Institute 1,319,750 984,464 1,088,432 1,000,000 1,000,000

Individual Student Alt Ed Program (ISAEP) 31,434 31,434 31,434 31,434 31,434

Junior Navy ROTC Program 79,571 128,539 109,371 18,000 18,000

Juvenile Detention Center 642,114 686,711 766,940 720,318 824,050

Mentor Teacher Program 55,879 36,781 124,781 75,295 77,219

PAVAN 49,367 54,150 52,240 50,000 50,000

PEP (Carol White) 98,436 0 0 0 0

Phonological Awareness Literacy Screening (PALS)

333,312 396,963 608,803 620,988 620,988

Project Graduation 16,622 22,994 25,771 28,648 15,086

Safe Routes to Schools 0 39,604 80,888 609,282 67,600

Teaching American History 271,937 337,737 53,289 0 0

Teaching in Loudoun County 58,107 60,056 66,660 65,066 65,066

Technology Grant 3,248,129 1,402,612 3,661,259 2,353,000 2,379,000

Title I Part A 1,384,847 1,286,074 1,453,985 1,479,444 1,586,480

Title I Part D - JDC 8,363 3,720 4,572 12,500 12,500

Title I Part D - Sub Part B 0 0 0 0 84,641

Title II Part A 648,332 554,148 451,799 506,325 506,228

Title III A - ELL 493,263 679,433 581,104 686,851 747,674

Title VIB IDEA (Education of the Handicapped) 9,569,325 8,650,635 7,859,144 9,608,963 9,651,201

Title VIB IDEA (Pre-School Incentive) 143,672 124,421 124,062 124,062 123,453

Title X Part C (McKinney-Vento Homeless Assistance Act)

49,682 43,870 29,827 35,000 35,000

Unanticipated Grant Funding 0 0 0 750,000 750,000

Virginia Pre-School Initiative 392,072 430,500 442,500 450,000 449,996

Total $21,795,273 $18,482,899 $20,261,231 $21,553,278 $21,459,375

Positions 157.0 153.8 155.3 156.5 157.0



204



Part Time Salaries $588,517 $734,798 $869,410 $1,885,975 $966,906

Benefits $4,169,583 $3,594,862 $3,515,353 $3,734,706 $3,920,899

Total Personnel $15,122,783 $14,206,788 $13,750,664 $15,685,160 $15,798,456

Operations and Maintenance Contractual Services $485,702 $580,536 $301,447 $804,289 $348,692


Computers and Software $2,892,537 $1,828,024 $4,437,241 $2,692,266 $3,052,341



Capital Outlay Computers and Software $448,559 $0 $44,364 $207,680 $266,680

Furniture and Equipment $166,437 $43,541 $45,291 $0 $7,500

Total Capital Outlay $614,996 $43,541 $89,655 $207,680 $274,180

Transfers Transfer to County $162,561 $0 $0 $0 $0

Total Transfers $162,561 $0 $0 $0 $0

Total $21,795,273 $18,482,899 $20,261,231 $21,553,278 $21,459,375

Positions 157.0 153.8 155.3 156.5 157.0



205



Benefits $11,811 $12,538 $11,537 $12,693 $11,476 -9.6 %Total Personnel $166,198 $177,788 $165,745 $178,621 $161,487 -9.6 %

Operations and Maintenance Contractual Services $0 $0 $154 $0 $0 0.0 % Materials, Supplies and Equipment $21,280 $14,666 $13,291 $15,000 $12,622 -15.9 % Computers and Software $0 $0 $4,826 $0 $0 0.0 %

Total Operations and Maintenance $21,280 $14,666 $18,271 $15,000 $12,622 -15.9 %

Total $187,478 $192,454 $184,015 $193,621 $174,109 -10.1 %

Positions 0.0 0.0 0.0 0.0 0.0


FTE FTE

Total


ADULT EDUCATION


206

BUDGET OVERVIEW

PERSONNEL

Race To GED Grant All part-time personnel:

Administrative support person - 20 hours a week. •

Adult Basic Education Grant

25 Part-time instructors - 2 semester classes, 15 week semesters, 6 hours a week. •1 Part-time lead teacher.•

General Adult Education Grant

8 Part-time instructors for ABE and GED classes, 11-12 week sessions, 6 hours a week. Classes meet fromAugust through June.

•


Operations and Maintenance expenditures provide funding for ELL textbooks for the Adult Basic Education courses.

Supported School Board Goals 1, 2, and 3:

601 Adult ESOL registrations in 40 classes during the academic year.•462 GED and ABE student enrollments in 32 classes. •1000 Pearson VUE registrants from January to May.•Expanded orientation sessions for ABE/GED Classes to promote community services such as the One StopEmployment Services, Library Support Services and Community College representation.

•


PROGRAM DESCRIPTION

The Race to GED Grant is used to promote the Adult Basic Education and GED Program. The funds support thepersonnel to organize intake and assessment of GED candidates, schedule post testing sessions, organize rosters forclass instructors, administer the Official Practice Test and follow up with candidates after they have tested. The Adult Basic Education Grant Funds are used to support Adult ESOL classes at four different locations throughoutthe academic year. There are approximately 700-800 registrations in these classes each year. Students are pretestedand posted to assure proper placement and measure student achievement. The General Adult Education Grant Funds are used to support Adult Basic Education Classes and GED PreparatoryClasses. There are 12 sessions offered for each class each year. Between 150-200 students register each year andattend 60 hours of instruction. Students are pre-tested for placement and post-tested for progress and achievement.


ADULT EDUCATION


207


Continue to Support Strategic Goals 1, 2, and 3:

Broaden opportunities for Loudoun County Adult English Language Learners students by expanding offerings inthe General Adult Education classes to provide additional English language development.

•

Continue to expand the use of technology resources and distance learning programs in ALL adult educationclasses.

•

Encourage GED recipients to pursue post-secondary educational opportunities to be better prepared for theworkforce.

•

Work in collaboration with instructional programs within the Department of Instruction to expand the adulteducation program course offerings.

•


Carolyn OrtegaAdult Education Coordinator


ADULT EDUCATION


208




209


Personnel Full Time Salaries $90,518 $88,154 $93,370 $86,202 $101,870 18.2 %

Benefits $23,264 $22,637 $25,052 $22,213 $25,234 13.6 %Total Personnel $113,782 $110,792 $118,422 $108,415 $127,104 17.2 %

Operations and Maintenance Materials, Supplies and Equipment $259 $0 $0 $1,290 $0 -100.0 %

Training and Continuing Education $0 $0 $322 $660 $0 -100.0 %Total Operations and Maintenance $259 $0 $322 $1,950 $0 -100.0 %

Total $114,041 $110,792 $118,743 $110,365 $127,104 15.2 %

Positions 1.0 1.0 1.0 1.0 1.0


FTE FTE

Teacher 1.0 1.0

Total 1.0 1.0


ADULT JAIL EDUCATION


210

BUDGET OVERVIEW

PERSONNEL

The grant provides funding for one full-time teacher at the Adult Detention Center.


The grant provides funding to support mileage, materials and supplies,travel, and staff development for the AdultDetention Center teacher.

Loudoun County Public School special education students detained at the Loudoun County Adult DetentionCenter (ADC) passed the requirements for graduation, and attained their high school diplomas.

•

Loudoun County Public School special education students detained at the Loudoun County ADC participated inclasses offered in various aspects of daily life skills.

•

Loudoun County Public School special education students detained at the Loudoun County ADC participated inclasses offered in basic reading comprehension and math.

•



Increase the number of Loudoun County Public School special education students receiving high schooldiplomas.

•

Continue collaboration between the Loudoun County Sheriff's Department and Loudoun County Public Schools.•Continue to enhance the range and scope of transition services provided to special education students upon theirrelease from the Loudoun County ADC.

•

Introduce appropriate technology into the classes offered at the Loudoun County ADC.•


Toni Deluca-StraussSpecial Education Supervisor

PROGRAM DESCRIPTION

The Loudoun County Jail Program serves eligible special education students who are incarcerated in the local jail. TheVirginia Department of Education reimburses local school divisions for the instructional costs of providing requiredspecial education and related services to eligible inmates with disabilities in the local jail.


ADULT JAIL EDUCATION


211


Operations and Maintenance Materials, Supplies and Equipment $71,203 $74,488 $44,868 $71,203 $56,490 -20.7 % Computers and Software $0 $0 $24,350 $0 $0 0.0 %


Total $71,203 $74,488 $69,218 $71,203 $56,490 -20.7 %

Positions 0.0 0.0 0.0 0.0 0.0


FTE FTE

Total


CAREER & TECHNICAL EDUCATION EQUIPMENT


212

BUDGET OVERVIEW

PERSONNEL

There are no personnel expenses associated with this grant.


Funds are used to purchase state-approved equipment specific to career and technical education programs.

Updated career and technical education equipment within all LCPS middle and high school programs, theMonroe Technology Center, and the Loudoun Governor's Career and Technical STEM Academy.

•



To continue a cycle of replacement and upgrade of career and technical education program equipment to delivereffective and efficient support for student success (Goal 3).

•



PROGRAM DESCRIPTION

State equipment grant to be used for equipment specific to career and technical education programs.


CAREER & TECHNICAL EDUCATION EQUIPMENT


213


Operations and Maintenance Contractual Services $25,000 $25,000 $34,354 $50,000 $55,000 10.0 % Materials, Supplies and Equipment $373,293 $341,806 $308,549 $50,000 $10,000 -80.0 % Computers and Software $52,430 $5,897 $63,000 $63,000 $63,000 0.0 % Training and Continuing Education $43,828 $46,621 $44,449 $70,000 $45,000 -35.7 %Total Operations and Maintenance $494,551 $419,324 $450,353 $233,000 $173,000 -25.8 %

Capital Outlay Computers and Software $0 $0 $0 $206,680 $266,680 29.0 % Furniture and Equipment $152,601 $0 $0 $0 $0 0.0 %

Total Capital Outlay $152,601 $0 $0 $206,680 $266,680 29.0 %

Total $647,152 $419,324 $450,353 $439,680 $439,680 0.0 %

Positions 0.0 0.0 0.0 0.0 0.0


FTE FTE

Total


CARL PERKINS GRANT


214

BUDGET OVERVIEW

PERSONNEL

Support for NOVA Loudoun Campus to provide career coaching services for Monroe Technology Center and theLoudoun Governor's STEM Academy. Support for CTE teachers to participate in staff development opportunities and tosupport student organization activities.


Carl D. Perkins Grant requires the partial use of funds for professional staff development and activities for specialpopulations within LCPS.

CAPITAL OUTLAY

Assist with the costs of updating computer learning module upgrades for middle and high school technology education/family and consumer sciences programs. Funds are also used to update program equipment and/or new programs atMonroe Technology Center/The Loudoun Governor's STEM Academy.

Supported Strategic Goal 3:

Provided career coaching services to Monroe Technology Center and Loudoun Governor's Career and TechnicalSTEM Academy students.

•

Professional development activities were provided to career and technical education staff. •Equipment upgrades were made at Monroe Technology Center and secondary career and technical educationprograms.

•



Supports strategic goal #3:

Sustain quality staff development and enrichment opportunities for career and technical education staff. •Upgrade career and technical education technology and classroom laboratory facilities. •



PROGRAM DESCRIPTION

The Carl D. Perkins Federal Grant program designates funds to each state to disburse to localities to improve careerand technical education programs. The state disburses these funds based on enrollment.


CARL PERKINS GRANT


215


Personnel Full Time Salaries $867,460 $890,225 $911,306 $942,946 $936,230 -0.7 % Part Time Salaries $55,703 $50,303 $76,414 $5,498 $61,901 1,025.9 % Benefits $399,042 $398,820 $444,280 $480,991 $489,141 1.7 %Total Personnel $1,322,205 $1,339,347 $1,432,000 $1,429,435 $1,487,272 4.0 %

Operations and Maintenance Contractual Services $4,224 $10,122 $3,726 $5,852 $2,879 -50.8 % Materials, Supplies and Equipment $48,589 $40,443 $68,887 $51,067 $52,177 2.2 % Computers and Software $2,358 $1,969 $10,946 $3,916 $3,916 0.0 % Training and Continuing Education $28,061 $21,167 $31,237 $22,962 $20,134 -12.3 %Total Operations and Maintenance $83,231 $73,700 $114,796 $83,797 $79,106 -5.6 %

Capital Outlay Furniture and Equipment $6,075 $0 $0 $0 $0 0.0 %


Total $1,411,511 $1,413,047 $1,546,797 $1,513,232 $1,566,378 3.5 %

Positions 18.2 18.5 18.5 18.5 18.5


FTE FTE

Teacher 5.7 5.7


Assistant 0.8 0.8

Support 1.0 1.0

Coordinator 2.8 2.8


Total 18.5 18.5


HEAD START


216

BUDGET OVERVIEW

PERSONNEL

Personnel costs include salaries for 4.85 full-time and 13.51 part-time positions and all related fringe benefits. No newpositions have been added for FY17. Head Start shares a Supervisor with the STEP program. Head Start pays for 85%of this position which is included in the 4.85 total.


Operations and maintenance expenditures provide materials and supplies to support 100 students in their classroomsand the health, nutrition, mental health, and social work operations of the program.

Continued to Support School Board Goals and the Head Start Strategic Plan for Program Goals through the following:

Targeted School Readiness Goals for students which are aligned with the Head Start Child Outcomes: Students improved their phonological skills.◦Students improved their number awareness.◦Students increased awareness of the natural world.◦Students enhanced their social and emotional development.◦Head Start staff promoted healthy physical development for students.◦

•

Began a partnership to expand the Backpack Buddies weekend food program.•Continued to implement a data-driven system to help drive program decisions.•Began a partnership with Apple Federal Credit Union to support families' financial literacy.•Head Start families reported an improvement in their social-emotional parenting skills.•


PROGRAM DESCRIPTION

The Loudoun County Public Schools Head Start program is a federally funded, comprehensive preschool program forchildren who live in poverty. The program serves children who are four-years old by September 30 from all over thecounty and children who are three-years old by September 30 who live in the Sterling area. Children must meet bothage and income requirements to enroll. Six classrooms located at Dominion High School, Rock Ridge High School,Sterling Elementary, Sugarland Elementary, Tuscarora High School and Woodgrove High School provide services forchildren and families throughout Loudoun County. The preschool classes meet Monday through Thursday for four hours a day, with breakfast and lunch served. There areseventeen students in a class. Each class is taught by a team consisting of a certified teacher and an assistant teacherusing the HighScope Curriculum which is aligned with Virginia's Foundation Blocks for Early Learning: ComprehensiveStandards for Four Year Olds (Virginia Department of Education, 2013). In addition, the students are givendevelopmental, speech, language, vision and hearing screenings, a mental health observation, and the PALS PreK©assessment. A minimum of ten percent of the students enrolled have a diagnosed disability. Family participation is an important component. The teacher and assistant make two home visits and conferences areheld twice a year. Parents are encouraged to volunteer four hours a month. Head Start's nurse and social workersprovide health, nutrition, social services, and mental health support to families and teaching teams and serve as links tocommunity services and support agencies.


HEAD START


217


Continue to Support School Board Goals and the Head Start Strategic Plan for Program Goals through the following:

Target school readiness goals for students which are aligned with the Head Start Child Outcomes: Increase phonological skills as measured by the HighScope Child Observation Record (COR) and thePhonological Awareness Literacy Screening (PALS).

◦

Increase number awareness as measured by the COR and the Number Assessment tool.◦Increase awareness of the natural world as measured by student journals and the COR.◦Enhance social and emotional development as measured by the COR.◦Promote healthy physical development as measured by students' growth assessments, BMI graphs andIndividual Nutrition Plans.

◦

•

Parents will improve their social-emotional parenting skills as measured by attendance at parenting classes andsurvey results.

•

Expand the Backpack Buddies weekend food program to include an additional classroom.•Continue to implement a data-driven system to help drive program decisions, include the Scaled FamilyAssessments and improve staff effectiveness as measured by the Data Review System.

•

Families will increase their knowledge of financial literacy as measured by attendance at Financial Literacytrainings, Family Meetings, and survey responses.

•


Alexis DuffinHead Start Coordinator


HEAD START


218




219


Personnel Full Time Salaries $385,935 $419,130 $395,534 $239,603 $180,432 -24.7 % Part Time Salaries $79,378 $126,450 $145,874 $247,659 $258,395 4.3 % Benefits $84,443 $85,247 $91,922 $73,407 $84,246 14.8 %Total Personnel $549,756 $630,827 $633,329 $560,669 $523,073 -6.7 %

Operations and Maintenance Contractual Services $53,270 $37,203 $20,076 $44,000 $90,000 104.5 % Materials, Supplies and Equipment $488,418 $181,963 $343,586 $390,331 $370,147 -5.2 % Computers and Software $92,652 $26,552 $13,449 $5,000 $10,000 100.0 % Training and Continuing Education $121,141 $64,378 $62,701 $0 $6,780 0.0 %Total Operations and Maintenance $755,480 $310,096 $439,812 $439,331 $476,927 8.6 %

Capital Outlay Computers and Software $6,753 $0 $0 $0 $0 0.0 % Furniture and Equipment $7,761 $43,541 $15,291 $0 $0 0.0 %

Total Capital Outlay $14,514 $43,541 $15,291 $0 $0 0.0 %

Total $1,319,750 $984,464 $1,088,432 $1,000,000 $1,000,000 0.0 %

Positions 3.0 3.0 3.0 2.0 2.0


FTE FTE

Teacher 2.0 2.0

Total 2.0 2.0


HOWARD HUGHES MEDICAL INSTITUTE


220

BUDGET OVERVIEW

PERSONNEL

Personnel includes the salary for one Elementary Science Resource Teacher, one Science Outreach Teacher and part-time funding for the middle school science initiative. It also includes all fringe costs.


The HHMI operations and maintenance funds are used to support programs at the Academy of Science, scientificresearch, teacher professional development, curriculum development, summer STEM camp and instructional materials.

PROGRAM DESCRIPTION

Loudoun County Public Schools receives a grant of $1,000,000.00 annually as part of Howard Hughes MedicalInstitute's (HHMI) commitment to support science education and the local community. LCPS has five initiatives fundedthrough its HHMI grant. They consist of support for LCPS Academy of Science (AOS) programs, including studentresearch exchange programs; a middle school science initiative consisting of classroom lessons (Core Experiences-CE) and extensive teacher professional development; an elementary science initiative with salary support for anElementary Science Resource Teacher and extensive curriculum development (Core Experiences-CE) as well asteacher professional development; a STEM summer enrichment experience for students and teacher staff developmentin the STEM fields; and a county-wide Science Research Initiative with salary support for a Science Outreach Teacher,teacher professional development and support for student and teacher scientific research. LCPS HHMI grant funded programs are designed to:

Deliver innovative science education programs. •Incorporate scientific inquiry and the use of experimental design into student classroom experiences. •Support student and teacher science research. •Develop the scientific independence of students. •Encourage scientific collaboration. •Increase student performance in the sciences. •Encourage positive student attitudes toward science. •Incorporate knowledge, skills and habits of mind of science and STEM fields into student and teacher behaviors.•Promote science literacy for students. •Develop scientifically talented students. •Encourage student interest in science and STEM. •Prepare students for science and STEM related university studies and careers. •




221

Supported School Board Strategic Goals through the following:

Trained all middle school science teachers (including Special Education and ELL teachers) in Core Experiences(CE) and continued curriculum development of middle school CEs (SG 1, 2).

•

Continued the Science Research Initiative (SRI) by providing extensive professional development for high schoolscience teachers and support for LCPS students conducting scientific research (SG 1, 2, 3).

•

Supported Singapore and Korean Science Research partnership at the Academy of Science (AOS) and studentsattending the International Science & Engineering Fair (SG 1, 3).

•

Conducted summer STEM camp for rising fourth through eighth grade students at two sites (Sterling andLeesburg areas), (SG 1, 3).

•

Awarded HHMI scholarships to 14 graduating seniors (SG 3). •



Continue to support School Board Strategic Goals by:

Continuing the implementation of, and professional development for, the middle school science initiative (SG 1,2).

•

Supporting teachers as they implement OttW experiences in their science classrooms (SG 1, 2, 3).•Supporting student research at the Academy of Science and LCPS high schools (SG 1, 3).•Expanding STEM camp for LCPS students and providing STEM curriculum for elementary schools (SG 1, 3).•Providing authentic science research experiences for students and teachers (SG 1, 2, 3).•Offering professional development to teachers who mentor science research students (SG 1, 2). •


Odette D. ScovelScience Supervisor




222




223


Personnel Full Time Salaries $25,196 $25,557 $25,642 $29,200 $29,200 0.0 %

Benefits $5,238 $5,877 $5,792 $2,234 $2,234 0.0 %Total Personnel $30,434 $31,434 $31,434 $31,434 $31,434 0.0 %

Operations and Maintenance Materials, Supplies and Equipment $1,000 $0 $0 $0 $0 0.0 %

Total Operations and Maintenance $1,000 $0 $0 $0 $0 0.0 %

Total $31,434 $31,434 $31,434 $31,434 $31,434 0.0 %

Positions 0.0 0.0 0.0 0.0 0.0


FTE FTE

Total


INDIVIDUAL STUDENT ALT ED PROGRAM (ISAEP)


224

BUDGET OVERVIEW

PERSONNEL

Personnel reflects partial funding for an ISAEP Counselor.


There are no Operations and Maintenances expenditures funded in FY17.

Supported School Board Goal 2:

Over 30 students participated in the ISAEP/GED program with a 70% success rate of program completion andGED credential.

•



Support School Board Goal 2:

To sustain the ISAEP program opportunities for qualified high school students. •

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYShirley L. BazdarSupervisor, Career and Technical Education

Dr. John H. RobinsonPrincipal, Douglass School

PROGRAM DESCRIPTION

The Virginia Department of Education provides supplemental grant funding for students pursuing a GED that are under18 years of age and currently enrolled in Loudoun County Public Schools as an Individual Student AlternativeEducation Plan (ISAEP) status.


INDIVIDUAL STUDENT ALT ED PROGRAM (ISAEP)


225


Personnel Full Time Salaries $69,517 $117,673 $97,209 $0 $0 0.0 %

Total Personnel $69,517 $117,673 $97,209 $0 $0 0.0 %

Operations and Maintenance Contractual Services $4,448 $4,310 $9,496 $15,000 $15,000 0.0 % Materials, Supplies and Equipment $389 $6,557 $1,650 $1,858 $1,858 0.0 %

Training and Continuing Education $5,217 $0 $1,016 $1,142 $1,142 0.0 %Total Operations and Maintenance $10,054 $10,867 $12,162 $18,000 $18,000 0.0 %

Total $79,571 $128,539 $109,371 $18,000 $18,000 0.0 %

Positions 0.0 0.0 0.0 0.0 0.0


FTE FTE

Total


JUNIOR NAVY ROTC PROGRAM


226

BUDGET OVERVIEW

PERSONNEL

There are no personnel costs included in the NJROTC grant.


These funds support the materials and supplies for the NJROTC program.

Supported Strategic Goal 3:

Over 200 students enrolled in the seventh year of the program during the FY16 school year. •



Support Strategic Goal 3:

To sustain the NJROTC program and related activities. •



PROGRAM DESCRIPTION

The Navy JROTC program provides students the opportunity to enhance their academic, athletic, and leadership skills.


JUNIOR NAVY ROTC PROGRAM


227


Personnel Full Time Salaries $429,959 $442,622 $519,092 $460,831 $579,748 25.8 % Part Time Salaries $1,576 $0 $0 $0 $0 0.0 % Benefits $155,723 $188,501 $199,132 $213,837 $244,302 14.2 %Total Personnel $587,258 $631,123 $718,224 $674,668 $824,050 22.1 %

Operations and Maintenance Contractual Services $854 $854 $0 $0 $0 0.0 % Materials, Supplies and Equipment $31,991 $41,673 $38,206 $33,150 $0 -100.0 % Computers and Software $12,283 $1,425 $974 $0 $0 0.0 % Training and Continuing Education $9,729 $11,637 $9,537 $12,500 $0 -100.0 %Total Operations and Maintenance $54,856 $55,589 $48,716 $45,650 $0 -100.0 %

Total $642,114 $686,711 $766,940 $720,318 $824,050 14.4 %

Positions 5.3 5.3 5.8 6.0 6.5


FTE FTE

Literacy Coaching 1.0 1.0

Teacher 4.8 4.8

Support 0.8 0.8

Total 6.5 6.5


JUVENILE DETENTION CENTER


228

BUDGET OVERVIEW

PERSONNEL

The grant provides funding for 6.5 positions.


The grant provides funding to support mileage, materials and supplies, travel, and staff development for the teachers atthe Juvenile Detention Center.

PROGRAM DESCRIPTION

The Loudoun County Detention Center Education Program, fully funded through a state grant, provides instruction toincarcerated youths, ages 12-17, who are either awaiting adjudication or serving a sentence. Five certified educatorsprovide services to pre-dispositional students whose detention stay averages five weeks and post-dispositionalstudents who serve a minimum of 7 months.




229

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Continued partnership with Northern Virginia Community College:

Served as an approved off-center testing site with our own on-site proctor.•Offered two dual enrollment English classes •Twelve students applied for admission to NOVA and received their acceptance credentials•Twelve students were tested in placement tests for both math and English•

Certifications Earned at the JDC:

Fourteen students earned Food Handlers’ Certificates through the National Restaurant Association.•Ten students earned scanning certifications from Loudoun County Government (DIT) for completing a combined390 hours of community service work related to three county government office

•

Seven students earned CPR, First Aid, and AED Certification (for adults and infants) through an accredited onlinecourse

•

One student prepared for and passed the 2015 GED exam•

Community Service Partnerships:

Continued community service work and began a formal service partnership with the Virginia CooperativeExtension of Virginia Tech and Virginia State University with twelve students taking part.

•

Continued community service work and began a formal service partnership with Mothers Against Drunk Drivingwith five students participating.

•

Nine students completed community service work for Volunteers of America (Chesapeake).•Thirteen students took part in community service for the Loudoun County Library System.•Six students took part in community service for Loudoun County Office of Parks and Recreation.•Seven students completed community service for Loudoun County 4-H.•Two students completed community service hours for Good Shepherd Alliance of Loudoun County.•Two students completed service for the Loudoun County Pet Pantry.•

On-site School Program Training, Workshops, and Events:

On-site workshops offered by Loudoun County Workforce Resource Center.•Animal Behavior instruction offered by Loudoun County Animal Services behaviorist with the aid of a service dog.•Two Reality Store Events sponsored by 4-H and the Virginia Co-Op extension office.•Two weeks of Summer Enrichment co-teaching with 4-H.•Master class with Dr. Kris Marsh, University of Maryland professor, on how to prepare for college success.•KnowURSelfie presentation offered by MADD Loudoun's chairperson, Susan Cleveland.•



Expand on-site ability NOVA course offerings to include dual enrollment in humanities courses•Offer online certification in customer service from National Retail Federation•Offer accredited online OSHA certification (10 hour General Industry)•Begin a literacy incentive program that rewards students for their reading•Establish a partnership with the Loudoun County YMCA that includes customer service opportunities andworkshop instruction

•

Implement professional development plans that are a blend of whole group and personalized learning•Present Tech Tuesdays to staff to help teachers integrate technology into lessons•




230






231


Personnel Full Time Salaries $16,301 $8,286 $39,898 $24,000 $24,000 0.0 % Part Time Salaries $0 $96 $16,593 $6,000 $5,000 -16.7 % Benefits $1,093 $51 $1,527 $2,295 $2,219 -3.3 %Total Personnel $17,394 $8,433 $58,018 $32,295 $31,219 -3.3 %

Operations and Maintenance Materials, Supplies and Equipment $33,221 $18,249 $38,254 $28,000 $24,000 -14.3 % Computers and Software $0 $381 $7,468 $0 $6,000 0.0 % Training and Continuing Education $5,264 $9,718 $21,040 $14,000 $16,000 14.3 %Total Operations and Maintenance $38,485 $28,348 $66,763 $42,000 $46,000 9.5 %

Capital Outlay Computers and Software $0 $0 $0 $1,000 $0 -100.0 %

Total Capital Outlay $0 $0 $0 $1,000 $0 -100.0 %

Total $55,879 $36,781 $124,781 $75,295 $77,219 2.6 %

Positions 0.0 0.0 0.0 0.0 0.0


FTE FTE

Total


MENTOR TEACHER PROGRAM


232

BUDGET OVERVIEW

PERSONNEL

The Mentor Teacher Grant supplements Loudoun County funding in the following areas: 1) pay for teachers to develop,conduct, and attend professional development, 2) provide additional resources requested by teachers and principals,and 3) pay for Loudoun County retired teachers to support early career teachers.


Expenditures for materials, equipment, and professional development for teachers and instructional coaches.

Supported School Board Goal 4:

Provided a trained mentor to all teachers new to LCPS and teachers entering a new teaching field. •Conducted the Beginning Teacher Institute, a two-day event of professional development, as part of the inductionof novice teachers.

•

Conducted a late hire orientation for teachers who were hired after the inducation events held in August.•Offered multiple series of "Best Practices for Best Teachers" workshops focusing on classroom management. •Provided classroom visitations by instructional coaches to all novice, general education teachers.•Worked collaboratively with principals to provide intensive instruction to teachers not meeting LCPS expectations. •Secured a $65,000 grant from the Apple Federal Credit Union Education Foundation to expand the professionaldevelopment of new teachers.

•

Provided professional development for new and returning mentors, lead mentors, and instructional coaches.•Supported the mission of One to the World by providing opportunities for instructional coaches to attendprofessional development on Project Based Learning

•

Offered workshops to assist elementary teachers preparing for the Praxis exam•Worked collaboratively with Dominion and Park View High School Clusters to conduct a series of workshops thatfocuses on culturally responsive teaching. These workshops were conducted in an effort to assist teachers withenhancing student learning in a diverse environment.

•

Provided supplies and materials for teachers participating in the mentor and coaching program.•


PROGRAM DESCRIPTION

T.L.C., Teaching in Loudoun County, is the teacher induction, mentor, and coaching program that provides supportto first and second year teachers, teachers new to LCPS, teachers changing their fields of teaching, and teachersidentified by their principals as needing additional assistance. Two grants are awarded from VDOE to support districtmentor programs: the Career Switcher Grant and the Teacher Mentor Grant.




233


Support School Board Goal 4:

Examine the retention data of teachers in LCPS in order to identify and address the critical years experiencingthe greatest attrition.

•

Enhance support to second year teachers.•Expand professional development in the area of culturally responsive teaching•Increase the involvement of instructional coaches in supporting teachers as they implement the elements of Oneto the World

•

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYDr. Asia JonesDirector of Personnel Services-Secondary

Ginger KaveSupervisor, Mentor, Coaching and Evaluation




234




235


Personnel Full Time Salaries $1,500 $2,100 $1,925 $0 $0 0.0 % Part Time Salaries $19,458 $20,000 $20,833 $0 $0 0.0 % Benefits $1,479 $1,530 $1,594 $0 $0 0.0 %Total Personnel $22,437 $23,630 $24,352 $0 $0 0.0 %

Operations and Maintenance Contractual Services $17,333 $22,271 $23,626 $36,100 $36,100 0.0 % Materials, Supplies and Equipment $9,417 $8,250 $4,261 $13,150 $13,150 0.0 %

Training and Continuing Education $180 $0 $0 $750 $750 0.0 %Total Operations and Maintenance $26,930 $30,520 $27,888 $50,000 $50,000 0.0 %

Total $49,367 $54,150 $52,240 $50,000 $50,000 0.0 %

Positions 0.0 0.0 0.0 0.0 0.0


FTE FTE

Total


PAVAN


236

BUDGET OVERVIEW

PERSONNEL

No personnel costs are included in the PAVAN grant.


Operation and maintenance expenditures provide materials, contractual staff, and resources to supplement all summerprograms; and various classes offered during the school year. Other expenditures include telecommunications, webpage design and maintenance, liability insurance, printing, and office supplies.

Provided professional development for members of the PAVAN staff.•Achieved cost savings through use of electronic media and reduction in use of print media for marketing.•Number of students applying to audition for the program has increased 42% since 2012.•Survey data indicated high marks for the program from the perspective of students•



Continue to raise visibility of the program through use of internet, newspaper, television and social media.•Maintain high number of students who audition for the program and keep program appropriately rigorous.•Refine curriculum to meet needs of participants based on survey feedback.•Maintain high quality of instruction and a positive, engaging environment for students•

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYMichael PiersonMusic Supervisor

AJ IknerPAVAN Director

PROGRAM DESCRIPTION

Performing and Visual Arts Northwest (PAVAN) is a consortium of two school districts (Frederick County and LoudounCounty), a private university (Shenandoah University), and the Virginia Department of Education (specifically, thedivision of Gifted Education). PAVAN was founded in 1984. The prestigious Summer Regional Governor's Schoolprogram is available, through audition, to rising ninth through twelfth grade students and offers an engaging program inArt, Music, and Theatre. Loudoun County serves as the fiscal agent for this grant based program.


PAVAN


237


Personnel Part Time Salaries $224,085 $296,485 $369,055 $392,000 $392,000 0.0 % Benefits $17,248 $24,683 $26,897 $29,988 $29,988 0.0 %Total Personnel $241,332 $321,168 $395,952 $421,988 $421,988 0.0 %

Operations and Maintenance Materials, Supplies and Equipment $28,061 $72,577 $11,513 $49,000 $49,000 0.0 % Computers and Software $63,918 $3,219 $201,338 $150,000 $150,000 0.0 %

Total Operations and Maintenance $91,980 $75,795 $212,851 $199,000 $199,000 0.0 %

Total $333,312 $396,963 $608,803 $620,988 $620,988 0.0 %

Positions 0.0 0.0 0.0 0.0 0.0


FTE FTE

Total


PHONOLOGICAL AWARENESS LITERACY SCREENING (PALS)


238

BUDGET OVERVIEW

PERSONNEL

The personnel line includes part time salaries and all related fringe costs for Phonological Awareness LiteracyScreening (PALS) tutors who provide intervention to students who are below the PALS benchmarks. The number oftutors varies by school.


The Phonological Awareness Literacy Screening (PALS) grant supports School Board goals to 1) developknowledgeable critical thinkers, communicators, collaborators, creators, and contributors, 2) cultivate a high performingteam focused on our mission and goals, and 3) deliver effective and efficient support for student success.

One of the greatest challenges facing the implementation of the PALS reading initiative is the growth and expansion ofschools. Phonological Awareness Literacy Screening (PALS) operations and maintenance funds provide software andinstructional materials to be used for intervention with students who do not meet the PALS benchmark.

Supported School Board goals and the efforts of the Department of Instruction and the local schools in the followingmanner:

Assessed all students in grades kindergarten, first grade, and selected students in grades two and three in the falland spring with the Phonological Awareness Literacy Screening (PALS).

•

Provided interventions to students in kindergarten through third grade who scored below the establishedbenchmark scores.

•

Reassessed students who scored below the fall benchmark in January to measure growth in literacy, andprovided PALS tutor support to strengthen reading skills and strategies.

•

Revised and published a PALS Handbook, describing the procedures and resources.•Provided workshops for PALS tutors to acquaint them with the PALS assessment, review scheduling and reports,and model intervention strategies.

•


PROGRAM DESCRIPTION

The Virginia State Department of Education provides assessment materials and funding for the Early InterventionReading Initiative. The assessment tool that is used is the Phonological Awareness Literacy Screening (PALS) whichcan be administered to designated students in grades kindergarten through third grade.




239


Continue to support School Board goals to 1) develop knowledgeable critical thinkers, communicators, collaborators,creators, and contributors, 2) cultivate a high performing team focused on our mission and goals, and 3) deliver effectiveand efficient support for student success by way of the following:

Assess all students in grades kindergarten, first grade, and selected students in grades two and three in the falland spring with the Phonological Awareness Literacy Screening (PALS).

•

Provide interventions to students in kindergarten through third grade who score below the established benchmarkscores.

•

Reassess students who scored below the fall benchmark in January to measure growth in literacy.•Continue to provide workshops for PALS tutors to acquaint them with the PALS assessment, review schedulingand reports, and model intervention strategies.

