Loudoun County Public Schools FY22 Superintendent’s Proposed Budget

January 7, 2021

21000 Education Court Ashburn, VA 20148

Loudoun County Public Schools Superintendent’s Proposed Budget Fiscal Year 2021-2022 How To Use This Document

This budget is divided into four major sections: Executive Summary, Organizational, Financial, and Informational. Two additional sections are also provided: Department and Appendix. Throughout the document, Loudoun County Public Schools is referenced by the abbreviation LCPS. Also, Operating Fund is synonymous with General Fund.

The Executive Summary section presents a comprehensive executive summary of LCPS’ budget for FY22 and can be presented separately from the entire budget book. The revenue and expenditure budgets are also presented.

The Organizational section presents information about LCPS’ structure, mission and goals, policies and budget process.

The Financial section presents budget data districtwide and by fund. Three years of historical financial data, the current year’s budget, and next year’s proposed budget and a three-year forecast of projected revenues and expenditures are presented along with significant trends and initiatives.

The Fund/Department section presents a summary of expenditure and positions by department/program sorted by fund. The Operating fund is presented first, including Charter Schools, followed by Special Revenue Funds and Internal Service Funds. Each department/program provides an overview of operations, accomplishments from the prior year, goals for the upcoming year and a discussion of changes in the budget. Prior year actuals have been restated to exclude encumbrance amounts to better reflect the Comprehensive Annual Financial Reports. Numbers in the graphs may not add due to rounding.

The Informational section presents enrollment analysis and projection methodology and the resulting impact on the number of positions LCPS needs.

The Appendix section presents supplementary exhibits e.g., salary schedules, other compensation rates, benefit costs, new position list, staffing standards, acronym index and glossary.

Loudoun County Public Schools FY22 Superintendent’s Proposed Budget Table of Contents (pages are hyperlinked)

INTRODUCTORY SECTION Page Executive Summary …………………………….……………………………………. 1

ORGANIZATIONAL SECTION School Board Members ………………………………………………………...... 23 Organization Chart ………………………………………………………….…………. 24 Mission and Goals ……………………...……………………………………………… 26 Loudoun County At-A-Glance ………………………………………….…………….. 27 Loudoun County Public School Building Locations ….………….…………………. 29 Budget Development ………………………………………………………………….. 31 Basis of Presentation .………….…………………..………………………….…..….. 35 Significant Budget and Financial Policies …………………………………………... 39

FINANCIAL SECTION Description of Financial Structure ……………………………………………………. 45 Combined Funds Statements ………………………………………………………… 49 Operating Fund ………………………………………………………………………… 51 Grant Fund ……………………………………………………………………………… 61 Lease Purchase Fund …………………………………………………………………. 63 School Nutrition Fund ………………………………………………………………….. 64 Capital Improvement Projects Fund …………………………………………………. 65 Capital Asset Preservation Program Fund ………………………………………….. 71 Central Vehicle Maintenance Fund …………………………………………………... 74 Self-Insurance Fund .…………………………………………………………………… 75

FUND/DEPARTMENT SECTION SCHOOL OPERATING FUND Department of Business and Financial Services ……………………………….. 77 Assistant Superintendent for Business and Financial Services ..…………….… 80 Budget and Financial Analytics …………………..………………………………... 84 Employee Benefits and Retirement …………..…………………………………… 88 Financial Services ..…………………………………………………………………. 92 Procurement and Risk Management ……………………………………………... 96

Central Support ……………………………………………………………………….. 99 School Board …………………………………………………………………………. 100 Superintendent …………………………………………………….…………………. 102 Public Information Office ………………………………………………………….… 106

Charter Schools ………………………………………………………………………. 113

Loudoun County Public Schools FY22 Superintendent’s Proposed Budget Table of Contents (pages are hyperlinked)

Department of Digital Innovation ………………..…………………………………. 123

Department of Human Resources and Talent Development ………………….. 133

Department of Instruction…………………………………..………………………… 141 Assistant Superintendent for Instruction …………………………………………… 146 Elementary Education ………………………………………………………………... 150 High School Education .………………………………………………………………. 154 Instructional Programs ………………………………………………………………. 158 Middle School Education .……………………………………………………………. 164 School Administration .……………………………………………………………….. 168 Teaching and Learning .……………………………………………………………… 172

Non-Departmental .…………………………………………………………………….. 179

Department of Pupil Services..………………………………………………………. 185 Assistant Superintendent for Pupil Services ..……………………………………… 188 Diagnostic and Prevention Services .……………………………………………….. 192 Special Education .……………………………………………………………………. 200 Student Services ……………………………………………………………………… 208

Department of Support Services ………………………….………………………… 215 Assistant Superintendent for Support Services ………………………..………..… 218 Construction Services …………………..……………………………………………. 222 Facilities Services …………………………………………………………………….. 226 Management and Coordination ……………………………………………………... 232 Planning Services …………………………………………………………………….. 236 Safety & Security ……………………………………………………………………… 240 Transportation Services ……………………………………………………………… 244

SPECIAL REVENUE FUNDS Grant Funds …………………………………………………………………………….. 249 265 Lease Purchase Fund………………………………………………….………………. 271 School Nutrition Fund ………………………………….……………………………

INTERNAL SERVICE FUNDS Central Vehicle Maintenance Fund…………………………………………………. 277

Self Insurance Fund …………………………………………………………………… 279

Loudoun County Public Schools FY22 Superintendent’s Proposed Budget Table of Contents (pages are hyperlinked)

INFORMATIONAL SECTION Enrollment Analysis ……………………………………………………..……….………… 285 Personnel Resource Allocation & Average Class Size ………………………………… 294 Loudoun County Publics Schools Statistics …………………………………………….. 295

APPENDIX SECTION FY22 Proposed Teachers’ Salary Scale ...... 297 FY22 Proposed Professional and Administrators’ Salary Scale ...... 300 FY22 Proposed Classified Pay Scale – Non-Exempt ...... 308 FY22 Proposed Classified Position Titles and Levels – Non-Exempt …..…….…..…. 310 FY22 Proposed Classified Pay Scale – Exempt …..……………….………….………. 314 FY22 Proposed Classified Position Titles and Levels – Exempt ………..….…...... 315 FY22 Proposed Co-Curricular Stipends …………………………..……………..……… 316 FY22 Proposed Middle School Stipends 318 FY22 Proposed Awards ……..……………..………..………………..…………………... 319 FY22 Proposed Hourly Rates …..………………………..………………….……..……. 320 FY22 Proposed Benefit Costs ……………………..………………………………..……. 322 LCPS New Positions …………….……..….………………………………………………. 323 LCPS Position Change List ……….………...………………………………………….. 324 Position Descriptions ……………………………..……….……..……………………… 332 Position Justifications ………..….………………………………………….…………… 359 LCPS Staffing Standards …………………………………………….…………………. 373 Textbook Budget History and Adoption Timeline ………………….……………………. 392 Historical Allotment Usage …………..……………………………………………………. 394 Historical Differentiated Allotment. ………………..……………………………………… 394 Historical Contingency Staffing Usage and FY22 Proposed………….…..….…….….. 396 Historical Differentiated Staffing Usage and FY22 Proposed ………………...…….. 398 New Vehicle Request ………………….….……………………………………………….. 400 LCPS Assigned Take Home Vehicles .…….…………………………………………….. 401 Acronym Index ………….…….…………….….………..…………………………………. 402 Glossary of Terms ………………………………………………………………………….. 403

Organizational Charts

Business and Financial Services ….……………………….…………………………….. O-01 Superintendent's ……………………………………………..…………………………….. O-07 Digital Innovation ………………………………………….….……………………………. O-10 Human Resources and Talent Development ……………….….……………………….. O-14 Instruction ……………………………………………………….….……………………….. O-20 Pupil Services …………….……….…………………………….……………………….…. O-27 Support Services ………………………………………………….……………………..…. O-31

FY22 Superintendent’s Proposed Budget Executive Summary

Loudoun County Public Schools 21000 Education Court Ashburn, VA 20148 E-mail: [email protected] Web Site: www.lcps.org Prepared by Budget and Financial Analytics Division (571) 252-1250

EXECUTIVE SUMMARY

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 0 EXECUTIVE SUMMARY

LOUDOUN COUNTY PUBLIC SCHOOLS 21000 Education Court Ashburn, VA 20148 January 7, 2021

Dear Members of the Board:

I am writing to provide you with the Fiscal Year 2022 Superintendent’s Proposed Budget. This includes a proposed Operating Budget of $1,497,309,221. This would represent an increase of $187,519,615 or 14.3% from the FY21 Adopted budget. Last year, the Board of Supervisors withheld $60,000,000 in funding and placed those funds in a reserve for a potential release this fiscal year. In developing the FY22 budget, Loudoun County has included this $60,000,000 as part of the FY22 base budget. When comparing the proposed Operating Budget of $1,497,309,221 to the revised base budget, the increase is $127,519,615 or 9.3%. The following analysis is based on the inclusion of the $60,000,000 in the FY21 Budget.

Restoration of the FY21 Adopted Budget Reductions The majority of the $60,000,000 reserve base adjustment funding is attributed to restoring the 239.0 positions, compensation increases, and operating costs reduced during budget reconciliation last year. Positions restored include Teacher Assistants for Elementary and Special Education, Maintenance Workers, Digital Experience Specialists, School Counselors, Communications Coordinators, and School Safety Officers as a few examples. Various stipend and standardized rate increases are restored as well as a base adjustment for a step increase to be awarded during FY21. Finally, educational supplies, allotments, and operating supplies are restored.

Enrollment Growth This budget is optimistic that enrollment will return to pre-pandemic projections as we progress through the FY22 school year and includes $29.8 million for that enrollment growth including $21.8 million to maintain current class sizes and open Hovatter Elementary School and The North Star School in the fall of FY21. The remaining $8.0 million for growth includes funding needed positions in Human Resources and Talent Development and Support Services, a science textbook adoption, increased tuition costs for Thomas Jefferson, equipment for new staff, and increased supply and equipment costs.

Salaries/Benefits The proposal includes a net increase of $77.2 million relating to salaries and benefits. Additional funding for compensation includes the following components:  $36.1 million to provide a 3.5% market increase for eligible employees on all scales, part-time hourly rates, and stipends  $19.6 million for step increases for all eligible employees and a one-time payment to eligible employees at the top step of each scale equivalent to 1% of that top step salary

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 1 EXECUTIVE SUMMARY

Salaries/Benefits (cont)

 $11.6 to fund the partial year implementation of FY22 market review and the remaining restructure of the Administrator scale  $12.1 million to fund a 2% increase to health premium benefits rate, an increase to the retiree health contribution and to restore the base amount removed in FY21 for a Health Premium holiday  ($2.1) for changes in reserves for workers comp and disability self-insurance programs, OPEB, and adjustment for changes in salary base

Enhancements, Reallocations, and Other Expenditures relating to enhancements include the following primary components:  $7.7 million to expand summer school recovery program (including transportation) for Elementary, Middle, and High school as well as to support English Learner students and students with disabilities  $4.3 million to expand Virtual Loudoun’s distance learning framework to support student learning after the pandemic  $3.0 million to support collective bargaining should LCPS approve this  $1.7 million for a new transportation routing system  $1.5 million to provide contingency support at the Elementary level should the pandemic impact the 2021-2022 school year  $1.5 million to establish an Alternative School to support the personalized needs of students whose formal education has been interrupted by external and life challenging circumstances  $1.3 million for positions and equipment to ensure the safety of our students  $1.3 million to enhance the teaching assistant staffing standard at the high school level  $3.2 million for other enhancements to support students and operations

The budget proposal also provides $2.7 million to fund other expenditures mostly involving safety and security items such as access control smart card technology and a mobile emergency management platform.

Staffing The proposed operating budget funds 12,813.6 employees. This reflects an increase of 587.5 employees from the FY21 revised FTE staffing level, however 239.0 are included in FY21 revised base budget, resulting in a total increase of 348.5 FTEs or 8.8%. If fully funded, the proposed operating budget would result in an average cost per pupil of $16,709. In comparison with neighboring school divisions, LCPS likely will remain at or below the median per pupil expenditures for FY22.

Revenue Based on the Virginia Governor's 2018-2020 Budget, state revenue will increase approximately $25,905,621 or 6.5%. Additional funds are primarily from Basic Aid increases, a one-time no loss supplement to prevent reductions to revenue as a result of decreased enrollment during the pandemic, and a compensation supplement.

The proposed budget reflects a recommended increase in the County transfer to the schools of $101,566,194 million, an increase of 11.5% over FY21 adopted local transfer and 10.7% over the revised transfer.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 2 EXECUTIVE SUMMARY

A summary of all budget funds is provided in the following table. The Central Vehicle Maintenance Fund was dissolved in FY21 with the operation’s personnel and financial activity absorbed into the School Operating Fund. The percentage change from FY21 Adopted Budget is shown in the last column. For the School Operating Fund, a more accurate comparison between the proposed Operating Budget of $1,497,309,221 to the revised base budget results in an increase of 9.3%

FY21 Adopted Budget FY21 Revised FY22 Adopted Budget FY22 to FY21 Budget FTE FTE Budget FTE Adopted Diff Operating Fund 1,309,789,606 12,157.0 12,226.1 1,497,309,221 12,813.6 14.3% Grant Fund 27,875,323 224.6 227.0 29,918,334 212.0 7.3% School Nutrition Fund 32,905,033 389.0 389.0 37,162,564 393.0 12.9% Lease Purchase Fund 10,002,000 - - 10,002,000 - 0.0% Central Vehicle Maintenance Fund 21,597,976 67.0 - - - -100.0% Self Insurance Fund 207,924,956 8.0 8.0 224,192,629 8.0 7.8% Capital Improvement Projects Fund 87,275,000 21.0 20.0 169,265,000 20.0 93.9% Capital Asset Preservation Program 24,261,000 - - 24,543,000 - 1.2% Fd 1,721,630,894 12,866.6 12,870.1 1,992,392,748 13,446.6 15.7%

Thank you for your consideration. Sincerely,

Scott A. Ziegler, Ed.D. Interim Superintendent

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 3 EXECUTIVE SUMMARY

School Board

Brenda Sheridan Atoosa Reaser Chair Vice Chair Sterling District Algonkian District

Harris Mahedavi Denise Corbo Ian Serotkin Leslee King Ashburn District At-Large Member Blue Ridge District Broad Run District

John Beatty Jeff Morse Beth Barts Catoctin District Dulles District Leesburg District

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 4 EXECUTIVE SUMMARY

Loudoun County Public Schools Organization

Loudoun County Public Schools (LCPS) is organized to focus on empowering all 87,619 students to make meaningful contributions to the world, while managing 96 schools and nine 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. Scott Ziegler Interim Superintendent

Sharon Willoughby Kevin L. Lewis Assistant Superintendent Assistant Superintendent Business & Financial Services Support Services

Dr. Ashley F. Ellis TBD Assistant Superintendent Chief of Staff

Instruction

TBD Vince Scheivert Assistant Superintendent Assistant Superintendent Human Resources and Talent Digital Innovation Development

Dr. Asia R. Jones Assistant Superintendent Pupil Services

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 5 EXECUTIVE SUMMARY

Loudoun County Public School Budget Award

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 FY21 budget. LCPS has received the Meritorious Budget Award for excellence in the preparation and issuance of its budget for twenty-one consecutive years.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 6 EXECUTIVE SUMMARY

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 7 EXECUTIVE SUMMARY

Overview and LCPS Accomplishments

ACADEMIC ACHIEVEMENT

2020 SAT scores for LCPS stayed well above state and national averages. The average overall score for LCPS students was 1,173. The LCPS total average exceeded the state average by 57 points and the national average by 122 points. A total of 54 students were named National Merit Scholarship Semifinalists.

Loudoun County Public Schools had a 96.8% on-time graduation rate in 2020. The Class of Three Loudoun middle schools – Blue Ridge, Harmony and Stone Hill – were re- designated as National Schools to Watch by the National Forum to Accelerate 2020 Middle-Grades Reform. Loudoun County Public Schools has been named a National Schools to Watch District because all of its eligible middle schools have Graduates earned received this designation. $48.2 million in scholarships LCPS received its 10th ENERGY STAR Partner of the Year Sustained Excellence Award from the federal Environmental Protection Agency (EPA). ENERGY STAR is the national, official symbol of energy efficiency in America. 96.8% Graduated The attainment of the ENERGY STAR awards is the result of work by the On Time LCPS Department of Support Services and its Energy Education Program. LCPS has achieved $90 million in energy savings since 1993. 87.6% of graduates Six LCPS schools earned the Board of Education Excellence Award. This is the second-tier honor in the Virginia Index of Performance (VIP) program. These are going to a two- schools met all state and federal accountability benchmarks and made or four-year college. significant progress toward goals for increased student achievement and expanded educational opportunities set by the board. 54 students were Thirty-one LCPS schools earned the Board of Education Distinguished Achievement Award. These schools met all state and federal benchmarks and named National made progress toward the goals of the Governor and the Board of Education. Merit Semifinalists

Seventeen teams from Loudoun County Public Schools competed in the first virtual Odyssey of the Mind World Finals during the last week of May. A team from Steuart Weller Elementary School placed first overall out of 67 teams in their division.