•


Evelyn HickmanEnglish & Secondary Reading Supervisor/Pathways to

Literacy & Writing (Elem.) Supervisor




240




241



Benefits $0 $0 $676 $1,148 $750 -34.6 %Total Personnel $6,704 $11,215 $16,925 $16,148 $10,556 -34.6 %

Operations and Maintenance Materials, Supplies and Equipment $9,919 $11,779 $8,846 $12,500 $4,530 -63.8 %


Total $16,622 $22,994 $25,771 $28,648 $15,086 -47.3 %

Positions 0.0 0.0 0.0 0.0 0.0


FTE FTE

Total


PROJECT GRADUATION


242

BUDGET OVERVIEW

PERSONNEL

Project Graduation funds support LCPS teachers in providing before and after school remediation during the school yearand a 1-2 week summer academy.


Expenditures include office supplies to support instructional remediation, food and incentives for students who attendremediation opportunities and scoring of WorkKeys Business Writing test.

234 students passed the WorkKeys Business Writing assessment during the 2014-15 SY, which assisted thosestudents in meeting the standard or advanced studies diploma requirements.

•

Participation in the WorkKeys assessment has more than doubled in the last three years, with an average passrate of 76%.

•



Increase the pass rate to 80% for students taking the WorkKeys Business Writing test.•Expand the use of SOL remediation funds to assist more students in achieving a passing SOL test score, therebyincreasing the graduation rate.

•

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYJohn LodyDirector of Diagnostic and Prevention Services

Leigh BennettSupervisor, Assessment Services

PROGRAM DESCRIPTION

Project Graduation is a grant, funded through the Virginia Department of Education, which provides intensive,individualized instructional remediation to students at risk of not graduating. Preference is given to seniors, withadditional funds available to students in lower grades. Project Graduation also supports the administration of theBusiness WorkKeys writing assessment, which is an approved substitute for the End-of-Course Writing SOL test. The Project Graduation Academic Year Academy provides before and after school instruction throughout the schoolyear. The Project Graduation Summer Academy provides for a one to two week instructional prep course for theadministration of the Business WorkKeys writing assessment.


PROJECT GRADUATION


243


Personnel Full Time Salaries $0 $29,745 $68,469 $33,943 $62,600 84.4 % Part Time Salaries $0 $1,501 $4,504 $0 $0 0.0 % Benefits $0 $6,901 $5,495 $33,657 $5,000 -85.1 %Total Personnel $0 $38,148 $78,467 $67,600 $67,600 0.0 %

Operations and Maintenance Contractual Services $0 $0 $0 $541,682 $0 -100.0 % Materials, Supplies and Equipment $0 $1,456 $2,421 $0 $0 0.0 %

Total Operations and Maintenance $0 $1,456 $2,421 $541,682 $0 -100.0 %

Total $0 $39,604 $80,888 $609,282 $67,600 -88.9 %

Positions 0.0 0.0 1.0 1.0 1.0


FTE FTE


Total 1.0 1.0


SAFE ROUTES TO SCHOOLS


244

BUDGET OVERVIEW

PERSONNEL

Instruction: The Safe Routes to School Division Coordinators promote healthy lifestyles and recruits, encourages, and supports saferoutes to school programs at the school division level and for individual schools within a division. The two part timepositions report to the LCPS Health and PE Supervisor. Training and support is provided by the Virginia Department ofTransportation Safe Route to School program.


PROGRAM DESCRIPTION

Instruction: The Safe Routes to School Grant will be used to promote healthy lifestyles and provide support for safe routes toschool programs at the school division level and for individual schools.

Transportation: The Safe Routes to School grant is funded by the Federal Highway Administration and administered by the VirginiaDepartment of Transportation (VDOT) to enhance community infrastructure that ensures that students have a saferoute to their school. Infrastructure improvements include the establishment of new and improvements to existing walkpaths, sidewalks, roadway crossing signage and signalization, etc. Nine sites have been identified for the grant.




245

Organized activities for International Walk and Bike to School Days. •Collected elementary school data for walking and bicycling to school. •Worked with school-based staff to design before and after school activities that promote physical activity andnutrition.

•

Created materials, templates, and standards for individual school use to encourage events such as Walk andBike to School Days, Bike Rodeos, Safety Town, etc.

•

Organized safety education for pedestrian and bicyclist safety and for motorist safety and conducted training, asappropriate.

•

Conducted parent surveys.•Assisted in plans for safe arrival and dismissal procedures at schools.•Encouraged bike helmet usage among students through helmet grants.•Promoted regular walking school buses and bicycle trains.•Provided teachers with NHSTA Pedestrian Safety curriculum.•Provided schools with tools to receive incentives and SRTS mini grants.•Promoted Crossing Guard Appreciation Day.•Promoted teen driver safety through the "No Zone" program with Valley Energy.•



The Safe Routes to School education component supports LCPS Strategic Goal 3: Deliver effective and efficient supportfor student success through the following:

Developing curriculum materials that are consistent with the 2015 Virginia Standards of Learning for Health andPhysical Education.

•

Promoting SRTS programs with PTO and PTAs.•Providing Active Recess kits to additional schools.•Partnering with Transportation to provide training and materials to school staff working with student safety patrols.•Promoting Bus Driver Appreciation Day.•Promoting Crossing Guard Appreciation Day.•Providing training for safe recess activities that encourage movement during the school day.•Promoting teen driver safety through the "No Zone" program with Valley Energy.•

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYTo Be Determined/Kevin LewisDirector of Instructional Services/Assistant Superintendent for Support Services

Sheila Jones/Lonnie ReavisHealth, PE and Driver Education Supervisor/Director of

Transportation




246




247


Personnel Full Time Salaries $28,069 $25,893 $27,752 $27,000 $27,000 0.0 % Part Time Salaries $56 $2,812 $0 $0 $0 0.0 % Benefits $417 $289 $140 $2,066 $2,066 0.0 %Total Personnel $28,542 $28,994 $27,893 $29,066 $29,066 0.0 %

Operations and Maintenance Materials, Supplies and Equipment $29,565 $30,595 $36,485 $36,000 $33,500 -6.9 % Computers and Software $0 $277 $2,283 $0 $2,500 0.0 % Training and Continuing Education $0 $190 $0 $0 $0 0.0 %Total Operations and Maintenance $29,565 $31,062 $38,768 $36,000 $36,000 0.0 %

Total $58,107 $60,056 $66,660 $65,066 $65,066 0.0 %

Positions 0.0 0.0 0.0 0.0 0.0


FTE FTE

Total


TEACHING IN LOUDOUN COUNTY


248

BUDGET OVERVIEW

PERSONNEL

Funding from Teaching in Loudoun County supplements LCPS funding in the following areas: 1) pay veteran teachers todevelop and present professional development at the Beginning Teacher Institute, New Teacher Seminars, and the latehire orientation; 2) pay first and second year teachers to attend the seminars; 3) provide food and materials forparticipants at the aforementioned events.


Expenditures for materials and food for 1) the Beginning Teacher Institute in August, 2) two New Teacher Seminars(December and April), and 3) the late-hire orientation.

Supported School Board Goals 4 and 6:

Renewed a grant from the Apple Federal Credit Union Education Foundation as part of a five-year commitment tosupport the professional development of new teachers in LCPS.

•

Conducted a Beginning Teacher Institute - a two-day induction event for first year teachers that was aligned withthe teacher performance standards.

•

Conducted a late-hire orientation for teachers who were hired after the Beginning Teaching Institute.•Conducted two New Teacher Seminars in December and April for first and second year teachers that providedprofessional development on topics identified by teachers as areas that would have the greatest impact on theirteaching performance.

•


PROGRAM DESCRIPTION

T.L.C., Teaching in Loudoun County, the teacher induction, mentor, and coaching program, was awarded a $65,000grant from the Apple Federal Credit Union Education Foundation. This grant is part of a five-year commitment fromApple FCU's Foundation to support the professional development of new teachers in LCPS. The grant partially supportsthe Beginning Teacher Institute (BTI), a two-day event designed for novice teachers. Additional funding from the grantis also used to conduct an orientation for late hires and seminars in December and April which will further supportindividual, professional goals of first year teachers.




249


Support School Board Goals 4 and 6:

Work collaboratively with the Apple Federal Credit Union (AFCU), Arroyo Research, and neighboring schooldistricts to develop a community of learning in the field of teacher induction and mentoring. The TeacherInduction Network (T.I.N.) is the group sponsored by the AFCU that includes 12 Virginia public school systemsthat meet regularly to problem solve, share, and educate one another in the most recent research and data thateffects teacher retention and performance.

•

Secure future grants from the AFCU Education Foundation to further support individual, professional goals of firstand second year teachers.

•

Examine the retention data of LCPS teachers in order to identify and address the critical years experiencing thegreatest amount of attrition.

•

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYDr. Asia JonesDirector of Personnel Services-Secondary

Ginger KaveSupervisor, Mentor, Coaching and Evaluation




250




251


Operations and Maintenance Materials, Supplies and Equipment $321,090 $0 $0 $0 $0 0.0 % Computers and Software $2,485,233 $1,402,612 $3,661,259 $2,353,000 $2,379,000 1.1 %

Total Operations and Maintenance $2,806,323 $1,402,612 $3,661,259 $2,353,000 $2,379,000 1.1 %

Capital Outlay Computers and Software $441,806 $0 $0 $0 $0 0.0 %


Total $3,248,129 $1,402,612 $3,661,259 $2,353,000 $2,379,000 1.1 %

Positions 0.0 0.0 0.0 0.0 0.0


FTE FTE

Total


TECHNOLOGY GRANT


252

BUDGET OVERVIEW

PERSONNEL

There are no personnel costs funded by this grant.


The operations and maintenance expenditures provide an offset to the cost of computer technology replacement cycles.The FY17 cycle includes completing a targeted computer replacement effort across the district.

Offset the cost of computers for the targeted computer replacements in FY17.•



Offset the cost of completing the FY17 targeted refresh projects.•

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYDr. Richard ContartesiAssistant Superintendent for Technology Services

Justin DonovanDirector of Technology Operations & Support

PROGRAM DESCRIPTION

The State Department of Education (DOE) provides funding to be used for instructional technology, in support of onlineSOL testing. The Department of Instructional Technology Services is mandated to use these funds to directly supportthe DOE online SOL testing program. Funds offset the cost of the computer technology replacement cycle and areexpended for the purchase of instructional classroom computers, servers, and network electronics.


TECHNOLOGY GRANT


253


Personnel Full Time Salaries $688,580 $615,898 $601,188 $626,054 $694,594 10.9 % Part Time Salaries $73,848 $153,537 $202,955 $206,837 $191,410 -7.5 % Benefits $242,731 $197,542 $211,355 $224,945 $238,311 5.9 %Total Personnel $1,005,159 $966,977 $1,015,498 $1,057,836 $1,124,315 6.3 %

Operations and Maintenance Contractual Services $95,112 $95,995 $1,888 $12,000 $18,000 50.0 % Materials, Supplies and Equipment $192,496 $147,100 $279,227 $337,608 $284,040 -15.9 % Computers and Software $66,228 $46,479 $98,858 $42,000 $134,925 221.3 % Training and Continuing Education $25,852 $29,524 $14,151 $30,000 $25,200 -16.0 %Total Operations and Maintenance $379,688 $319,098 $394,123 $421,608 $462,165 9.6 %

Capital Outlay Computers and Software $0 $0 $44,364 $0 $0 0.0 %

Total Capital Outlay $0 $0 $44,364 $0 $0 0.0 %

Total $1,384,847 $1,286,074 $1,453,985 $1,479,444 $1,586,480 7.2 %

Positions 9.3 7.8 7.8 8.0 8.0


FTE FTE

Teacher 7.0 7.0

Support 1.0 1.0

Total 8.0 8.0


TITLE I PART A


254

BUDGET OVERVIEW

PERSONNEL

Title I Part A funds will be utilized to provide seven highly qualified Reading teachers to the six Title I schools. Inaddition, funds will continue to be utilized for a Homeless Liaison who provides support services for students identifiedunder McKinney-Vento. No further positions will be requested for 2016-2017.


The Title I Program goal is to provide supplemental instruction to improve academic achievement for identified studentsin grades kindergarten through five in school wide programmatic schools. The Title I program supports this goal byproviding highly qualified teachers in the Title I schools. In addition, schools participate in ongoing professionaldevelopment in the areas of student engagement, higher-order thinking skills, differentiated instruction and lessoninvestigation. The Title I program also supports the Parents as Educational Partners (PEP) parent outreach program,and other parenting workshops that promote parental, family, and community participation. These Title I funds are usedin a manner that supplement the local and state funds; and that in no case supplant those funds.

Title I, Part A funding was used to support school board goals and included:

100% of staff in each of the six Title I schools being Highly Qualified Teachers (HQT). •Title I students' made gains in reading and math, as evidenced by Interactive Achievement (IA), PALS/DRA2, i-Ready and SOL's.

•

Parental involvement increased as evidenced by the 2014-2015 total expenditures, workshop/training sign-insheets and parent survey.

•

100% of staff in each of the Title I schools being provided differentiated professional development and descriptivefeedback following observations, walkthroughs and lesson plan review.

•


PROGRAM DESCRIPTION

Title I Part A, Improving Basic Programs, is a federally funded program that provides supplemental instruction toimprove academic achievement for identified students in kindergarten through grade five in the schoolwide program.Each spring Loudoun County Public Schools must determine "eligible school attendance areas" utilizing the federalranking and serving requirements. Any school that has a percentage of low income families at or above 35% becomeseligible to receive Title I funds. The Title I program will continue to serve six elementary schools, which are staffed byhighly qualified teachers who will provide supplemental instruction to small groups of children (three-six) for blocks of 30to 40 minutes. The purpose of the Title I program is to ensure the most at-risk students reach the same challenging standardsexpected of all children in Loudoun County Public Schools. Utilizing multiple data points (SOL, IA, i-Ready, DRA2,PALS, etc.) students will be placed in tiers with interventions planned accordingly. As parents are the child's firstteachers, Title I promotes parental involvement by sending home helpful newsletters, organizing family events, andtrainings.


TITLE I PART A


255


Title I, Part A funding will be used to support school board goals to include:

100% of staff in each of the six Title I schools will be highly qualified and effective teachers, as evidenced by theIPAL report and teacher evaluations.

•

100% of all Title I students' will make gains in their reading and math performances, as evidenced by PALS,DRA2 and i-Ready Reports, Interactive Achievement and SOL's.

•

100% of staff in each of the Title I schools will continue to be provided differentiated professional developmentand descriptive feedback.

•

Parental involvement will increase when compared to 2015-2016, as evidenced by parental involvementregistration, the parental involvement survey and District Advisory Council, Parent Liaison and interpreterdocumentation.

•

School Improvement Plans will be developed to sustain and enhance student achievement. •




TITLE I PART A


256




257


Operations and Maintenance Materials, Supplies and Equipment $8,486 $1,346 $4,228 $12,500 $12,500 0.0 % Computers and Software ($184) $1,235 $665 $0 $0 0.0 % Training and Continuing Education $61 $1,139 ($321) $0 $0 0.0 %Total Operations and Maintenance $8,363 $3,720 $4,572 $12,500 $12,500 0.0 %

Total $8,363 $3,720 $4,572 $12,500 $12,500 0.0 %

Positions 0.0 0.0 0.0 0.0 0.0


FTE FTE

Total


TITLE I PART D - JDC


258

BUDGET OVERVIEW

PERSONNEL

Salaries will not be funded through this grant in FY17.


The Grant provides funding for travel, materials, and technology to support the Literacy Coach at the Loudoun CountyJuvenile Detention Home. The position is funded through a state grant.

Pre and post tested every student enrolled in detention in Reading and Math. •Provided one-on-one remediation in all academic areas. •



Continue to build our focus on literacy through instructional coaching for all teachers in reading across curriculum.•Expand the implementation of strategies that increase the reading of students in detention.•



PROGRAM DESCRIPTION

Title I Part D is a federally funded program used to support children and youth who are neglected, delinquent, or at riskof dropping out of school.


TITLE I PART D - JDC


259


Operations and Maintenance Contractual Services $0 $0 $0 $0 $14,000 0.0 % Materials, Supplies and Equipment $0 $0 $0 $0 $22,141 0.0 % Computers and Software $0 $0 $0 $0 $41,000 0.0 %

Total Operations and Maintenance $0 $0 $0 $0 $77,141 0.0 %

Capital Outlay Furniture and Equipment $0 $0 $0 $0 $7,500 0.0 %


Total $0 $0 $0 $0 $84,641 0.0 %

Positions 0.0 0.0 0.0 0.0 0.0


FTE FTE

Total


TITLE I PART D - SUB PART B


260

BUDGET OVERVIEW

PERSONNEL

No personnel will be included for 2016-2017.


The Title I, Part D Program will ensure the academic achievement for all students placed within North Spring BehaviorialCenter. Access to curriculum and instruction through various experiences, to include virtual curriculum will be a priorityso that students will complete credits toward obtaining a diploma and meet or exceed the State standards.

As this is a new Grant, there are no accomplishments at this time.



Title I, Part D funding will be used to support school board goals to include:

100% of students placed at North Spring Behavioral Center will complete credits towards obtaining a diploma;and

•

100% of students placed at North Spring Behavioral Center will transition successfully from institutionalization tofurther schooling or employment.

•



PROGRAM DESCRIPTION

The purposes of Title I, Part D are to: (1) improve educational services for children and youth in local and Stateinstitutions for neglected or delinquent children and youth so that they have the opportunity to meet the samechallenging State academic content and State student achievement standards that all children in the State areexpected to meet; (2) provide these children with services to enable them to transition successfully frominstitutionalization to further schooling or employment; and (3) prevent at-risk youth from dropping out of school as wellas to provide dropouts and children and youth returning from correctional facilities or institutions for neglected ordelinquent children and youth, with a support system to ensure their continued education. LCPS will continue tocoordinate efforts for the 2016-2017 school year with North Spring Behavior Center located in Leesburg, VA. NorthSpring has been identified with eligible students, thus qualifying for federal funding.


TITLE I PART D - SUB PART B


261


Personnel Full Time Salaries $353,192 $237,673 $294,200 $300,992 $301,437 0.1 % Part Time Salaries $51,548 $45,280 $0 $0 $0 0.0 % Benefits $130,578 $88,264 $106,747 $111,851 $103,601 -7.4 %Total Personnel $535,318 $371,217 $400,947 $412,843 $405,038 -1.9 %

Operations and Maintenance Contractual Services $14,387 $0 $0 $0 $7,033 0.0 % Materials, Supplies and Equipment $17,687 $179,858 $44,153 $93,482 $94,157 0.7 %

Training and Continuing Education $80,939 $3,073 $6,699 $0 $0 0.0 %Total Operations and Maintenance $113,014 $182,931 $50,852 $93,482 $101,190 8.2 %

Total $648,332 $554,148 $451,799 $506,325 $506,228 0.0 %

Positions 4.5 3.0 3.0 4.0 4.0


FTE FTE

Teacher 4.0 4.0

Total 4.0 4.0


TITLE II PART A


262

BUDGET OVERVIEW

PERSONNEL

The Title II Part A Grant includes salaries and fringe benefits for four Personnel Services employees. No additionalpositions will be requested for 2016-2017.


Title II funding will be used to support LCPS's endeavor to ensure 100% highly qualified and effective teachers. Theprivate schools, who have signed Letters of Intent to Participate, will be provided services in the areas of differentiatedinstruction. LCPS will also work collaboratively with the private schools to provide Title I and ELL services to any childfound eligible.

Title II A funding was used to support school board goals and included:

Supplementing the cost of tuition for 47 teachers to meet highly qualified requirements.•Providing differentiated supports to retain/retrain 272 teachers.•Provided for nine (9) graduate credit courses.•Supported professional development services for participating private schools: St. Theresa and Our Lady ofHope.

•


PROGRAM DESCRIPTION

Title II Part A Grant, Teacher Quality, is a federally funded program that provides funds to assure that students in highpoverty and/or high minority schools are not taught by inexperienced, unqualified, or out-of-field teachers at a higherrate than students in other schools. Funds will be utilized to support the Instructional Coaches, provide professional development to LCPS teachers ininstructional, best practices to enhance teaching and learning in the classroom, supplement the cost of tuition forteachers to participate in graduate level courses at George Mason and Shenandoah Universities, and to meet the100% Highly Qualified Teacher requirement under ESEA. Instructional Coaches work with teachers who have been identified as needing additional services beyond themonitoring provided through LCPS funding, with a focus on teachers on a non-continuing contract (0-3 yearsexperience), and those identified by principals who need additional support. Through time-intensive and non-evaluativeclassroom visitations, observations, and conference; the Instructional Coach provides embedded, individualizedprofessional development. Modeling, co-teaching, and problem solving in the collaborative coach-teacher relationshiphas demonstrated to have a positive impact on teacher efficacy and retention.


TITLE II PART A


263


Title II A funding will be used to support school board goals and include:

Utilization of four instructional coaches to provide job-embedded professional development to 100% of all novicegeneral education teachers, and those teachers identified by an administrator as not meeting the standards ofeffective teaching.

•

Provide job-embedded professional development to teachers identified by the Department of Personnel for thepurpose of retaining and retraining.

•

Sponsor course and workshop offerings for identified candidates in meeting the criteria of highly qualified.•Examine and analyze the data gathered from the teacher performance evaluation process to target professionaldevelopment initiatives.

•




TITLE II PART A


264




265


Personnel Full Time Salaries $139,326 $232,936 $297,961 $262,925 $293,058 11.5 % Part Time Salaries $2,066 $7,554 $0 $83,200 $43,200 -48.1 % Benefits $47,525 $67,902 $107,140 $118,843 $114,660 -3.5 %Total Personnel $188,917 $308,393 $405,101 $464,968 $450,918 -3.0 %


Total $493,263 $679,433 $581,104 $686,851 $747,674 8.9 %

Positions 4.0 3.0 3.0 4.0 4.0


FTE FTE

Teacher 4.0 4.0

Total 4.0 4.0


TITLE III A - ELL


266

PROGRAM DESCRIPTION

The goal of the Title III program is to assist "children who are limited English proficient, including immigrant children andyouth, attain English proficiency, develop high levels of academic attainment in English, and meet the same challengingState academic content and student academic achievement standards as all children are expected to meet." (ESEA'English Language Acquisition, Language Enhancement, and Academic Achievement Act' Sec. 3102). Likewise, newTitle III Guidance released jointly by the United States Department of Justice and the Office of Civil Rights (DearColleague Letter, Jan. 7, 2015) requires that "schools provide all ELL students with language assistance services thataddress their level of English language proficiency and give them an equal opportunity to meaningfully and equallyparticipate in the district's programs". (Dear Colleague Letter, Jan. 7, 2015, p. 14). Therefore, to assist students attain English proficiency and to have equal opportunity to meaningfully and equallyparticipate in the district’s programs, the Title III program implements the best practices of the Sheltered InstructionObservation Protocol (SIOP), the state adopted WIDA English Language Development (ELD) Standards for bothcontent specialty area classes, the Imagine Learning Language and Literacy program, and the Leveled LiteracyIntervention (LLI) reading ntervention program. Similarly, the Title III program also collaborates with the SpecialEducation Department to jointly provide workshops and technical assistance in the Stetson Inclusive model ofinstruction in order to provide educational opportunities to the ELL students in the most inclusive setting. The Sheltered Instruction Observation Protocol (SIOP®) model is a research-validated framework for planning andimplementing high quality instruction for English Language Learners (ELLs) and other students. The SIOP ® Model hasbeen designed to apply to all content areas wherein students, particularly ELLs, are supported by instruction thatenables access to grade level content standards through the development of academic English skills. The SIOP modelis proven to be effective in accelerating English language proficiency in ELL children while supporting and scaffoldingacademic content instruction. SIOP Instructional Coaches facilitate implementation by conducting workshops and byproviding resources and suggestions through pre- and post-observation conferences, classroom visits and instructionalmodeling of lessons.

Loudoun County ELL Program implements a comprehensive curriculum framework that integrates the state requiredWIDA English Language Development Standards with the state content standards. Exemplar WIDA Standards, thatguide teachers’ design of curriculum, instruction and assessment and promote academic achievement of ELLs, areavailable to all educators of ELLs in the corresponding content area. Additionally, the Title III program supports language and literacy development of ELL students by providing schools aninnovative language and literacy software program that helps ELL students build language skills to support academicachievement, Imagine Learning (IL). Imagine Learning gives ELL students intervention through one to one instructionand scaffold support with tutorials, explicit instruction, continual assessment, and repetition. As students learn to buildon their language and literacy strengths, teachers are trained to utilize real time reports to target instruction in strugglingareas. The Title III program provides and supports "community participation programs, family literacy services, and parentoutreach and training activities to limited English proficient children and their families to assist parents in helping theirchildren to improve their academic achievement and becoming active participants in the education of theirchildren." (ESEA Subgrant 1, Section 3115 6 A) via the Parents as Educational Partners (PEP) program. The PEPprogram parent classes are designed to increase ELL parents' participation in their children's educational experience byenhancing their awareness about the school system while deepening their nderstanding of ways in which the parentscan impact their children's success in school. Finally, in order to provide high quality language instruction programs and content area teaching, the ELL programpartners with George Mason University to provide opportunities for LCPS employees to earn an ELL endorsement. Inthe Fast Train Program LCPS employees benefit from participating as a cohort as cohort members are provided theflexibility to complete course work in convenient Loudoun County locations and are provided discounted course pricing.Currently, the Title III Grant funds four of the required seven courses.


TITLE III A - ELL


267

PERSONNEL

The Title III Grant will continue to fund three ELL (SIOP) Instructional Coaches and one ELL Staff Development Trainer.


The Title III program goal is to increase English proficiency and academic achievement in the core academic subjects ofLimited English Proficient (LEP) students by providing and supporting 'high quality professional development toclassroom teachers, principals, administrators, and other school or community-based personnel that is designed toimprove the instruction, academic competency, and assessment of limited English proficient children.' (ESEA Subgrant1, SEC. 3115c.2) The Title III program supports this goal by providing high quality, ongoing professional development in the SIOP modelof Instruction, the WIDA English Language Development (ELD) Standards, and Second Language Acquisition Trainingfor Educators (SLATE) at both the division and school level to enable classroom teachers to deliver effective shelteredcontent, English language instruction, and academic content instruction for LEP students. High-quality professional development of the SIOP protocol informs teachers in how to use principles of the SIOP modelto implement high-yield strategies and techniques in their classroom instruction. SIOP Instructional Coaches, funded bythe Title III Grant, collaborate with the ELL Supervisor and administrative educators to plan school-based professionaldevelopment that aligns with district initiatives and meets the individual needs of schools. In addition, SIOP Instructionalcoaches provide division level professional development to general education teachers and specialists during the schoolyear and in the summer to further increase participation in the SIOP Model. The Title III program supports the goal of assisting students with attaining English proficiency by providing division leveland school based training (both online and face-to-face) in the state adopted WIDA English Language DevelopmentStandards. The WIDA ELD workshops designed for K-12 teachers, language specialists, administrators, and supportstaff provide research based training in academic language designed to enhance student language learning in theacademic classroom. Teachers are also trained in incorporating the ELD standards into the content classrooms andlesson plans and also learn how to create language goals for instruction and assessment that are appropriate for theproficiency level of their students. Under the direction of the Title III funded ELL Staff Development Trainer, the Title III program has begun offeringdivision level training in aspects of second language acquisition to educators of ELLs. Second Language AcquisitionTraining for Educators (SLATE) training is open to any general educator who, in their position, works with ELLs.Participants in SLATE familiarize themselves with the laws that apply to educating all LEP/ELLs, study the process ofsecond language acquisition, research the role of culture, the types of immigration including the acculturation process,explore ways to use basic sheltered instructional strategies in classroom instruction, practice methods of incorporatingacademic language, reading and writing into all content areas, develop lesson plans that incorporate best practices forworking with ELLs and explore the differentiation between ELL needs, Special Education needs, and the needs ofDually Identified students. Due to the rigor of the SLATE curriculum and out-of-class required work, participants havebeen granted permission to earn 90 recertification points at the successful completion of the training. Likewise, the Title III program collaborates with both the Special Education Department and Reading Department inoffering Leveled Literacy Intervention (LLI) training, a Tier 2 and Tier 3 intervention program, to our high needselementary ELLs in order to bridge the literacy gaps of these students. Finally, to support the goal of English proficiency and academic achievement in the core academic subjects the ELLprogram offers ongoing professional development in the interpretation of the Imagine Learning progress reports.Ongoing review of these reports allows for continuous progress monitoring of students and informs teachers of theirinstruction.


TITLE III A - ELL


268


ELL students exceeded the ESEA required EnglishLanguage Proficiency (ELP) performance targets for AnnualMeasurable Achievement Objective (AMAO) 1 progress and met the ESEA required ELP targets for AnnualMeasurable Achievement Objective (AMAO) 2 proficiency.

•

ELL students met the state average for the ESEA required Annual Measurable Achievement Objective (AMAO)Reading and exceeded the Annual Measurable Achievement Objective (AMAO) Mathematics.

•

In order to provide increased ELL licensure opportunities to LCPS employees, GMU ELL Fast Train Cohort #3was planned to begin in fall of 2015 using a combination of Title III and Staff Development funds.

•

Title III funding was used to provide district-level cohort training in the SIOP Model of Instruction to teachers,specialists,and administrators. This consisted of a 2014 SIOP and Math Summer Cohort, a 2015 SIOP 101Spring Cohort, a 2015 SIOP 101 Summer Cohort, and a 2015 SIOP and Math Summer Cohort. Additionally,funds were used to provide training and support to 5 newly identified schools and to continue training and supportwith 14 schools.

•

The Title III Program developed division-wide, online training in the implementation of the WIDA ELD standards inthe K-12 classrooms for educators of ELLs.

•

The Parents of English Language Learners received support in 24 schools through the Parents as EducationalPartners (PEP) program.

•

Title III funds purchased Red and Gold Leveled Literacy Intervention (LLI) kits and training to 16 high needselementary schools and to two Pathways Facilitators.

•

Title III funds provided Imagine Learning Licenses (IL) and staff training and support to 42 LCPS elementary (28),middle (8), and high (6) schools.

•




Continue to exceed the ESEA required English language proficiency (ELP) performance targets for AnnualMeasurable Achievement Objective (AMAO) 1 progress, (AMAO) 2 proficiency, and (AMAO) 3 Reading, andMathematics.

•

Partner with the Personnel Department and building level administrators in the purposeful placement of newlyendorsed ELL Fast Train Cohort 3 members in schools with ELL vacancies

•

Conduct Parents as Educational Partners (PEP) cluster events in Leesburg (LCHS Cluster), Sterling (all clusters)and western Loudoun, bringing together parents and educators from elementary, middle, and high school feederschools.

•

Coordinate and align the instructional support of the SIOP Coaches with the needs of the schools identified asaccredited with warning and/or early identification schools.

•

Conduct both a fall and a spring series of SIOP workshops for educators of ELLs in the Cohort model•Collaborate with Pupil Services to provide the Stetson Model of Inclusive teaching to schools with high numbersof ELLs.

•

Increase use of the Leveled Literacy Intervention (LLI) program and training to 4 secondary schools and continueto provide follow up training to current schools utilizing this program.

•

Provide a series of Co-Teaching professional development sessions to General Education teachers and ELLteachers with the purpose of presenting strategies and tools to successfully and effectively instruct all students inthe inclusive environment while utilizing best practices, build a professional relationship, and be exposed toexemplar models of Co-Teaching currently taking place in the county.

•

Deliver Second Language Acquisition Training for Educators (SLATE) to all LCPS educators in both the fall andspring semesters with locations in eastern and western Loudoun County.

•


TITLE III A - ELL


269




TITLE III A - ELL


270




271


Personnel Full Time Salaries $6,510,438 $6,103,401 $5,450,266 $6,512,719 $7,199,599 10.5 % Part Time Salaries $4,857 $423 $4,542 $929,781 $0 -100.0 % Benefits $2,852,413 $2,300,760 $2,063,401 $2,166,463 $2,314,142 6.8 %Total Personnel $9,367,708 $8,404,583 $7,518,209 $9,608,963 $9,513,741 -1.0 %

Operations and Maintenance Contractual Services $116,340 $0 $86,760 $0 $0 0.0 % Materials, Supplies and Equipment $5,845 $0 $0 $0 $5,460 0.0 % Computers and Software $79,433 $246,052 $254,175 $0 $132,000 0.0 %

Total Operations and Maintenance $201,617 $246,052 $340,935 $0 $137,460 0.0 %

Total $9,569,325 $8,650,635 $7,859,144 $9,608,963 $9,651,201 0.4 %

Positions 102.5 103.0 103.0 103.0 103.0


FTE FTE

Teacher 97.0 97.0

Support 1.0 1.0

Coordinator 3.0 3.0

Engineer 1.0 1.0

Specialist 1.0 1.0

Total 103.0 103.0


TITLE VIB IDEA (EDUCATION OF THE HANDICAPPED)


272

BUDGET OVERVIEW

PERSONNEL

The grant provides funding for a number of full-time teaching positions, support staff, and the administrative positions ofSupervisor, Early Identification, Early Intervening Services Coordinator, Supervisor, Early Childhood SpecialEducation, and the Behavior Support Coordinator. Funding also includes a computer specialist to support the Office ofSpecial Education's existing IEP software (Phoenix) and the costs associated with the training and support of schoolbased staff. The computer specialist assists with the review, analysis, and modification of the programming system andmaintenance of the system.


The grant provides funding for the maintenance and update of the district's online special education software and someof the equipment costs for supporting the Phoenix program. In addition, LCPS elects to provide a 15% set-aside amount for Early Intervening Services (8VAC20-81-260 and 34 CFR300.226 and 34 CFR300.646). Based on the current grant, the school district set aside more than $1.3 million for themulti-tiered system of support for students. The set-aside funds are used for the professional development, softwarepurchases to support Tier 2 and Tier 3 student interventions.

CAPITAL OUTLAY

No funds for capital outlay are included in the FY17 budget.

Provided continued support to more than 1,000 users of the special education software product (PHOENIX). •Continued the automation of the referral, eligibility, Individualized Education Program (IEP), Medicaid, and 504processes.

•

Provided professional development for more than 100 staff members in the PBIS and RI frameworks. •Continued to provide tiered level support at the school and district level in support of tier 2 and tier 3 studentsthrough performance testing, progress monitoring, and support of the School Improvement Plans.

•


PROGRAM DESCRIPTION

Flow-through federal funds under the provision of the Individuals with Disabilities Education (IDEA) legislation. Thegrant funds special education plans, based on special education policies and procedures developed by LoudounCounty Public Schools and approved by the Virginia Department of Education.




273


Continue to provide ongoing training and support for administrative and teaching staff for the implementation ofthe PHOENIX software.

•

Continue to provide funding for designated teaching positions and staff positions. The support staff positions areneeded to provide oversight of the IDEA requirements of Child Find, Early Intervention, Early Intervening, andPositive Behavior Interventions and Supports to support the needs of students with and without disabilities.

•

Continue to support multi-tiered system of support for students academically and behaviorally.•Continue to support ongoing professional development in selecting the appropriate strategies and supports fortier 2 and tier 3 students and the use of data to monitor students' achievement towards the targeted behavioraland academic goals.

•

Develop systematic procedures for ensuring accountability for IEP implementation and improve compliance withspecial education regulations.

•

Continue to review the criteria for ESY services and focus on ensuring that appropriate decisions are made byIEP teams.

•

Implement effective inclusive practices to increase the participation of students with disabilities in generaleducation environments such as participation in general education early childhood settings.

•

Collaborate with Department of Instruction in support of students exiting Early Childhood Preschool programs areprovided services in the least restrictive environments, including half-day and full-day Kindergarten programs.

•






274




275



Benefits $35,454 $32,533 $41,065 $52,280 $62,455 19.5 %Total Personnel $143,672 $124,421 $124,062 $124,062 $123,453 -0.5 %

Total $143,672 $124,421 $124,062 $124,062 $123,453 -0.5 %

Positions 2.0 2.0 2.0 2.0 2.0


FTE FTE

Teacher 2.0 2.0

Total 2.0 2.0


TITLE VIB IDEA (PRE-SCHOOL INCENTIVE)


276

BUDGET OVERVIEW

PERSONNEL

The Pre-School Grant funds two of the Early Childhood Special Education positions needed to provide services topreschool students with disabilities.


The grant will not fund operations and maintenance costs in FY17.

CAPITAL OUTLAY

No funding is included for capital outlay in the FY17 budget.

Continued to provide support for a portion of the salary of two Early Childhood Special Education teachers. •



Continuation of support for Early Childhood Special Education students in a variety of community settings. •



PROGRAM DESCRIPTION

The Section 619 Pre-School Grant is a federal grant that assists local districts in providing services to Early ChildhoodSpecial Education (preschool) students, which is a requirement of state and federal laws.


TITLE VIB IDEA (PRE-SCHOOL INCENTIVE)


277


Personnel Full Time Salaries $18,826 $25,661 $14,747 $1 $0 -100.0 % Part Time Salaries $1,294 $0 $0 $15,000 $15,000 0.0 % Benefits $4,197 $3,939 $1,128 $1,147 $1,148 0.0 %Total Personnel $24,317 $29,600 $15,875 $16,148 $16,148 0.0 %

Operations and Maintenance Contractual Services $135 $7,257 $7,376 $0 $0 0.0 % Materials, Supplies and Equipment $25 $0 $817 $18,852 $18,852 0.0 % Computers and Software $80 $0 $0 $0 $0 0.0 % Training and Continuing Education $25,124 $7,013 $5,759 $0 $0 0.0 %Total Operations and Maintenance $25,364 $14,270 $13,952 $18,852 $18,852 0.0 %

Total $49,682 $43,870 $29,827 $35,000 $35,000 0.0 %

Positions 0.3 0.3 0.3 0.0 0.0


FTE FTE

Total


TITLE X PART C (MCKINNEY-VENTO HOMELESS ASSISTANCE ACT)


278

BUDGET OVERVIEW

PERSONNEL

The grant to LCPS from Project HOPE provides for one part-time liaison. A full-time Coordinator position is paid by TitleI grant funding. Previously .3 FTE of the Coordinator was funded through this grant.


Project HOPE Grant and funds from Title I pays transportation for McKinney-Vento eligible students who are temporarilyresiding outside Loudoun County, as required by federal law. The grant also provides funding for part-time assistance inexpediting enrollment of eligible students and verifying summer residency changes.

Expedited the enrollment of 1108 students who qualified for McKinney-Vento services by working with schools toprovide transportation, free school meals, and rapid registration.

•

Collaborated with Mobile Hope to provide essential services to students eligible for McKinney-Vento services.•Presented staff development sessions about McKinney-Vento eligibility and services to principals, attendancesecretaries, school counselors, parent liaisons, school nurses and health clinic specialists, and school socialworkers.

•

Collaborated with other offices and departments of LCPS and government and private organizations to addressthe needs of McKinney-Vento students and families.

•



Provide professional development to school staff members regarding McKinney-Vento identification and services. •Communicate with parents/guardians, community organizations, and government agencies to address the needsof homeless students.

•

Provide information and support to schools regarding the enrollment and success of McKinney-Vento students. •Collaborate with other child-serving agencies to ensure understanding of McKinney-Vento services to students. •Maintain strong communication and working relationship with Mobile Hope to meet essential needs of McKinney-Vento students.

•


Dr. Suzanne JimenezDirector of Student Services

PROGRAM DESCRIPTION

The McKinney-Vento Grant from Project HOPE of Virginia and Title I funds provide a staff member to respond to thequestions and concerns surrounding homelessness, link eligible students with services, support families and schools,work with agencies serving homeless children and families, make the arrangements necessary to quickly enrollhomeless students, and maintain the data and records necessary for required reporting and compliance monitoring.The McKinney-Vento Act, a part of No Child Left Behind, requires that schools eliminate any barriers to the enrollmentof homeless children and provide transportation from the school of origin when feasible.


TITLE X PART C (MCKINNEY-VENTO HOMELESS ASSISTANCE ACT)


279


Personnel Full Time Salaries $237,034 $254,678 $269,993 $265,353 $260,068 -2.0 % Part Time Salaries $212 $88 $6,618 $0 $0 0.0 % Benefits $120,424 $133,754 $165,890 $184,647 $189,928 2.9 %Total Personnel $357,670 $388,519 $442,500 $450,000 $449,996 0.0 %

Operations and Maintenance Materials, Supplies and Equipment $27,414 $28,788 $0 $0 $0 0.0 % Computers and Software $1,272 $1,200 $0 $0 $0 0.0 % Training and Continuing Education $5,716 $11,993 $0 $0 $0 0.0 %Total Operations and Maintenance $34,402 $41,981 $0 $0 $0 0.0 %

Total $392,072 $430,500 $442,500 $450,000 $449,996 0.0 %

Positions 6.0 6.0 7.0 7.0 7.0


FTE FTE

Teacher 4.0 4.0


Total 7.0 7.0


VIRGINIA PRE-SCHOOL INITIATIVE


280

BUDGET OVERVIEW

PERSONNEL

The personnel line includes salaries and all fringe benefits for seven employees: four teachers and three teachingassistants.


The grant will not fund operations and maintenance costs in FY17.

The Virginia Preschool Initiative Grant continues to support the salary and fringe benefits for four teachers and threeteaching assistants.

Increased inclusive opportunities for all preschool students in schools where STEP and Early Childhood SpecialEducation programs are co-located.

•

Implemented the Second Step Early Learning Program to increase school readiness and social success,decrease behavior problems, and promote social and emotional competence and self-regulation skills, andshared strategies with parents.

•



Use the Virginia Preschool Initiative Grant to continue to fund the salary and fringe benefits for four teachers and threeteaching assistants.


Alexis DuffinSTEP Supervisor

PROGRAM DESCRIPTION

The Virginia Pre-School Initiative (VPI) provides funding for the STEP (Starting Toward Excellence in Preschool)program for at-risk four-year-old children. It includes quality preschool education, health services, social services,parental involvement, and transportation. Programs operating half-day receive state funds prorated at 50 percent.Criteria for enrollment include residing in a family at the poverty level or with income levels within guidelines for free andreduced price lunch, having a single or an unemployed parent, having a suspected or identified disability or being anEnglish language learner. Students must reside in a geographical area served by STEP. Each class has morning andafternoon sessions of three hours each. There are a maximum of 15 students per session. Twenty STEP classes (2014-2015) are located at nine sites: Buffalo Trail, Discovery, Evergreen Mill, Frederick Douglass, Heritage HS,Meadowland, Rolling Ridge (4 classes), Steuart Weller, and Sully. The VPI Steering Committee composed ofrepresentatives from Instruction Services, Research, Head Start, Parent Outreach, Parks and Recreation, privatepreschools, and the community meets once a year to review VPI practices and gain additional information about theSTEP preschool program.


VIRGINIA PRE-SCHOOL INITIATIVE


281




282

DEPARTMENT SUMMARY

The Department of Support Services comprises the Divisions of The Office of Support Services, Construction Services,Facilities Services, Safety and Security Services, School Nutrition Services, Planning Services and TransportationServices.

The department supports the instructional program by providing quality, safe, comfortable, well-maintained educationalfacilities and grounds; safe student transportation; high quality, nutritious foods that students enjoy and are affordable.All aspects of the school system - physical plant, pupil transportation, furnishings in the classrooms, materials utilized inmaintaining our facilities, the nutritious meals served, and the safety of our students, staff, and visitors are provided withthe desire to be most efficient and effective. As effective stewards of the public trust, we pride ourselves on oursustainability and energy conservation efforts as part of our culture in Loudoun County Public Schools creating a"Climate for Success."

FY17 CHANGES

The FY17 Department of Support Services budget reflects a strategic approach to program management to provide thevision of our assessment of citizen expectation, our professional assessment of the future of facilities, construction andmaintenance of Transportation and School Nutrition Services, and the risks of today's world.

Automation and utilization of current technologies are a primary focus of the Department of Support Services. Research,development, procurement, and implementation of technologies that provide safety protocols, additional efficiencies,further communication, documentation, and reporting are ongoing.

Additional staffing includes the necessary positions for growth and the opening of new schools.

DEPARTMENT OF SUPPORT SERVICES


283

BUDGET HISTORYDivision FY13 Actual FY14 Actual FY15 Actual FY16 Budget FY17 BudgetAssistant Superintendent for Support Services 346,227 326,112 382,358 353,670 369,412

Construction Services 3,238,293 1,952,530 5,598,603 2,694,433 3,307,401

Facilities Services 57,100,620 57,782,562 64,310,141 67,075,962 70,866,229

Office of Support Services 4,042,072 2,754,872 4,293,077 3,935,338 4,332,581

Planning Services 1,335,477 1,143,885 1,564,590 1,405,741 1,364,119

Safety & Security 3,805,469 4,260,420 5,666,233 5,548,080 5,874,306

Transportation Services 49,430,483 49,432,283 48,534,473 55,931,797 61,496,045

Total $119,298,640 $117,652,663 $130,349,475 $136,945,021 $147,610,093

Positions 1,695.0 1,686.0 1,713.0 1,706.3 1,732.3



284




Benefits $26,719,023 $26,242,669 $26,414,180 $30,935,628 $33,949,012

Total Personnel $80,747,324 $80,660,086 $81,926,272 $91,619,754 $98,500,344






Capital Outlay Buildings $110,488 $0 $2,593,062 $0 $0

Computers and Software $16,669 $90,639 $8,705 $0 $0

Furniture and Equipment $290,237 $396,401 $1,225,574 $889,864 $295,000

Vehicles $10,999 $32,128 $52,142 $0 $0

Total Capital Outlay $428,393 $519,168 $3,879,483 $889,864 $295,000

Total $119,298,640 $117,652,663 $130,349,475 $136,945,021 $147,610,093

Positions 1,695.0 1,686.0 1,713.0 1,706.3 1,732.3



285


Personnel Full Time Salaries $226,009 $237,290 $244,398 $254,977 $262,381 2.9 % Part Time Salaries $35,869 $0 $62,749 $0 $0 0.0 % Benefits $74,572 $84,396 $69,220 $89,173 $95,531 7.1 %Total Personnel $336,451 $321,686 $376,366 $344,150 $357,912 4.0 %

Operations and Maintenance Materials, Supplies and Equipment $3,828 $1,771 $2,305 $2,800 $4,500 60.7 % Computers and Software $3,399 $0 $3,687 $3,840 $4,000 4.2 % Training and Continuing Education $2,549 $2,655 $0 $2,880 $3,000 4.2 %Total Operations and Maintenance $9,776 $4,426 $5,992 $9,520 $11,500 20.8 %

Total $346,227 $326,112 $382,358 $353,670 $369,412 4.5 %

Positions 2.0 2.0 2.0 2.0 2.0


FTE FTE


1.0 1.0

Support 1.0 1.0

Total 2.0 2.0


ASSISTANT SUPERINTENDENT FOR SUPPORT SERVICES


286

BUDGET OVERVIEW

PERSONNEL

Personnel includes the employee compensation and benefits for two (2) employees including the AssistantSuperintendent of Support Services and the Administrative Assistant.


This category includes expenditures for professional membership fees, travel, materials, and supplies for the AssistantSuperintendent of Support Services and staff.

The Assistant Superintendent of Support Services has memberships in various local and national organizationsincluding but not limited to APPA, AASA, COOA and NIGP.

Established a project based approach for services provided to schools and administrative facilities•Creation of the Project Improvement Review Team (PIRT) to manage and document system wide school basedproject and requests

•

Consolidated disparate and duplicated efforts within the divisions of Support Services•Reduced costs and improved service provided by the division of School Nutrition Services•Established increased communication and coordination with County of Loudoun Department of General Servicesand Department of Transportation and Capital Infrastructure

•

Improved and verified emergency communication at and with school campuses•Improved efficiency of custodial services at school and administrative campuses•



To support improved student academic performance by proactively leading staff’s collection, analysis, and use ofdata to articulate desired outcomes for FY 2020 with FY 2017, 2018 and 2019 milestones for recommendedVision 20/20 performance benchmarks.

•

To lead the analysis of existing service delivery data and establish meaningful measurements for proposed andfuture initiatives.

•

Lead the team within the department toward developing and implement strategies to improve and affect changein performance.

•

Lead the Department with a focus on continuous improvement in all aspects of service delivery including; Fleet Management◦Staffing Standards – Custodial Services◦Increase level of service to students, parents and schools◦Improvement in terms of project delivery, planning and close out efficiency◦Automation of all areas of service delivery◦Develop and implementation of an Incident Command Center◦Revise Wellness Policy – School Nutrition Services◦

•

PROGRAM DESCRIPTION

The Assistant Superintendent of The Department of Support Services provides leadership, management, direction,support and coordination to the other school system departments, the Superintendent and School Board in the areas ofAdministration Building Operations, Central Garage, Construction, Distribution Center, Facilities Services, Planning,Safety and Security, School Nutrition and Pupil Transportation.




287


Kevin LewisAssistant Superintendent for Support Services




288




289


Personnel Full Time Salaries $1,066,072 $736,115 $727,968 $786,275 $821,603 4.5 % Part Time Salaries $177 $0 $10,626 $0 $0 0.0 % Benefits $423,680 $283,343 $309,538 $302,458 $343,698 13.6 %Total Personnel $1,489,929 $1,019,458 $1,048,132 $1,088,733 $1,165,301 7.0 %

Operations and Maintenance Contractual Services $1,585,901 $882,341 $1,755,486 $1,460,000 $2,060,000 41.1 % Materials, Supplies and Equipment $26,833 $37,559 $19,054 $37,200 $35,600 -4.3 % Computers and Software $22,479 $7,455 $14,056 $42,000 $30,000 -28.6 % Training and Continuing Education $2,661 $5,716 $4,848 $16,500 $16,500 0.0 %Total Operations and Maintenance $1,637,875 $933,072 $1,793,445 $1,555,700 $2,142,100 37.7 %

Capital Outlay Buildings $110,488 $0 $2,593,062 $0 $0 0.0 %

Furniture and Equipment $0 $0 $163,965 $50,000 $0 -100.0 %

Total Capital Outlay $110,488 $0 $2,757,027 $50,000 $0 -100.0 %

Total $3,238,293 $1,952,530 $5,598,603 $2,694,433 $3,307,401 22.7 %

Positions 13.0 9.0 9.0 9.0 9.0


FTE FTE

Director 1.0 1.0

Supervisor 1.0 1.0

Support 2.0 2.0

Coordinator 1.0 1.0

Specialist 3.0 3.0

Technician 1.0 1.0

Total 9.0 9.0


CONSTRUCTION SERVICES


290

BUDGET OVERVIEW

PERSONNEL

The personnel line includes salaries and related fringe benefits for nine current employees.


Operations and maintenance expenditures provide the supplies and services to support the implementation of theconstruction program. In addition, contractual services expenditures provide for the procurement of resources requiredto complete improvements to existing school facilities. The increase in Operations and Maintenance is due toprofessional services providing resources for architectural and engineering design and consultation for facilityassessments, school-based construction projects including approved but deferred projects and the evaluation ofproposed school sites.

CAPITAL OUTLAY

No Capital Outlay projects for FY17.

PROGRAM DESCRIPTION

The Division of Construction Services manages the architectural, engineering, and construction process for the designand implementation of the projects in the Capital Improvements Program (CIP), and provides system wide technicalguidance and assistance for renovation activities at existing facilities. In ensuring the successful accomplishment of theCIP, the Division works cooperatively with the Department of Planning in the evaluation of sites for new schools andsupports the legislative process through administrative approvals. Construction Services collaborates and supports theInstructional Program through design review and management to promote an environment for academic achievementfor students, teachers and administrators. The Division supports the Department of Instruction and the offices of Transportation, Facilities Services, Safety andSecurity, and School Nutrition with project planning, design, consultation and engineering feasibility to ensure facilitiesare safe, secure, and efficient. The Division prepares the plans and specifications for new schools, renovations,additions, renewals, and develops the Educational and Technical Specifications to ensure parity of all school facilities.With nearly 40% of Loudoun’s schools reaching their life cycle, the Construction Division evaluates existing facilitieswith regards to line item replacement versus a major renewal/revitalization which incorporates evolving Educational andTechnological programs. In addition to planning and design, the Division provides budget analysis, estimating, bidding,contract administration, construction management and post-construction support processes. Construction Services incorporates sustainable design and construction methods into the Division’s prototypical schoolsand has supported LCPS in achieving the EPA Energy Star Partner by adopting design and control methods thatconserve natural resources, consume less energy, and reduce the carbon footprint.




291

Achieved the following in support of School Board Goals 5 and 6:

Managed over $128,000,000 in major construction contracts: Reached substantial completion of Riverside High School.◦Reach substantial completion of the Freedom High School addition project. ◦Began construction of Madison's Trust Elementary School.◦Completed synthetic turf projects at Park View and Stone Bridge High Schools.◦Began phase 2 improvements at Broad Run High School.◦Installed playgrounds at 6 elementary schools (Ball's Bluff, Cardinal Ridge, Frederick Douglass, LowesIsland, Meadowland, and Moorefield Station).

◦

•

Initiated the process to solicit Construction Management at Risk (CMAR) services for the Academies of Loudounproject.

•

Collaborated with the Facilities Services Division to complete multiple school based projects.•Began the Facility Conditions Assessment for all schools.•Continued implementation of project management software for records management of the CIP, feasibilitystudies, consulting, design development, easements, and multiple school-based projects.

•




Continue to provide training and understanding of network analysis scheduling, commissioning, constructioncontract law, project management, sustainable design, Prolog, and construction practices and processes tofurther empower construction staff.

•

Continue to implement GIS and BIM (Building Information Modeling) systems into construction projects to collectand maintain accurate data to provide for the planning and management of sites and facilities.

•

Continue development of the facilities database to provide a system-wide source of statistical information tosupport program development and management.

•

Continue to refine the Educational and Technical Specifications. •Continue to update the Facility Conditions Assessment to properly plan for life cycle and programmaticrenovations and renewals of the facility inventory.

•

Upgrade design guidelines and construction details.•Improve the quality assurance program during school construction projects. •Expanded use of alternative project delivery methods to improve efficiency and reduce costs•

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYKevin LewisAssistant Superintendent for Support Services

Gary VanAlstyneDirector of Construction




292




293



Operations and Maintenance Contractual Services $3,295,693 $2,901,222 $5,632,060 $4,485,982 $4,792,000 6.8 % Materials, Supplies and Equipment $17,588,488 $17,970,398 $19,865,260 $19,985,337 $20,704,042 3.6 % Computers and Software $12,447 $69,076 $8,748 $66,032 $67,000 1.5 % Training and Continuing Education $27,524 $20,885 $27,107 $27,500 $27,500 0.0 %Total Operations and Maintenance $20,924,152 $20,961,581 $25,533,175 $24,564,851 $25,590,542 4.2 %

Capital Outlay Computers and Software $6,495 $0 $8,705 $0 $0 0.0 % Furniture and Equipment $86,396 $322,831 $739,367 $299,864 $0 -100.0 % Vehicles $0 $0 $10,040 $0 $0 0.0 %Total Capital Outlay $92,891 $322,831 $758,112 $299,864 $0 -100.0 %

Total $57,100,620 $57,782,562 $64,310,141 $67,075,962 $70,866,229 5.7 %

Positions 701.5 684.5 708.5 731.8 754.8


FTE FTE

Director 1.0 1.0

Supervisor 6.0 6.0

Manager 4.0 4.0

Analyst 1.0 1.0

Support 6.0 7.0

Coordinator 1.0 1.0

Custodian 572.8 582.8

Driver 4.0 4.0

Maintenance 134.0 146.0

Specialist 2.0 2.0

Total 731.8 754.8


FACILITIES SERVICES


294

BUDGET OVERVIEW

PERSONNEL

The Facilities Services maintenance services staff performs crucial work in maintaining the ever increasing size andcomplexity of our school systems infrastructure. Facilities Services provides the Support Services Department withtechnical expertise for repair and maintenance, preventative maintenance, and contracted maintenance project support,in addition to energy conservation and environmental, safety and occupational health program management. FacilitiesServices is proposing the following additional positions: Occupational Safety Specialist to conduct OSHA work placeassessments and accident investigations in schools and support facilities and annual laboratory hood inspections forinstructional equipment. In addition, Facilities Services is proposing 12 additional Maintenance Worker positions:Carpenter Crew Chief (1 FTE), HVAC Controls Technician I (2 FTE's), Plumber (1 FTE), Electrician (1 FTE), HVACTechnician II (1 FTE), Preventive Maintenance Technician (2 FTE's) and General Maintenance Worker I (4 FTE's). TheLCPS maintenance staffing standard is 15 technicians per 1,000,000 gross sq. ft. which would allow for 162 technicians,the additional 12 positions requested this year will increase current staffing to 146 technicians.

The Custodial Services staff performs daily cleaning of our schools and support facilities during the school year, majorfloor to ceiling cleaning of our schools during the summer break, and staffing for building supervision of nearly 40,000school and community use after hours activities throughout the year. For FY17, 10 Custodians are required for growth instaffing for Madison's Trust ES (4.75 FTE's), a new Head Custodian for MS 7 opening fall 2017 (.25 FTE that willincrease to 1.0 FTE in FY18), full custodian staffing for Riverside HS (4.0 FTE's) and an additional Custodian for BroadRun HS (1 FTE) due to the current classroom expansion. Facilities Services is also proposing the addition of thefollowing positions: substitute Custodians (1 FTE's) to support day to day coverage of required custodial services inelementary schools due to the absence of assigned custodial staff for annual or sick leave. The current CustodialStaffing ratio is one custodian per 20,000 square feet of facility cleaned.


The Facilities Services operations and maintenance budget for FY17 provides: cleaning services and supplies; builtinfrastructure equipment maintenance and repair, operating supplies and replacement parts and service supportcontracts for all 89 LCPS schools and 6 support facilities; environmental, safety and occupational health supplies,equipment and testing; and all utility services and energy conservation programs. Increases are attributed to systemgrowth, escalating costs for materials and contracted services, and the renovation of the practice field at Potomac FallsHS.

PROGRAM DESCRIPTION

The Facilities Services Division in Fiscal Year 2017 will provide maintenance and operations services to 89 schools andsix support facilities that constitute Loudoun County Public Schools physical plant. The total assets of our schooldivision will comprise a total area of 10,815,000 square feet and 3,077 acres of campus. In addition to schools andsupport facilities, Facilities Services Division operates six potable water wells and one waste water treatment plant. Theservices that this division provides includes: routine and emergency facility maintenance, routine and emergencyequipment repairs; built infrastructure preventive maintenance; energy management; grounds maintenance;Maintenance Services Contracts; Integrated Pest Management; Turf Management Services; management andexecution of the CAPP program; management of custodial training and assignments; ordering and delivery of custodialconsumable materials and equipment; collection of municipal solid waste for LCPS and County of Loudoun; collectionof recyclable materials; disposal of hazardous waste; managing the Indoor Air Quality Program; snow removaloperations; emergency services and various other services as required for the efficient operation and maintenance ofLoudoun County Public Schools assets.


FACILITIES SERVICES


295

CAPITAL OUTLAY

Capital Outlay projects for FY17 will be funded through Lease.

Replaced the fire alarm systems at Blue Ridge MS, J.L. Simpson MS, Seneca Ridge MS and Sterling MS.•Replaced sections of the roof (131,000 sq. ft.) at Park View HS and the entire roof (61,000 sq. ft.) at Sully ES.•Replaced carpet at Algonkian ES (all), Ashburn ES (all), Hutchison Farm ES (select rooms), John Champe HS(foyer) and Seldens Landing ES (select rooms).

•

Painted the interior surfaces and some exterior surfaces at thirty (30) schools.•Replaced the tennis courts in their entirety at Potomac Falls HS.•Milled, paved and re-striped asphalt surfaces at Forest Grove ES, Horizon ES and Loudoun County HS.•Repaved and re-striped the play courts at Banneker ES, Emerick ES, Harper Park MS and River Bend MS.•Milled, paved and re-striped the tracks at Eagle Ridge MS, Harper Park MS, Mercer MS, Seldens Landing ESand Sterling MS.

•

Performed various asphalt repairs and upgrades at Emerick ES, Guilford ES, Hillside ES, Little River ES andTuscarora HS.

•

Repaired, crack filled, seal coated and re-striped asphalt surfaces at Banneker ES, Briar Woods HS, Catoctin ES,Countryside ES, Emerick ES, Little River ES, Lovettsville ES, Mercer MS, Potomac Falls HS, Sugarland ES andWaterford ES.

•

Painted new pavement markings at Seneca Ridge MS to help with traffic flow.•Painted new pavement markings at Transportation’s Main Bus Lot for driver training.•Performed various concrete repairs and upgrades at the Administration Building, Ashburn ES, Belmont RidgeMS, Cedar Lane ES, Emerick ES, Dominion Trail ES, Hillside ES, J.L. Simpson MS, Potomac Falls HS, SandersCorner ES, Seneca Ridge MS, Sterling MS and Woodgrove HS.

•

Repaired the granite steps and marble landing at Loudoun County HS main entrance.•Installed 2 new ADA concrete ramps, including landscaping, at Loudoun County HS main entrance.•Repaired perimeter wall (interior and exterior) damaged by vehicle collision at Mountain View ES.•Renovated Labs 7 and 9 at the Staff Training Center.•Replaced original walk-in refrigerator/freezer at Little River ES.•Replaced the electrical switchgear at Sterling MS.•Installed new student hall lockers at Eagle Ridge MS (219) and Seneca Ridge MS (97).•Retrofitted all exterior canopies with aluminum soffit material at Rolling Ridge ES and Sugarland ES.•Repaired and refinished the Exterior Insulation Finishing System (EIFS) at Dominion Trail ES and Horizon ES.•Performed masonry repairs, including touch up painting, to numerous CMU cracks throughout Buffalo Trail ES.•Performed masonry repairs to the planter boxes at Blue Ridge MS and Sterling MS.•Replaced window caulking and curb joint sealant at the Administration Building.•Sanded, painted and refinished the main and auxiliary gym floors at Eagle Ridge MS, Harper Park MS and ParkView HS.

•

Refinished 54 gym floors.•Restored the Main Gym center court logo at Tuscarora HS.•Converted stage floors to black at Blue Ridge MS and Eagle Ridge MS.•Resurfaced the tennis courts at Loudoun County HS.•Resurfaced the rubberized tracks at Dominion HS, Heritage HS and Potomac Falls HS.•Replaced store front entrance at Potomac Falls HS, Dominion HS and Stone Bridge HS.•Replaced 4 rooftop HVAC units at Broad Run HS.•Relocated electric conduits off roof at Sully ES.•Replaced boiler and 3 HVAC condensing units at Round Hill Center.•Replaced door hardware at Leesburg ES, Emerick ES and Meadowland ES.•Replaced Garage makeup air units and shop heating/cooling units at Transportation.•



FACILITIES SERVICES


296

Replaced cooling tower at Sterling ES.•Upgraded building automation at Lincoln ES and Waterford ES.•Replaced ceiling tiles in House A, C, Tech Ed and computer labs at Blue Ridge MS.•Replaced clock system at Leesburg ES.•Replaced perimeter fence at Belmont Station ES.•Replaced domestic water heater at Potowmack ES.•Completed 37,251 work orders.•Coordinated chemical inventory of all High School and Middle School science labs, VoTech, Facilities andTransportation (34 buildings, over 2,000 chemicals).

•

Updated Safety Data Sheet binders to all schools.•Began migration to electronic Safety Data Sheet management.•Coordinated with Virginia Department of Health to update all LCPS Radon records and sampled 7 additionalschools.

•

Conducted AHERA (Asbestos Hazard Emergency Response Act) periodic surveillance for 32 schools andupdated all Management Plans with appropriate documentation.

•

Coordinated the abatement and disposal of all old records stored in the Union Street building.•Conducted 104 Indoor Air Quality investigations.•Conducted monthly inspections of 32 aboveground storage tanks.•Coordinated a third party evaluation of all aboveground storage tanks.•LCPS was recognized by the Virginia School Board's Association as a Platinum Level Green School District.•LCPS was honored with a 2015 EPA ENERGY STAR "Sustained Excellence-Partner of the Year." •


Continue to support School Board Goals 4, 5, 6 and 7 utilizing the following processes: Maintain our school buildings and grounds to ensure a quality educational environment that will enable schools toachieve their instructional goals and meet the increasing expectations of staff, students, and parents. This goal will beachieved by making Facilities Services more proactive through continuing education and training in maintenance andoperation of mechanical, electrical, plumbing and kitchen equipment and structural systems in our schools.

Strive to recruit only the highest quality employees for maintenance and custodial positions. •Continually improve communications between Facilities Services and building principals to ensure that they areinformed of maintenance and custodial practices, and notifications in advance of maintenance servicesscheduled for their school.

•

Continue to refine syllabus for custodian training and develop a leadership program for head custodians,maintenance crew chiefs and supervisors, and staff who wish to apply for lead or supervisory positions. AttainISSA International Certification for all Head Custodians.

•

Continue implementing a green cleaning program by Custodial Services. Expand the LCPS recycling program byincreasing visibility of the program and collecting more recyclable materials.

•


Edward TreanorDirector of Facilities Services


FACILITIES SERVICES


297


Personnel Full Time Salaries $1,153,973 $1,201,531 $1,228,318 $1,358,535 $1,349,863 -0.6 % Part Time Salaries $180,254 $69,464 $68,647 $102,128 $84,250 -17.5 % Benefits $481,397 $485,064 $531,151 $545,849 $542,452 -0.6 %Total Personnel $1,815,624 $1,756,059 $1,828,116 $2,006,512 $1,976,565 -1.5 %

Operations and Maintenance Contractual Services $115,869 $56,544 $864,203 $409,061 $878,751 114.8 % Materials, Supplies and Equipment $1,881,038 $919,547 $1,327,921 $1,496,255 $1,464,765 -2.1 % Computers and Software $44,691 $5,002 $29,111 $21,410 $6,000 -72.0 % Training and Continuing Education $3,680 $905 $7,113 $2,100 $6,500 209.5 %Total Operations and Maintenance $2,045,277 $981,999 $2,228,349 $1,928,826 $2,356,016 22.1 %

Capital Outlay Furniture and Equipment $181,170 $16,814 $236,612 $0 $0 0.0 %

Total Capital Outlay $181,170 $16,814 $236,612 $0 $0 0.0 %

Total $4,042,072 $2,754,872 $4,293,077 $3,935,338 $4,332,581 10.1 %

Positions 23.0 23.0 24.0 24.0 23.5


FTE FTE

Supervisor 1.0 1.0

Manager 1.0 1.0

Support 11.0 11.0

Coordinator 2.0 2.0

Driver 4.0 4.0

Operator 1.0 1.0

Specialist 2.0 2.0

Technician 1.0 1.5

Total 23.0 23.5


OFFICE OF SUPPORT SERVICES


298

BUDGET OVERVIEW

PROGRAM DESCRIPTION

The Division of The Office of Support Services provides administrative assistance as well as project and programmanagement to the Divisions of Construction Services, Facilities Services, Planning Services, Safety and SecurityServices, School Nutrition Services and Transportation Services. The Office of Support Services continues to expandits role as a project and program management resource for each of the respective divisions. This expanded role hasand will continue to provide efficient services, communication between divisions and departments and set clearprocesses for the entire department and LCPS.

The Administration Building Operations Office and the Distribution Center are managed within the Division of The Officeof Support Services.

Areas of Responsibility;

Provided administrative leadership, project and program management, and guidance to the Divisions withinSupport Services to meet the challenges of rapid growth, facility equity, expanded security needs, and changingconstituency expectations

•

Provided guidance and direction for all school administrators in regards to compliance with Facility Use of SchoolBuildings by outside organizations as outlined in School Board Policy's and Regulations 6-27, 6-28 and 6-29.

•

Responsible for the Property Improvement Review Team (PIRT) which includes the Divisions of ConstructionServices, Facilities Services and Transportation Services. The PIRT is tasked with reviewing,approving/disapproval, identifying funding source and implementation of all requests from principals, individuals,community organizations or other agencies to alter existing school grounds and/or facilities.

•

Needs assessment, inventory control, storage, order fulfillment, delivery and in many cases set up of schoolfurniture. Removal of excess or damaged furniture and equipment from schools and support facilities

•

Management of system wide needs assessment and ordering system for paper, generation and distribution ofbudget transfers and invoices associated with paper, receipt verification, inventory control, storage and orderfulfillment including delivery of paper to all school and support facilities

•

Development, maintenance and management of the system wide needs assessment and procurementprocesses for textbooks and other instructional materials including receipt verification, inventory control, storage,order fulfillment, delivery and removal and reallocation

•

Storage and distribution of materials for non-standard or special programs such as summer school and summerSTEM camps and secure pick-up and delivery of printed test materials -Secure pick-up and delivery of largemovements of confidential student records

•

Receipt, storage, order fulfillment and delivery of School Nutrition kitchen cleaning supplies•LCPS Online Auction's continuous review and selection process for surplus items suitable for the LCPS OnlineSurplus Auction, monthly uploads of pictures and descriptions of auction items, monitoring the website during themonthly bidding process for questions and possible issues, work with winning bidders to ensure that items areremoved and paid for during the designated period and reconciliation of all monthly financial reports associatedwith the auction. Also noted that the Distribution Center Staff provides logistical and labor support for the LCPSOnline Auction during staging and removal

•

Daily Operation of the Administration Building including reception, facility work requests, management of thecentral office mail room, management of the copy center, management of the board rooms including A/Vequipment, booking, staging and support, office space and signage management and assistance in procurementof furniture

•

Project management of Administration Building reconfiguration and office space renovations•




299

PERSONNEL

The personnel line includes twenty three (23) current employees and a.5 requested positions.

The .5 requested position is to support the growth and increased work load that has occurred over the past 10 years inthe Administration Building Operations Office. The Administration Building Operations Office has not added staff in thepast 10 years. The amount of events in the evenings as well as requested extended building hours has over tripledsince the opening of the building. This additional position will increase efficiency, customer services, support to theschools and reduce overtime and part time needs.


Funding in this Division includes new and replacement furniture and equipment for existing schools. This includesfurniture for increased enrollment, new programs and replacement items. This Division also supports the AdministrationBuilding daily operations, copy center, mail room and School Board rooms. Administrative and School Based projectsthat are approved, implemented and managed by The Department of Support Services are funded by this Division.

The increased request for funds in the area of Contractual Services is due to multiple projects planned, and servicesprovided, within the Administration Building Operations Office.

The planned projects include a Phase II upgrade of the audio/video equipment in the School Board meeting rooms(100A, 100B and 100C) incorporating an upgrade of the existing (antiquated) audio/video system to a digital system(current). The audio upgrade was completed in FY 2016 as Phase I. Security upgrades to the Administration Buildingmain entrance lobby and foyer area are also planned in FY 2017. The project is a result of a collaborative effort betweenthe Loudoun County Sherriff's Office and the Divisions of Safety & Security and The Office of Support ServicesAdministration Building Operations Office.

Additional funds are requested in the area of Contractual Services to continue to provide security at School Boardmeetings that are open to the public.

Training and continued education supports automation of facility use and project management training within the Officeof Support Services.

Continued to generated revenue through the online auction of surplus equipment. The Loudoun County PublicSchools online auction has generated $1,172,727.07 in gross sales since its inception in FY 2009.