Growth and Opportunity in Virginia (GO Virginia) awarded a $2.4 million grant to the Loudoun Education Foundation (LEF) for the creation of the Virginia K-12 Computer Science Pipeline program in Loudoun County Public Schools (LCPS) and Chesapeake Public Schools (CPS).

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 8 EXECUTIVE SUMMARY

COMMUNITY INVOLVEMENT

LCPS continues to be an integral part of the Loudoun community. Parents and other volunteers 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.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 9 EXECUTIVE SUMMARY

FY22 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 the funding for programs, maintaining facilities and major building improvements.

August – September  Preliminary budget forecast prepared and presented to the School Board.  Budget instructions are distributed by the Budget and Financial Analytics Division to the Departments and Divisions to provide guidance for the development of future year budget requests.  Preliminary Staffing standards are held with departments.

October – December

 Revised revenue update provided to the School Board.  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 90% of the operating budget.  Staffing standard meetings with departments to finalize staffing for the upcoming year.  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 and Financial Analytics Division and a draft budget document is prepared for review by the Superintendent and Cabinet.  Based on the Superintendent and Cabinet review, the Budget and Financial Analytics 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.  A public hearing is held to receive citizens’ input.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 10 EXECUTIVE SUMMARY

FY22 Budget Preparation Process (continued)

February – April  The School Board deliberates, modifies or approves the Superintendent’s recommended budgets by majority vote and adopts its budget.  The Budget and Financial Analytics Division makes the School Board’s revisions to the recommended budget and prepares a School Board’s adopted budget.  The School Board’s adopted budget is forwarded to the county staff for inclusion in the County Administrator’s advertised fiscal plan.  The School Board presents its adopted budget to the County Board of Supervisors.  The County Board of Supervisors reviews the School Board adopted budget 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.  The School Board makes necessary adjustments to their adopted budget based on the level of funding provided to Loudoun County Public Schools in the appropriations resolution approved by the Board of Supervisors.

May – July

 The adopted budget is interfaced with the automated accounting system providing account funding levels and become the basis for operating the school system in the next fiscal year.  The Budget and Financial Analytics Division prepares final adopted budget documents.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 11 EXECUTIVE SUMMARY

FY22 Budget Loudoun County Public Schools budgets its operations in three categories of funds: general, special revenue and internal service funds. Funds are established following Governmental Accounting Standards Board rules to separately record and report its financial transactions. Each fund is a self-balancing set of accounts used to track financial activity of a specific revenue or series of revenues.

General Internal Service The chart to the right identifies the Special Revenue Funds Fund Funds relationship between funds and School Operating Grant Lease CIP CAPP Self Insurance departments. Nutrition Department Departments and certain programs Instruction x x are listed on the left with funds Pupil Services x x along the top. This cross reference Support Services x x identifies the funds Departments Digital Innovation x x x Human Resources & Talent Dev. x x expend from. A department may Business & Financial Services x x x x have financial activity in multiple Superintendent/PIO x funds. School Board x Non Departmental x x Revenues are primarily categorized Charter School x as either originating from other Capital Projects x x governmental sources, such as state, federal, local, and charges and/or fees.

Expenditures are grouped into 4 main categories throughout the budget book—Personnel, Operations and Maintenance, Capital Outlay and Transfers Out. Further subcategories and definitions are provided below.

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.

For FY22, the Virginia Retirement System (VRS) rates will remain flat, with the school system paying 17.83% of the base salary for all Plan 1 full-time instructional/professional personnel and 7.31% of the base salary for all Plan 1 non-professional covered employees.

For FY22, Health premiums will increase by 2% for The High Deductible Plan, Open Access Plan, and Point of Service plan. The Dental and Vision Plan rates will remain flat.

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 Self Insurance Fund accounts for transactions associated with the comprehensive health benefits program, worker’s compensation insurance program, and the disability programs.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 12 EXECUTIVE SUMMARY

Utilities & Communication: The utility and communication budget provides for the heating fuel, electricity, water, sewer and telephone services for the 96 schools and nine 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.

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

Leases & Rentals: Lease or rental of heavy equipment needed for maintenance repairs.

CAPITAL OUTLAY: Capital Outlay: 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. While the expenditures have categories for grouping that appear on the reports, request categories are used to categorize changes that appear in the budget. Following is a listing of these categories and a short description.

Category Sub-category Description

Staffing Standard New staffing standard driven growth related to new schools Growth School Other non-staffing standard, but related to enrollment growth O&M non-salary increase related to enrollment growth Staffing change or enhancement to existing staffing standard Enhancement Standard Other non-staffing standard related change or enhancement O&M non-salary increase related to an enhancement FTE(s) cut made in prior year(s) non- Restoration Cut O&M salary cut made in prior year(s) Reallocation FTE(s) reallocated to other FTE use Reallocation O&M non-salary reallocated to other operating use Other O&M non-salary change that doesn’t fit any other category step increases, scale adjustment, etc. Compensation Salaries Benefits health rate changes, VRS changes, etc.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 13 EXECUTIVE SUMMARY

FY22 Budget

A summary of the FY22 budget by fund is provided below. Revenues are categorized by source and expenditures by department.

Budget Summary FY22 General Fund Special Revenue Funds Internal Service Funds Central School Lease Vehicle Self Operating Grant Nutrition Purchase Maintenance Insurance CIP CAPP TOTAL Revenues State 426,680,226 5,925,635 500,000 - - - - - 433,105,861 Federal 1,362,436 22,135,823 13,267,228 - - - - - 36,765,487 Local - 1,856,877 ------1,856,877 Charges for Services 9,985,466 - 22,987,173 - - 219,085,254 - - 252,057,893 Transfers In 1,047,281,093 ------1,047,281,093 Debt Proceeds - - - 10,002,000 - - 169,265,000 24,543,000 203,810,000 Carry Over 12,000,000 ------12,000,000 Total Revenues 1,497,309,221 29,918,334 36,754,401 10,002,000 - 219,085,254 169,265,000 24,543,000 1,986,877,210

Expenditures: Instruction 828,550,354 24,437,548 ------852,987,902 Pupil Services 284,861,503 1,342,461 ------286,203,964 Support Services 196,585,001 - 37,162,564 2,800,000 - - - - 236,547,565 Digital Innovation 52,982,459 2,494,000 7,200,000 - - - - 62,676,459 Human Resources & Talent Dev. 13,680,455 95,674 ------13,776,129 Business & Financial Services 10,843,654 - - 2,000 - 224,192,629 - - 235,038,283 Superintendent/PIO 5,419,934 ------5,419,934 School Board 504,873 ------504,873 Non Departmental 99,240,433 1,548,652 ------100,789,085 Charter School 4,640,554 ------4,640,554 Capital Projects - - - 169,265,000 24,543,000 193,808,000 Total Expenditures 1,497,309,221 29,918,335 37,162,564 10,002,000 - 224,192,629 169,265,000 24,543,000 1,992,392,749

FTE 12,813.6 212.0 393.0 - - 8.0 20.0 - 13,446.6

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 14 EXECUTIVE SUMMARY

The table below shows three years of actual revenue and expenditure activity for all funds. The current FY21 budget and the FY22 proposed budget is shown along with the change between years. More detailed information for each fund can be found in the Financial Section of this book.

Percent Budget Change Change FY21 FY18 Actual FY19 Actual FY20 Actual FY21 Budget FY22 Proposed FY21 to FY22 to FY22 OPERATING FUND Beginning Balance 28,596,631 20,845,412 28,339,116 36,216,772 24,216,772 (12,000,000) -33.1% Fund Balance Carryover 12,000,000 15,500,000 12,000,000 12,000,000 12,000,000 - 0.0% Revenue 1,078,235,463 1,171,498,418 1,261,172,718 1,297,789,606 1,485,309,221 187,519,615 14.4% Expenditures 1,082,531,359 1,167,504,714 1,253,295,062 1,309,789,606 1,497,309,221 187,519,615 14.3% Ending Fund Balance 36,300,734 40,339,116 48,216,772 36,216,772 24,216,771 (12,000,000)

GRANT FUND Beginning Balance 87,346 43,426 1,606,451 2,374,235 2,374,235 - 0.0% Revenue 19,857,034 27,956,472 25,872,404 27,875,323 29,918,334 2,043,011 7.3% Expenditures 19,900,955 26,393,447 25,104,620 27,875,323 29,918,334 2,043,011 7.3% Ending Fund Balance 43,426 1,606,451 2,374,235 2,374,235 2,374,235 -

SCHOOL NUTRITION FUND Beginning Balance 9,583,296 12,259,280 14,591,695 13,017,197 13,236,305 219,108 1.7% Revenue 30,070,116 32,087,792 27,587,068 33,124,141 36,754,401 3,630,260 11.0% Expenditures 27,394,132 29,755,377 29,161,566 32,905,033 37,162,564 4,257,531 12.9% Ending Fund Balance 12,259,280 14,591,695 13,017,197 13,236,305 12,828,142 (408,163)

LEASE PURCHASE FUND Beginning Balance 1,737,430 2,250,400 2,251,277 1,505,333 1,505,333 - 0.0% Revenue 10,062,681 10,130,206 10,024,373 10,002,000 10,002,000 - 0.0% Expenditures 9,549,711 10,129,329 10,770,317 10,002,000 10,002,000 - 0.0% Ending Fund Balance 2,250,400 2,251,277 1,505,333 1,505,333 1,505,333 -

CENTRAL VEHICLE Beginning Balance 1,246,940 886,945 1,339,040 1,403,423 - (1,403,423) -100.0% Revenue 17,188,578 19,692,987 16,628,195 21,597,976 - (21,597,976) -100.0% Expenditures 17,548,573 19,240,892 16,563,812 21,597,976 - (21,597,976) -100.0% Ending Fund Balance 886,945 1,339,040 1,403,423 1,403,423 - (1,403,423)

SELF INSURANCE FUND Beginning Balance 24,304,576 50,311,763 80,676,072 53,644,904 48,507,144 (5,137,760) -9.6% Revenue 194,219,007 214,438,469 172,874,676 202,787,196 219,085,254 16,298,058 8.0% Expenditures 168,211,820 184,074,160 199,905,845 207,924,956 224,192,629 16,267,673 7.8% Ending Fund Balance 50,311,763 80,676,072 53,644,904 48,507,144 43,399,769 (5,107,375)

CAPITAL PROJECTS FUND Beginning Balance 50,354,641 46,711,138 52,285,085 90,861,943 90,861,943 - 0.0% Revenue 169,919,757 177,355,688 158,492,457 87,275,000 169,265,000 81,990,000 93.9% Expenditures 173,563,260 171,781,741 119,915,599 87,275,000 169,265,000 81,990,000 93.9% Ending Fund Balance 46,711,138 52,285,085 90,861,943 90,861,943 90,861,943 -

CAPITAL ASSET PRESERVATION PROGRAM FUND Beginning Balance 8,391,856 6,510,777 10,294,179 8,125,280 8,125,280 - 0.0% Revenue 12,688,000 13,973,000 14,277,500 24,261,000 24,543,000 282,000 1.2% Expenditures 14,569,079 10,189,599 16,446,399 24,261,000 24,543,000 282,000 1.2% Ending Fund Balance 6,510,777 10,294,179 8,125,280 8,125,280 8,125,280 -

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 15 EXECUTIVE SUMMARY

Operating Fund

The Operating Fund will increase by $187.5m, or 14.3% above the FY21 Adopted Budget, If the $60m in reserve is included in FY21 amounts, the increase is $127.5 or 9.3% over FY21. Those changes are categorized as follows and are shown in millions of dollars:

Compensation $77.20 Net change includes a Step and market adjustment, administrator scale restructure and FY22 market review, 2% increase to health benefit rate, change to OPEB, and change to reserves in workers' compensation and disability self insurance programs

Growth Staffing Standard $17.20 FTE increases due to enrollment New Schools $2.80 FTE and operating increases Other $9.80 Operating increases due to enrollment $29.80 Enhancements Staffing Standard $3.40 FTE increases due to strategic staffing standard changes Other $21.40 Support for Summer School recovery,

expansion of the Virtual Loudoun distance learning framework, school safety, temporary contingency for Elementary teachers, positions to support collective bargaining, and other enhancements

$24.80

Reallocations $0.70 Various FTE and operating reallocations to increase LCPS efficiency and effectiveness

Other Operating/Maintenance $2.70 Division-wide operating and maintenance costs

Total $135.20

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 16 EXECUTIVE SUMMARY Grant Fund

The Grant Fund increases result from a combination of expected increases in state and federal grant awards.

School Nutrition Fund

School Nutrition Services is a nonprofit fund and must retain 3 months expenditures in reserve. This budget reflects the upward trend in participation in programs and the expansion of our After-School Fuel and Powerfuel programs. School Nutrition will also be purchasing a technology platform over the next three years that will enable them to move from three platforms to one.

Lease Purchase Fund

The Lease Purchase Fund remains at a flat $10m per year funding for capital technology and fleet purchases. For FY22, $7.2m is designated for technology and $2.8m for fleet vehicles and equipment.

Central Vehicle Maintenance Fund

The Central Vehicle Maintenance Fund was dissolved on December 31, 2020 and as of January 1, 2021 the program was rolled into the existing Transportation Division within the Department of Support Services in the School Operating Fund.

Self Insurance Fund

The FY22 expenditure budget is predominantly comprised of claim expenditures that are projected to increase. Revenues from health insurance premiums will increase due to a 2% rate increase for calendar year 2022 and the restoration of funds from the FY21 premium holiday.

Capital Improvement Projects (CIP) Fund

The Capital Improvement Projects Fund has funding for construction of ES-14, Other major projects include school security improvements, school bus radio replacement, Hartland Site Development and other capital renewals and alterations.

Capital Asset Preservation Program (CAPP) Fund

The Capital Asset Preservation Program Fund will increase by $24.5m for capital maintenance repairs and replacements.

Note: Loudoun County Public Schools is not permitted to incur long term debt which includes debt incurred for School Division purposes. The County Government is responsible for the issuance and maintenance of debt for the School Division. Debt obligations are expected to increase as the school division continues to grow and more facilities are needed.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 17 EXECUTIVE SUMMARY

FY22 Enrollment Growth

Loudoun County Public Schools is the third largest of 132 school divisions in Virginia. From FY21 Adopted to FY22 Projected, student membership is expected to increase by 1,864 students, or 2.2%. However, comparing to FY21 actual, the increase is 6,115 students or 7.5% growth. This is due to the low actual enrollment as a result of the pandemic. LCPS is optimistic that enrollment will return to expected trends in FY22 as the effects of the pandemic diminish. In FY22, it will cost an average of $16,709 for personnel, employee benefits, and materials to provide school-level instructional and support services for each student.

Student Membership

FY21 Actual to FY22 FY21 Budget to FY22 FY21 FY21 FY22 Adopted Actual Projected Change Percent Change Percent Pre-School 1,063 771 1,044 273 35.4% (19) -1.8%

Elementary School 36,922 34,218 37,604 3,386 9.9% 682 1.8%

Middle School 20,659 19,855 20,676 821 4.1% 17 0.1%

High School 27,111 26,660 28,295 1,635 6.1% 1,184 4.4%

Total 85,755 81,504 87,619 6,115 7.5% 1,864 2.2%

FY22 Projected Enrollment

1%

Pre‐School 32% Elementary School 43% Middle School High School 24%

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 18 EXECUTIVE SUMMARY

Historical student enrollment is displayed showing the steady increase over the years.

90,000

80,000 87,619 85,755 81,235 79,001 83,762 82,485 73,461 70,000 76,263

60,000

50,000 40,000 30,000 20,000 10,000 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22

New schools are needed to meet student membership growth. The proposed budget for FY22 includes staffing for the opening of Hovatter Elementary School and The North Star School in the fall of 2021.

96 95 96 94 94 92 92 90 89 90 88 88 87 86 84 82 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 19 EXECUTIVE SUMMARY

Staffing (Operating and Grant Funds)

A growing enrollment directly impacts staffing. Staffing at LCPS is categorized as either school based or non- school based. The following table shows the adopted staffing and the prior two years staffing for Operating Fund and Grant Fund positions only. LCPS maintains one of the highest percentages of school-based staffing in the region.