•

The courier system has been successful in the delivery of small packages and thousands of pieces of standardmail each day to all school and support buildings, delivery of registered mail each day including student records,personnel records and financial documents, transfer of USPS mail from schools to the Administration Building forpostage and processing

•

Phase one completion of audio upgrade from an analog system to a digital system in the School Board Rooms100A, 100B and 100C

•

Implementation of an automated visitor management system for the Administration Building•Enhanced security for staff and visitors of the Administration Building•Development of the Property Improvement Review Team and management of various school based andAdministration projects

•





300


The Office of Support Services will continue to provide administrative leadership to The Department of SupportServices by expanding its role as a resource within all divisions so that communication and partnership are usedas tools to accomplish tasks, complete projects, reach goals, and create efficiencies

•

Continue the process of implementing an automated facility use process as well as centralization of the invoicingprocess for facility use by an outside organization

•

Implement a standard classroom furniture and equipment list by working cooperatively between the DistributionCenter and the Department of Instruction

•

Complete the second phase of upgrading the A/V equipment in School Board Rooms 100A, 100B and 100C fromanalog to digital

•

Implement the centralization of mail services in the Administration Building Mail Room and remove stand alonemail machines at the middle and high schools

•

Continue to look for and implement improvements to security at the Administration Building for staff and visitors•Increase project management and implementation through the Property Improvement Review Team to provideimproved services to schools

•


Brian StocksSupport Services Supervisor




301


Personnel Full Time Salaries $758,780 $776,893 $794,089 $829,001 $838,945 1.2 % Part Time Salaries $23,994 $0 $431 $10,000 $0 -100.0 % Benefits $277,547 $271,740 $295,192 $302,390 $303,624 0.4 %Total Personnel $1,060,322 $1,048,634 $1,089,712 $1,141,391 $1,142,569 0.1 %

Operations and Maintenance Contractual Services $254,921 $72,449 $425,716 $235,000 $181,000 -23.0 % Materials, Supplies and Equipment $12,223 $12,347 $43,634 $15,850 $13,550 -14.5 % Computers and Software $48 $0 $3,162 $4,400 $17,000 286.4 % Training and Continuing Education $7,963 $10,455 $2,366 $9,100 $10,000 9.9 %Total Operations and Maintenance $275,155 $95,252 $474,879 $264,350 $221,550 -16.2 %

Total $1,335,477 $1,143,885 $1,564,590 $1,405,741 $1,364,119 -3.0 %

Positions 7.0 7.0 7.0 7.0 7.0


FTE FTE

Executive Director 1.0 1.0

Supervisor 3.0 3.0

Analyst 1.0 1.0

Assistant 1.0 1.0

Support 1.0 1.0

Total 7.0 7.0


PLANNING SERVICES


302

BUDGET OVERVIEW

PERSONNEL

Personnel include salaries and fringe for seven full-time Planning Services employees. Planning will not add any newpositions in FY17.


Operation and maintenance expenditures provide materials needed throughout the year to, develop annual studentenrollment projections and prepare the budget documents, facilitate school attendance zone adjustments, completenegotiations for school sites, prepare legislative applications for new schools, develop demographic and geographicinformation as needed by the school system and conduct annual federal survey.

For FY17, the increase in Computers and Software for software and license renewals is offset by the overall decrease inoperations and maintenance.

Supported School Board Goals 5 and 6 and the efforts of Loudoun County Public Schools to:

Forecast 2014-15 (September 30, 2014) division enrollment within 228 students (100.3% projection accuracy) ofthe September 30, 2014 actual enrollment of 73,461 students.

•

Obtained legislative approvals (e.g., zoning changes, special exceptions, modifications, commission permits) forthe Academies of Loudoun.

•

Implemented ongoing system upgrades for Geographic Information System (GIS) data and software and ARCBuilding and Utilization Capacity Program, utilizing new technology with improved resources and capabilities.

•

Proffer and deed review, coordination of applications and scheduling for site delivery for proffered ES-27, MS-9,and HS-11 school sites.

•

Supported Loudoun County School Board in the development of legislative positions on issues of local andstatewide concern, and conveyed said positions during the 2015 Virginia General Assembly session.

•


PROGRAM DESCRIPTION

The Department of Planning Services is responsible for developing annual student enrollment projections, preparingthe Capital Improvement Program budget document, facilitating the school attendance zone change process,coordinating land development and school site acquisition, providing demographic and geographic information relatingto Loudoun's public school population. Each fall, the department conducts the Federal Impact Aid survey, as requiredby Public Law 81-874.


PLANNING SERVICES


303



Disseminate and communicate public input regarding student enrollment projections, the Capital ImprovementProgram budget, school site acquisition, school attendance zones, and other planning related topics to SchoolBoard members, School and County staff, and members of the public.

•

Publish the Capital Improvement Program (CIP) which guides the timing of land acquisition, capital expenditures,and attendance zone adjustments at the elementary and secondary school levels.

•

Acquire land for ES-31 and HS-9.•Facilitate the attendance zone change process as the School Board establishes an attendance zone forElementary School/ES-31 (opening fall 2018).

•

Initiate and facilitate legislative requirements for land acquisition and school construction (e.g., zoning changes,special exceptions, modifications, commission permits) for, but not limited to MS-7 (land exchange).

•

Work on the rezoning application for the Western Loudoun Transportation Center. •Examine the possibility of converting a portion of the Lovettsville Elementary School campus to provide additionalvisitor and bus parking on the site.

•

Further develop avenues of communication and cooperation between Loudoun County Public Schools and local, state, and federal regulatory agencies to identify issues that impact Loudoun's capital facility projects and/or landacquisition for future school sites.

•

Facilitate and maintain data integration between the Loudoun County Office of Mapping and Geographic Information System, the Loudoun County Land Management Information System, and the LCPS studentinformation system (Phoenix).

•

Upgrade LCPS GIS Services to integrate with the latest cloud-based technologies that allow for greater use ofshared information from desktop software to browser, tablet, or smartphone applications throughout variousLCPS departments such as Transportation and Facilities Services.

•

Facilitation of Federal Safe Routes to School (SRTS) grant improvements in conjunction with TransportationServices.

•

Evaluation of commercial properties for potential school use•Coordinate with various County of Loudoun agencies as it relates to zoning changes, special exceptions,modifications, commission permits, etc...

•


Dr. Sam C. AdamoExecutive Director of Planning Services


PLANNING SERVICES


304




305


Personnel Full Time Salaries $1,473,715 $1,568,955 $1,749,522 $2,012,734 $2,279,894 13.3 % Part Time Salaries $430,048 $481,893 $514,194 $534,982 $534,982 0.0 % Benefits $672,611 $716,089 $812,514 $969,982 $1,097,702 13.2 %Total Personnel $2,576,374 $2,766,937 $3,076,231 $3,517,698 $3,912,578 11.2 %

Operations and Maintenance Contractual Services $234,991 $143,017 $315,561 $438,117 $237,228 -45.9 % Materials, Supplies and Equipment $935,315 $1,154,784 $2,108,337 $1,022,965 $1,385,200 35.4 % Computers and Software $5,489 $29,827 $60,930 $14,300 $29,300 104.9 % Training and Continuing Education $9,457 $18,460 $19,544 $15,000 $15,000 0.0 %Total Operations and Maintenance $1,185,252 $1,346,088 $2,504,373 $1,490,382 $1,666,728 11.8 %

Capital Outlay Computers and Software $10,174 $90,639 $0 $0 $0 0.0 % Furniture and Equipment $22,671 $56,756 $85,630 $540,000 $295,000 -45.4 % Vehicles $10,999 $0 $0 $0 $0 0.0 %Total Capital Outlay $43,844 $147,395 $85,630 $540,000 $295,000 -45.4 %

Total $3,805,469 $4,260,420 $5,666,233 $5,548,080 $5,874,306 5.9 %

Positions 30.0 30.0 34.0 36.0 39.0


FTE FTE

Supervisor 1.0 1.0

Support 2.0 2.0

Coordinator 6.0 6.0

Specialist 17.0 17.0

Technician 10.0 13.0

Total 36.0 39.0


SAFETY & SECURITY


306

BUDGET OVERVIEW

PERSONNEL

The Safety and Security Division continues to focus on the growing security demands both for surveillance support, andday to day event and calls for service management faced by a changing and diverse school population. Safety and Security supports the maintenance and repair of all safety equipment in schools. Each new school adds anaverage of 650 individual work orders. The current Technical workload across the spectrum of Communications,Security Alarms, and equipment for Ai Phones, key cards, DVR’s and Cameras is in excess 100,000 pieces ofequipment. All of this is currently supported by 9 Technicians. The FY17 budget seeks to automate certain capabilities inorder to close the response gap in managing calls for service. Finally it supports school card access capability at theelementary school level by adding one door in to the system. Additional Technician positions are also requested in Communications, access, intrusion and camera systems tomanage growth and increased demands for repairs and replacement of aging equipment. Total FTE request is 3 FY 2017: Position Justifications Safety and Security Technician (2)

In 2015, Seven Security Technicians responded to 14,000 calls around Alarms, Cameras, Ai Phones and Card Accessissues around the 88 schools. The aging infrastructure has created backlogs in fixing security systems. Each newschool adds approximately 650 pieces of new equipment that must be monitored and supported. This year, in addition tothe backlog, LCPS will open an additional school... Funding will provide the capability to conduct preventative work in aneffort to extend the life cycle of aging security equipment and allow the work to be better distributed among Technicians.

Communications Technician (1)

Currently there are 2. Technicians supporting and maintain mobile radio infrastructure for over 900 bus radios and over3,000 mobile radios and cell phone equipment. This year’s request is to fulfill a ratio of 1,000 pieces of equipment for 30schools per Technician.

PROGRAM DESCRIPTION

The mission of the Office of Safety and Security is to provide 24/7 security resources in a wide spectrum that includessecurity infrastructure, program and emergency planning, School Design, Fire and Playground Safety.

The Office also manages the repair, maintenance and inspections of over 100,000 individual pieces of equipmentrelated to key card access, cameras, DVR’s, fire and security systems Ai Phones, radios, and cell phones. Staff alsoprovide investigative and incident management support and liaison with law enforcement.

Safety and Security ensures annual compliance of state standards, and conducts fire safety audits of all schools. Thisalso incorporates annual inspections of every LCPS playground by nationally certified Playground Inspectors. Safetyand Security works to meets this mission with a very small team of 36 full time staff members.

The mission is currently supported by an additional team of 11 part time non-benefitted positions.


SAFETY & SECURITY


307


This budget seeks to continue the technical and security equipment oversight and repair for all schools. The increase ofthe Operations & Maintenance budget is due to a number of projects that will increase efficiencies andcapabilities. These costs include the integration of the key card access into the Burglar Alarm System for greaterefficiency, the Network Card Access remote alarm which permits alarms to be deactivated with a pin code, a phasedapproach to integrate operator assisted door with Ai Phone system for enhanced security protocol and the replacementof school zone electronic signage due to technology that is no longer supported.

CAPITAL OUTLAY

There are currently 1,000 bus radios utilizing Tower sites that must be managed. In addition, there are over 3,000mobile radios in use by schools.

Manage Key card access and system upgrade for over 14,000 users•Ensured compliance with all state mandates for security audits and inspections•Completed exterior Elementary School Signage•Replaced necessary camera’s, DVR’s, fire Panels and radios that have passed their life cycle•Expanded Emergency Planning and Preparation training for facilities and staff.•Provided Liaison to all Public Safety Agencies ensuring unified command and coordination in all actionablesituations.

•

Ensured Fire, Tornado and Earthquake awareness drills were conducted.•Completed exterior key card expansion to facilitate employee access and accountability•Completed support for the opening of new school security related equipment and infrastructure•Successfully applied for a state grant, implementing additional cameras for middle schools.•Panic button integration with Key Card Access•



Fund technical support, training and facility development for incident management through the development of anIncident Command Center and an Updated Transportation Dispatch Center.

•

Support automated efforts to integrate burglary alarm systems with key cards for greater efficiency and staff andaccountability.

•

Phased integration of Operator Entry doors with key card access.•


Suzanne G. DevlinSafety Supervisor


SAFETY & SECURITY


308




309


Personnel Full Time Salaries $23,344,354 $23,199,086 $22,831,563 $23,246,287 $24,303,464 4.5 % Part Time Salaries $729,168 $1,085,816 $1,148,233 $2,949,825 $3,834,417 30.0 % Benefits $13,311,525 $12,964,261 $12,509,066 $15,113,911 $16,531,851 9.4 %Total Personnel $37,385,046 $37,249,162 $36,488,862 $41,310,023 $44,669,732 8.1 %

Operations and Maintenance Contractual Services $11,707,219 $11,920,256 $11,715,668 $14,271,882 $16,504,496 15.6 % Materials, Supplies and Equipment $290,205 $190,193 $224,158 $256,192 $241,117 -5.9 % Computers and Software $6,945 $1,840 $23,684 $45,200 $25,200 -44.2 % Training and Continuing Education $41,068 $38,703 $39,999 $48,500 $55,500 14.4 %Total Operations and Maintenance $12,045,437 $12,150,992 $12,003,509 $14,621,774 $16,826,313 15.1 %

Capital Outlay Vehicles $0 $32,128 $42,102 $0 $0 0.0 %Total Capital Outlay $0 $32,128 $42,102 $0 $0 0.0 %

Total $49,430,483 $49,432,283 $48,534,473 $55,931,797 $61,496,045 9.9 %

Positions 918.5 930.5 928.5 896.5 897.0


FTE FTE

Director 1.0 1.0

Supervisor 2.0 2.0

Manager 11.0 11.0

Bus Driver 684.5 684.0

Bus Attendant 169.0 169.0

Support 7.0 8.0

Coordinator 1.0 1.0

Specialist 6.0 6.0


Total 896.5 897.0


TRANSPORTATION SERVICES


310

BUDGET OVERVIEW

PERSONNEL

This section includes the salaries and benefits for all full-time transportation employees as well as overtime funds andpart-time employee funds. The following positions are requested for FY17:

Lead Drivers (Level 13) One lead driver position has been added for FY17. An additional lead driver position for the Western region of LoudounCounty is needed to assist with the daily operations of Transportation. The West is geographically large and additionalstaff is needed to successfully handle all of the issues that arise on a daily basis. This individual assists the AreaSupervisor with day-to-day operations in the field and office and is responsible for evaluating bus stops, routes, andemployee performance; coordinates with parents, principals, and citizens; investigates motor vehicle accidents andcompletes accident reports; and coordinates school bus availability and out of service tracking for their respective area.

Trip Scheduling Assistant (Level 11) This position is responsible for scheduling all 15 high schools athletic trips and data entry for all field trips in the TripTracker System. A 1.5 Bus Driver FTE was reallocated to fund this position.


Funding in this category supports the repair, maintenance, and fuel for all motor vehicles operated by LCPS, repair andmaintenance for all video, GPS and other equipment. Funding also supports mandatory training and health screening fornew and existing employees within the transportation division. Increases for FY17 include, $102,429 for thereinstatement of high school activity runs, $600,000 for summer school and $500,000 for a private carrier to transportspecial needs students for out of county services. An increase is also requested in Central Vehicle Maintenance andFuel of $978,087 due to a change in the labor rate for FY17. Software license and maintenance fees show a reductionof $20,000 as a result of web hosted routing software not needed in FY17.

PROGRAM DESCRIPTION

The Division for Pupil transportation provides safe, efficient, and effective transportation for all eligible LCPS students.Well-trained support personnel consisting of 654.5 bus drivers and 169 attendants utilize a fleet of 822 school busesthat travel 7.85 million miles a year. In addition to home to school bus services, transportation services are provided forfield and athletic trips, special needs students, remedial education programs, and other such services needed by LCPSstudents. Traffic and pedestrian safety responsibilities for the school district are included in this division. The LCPSdispatch center is located at the transportation office and operates 24 hours a day throughout the year. Dispatchersanswer approximately 1,100 emergency calls and 52,000 radio transmissions each month. This division also managesthe Consolidated Fleet Maintenance Facility which provides preventive maintenance services to 2,440 school andcounty-owned vehicles.




311

Supported School Board Goals 4, 5, and 7 and the efforts of the Department of Support Services to:

Provided safe and efficient transportation services to the students of LCPS.•Successfully trained 55 new bus drivers and 21 new bus attendants.•Reviewed routes, bus stops, and School Board Policy §6-21 for safety and efficiency of resources.•Reviewed routes resulting in over 1,201 students found not eligible for bus service and preventing additionalbudget increases.

•

Safely completed 8,157 field and athletic trips.•Collected $125,581 in Medicaid reimbursements.•Walk Zones Policy change implimentation•




Development of new bus driver recruiting practices. •Automation and increased efficiency in routing by use of new information technology systems.•Provide transportation services to the students of LCPS in a safe and efficient manner. •Expand use of data collection with technology to include time and attendance, paperless payroll, studentidentification and ridership.

•

Provide training and professional development opportunities to transportation staff.•Review and evaluate bus routes and walk zones for safety and efficiency of resources.•Apply for Safe Routes to Schools grant opportunities.•Collect student ridership data for Medicaid reimbursement and explore other reimbursement options.•Reduce deadhead miles.•Identification and optimization of routes used and explore efficiencies gained by staggered bell schedules.•Increase in services provided for Special Needs Transportation•


Lonnie C. ReavisDirector of Transportation




312

DEPARTMENT OF CENTRAL SUPPORT


DEPARTMENT SUMMARY Central Support includes the following Departments:

School Board Superintendent Public Information

Detailed descriptions of the responsibilities and duties of each department and FY17 budget changes are outlined on the subsequent pages.

313



Operations and Maintenance Contractual Services $10,757 $53,000 $13,268 $10,200 $0 -100.0 % Materials, Supplies and Equipment $29,549 $31,536 $22,635 $17,980 $21,480 19.5 % Computers and Software $0 $157 $0 $0 $10,200 0.0 % Training and Continuing Education $17,370 $32,518 $17,364 $30,000 $30,000 0.0 %Total Operations and Maintenance $57,676 $117,212 $53,267 $58,180 $61,680 6.0 %

Total $462,979 $569,355 $410,296 $409,429 $476,078 16.3 %

Positions 1.0 1.0 1.0 1.0 1.0


FTE FTE

Support 1.0 1.0

Total 1.0 1.0

DEPARTMENT OF SCHOOL BOARD

SCHOOL BOARD


314

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries and benefits for School Board members and Clerk of the School Board. Benefit increasesare due to a large number of individuals electing to participate in health care.


The following expenses are covered by the School Board Budget: Supplies, subscriptions, and operation expenditures, mileage reimbursement, conference, seminar and relatedexpenditures and annual maintenance for "BoardDocs" which is now in Computers and Software.

The School Board continues to work closely with students, families and the community to provide a superioreducation, safe schools, and a climate for success.

•



The School Board continues to address their goals and works with the County Board of Supervisors for thebenefit of all students.

•

Assists the Superintendent and professional staff in maintaining and enhancing a quality educational program toachieve the mission and long-term goals adopted by the School Board.

•

Directs the course of the school system through work on School Board committees such as Charter School;Curriculum & Instruction; Discipline, Health, Safety, Wellness & Transportation; Finance & Facilities; JointCommittee with the Board of Supervisors; Legislative & Policy and Personnel.

•

Continues to estimate the amount of money necessary during the fiscal year to support the public school systemand administrative offices and to provide new facilities for the continuing enrollment growth.

•

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYCitizens of Loudoun County School Board Chairman

PROGRAM DESCRIPTION

The School Board is responsible for the operation of the County's public schools in accordance with the regulations ofthe State Department of Education and for developing school policy as published and is available throughout the countyin the School Board Policy manual.

DEPARTMENT OF SCHOOL BOARD

SCHOOL BOARD


315


Personnel Full Time Salaries $797,731 $779,652 $919,778 $832,792 $594,957 -28.6 % Part Time Salaries $6,224 $122,256 $72,796 $4,100 $3,500 -14.6 % Benefits $277,164 $262,486 $339,881 $344,068 $204,470 -40.6 %Total Personnel $1,081,118 $1,164,395 $1,332,456 $1,180,960 $802,927 -32.0 %

Operations and Maintenance Contractual Services $23,941 $128,160 $139,942 $146,400 $146,400 0.0 % Materials, Supplies and Equipment $28,229 $37,059 $20,564 $24,130 $24,632 2.1 % Computers and Software $0 $574 $1,526 $900 $800 -11.1 % Training and Continuing Education $9,119 $12,888 $6,421 $16,125 $12,625 -21.7 %Total Operations and Maintenance $61,289 $178,681 $168,453 $187,555 $184,457 -1.7 %

Total $1,142,407 $1,343,076 $1,500,909 $1,368,515 $987,384 -27.8 %

Positions 6.0 6.0 6.0 6.0 4.0


FTE FTE

Superintendent 1.0 1.0

Attorney 1.0 1.0

Support 3.0 2.0

Total 5.0 4.0

DEPARTMENT OF SUPERINTENDENT

SUPERINTENDENT


316

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries for four employees, overtime required for classified staff, and all related benefit costs. Theposition of Administrative Assistant to the Superintendent was eliminated.


Operations and maintenance expenditures include materials and supplies needed throughout the year, as well asmemberships, dues, subscriptions, conference expenses and legal expenses.

PROGRAM DESCRIPTION

To provide instructional leadership, executive management, and direction to the school division consistent with statelaw and School Board policy.


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Supported School Board Mission Statement and Goals 1, 2, 3, 4, 5, 6, and 7 through the following:

The number of LCPS schools designated as Accredited with Warning/Partially Accredited dropped from four toone, which results in 87 LCPS schools (99 percent) being Fully Accredited by the Virginia Department ofEducation; far higher than the state average. Sixty-eight percent, or 1,246, of Virginia’s 1,827 public schools arerated as Fully Accredited for 2015-2016. These ratings are based on Standards of Learning (SOL) testing duringthe 2014-15 school year.

•

LCPS had an on-time graduation rate of 95.6 percent for the Class of 2015. That rate was 5.1 points above thestate average of 90.5 percent as reported by the Virginia Department of Education. The On-Time GraduationRate calculates the percentage of students who complete high school within four years. LCPS ranked 10th out ofVirginia’s 132 school divisions in on-time graduation. Among the Northern Virginia divisions, only Falls ChurchCity had a higher graduation rate (98.8 percent).

•

The full-day kindergarten participation rate jumped from 11 percent last year to 32 percent this year.•Loudoun County opened Riverside High School in 2015. This brought the total number of schools to 88. Half ofLCPS’ schools have opened since 2000.

•

All 12 LCPS high schools eligible to be ranked nationally by The Washington Post’s Challenge Index receivedthis honor in 2015.

•

SAT scores for the Class of 2015 remained steady, going up one point in Writing and holding steady in Math andReading when compared to results from 2014. The average score for Writing improved to 528 in 2015. In 2014 itwas 527. The average score in Reading remained at 543. The average score in Math was 541 for each of the lasttwo years. The number of LCPS students taking the SAT rose slightly; from 3,563 in 2014 to 3,578 in 2015. TheLCPS performance on the SAT was consistent with state and national trends. Nationwide, scores declined on allthree tests (Reading down two points, Math down two points and Writing down three points).

•

LCPS has 13 Schools to Watch, more than any other school system in America. (There are 33 Schools to Watchin Virginia and about 400 nationwide.)

•

Sponsored by the National Forum to Accelerate Middle Grades Reform, the goal of Schools to Watch (STW) is toidentify and recognize outstanding middle schools across the nation.

•

The Class of 2015 received $38,792,416 in scholarships.•A record 55 Loudoun County Public Schools (LCPS) buildings have been awarded the 2015 ENERGY STARlabel by the federal Environmental Protection Agency (EPA).ENERGY STAR is the national, official symbol ofenergy efficiency in America. A building that earns an ENERGY STAR award uses less energy than 75 percent ofsimilar buildings in the U.S. Department of Energy’s Commercial Building Energy Consumption Survey.

•

Nine Loudoun County Public Schools (LCPS) have been designated as a Virginia Naturally School. VirginiaNaturally Schools is the official environmental education school recognition program of Virginia, administered bythe Department of Game and Inland Fisheries with support from the Department of Education, Department ofEnvironmental Quality and other resource agencies. This program recognizes the efforts of schools to increasethe environmental awareness and stewardship of our youngest citizens.

•



SUPERINTENDENT


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Continue to support School Board Goals 1, 2, 3, 4, 5, 6, and 7 through the following:

Assists the School Board, professional staff, and support staff in maintaining and enhancing a quality educationalprogram.

Continues to emphasize safety preparations and initiatives. •Emphasizes character and values as foundations for student excellence. •Continues to encourage academic achievement through sound instructional strategies as well as developingprograms to improve SOL test results.

•

Maintains a progressive technology program for students to learn and expand their knowledge of all subjects andhave access to individualized computer-based instruction.

•

Represents Loudoun County Public Schools in the community by serving on the Loudoun County EconomicDevelopment Commission, Chamber of Commerce, Loudoun Education Foundation Board of Trustees, LoudounSchool-Business Partnership Executive Council, and the CEO Cabinet.

•

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYLoudoun County School Board Dr. Eric Williams

Superintendent


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Operations and Maintenance Contractual Services $0 $0 $0 $0 $50,000 0.0 % Materials, Supplies and Equipment $0 $0 $0 $0 $3,750 0.0 %

Training and Continuing Education $0 $0 $0 $0 $2,750 0.0 %Total Operations and Maintenance $0 $0 $0 $0 $56,500 0.0 %

Total $0 $0 $0 $0 $241,479 0.0 %

Positions 0.0 0.0 0.0 0.0 1.0


FTE FTE

Chief of Staff 1.0 1.0

Total 1.0 1.0


CHIEF OF STAFF


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BUDGET OVERVIEW

PERSONNEL

Personnel includes salary for one employee and all related benefit costs.


Operations and maintenance expenditures include provision for materials and supplies, professional travel,subscriptions, dues and association memberships, and fees paid to LCPS legislative lobbyists in support of the SchoolBoard’s legislative program.

Supported School Board Mission Statement and Goals 1, 2, 3, 4, 5, 6, and 7 through the following:

Enhanced communication, collaboration, and alignment of the Cabinet and Senior Staff to accomplish theSuperintendent’s and School Board’s goals.

•

Established systems ensuring that expectations and deadlines are clearly communicated to Division leaders andthat issues that need the Superintendent’s attention are dealt with in a timely way.

•

Led key initiatives, Division reorganization, Senior Staff implementation, and Policy Review Cycle.•Enhanced communication between the Superintendent’s Office and internal and external stakeholders.•Represented the Superintendent at several key public events.•



Continue to support School Board Mission Statement and Goals 1, 2, 3, 4, 5, 6, and 7 through the following:

Continued enhancement of communication, collaboration, and alignment of the Cabinet and Senior Staff toaccomplish the Superintendent’s and School Board’s goals.

•

Continues development of systems ensuring that expectations and deadlines are clearly communicated toDivision leaders and that issues that need the Superintendent’s attention are dealt with in a timely way .

•

Continued leadership on key initiatives, including One to the World, and Project-based Learning.•Continued enhancement of communication between the Superintendent’s Office and internal and externalstakeholders—including and especially newly elected School Board members.

•

Continued representation of the Superintendent at key public events.•

PROGRAM DESCRIPTION

The LCPS Chief of Staff serves as a key extension of the Superintendent’s office, driving enhanced communication,collaboration, and alignment of the Cabinet and Senior Staff to accomplish the Superintendent’s and School Board’sgoals. The Chief of Staff serves as a key advisor and problem-solver for the Superintendent. The Chief of Staff isresponsible for ensuring that expectations and deadlines are clearly communicated to Division leaders and that issuesthat need the Superintendent’s attention are dealt with in a timely way. He also leads key initiatives, informs theSuperintendent’s schedule, assists in overseeing staff performance, facilitates communication between theSuperintendent’s Office and other internal and external stakeholders, and represent the Superintendent, when needed,at public events.


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Dr. Michael RichardsChief Of Staff


CHIEF OF STAFF


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DEPARTMENT OF CENTRAL SUPPORT



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Personnel Full Time Salaries $473,990 $475,744 $484,844 $547,860 $624,318 14.0 % Part Time Salaries $39,547 $63,753 $86,871 $29,000 $27,000 -6.9 % Benefits $171,760 $177,392 $181,095 $213,870 $251,401 17.5 %Total Personnel $685,297 $716,889 $752,811 $790,730 $902,719 14.2 %

Operations and Maintenance Contractual Services $280,600 $282,729 $128,988 $90,760 $97,760 7.7 % Materials, Supplies and Equipment $28,191 $16,486 $31,110 $16,925 $10,925 -35.5 % Computers and Software $223,475 $199,915 $209,661 $233,000 $266,000 14.2 % Training and Continuing Education $6,011 $13,394 $5,803 $6,500 $6,500 0.0 %Total Operations and Maintenance $538,278 $512,523 $375,561 $347,185 $381,185 9.8 %

Total $1,223,575 $1,229,412 $1,128,372 $1,137,915 $1,283,904 12.8 %

Positions 5.0 6.0 6.0 7.0 8.0


FTE FTE

Supervisor 1.0 1.0

Assistant 1.0 1.0

Support 4.0 4.0

Coordinator 1.0 1.0

Technician 1.0 1.0

Total 8.0 8.0

DEPARTMENT OF PUBLIC INFORMATION OFFICE

PUBLIC INFORMATION OFFICE


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BUDGET OVERVIEW

PERSONNEL

The personnel line includes salaries and all related fringe benefits for eight (8) Public Information Office (PIO)employees and one part-time employee. Overtime is included for televising School Board and committee meetings andthe 2016 Excellence in Education Banquet. In FY16, Public Information received approval for two new positions, one Videographer and one Secretary, to helpaddress the increasing demand for video production and video coverage for LCPS-TV and the increased workload in thePublic Information Office due to growth. The increase in personnel total is the difference between what was budgetedfor FY2016 and the actual salary and benefit costs for the three new employees in PIO. It should be noted that theVideographer position did not entail creating a new position, this position was transferred from Support Services.


Operations and maintenance expenditures provide materials and services needed to support the following PIO activities:

Printing and binding, as well as graphic design services, for the annual Guide & Directory, Annual Report, BondReferendum, Budget InfoGraphic and School-Business Partnership Tab.

•

Photographic services for Excellence in Education Banquet, graduations, dedications, Annual Report, etc. ECHO mailing services for Guide & Directory, bond referendum, etc.

•

Monthly Web-streaming service fee. (Granicus) •Yearly service fee for telephone and e-mail system that allows us to disseminate timely emergency and schoolinformation (BlackboardConnect).

•

Support and maintenance for the LCPS-dedicated TV Channel (Comcast 18).•Annual fee for the support of hosted Web environment (Schoolwires).•

The reduction in Operations and Maintenance is primarily due to the decrease in the need of supplies to support LCPS-TV. In FY15, Public Information received PEG funds provided by fees paid by Cable subscribers from Loudoun Countyto help equip the LCPS-TV studio.

Supported all School Board Goals through the following:

LCPS now has more than 15,789 followers on Facebook and 35,755 on Twitter, a dramatic increase over lastyear’s numbers of 9,542 and 9,580, respectively. In 2013-2014, LCPS had 5,300 followers on Facebook and3,000 on Twitter.

•

The Public Information Office wrote grant applications that resulted in a total of $200,000 in grants from theWashington Redskins Charitable Foundation and the NFL to install synthetic turf at Park View High School.

•

The Public Information Office applied for, and received, $225,000 in PEG funds from the Loudoun County Boardof Supervisors. With this money, $100,000 in upgrades were performed to the School Board Meeting Room withthe remainder going to equip a TV studio/production facility.

•


PROGRAM DESCRIPTION

The Public Information Office provides accurate, timely and orderly dissemination of information about LCPS to thecitizens of Loudoun County and fosters positive community relations for the school system. The Public InformationOfficer is a member of the Senior Staff working with the Superintendent to carry out School Board goals, objectives andpolicies in compliance with Virginia Department of Education regulations.




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In 2014-15, we processed 432 requests for business cards. Since July 2015, we have processed 250 requestsfor business cards.

•

Media Relations

The Public Information Office works with local media outlets, such as The Washington Post and the LoudounTimes-Mirror to enhance media coverage of LCPS. The Public Information Office also works with the fourWashington, D.C.-based television stations and numerous radio stations, usually dealing with breaking news.

•

In addition to working with the media, the Public Information Office creates press releases about school eventsand matters before the School Board. During the 2014-15 school year, the Public Information Office created 533such releases.

•

Content Management System

Starting in 2005, the Public Information Office has overseen the content management system (CMS) that housesall official websites connected to Loudoun County Public Schools.

•

The content management system vendor that LCPS uses is Schoolwires.•LCPS has seen a large increase in the number of visitors and pages viewed for the district and school websitesduring the past five years. The number of visitors grew from 2.5 million during the 2007-08 school year to21,601,748 during the 2014-2015 school year (a 3.7 percent increase from 2013-2014).

•

Our record number of visitors for a month was set in October, 2014. We had 2,379,517 visitors to our websiteduring the month. The next highest month was January, 2015 with 2,341,799 visitors.

•

The number of web pages viewed increased from 56,925,421 views in 2013-2014 to 59,935,196 views in 2014-2015. The increase of 3,009,775 pages viewed represents a 6 percent increase.

•

The LCPS home page was viewed 8,618,502 times during the 2014-2015 year. The number of views representsa 30 percent increase over 2013-2014 (6,634,000 views).

•

The number of people viewing our website through mobile devices continued to grow rapidly. We experienced agrowth of over 48 percent in people using mobile devices to access our website from the 2013-14 year to the2014-15 year (2,918,713 to 4,325,221 viewers).

•

Blackboard Connect

LCPS originally contracted with BlackboardConnect in October 2007 at a cost of $2.72 per student. In May 2013,we negotiated the price down to $1.50 per student and renewed that price in October 2015.

•

All 88 schools and instructional centers use BlackboardConnect to communicate with parents regardingupcoming events; to send electronic newsletters; to inform parents about late buses; provide attendancenotifications; and to confirm early dismissal notifications at the high school level. Each year the PublicInformation Office provides training to new administrators and attendance secretaries to assist with thesecommunications.

•

For the year ending October 31, 2015, (end of the contract year), LCPS sent 21,455 unique messages (almost a3% increase over last year) through BlackboardConnect to 3,061,200 recipients. During the 2007-2008 schoolyear, only 30 schools used BlackboardConnect. Only 5,800 messages, including 2,725,246 phone calls wereplaced between Feb. 1, 2008, and Jan. 1, 2010.

•

This year, the Public Information Office continued to work closely with the Department of Transportation toimprove communication with parents on individual bus routes and sending out late bus notifications.

•

The Public Information Office has been using BlackboardConnect to notify specific groups about articles andvideos on our website. By encouraging people to view specific articles, we have seen a large increase in thenumber of people viewing articles on our home page.

•

In addition, the system is used by the Planning and Legislative Services Department for conveying boundary andschool site information to the public. The Employee Health, Wellness and Benefit office utilizes the system to

•




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send out important healthcare announcements to employees and retirees. The Adult Education Offices usesBlackboardConnect to communicate with the community regarding class schedules, testing reminders, etc. Thisyear, Virtual Loudoun utilized the system to send out messages regarding online courses and summer school.During emergencies, the district uses BlackboardConnect to inform parents about closing and delays. The PublicInformation Office also helps principals craft messages about power outages, criminal activities in the area anduncommon occurrences during the school.

•

In the Support Services Department, both Facilities Services and Transportation utilize the BlackboardConnectsystem to communicate with their staff during emergencies and inclement weather.

•

LCPS-TV

The LCPS production unit provides short-format video news production for the LCPS website, cable and SafariMontage video programming. Its covers Loudoun School Board meetings and committee meetings.

•

As of July 2015, LCPS-TV posted 227 online videos, which received 192,732 views. This is a marked increasefrom 2012-13, when LCPS-TV online videos received more than 64,900 views.

•

Live coverage of Loudoun School Board Meetings, School Board committee meetings, attendance zone briefingsand public hearings and work sessions was provided. From July 2014, to June 2015, the Public InformationOffice televised 60 meetings involving the School Board.

•

50,401 total page views were recorded through the Granicus web-streaming program, which works through LCPS-TV. There were 6,213 total unique visitors using this technology. There were 36,986 views of the LCPS BoardMeeting Archive page.

•

Management of 24/7 LCPS-TV broadcast and web-streaming of instructional and public affairs programming.•Provided support and vendor selection and management for the design, specification, procurement, installation,repair and maintenance of the video infrastructure for production equipment, video streaming, satellite receptionand program distribution.

•

Annual Report A 32-page Annual Report, compiled by the Public Information Office and published by the Loudoun Times-Mirror, wasdistributed to 60,250 Loudoun homes; 750 enhanced copies of this report were reserved for use by the Department ofPersonnel Services. School-Business Partnership Tab Each year the Public Information Office produces a 12-page tabloid in support of the Loudoun School-BusinessPartnership Executive Council. This is distributed through a local newspaper and at the Loudoun County School-Business Partnership Breakfast in March.

Guide & Directory Each year the Public Information Office compiles and distributes a 52-page Guide and Directory to each LoudounCounty household with a student in an LCPS school and to each staff member.This guide includes contact informationfor every LCPS school and administrative department, new programs for the upcoming school year and basicinformation on transportation, the School Board, School Board Mission and Goals, instructional programs and studentrecords. 65,000 copies of the Guide and Directory were distributed (48,714 to LCPS families) for the 2015-16 schoolyear. Freedom of Information Act (FOIA) Requests Working with the Division Counsel and various LCPS departments, the Public Information Office has helped process323 Freedom of Information requests since January 2012. Since January 2015, there has been an upturn in activity with152 such requests as of November 6.