Position FY20 FY21 FY22 School Based Instruction 7,018.0 7,249.3 7,604.6 Bus Drivers & Attendants 837.5 819.5 810.5 Teacher Assistants 1,514.3 1,622.7 1,705.1 Custodians 607.8 625.8 637.0 Other School Support 540.0 560.5 595.5 Administration 378.0 385.0 414.5 Instructional Support 240.0 246.7 257.0 Nurses & Health Clinic Specialists 107.2 108.6 110.1 Total School Based FTEs 11,242.8 11,618.1 12,134.3 Non-School Based Secretarial/Clerical 114.0 114.0 123.0 Other Support Staff 404.0 406.0 494.8 Administration 234.0 243.5 273.5 Total Non-School Based FTEs 752.0 763.5 891.3 Total FTEs 11,994.9 12,381.6 13,025.6 Total Student Enrollment 83,762 85,755 87,619

FY21 Surrounding School Division Comparison* Percentage School Percentage Non-School School Division Based Employees Based Employees LCPS FY22 Fairfax 93.0% 7.0% Adopted staffing is Loudoun 93.3% 6.7% 93.2% School Arlington 91.3% 8.7% Based Prince William 90.8% 9.2% Alexandria 90.4% 9.6% Source: FY2021 Washington Area Boards of Education (WABE) Guide

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

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 20 EXECUTIVE SUMMARY

Cost Per Pupil

The per pupil expenditure is calculated annually using the total General fund and Grant fund 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.

The calculated per pupil cost for FY22 is shown When reviewing the prior two budgets, Loudoun below. County Public Schools spends less per student than FY22 Budgeted Cost Per Pupil the majority of the other local school divisions. State Category Amount Instruction $13,355 FY20 & FY21 Per Pupil Expenditure Comparison Operation & Maintenance 1,303 FY20 FY21 Pupil Transportation 802 Arlington $19,921 $19,581 Administration, Attendance, & Health 591 Alexandria $18,136 $18,147 Technology 591 Fairfax $16,043 $16,505 Facilities 67 Loudoun $15,241 $15,214 FY22 Estimated Cost Per Pupil $16,709 Prince William $11,875 $12,641

Source: FY 2021 Washington Area Boards of Education (WABE) Guide

Historically, LCPS’ cost per pupil continues to be one of the lowest in the region. The chart below shows the change in cost per pupil since FY15. For FY22, the cost per pupil increases 10.0% to $16,709.

$18,000 Cost Per Pupil

$16,000 $16,709

$14,000 $15,214 $15,241

$14,260

$12,000 $13,688 $13,121 $12,700

$12,195 $10,000

$8,000

$6,000 $4,000 $2,000 $0 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 21 EXECUTIVE SUMMARY

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 22 Organizational Section

School Board Members

The Loudoun County Public School Board is comprised of nine elected members and is the governing body of the division. One member is elected from each of the eight election districts and one member is elected At-Large representing the entire County. The School Board elects a chair and vice-chair to serve for one year at their first meeting in January.

Brenda L. Sheridan, Chair Sterling District

Atoosa Reaser, Vice-Chair Algonkian District

Harris Mahedavi Ashburn District

Denise Corbo At-Large Member

Ian Serotkin Blue Ridge District

Leslee King Broad Run District

John Beatty Catoctin District

Jeff Morse Dulles District

Beth Barts Leesburg District

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 23 Organizational Section

Organization Chart

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 24 Organizational Section

Organization Chart

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 25 Organizational Section

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 26 Organizational Section

Loudoun County At A Glance

Loudoun County covers 520 square miles and is located 25 miles west of Washington D.C., with the Blue Ridge Mountains to the west, the Potomac River to the north, Virginia's horse country to the south, and Dulles International Airport on its eastern boundary. Loudoun County Public Schools is one of Virginia's fastest growing school divisions, projected to serve 87,619 students in 96 schools in FY22. LCPS' comprehensive instructional program begins in the 60 community-oriented elementary schools for children in grades K-5. Students’ progress through the 17 middle schools, grades 6-8, and the 17 high schools, grades 9-12. Programs offered at an academy and an alternative school complement the instructional program.

Number of Grades Enrollment Schools Preschool * 1,044 Elementary Schools K - 5 60 37,604 Middle Schools 6 - 8 17 20,676 High Schools 9 - 12 17 28,295 Academies of Loudoun 9 - 12 1 The North Star School 1 Total 96 87,619 *Preschool students are located at 49 of the 96 schools.

The schools are responsible for elementary and secondary education within the County’s jurisdiction. Members of the school’s governing board (the School Board) are elected to serve a four-year term. They were most recently elected in November 2019 and assumed their responsibilities on January 6, 2020. The schools are fiscally dependent upon the County because the County’s Board of Supervisors appropriates the school’s budget, levies taxes and issues bonds for school capital projects and improvements.

A listing and map of the schools and administration building is provided on the following pages.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 27 Organizational Section Loudoun County Public Schools Building Locations

1. ACADEMIES OF LOUDOUN 51. KENNETH W CULBERT ES 2. ADMINISTRATION BUILDING 52. LEESBURG ES 3. ALDIE ES 53. LEGACY ES 4. ALGONKIAN ES 54. LIBERTY ES 5. ARCOLA ES 55. LIGHTRIDGE HS 6. ASHBURN ES 56. LINCOLN ES 7. BALLS BLUFF ES 57. LITTLE RIVER ES 8. BANNEKER ES 58. LOUDOUN COUNTY HS 9. BELMONT RIDGE MS 59. LOUDOUN VALLEY HS 10. BELMONT STATION MS 60. LOVETTSVILLE ES 11. BLUE RIDGE MS 61. LOWES ISLAND ES 12. BRAMBLETON MS 62. LUCKETTS ES 13. BRIAR WOODS HS 63. MADISON'S TRUST ES 14. BROAD RUN HS 64. MEADOWLAND ES 15. BUFFALO TRAIL ES 65. MERCER MS 16. CARDINAL RIDGE ES 66. MIDDLEBURG COMMUNITY CHARTER SCHOOL 17. CATOCTIN ES 67. MILL RUN ES 18. CEDAR LANE ES 68. MOOREFIELD STATION ES 19. COOL SPRING ES 69. MOUNTAIN VIEW ES 20. COUNTRYSIDE ES 70. NEWTON-LEE ES 21. CREIGHTON'S CORNER ES 71. PARK VIEW HS 22. DISCOVERY ES 72. PINEBROOK ES 23. DOMINION HS & ACADEMY OF SCIENCE 73. POTOMAC FALLS HS 24. DOMINION TRAIL ES 74. POTOWMACK ES 25. DOUGLASS SCHOOL 75. RIVER BEND MS 26. EAGLE RIDGE MS 76. RIVERSIDE HS 27. ELAINE E. THOMPSON ES 77. ROCK RIDGE HS 28. EMERICK ES 78. ROLLING RIDGE ES 29. EVERGREEN MILL ES 79. ROSA LEE CARTER ES 30. FARMWELL STATION MS 80. ROUND HILL ES 31. FOREST GROVE ES 81. SANDERS CORNER ES 32. FRANCES HAZEL REID ES 82. SELDENS LANDING ES 33. FREDERICK DOUGLASS ES 83. SENECA RIDGE MS 34. FREEDOM HS 84. SMART'S MILL MS 35. GOSHEN POST ES 85. STERLING ES 36. GUILFORD ES 86. STERLING ES 37. HAMILTON ES 87. STEUART W. WELLER ES 38. HARMONY MS 88. STONE BRIDGE HS 39. HARPER PARK MS 89. STONE HILL MS 40. HERITAGE HS 90. SUGARLAND ES 41. HILLSBORO CHARTER ACADEMY 91. SULLY ES 42. HILLSIDE ES 92. SYCOLIN CREEK ES 43. HORIZON ES 93. THE NORTH STAR SCHOOL 44. HOVATTER ES 94. TRAILSIDE MS 45. HUTCHISON FARM ES 95. TUSCARORA HS 46. INDEPENDENCE HS 96. WATERFORD ES 47. J. LUPTON SIMPSON MS 97. WAXPOOL ES 48. J. MICHAEL LUNSFORD 98. WILLARD IS 49. JOHN CHAMPE HS 99. WOODGROVE HS 50. JOHN W. TOLBERT, JR ES

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 28 Organizational Section

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 29 Organizational Section

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 30 Organizational Section

Budget Development

The budget process represents an important step in preparing to meet the school system goals and objectives. Budget preparation affords the opportunity to assess current programs to determine their effectiveness in meeting the defined needs of students and to identify needed program enhancements or improvements as well as new programs to be added.

A number of statutory requirements drive the budget process and the coordination needed between Loudoun County Public Schools and Loudoun County. The Action Required Virginia Code Process Date chart to the right outlines the various actions and School Board FY22 Preliminary September 8, deadlines. Fiscal Outlook 2020

The budget preparation is approached with a view Superintendent's Proposed FY22- toward working from a “zero base.” In other words, it FY27 Capital Improvements November 10, is built based on actual needs without particular Program (CIP) and Capital Asset 2020 regard to previous funding. In addition, the largest Preservation Program (CAPP) portion of the LCPS operating budget funds (89.9% in presented to the School Board FY22) is dedicated to employee compensation. Staffing levels are recalculated each year based on November 16 CIP and CAPP Public Hearing and November enrollment projections for each school. Detailed 30, 2020 information must be available about all budget School Board CIP/CAPP Budget December 15, expenditure items in order to explain and justify April 1 to Board of Supervisors 2020 budget requests.

Superintendent's Proposed January 7, 2021 Each budget holder is responsible for submitting Operating Budget to School Board requests to the Budget and Financial Analytics Division using an on-line budget preparation system. Program At least 10 days in January 15 and descriptions, accomplishments, goals, and requests Publish Public Hearing Notice advance of public 22, 2021 with detailed descriptions are entered in this system. hearing

Revenue estimates are developed based on historical Once before January 26 and trends and are equal to the expenditures for each fund. Operating Budget Public Hearing submission to Board February 2, of Supervisors 2021 All fund revenue and expenditure budgets are balanced. By definition, a balanced budget is one in School Board Operating Budget to February 2, April 1 which there is neither a budget deficit nor a budget Board of Supervisors 2021 surplus and total revenues equal total expenditures. May 15 or within 30 Department and/or Division Budget Development Board of Supervisors Adoption of days of receipt of FY22 Appropriations Resolution State funding for TBD and Tax Rates schools and July 1 Department and/or division budgets are those for tax rate prepared and submitted by individual schools and School Board Adoption of TBD central support programs. Department and/or division FY22 Budget budget requests are related to the School Board’s Goals, growth, program improvement or the need for new programs.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 31 Organizational Section

Budget Approval

When department/division budgets are submitted, they are reviewed by the Superintendent and his Cabinet. These budgets will comprise the expenditures component of the Superintendent’s Proposed Budget. The revenue component of the proposed budget is completed through joint efforts of the Budget and Financial Analytics Division and those managers of programs, which receive revenue during the fiscal year, estimates of state revenue based on Virginia Governor/General Assembly actions, and availability of local tax funding.

The Superintendent’s Proposed Budget is submitted to the School Board in January. The School Board holds budget work sessions and public hearings on the proposed budget during the month of January. The School Board may alter the proposed budget prior to submission to the governing body, the Loudoun County Board of Supervisors. Upon approval by the School Board, the budget is submitted to the County Board of Supervisors.

The Board of Supervisors holds budget work sessions and public hearings throughout February and March and appropriates a budget for the school division at the first meeting in April. The School Board holds budget work and public input sessions in reconciling the budget.

An appropriated budget document for the fiscal year is then published and distributed.

Capital needs are determined through the development of the Capital Improvement Program (CIP) which is annually updated to maintain multiple year projections of the school division’s capital needs based upon student population growth, the geographic locations of highest growth, and the need for renovation and additions to existing facilities to maintain parity. Those projects determined to be required or necessary to maintain or to improve instruction are included in the Superintendent’s Proposed Budget. The CIP is reviewed and approved by the School Board on an annual basis and appropriated by the Board of Supervisors.

Budget Management

The annual adopted budgets are integrated into the automated accounting system (Oracle EBS) at the beginning of each year. Each division head is held responsible for operating his/her division within the limits of the annual adopted budget. Expenditures, encumbrances and budget amounts are controlled by object of expenditure within the division by the automated accounting system.

Initiating a budget transfer is the responsibility of each division administrator/designee. The budget transfer must be issued for approval as soon as the administrator becomes aware of a situation that will change the annual total of the approved appropriation.

Deficit budgets are not permitted. In addition, strict requirements necessitate timely budget transfers to permit account expenditures monitoring. It is the function of the Budget and Financial Analytics Director to assist each administrator in processing budget transfers through the appropriate administrative channels.

All financial commitments must have approved budgets prior to the issuance of purchase orders, contracts, etc. If an item requires a budget transfer, the budget transfer must be approved before the financial

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 32 Organizational Section commitment can be issued. All budget transfers must be approved by the initiator and Budget and Financial Analytics Director prior to posting in the general ledger. Written justification and supporting documentation must be complete before a budget transfer is approved.

Operating budget transfers in excess of $100,000 that deviate from the purpose designated by the School Board in the adopted Operating Budget are submitted for consideration to the Finance and Facilities Committee and final approval by the School Board. All supplemental appropriation requests are approved by the School Board prior to Board of Supervisors action.

Procedures Recap by Responsibility

Initiator:

 Determine need for budget appropriation adjustment.  Prepare transfer using the on-line Oracle EBS.  Provide written justification/explanation and supporting documentation for adjustment.

Budget and Financial Analytics Director:

 Review transfer request.  If approval is recommended, forward electronic form to Accounting Supervisor.

Accounting Supervisor:

 Reviews for compliance with procedures and verifies accuracy of data. If approved, forwards to Accounting Specialist for entry in the general ledger system

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 33 Organizational Section

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 34 Organizational Section

Basis of Presentation

The accounting system of Loudoun County Public Schools is organized and operated on the basis of self- balancing accounts which comprise its assets, liabilities and fund balances, revenues and expenditures as appropriate. School division resources are allocated to and accounted for in individual funds based upon the purpose for which they are to be spent and the means by which spending activities are controlled. The various funds are as follows:

Governmental Funds

The General Fund, also referred to as the Operating Fund, is utilized to account for the revenues and expenditures necessary for the day-to-day operation of the School Division. Revenues are received from federal, state, and County Government sources. Tuition and fees for some programs are collected to partially offset costs of these programs. Expenditures are tracked by Department, Division, Program, and object code (description of the expense).

The Debt Service Fund is used to account for the accumulation of resources for and the payment of general long- term debt principal and interest and related costs. Debt service is primarily funded from transfers of local tax funds from the County Government.

The Capital Improvement Program Fund (CIP) is utilized to account for the financial resources to be used for the acquisition or construction of major capital facilities. This fund receives revenue primarily from bonds approved by the citizens and issued by the County of Loudoun. The proceeds of the issues are transferred to the School CIP fund for proper administration.

The Capital Asset Preservation Fund (CAPP) accounts for major repairs and maintenance of school division facilities. Projects are tracked by type and facility. The CAPP is primarily funded from transfers of local tax funds from the County Government.

Special Revenue Funds

The Grant Fund accounts for all grant awards received by Loudoun County Public Schools from state, federal, and local sources. Management of grants is handled through the Projects and Grants module of the accounting system.

The School Nutrition Fund is utilized to account for all revenues and expenditures relative to the operation of cafeteria services at schools. This fund is financed and operated in a manner similar to a private business enterprise in that its costs are financed through user charges. Some federal and state revenues are received in addition to cash from the sale of meals to students.

The Lease Purchase Fund provides funding for capital technology and school bus/fleet vehicles. The Department of Technology Services and Support Services Department manages these funds. Lease funds are capped at $10 million each year.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 35 Organizational Section

Proprietary/Internal Service Funds

The Central Vehicle Maintenance Fund will be dissolved effective December 31, 2020. The County of Loudoun terminated the maintenance service agreement with Central Vehicle Maintenance in January 2020. Therefore, the Central Vehicle Maintenance operation will be consolidated with Transportation Services division within the Department of Support Services.

The Self Insurance Fund accounts for the activities of employee and retiree health claims, workers compensation and disability programs. Employee premiums and employer contributions cover the cost of these programs.

Classification of Revenues and Expenditures Expenses, Personnel, Operations & Maintenance, Capital Outlay Revenues: State, Local, Federal, Other

As shown in the chart below, the levels of accountability can be viewed as a pyramid. The fund is at the top of the pyramid with the object being the lowest level of detail.

Revenues are classified within a fund by category. The categories, with examples of major revenue sources are:

 State Sources Basic Aid, Sales Tax, Special Education Aid, State Funded Projects  Local Transfer County Government from local tax sources  Federal Sources Federal Special Education Aid and other federally funded grants  Local Student fees, community use of building fees, tuition, sale of surplus equipment, cell tower leases, and other miscellaneous charges

Expenditures are classified by fund, department, division, category and object. Object types and their relationship to category is shown in the following table.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 36 Organizational Section

Category Object Personnel Full time salaries Non-FTE salaries Benefits Operations and Maintenance Contractual Services Materials and Supplies Computers and Software Training and Continuing Education Capital Outlay Buildings Computers and Software Furniture and Equipment Vehicles

Within the Financial Section, the expenditures are presented by fund and category. Within the Department Section, the expenditures are presented by division and also by category and object. Expenditures presented in the Department Section represent actual expenditures plus encumbrances, whereas only actual expenditures are included in the Financial Section. Therefore, expenditures presented in the two sections may differ.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 37 Organizational Section

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 38 Organizational Section

Significant Budget and Financial Policies

An annual operating budget is submitted to the School Board by the Superintendent in accordance with the following Virginia Code:

§22.1-92. Estimate of moneys needed for public schools – It shall be the duty of each division superintendent to prepare with the approval of the school board, and submit to the governing body or bodies appropriating funds for the school division, by the date specified in §15.2-2503 [on or before the first day of April of each year], the estimate of the amount of money deemed to be needed during the next fiscal year for the support of the public schools of the school division. The estimate shall set up the amount of money deemed to be needed for each major classification prescribed by the Board of Education and such other headings or items as may be necessary.

Basis of Budgeting

The fiscal year for the school system begins on July 1 of each year and ends on June 30 of the following year. Annual budgets are adopted for all funds except the capital project fund. The capital projects fund is budgeted on a project-by-project basis. LCPS uses the modified accrual basis in budgeting for governmental funds. The budgets are on a basis consistent with Generally Accepted Accounting Principles (GAAP). The difference between GAAP and the budgetary basis of accounting is the treatment of encumbrances; encumbered amounts are treated as expenditures under the budgetary basis of accounting used by Loudoun County Public Schools while encumbrances are treated as reservations of fund balance under the GAAP basis. The budget period is the same as the accounting reporting period. The budget and the accounting reports both follow GAAP. The budget document contains the same financial entities and funds as the financial report. The School Board is required to adopt annually a budget for the operation of the School Division. The budgets must identify the source of anticipated revenue including local taxes necessary to meet the financial requirements of the budgets adopted.

The Division’s budget is prepared utilizing the zero-based budgeting philosophy. All school staffing is recalculated based on the enrollment projections for each school by applying staffing standards. The need for all other line items is justified in detail (not simply a percentage increase applied to previous years). Additionally, the Division employs involvement by school principals, staff, and community members in the budget development process. The School Board expects the assistant superintendents to work closely with the principals with regard to their respective areas in studying the needs of the schools and compile a budget to meet those needs. The principals are expected to confer with teachers and other staff in obtaining budgetary requests and information on requirements.

Based upon school enrollments, schools are provided an allocation of funds for a variety of programs and uses.

Following is a chart listing the various allotments by school level and their amounts for the year.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 39 Organizational Section

FY22 Allotments

Elementary Middle High Postage (per pupil) $1.53 $2.20 $2.20

Instructional (per pupil) $34.38 $40.05 $40.05

Health & PE Per School 0 - 1,399 enrollment $- $500.00 $- 1,400 - 1,550 enrollment $- $550.00 $- 1,551 and up $- $600.00 $- 0 - 1,599 enrollment $- $- $500.00 1,600 - 1,699 enrollment $- $- $550.00 1,700 and up $- $- $600.00 Per Pupil $0.79 ($250 minimum) $- $- Recess - Per School $100.00 $- $-

Professional Learning (per pupil) $6.50 $6.50 $6.50

AP Science (per school) $- $- $5,500.00

Music (per school) $1 per pupil or $200 $7,375.00 $9,600.00 minimum

Art Per pupil, grades K-5 $8.62 $- $- Per pupil, all 6th grade and $- $14.56 $- 7th and 8th grade art elective Per pupil, grades 9-12 art elective $- $- $21.28 Per pupil, photography art elective $- $- $27.93

Computer (per pupil) $9.10 $9.10 $9.10

Library (per pupil) $10.00 $10.00 $10.00

Gifted (per teacher) $- $350.00 $-

Health Clinic (per pupil) $0.80 $0.80 $0.80

Performing Arts (per school) $- $200.00 $1,400.00

School Counselors (per 1 FTE) $75.00 $- $-

Special Education (per teacher¹) $150.00 $150.00 $150.00

EL (90% EL Population x $10) (.9)*(#EL)*($10) (.9)*(#EL)*($10) (.9)*(#EL)*($10) $100 per existing $100 per existing $100 per existing Teacher Supply Allotment (per classroom teacher) $250 per new (1st ) year $250 per new (1st ) year $250 per new (1st ) year

Differentiated Allotments Per Economically Disadvantaged Student $22.50 $27.50 $77.50

¹Includes Teacher, Special Education; Teacher, Hearing Impairment; Teacher, Visual Impairment; Transition Teacher; Speech Language Pathologist Note: Additional allotments may be distributed at the Department's discretion.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 40 Organizational Section

The Superintendent and administration shall submit a preliminary budget to the School Board for its consideration each year. The School Board is required by law to conduct at least one public hearing to receive input from its citizenry regarding the budget. The hearing must be advertised in the local newspapers at least ten (10) days prior to the hearing (VA Code §22.1-92).

The School Board expects its administrative staff to operate the school system within the budget established for the particular department or school.

Capital Projects Budget Policies

 The School Division will develop and administer a multi-year plan for capital improvements and update it annually.  The School Division will budget for major capital projects in accordance with the priorities of the School Board.  The School Division will coordinate development of the capital improvement budget with the development of the operating budget. Future operating costs associated with new capital improvement will be projected and included in operating budgets.  The School Division will identify the estimated costs for each capital project proposal before it is submitted to the School Board for approval.  The School Division will monitor monthly the financial activity of the capital projects comparing the budgeted funds to actual expenditures to ensure that the actual cost of the project does not exceed the appropriated funds.

Debt Management Policies

 The School Division is not permitted to incur long term debt which includes debt incurred for School Division purposes. The County Government is responsible for the issuance and maintenance of debt for the School Division. The County Board of Supervisors Fiscal Policy includes the following Debt Management Policies:  The County’s debt capacity is maintained within the following primary goals: o Annual debt issuance guideline of $225 million. The debt issuance guideline will be adjusted every five years based on the Consumer Price Index five year rolling average beginning with FY 2017. The debt issuance guideline will be reviewed every five years beginning in FY 2022. o Net debt as a percentage of estimated market value of taxable property should not exceed 3.0%. o Net debt per capita as a percentage of income per capita should not exceed 8.0%. o Debt service expenditures as a percentage of governmental fund expenditures should not exceed 10%.  Ten-year debt payout should be above 60%.  The affordability index, consisting of the weighted average of the net debt per capita (20%), net debt as a percentage of estimated market value of taxable property (45%), and net debt per capita as a percentage of income per capita (35%) shall be updated annually.  Total overlapping debt should not exceed 0.75% of the total assessed value of taxable property within the County during any year of the County’s Six Year Capital Improvement Program.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 41 Organizational Section

Revenue Estimation Policies

 Annual revenues will be estimated by an objective analytical process. Revenue will not be included in the budget that cannot be verified with documentation as to its source and amount.  The division will set fees and user charges in its proprietary funds at a level that will ensure the program is self-sufficient.

Fund Balance and Reserve Policy

In accordance with Virginia Code §22.1-100 – Unexpended school and educational funds – All sums of money derived from the Commonwealth which are unexpended in any year in any school division shall revert to the fund of the Commonwealth from which derived unless the Board of Education directs otherwise. All sums derived from local funds unexpended in any year shall remain a part of the funds of the governing body appropriating the funds for use the next year, but no local funds shall be subject to redivision outside of the locality in which they were raised (Code 1950 §22-138; 1956, Ex. Sess., 67; 1980, c 559).

In accordance with the Code of Federal Regulations §210.14 – Resource Management – Net cash resources. The school food authority shall limit its net cash resources to an amount that does not exceed 3 months average expenditures for its nonprofit school food service or such other amount as may be approved by the State agency in accordance with §210.19(a) (Code 7 CFR Ch. II).

Encumbrances

The division maintains an encumbrance accounting system as one element of accomplishing budgetary control. Encumbered amounts at year-end lapse and are re-appropriated in the subsequent year.

Expenditures Controls

In an effort to control the budgeted line item accounts as approved by the School Board, the following expenditure control procedures have been established:

 Funds to cover the purchase orders should be in the budget under the appropriate category before encumbering the order. If funds are inadequate, a budget transfer must be prepared to transfer funds into the account. Upon posting of the transfer, the purchase order will be authorized for encumbering. The on- line purchasing system automates these controls.  Purchase orders are to be reviewed by the Accounting Division for verification of account code.  Purchase orders are to be reviewed by the Procurement and Risk Management Division for compliance with the Virginia Procurement Code and division purchasing regulations.  Individual divisions are responsible for not exceeding the amount appropriated within their division during the fiscal year.  The Accounting Division is responsible for monitoring expenditures. In the event a division appears to be experiencing an expenditure problem (exceeds the appropriate allocation limit), the Accounting Division will work with the division to develop a solution. If errors are detected in account codes an expenditure transfer can be made to correct the error.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 42 Organizational Section

Accounting, Auditing, and Financial Reporting Policies:

The accounting system will report financial information on a basis consistent with Generally Accepted Accounting Principles (GAAP) as established by the Governmental Accounting Standards Board (GASB).

The Budget and Financial Analytics Division will prepare monthly financial reports comparing actual revenues and expenditures to budgeted amounts. The Budget and Financial Analytics Division will prepare quarterly financial reports for the School Board Members.

An independent certified public accounting firm will be selected by the County Government and will perform an annual audit of both the schools and the County Government and will publicly issue their opinion on the County’s financial statement and the LCPS component unit Comprehensive Annual Financial Report.

The County will seek to obtain and maintain a Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association (GFOA). The School Division will also seek and maintain both the GFOA Certificate of Achievement for Excellence in Financial Reporting and the Association of School Business Officials (ASBO) International Certificate of Excellence.

Basis of Accounting

Basis of accounting refers to the timing of recognition of revenues and expenditures or expenses in the accounts and in the financial statements, regardless of the measurement focus.

The basis of accounting used in preparation of the audited Comprehensive Annual Financial Report (CAFR), is in accordance with Generally Accepted Accounting Principles (GAAP) as promulgated by the Government Accounting Standards Board (GASB) and the Auditor of Public Accounts of the Commonwealth of Virginia (APA). The difference between (GAAP) and the budgetary basis of accounting is the treatment of encumbrances; encumbered amounts are treated as expenditures under the budgetary basis of accounting used by Loudoun County Public Schools while encumbrances are treated as reservation of fund balance under the GAAP basis.

The accounting and financial reporting treatment applied to a fund is determined by its measurement focus. All governmental funds and expendable fiduciary funds are accounted for using a current financial resources measurement focus; that is, only current assets and current liabilities are generally included on the balance sheets. Operating statements of these funds’ present increases (revenues and other financial sources) and decreases (expenditures and other financing uses) in net current assets.

The proprietary fund is accounted for on a flow of economic resources measurement focus. With the measurement focus, all assets and all liabilities associated with the operations of this fund are included on the balance sheet. Proprietary fund type operating statements present increases (revenues) and decreases (expenses) in fund equity (net total assets).

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 43 Organizational Section

Modified Accrual Basis of Accounting

The modified accrual basis of accounting is followed for all governmental type funds of the school division. Revenues are recognized in the accounting period in which they become susceptible to accrual that is both. measurable (the amount of the transaction can be determined) and available (the amount is collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period). Expenditures, other than long-term debt and the long-term portion of accumulated sick and vacation pay, are recorded when the fund liability is incurred.

Accrual Basis of Accounting

The accrual basis of accounting is utilized by the Proprietary/Internal Services Fund type and the Fiduciary Fund type. Revenues are recognized when earned, and expenses are recognized when incurred.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 44 FINANCIAL SECTION

FINANCIAL SECTION

The financial section of the FY22 Proposed Budget document presents the fiscal plan at summary and detail levels. It should be noted that Loudoun County Public Schools is fiscally dependent upon the governing body of the County in accordance with Virginia State Code 22.1-94 and 22.1-95. The county, city, or town governing body is authorized, directed and required to raise money by a tax on all property and to appropriate a budget to provide an educational program which meets the state Standards of Quality. The School Division’s budget is appropriated by the governing body, the Loudoun County Board of Supervisors, at the fund level. The budget is also presented to the Board of Supervisors by state category as required by state law.

The budget is presented within this section by fund. Fund budgets permit the School Division to accurately account for the revenues and expenditures at a summary level. School Division resources are allocated to and accounted for in these individual funds based upon the purpose for which they are to be spent and the means by which spending activities are controlled. Department and division budgets are those prepared and submitted by schools and central support offices and can be found in the Department section of this book.

Description of Financial Structure

The Loudoun County Public Schools Division budget is maintained by fund, department, division, category, and object code levels. The financial structure permits the accurate and appropriate tracking of expenditures and revenues for the requirements of the School Division and required state reporting. Further, State Board of Education categories are required for budget approval and state reporting. The School budgets include eight separate funds, which are utilized to record assets and liabilities for specific purposes:

 Operating Fund  Grant Fund  School Nutrition Fund  Lease Purchase Fund  Central Vehicle Maintenance Fund – Dissolved December 31, 2020  Self Insurance Fund  Capital Improvement Program Fund  Capital Asset Preservation Program Fund

The fund budgets are comprised of individual department budgets which detail the line item expenditures (object codes). Each department and division provides the structure for appropriately tracking School Division expenditures.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 45 FINANCIAL SECTION

State Mandated Categories

Virginia Code section 22.1-115 states:

The State Board, in conjunction with the Auditor of Public Accounts, shall establish and require of each school division a modern system of accounting for all school funds, state and local, and the treasurer or other fiscal agent of each school division shall render each month to the school board a statement of the funds in his hands available for school purposes. The Board shall prescribe the following major classifications for expenditures of school funds:

(i) instruction (ii) administration, attendance and health (iii) pupil transportation (iv) operation and maintenance (v) school food services and other non-instructional operations (vi) facilities (vii) debt and fund transfers (viii) technology (ix) contingency reserves

The following are the definitions of the required state categories:

Instruction Instruction includes the activities that deal directly with the interaction between teachers and students. Instruction may be provided for students in a school classroom, in another location such as a home or hospital, or in other learning situations such as those involving co-curricular activities. Instruction may also be provided through another approved medium such as television, internet, radio, telephone, or correspondence. The activities of aides or classroom assistants of any type (clerks, graders, etc.) that assist in the instructional process are included in this category.

Administration, Attendance and Health Activities concerned with establishing and administering policy for operating the local education agency and activities whose primary purpose is the promotion and improvement of children’s attendance at school. This consists of various activities in the field of physical and mental health, such as medicine, dentistry, psychology, psychiatry, and nursing services, as well as activities in student attendance services.

Pupil Transportation Activities concerned with transporting students to and from school, as provided by state and federal law. This includes trips between home and school and trips to and from school activities.

Operation and Maintenance Activities concerned with keeping the physical plant open, comfortable, and safe for use, and keeping the grounds, buildings, and equipment in effective working condition. This includes the activities of maintaining safety in buildings, on the grounds, and in the vicinity of schools.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 46 FINANCIAL SECTION

School Food Services and Other Non-instructional Operations Activities concerned with providing non-instructional services to students, staff, or the community.

Facilities Activities concerned with acquiring land and buildings, remodeling buildings, constructing buildings and additions to buildings, installing or extending service systems and other built-in equipment, and improving sites.

Technology This state category captures technology-related expenditures as required by the General Assembly. All technology-related expenditures should be reported under this state category. Any services (i.e., distance learning) involving the use of technology for instructional, public information, or any other use should be recorded exclusively in this state category and not reported in other state categories.

Debt and Fund Transfers Activities concerned with managing outlays of governmental funds for debt service payments, lease payments and fund transfers.