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Liaison Duties The Public Information Officer serves as the school division liaison to the Loudoun Education Alliance of Parents(LEAP); the Loudoun School-Business Partnership Executive Council; and the Loudoun Education Foundation (LEF). Inconjunction with the LEF, the Public Information Office plans and stages the annual Excellence in Education banquets.


Establish/maintain sound and constructive working relationships with the news media, parent organizations, theSchool-Business Partnership Executive Council, the Loudoun Education Foundation, the Loudoun VocationalEducation Foundation, the Retired Teachers Association, and other community organizations and groups.

•

Effectively write, produce, and circulate a variety of informational materials; including the Guide & Directory toLoudoun County Public Schools, agendas and the Resume for School Board meetings, an Annual Report, aSchool-Business Partnership tabloid, the school bond referenda FACTs brochure and a multitude of pressreleases covering LCPS activities, and student and staff achievements.

•

Maintains and expands an informative LCPS’ presence on the World Wide Web through the school systemwebsite on the Internet.

•

Provide for the efficient and proper response to requests for information as provided under the Virginia Freedomof Information Act.

•

Organize and oversee special events such as the Excellence in Education Banquet, the American EducationWeek Celebration, Veteran’s Day Celebration and the dedications of new schools and facilities.

•

Supports and enhance the work of other LCPS departments such as the Department of Instruction, theDepartment of Pupil Services, the Department of Planning and Legislative Services and Support Services.

•

Expand the use of social media.•Expand the use of BlackboardConnect utilizing their Community Engagement platform and mobile app toenhance mobile and texting services.

•


Wayde B. ByardPublic Information Officer




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DEPARTMENT SUMMARY

In alignment with the LCPS mission of empowering all students to make meaningful contributions to the world, theDepartment of Personnel Services (DPS) is committed to focusing on Strategic Goal #2, to cultivate a high-performingteam of professionals focused on our mission and goals.

DPS provides and maintains a qualified and diverse workforce of over 10,688 full-time and over 4,204 part-time andsubstitute employees to accomplish the objectives of LCPS. The Department directs all phases of employmentpractices through the planning, organization, and management of the School Division's programs of recruitment,selection, staffing, placement, compensation, mentoring, evaluation, and separation of LCPS employees. DPS is alsoresponsible for the overall administration of compliance and equity issues as they relate to LCPS employees and themanagement of employee relations issues.

FY17 CHANGES

The Department for Personnel Services budget reflects an overall increase from FY16 to FY17. Due to some identifieddepartmental needs and demands, the Department of Personnel Services is proposing a total of four additional positions(three administrative and one licensed).

Personnel:

The first position requested is a Personnel Monitoring Specialist. The incumbent would check contract terms, salaryamounts, monitor experience verifications, check hours and days of contracts, and ensure other processes have beenfollowed. It is even more important to have a dedicated monitoring or audit function as operating systems change in2016. In a data capture period during a high volume month, it was determined that the amount of money saved by thisfunction more than pays for the full time salary and benefits for this position. DPS currently employs a personnel data &monitoring specialist and the increasing demand for approximately 350-400 data requests and reports, along with ananalysis of this data, has prompted this request for a dedicated full time personnel specialist to work on monitoring thegrowing number of new hires and associated employee needs (salary lane changes, experience verifications,etc.). Adding the personnel monitoring specialist would ensure that both data and monitoring needs are met.

The second position requested is a Recruitment Specialist to focus on recruiting teachers and sourcing for some of thehard-to-fill positions. Recent nationally published articles have indicated an increasing shortage of teachers in publicschool districts across the country. Many districts are concerned that the problem will continue to get worse due toteacher preparation programs enrolling and credentialing fewer teachers. According to federal data, the decrease in thenumber of people entering teacher preparation programs was 30 percent from 2010 to 2014. LCPS has initiated severalnew programs at minimal costs in an effort to recruit and retain high quality staff members. Despite these ongoingefforts, the national teacher shortage has begun to affect recruitment and hiring for LCPS with an increase of vacanciesin July 2015 compared to the prior two years. In addition, there has been an increase in teacher vacancies since thebeginning of the 2015-16 school year. The prior trend was a reduction in vacancies by the end of the first quarter ofschool.

The proposed personnel specialist for recruiting would seek to limit the local impact of this issue by providing specializedrecruiting and staffing support to the Department’s recruiting initiatives. The personnel specialist would also assist withtargeted recruitment efforts for principal candidates and candidates for hard-to-fill, and often high profile,positions. Supervisors in central office departments regularly experience difficulty sourcing for their positions, as theyare often competing with private-sector employers who may be able to offer higher salaries to attract highly sought aftercandidates. The incumbent would provide expertise in sourcing candidates and build upon LCPS’s establishedrecruitment initiatives by coordinating job fairs, creating a sourcing plan for all LCPS recruitment needs to attract highlyqualified teachers, licensed personnel, principals, and hard-to-fill position candidates, conducting searches for seniorstaff positions, creating enhanced marketing materials to include advertisements that target diverse candidates, andeducating personnel on high yield recruitment strategies. It should be noted that LCPS is the only division among ourcompetitors with no dedicated recruiting staff with three surrounding divisions having 3 or 4 staff members assigned to

DEPARTMENT OF PERSONNEL SERVICES


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recruiting.

The third position requested is a companion licensed position to assist with recruiting efforts. This position would workdirectly with the personnel specialist for recruiting, and would support the recruitment efforts of LCPS. The licensedposition would fill two long-standing needs of the Department of Personnel Services: providing candidate care andbuilding upon the resources already within the school division. The incumbent would institute a candidate care program,which is a research-based recruiting strategy to influence candidates to accept offers with LCPS over those of otherschool divisions; network with current LCPS teachers with an emphasis on recent college graduates to create a flow ofnew teachers to LCPS; create employee referral initiatives, which research shows is a stronger source for candidatesthan advertisements; build upon the Teacher Cadet and Educator Rising programs, which function as potential sourcesof future teachers; facilitate roundtable discussions with current LCPS teachers on recruitment and retention to includediscussions focusing on minority recruitment and retention; and coordinate current LCPS teacher participation in jobfairs and other recruitment and retention activities.

The final position requested is a Personnel Supervisor to manage and implement a reclassification process for theschool division. The personnel supervisor would be responsible for assisting in the development, implementation andmanagement of a reclassification process which would include the review of all non-licensed positions over a six-yearcycle, as well as analysis of the auxiliary salary scale and placement practices on the administrative salary scale. Thisresource would provide the opportunity to focus on the appropriate classification of 340 classified and administrativepositions using methods such as questionnaires, internal surveys and job description reviews, and industry salarysurveys that would then be used to determine appropriate placement and classification.

An analysis of three Region IV school divisions has revealed that other divisions have sought the assistance of acontracted consultant for reclassification services. The process of one school division includes a paper review on an adhoc basis and costs over $400 an hour. A second school division employs four administrators to review positions on anad hoc basis and is currently working with a consultant to design a cyclical plan and determine if additional resourcesare needed. A third school division utilizes a committee, comprised of personnel administrators, to review predominantlyvacant positions on an ad hoc basis. The current LCPS reclassification process is ad hoc and does not allow for thereview of all non-licensed positions on a cyclical basis nor ensure a simultaneous review of comparable job titles. Theproposed personnel supervisor affords LCPS the opportunity to become proactive in reviewing positions and assessingjob descriptions to ensure requirements are kept current. The proposed position would also provide LCPS with theresource necessary to strengthen and support its strategic goal of cultivating a high performing team of professionalsfocused on our mission and goals.

In addition to fulfilling the aforementioned functions, improved retention among personnel administrators is a goal of therequested positions. Data shows that personnel administrators worked an extra 4,300 hours (not eligible for overtime)from October 2014 through September 2015. An average of 349 extra hours were worked per month. Oneadministrator worked over 1250 extra hours, one administrator worked over 550 extra hours, two administrators workedover 400 extra hours, and an additional two administrators worked over 200 extra hours during this one-year captureperiod. The 2014-15 (July 2014 to June 2015) attrition rate of administrators in the Department of Personnel Serviceswas 23%, whereas the attrition rate for administrators in the school division as a whole has remained relatively constantat 7.91%. As of mid-October 2015, the 2015-16 attrition rate of administrators in the Department of Personnel Serviceswas 11.8%, compared to an attrition rate of 0% for administrators in the school division as a whole.

In summary, it is believed that the attrition rate within administrative positions in the Department of Personnel Services isdue to a workload demand in dealing with a high volume of time-sensitive employee matters. The Department isrequesting positions to meet the demands of the current workload, as well as perform some basic functions such asrecruiting, monitoring contract and offer data for accuracy, and proactively reviewing positions.

Operations and Maintenance: The operations and maintenance budget reflects an increase from FY16. The FY16budget reflected a reduction of over 34% in operations and maintenance from the prior year, and multiple cost savingsmeasures were undertaken. Child protective services checks are required by state law, and the charge per request hasincreased by 20%. The number of background checks has increased due to a higher volume of hiring the last coupleseasons, a higher volume of volunteer coaches, new sports, and a larger employee base. The cost of TB tests and



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screenings varies annually. In addition, the projected increase in student enrollment, new programs such as full-daykindergarten, and additional sports increases the volume of individuals to be processed through the Department ofPersonnel Services. Additional volume increases expenses for the department. More employee groups are beingadded to the online evaluation system, and a cost increase is expected following a corporate acquisition and a longperiod of stable rates. The proposed budget also includes the costs of furniture and computers for new positions.



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BUDGET HISTORYDivision FY13 Actual FY14 Actual FY15 Actual FY16 Budget FY17 BudgetPersonnel Services 5,419,081 5,540,490 6,277,290 6,855,167 7,855,384

Total $5,419,081 $5,540,490 $6,277,290 $6,855,167 $7,855,384

Positions 39.0 41.0 46.0 47.0 51.0



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333




Capital Outlay Computers and Software $0 $3,350 $0 $0 $0 0.0 %

Total Capital Outlay $0 $3,350 $0 $0 $0 0.0 %

Total $5,419,081 $5,540,490 $6,277,290 $6,855,167 $7,855,384 14.6 %

Positions 39.0 41.0 46.0 47.0 51.0


FTE FTE


1.0 1.0

Director 2.0 2.0

Supervisor 5.0 7.0

Teacher 0.0 1.0

Analyst 6.0 6.0

Support 14.0 14.0

Investigator 5.0 3.0


Total 47.0 51.0


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BUDGET OVERVIEW

PERSONNEL

The personnel expenditures include salary and benefits for 51 FTEs, which represents an increase of 4.0 FTEs. Thefour positions (3 administrative and 1 licensed) will focus on identified departmental needs. One position would focus onmonitoring all new hires to ensure consistent, accurate, and equitable hiring practices. Two positions (1 administrativeand 1 licensed) would focus on recruiting efforts for teachers and hard-to-fill positions, including sourcing activities torecruit and retain the best teachers and staff for LCPS. One position would focus on a reclassification process toreview, revise, and analyze classified and administrative positions to ensure internal equity and externalcompetitiveness.

Personnel expenditures also include part-time and overtime expenses. These resources support work at peak periodsand enable the department to exist with fewer full time FTEs than would otherwise be necessary. These funds will alsobe utilized to support the implementation of Oracle.


The operations and maintenance budget reflects an increase from FY16. The FY16 budget reflected a reduction of over34% in operations and maintenance from the prior year, and multiple cost savings measures were undertaken. Childprotective services checks are required by state law, and the charge per request has increased by 20%. The number ofbackground checks has increased due to a higher volume of hiring the last couple seasons, a higher volume ofvolunteer coaches, new sports, and a larger employee base. The cost of TB tests and screenings varies annually. Inaddition, the projected increase in student enrollment, new programs such as full-day kindergarten, and additionalsports increases the volume of individuals to be processed through the Department of Personnel Services. Additionalvolume increases expenses for the department. More employee groups are being added to the online evaluationsystem, and a cost increase is expected following a corporate acquisition and a long period of stable rates. Theproposed budget also includes the costs of furniture and computers for new positions.

PROGRAM DESCRIPTION

The Department of Personnel Services serves the needs of over 10,688 full time and 4,204 part-time employeesassigned to administrative, licensed, classified, auxiliary, and substitute positions. This responsibility is accomplishedthrough working with employees to help encourage, prepare, and support them in matters of licensure and professionaltraining, discipline, evaluation, resignation/termination/retirement, and recognition of service. Employees and hiringmanagers are supported through various activities that take place due to changes in enrollment, the opening of newschools, or issues related to employee performance.

Recruiting and maintaining a highly-qualified and diverse candidate pool to meet the staffing needs of Loudoun CountyPublic Schools is another primary activity. Support activities include recruitment fairs, recruiter training, interviewtraining, application processing, pre-employment background checks, licensure verification, and hiring. The Departmentof Personnel Services is also responsible for recruitment and management of the substitute pool, staffing substitutevacancies, and ensuring substitute quality.

The mentoring and coaching program is another major initiative of the Department of Personnel Services. Newteachers are provided with mentoring and coaching support and professional development targeted to the needs of newemployees. The instructional coaches also support teachers who are struggling with teacher performance standards.


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Implemented an early contract system to attain the best teacher candidates early in the hiring season.•Promoted strategies to recruit teachers to geographically hard-to-staff schools. •Provided training for principals on matters related to evaluation, interviewing, and hiring, including a specifictraining for principals/supervisors on how to review applications and conduct interviews.

•

Provided the School Board, the Superintendent, the State, other agencies, and citizens with periodic reports onpersonnel information related to programs or operations.

•

Participated in developing Oracle Phase II modules with co-located personnel.•Managed an 85% increase in employee relations investigations.•Provided all new LCPS teachers and those entering a new teaching field with a trained mentor. •Provided culturally responsive teaching training to new teachers at highly diverse secondary schools. •Provided novice general education teachers with observations and feedback by instructional coaches.•Promoted Title I School Loan Forgiveness program at recruitment events. •Provided induction events for novice teachers: Beginning Teacher Institute, Beginning Teacher Institute for latehires, two New Teacher Seminars, and a series of five workshops "Best Practices for Best Teachers".

•

Spearheaded low-cost recruiting events to focus on student teachers, elementary teachers, and classifiedemployees wishing to transition to teaching.

•

Recruited, trained, refreshed, and prepared 2,195 persons to serve as substitute teachers.•Hired over 1,519 licensed, classified, administrative, and co-curricular staff. This involved the management of272 new hire sessions to on-board the new employees.

•

Verified that LCPS had 98.7% highly qualified teachers that were teaching core subject areas, which involvedreview of teaching endorsements for teachers. 15,928 class sections were taught by highly qualified teachers.

•

Processed almost 8700 employee evaluations and 850 requests for resignation and retirement. •Recognized and supported 132 highly experienced teachers as National Board Certified Teachers.•Placed 316 college students in 396 learning opportunities as part of the Teachers in Training program.•



Institute a recruiting team to focus on refining and creating strategies to hire the best teachers and staff. Thisteam would seek to minimize the local impact of the national teacher shortage trend. This team would source forcandidates for hard-to-fill positions, work to increase earlier hiring of teachers, and assist with hiring a morediverse work force by promoting strategies to recruit minority applicants for teaching andadministrative/supervisory positions.

•

Continue to promote strategies to recruit teachers to geographically hard-to-staff schools.•Continue to increase collaboration with the special education office to recruit and retain special educators.•Continue to refine, create, and implement strategies to personalize the hiring process.•Ensure consistent hiring practices by providing thorough monitoring of personnel hiring transactions.•Establish and manage a process to review, revise, and analyze classified and administrative positions to ensureinternal equity and external competitiveness. The process would also review the auxiliary salary scale andadministrative hiring placement practices.

•

Continue to develop protocols to monitor operating efficiency and cost effectiveness. •Provide culturally responsive teaching training to new teachers at highly diverse elementary schools at therequest of the schools.

•

Implement and refine Oracle Phase II modules.•Revise the teacher screening interview processes.•


Dr. Kimberly L. HoughAssistant Superintendent for Personnel Services


PERSONNEL SERVICES


336

DEPARTMENT SUMMARY

The Department of Business and Financial Services' mission is to provide support, leadership and direction to otherschool system departments, the Superintendent, and the School Board. The department administrators oversee theareas of accounting, budget, financial services, health-wellness and benefits, payroll, purchasing, and retirement anddisability programs. Financial affairs are managed in a fiscally responsible manner to be consistent with the SchoolBoard budget and goals. Detailed descriptions of the responsibilities and duties of each division in Business and Financial Services are outlinedon the subsequent pages.

FY17 CHANGES

Personnel: Personnel changes reflect the system wide compensation increases, healthcare changes, and 8 new positionsrequested for FY17. The eight new positions requested are as follows:

Internal Auditor•Senior Budget Analyst•Retirement and Disability Specialist III•Accountant - FAST Team (2)•Benefits Specialist - FAST Team•Procurement Specialist III - FAST Team•Report Writer - FAST Team•

Operations and Maintenance: The operations and maintenance projected expenditures are increased due to a need to re-configure office storagespace and provide training and certification opportunities to staff.

DEPARTMENT OF BUSINESS AND FINANCIAL SERVICES


337

BUDGET HISTORYDivision FY13 Actual FY14 Actual FY15 Actual FY16 Budget FY17 BudgetAssistant Superintendent for Business and Financial Services

448,820 503,756 718,729 657,962 408,099

Budget Services 542,054 569,062 717,624 819,180 908,594

Employee Benefits and Retirement 1,292,176 1,410,703 1,622,793 1,820,517 2,037,381

Financial Applications Specialist Team (FAST) 0 0 0 0 783,500

Financial Services 2,119,598 2,180,389 2,221,854 2,426,382 2,600,788

Payroll Services 939,589 932,708 1,349,618 1,506,659 1,547,481

Procurement Services 931,765 930,891 964,308 1,039,430 1,062,348

Total $6,274,001 $6,527,509 $7,594,927 $8,270,131 $9,348,192

Positions 56.0 56.0 67.0 71.0 79.0



338



Part Time Salaries $265,805 $325,418 $246,807 $207,081 $165,500

Benefits $1,559,531 $1,567,457 $1,930,857 $2,178,082 $2,530,925

Total Personnel $5,725,260 $6,031,591 $6,846,089 $7,673,155 $8,522,786

Operations and Maintenance Contractual Services $435,652 $375,455 $608,388 $416,150 $544,800

Materials, Supplies and Equipment $68,239 $84,268 $98,416 $118,176 $160,706



Total Operations and Maintenance $548,740 $495,919 $748,837 $592,976 $821,406

Capital Outlay Computers and Software $0 $0 $0 $4,000 $4,000

Total Capital Outlay $0 $0 $0 $4,000 $4,000

Total $6,274,001 $6,527,509 $7,594,927 $8,270,131 $9,348,192

Positions 56.0 56.0 67.0 71.0 79.0



339


Personnel Full Time Salaries $303,405 $378,516 $414,678 $435,452 $247,849 -43.1 % Part Time Salaries $3,854 $773 ($28,110) $6,000 $6,000 0.0 % Benefits $103,440 $94,160 $150,038 $158,615 $102,675 -35.3 %Total Personnel $410,699 $473,449 $536,606 $600,067 $356,524 -40.6 %

Operations and Maintenance Contractual Services $16,167 $2,276 $156,266 $2,500 $2,500 0.0 % Materials, Supplies and Equipment $18,787 $16,764 $20,242 $37,995 $21,575 -43.2 % Computers and Software $0 $2,725 $1,560 $900 $11,000 1,122.2 % Training and Continuing Education $3,166 $8,542 $4,056 $16,500 $16,500 0.0 %Total Operations and Maintenance $38,121 $30,307 $182,123 $57,895 $51,575 -10.9 %

Total $448,820 $503,756 $718,729 $657,962 $408,099 -38.0 %

Positions 3.0 3.0 4.0 4.0 2.0


FTE FTE


1.0 1.0

Support 1.0 1.0

Coordinator 2.0 0.0

Total 4.0 2.0


ASSISTANT SUPERINTENDENT FOR BUSINESS AND FINANCIAL SERVICES


340

BUDGET OVERVIEW

PERSONNEL

The personnel line includes employee compensation and benefits for two employees. Two project manager positionswere transferred to the Financial Applications Specialist Team (FAST) to support Oracle Implementation.


This category includes expenditures for contracted services, professional membership fees, travel, materials, andsupplies.

Provided leadership and direction to the six divisions in Business and Financial Services.•Served as a resource to the Superintendent, School Board, and public on budgetary matters. •Maintained and provided timely and accurate information to the Superintendent, School Board, and citizens on aregular basis.

•

Interpreted accounting principles, state laws, federal laws, and School Board policy to guarantee full legalcompliance.

•

Oversaw the successful annual audit of appropriated funds and school activity funds by an independent auditingfirm.

•

Received a Meritorious Budget Award from the Association of School Business Officials International for the 2015-16 Annual Operating Budget.

•

Earned a Distinguished Budget Presentation Award from the Government Finance Officers Association for the2015-16 Annual Operating Budget.

•

Received awards for excellence in financial reporting from both the Government Finance Officers Association(GFOA) and the Association of School Business Officials International (ASBO).

•



Continuing commitment to pursue innovative technology to improve daily operations of the department. •Implement cost effective operating processes. •Continue enhancements to the configuration of the LCPS operating budget document to ensure accuratefinancial reporting to the citizens of Loudoun County, the School Board, and the County Board of Supervisors.

•

Amplify the visibility of the budget to encourage citizen participation in the development and approval process. •Provide the School Board, the Superintendent, the state, external auditors, and citizens with periodic reports onfinancial information about programs or operations.

•

Provide leadership and direction to the divisions in the Department of Business and Financial Services. •

PROGRAM DESCRIPTION

The Assistant Superintendent of Business and Financial Services provides leadership, direction, and centralizedsupport to other school system departments, the Superintendent, and School Board in the areas of accounting, budget,employee benefits, payroll, purchasing, and risk management. Business and Financial Services provides support in theareas of business operations and financial information used for administrative decision-making, and interprets relatedlaws to ensure full legal compliance. Project management for the joint Schools/County Oracle Project resides in thisdivision as well.




341


E. Leigh BurdenAssistant Superintendent for Business and Financial

Services




342




343


Personnel Full Time Salaries $383,302 $396,136 $490,339 $572,099 $646,420 13.0 % Part Time Salaries $18,698 $34,286 $45,237 $25,000 $12,000 -52.0 % Benefits $136,897 $135,556 $165,849 $206,050 $233,074 13.1 %Total Personnel $538,897 $565,977 $701,424 $803,149 $891,494 11.0 %

Operations and Maintenance Contractual Services $120 $170 $746 $800 $1,400 75.0 % Materials, Supplies and Equipment $2,979 $1,720 $12,651 $2,931 $2,700 -7.9 % Computers and Software $0 $8 $0 $2,000 $2,000 0.0 % Training and Continuing Education $58 $1,188 $2,803 $10,300 $11,000 6.8 %Total Operations and Maintenance $3,157 $3,085 $16,200 $16,031 $17,100 6.7 %

Total $542,054 $569,062 $717,624 $819,180 $908,594 10.9 %

Positions 5.0 5.0 6.0 7.0 8.0


FTE FTE

Director 1.0 1.0

Analyst 5.0 6.0

Coordinator 1.0 1.0

Total 7.0 8.0


BUDGET SERVICES


344

BUDGET OVERVIEW

PERSONNEL

Personnel includes the salaries for Budget Services employees, overtime required for periods of peak work loads due toimplementation of phase 2 of the joint Schools/County Oracle project, and all related employee benefit costs. Anadditional Senior Budget Analyst position is funded to provide additional support in the Budget Division. As the budgetcontinues to grow in size and complexity, not only has the volume of work increased, but more analysis is required tocreate and manage the budget.


Operations and maintenance expenditures provide materials and supplies needed throughout the budget preparationand publication processes and contractual services for the professional design and publication of the budget documents.In addition, operations and maintenance provides training opportunities for Budget Services Division staff. Theoperations and maintenance increase will provide computer and other equipment for the additional staff requested.

Assisted the Superintendent in complying fully with Code of Virginia 22.1-93 and supported School Board Goal 6:

Published three versions of the FY 2016 operating budget: Superintendent's Proposed Operating Budget, SchoolBoard's Proposed, and Annual Appropriated Budget.

•

Responded to numerous questions and surveys from surrounding jurisdictions, reporting agencies, School Boardmembers, Board of Supervisors' members, and concerned citizens.

•

Prepared Virginia Department of Education required reports such as the Annual State Report, Required LocalEffort, reports concerning ARRA funding, and others.

•

Ensured that current budget information was available on the LCPS website for parents and concerned citizens ofthe county.

•

Earned the Meritorious Budget Award from the Association of School Business Officials International and fromthe Government Finance Officers Association.

•

Participated in the Oracle general ledger and budget preparation module implementation process. •


PROGRAM DESCRIPTION

The Budget Services Division provides primary support to the Superintendent in the development, analysis, and reviewof Loudoun County Public Schools' operating budget. The division is also responsible for the preparation of financialreports to the Virginia Department of Education as well as responses to financial and statistical surveys. BudgetServices monitors revenue, disbursement, and staffing trends throughout the fiscal year to ensure the solvency of theschool system.


BUDGET SERVICES


345


Continue to support the implementation of Virginia Code 22.1-93 and support School Board Goal 6:

Refine and improve the format of the LCPS operating budget document to present coherent, comprehensiveinformation to the citizens of Loudoun County, the School Board, and the County Board of Supervisors.

•

Enhance the visibility of the budget to encourage citizen participation in the development and approval process. •Continue timely and accurate response to questions and surveys. •Submit all Virginia Department of Education reports as required. •Perform more extensive revenue and expenditure analysis on a regular basis. •Improve the budget information posted on the Loudoun County Public Schools' website. •Continue to receive annual ASBO Meritorious Budget and GFOA Distinguished Budget awards. •Participate in implementation of human resource, and payroll (Phase 2) of the Oracle system.•

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYE. Leigh BurdenAssistant Superintendent for Business and Financial Services

Sharon WilloughbyDirector of Budget


BUDGET SERVICES


346




347


Personnel Full Time Salaries $648,565 $759,072 $868,869 $1,029,381 $1,100,887 6.9 % Part Time Salaries $9,962 $24,030 $78,360 $31,079 $46,000 48.0 % Benefits $287,423 $306,036 $380,169 $440,607 $506,639 15.0 %Total Personnel $945,951 $1,089,138 $1,327,398 $1,501,067 $1,653,526 10.2 %


Total $1,292,176 $1,410,703 $1,622,793 $1,820,517 $2,037,381 11.9 %

Positions 10.0 10.0 13.0 14.0 15.0


FTE FTE

Director 1.0 1.0

Supervisor 2.0 2.0

Assistant 1.0 1.0

Support 4.0 4.0

Specialist 6.0 7.0

Total 14.0 15.0


EMPLOYEE BENEFITS AND RETIREMENT


348

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries for the Divisions of Employee Health, Wellness and Benefits and Retirement and DisabilityPrograms.

Our vision is to sustain and deliver to LCPS employees and retirees excellent customer service with the emphasis oninvesting their time to learn, plan and take action regarding their LCPS benefits.

Overtime and extra pay for periods of peak workloads are necessary and included in the FY17 budget. In addition, extrahours will be necessary for the successful implementation of Oracle and for the educational campaigns necessary toensure all employees have detailed information relating to healthcare changes at the Federal, State and local level.

Personnel changes reflect the one new position requested as follows: Retirement &Disability Specialist III

This position will address the increasing volume of disability cases and time sensitive nature of these programs as wellas the complexity of three VRS plans.


Operations and maintenance expenditures provide services, materials, and supplies necessary for us to educate staffon and develop, process, maintain, monitor and reconcile a full array of health and wellness benefits to all full and part-time employees.

PROGRAM DESCRIPTION

The Divisions of Employee Health, Wellness and Benefits and Retirement and Disability Programs providecomprehensive benefit services and education to retain and recruit over 10,688 full-time and 4,204 part-timeemployees. Services include the maintenance of all benefits for active employees and over 1,700 retirees and theirdependents, and the creation, maintenance and growth of the Wellness Works! program. Education is provided viaindividual and group counseling for leave, disability programs, workers compensation and retirement and generalbenefit programs, as well as through new hire benefit orientations, robust web resources, webinars and workshops andtrainings. These Divisions also coordinate district-wide compliance with regard to requirements of the ConsolidatedOmniBus Reconciliation Act (COBRA), Health Insurance Portability Accountability Act (HIPAA), Section 125 CafeteriaPlans, Centers for Medicare and Medicaid Services, 403(b) Universal Availability and the Affordable Care Act (ACA),Family Medical Leave Act (FMLA), American with Disabilities Act (ADA), OSHA and Workers’ Compensation.




349

In support of School Board Goals related to (1) Compensation, Recruitment, and Retention of Staff (2) Growth andResource Parity, and (3) Health, Safety and Wellness: January 2015-December 2015

Facilitated New Hire Orientations, Financial/Retirement Workshops and consultation for over 1,650 new hires,rehires, transfers and retirees in English and Spanish.

•

Prepared for and presented at employee in-services, job fairs and staff development workshops - reaching over2,000 employees.

•

Facilitated over 110 BenEvents.•Individually counseled 183 employees for retirement planning, 49 employees for ADA accommodations and 862employees on leave options.

•

Processed 1,322 employee requests for FMLA, leave without pay or family sick leave bank; hostedmaternity/paternity group leave counseling workshops with 189 participants; 604 participants in group retirementworkshops, 217 ASL interpreter requests by faculty and parents and 712 workers compensation claims.

•

Published 5 Benefit Source Newsletters, 10 Wellness Works! Newsletters, 4 Retiree Newsletters, 7 InstructionalVideos and a host of ConnectEd messages and emails.

•

Managed eligibility, enrollment, payroll deductions, reporting and reconciliation of deductions for over 10,688 full-time and 4,204 part-time employees on a semi-monthly basis.

•

Managed eligibility, enrollment, payroll deductions, reporting and reconciliations of health plan for over 20,500lives.

•

Reconciled and distributed payments to over 14 benefit providers on a semi-monthly basis.•Continued to develop and strengthen the Wellness Works! employee wellness incentive program.•Managed retiree health insurance and Medicare coordination for 658 pre-65 retirees/dependents and 1,034 post-65 retirees/dependents.

•

Completed transition of post-65 retirees from Cigna's Medicare Surround to the Healthspring platform.•Implemented ACA requirements that required, and continue to require, extensive research, analysis,communication, education and reporting.

•

Continued managing the building, testing and training of the new human capital resource system which will offera self-service benefit portal.

•



In support of School Board Goals related to (1) Compensation, Recruitment, and Retention of Staff (2) Growth andResource Parity, and (3) Health, Safety and Wellness:

Continue to seek, develop, educate on and offer attractive benefits for recruitment and retention purposes.•Continue to give all our prospective, current and retired employees excellent customer service.•Continue to provide education on resources available to support the physical, financial and emotional well-beingof our employees and retirees.

•

Continue to grow the Wellness Works! program to ensure a continued and demonstrated return on thisinvestment in the health and wellness of our employees and retirees.

•

Build, test and train employees on the self-service system.•Continue to review and improve internal processes and procedures to ensure we are providing efficient and costeffective benefits and benefit-related products.

•

Expand employee investment options by including an employer matching contribution into a tax-deferredprogram.

•

Increase awareness and knowledge of the Affordable Care Act and the changes necessary, both in policy andpractice, for compliance.

•




350


Gabrielle CotmanDirector of Employee Benefits, Payroll and Retirement




351




Operations and Maintenance Contractual Services $0 $0 $0 $0 $7,000 0.0 % Materials, Supplies and Equipment $0 $0 $0 $0 $29,500 0.0 % Computers and Software $0 $0 $0 $0 $18,000 0.0 % Training and Continuing Education $0 $0 $0 $0 $6,600 0.0 %Total Operations and Maintenance $0 $0 $0 $0 $61,100 0.0 %

Total $0 $0 $0 $0 $783,500 0.0 %

Positions 0.0 0.0 0.0 0.0 7.0


FTE FTE

Supervisor 0.0 1.0

Accountant 0.0 2.0

Support 0.0 1.0

Coordinator 0.0 1.0

Specialist 0.0 2.0

Total 0.0 7.0


FINANCIAL APPLICATIONS SPECIALIST TEAM (FAST)


352

BUDGET OVERVIEW

PERSONNEL

As a result of a review of operational responsibilities, the FY17 personnel budget includes 5 new positions to fulfill anoverwhelming need for application support and technology innovation. These new positions require extensive functionalexperience to support the technology demands. Current support levels will be over extended with the full implementationof Oracle. The establishment of new guidelines, standards, and procedures will help the performance of the new divisionby focusing their efforts on Oracle’s technology platform as well as other financial applications that are supported. Thedivision will include moving two existing positions to establish this division to make a total of 7 positions.


The primary operations and maintenance expenditures for FY17 are for new computers, furniture, and reconfiguring ofspace for the new employees which will be a one-time cost to the division. The recurring expenses include officesupplies, training, and software for the new positions.

CAPITAL OUTLAY

Includes equipment and workstation costs for the 5 requested positions.

Not applicable.


PROGRAM DESCRIPTION

The FAST Team Division will implement new modules as well as support all aspects of the current Oracle modules.During FY17 the Business & Financial Services Department will be implementing Oracle Payroll and Benefit Modules.Due to the displacement of the current Financial Services personnel the need to expand and dedicate our efforts toimplement a support structure is necessary for the ongoing Oracle system that is used throughout the entire schoolsystem – at the administrative and school levels alike. In addition to supporting Oracle modules, other financeapplications supported will include the Student Activity Fund finance application - School Funds Online (SFO),Purchase Card Payment Manager and managing all work tickets through resolution that are associated with thesefinancial applications. The FAST Team will also have training as another component that involves the development, writing/editing trainingand informational materials to maintain up-to-date learning management library available for users. Plan activities todeliver informational materials in various forms to present information in a form and at a level suitable for the intendedaudience. The informational materials may be for internal or external dissemination. Assignments often involve writingor editing for electronic media, and may include highly visible communication projects. Require knowledge of a broadrange of sources of pertinent information; skill to analyze and present the information gathered; and knowledge ofpublishing practices, standards, and technologies for the media used.




353


Implement new division (FAST Team). •Support transition for implementation to ongoing support for all Oracle Payroll and Benefit Modules. •Transition from a Managed Service support structure to ongoing support for previously implemented FinancialModules which includes developing, writing, editing, and training of informational materials for internal andexternal dissemination.

•

Dedicated support for financial solutions including Oracle, School Activity Fund Accounting - School Funds Online& Purchase Card Management systems.

•

To pursue innovative technology to improve daily operations for all system wide financial applications. •


Thomas C. YetterDirector of Financial Services




354




355


Personnel Full Time Salaries $1,332,938 $1,381,156 $1,392,986 $1,556,843 $1,602,167 2.9 % Part Time Salaries $113,761 $148,336 $59,795 $45,000 $28,000 -37.8 % Benefits $532,055 $535,538 $599,665 $678,605 $716,245 5.5 %Total Personnel $1,978,754 $2,065,031 $2,052,446 $2,280,448 $2,346,412 2.9 %

Operations and Maintenance Contractual Services $122,243 $101,803 $154,045 $119,100 $218,350 83.3 % Materials, Supplies and Equipment $7,421 $6,938 $7,580 $21,984 $24,826 12.9 % Computers and Software $9,180 $5,872 $1,789 $3,600 $5,600 55.6 % Training and Continuing Education $2,000 $746 $5,994 $1,250 $5,600 348.0 %Total Operations and Maintenance $140,843 $115,359 $169,408 $145,934 $254,376 74.3 %

Total $2,119,598 $2,180,389 $2,221,854 $2,426,382 $2,600,788 7.2 %

Positions 20.0 21.0 21.0 22.0 23.0


FTE FTE

Director 1.0 1.0

Supervisor 1.0 1.0

Manager 1.0 1.0

Accountant 3.0 3.0

Analyst 2.0 2.0

Auditor 0.0 1.0

Support 8.0 8.0

Coordinator 2.0 2.0

Specialist 1.0 1.0

Technician 3.0 3.0

Total 22.0 23.0


FINANCIAL SERVICES


356

BUDGET OVERVIEW

PERSONNEL

Financial Services staff provides information, projections, and support in the areas of the General Fund OperatingBudget, Grant Programs, Capital Improvement Program (CIP), Capital Asset Preservation Program (CAPP), SchoolNutrition Services Fund, school-based School Activity Funds, and the LCPS Self Insurance Funds, which includes theemployer-sponsored Health Care Fund, the LCPS Workers’ Compensation Fund, and employer-sponsored Short TermDisability Program. Financial Services is responsible for successful implementation of the joint School/County OracleProject.