Contingency Reserves All contingency reserve expenditures should be reported under this state category and further categorized by the classifications defined above.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 47 FINANCIAL SECTION

Reconciliation of School Funds to State Mandated Categories

State Mandated Category Loudoun County Public Schools Fund and Department Instruction Operating Fund - Department of Instruction and Department of Pupil Services Administration, Operating Fund - School Board Services, Superintendent’s Attendance & Health Office, Public Information Office, Department of Human Resources and Talent Development, Department of Business and Financial Services, Planning Services, Legislative Services, Attendance Office, and Health Services Pupil Transportation Operating Fund – Transportation Division Operations and Maintenance Operating Fund – Facilities Services Division Food Services School Nutrition Services Fund

Facilities Operating Fund – Construction Division, Capital Improvement Program Fund, Capital Asset Preservation Program Fund Technology Operating Fund – Department of Digital Innovation and Division of Educational Technology Debt Service and Fund Transfers Debt Service Fund Contingency Reserve LCPS does not budget a contingency reserve

Other Postemployment Benefits LCPS OPEB Trust The LCPS’ OPEB Trust Fund is a single-employer defined benefit healthcare plan (Plan). The Plan provides healthcare insurance for eligible retirees and their spouses through LCPS’ group health insurance plan, which covers both active and retired members. Actives hired prior to July 1, 2013 are eligible for retiree coverage provided certain eligibility requirements are met.

The contribution requirements of plan members of LCPS are established and may be amended by the School Board. The contributions are based on projected pay-as-you-go financing requirements, with an additional amount to prefund benefits. Contributions from Loudoun County Public Schools towards OPEB benefits over the most recent five-year period were approximately $26,933,000 per year. During fiscal year 2020, LCPS contributed $29,271,094 to the OPEB Trust Fund, which included $19,271,094 for current costs and an additional $10,000,000 to prefund benefits.

LCPS’ Net OPEB Liability (NOL) calculation consists of the Total OPEB Liability (TOL) less the Plan Fiduciary Net Position. The NOL as of June 30, 2020 is $247,728,799, an increase of $129,646,943, from the prior valuation NOL of $118,081,856 as of June 30, 2019.

Funding for prefunded benefits during FY22 have been approved at a level of $12,000,000.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 48 FINANCIAL SECTION

COMBINED FUNDS STATEMENTS

The Governmental Funds combines the Operating, Grants, School Nutrition, Lease Purchase, CIP and CAPP Funds. Governmental Funds FY18 FY19 FY20 FY21 FY22 ACTUAL ACTUAL ACTUAL BUDGET BUDGET Fund Balance 98,751,200 88,620,432 109,367,803 152,100,759 140,319,867 Fund Balance Carryover 12,000,000 15,500,000 12,000,000 12,000,000 12,000,000 Fund Balance July 1, 110,751,200 104,120,432 121,367,803 164,100,759 152,319,867

REVENUE State 337,927,121 370,217,329 393,632,392 407,143,070 433,105,861 Federal 27,178,853 30,362,526 34,618,499 32,437,795 36,765,487 Local 1,125,190 2,731,280 2,072,874 2,279,408 1,856,877 Other 39,526,071 41,035,939 32,127,713 41,215,898 42,974,639 Total Revenue 405,757,235 444,347,074 462,451,478 483,076,171 514,702,863

TRANSFERS IN County General Fund 915,075,816 988,654,503 1,034,890,933 997,250,899 1,241,089,093 Other Transfers 44,677 - 84,108 - - Total Transfers In 915,120,493 988,654,503 1,034,975,041 997,250,899 1,241,089,093 Total Funds Available 1,431,628,928 1,537,122,010 1,618,794,322 1,644,427,830 1,908,111,823

EXPENDITURES Personnel 1,008,041,147 1,072,769,866 1,158,657,577 1,214,819,341 1,385,565,690 Operating 124,980,570 156,890,614 156,217,745 161,954,195 184,321,727 Capital Outlay 6,309,762 4,122,387 3,456,242 3,798,426 4,504,702 Capital Projects 188,132,339 181,971,340 136,361,998 111,536,000 193,808,000 Total Expenditures 1,327,463,818 1,415,754,207 1,454,693,562 1,492,107,962 1,768,200,119

TRANSFERS OUT Self-Insurance Funds Other Transfers 44,677 Total Transfers Out 44,677 - - - - Total Disbursements 1,327,508,496 1,415,754,207 1,454,693,562 1,492,107,962 1,768,200,119 Fund Balance June 30 104,120,432 121,367,803 164,100,759 152,319,867 139,911,704

The Proprietary Funds combines the Central Vehicle Maintenance Fund and Self Insurance Fund. Proprietary Funds FY18 FY19 FY20 FY21 FY22 ACTUAL ACTUAL ACTUAL BUDGET BUDGET Fund Balance July 1, 25,551,516 51,198,708 82,015,112 55,048,326 49,910,566

REVENUE Charges for Services 9,458,578 13,935,547 10,434,510 15,190,039 - Premiums 194,219,007 214,438,469 172,874,676 202,787,196 219,085,254 Total Revenue 203,677,585 228,374,016 183,309,186 217,977,235 219,085,254

TRANSFERS IN County General Fund 7,730,000 5,757,440 6,193,685 6,407,937 - Total Transfers In 7,730,000 5,757,440 6,193,685 6,407,937 - Total Funds Available 236,959,101 285,330,164 271,517,983 279,433,498 268,995,820

EXPENDITURES Personnel 11,558,570 12,429,701 12,083,418 7,107,135 918,437 Operating-Claims 173,994,530 190,679,458 204,169,235 222,415,797 223,274,192 Capital Outlay 207,293 205,893 217,004 - - Total Expenditures 185,760,393 203,315,052 216,469,657 229,522,932 224,192,629

TRANSFERS OUT Operating Fund Total Disbursements 185,760,393 203,315,052 216,469,657 229,522,932 224,192,629 Fund Balance June 30 51,198,708 82,015,112 55,048,326 49,910,566 44,803,191

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 49 FINANCIAL SECTION

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 50 FINANCIAL SECTION

OPERATING FUND

The Operating Fund, also known as the General fund, accounts for the day-to-day operations and FY22 Budget maintenance of the schools. It is funded primarily from Loudoun County property tax revenue via a $1,497,309,221 local transfer and State revenues. Other revenues include charges such as athletic fees, building 12,813.6 FTEs rental fees and parking fees.

FY18 FY19 FY20 FY21 FY22 GENERAL FUND ACTUAL ACTUAL ACTUAL BUDGET BUDGET Fund Balance 28,596,631 20,845,412 28,339,116 36,216,772 24,216,772 Fund Balance Carryover 12,000,000 15,500,000 12,000,000 12,000,000 12,000,000 Fund Balance July 1, 40,596,631 36,345,412 40,339,116 48,216,772 36,216,772

REVENUE State Sales Tax 76,573,689 82,103,621 91,396,911 95,893,755 93,322,709 State Aid 257,756,113 280,067,217 296,740,450 304,880,850 333,357,517 Federal Aid 1,510,045 2,204,598 3,661,541 1,362,436 1,362,436 Tuition, Fees and Other 9,927,557 9,797,167 7,252,839 9,937,666 9,985,466 Total Revenue 345,767,404 374,172,603 399,051,742 412,074,707 438,028,128

TRANSFERS IN County General Fund 732,468,059 797,325,815 862,120,976 885,714,899 1,047,281,093 Grant Fund 44,677 - - - - Total Transfers In 732,512,736 797,325,815 862,120,976 885,714,899 1,047,281,093 Total Funds Available 1,118,876,771 1,207,843,830 1,301,511,833 1,346,006,378 1,497,309,221

EXPENDITURES Personnel 977,830,216 1,041,101,370 1,123,317,730 1,177,454,239 1,346,153,132 Operating 101,677,339 124,732,072 128,371,162 131,623,933 149,933,024 Capital Outlay 3,023,804 1,671,272 1,606,169 711,434 1,223,065 Total Expenditures 1,082,531,359 1,167,504,714 1,253,295,062 1,309,789,606 1,497,309,221

TRANSFERS OUT Total Disbursements 1,082,531,359 1,167,504,714 1,253,295,062 1,309,789,606 1,497,309,221 Fund Balance June 30, 36,345,412 40,339,116 48,216,772 36,216,772 - Note: Transfers Out for Self Insurance budgeted in Personnel expenditures Fund Balance contains nonspendable, assigned and unassigned

Revenues

County The Operating Fund is primarily supported from Loudoun County local taxes via a transfer and State Revenues. Loudoun County funds the schools based on the current estimated local tax funding split of 66% for LCPS and 34% for the County Government. Last year, the Board of Supervisors withheld $60,000,000 in funding and placed those funds in a reserve for a potential release this fiscal year. In developing the FY22 budget, Loudoun County has included this $60,000,000 as part of the FY22 base budget. Those funds are included in the FY22 Budget County Transfer.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 51 FINANCIAL SECTION

State State revenues 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. A portion of the State sales tax is distributed to school divisions based on school-age population. Since the state operates under a biennial budget, state aid is generally fixed for a two- year period with adjustments limited to student membership changes during the second year.

For years, the state has attempted to distribute aid to education equitably by recognizing that some localities are more able to fund education than are others. This approach, known as equalization, is achieved by applying a factor to adjust a locality’s state aid reimbursement to reflect the locality’s ability to pay for education. The factor, called the Local Composite Index (LCI), combines three separate measures of local fiscal capacity (assessed value of real property, adjusted gross income, and taxable retail sales) into a single index. Those school divisions with a low LCI receive the greatest amount of state aid per pupil while those with a high index receive less state support. The state minimum LCI is 0.2000 and the maximum is 0.8000. In FY22, the LCI for LCPS is .5466. This means that LCPS is required to pay 54.66 percent of the minimum educational program cost set by the state Standards of Quality.

Since the current state funding methodology significantly underfunds the true cost of the mandated minimum instructional program, each school division in the state uses a greater share of its local revenues to cover the costs of education.

Cost-of-Competing Based on well-documented proof that the prevailing costs of doing business are much greater in northern Virginia, the state has increased basic aid to education for these school divisions by a cost-of-competing factor. Loudoun is one such school division. For FY22, the projected instructional cost-of-competing factor is 9.83 percent and the factor for support staff is 10.6 percent.

Federal 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, special education, and programs for educationally and/or economically disadvantaged students.

Other Other revenue includes driver education fees, student parking fees, tuition for adult education classes, summer school, athletic fees, Advanced Placement exam fees and revenue from small grants and awards.

A breakdown of the Operating Fund revenues by source and their percentage of the total is provided.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 52 FINANCIAL SECTION

Revenues by Source

Description FY18 Actual FY19 Actual FY20 Actual FY21 Budget FY22 Budget

Beginning Balance 12,000,000 15,500,000 12,000,000 12,000,000 12,000,000 Federal Revenue 1,510,045 2,204,598 3,661,541 1,362,436 1,362,436 State Revenue 334,329,801 362,170,838 388,137,362 400,774,605 426,680,226 Other Revenue 9,927,557 9,797,167 7,252,839 9,937,666 9,985,466 Other Transfers 44,677 – – – – County Transfer 732,468,059 797,325,815 862,120,976 885,714,899 1,047,281,093 Total Revenue 1,090,280,140 1,186,998,418 1,273,172,718 1,309,789,606 1,497,309,221

Revenue Categories as Percentage of Total

Description FY18 Actual FY19 Actual FY20 Actual FY21 Budget FY22 Budget

Beginning Balance 1.0% 1.0% 1.0% 0.9% 0.8% Federal Revenue 0.0% 0.0% 0.0% 0.1% 0.1% State Revenue 31.0% 31.0% 30.0% 30.6% 28.5% Other Revenue 1.0% 1.0% 1.0% 0.8% 0.7% County Transfer 67.0% 67.0% 68.0% 67.6% 69.9% Total 100.0% 100.0% 100.0% 100.0% 100.0%

County Transfer 69.9%

State Revenue 28.5% Beginning Balance 0.8%

Other Revenue 0.7% Federal Revenue, 0.1%

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 53 FINANCIAL SECTION

A detailed listing of revenues in the Operating Fund follows.

FY18 Actual FY19 Actual FY20 Actual FY21 Budget FY22 Budget State Revenue Virginia Sales Tax 76,573,689 82,103,621 91,396,911 95,893,755 93,322,709 Basic Aid 175,187,156 190,636,555 192,457,324 204,466,393 212,283,123 CARES Act – – 1,237,601 – – Supplemental Lottery Per Pupil Allocation 9,917,380 13,712,904 14,072,185 – – Infrastructure & Operations Per Pupil (Lottery) – – – 14,362,571 14,573,355 Compensation Supplement Payment 1,665,348 – 11,361,420 – 4,588,212 Foster Care 130,046 115,433 172,912 177,794 264,821 Textbooks 3,968,109 3,791,713 3,871,283 4,126,778 4,218,531 Gifted and Talented 1,915,738 2,033,494 2,076,167 2,188,763 2,237,427 Prevention, Intervention & Remediation 1,988,030 2,033,494 2,076,167 2,303,961 2,355,186 Fringe Costs-VRS 23,350,322 23,912,383 24,491,084 27,417,138 28,222,982 Fringe Costs-Social Security 10,157,028 10,845,301 11,111,339 11,750,202 12,089,956 Fringe Costs-Group Life 686,774 753,146 768,951 844,786 863,568 Remedial Summer School 520,685 540,496 555,418 595,518 595,518 Special Ed-Regional Program – 975,732 1,957,086 1,706,443 1,706,443 Special Ed-Homebound 131,880 161,694 184,111 183,376 109,551 Special Ed-SOQ Payments 20,277,911 21,502,316 21,953,546 22,847,615 23,355,597 Vocational Ed-SOQ 1,192,818 1,280,348 1,307,216 1,535,974 1,570,124 Vocational Ed-Categorical 225,957 213,682 236,059 339,863 331,456 SOL Algebra Readiness 266,207 292,472 307,059 341,432 345,192 English Learners Payment 4,682,870 5,235,103 5,727,440 7,058,132 7,630,548 At-Risk 540,200 699,120 759,523 1,164,812 1,284,907 Reduced K-3 Class Size 617,153 937,331 917,160 1,365,100 1,300,640 Other State Revenue 334,500 394,500 377,000 104,199 – No Loss Funding – – – – 13,430,380 Total State Revenue 334,329,801 362,170,838 389,374,963 400,774,605 426,680,226

Federal Revenue Impact Aid 107,774 291,334 189,517 180,062 180,062 Junior Navy ROTC Program Federal – 86,275 89,781 182,374 182,374 Medicaid 1,402,272 1,826,989 2,144,641 1,000,000 1,000,000 Total Federal Revenue 1,510,045 2,204,598 2,423,939 1,362,436 1,362,436

Other Revenue

Local Fund Balance Carryover 12,000,000 15,500,000 12,000,000 12,000,000 12,000,000 Total Other Revenue 12,000,000 15,500,000 12,000,000 12,000,000 12,000,000

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 54 FINANCIAL SECTION

FY18 Actual FY19 Actual FY20 Actual FY21 Budget FY22 Budget

Transfers Local Transfer 732,468,059 797,325,815 862,120,976 885,714,899 1,047,281,093 Other Transfers* 44,677 – – – – 732,512,736 797,325,815 862,120,976 885,714,899 1,047,281,093

Other Local Rebates, Refunds & Recoveries 291,859 339,644 370,451 335,000 335,000 Sale of Textbooks 723 7,792 60,970 10,000 10,000 Athletic Fees 1,581,745 1,554,165 441,307 810,000 810,000 Advanced Placement Test Fees 1,337,283 1,380,778 1,520,081 1,400,000 1,400,000 Parking Fees 632,765 604,456 368,890 650,000 650,000 E-Rate Reimbursement 1,346,551 – 485,673 1,300,000 1,300,000 Tuition-Adult Education 357,717 316,884 185,726 316,000 363,800 Tuition-Day School 194,752 195,724 (825) 200,000 200,000 Tuition-Summer in the Arts 68,742 142,384 150,148 150,000 150,000 Tuition-Summer School 58,842 64,918 16,090 75,000 75,000 Tuition-Driver Education 278,598 263,616 113,958 285,000 285,000 Tuition-Virtual Loudoun 863,397 874,985 535,025 975,000 975,000 Use of Building 1,272,679 1,151,429 839,318 958,333 958,333 Sale of Equipment 209,174 152,383 137,940 365,000 365,000 Miscellaneous 1,432,729 2,748,009 2,028,088 2,108,333 2,108,333 Total Local Revenue 9,927,557 9,797,167 7,252,839 9,937,666 9,985,466

Total Operating Fund Revenue 1,090,280,140 1,186,998,418 1,273,172,718 1,309,789,606 1,497,309,221

Summary

State 334,329,801 362,170,838 389,374,963 400,774,605 426,680,226 Federal 1,510,045 2,204,598 2,423,939 1,362,436 1,362,436 Other Revenue 12,000,000 15,500,000 12,000,000 12,000,000 12,000,000 Local 9,927,557 9,797,167 7,252,839 9,937,666 9,985,466 Other Transfer* 44,677 – – – – Local Transfer 732,468,059 797,325,815 862,120,976 885,714,899 1,047,281,093 Total Operating Fund Revenue 1,090,280,140 1,186,998,418 1,273,172,718 1,309,789,606 1,497,309,221

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 55 FINANCIAL SECTION

The following chart displays the breakdown by category of operating fund expenditures. Personnel costs comprise the majority of the budget.