As a result of a review of operational responsibilities, the FY17 personnel budget includes an increase of one position toprovide internal audit support to the Division of Financial Services. The internal audit program will include reviews ofschool activity fund accounts and financial operations in central office areas on a rotating basis. Special audits will alsobe performed as needed.


The primary operations and maintenance expenditures for FY17 are to meet the Commonwealth’s requirement for anannual audit for school-based School Activity Funds. An additional amount will support an annual independent audit ofLCPS financial statements and preparation of the Comprehensive Annual Financial Report. Other areas will meet criticalneeds to maintain operations which will include, revenue from banking fees, staff development opportunities, and one-time costs associated with the requested position.

CAPITAL OUTLAY

Includes equipment and workstation costs for requested position.

PROGRAM DESCRIPTION

The Office of Financial Services provides guidance and support to all departments, divisions, and schools throughoutLoudoun County Public Schools in the areas of Financial Reporting, School Activity Fund Accounting, and InternalControls.

In great part, this is accomplished by ensuring all transactions are recorded timely and consistently in accordance withGenerally Accepted Accounting Principles (GAAP), governmental accounting standards as promulgated by theGovernmental Accounting Standards Board (GASB), guidelines provided through the Auditor of Public Accounts for theCommonwealth of Virginia (APA), and the United States Office of Management and Budget (OMB).


FINANCIAL SERVICES


357

The divisions in Financial Services supported the School Board's Mission and Goals through multiple ways that:

Increased accounts receivable collections through collaborative efforts with other departments and agencies.•Enhanced financial systems by implementing an Oracle system through a joint County/Schools initiative. •Processed over 57,000 operating checks, 461 wire transfers, 175 voided checks, over 5,000 IEXPENSE, over70,000 invoices, over 90 Grant related AR invoices processed.

•

Provided financial management and reporting for grants, representing $21 million in revenue.•Advancements to third-party integration with ORACLE (Enterprise, FASTER, Energy Cap).•Reconciled and analyzed CIP and CAPP account information. •Successful replacement/training of School Activity Fund software to School Funds Online.•Prepared a Comprehensive Annual Financial Report for LCPS. •Received awards for excellence in financial reporting from both the Government Finance Officers Association(GFOA) and the Association of School Business Officials International (ASBO).

•




Increase staff knowledge of applicable GASB, GAAP and other applicable standards to stay current and relevantto provide accurate and complete financial reporting. This will be accomplished with a blend of internal training aswell as various course attendance along with review of online and printed publications.Goal is to continue theproduction of a high quality annual CAFR and to submit to GFOA and ASBO for award review.

•

Develop new and update existing policies and procedures to be in line with COSO (Committee of SponsoringOrganizations) Internal Control framework. This task will be done in conjunction with the update of the AccountingDivision policy and procedures manual in printed and online formats.

•

Coordinate both internal and external audits to assure funds are accounted for within the policies of the SchoolBoard.

•

Provide resources for an independent audit of the LCPS financial statements and the Comprehensive AnnualFinancial Report.

•

Expand the internal review program to evaluate financial operations within the school district. •Accurately classify and record all financial transactions utilizing new technology to further automate processes.•Continue to provide financial information to management on CIP and CAPP projects. •Issue IRS Form 1099 to all LCPS vendors as appropriate. •Initiate ACH payments to vendors. •


Thomas C. YetterDirector of Financial Services


FINANCIAL SERVICES


358




359


Personnel Full Time Salaries $617,644 $608,054 $825,277 $955,934 $985,811 3.1 % Part Time Salaries $53,162 $57,851 $82,371 $95,000 $65,000 -31.6 % Benefits $258,040 $255,992 $374,127 $416,345 $460,670 10.6 %Total Personnel $928,845 $921,897 $1,281,775 $1,467,279 $1,511,481 3.0 %

Operations and Maintenance Contractual Services $5,087 $3,990 $47,879 $11,600 $1,600 -86.2 % Materials, Supplies and Equipment $2,277 $3,831 $13,778 $19,280 $23,900 24.0 % Computers and Software $1,477 $2,301 $1,583 $0 $2,000 0.0 % Training and Continuing Education $1,903 $689 $4,604 $4,500 $4,500 0.0 %Total Operations and Maintenance $10,744 $10,811 $67,843 $35,380 $32,000 -9.6 %

Capital Outlay Computers and Software $0 $0 $0 $4,000 $4,000 0.0 %

Total Capital Outlay $0 $0 $0 $4,000 $4,000 0.0 %

Total $939,589 $932,708 $1,349,618 $1,506,659 $1,547,481 2.7 %

Positions 10.0 10.0 14.0 15.0 15.0


FTE FTE

Supervisor 1.0 1.0

Accountant 4.0 4.0

Support 9.0 9.0

Coordinator 1.0 1.0

Total 15.0 15.0


PAYROLL SERVICES


360

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries for 15 Payroll Office employees, overtime and part-time help required for periods of peakworkloads, and all related employee benefit costs.


Operations and maintenance expenditure increases provide for the service contract and inspection of the Rotomat filingsystem until the transition to the laser fiche archival of documentation generated in the new HCMS system. In addition, itcovers materials and supplies for W2's and paper stock for manually issued paychecks.

CAPITAL OUTLAY

Capital Outlay is to provide a refresh on older equipment.

The Payroll division supported the School Board's Mission and Goals through multiple ways including:

Transitioned all Monthly Pay Staff to Semi-Monthly Pay for approximately 1,000 employees.•Worked with the Garage Staff to transition time reporting from weekly time reporting to semi-monthly timereporting for the transition to Oracle time and labor.

•

Issued 14,258 W-2’s, 1,404 Verification of Employments, garnishment and ACH payments to appropriateagencies, and 275,634 direct deposits or checks during normal pay runs.

•

Provided employment verifications for staff applying for loans, mortgages, County of Loudoun Affordable DwellingUnit (ADU) program, insurance claims from accidents, and social security verifications.

•

Began preparation to go live with the Laser Fiche Scanning of Term files, Leave Summary Documents and timesheets for all bus drivers, bus attendants, garage, and transportation administration.

•

Assisted the Treasurer’s Office at the County of Loudoun with bank reconciliation items for payroll and allelectronic items that were processed by financial institutions.

•


PROGRAM DESCRIPTION

Payroll Services provides accurate and timely semi-monthly and monthly payments to approximately 10,688 full-timeemployees and 4,204 part-time employees, reporting earnings and deductions to the Internal Revenue Service, SocialSecurity Administration, the states of Virginia, West Virginia, Maryland, District of Columbia and Pennsylvania asrequired by law. Payroll Services ensures all schools' and departments' leave is recorded timely and accurately; andprocesses mandatory deductions, tax liens and voluntary deductions. Virginia Retirement System and life insurancebenefit accounts are analyzed and reconciled for all employee and employer benefit contributions.


PAYROLL SERVICES


361


Continue to support School Board Goal 4 – Compensation, Recruitment, and Retention of Staff through the following:

Successfully roll-out Oracle Time & Attendance payroll module to all locations and all employees throughoutLCPS.

•

To fully transition from current Legacy payroll system to Oracle payroll modules.•Implement training and educate staff on the new Oracle Time & Labor module.•Accurately classify and record all payroll transactions incorporating best practices, utilizing new technology. •Continue timely and accurate pay to all employees.•Maintain consistent reporting of federal and state withholdings as well as retirement data.•Assist staff with understanding their paychecks, leave balances, taxes for social security, federal and statewithholding.

•

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYThomas C. YetterDirector of Financial Services

Rhonda G. PhillipPayroll Supervisor


PAYROLL SERVICES


362




363


Personnel Full Time Salaries $614,070 $615,781 $676,277 $738,283 $761,528 3.1 % Part Time Salaries $66,367 $60,143 $9,153 $5,002 $8,500 69.9 % Benefits $241,677 $240,175 $261,010 $277,859 $270,920 -2.5 %Total Personnel $922,115 $916,100 $946,440 $1,021,144 $1,040,948 1.9 %

Operations and Maintenance Contractual Services $1,002 $1,170 $3,868 $150 $650 333.3 % Materials, Supplies and Equipment $3,683 $10,644 $6,976 $6,736 $9,350 38.8 % Computers and Software $3,461 $339 $1,921 $2,000 $2,000 0.0 % Training and Continuing Education $1,503 $2,638 $5,102 $9,400 $9,400 0.0 %Total Operations and Maintenance $9,650 $14,791 $17,868 $18,286 $21,400 17.0 %

Total $931,765 $930,891 $964,308 $1,039,430 $1,062,348 2.2 %

Positions 8.0 7.0 9.0 9.0 9.0


FTE FTE

Director 1.0 1.0

Manager 1.0 1.0

Analyst 1.0 1.0

Coordinator 1.0 1.0

Specialist 5.0 5.0

Total 9.0 9.0


PROCUREMENT SERVICES


364

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries for nine Procurement Services' employees, overtime and part-time help required for periodsof peak workloads, and all related employee benefit costs.


Operations and maintenance expenditures provide materials and supplies needed throughout the procurement process.

101 formal solicitations were issued for a variety of new and increased services. Cooperative agreements, solesources, and emergency postings also provided for the needs of the school system.

•

Turnkey goods and services were procured and move-in assistance provided for the successful opening of onenew high school.

•

1500 solicitation and non-solicitation based contracts were reviewed for compliance with Virginia law and SchoolBoard policy.

•

Ongoing training of bookkeepers and account managers including new school staff and refreshers for existingstaff.

•

A help desk was maintained to provide assistance to bookkeepers, account managers, suppliers, and bidders. •An interactive web site was maintained which allows bidders to register online, update information, bid online,and download solicitations.

•

Provided consultation with school and central office administration on liability insurance requirements and safetyguidelines.

•

Maintenance and support of Risk Management Tracking System to provide data concerning school system riskexposure and loss experience and creation of reports.

•

Managed the LCPS Property and Liability Insurance Program by coordinating investigations of accidents, injuries,damages, complaints and law suits through collaboration with the property and casualty insurance carrier, legalcounsel, and claimants.

•

Continued work with Oracle consultant creating user friendly reports in Oracle for distribution to end users.•Introduced new instructional supplies vendor, implemented vendor web-based ordering system and supportedend users with utilization of system.

•

Conducted Procurement training sessions to department account managers to provide familiarity with VPPA andSchool Board Policies.

•


PROGRAM DESCRIPTION

Procurement Services enables Loudoun County Public Schools to purchase required goods and services inconformance with the Virginia Public Procurement Act and School Board Policy. It is the purpose of the ProcurementOffice to obtain high quality goods and services at a reasonable cost, and to conduct procurement procedures in a fairand impartial manner without impropriety or the appearance of impropriety. The Procurement Office provides processesto acquire goods and services including sourcing with the exception of building construction, full contract administrationfor solicitation and non-solicitation based agreements, purchase order processing, and management of the LCPSProperty and Liability Insurance Program.




365


To maximize the quality of goods and services purchased and minimize the cost to the taxpayers by seekingadditional opportunities for cooperative purchases including cooperative solicitations, as well as using riders toother jurisdictions' bids and state contracts.

•

To enhance the Oracle ERP procurement and advanced procurement modules including implementation ofadditional functionality.

•

To continue new bookkeeper and administrative staff training sessions in procurement processes and new schoolprocurement.

•

To customize, populate, and maintain a Contract Management System to track contracts and all associatedvendor documents.

•

To maintain a help desk for bookkeepers, account managers, and suppliers. •To expedite the bidding, ordering, and delivery process for furniture and equipment for the ongoing needs of theschool system, as well as for new buildings and renovations where needed.

•

To review all solicitation based and non-solicitation based contracts. •To conduct workshops for current and potential suppliers on doing business with LCPS and use of Oracle.•To streamline procurement processes through the use of technology. •To support and enhance the Risk Management Tracking System.•To implement Oracle Sourcing and advance features of Oracle iSupplier.•To create How to Do Business with LCPS guide for distribution to suppliers.•To develop a Procurement Procedures Manual as a how-to-guide for cross-training Procurement staff and ensurecontinuation of services during staff absences.

•


Andrea PhilyawDirector of Procurement




366

DEPARTMENT SUMMARY

The Department of Technology Services (DTS) is responsible for coordinating the development, implementation, andsupport of the district’s strategic technology plan by aligning instruction, business, and technology, using measurablekey performance indicators that ensure effective, equitable, and economical delivery of technology to support qualityeducation. DTS is committed to building a transparent open organizational environment providing students, teachers,parents, administrators, and the community with highly functional technology that is easy to use, reliable, and cost-effective.

FY17 CHANGES

The FY17 Department of Technology Services budget reflects an overall increase of 3.5%. This increase is primarilyrelated to a much needed telecommunications upgrade scheduled for FY17. This budget reflects our departmentsstrategic approach to maintaining a robust technology environment and delivering effective and efficient technologysupport for student success.

DEPARTMENT OF TECHNOLOGY SERVICES


367

BUDGET HISTORYDivision FY13 Actual FY14 Actual FY15 Actual FY16 Budget FY17 BudgetTechnology Services 21,751,085 21,502,420 23,564,514 27,196,414 28,139,804

Total $21,751,085 $21,502,420 $23,564,514 $27,196,414 $28,139,804

Positions 94.0 94.0 109.0 117.0 123.0



368




369



Operations and Maintenance Contractual Services $5,388,685 $6,102,994 $7,297,521 $8,388,597 $7,841,799 -6.5 % Materials, Supplies and Equipment $4,111,544 $3,626,498 $3,886,094 $5,477,491 $5,636,495 2.9 % Computers and Software $3,028,116 $2,985,181 $1,688,005 $1,134,600 $1,926,128 69.8 % Training and Continuing Education $75,824 $46,324 $116,003 $66,020 $63,900 -3.2 %Total Operations and Maintenance $12,604,170 $12,760,996 $12,987,623 $15,066,708 $15,468,322 2.7 %

Capital Outlay Computers and Software $1,252,940 $40,600 $570,115 $546,871 $0 -100.0 % Furniture and Equipment $9,173 $0 $0 $0 $0 0.0 %

Total Capital Outlay $1,262,114 $40,600 $570,115 $546,871 $0 -100.0 %

Total $21,751,085 $21,502,420 $23,564,514 $27,196,414 $28,139,804 3.5 %

Positions 94.0 94.0 109.0 117.0 123.0


FTE FTE


1.0 1.0

Director 2.0 2.0

Supervisor 5.0 5.0

Manager 1.0 1.0

Analyst 5.0 6.0

Support 12.0 12.0

Coordinator 8.0 8.0

Engineer 17.0 19.0

Maintenance 1.0 1.0


Developer 6.0 6.0


Total 119.0 123.0


TECHNOLOGY SERVICES


370

BUDGET OVERVIEW

PERSONNEL

The DTS personnel budget is comprised of salaries and fringe benefits for 119 full-time employees with additional staffaugmentation and overtime, if required, for periods of peak workloads and after hours support. In FY17, DTS is requesting four new positions to maintain an appropriate level of support for technology infrastructure,service desk, and the Phoenix student information system. These four positions represent an overall staffing increase ofapproximately 3%.

PROGRAM DESCRIPTION

The Department of Technology Services (DTS) is comprised of three offices:

1.Technology Operations and Support

Technology Operations: Responsible for direction, process, operational business support, and development ofthe DTS budget.

•

Technology Support: Responsible for decentralized user, hardware and software support,connectivity troubleshooting and image and software deployments.

•

Service Desk: Responsible for centralized and decentralized service desk support for user hardware andsoftware, overseeing the service desk functions and providing a single point of contact for LCPS technologysupport.

•

Audio Visual: Responsible for providing support, maintenance, and repair of school intercom systems, publicaddress systems and all audio visual equipment.

•

2.Technology Systems and Applications

Technology Systems & Infrastructure: Responsible for support of core enterprise systems and infrastructure toensure optimal bandwidth and access to services.

•

Applications & Development: Responsible for web application development, testing and support of internaland third-party applications; software deployment and workstation image development.

•

3.Information Management and Data Security

Information Management: Responsible for the Phoenix student information system including the Parentand Student Portal, system integration and enterprise application support; data management, and state andfederal reporting.

•

Information Security: Responsible for protecting students, faculty, and staff data, ensuring a safe and securecomputing environment for the students, faculty, and staff.

•

Records Management: Responsible for implementing student records retention practices throughout the district;fulfillment of alumni transcripts; permanently archiving student records in accordance with Virginia requirements.

•

This department oversees the purchase, implementation, licensing, maintenance, security, and support, ofinfrastructure, desktops, laptops, printers, audio visual devices, video conferencing, intercoms, interactive white boards,scanners, servers, software and contractual services that support the students, teachers, parents, and staff. Thisdepartment supports the Microsoft Server and Office 365 environment, instructional and business software, internetcontent filtering, the Phoenix student information system; student records archival services, e-mail, data backup,technology management tools, application hosting and maintenance. In addition, this department purchases, installs,maintains, and repairs all telecommunications and duplicating equipment for the school system.


TECHNOLOGY SERVICES


371


The DTS Operations and Maintenance budget supports the purchase, implementation, licensing, maintenance, andsupport of infrastructure, desktops, laptops, printers, audio visual devices, intercoms, interactive white boards, scanners,servers, software and contractual services that support the students, teachers, parents and staff of the Loudoun CountyPublic School system. This also includes the Microsoft Server and Office environment, instructional software (e.g. Phoenix, Vision, etc.),student information system, student records archival services, e-mail and data backup, technology management tools,and contracted vendor support costs for application hosting and maintenance.

Maintenance contracts for all multi-function devices and duplicating equipment and all telecommunications services andequipment throughout the entire school system are a major portion of the operational budget.

CAPITAL OUTLAY

DTS is not requesting funds for Capital outlay in FY17.

Expanding BYOT to additional schools based on Department of Instruction directive•Increased internet bandwidth to 10 Gb for the District to support increased utilization, enrollment, and SOL testing•Increased wide area network bandwidth to all secondary schools to 1 Gb•Consolidated Safari-Montage servers from 90 remote servers to 5 centralized servers•Implemented new VPN, DMZ, and SSL proxy and transition support to LCPS•Continue to integrate existing district software applications into Active Directory consolidating User IDs,increasing security, and streamlining user access

•

Developed, implemented, promoted and delivered online security training for teachers, administrators and staff•Completed the implementation and configuration of a new content filter•Completed the implementation of the Phoenix Gradebook application•Implemented the Parent and Student portals for the SIS•Implementing Online student registration•Implementing Online course requests•Integrated student supplied emails into the SIS•Exploring online form completion options for parents to reduce the amount of paperwork required; this mayinclude registration form, health forms and instructional forms

•

Exploring solutions for Single Sign On for applications and services•Completed the 22 school refresh by implementing a new hardware model that establishes technology equityacross the district.

•

Introduced Office 365 as a collaboration and data sharing solution throughout the district•Ensured appropriate staffing, training and support structure to enhance the level of support provided to the district•Conducting a physical DTS asset inventory•Implementing the LANDesk Asset Lifecycle Management (ALM) system•



TECHNOLOGY SERVICES


372


Continue to support the LCPS Vision 20/20 strategic goals through the following initiatives:

Complete expansion of BYOT•Implement single sign-on, storage in the cloud, password self-service, and cloud-based applications•Expand WiFi coverage in schools in non-traditional instructional areas•Complete asset management and inventory•Develop staffing standards•Improve customer service levels•Automate account creation through ERP•Implement LMS with SIS and Gradebook•


Dr. Richard ContartesiAssistant Superintedent for Technology Services


TECHNOLOGY SERVICES


373




374

DEPARTMENT SUMMARY

The Non-Departmental section of the budget request summarizes budgeted expenditures that are system wide in natureand not assignable to one particular department or program. Included in this section are employer costs associated withretiree health care, contributions to the self-insured workers compensation fund, property and liability insurance, and theself-funded costs related to unemployment claims. Payments to employees upon separation from service for unusedleave and payments to retiring employees are also included in the section. Also, funds for the OPEB liability are includedhere.

FY17 CHANGES

Increases are related to system-wide expenditures for employer costs associated with retiree health care, health caresubsidy, contributions to the self-insured workers' compensation fund, insurance, and retiree benefits. In addition, aplaceholder associated with the revised teacher's salary schedule has been placed here as well as funds for theproposed reclassification process.

DEPARTMENT OF NON-DEPARTMENTAL


375

BUDGET HISTORYDivision FY13 Actual FY14 Actual FY15 Actual FY16 Budget FY17 BudgetNon-Departmental 22,137,111 23,029,798 29,235,596 29,370,545 43,535,558

Total $22,137,111 $23,029,798 $29,235,596 $29,370,545 $43,535,558

Positions 0.0 0.0 0.0 0.0 0.0



376


Personnel Full Time Salaries $0 $80,186 ($8,384) $0 $7,700,000 0.0 % Part Time Salaries $5,000 $80,849 $429,915 $3,000,000 $2,900,100 -3.3 % Benefits $19,183,792 $18,536,794 $22,147,396 $24,785,945 $31,321,858 26.4 %Total Personnel $19,188,792 $18,697,829 $22,568,927 $27,785,945 $41,921,958 50.9 %

Operations and Maintenance Contractual Services $750 $1,500 $934 $76,000 $105,000 38.2 % Materials, Supplies and Equipment $1,253,060 $1,310,952 $1,318,972 $1,508,600 $1,508,600 0.0 %

Training and Continuing Education $0 $0 $2 $0 $0 0.0 %Total Operations and Maintenance $1,253,810 $1,312,452 $1,319,909 $1,584,600 $1,613,600 1.8 %

Transfers Transfer to County ($186,491) $1,044,517 $0 $0 $0 0.0 % Transfer to Self Insurance $1,881,000 $1,975,000 $5,346,761 $0 $0 0.0 %Total Transfers $1,694,509 $3,019,517 $5,346,761 $0 $0 0.0 %

Total $22,137,111 $23,029,798 $29,235,596 $29,370,545 $43,535,558 48.2 %

Positions 0.0 0.0 0.0 0.0 0.0


FTE FTE

Total


NON-DEPARTMENTAL


377

BUDGET OVERVIEW

PERSONNEL

Expenditures in this category include leave payments for terminating and retiring employees, self insured workers'compensation costs, and employer costs for retiree health care (including OPEB contributions). Increases are due toWorker's Comp costs, retiree health care costs and retiree benefits.


This category includes expenses related to system-wide property and liability insurance and flu shots.

Limited current premium increases through implementation of effective plan design changes, while maintaining acompetitive and comprehensive health care program.

•



Continue to review the health care plan design offered to LCPS employees and retirees in order to minimize theimpact of escalating health care costs that are associated with current and post employment benefits.

•


E. Leigh BurdenAssistant Superintendent for Business and Financial

Services

PROGRAM DESCRIPTION

The Non-Departmental section of the budget summarizes budgeted expenditures that are system wide in nature andnot assignable to one particular department or program. Included in this section are employer costs associated withretiree health care, contributions to the self-insured workers’ compensation fund, property and liability insurance, andthe self-funded costs related to unemployment claims. Payments to employees upon separation from service forunused leave and payments to retiring employees are also included in the section.


NON-DEPARTMENTAL


378

DEPARTMENT SUMMARY

School Nutrition provided 754,064 breakfasts and 3,919,723 lunches to students in FY15. There was a 6.75% increasein breakfast over FY14, and no significant decrease in lunch. These figures reverse a significant downward trend overthe past few years. The strategic plan has allowed the department to align resources with established goals. Focusedtesting of potential new food items with students was done regularly at all levels and implementation of metrics such asmeals per labor hours, actual cost of producing a meal and other Key Performance Indicators helped. Monitoring isdone continuously and adjustments will be easier to accomplish because we think and act strategically. In FY 17 moreemphasis will be placed on marketing SN through special meals and social media outreach. Ongoing training efforts inculinary skills help improve food quality and consistency.

FY17 CHANGES

Budget changes are listed throughout the Program Discription.

DEPARTMENT OF SCHOOL NUTRITION SERVICES


379

BUDGET HISTORYDivision FY13 Actual FY14 Actual FY15 Actual FY16 Budget FY17 BudgetSchool Nutrition Services 25,217,123 23,568,343 22,048,131 27,763,933 26,322,498

Total $25,217,123 $23,568,343 $22,048,131 $27,763,933 $26,322,498

Positions 427.0 435.0 452.0 408.0 360.0



380




381


Personnel Full Time Salaries $8,159,148 $7,837,881 $7,604,977 $9,002,342 $8,723,912 -3.1 % Part Time Salaries $180,908 $129,938 $97,006 $0 $556,788 0.0 % Benefits $4,983,562 $4,849,273 $4,825,260 $7,446,664 $6,618,606 -11.1 %Total Personnel $13,323,618 $12,817,092 $12,527,242 $16,449,006 $15,899,306 -3.3 %

Operations and Maintenance Contractual Services $372,292 $400,290 $410,952 $451,000 $391,900 -13.1 % Materials, Supplies and Equipment $11,154,126 $10,218,313 $9,083,579 $10,694,427 $9,849,517 -7.9 % Computers and Software $136,242 $115,649 $7,970 $130,000 $146,525 12.7 % Training and Continuing Education $43,598 $16,998 $18,387 $29,500 $25,250 -14.4 %Total Operations and Maintenance $11,706,257 $10,751,250 $9,520,889 $11,304,927 $10,413,192 -7.9 %

Capital Outlay Furniture and Equipment $94,284 $0 $0 $10,000 $10,000 0.0 % Vehicles $92,964 $0 $0 $0 $0 0.0 %Total Capital Outlay $187,248 $0 $0 $10,000 $10,000 0.0 %

Total $25,217,123 $23,568,343 $22,048,131 $27,763,933 $26,322,498 -5.2 %

Positions 427.0 435.0 452.0 408.0 360.0


FTE FTE

Supervisor 1.0 1.0

Manager 6.0 5.0

Accountant 1.0 1.0

Support 5.0 5.0

Coordinator 2.0 2.0

Specialist 2.0 2.0

Cafeteria Staff 391.0 344.0

Total 408.0 360.0


SCHOOL NUTRITION SERVICES


382

BUDGET OVERVIEW

PERSONNEL

Aligning staffing with the departmental strategic plan will include the addition of the following positions:

Make 2 positions in SNS office 12 months. As the department provides summer feeding and training needs areincreased due to federal mandates, it is necessary to have these additional positions during the summer.

1.

Add 1 Elementary Manager to open Madison's Trust.2.Add 3 cafeteria workers to open Madison's Trust.3.Potentially add staff to John C Champe to cover expected enrollment increases.4.Study of Staff positions resulted in vacation 56 positions and the associated costs, resulting in a paper savings ofover $2 million.

5.


Continue to look for ways to be environmentally friendly.

Continue to evaluate major equipment needs for new construction.

Established working relationship with Chef Bonnie Moore of Willowsford Farms who is providing training to SNS&managers/staff.

•

Testing potential new products with students enables the end user to have a voice in what is offered tocustomers.

•

Established partnership with Monroe Technology graphics arts students for a marketing campaign.•Host dietetic interns for rotations.•Developed formal training for managers/new hires that meets the new professional development standards ineffect for SN.

•

Successful rollout of new website and social media presence.•38% of families who applied for free/reduced eligibility did so via new online portal.•Awarded a competitive USDA Farm2School grant to be executed in 2016.•


PROGRAM DESCRIPTION

School Nutrition Services' purpose is to prepare students to succeed academically by providing healthy meals andsnacks at a reasonable cost. To accomplish this, the following initiatives will be undertaken in FY17:

Continue executing the strategic plan1.Continue testing potential menu items with students2.Develop a survey to get feedback from students and other stakeholders3.Investigate potential of additional alternative breakfast sites4.Continue to source locally grown foods as feasible5.Execute the Farm2School grant6.




383


Effective financial oversight will ensure School Nutrition Services will remain self-sufficient.•Effective training for School Nutrition Staff will affect the viability of School Nutrition Services.•Effective community partnerships will enhance the reputation and build a positive perception of School NutritionServices in the school community and beyond.

•

Effective marketing practices will enhance image, build and sustain participation in programs.•


Becky BaysSchool Nutrition Services Supervisor




384

DEPARTMENT SUMMARY

The Fleet Maintenance program serves over 2,400 school and county-owned vehicles. The Central Fleet Maintenanceoperation provides a high level of availability of school and county vehicles through an efficient and effective repair andpreventive maintenance program. The operation is funded through charge-backs to maintain fiscal solvency. TheDirector of Transportation serves as the Chief Administrative Officer of the operation which is located within theTransportation Division.

FY17 CHANGES

The Central Vehicle Maintenance operation only expends funds required to maintain the motor vehicle fleets operatedby Loudoun County Public Schools and the County of Loudoun. Both entities transfer funds monthly to Central VehicleMaintenance as fuel and maintenance services are charged back.

DEPARTMENT OF CENTRAL VEHICLE MAINTENANCE


385

BUDGET HISTORYDivision FY13 Actual FY14 Actual FY15 Actual FY16 Budget FY17 BudgetCentral Vehicle Maintenance 19,901,836 19,135,609 18,266,598 22,868,814 22,150,560

Total $19,901,836 $19,135,609 $18,266,598 $22,868,814 $22,150,560

Positions 75.0 75.0 72.0 72.0 72.0



386




387



Operations and Maintenance Contractual Services $2,219,624 $2,109,429 $2,166,949 $3,062,196 $2,433,920 -20.5 % Materials, Supplies and Equipment $12,654,947 $11,920,558 $10,717,983 $13,580,994 $13,292,724 -2.1 % Computers and Software $71,937 $37,186 $28,331 $95,000 $45,000 -52.6 % Training and Continuing Education $748 $7,762 $2,541 $578 $4,500 678.5 %Total Operations and Maintenance $14,947,256 $14,074,934 $12,915,804 $16,738,768 $15,776,144 -5.8 %

Capital Outlay Furniture and Equipment $166,289 $0 $0 $167,000 $165,000 -1.2 %

Total Capital Outlay $166,289 $0 $0 $167,000 $165,000 -1.2 %

Total $19,901,836 $19,135,609 $18,266,598 $22,868,814 $22,150,560 -3.1 %

Positions 75.0 75.0 72.0 72.0 72.0


FTE FTE

Manager 1.0 1.0

Support 5.0 5.0

Vehicle Maintenance 66.0 66.0

Total 72.0 72.0


CENTRAL VEHICLE MAINTENANCE


388

BUDGET OVERVIEW

PERSONNEL

Central Vehicle Maintenance employees are hired as required to maintain adopted service levels as determined byLCPS and County of Loudoun fleet needs. Determining factors include age of fleet vehicles, alternative shifts, statemandated maintenance schedules and advanced technologies mandated by federal law. Additional employees are nothired until the need exists. No additional FTE's are required for FY17.


This category funds the repair, maintenance and fuel for all LCPS and County of Loudoun motor vehicles. Funding isobtained through time and material charges to each vehicle serviced. The LCPS and County operational budgets arethe source funding for this activity.

CAPITAL OUTLAY

This category funds large equipment needs for the Central Garage and Valley Service Center operations plusdepreciation for fixed assets.

Supported School Board Goals 4, 5, and 7 and the efforts of the Department of Support Services:

Performed 6,604 preventive maintenance inspections, 2,468 Virginia State Safety inspections, and 543 VirginiaState Emissions inspections.

•

Upgraded or replaced aging shop equipment.•Instituted vehicle failure analysis program.•Developed and implemented shop cleanliness program.•Began implementation of technician training program.

•


PROGRAM DESCRIPTION

The Central Vehicle Maintenance operation provides a high level of availability of school and county vehicles throughan efficient and effective repair and preventive maintenance program. Over 19,000 work orders are completed eachyear. The operation is funded through charge-backs to maintain fiscal solvency. The Director of Transportation servesas the Chief Administrative Officer of the operation which is located within the Transportation Division. The FleetMaintenance program services over 2,440 fleet, public safety and school bus vehicles.




389



Expand training program to include all Central Vehicle Maintenance employee categories.•Train and license additional technical staff for Virginia Emission Inspections.•Train and certify additional staff as Virginia Underground Storage Tank operators.•Maintain light vehicle availability above 98 percent.•Maintain heavy vehicle availability above 92 percent.•Identify and increase efficiencies in the Central Vehicle Maintenance Garage•Improve employee attendance in the Central Vehicle Maintenance Garage•


Lonnie C. ReavisDirector of Transportation




390


Operations and Maintenance Contractual Services $0 $0 $145,880 $0 $0 0.0 % Materials, Supplies and Equipment $115,000 $0 $0 $0 $0 0.0 % Computers and Software $1,940,000 $4,165,000 $7,878,302 $7,632,000 $6,200,000 -18.8 %

Total Operations and Maintenance $2,055,000 $4,165,000 $8,024,181 $7,632,000 $6,200,000 -18.8 %

Capital Outlay Computers and Software $0 $0 $556,688 $231,000 $0 -100.0 % Furniture and Equipment $45,000 $0 $118,135 $0 $400,000 0.0 % Vehicles $7,826,000 $5,835,000 $1,910,496 $2,137,000 $3,400,000 59.1 %Total Capital Outlay $7,871,000 $5,835,000 $2,585,319 $2,368,000 $3,800,000 60.5 %

Total $9,926,000 $10,000,000 $10,609,501 $10,000,000 $10,000,000 0.0 %

Positions 0.0 0.0 0.0 0.0 0.0


FTE FTE

Total

DEPARTMENT OF LEASE PURCHASE

LEASE PURCHASE


391

BUDGET OVERVIEW

PERSONNEL

There are no Personnel costs funded by the lease purchase.


The operations and maintenance expenditures provide an offset to the cost of computer technology replacement cyclesand replacement of network electronics.

CAPITAL OUTLAY

Capital outlay expenditures will be used to offset the cost of network electronics replacements. In addition, capital outlayfo Support Services includes:

$2,500,000 combined with $4,500,000 supplemental funding provided by the Board of Supervisors forreplacement of 60 school uses.

•

$605,000 is planned for new light fleet vehicles in FY17 based upon staffing identified in the Superintendentsproposed budget.

•

$1,493,000 in FY16 lease savings as well as $700,000 in FY17 lease will be utilized for Support Services capitalequipment, projects, vehicles, radio replacement, and transportation software upgrades.

•

Offset the cost of computers for the computer technology replacement cycle and network electronics in support of thebandwidth upgrade effort, as well as:

Replacement of 16 School Buses•Replacement of Fleet Vehicles•Addition of Fleet Vehicles•


PROGRAM DESCRIPTION

DTS and Support Services budget are supported in part by the LCPS lease purchase program. Historically these fundshave been used for the purchase of buses, as well as technology in the form of computers, servers, and networkequipment in support of schools.

62% of the lease purchase is planned for Technology at a cost of $6,200,000 for FY17. This is a 21% decreasefrom $7,863,000 used in FY16.

•

$2,500,000 combined with $4,500,000 supplemental funding provided by the Board of Supervisors forreplacement of 60 school uses.

•

$605,000 is planned for new light fleet vehicles in FY17 based upon staffing identified in the Superintendentsproposed budget.

•

$1,493,000 in FY16 lease savings as well as $700,000 in FY17 lease will be utilized for Support Services capitalequipment, projects, vehicles, radio replacement, and transportation software upgrades.

•


LEASE PURCHASE


392


Offset the cost of the FY17 computer technology replacement cycle and the replacement of network electronics, as wellas:

Replacement of school buses.•Additional of new light Fleet Vehicles.•Support Services capital equipment, projects, vehicles, radio replacement, and transportation software upgrades.•


Dr. Richard Contartesi/Kevin LewisAssistant Superintendent for Technology

Services/Assistant Superintendent for Support Services


LEASE PURCHASE


393




394


SALARIES AND COMPENSATION

FY17 Superintendent's Proposed Compensation Summary

Salary Scale Adjustments

Step given to all employees except those on the top step

1% increase to all employees for VRS

Teacher Salary Scale redone to become more competitive

395


Step Technical Bachelor's Bachelor's Bachelor's Master's Master's DoctoralProfessional Degree Plus 15 Plus 30 Plus 30

License

1 49,182 49,182 50,624 52,066 54,952 56,394 60,721 2 49,628 49,628 51,070 52,512 55,398 56,840 61,167 3 49,975 49,975 51,417 52,861 55,745 57,187 61,514 4 50,894 50,894 52,336 53,778 56,664 58,106 62,433 5 51,372 51,372 52,815 54,257 57,142 58,585 62,912 6 52,345 52,345 53,787 55,230 58,114 59,558 63,884 7 53,346 53,346 54,788 56,230 59,115 60,557 64,885 8 54,258 54,258 55,701 57,144 60,028 61,471 65,797 9 55,177 55,177 56,619 58,061 60,947 62,389 66,716 10 56,635 56,635 58,078 59,520 62,404 63,847 68,174 11 57,832 57,832 59,275 60,717 63,601 65,045 69,372 12 59,310 59,310 60,752 62,194 65,079 66,522 70,849 13 60,824 60,824 62,266 63,710 66,594 68,036 72,363 14 62,372 62,372 63,815 65,257 68,142 69,584 73,912 15 63,957 63,957 65,399 66,841 69,726 71,169 75,496 16 65,579 65,579 67,022 68,464 71,349 72,792 77,119 17 66,908 66,908 68,352 69,794 72,679 74,121 78,449 18 68,596 68,596 70,038 71,480 74,365 75,807 80,135 19 70,397 70,397 71,839 73,282 76,167 77,609 81,936 20 72,246 72,246 73,689 75,131 78,017 79,459 83,786 21 73,776 73,776 75,219 76,661 79,546 80,989 85,315 22 75,901 75,901 77,343 78,785 81,670 83,112 87,440 23 78,084 78,084 79,526 80,968 83,853 85,295 89,623 24 80,332 80,332 81,775 83,218 86,103 87,545 91,872 25 82,648 82,648 84,091 85,534 88,419 89,861 94,188 26 85,031 85,031 86,473 87,915 90,801 92,243 96,570 27 87,484 87,484 88,926 90,369 93,254 94,696 99,023 28 90,010 90,010 91,452 92,894 95,779 97,222 101,549 29 92,838 92,838 94,281 95,723 98,608 100,050 104,378

30 94,944 94,944 96,386 97,904 100,906 102,406 106,904

NOTE:


Degrees and hours beyond Degrees must be earned from a college or university

whose accreditation is recognized by the Commonwealth of Virginia.

FY17 Proposed Teachers' Salary Scale

396


Psychologist Psychologist

Social Worker Social Worker Athletic

STEP Visiting Teacher Educational Diagnostician Trainer

Educational Diagnostician (208 Days) (208 DAYS)

(12 Months)

1 58,146 53,045 46,415

2 58,854 53,758 47,236

3 59,533 54,389 47,802

4 60,948 55,729 49,047

5 62,222 56,903 50,095

6 63,506 58,087 51,149

7 65,005 59,457 52,355

8 67,027 61,299 53,967

9 68,953 63,055 55,505

10 70,978 64,901 57,120

11 73,061 66,799 58,785

12 75,201 68,749 60,494

13 77,395 70,751 62,248

14 79,654 72,810 64,048

15 81,983 74,933 65,911

16 84,381 77,122 67,831

17 86,848 79,372 69,803

18 89,390 81,690 71,832

19 92,023 84,093 73,940

20 94,738 86,569 76,112

21 97,530 89,114 78,345

22 99,927 91,303 80,265

23 102,385 93,544 82,231

24 104,911 95,851 84,253

25 107,208 97,805 85,908


FY17 Proposed Auxiliary Salary Scales

These salary scales are shown together for presentation purposes only.The scales represent separate position responsibilities.

397




398


Step Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7

1 75,524 80,758 86,358 92,349 98,759 105,621 112,961

2 75,627 80,837 86,444 92,442 98,858 105,727 113,075

3 76,912 81,911 87,236 94,214 100,809 107,613 114,609

4 78,153 83,233 88,643 95,734 102,435 109,350 116,458

5 79,400 84,561 90,058 97,262 104,070 111,095 118,316

6 80,940 86,201 91,804 99,149 106,089 113,250 120,611

7 82,532 87,896 93,610 101,098 108,175 115,477 122,984

8 84,148 89,617 95,442 103,078 110,293 117,738 125,392

9 86,207 91,810 97,777 105,600 112,992 120,618 128,459

10 88,314 94,055 100,169 108,182 115,755 123,568 131,600

11 90,474 96,355 102,618 110,827 118,585 126,589 134,818

12 92,684 98,708 105,124 113,534 121,482 129,682 138,110

13 95,417 101,619 108,225 116,882 125,064 133,506 142,184

14 97,750 104,104 110,871 119,741 128,123 136,770 145,660

15 100,136 106,645 113,577 122,662 131,250 140,108 149,215

16 103,093 109,794 116,931 126,285 135,125 144,246 153,622

17 105,614 112,479 119,790 129,373 138,430 147,773 157,379

18 108,734 115,802 123,329 133,195 142,518 152,138 162,027

19 111,427 118,670 126,383 136,494 146,049 155,907 166,041

20 114,234 121,660 129,568 139,933 149,728 159,836 170,224


FY17 Proposed Administrators' Salary Scale

399


Level 1 Level 1 (con't)Assistant Principal, Elementary Specialist, Staff DevelopmentCoordinator, Accounting Specialist, Technology ResourceCoordinator, Administration Building Specialist, Transition ServicesCoordinator, Business and Financial Services Specialist, World Languages & CulturesCoordinator, Child Find Title VIB Virtual Loudoun Instructional DesignerCoordinator, ConstructionCoordinator, Distribution Center Level 2 Coordinator, Eligibility Assistant Principal (DCS)Coordinator, Financial Services Assistant Principal, MiddleCoordinator, Information Security Assistant Principal (MTC)Coordinator, Oracle Functional Athletic DirectorCoordinator, Payroll Coordinator, Adult EducationCoordinator, Procurement Coordinator, Behavior Support Title VIBCoordinator, Public Information Coordinator, BudgetCoordinator, School Improvement and Achievement Coordinator, Civil Engineering*Coordinator, School Nutrition Services Coordinator, Electrical Engineer*Coordinator, Service Desk Coordinator, Early Intervening - Title VIBCoordinator, Technology Coordinator, Environmental Safety and OHCoordinator, Transportation Coordinator, Head Start AdministrativeCoordinator, Welcome Center Coordinator, Mechanical Engineering Design *Senior SQL Database Administrator Coordinator, Pupil ServicesSpecialist, Assessment Coordinator, Special EducationSpecialist, Early Childhood Special Education Coordinator, Student AssistanceSpecialist, Energy Education Director, School Counseling - High SchoolSpecialist, English Director, School Counseling - High School AcademySpecialist, Gradebook Financial Services ManagerSpecialist, IEP Risk Manager, ProcurementSpecialist, Math Specialist, School CounselingSpecialist, Media Services Supervisor, Facility Services ContractSpecialist, Mentor and Coaching Supervisor, Site Building Plan *Specialist, MusicSpecialist, Personnel Level 3Specialist, Personnel Data & Monitoring Assistant Principal, HighSpecialist, Science Assistant Principal, Academies of LoudounSpecialist, Social Science & Global Studies Director, AcademySpecialist, Special Education Fleet Manager

*Funded by Capital Improvement Program Budget


FY17 Proposed Administrative Salary Levels

400


Level 3 (con't) Level 3 (con't)Principal, Elementary - Small Supervisor, Support ServicesSupervisor, Accounting Supervisor, Systems IntegrationSupervisor, Applications & Development Supervisor, Technology Supervisor, Art Supervisor, TransportationSupervisor, Assessment Services Supervisor, Virtual Loudoun EducationSupervisor, Athletics Supervisor, World Languages & CulturesSupervisor, Attendance & Homebound ServicesSupervisor, Career & Technical Education Level 4 Supervisor, Custodial Operations Architect *Supervisor, Diagnostic and Prevention Services Assistant Director, TransportationSupervisor, Educational Technology and C&I Civil Engineer*Supervisor, English & Secondary Reading Mechanical Engineer*Supervisor, English Language Learners Principal, Elementary - LargeSupervisor, Facilities Services Public Information OfficerSupervisor, FAST Team Supervisor, ConstructionSupervisor, Federal Programs Supervisor, Elementary EducationSupervisor, Gifted and Talented Supervisor, Facilities OperationsSupervisor, Health & Physical Education Supervisor, Geographic Information ServicesSupervisor, Health, Wellness, & Benefits Supervisor, Information ManagementSupervisor, Math Supervisor, Land ManagementSupervisor, Mentor, Coaching & Evaluation Supervisor, School Nutrition ServicesSupervisor, Music Supervisor, Special Education Procedural SupportSupervisor, Outreach ProgramsSupervisor, Payroll Level 5Supervisor, Personnel Director, Academies of LoudounSupervisor, Planning Director, Academy of ScienceSupervisor, Project Management Director, BudgetSupervisor, Retirement and Disability Programs Director, ConstructionSupervisor, Safety & Security Director, Diagnostic & Prevention ServicesSupervisor, School Counseling Services Director, Elementary EducationSupervisor, Science Director, Employee Benefits, Payroll & RetirementSupervisor, Social Science & Global Studies Director, Facilities ServicesSupervisor, Special Education Director, Financial ServicesSupervisor, Staff Development Director, Personnel ServicesSupervisor, STEP Program Director, ProcurementSupervisor, Student Health Services Director, Student ServicesSupervisor, Student Support Services Director, Technology

*Funded by Capital Improvement Program Budget



401


Level 5 (con't)

Director, Transportation

Principal (DCS)

Principal, Middle

Principal (MTC)

Level 6

Director, Middle School Education

Principal, Academies of Loudoun

Principal, High

Level 7

Director, High School Education

Director, Instructional Services

Director, School Administration

Director, Special Education

Director, Teaching and Learning

Executive Director of Planning & Legislative Svcs

Cabinet Level Positions

Assistant Superintendent, Business & Financial Svcs

Assistant Superintendent, Instruction

Assistant Superintendent, Personnel Services

Assistant Superintendent, Pupil Services

Assistant Superintendent, Support Services

Assistant Superintendent, Technology Services

Chief of Staff

Division Counsel



402




403


Step Level 5 Level 6 Level 7 Level 8 Level 9 Level 10

1 12.24 13.07 13.95 14.89 15.89 16.96

2 12.41 13.25 14.15 15.11 16.13 17.22

3 12.55 13.40 14.31 15.28 16.31 17.41

4 12.84 13.70 14.62 15.61 16.67 17.79

5 13.00 13.88 14.82 15.82 16.89 18.03

6 13.14 14.03 14.98 15.99 17.07 18.22

7 13.40 14.31 15.28 16.31 17.41 18.58

8 13.72 14.65 15.63 16.69 17.81 19.02

9 14.04 14.99 16.00 17.08 18.23 19.46

10 14.39 15.36 16.40 17.51 18.70 19.97

11 14.73 15.72 16.78 17.92 19.13 20.42

12 15.08 16.09 17.17 18.33 19.56 20.88

13 15.42 16.46 17.57 18.76 20.03 21.38

14 15.80 16.88 18.02 19.23 20.52 21.91

15 16.18 17.27 18.43 19.67 21.01 22.42

16 16.55 17.66 18.86 20.14 21.49 22.94

17 17.02 18.17 19.39 20.69 22.10 23.58

18 17.49 18.66 19.94 21.28 22.71 24.25

19 17.99 19.20 20.49 21.88 23.36 24.94

20 18.48 19.74 21.08 22.49 24.02 25.63

21 19.00 20.27 21.63 23.10 24.65 26.32

22 19.53 20.85 22.26 23.76 25.36 27.08

23 20.08 21.43 22.88 24.42 26.08 27.84

24 20.65 22.06 23.54 25.14 26.83 28.64

25 21.26 22.69 24.23 25.86 27.60 29.47

26 21.87 23.35 24.93 26.61 28.41 30.33

27 22.42 23.93 25.54 27.27 29.11 31.07

28 22.99 24.53 26.19 27.95 29.84 31.97

Calculation of Annual Salary: Hourly Rate X Hours per Day X Assignment Days

Note: Levels 1 - 4 were eliminated since they are no longer used for employee placement.


(Levels 5 through 10)FY17 Proposed Classified Pay Scale - Hourly Rates

404


Step Level 11 Level 12 Level 13 Level 14 Level 15 Level 16 Level 17

1 18.10 19.32 20.62 22.02 23.50 25.10 26.79

2 18.38 19.62 20.96 22.37 23.88 25.49 27.22

3 18.58 19.84 21.18 22.60 24.14 25.77 27.51

4 19.00 20.28 21.64 23.11 24.66 26.33 28.11

5 19.24 20.53 21.92 23.40 24.98 26.66 28.46

6 19.45 20.77 22.17 23.66 25.27 26.97 28.79

7 19.84 21.18 22.60 24.14 25.77 27.51 29.37

8 20.30 21.66 23.13 24.68 26.35 28.13 30.02

9 20.78 22.18 23.67 25.28 26.98 28.81 30.75

10 21.31 22.75 24.29 25.93 27.68 29.55 31.55

11 21.80 23.27 24.84 26.51 28.30 30.21 32.25

12 22.29 23.79 25.39 27.11 28.93 30.88 32.96

13 22.82 24.36 26.00 27.75 29.63 31.63 33.76

14 23.39 24.97 26.65 28.45 30.37 32.42 34.61

15 23.93 25.54 27.27 29.11 31.07 33.18 35.42

16 24.49 26.15 27.91 29.80 31.80 33.95 36.25

17 25.18 26.88 28.69 30.63 32.70 34.91 37.27

18 25.88 27.62 29.49 31.48 33.60 35.87 38.29

19 26.62 28.42 30.34 32.39 34.57 36.91 39.40

20 27.37 29.22 31.19 33.29 35.53 37.93 40.49

21 28.10 29.99 32.01 34.18 36.48 38.94 41.57

22 28.90 30.85 32.93 35.15 37.53 40.06 42.76

23 29.71 31.72 33.87 36.15 38.59 41.19 43.98

24 30.58 32.64 34.85 37.20 39.71 42.40 45.26

25 31.46 33.58 35.84 38.27 40.84 43.61 46.62

26 32.38 34.55 36.89 39.38 42.04 44.90 48.02

27 33.18 35.55 37.95 40.51 43.24 46.25 49.45

28 34.18 36.60 39.16 41.86 44.72 47.87 51.24


FY17 Proposed Classified Pay Scale - Hourly Rates(Levels 11 through 17)

405


Level 5 Level 10

Custodian Distribution Center Technician

General Maintenance Worker I

Level 6 Grounds Maintenance Worker

Cafeteria Worker Head Custodian IV

Custodian, Athletic Receptionist

Secretary, Attendance

Secretary, School Counseling

Level 7 Teacher Assistant, Hearing Impaired

Head Custodian I Teacher Assistant, In-School Restriction

Vehicle Transportation Specialist

Level 8

Bus Attendant

Head Custodian II

Maintenance Shop Helper Level 11

Automotive Services Technician

Bi-Lingual Family & Community Partnership Assistant

Level 9 Bus Driver

Behavioral Assistant Career Center Assistant

Copy Center Assistant Health Clinic Specialist

Courier Library Assistant Cataloger

Distribution Center Assistant Painter II

Family & Community Partnership Assistant Parts Inventory Clerk

Head Custodian III Preventive Maintenance Technician

Language Assistant Project Assistant, Head Start

Library Assistant Refuse Equipment Operator

Media Services Clerk Secretary, Administrative School Counseling

School Nurse Assistant Secretary II

Secretary I Test Materials Assistant

Teacher Assistant Trip Scheduling Assistant

Teacher Assistant, ELL Warehouse Technician

Teacher Assistant, Health & Medical Science

Teacher Assistant, Language Ambassadors

Technology Assistant


FY17 Proposed Classified Position Titles and Levels

406


Level 12 Level 13 (con't)

Account Clerk Internet Content and Video Production Assistant

Accounts Receivable Clerk Lead Bus Driver

Administrative Office Assistant McKinney-Vento Liaison

Building Automation Specialist Mechanic II

Bus Driver Instructor Operations Assistant

Cafeteria Manager, Elementary Operations Technician

Dispatcher Payroll Specialist II

Distribution Center Inventory Control Specialist Plumber

HVAC Technician I Program Assistant

Instructional Materials Technician Purchase Card System Technician

Lead Head Custodian Refrigeration Mechanic II

Maintenance Control Clerk Safety and Security Technician

Payroll Specialist I Secretary III

Records Archivist Service Desk Technician

Refrigeration Mechanic I Technical Support Coordinator

School Plant Engineer Trip Specialist

Videographer

Water Works and Waste Water Technician

Level 14

Accounting Technician

Benefits Assistant

Level 13 Carpenter Crew Chief

Applications Specialist Computer Technician II

Audio Visual Technician Construction Project Manager

Cabling Technician Electrical Crew Chief

Cafeteria Manager, Secondary Electronic Payment System Coordinator

Carpenter Field Manager, School Nutrition Services

Communications Technician Fleet Maintenance Controller

Computer Technician HVAC Controls Tech I

Copy Center Operator HVAC Crew Chief

Driver Instructor, Transportation Information Systems Specialist

Electrician Maintenance Crew Chief

Fleet Outsourcing Specialist Mechanic III

General Maintenance Worker II Parts Supervisor

HVAC Technician II Payroll Specialist III



407


Level 14 (con't) Level 16

Plumbing Crew Chief Accountant

Procurement Specialist Accounting Specialist

Production Printing Specialist Administrative Assistant

Project Manager, Facilities Administrative Computer Specialist

Retirement and Disability Specialist I Audio Visual Coordinator

Secretary IV Benefits Specialist

Security Patrol Supervisor Budget Analyst

Team Leader, Garage Communications Engineer

Team Leader, Transportation Communications Coordinator

Transportation Specialist Custodial Services Supervisor

Data Analyst

Database Programmer

Engineering Technician

Level 15 Environmental Specialist

Area Transportation Supervisor Evaluation & Substitute Systems Analyst

Assessment Data Specialist Financial Analyst

Assessment Materials Manager Fleet Maintenance Supervisor

Asset Manager HVAC Controls Tech II

Clerk to the Board Head Start Health-Nutrition Coordinator

Construction Project Specialist Internet Content Manager

Fleet Maintenance Supervisor-Production Control IT Project Manager I

Fleet Trainer Lead Systems Specialist

Garage Foreman Licensure Specialist

Menu Writer/Nutritional Analyst Maintenance Supervisor

Network Specialist Mechanical Engineering Technician*

Operations Specialist Mechanical Trade Supervisor

Pre-Employment Investigator Network Engineer

Procurement Specialist II Occupational Safety Specialist

Registrar Personnel Analyst

Software Specialist Planning Assistant

Systems Specialist Procurement Analyst

Transportation Operations Specialist Procurement Specialist III

Voice Communications Specialist Procurement System Specialist

* Funded by Capital Improvements Program Budget



408


Level 16 (con't) Level 17

Program Analyst Administrative Assistant to the Superintendent

Retirement and Disability Specialist III Advanced Interpreter for Deaf & Hard of Hearing

Safety & Security Coordinator Computer Programming Specialist

Safety & Security Specialist Information Security Specialist

School Nurse (RN) Internal Auditor

Senior Project Manager Oracle Support Analyst

Service Desk Analyst Planning Analyst

SharePoint Developer Records Manager

Software Engineer Report Writer

Systems Engineer Research Assistant

Technical Trainer Resource Nurse (RN)

Technology Specialist Senior Accountant

Telecommunications Analyst Senior Benefits Specialist

Traffic and Pedestrian Specialist Senior Budget Analyst

Senior Data Analyst

Senior Licensure Specialist

Senior Network Engineer

Senior Procurement Specialist

Senior Registrar

Senior Software Engineer

Senior Systems Engineer

Senior Web Developer

SQL Database Administrator

SQL Database Programmer

Telecommunications Manager



409


BaseballHead Coach 3,966$ Girls' Head Coach 3,966$ Assistant Coach 3,012$ Boys' Head Coach 3,966$ JV Head Coach 3,012$ Girls' Varsity Assistant Coach 3,012$ JV Assistant Coach 2,153$ Boys' Varsity Assistant Coach 3,012$

Basketball Girls' JV Coach 3,012$ Girls' Head Coach 5,028$ Boys' JV Coach 3,012$ Boys' Head Coach 5,028$ Girls' JV Assistant Coach 2,153$ Girls' Assistant Varsity Coach 3,767$ Boys' JV Assistant Coach 2,153$ Boys' Assistant Varsity Coach 3,767$ Girls' JV Head Coach 3,767$ Boys' JV Head Coach 3,767$ SoccerGirls' Freshman Head Coach 3,012$ Girls' Head Coach 3,966$ Boys' Freshman Head Coach 3,012$ Boys' Head Coach 3,966$

Cheerleading Girls' Varsity Assistant Coach 3,012$ Fall Head Coach 3,169$ Boys' Varsity Assistant Coach 3,012$ Fall Varsity Cheer Assistant 2,153$ Girls' JV Head Coach 3,012$ Fall JV Head Coach 2,153$ Boys' JV Head Coach 3,012$ Fall Freshman Head Coach 2,153$ Girls' JV Assistant Coach 2,153$ Winter Head Coach 3,012$ Boys' JV Assistant Coach 2,153$ Winter JV Head Coach 2,153$ SoftballWinter Freshman Head Coach 2,153$ Head Coach 3,966$

Assistant Coach 3,012$ Head Coach 3,169$ JV Head Coach 3,012$ Assistant Coach (2) 2,153$ JV Assistant Coach 2,153$

Field Hockey SwimmingHead Coach 3,966$ Head Coach 3,169$ Assistant Varsity Coach (2) 3,012$ Assistant Coach 2,153$

Football TennisHead Coach 5,287$ Girls' Head Coach 2,310$ Assistant Varsity Coach (2) 3,966$ Boys' Head Coach 2,310$ JV Head Coach 3,966$ TrackJV Assistant Coach 3,767$ Girls' Head Coach 3,966$ Freshman Head Coach 3,966$ Boys' Head Coach 3,966$ Freshman Assistant Coach (2) 3,767$ Girls' Assistant Coach 2,153$

Golf Boys' Assistant Coach 2,153$ Head Coach 2,310$ Assistant Coach 2,153$

Gymnastics VolleyballHead Coach 3,966$ Head Coach 3,966$ Assistant Coach 3,012$ Assistant Coach 3,012$

Indoor Track JV Head Coach 3,012$ Head Coach 3,966$ Freshman Head Coach 2,153$ Assistant Coach 3,012$ Wrestling

Head Coach 3,966$ Assistant Coach 3,012$ JV Head Coach 3,012$


FY17 Proposed Co-Curricular Stipends

ATHLETICS

Lacrosse

Cross Country

410


758$ Activity Coordinator 3,636$

942$ Athletic Trainer 5,288$

942$ Band Director (HS) 5,288$ 758$ Band Director (MS) 1,884$

758$ Choral Director (HS) 3,768$

Choral Director (MS) 942$

Department Chair 1818-3636

2,310$

2,962$

3,012$ Elementary Contact Teacher 202$

5,288$ Lead Guidance Counselor (Middle) 1,212$

2,310$ Middle School Subject Area Lead Teacher (SALT) 1,162$

2,310$ Middle School Dean 1,212$

2,310$ High School Dean 1,212$

1,884$ National Board Certification 5,050$

2,962$ TV Production 4,006$

2,310$

2,643$

3,535$

1,884$

2,643$

3,012$

3,012$

2,310$

2,643$


Newspaper

Peer Coaching

Guitar

Orchestra

CAMPUS Advisor

Debate

High School:

Online Teacher

Middle School:

Guitar

Orchestra

Student Council Association

Yearbook

Winter Guard/Indoor Drumline

FY17 Proposed Co-Curricular Stipends

Math/English/Science/Social Sciences/ ELL/Vocational/Spec Ed/World Lang./ Physical Education/Fine Arts (based on Department size)

Senior Class

Student Council Association

Yearbook

Forensics

Future Educators' Association

Junior Class

Magazine

Academic Competition Sponsor

Drama

Drill Team

OTHER SALARY STIPENDS

Drama

411



FY17 Proposed

Daily or Hourly Substitute Salary Rates

Type Position Amount

Instructional Regular $110.00 per day Classified Nurses $110.00 per day Classified Behavior Assistants $25.75 per hour Classified Special Education Teacher Assitants $15.75 per hour Classified Teacher Assistants $15.57 per hour Classified Secretary $15.57 per hour Classified Health Aides $15.57 per hour Classified Cafeteria Worker $13.00 per hour

FY17 Proposed Other Teaching Activities at Daily or Hourly Rates

Activity Courses Teacher Qualification Amount

Summer School Determined by Registration

Certificate $150.94 per day Elementary School $167.71 per day Middle School $184.48 per day High School

Driver Education Driver Education Certificate $225 per student

Homebound As Needed Certificate $35.50 per hour

Adult Education Determined by Registration

Certificate, License, or State Approval as appropriate

$30.16 per hour

Curriculum Development Not Applicable Certificate $25.02 per hour

FY17 Proposed Non-Teaching Activities at Daily or Hourly Rates

Activity Amount

Administrative Consultant/Special Projects $45.00 per hour

Professional Consultant/Mentor/Coach $35.00 per hour

Bus Drivers $20.00 per hour

Bus Attendants $14.75 per hour

Distribution Center Worker $13.00 per hour

Cafeteria Monitor $17.00 per hour

PALS $25.02 per hour

412



FY17 Proposed Non-Teaching Activities at Daily or Hourly Rates continued

Activity Amount

Pre-Employment Investigator $23.25 per hour

Parent Liaison $18.00 per hour

Interpreter $25.02 per hour

Safety and Security Consultant $35.00 per hour

Safety and Security Trainer/Floater $30.00 per hour

Safety and Security Patrol $20.00 per hour

413



FY17 Proposed Fringe Costs

Retirement Virginia Retirement System (VRS) - All full-time employees are covered. The school system will pay 15.72% of the base salary for all Plan 1 full-time instructional/professional personnel and 7.25% of the base salary for all Plan 1 non-professional covered employees. In addition, 1% of the 5% employee’s share is covered for all employees starting before 7/1/2012. Employee’s starting on or after 7/1/2012 will pay the full 5%. Social Security The school system pays 7.65% of all taxable wages for each covered employee per calendar year. Group Life Insurance Each employee covered under the Virginia Retirement System receives life insurance protection equal to twice his or her annual salary with double indemnity provision. The school system will pay 1.19% of the base salary for all covered employees. Group Health Insurance A Point-of-Service (POS) Plan, Open Access Plus (OAP) Plan, or High Deductible Health Plan with Health Savings Account is available for all full-time employees who elect medical/prescription coverage. Dental and Vision Plans are also offered as separate elections. Tort Liability Insurance Tort Liability Insurance protects all employees and School Board members against losses and expenses that occur when claims or suits are brought against them for a wrongful act based on an error or omission, negligence, breach of duty, misstatement, or misleading statement. Workers' Compensation All employees are provided workers' compensation benefits for bodily injury by accident or bodily injury by disease that are caused or aggravated by conditions of employment. Payments will be made to or on behalf of employees for medical expenses and for lost wages. Vacation and Sick Leave Vacation and/or sick leave are provided each full-time employee in accordance with the current personnel policies.

414

FY17

Proposed Staffing Standards


415

LCPS Staffing Standards

The goal of the Virginia General Assembly and the Board of Education is for public

schools to teach the necessary skills that will enable students to reach their full potential

and prepare them for their future1. With this in mind, the Board of Education has set

forth Standards of Quality which contain staffing requirements for instructional,

administrative and support staff.

Loudoun County Public Schools adhere to these Standards of Quality. The staffing

standards on the following pages will show the LCPS staffing ratio as well as the

requirement set by the Board of Education. In cases of support personnel, the Board of

Education relies on the Loudoun County School Board to provide the necessary

personnel to maintain the school system.

1Code of Virginia 2015 Standards of Quality: §§ 22.1-253.13:1

416

ELEMENTARY SCHOOL STAFFING

FTE Criteria FTE Criteria

CLASSROOM TEACHERS

Kindergarten ‐ half day 0.5 up to 23 students

Kindergarten ‐ half day 1.0 24‐46 students

Kindergarten Asst. ‐ half day 0.5 16‐23 students

Kindergarten Asst. ‐ half day 1.0 24‐46 students

Kindergarten ‐ full day 1.0 up to 23 students

Kindergarten Asst. ‐ full day 1.0 up to 23 students

Teacher (grades 1‐3)¹ 1.023 students; grade level maximum 28

students without Teacher Assistant1.0 24 students

Teacher Assistant (grades 1‐3) 1.0 29 students not to exceed 30

Teacher (grades 4‐5) 1.023 students; grade level maximum 31

students without Teacher Assistant1.0 25 students

Teacher Assistant (grades 4‐5) 1.0 32 students not to exceed 34

Teacher Assistant (grades 1‐5) 1.0 1‐3 classes

2.0 4‐6 classes

3.0 7+ classes

If % ELL and % Econ. Disadv. is at least 75%,

then

Staffing awarded in increments of 1.0 based on

rounding

Art 1.0 25 classrooms

Art (Full Day Kindergarten) 30 minutes per week

Art ‐ itinerant 1.022‐24 classrooms (grade 1‐5) in 2‐4 schools

weekly

Physical Education 1.0 15 classrooms

Physical Education (Full Day

Kindergarten)30 minutes 2x per week

Physical Education ‐ itinerant 1.0<15 classrooms (grade 1‐5) in 2‐3 schools

weekly

Music 1.0 17 classrooms

Music (Full Day Kindergarten) 30 minutes per week

Music ‐ itinerant 1.015‐21 classrooms (grade 1‐5) in

2‐3 schools weekly

ELL 1.0 31 ELL students 17.0 1,000 students

New/Revised Standard

1,000 students 5.0

Position

LCPS Staffing Ratio State Staffing Requirement

(when all classes at grade level

have reached the grade level

maximum)

24 students1.0

By moving to 23 from 25,

capacity decreased by 256

students.

Differentiated Staffing 11.0 $ 1,018,667

¹Grade level maximum (GLM) for grades 1‐3 is defined as all classes at a grade level within a school reaching the maximum class size without adding a

Teacher Assistant. Maximum class size is specified in School Board Policy §5‐13 under the heading of "Class Size." §5‐13(B) Grades 1‐3 : No class in

grades 1‐3 shall exceed 28 pupils unless a full‐time instuctional aide is assisgned to that class. No class with an assistant shall exceed 30 pupils.

New

Revised

Clarification

(% ELL + % Econ. Disadv)(projected enrollment)(0.05)

23

417


FTE Criteria FTE Criteria New/Revised StandardPosition


Reading TeacherMultiple factors are used including student

needs and performance data.

0.5 Per School <200 students

1.0 Per School 200‐499 students


2.0 Per School 800+ students

Gifted Education Teacher‐SEARCH

Teachers are in 2‐3 schools per week,

except when schools generate a high

number of referrals.

1.0 1,000 students

Gifted Education Teacher‐FUTURA 1.0

Presently, the ratio is 1:22, however,

elementary FUTURA teachers also serve

students who are not identified as gifted.

This is a "pull out" program in which

FUTURA students are transported to

regional "centers" one day per week.

Technology Resource Teacher 0.5 Per School <299 students 1.0 1,000 students district wide


Technology Assistant 0.5 Per School 300‐599 students


Family Life Teacher Itinerant teacher 3000 students NA

Principal² 0.5 Per School enrollment <299 0.5 Per School enrollment <299

1.0 Per School enrollment 300+ 1.0 Per School enrollment 300+

Assistant Principals 1.0 Per School enrollment 400‐1200 0.5 Per School enrollment 600+

2.0 Per School enrollment 1200+ 1.0 Per School enrollment 900+

Administrative Intern 0.5 Per School enrollment 800‐899

1.0 Per School enrollment 900+

Dean 1.0 Per School enrollment 800+ or 17.0 1,637,004$

* to replace Admin Intern Standardcombination of 700+ and 70 Instructional

and Teacher Asst Staff

School Counselor³ 1.0 500 students per school 1.0 500 students

One additional hour per 100

students

Health Clinic Specialist (or) 1.0 Per School minimal needs

School Nurse 1.0 Per School significant needs

Resource Nurse 1.0 Per 6‐8 Schools

²Proximity of the schools is also a factor when determining combinations of two, half‐time principalships. The following schools will share a 1.0 Principal

for the 2016‐2017 school year: Waterford and Lincoln (276 Combined total enrollment); Aldie and Banneker (299 Combined total enrollment); Hamilton

with a projected population of 162 will retain a 1.0 principal due to its location and the difficulty in sharing. Lucketts Elementary will warrant a full‐time

principal with its enrollment of 315 students.

³Elementary Counseling uses itinerant staffing. Efforts are made to cap counselors to two schools, there may be instances where they have three

schools. The schools' needs and principal's requests are also taken into consideration.

1.0

(13.00) (1,203,863)

Per School at discretion of

local School Board

New

New

Clarification

418


FTE Criteria FTE Criteria New/Revised StandardPosition


Librarian 0.5 Per School enrollment <299 0.5 Per School enrollment <299

1.0 Per School enrollment 300‐1000 1.0 Per School enrollment 300+

1.5 Per school enrollment 1000+

Library Assistant 1.0 Per School enrollment 300+

Secretary/Bookkeeper 1.0 Per School <400 students 0.5 Per School enrollment <299 1.0 54,344$

2.0 Per School 400‐899 students 1.0 Per School enrollment 300+



4.0 Per School enrollment 1200+ 1.0 54,344$

Parent Liaison 5 hours per week <500 students

10 hours per week 500‐700 students

12 hours per week 700+ students

Cafeteria Monitor 1 hour per day <124 students ‐$

1.5 per day hours 125‐249 students

3 hours per day 250‐349 students


7.5 hours per day 450‐649 students





15 hours per day 1300+ students

New

419

MIDDLE SCHOOL STAFFING


CLASSROOM TEACHERS

General Education Teachers

Four variables are taken into

consideration when assigning Middle

School teachers.

∙ The number of students enrolled in the

school.

∙ The number of classes a middle school

student may take (7).

∙ The target average class size (22.3).

∙ The number of classes taught by a

teacher (6).

(Number of students) × (7) ÷ (22.3) ÷

(6) = number of teachers allocated to a

school


then

Resulting number applied to staffing formula

ELL Teacher 1.0 31 ELL students 17.0 1,000 students

Reading Teacher 1.0Per School

(+ 4 at Discretion of Instruction)

Technology Resource Teacher 1.0 Per School 1.0 1,000 students district wide

Technology Assistant 1.0 Per School 3.5 $ 167,032

1.0 One additional at 1,700 students 2.0 $ 95,447

Gifted Education Teacher 1.0 Current ratio is 1:140 1.0 1,000 students

Family Life TeacherItinerant teacher based on enrollment at

individual schoolsNA

Principal 1.0 Per School 1.0 Per School

Assistant Principals 2.0 Per School 1.0 600 students 2.0 $ 258,877

1.0 One additional at 1,700 students

Deans 2.0 0 – 1,199 students (Tier 1) 3.0 $ 288,883

School Counselor 1.0 400 students per school 1.0 400 students

One additional at 5% over 400One additional period per 80

students

School Nurse 1.0 Per School

Librarian 1.0 0 – 999 students 1.0 0 ‐ 999 students

2.0 1,000+ students 2.0 1,000+ students

Library Assistant 1.0 Per School 1.0 750 students

$ 527,855


State Staffing Requirement

Position

LCPS Staffing Ratio

1,200+ students (Tier 2) OR Free and

Reduced % >18%3.0

Includes Art, English, Language Arts,

Math, Music (Choral, Band, Music Lab,

Strings and Guitar), Science, Family &

Consumer Sciences, Business

Education, Technology Education,

Physical Education, Social Sciences,

and World Languages.

Middle school teachers shall

teach no more than 750

student periods per week;

however, physical education

and music teachers may

teach 1,000 student periods

per week.