Personnel 89.9%

Operations and Maintenance 10.0% Capital Outlay 0.1%

For FY22, there is an increase of 14.3% that is comprised of 348.5 new positions, a step increase for eligible employees, a 3.5% market adjustment, a one-time payment for employees at top of the classified, auxiliary, teacher and administrative scale and operating and maintenance increases.

$1,600,000,000

$1,400,000,000

$1,200,000,000 $1,497,309,221 $1,309,789,606 $1,282,162,892

$1,000,000,000 $1,189,803,590 $1,113,478,387

$800,000,000

$600,000,000

$400,000,000

$200,000,000

$0 FY18 FY19 FY20 FY21 FY22

Budget

Note: Above chart pulled from historical adopted budget

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 56 FINANCIAL SECTION

Expenditures by State Category

Per the Code of Virginia §22.1-115, Expenditures must be classified into the categories shown below.

Description FY18 Actual FY19 Actual FY20 Actual FY21 Budget FY22 Budget

Instruction $ 881,793,538 $ 941,741,011 $ 1,015,673,279 $ 1,041,967,212 $ 1,196,691,553 Administration 23,542,691 24,028,710 39,049,666 29,681,701 32,365,234 Attendance & Health 10,786,829 14,416,635 17,790,655 19,136,656 20,601,291 Pupil Transportation 55,780,032 58,336,660 24,303,908 63,557,057 71,885,471 Facilities 11,504,049 11,100,890 8,847,463 5,773,115 6,040,308 Operation & Maintenance 89,844,446 96,483,907 94,105,880 101,886,593 116,742,905 Technology 34,642,259 38,046,599 53,524,211 47,787,272 52,982,459

$ 1,107,893,843 $ 1,184,154,411 $ 1,253,295,062 $ 1,309,789,606 $ 1,497,309,221

Focus on Instruction…

Instruction, 79.9%

Administration , 2.2% Attendance & Health, Technology, 3.5% 1.4% Operation & Maintenance, 7.8% Facilities, 0.4% Pupil Transportation, 4.8%

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 57 FINANCIAL SECTION

Expenditures Highlights

The budget increase is $187.5 million or 14.3% compared to the FY21 adopted budget. With the County’s inclusion of the $60,000,000 in the revised base, the FY22 budget increase is $127,519,615 or 9.3%. Enrollment is expected to grow by 1,864 students or 2.1% and drives the majority of the staffing increase and the opening of one new elementary school. A significant portion of the budget increase is related to employee compensation. Included in the FY22 budget are step increases for eligible full-time employees, one time payments for employees on the top step of their salary scale, and a 3.5% market adjustment to all salary scales, stipends, and part-time hourly banded rates.

Amount FTEs

Enrollment Growth $29.8 206.5

Salaries and Benefits $77.2 - Enhancements and Reallocations $25.5 142.0 Other Salaries and Operations and Maintenance $2.7 -

Total Expenditure Changes $135.2 348.5

$80.0 Enhancements $70.0 Salaries $60.0 Other

and

Salaries

and

$50.0 Reallocations Maintenance

Benefits

$40.0 and

Operations

$30.0 Enrollment

$20.0 and

Growth $10.0

$0.0

Note: May not total due to rounding

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 58 FINANCIAL SECTION

The following pages detail the changes made to arrive at the FY22 Proposed Budget. Below shows the revenue changes by funding source. The page that follows summarizes expenditure changes by category.

Revenue Changes (in millions) Budget

State Revenue Based on the Governor’s amendments (12/16/20) to state's 2020-2022 biennial budget, state $25.9 revenue will increase approximately 6.5%. The funding increase is attributable to a one-time no loss supplement that will protect school divisions with significant losses in average daily membership in FY22, Basic Aid increases, and a compensation supplement.

Federal Revenue Funding remains level with FY21. -

Local Tuition & Fees Funding remains level with FY21 with the exception of increased revenue from the Practical - Nursing program charge increase. The $47,800 projected increase does not appear due to rounding.

Local Transfer The County transfer includes the $60m reserve base adjustment. The total local tax funding to $161.6 the operating budget will increase by 18.2% over the FY21 adopted budget and 10.7% over the revised base transfer.

Carryover Funds Carryover funds to remain flat. -

Total Revenue Changes $187.5

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 59 FINANCIAL SECTION

Expenditure Changes (in millions) Budget FTE Reserve Base Adjustment Base adjustment from Loudoun County that restores items cut from the FY21 School Board $52.3 239.0 Adopted Budget during reconciliation. Salaries and Benefits Partial year implementation of FY22 market review and the remaining restructure of the $11.6 - Administrator scale.

A 2% increase to health benefits rates, retiree health contribution and to restore the base amount in $12.1 - FY21 for a health premium holiday.

Step increase for all eligible employees and one-time payment to all employees on top step of $19.6 - scale.

Market increase of 3.5% for employees on Classified, Licensed, Auxiliary and Administrative $36.1 - Scales, part time hourly rates and stipends.

Other funding changes to include for workers comp and disability self insurance programs, OPEB, ($2.1) - and adjustment for changes in salary base. Growth and Opening New Schools Enrollment Growth Additional school-based staffing to meet the educational needs of 1,864 additional students. $17.2 161.5 Staffing includes classroom teachers, English Learner teachers, Special Education teachers, teacher assistants, and staff who provide services directly to students. System-wide Growth Non-school based staffing requested to address LCPS growth. Also, includes software license $9.8 10.0 subscriptions, textbooks, individual learning devices for students, and Facilities and Transportation maintenance service contracts and supplies. New Schools Staffing and costs for the opening of Hovatter Elementary School and The North Star School in fall $2.8 35.0 2021. Enhancements Collective bargaining initiative $3.0 13.0 Alternative School $1.2 11.0 Summer School expansion $7.7 - Contingency positions $1.8 18.0 Virtual Loudoun expansion to support distance learning $4.3 40.0 Other enhancements $3.3 4.5 Strategic Staffing Standards enhancements $3.4 51.5 Resource Reallocation Reallocation of staffing and resources to increase LCPS efficiency and effectiveness. $0.7 4.0 Other Expenditure Changes Miscellaneous department wide O&M, etc. $2.7 - Total Expenditure Changes $187.5 587.5

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 60 FINANCIAL SECTION

GRANT FUND

A variety of federal, state, and local grants are recorded in this fund. Federal Title grants make FY22 Budget up the majority of funding. All grant funds are restricted to the purposes for which the grants were $29,918,334 authorized. Grants are administered primarily by the Pupil Services Department and Department 212.0 FTEs of Instruction.

FY18 FY19 FY20 FY21 FY22

GRANT FUND ACTUAL ACTUAL ACTUAL BUDGET BUDGET Fund Balance July 1, 87,346 43,426 1,606,451 2,374,235 2,374,235 Total Beginning Balance 87,346 43,426 1,606,451 2,374,235 2,374,235

REVENUE State Grants 3,185,537 7,614,753 5,041,433 5,660,156 5,925,635 Federal Grants 15,546,307 17,610,439 18,673,989 19,935,759 22,135,823 Local Grants 1,125,190 2,731,280 2,072,874 2,279,408 1,856,877 Total Revenue 19,857,034 27,956,472 25,788,296 27,875,323 29,918,334

TRANSFERS IN County General Fund - - 84,108 - - Total Transfers In - - 84,108 - - Total Funds Available 19,944,380 27,999,898 27,478,855 30,249,558 32,292,569

EXPENDITURES Personnel 15,744,985 16,259,452 18,640,592 20,196,182 20,923,345 Operating 4,105,695 9,922,800 6,409,339 7,492,149 8,648,353 Capital Outlay 5,597 211,195 54,689 186,992 346,637 Total Expenditures 19,856,277 26,393,447 25,104,620 27,875,323 29,918,334

TRANSFERS OUT Operating Fund 44,677 - - - - Total Transfers Out 44,677 - - - - Total Disbursements 19,900,955 26,393,447 25,104,620 27,875,323 29,918,334 Fund Balance June 30, 43,426 1,606,451 2,374,235 2,374,235 2,374,235 *The shift between categories reflects where the grant is actually recorded.

A detail listing of the revenues supporting the Grant Fund follows.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 61 FINANCIAL SECTION

FY18 Actual FY19 Actual FY20 Actual FY21 Budget FY22 Budget State Revenue Career & Technical Education 293,809 331,167 337,166 262,454 337,097 Career Switcher Mentor Teacher 41,087 99,674 22,000 52,755 41,913 Detention 763,266 752,027 682,782 770,467 943,600 Governor's Regional Summer Program 6,827 94,612 9,034 50,000 50,000 ISAEP Planning 33,174 33,420 33,545 33,545 33,545 Mentor Teacher Program 32,128 137,963 59,827 60,284 53,761 Other State Programs 81,622 126,405 154,641 87,020 87,483 Project Graduation 27,726 86,548 37,500 37,500 37,500 Reading Intervention 751,145 824,919 654,815 1,069,179 1,093,962 Special Education in Jails 133,172 122,428 146,630 151,547 150,118 Technology Plan 544,526 4,536,306 2,390,000 2,494,000 2,494,000 Virginia Preschool Initiative 477,056 469,284 513,493 591,405 602,656 Total State Revenue 3,185,537 7,614,753 5,041,433 5,660,156 5,925,635

Federal Revenue Adult Basic Education 168,582 174,691 183,162 178,024 178,253 Carl Perkins Grant 567,681 574,988 430,450 578,168 578,168 Head Start 856,333 923,972 1,017,533 950,657 1,024,375 Junior Navy ROTC Program 99,548 – – – – Safe Routes to Schools 71,478 74,533 90,999 66,600 66,600 Title I A - Improving Basic Programs 1,840,198 1,590,454 1,764,653 1,994,821 1,728,595 Title I Part D - JDC 241,788 28,921 9,149 5,000 – Title II - Juvenile Justice and Delinquency 55,862 34,527 12,047 – – Pti Title II A - Improving Teacher Quality 654,839 668,888 623,660 743,266 848,550 Title III A - Language Acquisition 898,450 822,720 1,086,830 1,089,971 1,108,180 Title VI B - IDEA Special Education Preschool 98,634 213,566 147,802 138,727 143,743 Title VI,B IDEA Special Education 9,873,046 12,430,708 13,181,935 13,027,941 14,805,707 Title X Part C (McKinney-Vento) 66,229 59,068 106,554 105,000 105,000 Other Federal Grants (1275) 11,798 – – – – Unanticipated Grants (1275/Federal) 41,841 13,403 19,216 1,057,584 1,548,652 Total Federal Revenue 15,546,307 17,610,439 18,673,989 19,935,759 22,135,823

Other Local Howard Hughes Foundation 915,344 2,387,877 1,163,404 1,000,000 1,000,000 Other Grants 47,018 47,018 – – – PAVAN 17,372 12,980 47,843 – – Go Virginia/Teaching in Loudoun 145,455 283,406 861,628 1,279,408 856,877 Other revenue – – 84,108 – – Total Local Revenue 1,125,190 2,731,280 2,156,982 2,279,408 1,856,877

Total Grant Revenue 19,857,034 27,956,472 25,872,404 27,875,323 29,918,334 *The shift between categories reflects where the grant is actually recorded.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 62 FINANCIAL SECTION

LEASE PURCHASE FUND The Lease Purchase Fund provides $10 million in funds annually for use by the Department of Digital Innovation and the Support Services Department. For FY22, the Department of Digital Innovation has $7.2 million for the purchase of computer equipment and Support Services has $2.8 million for the purchase of fleet vehicles and equipment.

FY18 FY19 FY20 FY21 FY22 LEASE PURCHASE FUND ACTUAL ACTUAL ACTUAL BUDGET BUDGET Fund Balance July 1, 1,737,430 2,250,400 2,251,277 1,505,333 1,505,333

REVENUE Interest 62,681 130,206 24,373 - - Lease Proceeds 10,000,000 10,000,000 10,000,000 10,002,000 10,002,000 Total Revenue 10,062,681 10,130,206 10,024,373 10,002,000 10,002,000

TRANSFERS IN Total Funds Available 11,800,111 12,380,606 12,275,650 11,507,333 11,507,333

EXPENDITURES Operating 6,325,048 7,964,243 9,008,927 7,202,000 7,202,000 Capital Outlay 3,224,663 2,165,086 1,761,390 2,800,000 2,800,000 Total Expenditures 9,549,711 10,129,329 10,770,317 10,002,000 10,002,000

Total Disbursements 9,549,711 10,129,329 10,770,317 10,002,000 10,002,000 Fund Balance June 30, 2,250,400 2,251,277 1,505,333 1,505,333 1,505,333 Note: Fund balance contains restricted funds.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 63 FINANCIAL SECTION

SCHOOL NUTRITION FUND

The School Nutrition fund provides for all school cafeteria operating and administrative costs. FY22 Budget Operations are managed by the Department of Business and Financial Services. The fund is $37,162,564 supported primarily by food sales and also receives federal and state revenues. 393.0 FTEs

FY18 FY19 FY20 FY21 FY22 SCHOOL NUTRITION FUND ACTUAL ACTUAL ACTUAL BUDGET BUDGET Fund Balance July 1, 9,583,296 12,259,280 14,591,695 13,017,197 13,236,305

REVENUE Cafeteria Sales 19,535,833 21,108,566 14,850,501 21,276,232 22,987,173 State Revenue 411,782 431,738 453,597 708,309 500,000 Federal Revenue 10,122,501 10,547,489 12,282,970 11,139,600 13,267,228 Total Revenue 30,070,116 32,087,792 27,587,068 33,124,141 36,754,401

TRANSFERS IN Total Funds Available 39,653,412 44,347,073 42,178,763 46,141,339 49,990,706

EXPENDITURES Personnel 14,465,946 15,409,045 16,699,255 17,168,920 18,489,214 Operating 12,872,488 14,271,499 12,428,316 15,636,113 18,538,350 Capital Outlay 55,699 74,834 33,995 100,000 135,000 Total Expenditures 27,394,132 29,755,377 29,161,566 32,905,033 37,162,564

Total Disbursements 27,394,132 29,755,377 29,161,566 32,905,033 37,162,564 Fund Balance June 30, 12,259,280 14,591,695 13,017,197 13,236,305 12,828,142

School Nutrition Services is a nonprofit fund and must retain 3 months expenditures in reserve. This budget reflects the upward trend in participation in programs and the expansion of our After School Fuel and Powerfuel programs.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 64 FINANCIAL SECTION

CAPITAL IMPROVEMENT PROJECTS FUND The Capital Improvement Projects fund (CIP) accounts for expenditures related to the construction of new and renovation of older school facilities. Variances from year to year are due to the number of schools needed to address enrollment growth. After a series of public meetings and presentations, the CIP plan and budget is adopted separately by the School Board and Loudoun County Board of Supervisors. The CIP program is managed by the Support Services Department

FY18 FY19 FY20 FY21 FY22 CIP FUND ACTUAL ACTUAL ACTUAL BUDGET BUDGET Fund Balance July 1, 50,354,641 46,711,138 52,285,085 90,861,943 90,861,943

REVENUE

TRANSFERS IN County General Fund 169,919,757 177,355,688 158,492,457 87,275,000 169,265,000 Total Transfers In 169,919,757 177,355,688 158,492,457 87,275,000 169,265,000 Total Funds Available 220,274,398 224,066,826 210,777,542 178,136,943 260,126,943

EXPENDITURES Capital Projects 173,563,260 171,781,741 119,915,599 87,275,000 169,265,000 Total Expenditures 173,563,260 171,781,741 119,915,599 87,275,000 169,265,000

TRANSFERS OUT Total Disbursements 173,563,260 171,781,741 119,915,599 87,275,000 169,265,000 Fund Balance June 30, 46,711,138 52,285,085 90,861,943 90,861,943 90,861,943

The graph below show the FY22 budget compared to historical budgets and future projections.

$250,000,000

$200,000,000 $169,265,000 $150,000,000 $167,223,000 $47,674,800 $156,407,200

$100,000,000 $87,275,000

$50,000,000

$0 FY18 FY19 FY20 FY21 FY22

Budget

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 65 FINANCIAL SECTION

Capital Improvement Program Fund Forecast

The six-year Capital Improvement Program (CIP) is approved by the County Board of Supervisors in their annual appropriations resolution. The total expenditures, funding sources, and the anticipated fiscal year that the project will be funded are included in the resolution.

The funding sources for the CIP projects is determined by the County Board of Supervisors. There are three sources of revenue for the CIP:

Bond Financing: General Obligation (GO) Bonds require voter approval and Virginia Public School Authority Bonds.

Other Debt Financing: Includes other financing sources such as Virginia Resources Authority and Lease Revenue funding which would be appropriation based rather than bonding.

Local Tax Funding: Emphasis is placed on continued reliance on a viable level of "pay-as-you-go" capital construction. The Loudoun County Board of Supervisors attempts to fund ten percent of the CIP (in excess of proffers) from current financial resources. The county Board of Supervisors decides how much of the County's revenue will be transferred to the LCPS CIP.

Major projects for FY22:

MS-14 for the Dulles North School Bus Replacement and Acquisition School Security Improvements School Bus Radio Replacements Hartland Site Development Douglass School Renewal Capital Facility Renewals and Alterations Student Welcome Center Addition at Sterling ES

FY21 FY22 FY23 FY24 FY25 Adopted Proposed Projected Projected Projected

Elementary Schools $ - $ - $ 7,250,000 $ 56,290,000 $ - Middle Schools 8,460,000 80,310,000 - - - High Schools - - - - 21,985,000 Buses, Renovations, - - - - - Improvements & Additions 78,815,000 88,955,000 89,800,000 105,895,000 79,255,000 Total CIP $ 87,275,000 $ 169,265,000 $ 97,050,000 $ 162,185,000 $ 101,240,000

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 66 FINANCIAL SECTION

Capital Improvement Program Budget Projects ($ in thousands) FY22-FY31 Project FY22 FY23 FY24 FY25 FY26 Future Years Total

MS-14, Dulles North 80,310 - - - - - 80,310 Student Welcome Center Addition 860 6,850 - - - - 7,710 Hartland Site Development 10,370 - - - 10,800 - 21,170 Douglass School Renewal 9,320 - - - - - 9,320 School Bus Replacement/Acquisition 6,205 8,755 9,235 9,745 10,280 56,605 100,825 School Security Improvements 22,800 11,615 2,875 - - 37,290 School Bus Radio Replacements 10,420 - - - 13,625 24,045 Land Acquisition Fund 5,275 9,740 5,870 19,510 6,535 71,990 118,920 Capital Renewals and Alterations 23,705 49,425 52,985 50,000 50,000 323,250 549,365 ES-32, Dulles South - 7,250 56,290 63,540 Valley Service Center Replacement - 3,415 34,275 - - 37,690 Valley Service Center Traffic Signal - - 655 - - 655 HS-14, Dulles North - - - 21,985 158,500 11,605 192,090 ES-34, Dulles North - - - - 10,075 66,785 76,860 MS-19 - - - - 13,585 99,620 113,205 ES-24 Central Loudoun - - - - 70,930 70,930 ES-36 - - - - 70,930 70,930 ES-37 - - - - 71,720 71,720 ES-38 - - - - 71,720 71,720 MS-15 - - - - 118,640 118,640 HS-15 - - - - 191,170 191,170 Eastern Transportation Facility - - - - 31,250 31,250 Field House and Indoor Track Facility - - - - 33,370 33,370 Total CIP 169,265 97,050 162,185 101,240 259,775 1,303,210 2,092,725

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 67 FINANCIAL SECTION

Impact of FY22 – FY27 Capital Improvement Program on Operating Budget

The opening of new schools impacts the operating budget. The costs which are attributed to opening a new facility are staffing specific to a school opening and not that which is necessary to address enrollment growth, insurance and utilities, and machinery, supplies, and equipment. Therefore, teachers assigned to that school are not included in the operating impacts since they are a result of enrollment growth. The teaching staff is needed for the additional students whether they are located in temporary classrooms such as trailers or in classrooms in a new building. In addition, Loudoun County Public Schools builds all new facilities as “turn-key”, meaning that all furniture and equipment is included in the cost of the new facility. The following is a summary of the estimated costs for opening schools at each of the educational levels:

Elementary Schools:

 Personnel – salaries and fringe benefits for staffing required by a new elementary school:

Principal Counselor Assistant Principal Health Clinic Specialist or School Nurse Dean Instructional Facilitator, Technology School Secretaries Digital Experience Specialist Librarian Custodians Library Assistant

 Insurance and Utilities – property, casualty and liability insurance for the new building as well as the estimated utility costs.  Supplies – custodial uniforms and supplies

Middle Schools:

 Personnel – salaries and fringe benefits for staffing required by a new middle school:

Principal School Nurse Assistant Principals Counselor Deans Social Worker School Secretaries Instructional Facilitator, Technology Librarian Digital Experience Specialist Library Assistant Custodians

 Insurance and Utilities – property, casualty and liability insurance for the new building as well as the estimated utility costs.  Supplies – custodial uniforms and supplies

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 68 FINANCIAL SECTION

High Schools:  Personnel – salaries and fringe benefits for staffing required by a new high school:

Principal Library Assistant Assistant Principals School Nurse Secretaries Counselor Assistant Athletic Director Social Worker Athletic Trainer Instructional Facilitator, Technology Director School Counseling Digital Experience Specialist Career Center Assistant Safety & Security Specialist Teacher Assistants School Plant Engineer Test Coordinator Custodians Librarian

 Insurance and Utilities – property, casualty and liability insurance for the new building as well as the estimated utility costs.  Supplies – custodial uniforms and supplies

The chart on the next page shows the projected costs for each of the expense categories and the educational levels as well as the number of schools opening at each level for FY22 – FY26. It also provides the total projected impact to the operating budget for each year and the total number of schools opening.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 69 FINANCIAL SECTION

Impact of FY22 - FY27 Capital Improvement Program on Operating Budget

The following are the estimated operating costs generated by the opening of new schools for that particular year. The costs are not cumulative. The year prior to a new school opening includes pre-staffing costs for certain administrative personnel.

FY22 FY23 FY24 FY25 FY26 (fall 2021) (fall 2022) (fall 2023) (fall 2024) (fall 2025)

Staffing Staffing Elaine E. Elementary School Hovatter ES Thompson ES Personnel Costs $ 1,842,699 $ 1,339,933 $ - $ - $ - Insurance and Utilities 145,000 145,000 - - - Supplies 92,250 92,250 - - - Total per Elementary School $ 2,079,949 $ 1,577,183 $ - $ - $ - Number of Schools Opening 1 1 - - -

Pre Staffing Staffing Middle School MS 14 MS14 Personnel Costs $ - $ - $ 226,820 $ 2,791,245 $ - Insurance and Utilities - - - 183,000 - Supplies - - - 58,000 - Total per Middle School $ - $ - $ 226,820 $ 3,032,245 $ - Number of Schools Opening - - - - 1.00

Staffing The North Star High School School Personnel Costs $ 255,726 $ - $ - $ - $ -

Total per High School $ 255,726 $ $ - $ - $ - Number of Schools Opening 1 - - - -

Total Estimated Operating Budget $ 2,335,675 $ 1,577,183 $ 226,820 $ 3,032,245 $ - Impact of All School Openings

Total Number of Schools Opening 2 1 - 1

*Operating projections are developed for three future fiscal years, however, the estimated operating costs of all schools included in FY22-FY26 are shown above.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 70 FINANCIAL SECTION

CAPITAL ASSET PRESERVATION PROGRAM FUND

The Capital Asset Preservation Program (CAPP) fund accounts for expenditures related to major maintenance and system replacement projects that do not qualify for the CIP. Funding for these projects is on a yearly basis and projects must have a minimum estimated value of $10,000 and the replaced systems must have an expected life of span of ten or more years. Revenue for this fund is received through a transfer from Loudoun County. This fund’s budget also is adopted separately by the School Board and Loudoun County Board of Supervisors. The CAPP program is managed by the Support Services Department FY18 FY19 FY20 FY21 FY22 CAPP FUND ACTUAL ACTUAL ACTUAL BUDGET BUDGET Fund Balance July 1, 8,391,856 6,510,777 10,294,179 8,125,280 8,125,280

TRANSFERS IN County General Fund 12,688,000 13,973,000 14,277,500 24,261,000 24,543,000 Total Transfers In 12,688,000 13,973,000 14,277,500 24,261,000 24,543,000 Total Funds Available 21,079,856 20,483,777 24,571,679 32,386,280 32,668,280

EXPENDITURES Capital Projects 14,569,079 10,189,599 16,446,399 24,261,000 24,543,000 Total Expenditures 14,569,079 10,189,599 16,446,399 24,261,000 24,543,000

TRANSFERS OUT Total Disbursements 14,569,079 10,189,599 16,446,399 24,261,000 24,543,000 Fund Balance June 30, 6,510,777 10,294,179 8,125,280 8,125,280 8,125,280

CAAP expenditures by type of activity is show below.

FY21 Budget FY22 Budget FY23 Proposed FY24 Proposed FY25 Proposed

Electrical $ 1,564,250 $ 2,137,500 $ 3,632,300 $ 2,565,550 $ 3,288,300 HVAC 733,000 851,500 4,681,000 2,570,000 2,435,000 Plumbing 390,000 1,675,000 1,433,000 2,100,000 2,528,000 Resurfacing 5,274,000 5,676,000 2,017,000 3,262,000 3,942,000 Roofing 12,031,000 8,658,000 9,480,000 14,534,000 14,720,000 Structure Repair/Windows 4,268,750 5,545,000 6,661,000 8,322,500 8,413,000

Total CAPP Expenditures $ 24,261,000 $ 24,543,000 $ 27,904,300 $ 33,354,050 $ 35,326,300

Local Tax Funding $ 24,261,000 $ 24,543,000 $ 27,904,300 $ 33,354,050 $ 35,326,300

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 71 FINANCIAL SECTION

Capital Asset Preservation Program Fund Expenditures by Facility

Facility FY22 Proposed

Schools: Aldie ES $ $270,000 Ashburn ES 60,000 Balls Bluff ES 250,000 Banneker ES 40,000 Belmont Ridge MS 155,000 Blue Ridge MS 107,500 Briar Woods HS 105,000 Catoctin ES 500,000 Cedar Lane ES 235,000 Cool Spring ES 50,000 Countryside ES 542,000 Dominion Trail ES 2,987,000 Evergreen Mill ES 2,886,000 Farmwell Station MS 100,000 Forest Grove ES 518,000 Frances Hazel Reid ES 612,000 Guilford ES 106,000 Hamilton ES 60,000 Harmony MS 463,750 Harper Park MS 210,000 Heritage HS 1,810,000 Hillsboro Charter 105,000 Hillside ES 2,886,000 Horizon ES 135,000 Hutchison Farm ES 603,000 JL Simpson MS 280,000 John Champe HS 1,310,000 Loudoun County HS 184,000 Loudoun Valley HS 360,000 Lovettsville ES 557,250 Lowes Island ES 101,000 Lucketts ES 451,000

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 72 FINANCIAL SECTION

Capital Asset Preservation Program Fund Expenditures by Facility

Facility FY22 Proposed

Meadowland ES 180,000 Mercer MS 70,000 Mountain View EX 540,000 Park View HS 553,000 Potomac Falls HS 90,000 Potowmack ES 95,000 River Bend MS 36,000 Riverside HS 361,000 Sanders Corner ES 95,000 Seneca Ridge MS 260,000 Sterling ES 25,000 Sterling MS 555,000 Stone Bridge HS 723,000 Sully ES 100,000 Tuscarora HS 35,000 Waterford ES 80,000 Woodgrove HS 55,000

Other: Facilities Services 1,595,500 Transportation 55,000

Total $24,543,000

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 73 FINANCIAL SECTION

CENTRAL VEHICLE MAINTENANCE FUND The Central Vehicle Maintenance Fund accounted for the bus and fleet maintenance for both LCPS and Loudoun County. Operations have changed and only the LCPS fleet is maintained. As a result, the Central Vehicle Maintenance Fund was dissolved on December 31, 2020, and operations moved to the School Operating Fund while still managed by the Support Services Department. Information is presented here for historical reference only.

FY18 FY19 FY20 FY21 FY22 CENTRAL VEHICLE MAINTENANCE FUND ACTUAL ACTUAL ACTUAL BUDGET BUDGET Net Position July 1, 1,246,940 886,945 1,339,040 1,403,423

REVENUE Charges for Services 9,458,578 13,935,547 10,434,510 15,190,039 - Total Revenue 9,458,578 13,935,547 10,434,510 15,190,039 -

TRANSFERS IN County General Fund 7,730,000 5,757,440 6,193,685 6,407,937 - Total Transfers In 7,730,000 5,757,440 6,193,685 6,407,937 - Total Funds Available 18,435,518 20,579,932 17,967,235 23,001,399 -

EXPENDITURES Personnel 5,901,416 5,281,647 5,984,749 6,257,917 - Operating 11,439,864 13,753,352 10,362,059 15,340,059 - Capital Outlay 207,293 205,893 217,004 - - Total Expenditures 17,548,573 19,240,892 16,563,812 21,597,976 -

Total Disbursements 17,548,573 19,240,892 16,563,812 21,597,976 - Net Position June 30, 886,945 1,339,040 1,403,423 1,403,423 -

Note: FY18 includes restatement of Beginning Net Position.

$21,600,000

$21,500,000

$21,400,000

$21,300,000 $21,597,976

$21,200,000 $21,219,377 $21,100,000 $21,085,656 $21,085,656 $21,000,000

$20,900,000

$20,800,000 FY18 FY19 FY20 FY21 FY22

Budget

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 74 FINANCIAL SECTION

SELF INSURANCE FUND

The Self Insurance fund accounts for employee health benefits, workers’ compensation and disability FY22 Budget programs. $224,192,629 8.0 FTEs

FY18 FY19 FY20 FY21 FY22

SELF INSURANCE FUND ACTUAL ACTUAL ACTUAL BUDGET BUDGET

Net Position July 1, 24,304,576 50,311,763 80,676,072 53,644,904 48,507,144

REVENUE Premiums 194,219,007 214,438,469 172,874,676 202,787,196 219,085,254 Total Revenue 194,219,007 214,438,469 172,874,676 202,787,196 219,085,254

TRANSFERS IN Total Funds Available 218,523,583 264,750,232 253,550,748 256,432,100 267,592,397

EXPENDITURES Personnel 5,657,154 7,148,054 6,098,668 849,218 918,437 Operating - Claims 162,554,665 176,926,106 193,807,176 207,075,738 223,274,192 Total Expenditures 168,211,820 184,074,160 199,905,845 207,924,956 224,192,629

TRANSFERS OUT Total Disbursements 168,211,820 184,074,160 199,905,845 207,924,956 224,192,629 Net Position June 30, 50,311,763 80,676,072 53,644,904 48,507,144 43,399,769

Note: Self Insurance Fund budgeted for the first time in FY18.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 75 FINANCIAL SECTION

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 76 DEPARTMENT OF BUSINESS AND FINANCIAL SERVICES

DEPARTMENT SUMMARY

The Department of Business and Financial Services' mission is to provide support, leadership and direction to other school system departments, the Superintendent, and the School Board. The department administrators oversee the areas of accounting, budget and financial analytics, financial services, financial applications administration, health, wellness and benefits, payroll, procurement and risk management, retirement programs and school nutrition. Costs for the school nutrition program are accounted for separately in the School Nutrition Fund. Financial affairs are managed in a fiscally responsible manner to be consistent with the School Board budget and goals. Detailed descriptions of the responsibilities and duties of each division in Business and Financial Services are outlined on the subsequent pages.

FY22 CHANGES

The personnel budget funds full-time salary and benefit costs for 74.5 positions. Changes reflect an increase of 5.0 new FTEs, and a health insurance rate increase.