Differentiated Staffing 5.7 New

Clarification

Clarification

Clarification

Revised

Revised

Revised


420

MIDDLE SCHOOL STAFFING

FTE Criteria FTE Criteria New/Revised Standard


Position

LCPS Staffing Ratio

Teacher Assistants 4.0 Per School NA 2.0 $ 95,447


Parent Liaison 12 hours per week <1,100 students

15 hours per week 1,100‐1,400 students

20 hours per week 1,400+ students

Secretary I 4.0 Per School NA 2.0 $ 103,130


Attendance/Registrar Secretary 1.0 Per School NA

Secretary II/Bookkeeper 1.0 Per School NA

NA

Revised

Revised

421

HIGH SCHOOL STAFFING


CLASSROOM TEACHERS

General Education TeachersFive variables are taken into consideration

when assigning High School teachers.

∙ The number of students enrolled in the

school.

∙ The number of classes a middle school

student may take (seven).

∙ The target average class size (24.8).

∙ The number of classes taught by a

teacher (five).

∙ Plus .8 for planning period

(Number of students) × (7) ÷ (24.8) ÷

(5) + (.8) = number of teachers allocated

to a school

Test Coordinator 1.0 Per School


then

Resulting number applied to staffing formula

ELL Teacher 1.0 31 ELL students 17.0 1,000 students

Reading Teacher 1.0Per School

(+ 4 at Discretion of Instruction)

Technology Resource Teacher 1.0 Per School 1.0 1,000 students district wide

Technology Assistant 1.0 0 ‐ 1,399 students

1.5 1,400 ‐ 1799 students

2.0 1,800+ students

Family Life TeacherItinerant teacher based on enrollment at

individual schools1.0 Per School

Principal 1.0 Per School 1.0 600 ‐ 1,199 students

Assistant Principals 3.0 Per School 1.0 1,200 ‐ 1,799 students

3.0 1,800 ‐ 2,399 students

4.0 2,400 ‐ 2,999 students

Special Education Dean 1.0

Director of School Counseling 1.0 Per School

School Counselor 1.0 350 students per school 1.0 350 students

One additional at 5% over 350One additional period per 70

students

Career Center Assistant 1.0 Per School

School Nurse 1.0 Per School

School Nurse Assistant 0.5 Per School 1,700+ students

New/Revised

Standard

Assigned to 4 high schools with largest

Special Ed. Population

Position


Secondary school teachers shall not teach

more than 750 student periods per week;

however physical education and music

teachers may teach 1,000 student periods

per week.

The classroom teacher's standard load

shall be no more than 25 class periods per

week. One class period each day,

unencumbered by supervisory or teaching

duties, shall be provided for every full‐

time classroom teacher for instructional

planning. Teachers of block programs

with no more than 120 students per day

may teach 30 class periods per week,

provided the teaching load does not

exceed 75 student periods per day. If a

classroom teacher teaches 30 periods per

week with more than 75 student periods

per day (120 in block programs), an

appropriate contractual arrangement and

compensation must be provided. In

English classes in grades 6‐12, the number

of students per teacher division‐wide shall

not exceed the number required by the

Standards of Quality, 24:1 or 120 students

per day.

Differentiated Staffing 1.0 $ 92,606.13

Clarification

Clarification

Revised


422

HIGH SCHOOL STAFFING


New/Revised

StandardPosition


Librarian 1.0 0 – 999 students 1.0 300 ‐ 999 students

2.0 1,000+ students 2.0 1,000+ students

Library Assistant 1.0 Per School 1.0 750 students

Teacher Assistants

(Study Hall Monitor)(was 2 per school) $ ‐

1.0 0‐1,000 students

2.0 1,000 ‐1,899 students

3.0 1900 + students

Teacher Assistants

(In School Restriction)1.0 Per School

Athletic Director 1.0 Per School

Asst. Athletic Director 1.0 Per School

Athletic Trainer 1.0 Per School

Parent Liaison 12 hours per week <1200 students

15 hours per week 1,200‐1,500 students

20 hours per week 1,800+ students

Secretary I 3.0 Per School NA

Attendance/Registrar Secretary 1.0 Per School NA

Secretary III/Bookkeeper 1.0 Per School NA

NA

Revised

423

PUPIL SERVICES STAFFING


School Psychologist 1.0 2,000 students (was 2,196) 5.0 $ 470,068

Educational Diagnostician 1.0 2,900 students (was 2,914) 1.0 $ 94,014

School Social Worker/Student

Assistance Specialist1.0 2,200 students (was 2,296)

Autism ‐ Level 2

Teacher 1.0 8 students 1.0

Teacher Assistant 2.0 8 students 1.0

Autism ‐ Intensive

Teacher 1.0 6 students

Teacher Assistant 4.0 6 students (was 3 per 6 students) 4.0 $ 190,896

Cross‐Categorical ‐ Level 2



Cross‐Categorical ‐ Level 1

Teacher 1.0 24 students 1.0 Maximum caseload of 24 students

Teacher Assistant 1.0 24 students No teacher assistant

Deaf & Hard of Hearing ‐ Level 2



Early Childhood Special Education ‐

Class Based



Early Childhood Special Education ‐

Resource

Teacher 1.0 12 students 1.0 Maximum caseload of 12 students

Emotional Disability ‐ Level 2



Emotional Disability ‐ Intensive

Teacher 1.0 6 students

Teacher Assistant 3.0 6 students

Intellectual Disability ‐ Level 2



Position

LCPS Staffing Ratio



Maximum caseload of 8 to 10

students

Maximum caseload of 10 students





Revised

Revised

424

PUPIL SERVICES STAFFING

FTE Criteria FTE CriteriaPosition

LCPS Staffing Ratio



Multiple Disabilities



Visual Impairment

Teacher 1.0 12 students Maximum of 20 points

Occupational Therapist 1.0 40 students

Physical Therapist 1.0 30 students

Speech Language Therapist 1.0 55 students

Vision Itinerant Teacher 1.0 14 students

Hearing Itinerant Teacher 1.0 21 students


425

SUPPORT SERVICES STAFFING

FTE Current Practice FTE Criteria FTE Criteria

Office of Support Services

Courier 1.0Per 22

schools/buildings1.0

Per 22

schools/buildings

Distribution Center Assistant 1.0Per 2000 gross sq ft

warehouse space1.0

Per 2000 gross sq ft

warehouse space

Facilities Services

Custodian 1.0Per 20,000 gross sq ft

of space cleaned1.0

Per 20,000 gross sq ft

of space cleaned

Custodian ‐ Athletic 1.0 Per High School 1.0 Per High School

Refuse Equipment Operator 1.0Per 20

schools/buildings1.0

Per 20

schools/buildings

Tradesmen* 12.4Per 1,000,000 gross sq

ft maintained13.5

Per 1,000,000 gross sq

ft maintained15.0

Per 1,000,000 gross sq

ft maintained 12.0 $ 883,293

Safety & Security

Safety & Security Specialist

High1.0

Per high school/career

& technical/alternative

school

1.0

Per high school/career

& technical/alternative

school

Safety & Security Technician 1.0 Per 11 schools 1.0 Per 8 schools 1.0 Per 5 schools 2.0 $ 154,411

Transportation Servcies

Bus Driver 1.0 Per route 1.0 Per route

Lead Bus Driver 1.45 Per High School Cluster 1.5 Per High School Cluster 1.5 Per High School Cluster 1.0 $ 77,206

Bus Attendant 1.0 Per special needs route 1.0 Per special needs route

Automotive Service

Technician1.0

Per 136 passenger cars

& trucks1.0

Per 136 passenger cars

& trucks

Central Vehicle Maintenance

Automotive Service

Technician1.0 Per 90 fleet vehicles 1.0 Per 90 fleet vehicles

Garage Foreman 2.0 Per division 2.0 Per division

Mechanic II 1.0 Per 25 fleet vehicles 1.0 Per 25 fleet vehicles

School Nutrition Services

School Nutrition Staff 1.0Per 18 meals per labor

hour1.0

Per 18 meals per labor

hour

School Nutrition Field

Support1.0 Per 11 schools 1.0 Per 11 schools

*Tradesmen positions include Maintenance Supervisor, Maintenance Control Clerk, Building Automation Specialist, Carpenter Crew Chief, Carpenter, Electrical

Crew Chief, Electrician, General Maintenance Worker I & II, HVAC Controls Technician I & II, HVAC Crew Chief, HVAC Technician I &II, Maintenance Crew Chief,

Mechanic II‐Facilities Services, Painter II, Parts Inventory Clerk, Parts Supervisor‐Facilities, Plumber, Plumber Crew Chief, Preventive Maintenance Technician,

Refrigeration Mechanic I & II, School Plant Engineer, Waste Water Technician.

Position

New/Revised

Standard

Staffing standards for Support Services include current staffing practice, proposed and industry standard. Due to financial constraints the industry standard

column has been added to assist in providing direction in future staffing needs.

LCPS Staffing Ratio Proposed Industry StandardNew

426

DEPARTMENT OF TECHNOLOGY SERVICES STAFFING

FTE Current Practice FTE Criteria FTE Criteria

1.0 $ 77,206


A high school cluster consists of all elementary and middle schools that feed a particular high school.

Systems Specialist

Service Desk Technician

Lead Systems Specialist

Computer Technician

Computer Technician II

Service Desk Analyst

Per High School Cluster

Per 5 High School

Clusters and Admin

Cluster

Per 5 High School

Clusters

Per High School Cluster

Per 5 High School

Clusters and Admin

Cluster

Per Service Desk

LCPS Staffing Ratio Proposed Industry Standard

Industry research has shown that

current technology support staffing

standards are based on a computer

to technician ratio. Private industry

standards show that one technician

will support between 100 and 300

devices on average. The K12

industry is much harder to gather

data on, but our research has

shown that districts in our area

average approximately 900 devices

per technician, and have stated that

recent surveys may show that the

level of staffing is not sufficient to

meet the instructional demand in

the future. Currently, the LCPS ratio

is 1,133 computers per technician. 1.0

1.0

1.0

1.0

1.0

1.0

PositionNew

427

SUPPLEMENTAL SECTION


Staffing Standards Contingency Purpose and Parameters

Contingency Purpose The Contingency includes funds for positions to maintain class sizes in accordance with the staffing standards to the extent feasible. In order to more fully implement staffing standards, the Contingency is necessary because actual enrollment varies from projected enrollment. Without a Contingency, staffing standards would not be adhered to when enrollment projection variances occur. Two types of enrollment projection variance exist, division-level and school-level. Division-level variances can occur when total actual enrollment exceeds projected enrollment. At the school-level, variances can occur even if the total actual enrollment equals projected enrollment district-wide. Enrollment may be much greater than anticipated at a specific school. Although this variance is historically very small, even a small variance can have significant implications in terms of class size.

Contingency Usage Parameters Usage of positions in contingency is based on staffing standards and at the discretion of the Superintendent. Parameters for using Contingency Staffing include:

Enrollment reaches or is expected to reach a level that earns allocation of a position based on the staffing standards

Positions may be moved from one area to another Asst. Superintendent approval All positions eligible, not just limited to teacher All other vacant, available FTEs have been filled first An exception to the staffing standard is justified because a need exists that was not anticipated

The following situations are examples in which positions might not be created even though the staffing standards would justify them:

Space limitations Other financial needs of the division Additional students are not enrolled until well after the start of the school year A relatively low average class size would result from adding a class.

Staffing Standards Contingency

FY17 Superintendent’s Proposed Budget

The Contingency includes funds for positions to maintain class sizes in accordance with the staffing standards to the extent feasible. In order to more fully implement staffing standards, the Contingency is necessary because actual enrollment varies from projected enrollment. Without a Contingency, staffing standards would not be adhered to when enrollment projection variances occur. In the eight fiscal years from FY09 and FY16, actual September 30 enrollment has exceeded September 30 projected enrollment five times. In these eight years, the actual enrollment exceeded projected enrollment by an average of .1% (425 students), with the current fiscal year showing the greatest variance with an increase of .7% (508 students).

428



Planning for higher than expected enrollment should also be accompanied with planning for unanticipated, unidentified needs. The following recommendation provides flexibility to best manage these scenarios. Division-Level In the eight fiscal years from FY09 and FY16, actual September 30 enrollment has exceeded September 30 projected enrollment five times. In these eight years, the actual enrollment exceeded projected enrollment by an average of .1% (425 students), with the current fiscal year showing the greatest variance with an increase of .7% (508 students). School-Level School enrollments can impact specific schools with a variety of outcomes. Add to the mix the addition of new schools and variances at the school-level are bound to occur. For FY17, the overall projected growth in enrollment division wide is 3.7%. This growth is spread across Elementary, Middle and High School as follows:

Elementary 2.0% Middle 3.0% High School 6.7%

Recommendation There are a number of schools that are on a tier threshold when looking at the staffing standards. This means that extra students above the projected enrollment would bump them to the next tier requiring additional staff. This coupled with the historical activity leads to the recommendation that Contingency Staffing be budgeted again in FY17 at the following levels.

Usage of these positions is based on staffing standards and at the discretion of the Superintendent. Expectations for using Contingency Staffing include:

Enrollment reaches or is expected to reach a level that earns allocation of a position based on the staffing standards

Positions may be moved from one area to another Asst. Superintendent approval All positions eligible, not just limited to teacher All other vacant, available FTEs have been filled first An exception to the staffing standard is justified because a need exists that was not anticipated

Elementary 10 Middle School 10 High School 5 Pupil Services 10

429


K 1 2 3 4 5 PS ST HS Total

Aldie ES 18 14 22 30 27 25 1 137

Algonkian ES 62 88 69 78 108 88 5 498

Arcola ES 115 169 145 154 160 144 24 911

Ashburn ES 88 125 88 122 127 138 18 706

Ball's Bluff ES 82 91 112 112 105 123 19 644

Banneker ES 22 40 24 18 27 30 2 163

Belmont Station ES 97 100 113 139 137 138 11 735

Buffalo Trail 159 233 241 216 197 194 36 30 1,306

Cardinal Ridge ES 124 172 142 157 155 169 8 927

Catoctin ES 87 62 96 83 81 97 16 522

Cedar Lane ES 78 127 115 130 122 119 35 30 756

Cool Spring ES 87 69 94 110 89 102 27 578

Countryside ES 114 130 108 132 121 106 27 738

Creighton's Corner ES 116 153 156 140 135 120 6 826

Discovery ES 119 152 136 178 161 138 24 908

Dominion Trail ES 97 122 129 131 114 110 22 725

Emerick ES 65 74 93 75 95 85 2 489

Evergreen Mill ES 107 121 133 161 167 164 27 30 910

Forest Grove ES 80 127 88 90 95 86 21 587

Frances Hazel Reid ES 82 112 97 122 132 130 19 694

Fredrick Douglass ES 98 131 114 115 129 108 18 30 743

Guilford ES 97 103 86 98 93 81 4 562

Hamilton ES 22 28 25 27 30 27 3 162

Hillside ES 97 109 117 146 146 150 8 773

Horizon ES 79 87 130 120 117 109 18 660

Hutchison Farm ES 106 101 122 120 139 130 5 723

John W Tolbert, Jr ES 111 113 102 111 122 148 2 709

Kenneth W. Culbert ES 52 45 73 69 92 97 1 429

Leesburg ES 83 97 90 98 93 100 2 563

Legacy ES 127 177 189 196 197 199 32 1,117

Liberty ES 155 152 204 166 173 170 3 1,023


2016-2017 Enrollment Projections

430



Lincoln ES 17 23 22 16 28 23 2 131

Little River ES 85 111 121 123 126 146 45 757

Lovettsville ES 79 91 95 74 112 94 6 551

Lowes Island ES 77 110 116 109 131 90 3 636

Lucketts ES 37 48 53 68 58 51 315

Madison's Trust ES 124 154 120 134 119 93 744

Meadowland ES 55 62 83 73 77 76 1 30 457

Mill Run ES 110 128 194 174 184 172 4 966

Moorefield Station ES 115 150 163 152 154 137 41 912

Mountain View ES 72 90 84 89 89 94 42 560

Newton-Lee ES 93 69 122 114 159 139 19 715

Pinebrook ES 120 144 160 164 148 152 4 892

Potowmack ES 79 118 110 96 115 103 20 641

Rolling Ridge ES 89 101 111 101 97 101 2 60 662

Rosa Lee Carter ES 97 164 174 158 157 162 1 913

Round Hill ES 75 69 66 106 111 99 25 551

Sanders Corner ES 78 108 90 121 96 106 8 607

Seldens Landing ES 98 139 127 153 138 144 3 802

Sterling ES 73 77 78 76 79 80 5 17 485

Steuart W. Weller ES 85 123 135 133 136 124 3 30 769

Sugarland ES 96 85 86 102 71 71 15 15 541

Sully ES 89 65 73 87 84 68 1 30 497

Sycolin Creek ES 91 131 131 144 151 111 12 771

Waterford ES 17 22 27 28 29 22 145

Total Elementary Schools 4,777 5,806 5,994 6,239 6,335 6,083 708 270 32 36,244


Hillsboro Charter Academy 10 26 14 26 16 9 101

Middleburg Community Charter 19 17 25 30 13 11 115

Total Charter Schools 29 43 39 56 29 20 0 0 0 216



431


6 7 8 PS ST HS Total

Belmont Ridge MS 402 386 372 1,160

Blue Ridge MS 310 315 340 965

Eagle Ridge MS 477 550 465 1,492

Farmwell Station MS 351 376 345 1,072

Harmony MS 353 349 361 1,063

Harper Park MS 346 364 343 1,053

J Lupton Simpson MS 348 341 345 1,034

J. Michael Lunsford MS 485 505 529 1,519

Mercer MS 620 643 596 1,859

River Bend MS 372 423 370 1,165

Seneca Ridge MS 339 342 344 1,025

Smart's Mill MS 348 385 365 1,098

Sterling MS 369 331 340 1,040

Stone Hill MS 623 594 519 1,736

Trailside MS 398 383 426 1,207

Total Middle Schools 6,141 6,287 6,060 0 0 0 18,488

9 10 11 12 PS ST HS Total

Briar Woods HS 486 429 409 367 1,691

Broad Run HS 378 404 415 433 1,630

Dominion HS 364 366 400 371 17 1,518

Freedom HS 493 520 454 387 1,854

Heritage HS 332 347 365 352 30 1,426

John Champe HS 538 472 450 353 1,813

Loudoun County HS 350 339 379 360 1,428

Loudoun Valley HS 340 330 348 335 1,353

Park View HS 367 359 434 398 1,558

Potomac Falls HS 417 408 441 411 1,677

Riverside HS 430 380 296 203 1,309

Rock Ridge HS 544 471 358 282 17 1,672

Stone Bridge HS 422 342 409 453 1,626

Tuscarora HS 415 404 351 374 17 1,561

Woodgrove HS 406 383 401 394 17 1,601

Total High Schools 6,282 5,954 5,910 5,473 0 30 68 23,717

78,665



Total 2016-2017 Projected Enrollment

432




433



Glossary of Terms

This glossary includes definitions of terms used in this budget document and other terms as seen necessary for an understanding of financial accounting procedures for Loudoun County Public Schools. Accounts Payable—A short-term liability account reflecting amounts owed to private persons or organizations for goods and services received by a government. Accounts Receivable—An asset account reflecting amounts due from private persons or organizations for goods and services furnished by a government (but not including amounts due from other funds or other governments). Accrual Basis—The recording of the financial effects on a government of transactions, events, and circumstances that have cash consequences for the government in the periods in which those transactions, events, and circumstances occur; rather than only in the periods in which cash is received or paid by the government. Adequate Yearly Progress (AYP)-A measurement defined by the United States Federal No Child Left Behind Act that allows the U.S. Department of Education to determine how every public school and school district in the country is performing academically according to results on standardized test. Advanced Placement (AP) Program—An intensive program of college-level curricula and examinations that provides high school students with an opportunity to earn advanced placement, college credit, or both, at universities and colleges across the country. The AP program bridges the transition from secondary school to college by offering students an opportunity to develop their academic strengths through rigorous curricula and challenging national examinations and by exposing them to academic experiences usually reserved for college students. Allocation—The amount of funding appropriated to a school. Types of allocations include the per pupil allocation for instructional supplies, postage, library books, staff development, computer supplies, etc. American with Disabilities Act (ADA)—Prohibits discrimination against individuals with disabilities and requires employers to provide reasonable accommodations to help those with disabilities in performing their jobs. An individual with a disability is defined by the ADA as a person with a serious physical or mental impairment that substantially limits a major life activity. Amortization—(1) The portion of the cost of a limited-life or intangible asset charged as an expense during a particular period. (2) The reduction of debt by regular payments of principal and interest sufficient to retire the debt by maturity. Appropriation—An authorization granted by a legislative body to make expenditures and to incur obligations for specific purposes. An appropriation is usually limited in amounts and as to the time when it may be expended. Average Daily Membership (ADM)—The aggregate membership of a school division divided by the number of days school is in session. ADM is a factor in the state funding formula. Balance Sheet—A summarized statement, as of a given date, of the financial position of an entity by fund type presenting assets, liabilities, reserves, and fund balance.

434



Balanced Budget - A balanced budget is when there is neither a budget deficit nor a budget surplus. Total revenues equal total expenditures. Basis of Accounting—A term used to refer to when revenues, expenditures, expenses, and transfers—and the related assets and liabilities—are recognized in the accounts and reported in the financial statements. Specifically, it relates to the timing of the measurements made, regardless of the nature of the measurement, on either the cash or the accrual method. Bond—A written promise to pay a specific amount of money (face value) and interest over a specific period of time. Bonds for school purposes are either General Obligation Bonds or Virginia Public School Authority Bonds. Budget—A plan of financial operation embodying an estimate of proposed expenditures for a given period or purpose and the proposed financing sources. Budgetary Control—The control or management of a government or enterprise in accordance with an approved budget to keep expenditures within the limitations of available appropriations and available revenues. Capital Budget—A plan of proposed capital outlays and the means of financing them for the current fiscal period. Capital Outlay and Capital Acquisition—All expenditures for equipment, equity leases, purchases of land which result in acquisition of, or additions to, fixed assets, except outlays for Capital Construction. Capital Outlay includes the purchase of assets, both replacement and/or additions that cost more than $5,000, with a useful life of at least one year. Capital Improvement Plan—The six year plan for school division construction projects. Capital Projects Funds—A fund created to account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by proprietary funds and trust funds). Communication—All expenditures related to postal, messenger, and telecommunications services. Consumer Price Index (CPI)—Measure of the average change over time in the prices paid by urban consumers for a fixed market basket of consumer goods and services. The CPI provides a way for consumers to compare what the market basket of goods and services costs this month with what the same market basket cost a month or a year ago. Contractual Services—All expenditures for services acquired or purchased from sources outside the school system (i.e., private vendors, public authorities or other governmental entities). Purchase of the service must be on a fee basis or fixed time contract basis. Payments for leases and rentals, utilities, communications, and insurance are not included. Debt Limit—The maximum amount of outstanding gross or net debt legally permitted. Debt Ratios—Comparative statistics illustrating the relation between the issuer’s outstanding debt and such factors as its tax base, income, or population. These ratios often are used as part of the process of determining the credit ratings of an issue, especially with general obligation bonds. Debt Service (Lease Purchase)—All expenditures related to the repayment of debt, for example, vehicles purchased through lease agreements.

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Debt Service Fund—A fund established to account for the accumulation of resources for, and the payment of, general long-term debt principal and interest. Sometimes referred to as a Sinking Fund. Deferred Revenue—Amounts for which asset recognition criteria have been met, but for which revenue recognition criteria have not been met. Under the modified accrual basis of accounting; amounts that are measurable, but not available, are one example of deferred revenue. English as a Second Language (ESL)—The ESL program helps limited-English-proficient students learn literacy and content concepts in order to function successfully in the regular school program. Every Student Succeeds Act (ESSA)— Legislation enacted on December 10, 2015, that replaces No Child Left Behind. This Act ensures states set high standards, maintain accountability, empower state and local decision-makers, preserve annual assessments and reduce the often onerous burden of unnecessary and ineffective testing, and provide more children access to high-quality preschool. Expenditures—Total charges incurred, whether paid or unpaid, for current costs. Family Medical Leave Act (FMLA)—The FMLA of 1993 provides up to 12 weeks of unpaid leave to an employee who has worked for at least 750 hours and 12 months at a location where there is at least 50 employees employed by the employer within 75 miles. These 12 weeks of leave are provided for certain medical reasons such as pregnancy and birth of a child, caring for an immediate family member with a serious health condition or for an employee who has a serious health condition. Certain type of notice may need to be given to the employer for requesting such leave. FAMIS—The Financial Accounting Management Information System (FAMIS) is the financial accounting system used by LCPS. Fiscal Period—Any period of time at which the entity determines its financial position and the results of its operations. LCPS has a fiscal year of July 1 to June 30. Fiscal Year—A 12-month period to which the annual operating budget applies and at the end of which a government determines its financial position and the results of its operations. Fixed Assets—Long-lived tangible assets obtained or controlled as a result of past transactions, events, or circumstances. Fixed assets include buildings, equipment, or improvements other than buildings and land. In the private sector, these assets are referred to most often as property, plant, and equipment. Freedom of Information Act (FOIA)—The Freedom of Information Act establishes the right of the public to obtain information maintained by the federal or state government and their agencies. The FOIA creates a general mechanism designed to ensure that the process for getting that information will be simple, timely, and inexpensive. Fringe Costs—All expenditures for job-related costs provided to employees as part of their total compensation. Fringe costs include the employer’s portion of FICA, retirement, group insurance (health, dental, and life), unemployment, workers’ compensation, and direct educational assistance. Full-Time Equivalent (FTE)—Method of calculating hourly or part-time employees on a full-time position basis.

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Fund—A fiscal and accounting entity with a self-balancing set of accounts recording assets and liabilities for specific activities of the school system. Fund Balance—The excess of assets of a fund over its liabilities and reserves. Fund Statements—Financial statements that display receipts, expenditures, transfers in, transfers out, and changes in fund balance for each School Board fund. General Ledger—A record containing the accounts needed to reflect the financial position and the results of operations of a government. In double-entry bookkeeping, the debits and credits in the general ledger are equal (i.e., the debit balances equal the credit balances.) General Accepted Accounting Principals (GAAP)—Uniform minimum standards and guidelines for financial accounting and reporting. They govern the form and content of the financial statements of an entity. GAAP encompass the conventions, rules, and procedures necessary to define accepted accounting practice at a particular time. They include not only broad guidelines of general application, but also detailed practices and procedures. GAAP provide a standard by which to measure financial presentations. The primary authoritative body on the application of GAAP to state and local governments is the GASB. Grants—Contributions or gifts of cash or other assets from another government to be used or expended for a specified purpose, activity or facility. Individualized Education Program (IEP)—A written statement indicating the primary special education placement and related services a student with disabilities will receive. The IEP is developed mutually by the child’s parents and by a team of individuals representing the school system. Instruction—The activities dealing directly with the teaching of students or improving the quality of teaching. Insurance—All expenditures for insurance except those which are related to personal services and which are reflected under Fringe Costs (i.e., group health, group life, accident and health, unemployment compensation, worker’s compensation, etc.). Leases and Rentals—All expenditures for payments of non-equity leases and rentals. Includes leases, which are capitalized and rental of land, structures, and equipment. Payments made under equity type lease/purchase agreements are not included here, but under Capital Leases. Liabilities—Probable future sacrifices of economic benefits, arising from present obligations of a particular entity to transfer assets or provide services by other entities in the future as a result of past transactions or events. Local Composite Index (LCI)—The relative wealth index used by the state to equalize state aid to localities. Long Term Debt—In the context of the General Long Term Debt Account Group, any unmatured debt that is not a fund liability. Materials, Supplies, Minor Equipment—All expenditures for instructional materials, office supplies, other operating supplies, and minor equipment (defined as less than $5,000 in the Capitalization Policy) which are consumed or materially altered when used.

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Miscellaneous—All expenditures for those payments not otherwise classified. For example: Dues and Association Memberships, Professional Certifications and Licenses, Notary Fees, Vital Statistics Certifications, Education-Staff Development Expenses, Scholarships and Stipends. Modified Accrual Basis—The accrual basis of accounting adapted to the governmental fund-type measurement focus. Under it, revenues and other financial resource increments (e.g. bond issue proceeds) are recognized when they become susceptible to accrual; that is when they become both “measurable” and “available to finance expenditures of the current period.” “Available” means collectible in the current period or soon enough thereafter to be used to pay liabilities of the current period. Expenditures are recognized when the fund liability is incurred except for (1) inventories of materials and supplies that may be considered expenditures either when purchased or when used, and (2) prepaid insurance and similar items that may be considered expenditures either when paid for or when consumed. All government funds, expendable trust funds, and agency funds are accounted for using the modified accrual basis of accounting. No Child Left Behind (NCLB) – This act was replaced on December 10, 2015 with the Every Student Succeeds Act. The NCLB formerly enacted the theories of standards-based education reform, which is based on the belief that setting high standards and establishing measurable goals can improve individual outcomes in education. The Act required states to develop assessments in basic skills to be given to all students in certain grades, if those states were to receive federal funding for schools. Object Code—Line item which denotes purpose of expenditures. Operating Budget—Plans of current expenditures and the proposed means of financing them. The annual operating budget (or, in the case of some state governments, the biennial operating budget) is the primary means by which most of the financing, acquisition, spending, and service delivery activities of a government are controlled. The use of annual operating budgets is usually required by law. Even when not required by law, annual operating budgets are essential to sound financial management and should be adopted by every government. Per Pupil Allocation—An allocation to a school based on the type and number of students enrolled. Personnel—All expenditures to compensate persons in the employment of the Loudoun County School System for direct labor including full-time and part-time employees. Property tax-An ad valorem tax that an owner is required to pay on the value of the property being taxed. The property tax rate is often given as a percentage. It may also be expressed as a permille (amount of tax per thousand currency units of property value), which is also known as a millage rate or mill levy. (A mill is also one-thousandth of a current unit.) Retainage Payable—A liability account reflecting amounts due on construction contracts not paid pending final inspection of the project or the lapse of a specified period, or both. The unpaid amount is usually a stated percentage of the contract price. Revenue—The income of a government agency from taxation and other sources. Risk Management—All the ways and means used to avoid accidental loss or to reduce its consequences if it does occur. Self Insurance—A term often used to describe the retention by an entity of a risk of loss arising out of the ownership of property or from some other cause, instead of transferring that risk to an independent third party through the purchase of an insurance policy. It is sometimes accompanied by the setting aside of assets to fund any related losses. Because no insurance is involved, the term self-insurance is a misnomer.

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Standards of Learning (SOL)—Objectives that are designated by the Virginia Board of Education as the student outcomes that are to result from the programs in the school. These standards are designated for elementary, middle, and secondary school students. Standards of Quality (SOQ)—The General Assembly and the Board of Education determine the SOQ for public schools in Virginia, as prescribed by the Code of Virginia. These standards are periodically revised and specify that each school division shall maintain schools that meet those requirements for accreditation prescribed by the Board of Education. State Category—The broad expenditure categories for school divisions determined by the State Board of Education. Current state categories are as follows: Instruction Pupil Transportation Administration Operation and Maintenance Instructional Program Food Services and Other Non-Facilities

Attendance and Health Debt Services

Subsidiary Ledger—A group of subsidiary accounts, the sum of the balances of which should equal the balance of the related control account. Taxes—Compulsory charges levied by a government to finance services performed for the common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits, such as special assessments. Neither does the term include charges for services rendered only to those paying such charges (e.g., sewer service charges.) Training and Continuing Education—All expenditures for payments made directly to employees, board members, and volunteers as a reimbursement for expenses incurred in conjunction with travel related to training and education sessions, conferences, and conventions. Trial Balance—A list of the balances of the accounts in a ledger kept by double entry, with the debit and credit balances shown in separate columns. If the totals of the debit and credit columns are equal, or if their net balances agree with a control account, the ledger from which the figures are taken is said to be in balance. Utilities—All expenditures for electrical, heating, water, and sewage services provided to school system owned and operated buildings, and facilities, regardless of whether the service is provided by a private enterprise, authority, or an enterprise fund operated by the school system. Virginia High School League (VHSL)—A non-profit organization composed of the public high schools in the Commonwealth of Virginia. The league is a service organization whose purpose is to build better citizens through interscholastic activities such as athletics, drama, debate, forensics, and publications for students throughout Virginia. Virginia Public School Authority (VPSA)—The purpose of the Virginia Public School Authority (the “Authority” or the “VPSA”) is to purchase local school bonds with any available funds including bonds issued by the Authority for such purpose. The bonds may be sold at public or private sale, and for such price and on such terms as the Authority shall determine. Washington Area Boards of Education (WABE) Guide—A statistical report comparing area school districts’ salaries, budget, cost per pupil, and class sizes.

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AASA American Association of School Administrators FAMIS Financial Accounting ManagementABE Adult Basic Education Information SystemACCESS Accessing Comprehension and Communication FAMO Federal Annual Measurable for ELLs in English State-to-State for English Language Objectives

Learners FAPE Free Appropriate Public EducationACT American College Test FLE Family Life Education ADA Americans with Disabilities Act FAST Financial Applications Specialist TeamADC Adult Detention Center FMLA Family Medical Leave Act ADM Average Daily Membership FOIA Freedom of Information ActAMAO Annual Measurable Achievement Objectives FTE Full-Time Equivalent AMO Annual Measurable Objectives FY Fiscal Year AP Advanced Placement GED General Education DevelopmentASBO Association of School Business Officials GAAP Generally Accepted Accounting Principles

International GASB Governmental Accounting StandardsAYP Adequate Yearly Progress BoardBTW Behind-The-Wheel GFOA Government Finance Officers Association BYOT Bring Your Own Technology GPS Global Positioning SystemCAPP Capital Asset Preservation Program HIPPA Health Insurance Portability AccountabilityCAST Community and Schools Together ActCE Core Experiences IEP Individual Education PlanCIP Capital Improvement Program IDEA Individuals with Disabilities ActCOBRA Consolidated OmniBus Reconciliation Act IRC Instructional Resource CenterCogAT Cognitive Abilities Test ITBS Iowa Tests of Basic SkillsCOOP Continuity of Operations Plan JLARC Joint Legislative Audit and ReviewCPI-U Consumer Price Index for All Urban Consumers CommissionCTE Career and Technical Education LAN Local Area Network CVM Central Vehicle Maintenance LCI Local Composite IndexDCS Douglass Community School LCPS Loudoun County Public Schools DIT Department of Information Technology LEP Limited English ProficientDOE Department of Education LRE Least Restrictive EnvironmentDOI Department of Instruction MSAAC Minority Student Achievement

DRA2 Developmental Reading Assessment 2nd Advisory CommitteeAddition MTC Monroe Technology Center

ELL English Language Learners NCLB No Child Left Behind Act of 2001ELP English Language Proficiency NEO New Employee OrientationERP Enterprise Resource Management NSBA National School Boards Association ESSA Every Student Succeeds Act (2015) NVCC Northern Virginia Community College

Loudoun County Public Schools - FY17 Superintendent's Proposed Budgets

ACRONYM INDEX

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OPEB Other Post-Employment BenefitsOSHA Occupational Safety and Health

AdministrationPALS Phonological Awareness Literacy ScreeningPBIS Positive Behavioral InterventionsPE Physical EducationPEP Parents as Educational PartnersPSAT Preliminary Scholastic Assessment TestPT Part-Time PTA Parent Teacher Association PTO Parent Teacher Organization PTSA Parent Teacher Student AssociationPTSO Parent Teacher Student OrganizationRFP Request for Proposal

RI Responsive InstructionSACS Southern Association of Colleges and SchoolsSAT Scholastic Assessment Test SIOP Sheltered Instruction Observation ProtocolSIP School Improvement PlanningSOL Standards of Learning SOQ Standards of QualitySRO School Resource OfficerSTEAM Science, Technology, Engineering, the Arts, MathSTEM Science, Technology, Engineering, MathSTEP Starting Towards Excellence in Pre-SchoolTDA Tax Deferred AnnuityTRT Technology Resource TeacherUDL Universal Design for LearningUSDA United States Department of AgricultureVAAP Virginia Alternate Assessment ProgramVDOE Virginia Department of EducationVGLA Virginia Grade Level AlternativeVHSL Virginia High School League VRS Virginia Retirement System VPSA Virginia Public School Authority VSBA Virginia School Board AssociationWAN Wide Area Network WABE Washington Area Boards of Education

Loudoun County Public Schools - FY17 Superintendent's Proposed Budgets

ACRONYM INDEX

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