The operations and maintenance projected expenditures increased due to consulting fees associated with collective bargaining and funding for upgrades to computers for new staff.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 77 DEPARTMENT OF BUSINESS AND FINANCIAL SERVICES

BUDGET HISTORY

Division FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget

Assistant Superintendent for Business and Financial Services $ 444,999 $ 423,419 $ 422,266 $ 426,483 $ 438,252 Budget and Financial Analytics 960,587 976,358 1,212,126 1,431,079 1,926,072 Employee Benefits and Retirement 1,057,054 1,357,965 1,325,560 1,117,841 1,138,427 Financial Services 5,692,718 5,214,590 5,232,890 5,386,428 5,888,897 Procurement Services 1,277,042 1,261,579 1,323,655 1,397,703 1,452,006

Total $ 9,432,400 $ 9,233,911 $ 9,516,498 $ 9,759,534 $ 10,843,654

Positions 73.0 73.0 73.0 69.5 74.5

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 78 DEPARTMENT OF BUSINESS AND FINANCIAL SERVICES

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 5,755,480 $ 5,916,073 $ 6,073,054 $ 6,176,915 $ 6,648,560 7.6% Non-FTE Salaries $ 639,858 $ 241,546 $ 221,873 $ 115,200 $ 115,200 0.0% Benefits $ 2,543,988 $ 2,551,151 $ 2,352,565 $ 2,448,623 $ 2,802,398 14.4% Total Personnel $ 8,939,326 $ 8,708,770 $ 8,647,492 $ 8,740,738 $ 9,566,158 9.4%

Operations and Maintenance Contractual Services $ 299,592 $ 297,121 $ 647,394 $ 742,175 $ 992,175 33.7% Materials, Supplies and Equipment $ 86,805 $ 104,788 $ 57,167 $ 99,749 $ 100,449 0.7% Computers and Software $ 37,582 $ 31,955 $ 81,342 $ 19,225 $ 27,225 41.6% Training and Continuing Education $ 69,094 $ 91,277 $ 83,103 $ 157,647 $ 157,647 0.0% Total Operations and Maintenance $ 493,073 $ 525,141 $ 869,006 $ 1,018,796 $ 1,277,496 25.4%

Total $ 9,432,400 $ 9,233,911 $ 9,516,498 $ 9,759,534 $ 10,843,654 11.1%

Positions 73.0 73.0 73.0 69.5 74.5

FY22 BUDGET BY OBJECT OF EXPENDITURE

88.2%

11.8% 0.0%

Personnel Operations and Maintenance Capital Outlay

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 79 DEPARTMENT OF BUSINESS AND FINANCIAL SERVICES ASSISTANT SUPERINTENDENT FOR BUSINESS AND FINANCIAL SERVICES

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 265,078 $ 270,760 $ 285,417 $ 285,418 $ 293,798 2.9% Non-FTE Salaries $ 42,174 $ 368 $ 675 $ 500 $ 500 0.0% Benefits $ 99,201 $ 111,356 $ 103,937 $ 105,865 $ 109,254 3.2% Total Personnel $ 406,453 $ 382,484 $ 390,030 $ 391,783 $ 403,552 3.0%

Operations and Maintenance Contractual Services $ 8,829 $ - $ 5,000 $ 2,500 $ 2,500 0.0% Materials, Supplies and Equipment $ 16,946 $ 21,464 $ 3,726 $ 12,200 $ 12,200 0.0% Computers and Software $ 11,438 $ 10,069 $ 20,579 $ 2,500 $ 2,500 0.0% Training and Continuing Education $ 1,333 $ 9,401 $ 2,932 $ 17,500 $ 17,500 0.0% Total Operations and Maintenance $ 38,546 $ 40,934 $ 32,237 $ 34,700 $ 34,700 0.0%

Total $ 444,999 $ 423,419 $ 422,266 $ 426,483 $ 438,252 2.8%

Positions 2.0 2.0 2.0 2.0 2.0

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 500,000 FTE FTE FTE Assistant Superintendent 1.0 1.0 1.0 400,000 Support 1.0 1.0 1.0 Total 2.0 2.0 2.0 300,000

200,000

100,000

0 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 80 DEPARTMENT OF BUSINESS AND FINANCIAL SERVICES ASSISTANT SUPERINTENDENT FOR BUSINESS AND FINANCIAL SERVICES

BUDGET OVERVIEW

PROGRAM DESCRIPTION The Assistant Superintendent of Business and Financial Services provides leadership, direction, and centralized support to other school system departments, the Superintendent, and School Board in the areas of accounting, budget and financial analytics, employee benefits and retirement, payroll, procurement, and school nutrition. Business and Financial Services provides support in the areas of business operations and financial information used for administrative decision-making, and interprets related laws to ensure full legal compliance.

PERSONNEL The personnel line is comprised of salaries and benefits for 2.0 full-time positions.

Funding for non-FTE salaries is level with FY21. Benefits increased due to a health insurance rate increase.

OPERATIONS AND MAINTENANCE There are no increases in the operations and maintenance budget.

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions: Provided leadership and direction to the five divisions in Business and Financial Services, Served as a resource to the Superintendent, School Board, and public on budgetary and financial matters,  Maintained and provided timely and accurate information to the Superintendent, School Board, and citizens on a regular basis,  Interpreted accounting principles, state laws, federal laws, and School Board policy to guarantee full legal compliance,  Oversaw the successful annual audit of appropriated funds and school activity funds by an independent auditing firm,  Received a Meritorious Budget Award from the Association of School Business Officials (ASBO) International for the 2018-2019 Annual Operating Budget,  Received awards for excellence in financial reporting for the Comprehensive Annual Financial Report (CAFR) from GFOA and ASBO,  Expanded online portal capabilities so that all accounts receivable invoicing may be paid through the payment portal,  Implemented a team of Financial Trainers to provide support to school bookkeepers and maintain clean school activity fund audits, and  Provided analysis and support for a health premium holiday and reduced the school lunch price in FY21.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 81 DEPARTMENT OF BUSINESS AND FINANCIAL SERVICES ASSISTANT SUPERINTENDENT FOR BUSINESS AND FINANCIAL SERVICES

FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board Goals through the following:  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 accurate financial 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 on financial information about programs or operations,  Provide leadership and direction to the divisions in the Department of Business and Financial Services, and  Ongoing support of audit initiatives.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Dr. Scott Ziegler Sharon Willoughby Interim Superintendent Assistant Superintendent for Business and Financial Services

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 82 DEPARTMENT OF BUSINESS AND FINANCIAL SERVICES ASSISTANT SUPERINTENDENT FOR BUSINESS AND FINANCIAL SERVICES

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 83 DEPARTMENT OF BUSINESS AND FINANCIAL SERVICES BUDGET AND FINANCIAL ANALYTICS

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 673,816 $ 686,281 $ 851,450 $ 1,011,917 $ 1,304,996 29.0% Non-FTE Salaries $ 6,380 $ 6,074 $ 13,503 $ - $ - 0.0% Benefits $ 267,508 $ 272,511 $ 329,179 $ 402,237 $ 595,451 48.0% Total Personnel $ 947,704 $ 964,866 $ 1,194,132 $ 1,414,154 $ 1,900,447 34.4%

Operations and Maintenance Contractual Services $ 221 $ 424 $ 429 $ 1,500 $ 1,500 0.0% Materials, Supplies and Equipment $ 3,240 $ 3,917 $ 4,626 $ 3,875 $ 4,575 18.1% Computers and Software $ 55 $ 897 $ 9,757 $ - $ 8,000 0.0% Training and Continuing Education $ 9,367 $ 6,254 $ 3,181 $ 11,550 $ 11,550 0.0% Total Operations and Maintenance $ 12,883 $ 11,492 $ 17,994 $ 16,925 $ 25,625 51.4%

Total $ 960,587 $ 976,358 $ 1,212,126 $ 1,431,079 $ 1,926,072 34.6%

Positions 8.0 8.0 9.0 11.0 15.0

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 2,500,000 Director 1.0 1.0 1.0 2,000,000 Supervisor 1.0 1.0 1.0 Analyst 8.0 8.0 12.0 Support 1.0 1.0 1.0 1,500,000 Total 11.0 11.0 15.0

1,000,000

500,000

‐ FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 84 DEPARTMENT OF BUSINESS AND FINANCIAL SERVICES BUDGET AND FINANCIAL ANALYTICS

BUDGET OVERVIEW

PROGRAM DESCRIPTION The Budget and Financial Analytics Division provides primary support to the Assistant Superintendent in the development, analysis, and review of Loudoun County Public Schools' appropriated budgets. The division is also responsible for the preparation of financial reports to the Virginia Department of Education as well as responses to financial and statistical surveys. The Division also monitors and analyzes revenue, disbursements, and staffing trends throughout the fiscal year to ensure the solvency of the school system.

PERSONNEL The personnel line is comprised of salaries and fringe benefits for 15.0 full-time positions. In FY22, there is an increase of 4.0 FTEs. Three financial analysts will support the collective bargaining initiative and the other financial analyst is needed to help meet the increasing demands of projection and reporting requirements.

1.0 new position is requested in FY22 related to Other Growth:  1.0 Financial Analyst 3.0 new positions are requested as Enhancements - Other:  3.0 Financial Analysts

OPERATIONS AND MAINTENANCE The operations and maintenance expenditures provide materials and supplies needed throughout the budget preparation. The 51.4% increase is needed to upgrade the computers for the 4.0 new financial analysts.

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:  Published three versions of the FY20 operating budget: Superintendent's Proposed Budget, School Board Adopted Budget Executive Summary and the annual Adopted Budget,  Responded to numerous questions and surveys from surrounding jurisdictions, reporting agencies, School Board members, Board of Supervisors' members, and concerned citizens,  Prepared Virginia Department of Education required reports such as the Annual School Report (which includes requirements for the Every Student Succeeds Act), the Required Local Effort report, the Individuals with Disabilities Education Act (IDEA) Maintenance of Effort report and others,  Ensured that current budget information was available on the LCPS website for parents and concerned citizens of the county,  Earned the Meritorious Budget Award from the Association of School Business Officials International (ASBO), and  Improved and streamlined position costing in Oracle.

FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board Goals through the following:  Complete the implementation of the new budget preparation system (OpenGov) that will refine and improve the format of the LCPS operating budget document to present coherent, comprehensive information 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,

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 85 DEPARTMENT OF BUSINESS AND FINANCIAL SERVICES BUDGET AND FINANCIAL ANALYTICS

 Continue timely and accurate response to questions and surveys,  Submit all Virginia Department of Education reports as required,  The financial analytics team will continue to perform more extensive revenue, expenditure and fund analyses on a regular basis,  Continue to improve the budget information posted on Loudoun County Public Schools' website,  Continue to receive annual ASBO’s Meritorious Budget Award,  Receive the Government Finance Officers Association’s (GFOA) Distinguished Budget Presentation award, and  Improve on costing methodology of non-FTE positions.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Sharon Willoughby Kimberly Klees Assistant Superintendent for Business and Financial Director of Budget and Financial Analytics Services

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 86 DEPARTMENT OF BUSINESS AND FINANCIAL SERVICES BUDGET AND FINANCIAL ANALYTICS

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 87 DEPARTMENT OF BUSINESS AND FINANCIAL SERVICES EMPLOYEE BENEFITS AND RETIREMENT

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 523,319 $ 678,861 $ 718,660 $ 488,867 $ 496,438 1.5% Non-FTE Salaries $ 79,204 $ 108,078 $ 58,432 $ 82,000 $ 82,000 0.0% Benefits $ 283,525 $ 340,061 $ 325,969 $ 187,944 $ 200,960 6.9% Total Personnel $ 886,048 $ 1,127,000 $ 1,103,061 $ 758,811 $ 779,397 2.7%

Operations and Maintenance Contractual Services $ 126,924 $ 172,217 $ 179,082 $ 308,000 $ 308,000 0.0% Materials, Supplies and Equipment $ 33,634 $ 34,226 $ 22,328 $ 30,450 $ 30,450 0.0% Computers and Software $ 4,963 $ 10,869 $ 5,061 $ 6,000 $ 6,000 0.0% Training and Continuing Education $ 5,485 $ 13,653 $ 16,028 $ 14,580 $ 14,580 0.0% Total Operations and Maintenance $ 171,005 $ 230,965 $ 222,499 $ 359,030 $ 359,030 0.0%

Total $ 1,057,053.54 $ 1,357,965 $ 1,325,560 $ 1,117,841 $ 1,138,427 1.8%

Positions 7.0 7.0 8.0 4.5 4.5

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 1,600,000.00 Director 1.0 1.0 1.0 1,400,000.00 Supervisor 0.5 0.5 0.5 Support 1.0 1.0 1.0 1,200,000.00 Specialist 2.0 2.0 2.0 1,000,000.00 Total 4.5 4.5 4.5

800,000.00 600,000.00 400,000.00 200,000.00 0.00 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 88 DEPARTMENT OF BUSINESS AND FINANCIAL SERVICES EMPLOYEE BENEFITS AND RETIREMENT

BUDGET OVERVIEW

PROGRAM DESCRIPTION The Divisions of Employee Health, Wellness and Benefits and Retirement and Disability Programs provide comprehensive benefit services and education to retain and recruit over 11,799 full-time and 5,289 part-time employees. Services include the maintenance of all benefits for active employees and over 2,000 retirees and their dependents, as well as the creation, maintenance and growth of the Wellness Works! Program and a community discount program. Education is provided via individual and group counseling for leave, disability programs, workers compensation, retirement and general benefit programs, as well as through a robust communication campaign which includes new hire benefit orientations, web resources, a monthly benefits E-Magazine, webinars and workshops.

The Divisions also coordinate district-wide compliance with regard to requirements of the Consolidated Omnibus Budget Reconciliation Act (COBRA), Health Insurance Portability and Accountability Act (HIPAA), Section 125 Cafeteria Plans, Centers for Medicare and Medicaid Services, 403(b) Universal Availability, 457 Deferred Compensation plans, Virginia Retirement System plans (VRS), the Affordable Care Act (ACA), Family Medical Leave Act (FMLA), Americans with Disability Act (ADA), Occupational Safety and Health Administration (OSHA) and Workers Compensation. Staff support for the program is also budgeted in the Self-Insurance Fund.

PERSONNEL The personnel line is comprised of salaries and fringe benefits for 4.5 full-time positions. Benefits reflect an increase of 6.9% due to a health insurance rate increase

OPERATIONS AND MAINTENANCE The Operations and Maintenance budget remains level with FY21.

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:  Facilitated New Hire Orientations for over 1,972 new hires, rehires, transfers and retirees in English and Spanish,  Facilitated education and training related to benefit services, personal finance and retirement for employees and retirees in English and Spanish,  Processed 223 VRS retirement applications,  Published 12 Wellness Works! e-magazines, 4 retiree newsletters, 9 instructional videos and a series of Blackboard Connect messages and emails,  Managed health plan eligibility, enrollment, payroll deductions, reporting, reconciliations and claims issues for approximately 29,000 lives,  Managed retiree and dependent eligibility, enrollment, billing, reporting, reconciliations and claims issues for over 2,400 lives, and  Continued to develop and strengthen the Wellness Works! Programs.

FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board Goals through the following:  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,

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 89 DEPARTMENT OF BUSINESS AND FINANCIAL SERVICES EMPLOYEE BENEFITS AND RETIREMENT

 Continue to provide education on resources available to support the physical, financial and emotional well-being of our employees and retirees,  Continue to grow the Wellness Works! program to ensure a continued and demonstrated return on this investment in the health and wellness of our employees and retirees,  Continue to review and improve internal processes and procedures to ensure we are providing efficient and cost- effective benefits and benefit-related products, and  Increase safety awareness through the implementation of a system-wide Safety Program, integrating technology with best practices and compliance with Federal and State regulations, including OSHA requirements.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Sharon Willoughby Gabrielle Cotman Assistant Superintendent for Business and Financial Director of Employee Benefits and Retirement Services

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 90 DEPARTMENT OF BUSINESS AND FINANCIAL SERVICES EMPLOYEE BENEFITS AND RETIREMENT

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 91 DEPARTMENT OF BUSINESS AND FINANCIAL SERVICES FINANCIAL SERVICES

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 3,446,816 $ 3,408,023 $ 3,283,298 $ 3,430,522 $ 3,588,812 4.6% Non-FTE Salaries $ 434,224 $ 110,913 $ 145,173 $ 32,700 $ 32,700 0.0% Benefits $ 1,566,810 $ 1,486,092 $ 1,254,105 $ 1,397,496 $ 1,491,676 6.7% Total Personnel $ 5,447,850 $ 5,005,028 $ 4,682,577 $ 4,860,718 $ 5,113,187 5.2%

Operations and Maintenance Contractual Services $ 163,570 $ 123,589 $ 456,071 $ 400,500 $ 650,500 62.4% Materials, Supplies and Equipment $ 28,986 $ 35,974 $ 24,148 $ 41,250 $ 41,250 0.0% Computers and Software $ 19,542 $ 9,922 $ 45,945 $ 10,725 $ 10,725 0.0% Training and Continuing Education $ 32,770 $ 40,077 $ 24,150 $ 73,235 $ 73,235 0.0% Total Operations and Maintenance $ 244,868 $ 209,562 $ 550,314 $ 525,710 $ 775,710 47.6%

Total $ 5,692,718 $ 5,214,590 $ 5,232,890 $ 5,386,428 $ 5,888,897 9.3%

Positions 46.0 46.0 43.0 41.0 42.0

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 7,000,000 Director 1.0 1.0 1.0 Supervisor 3.0 3.0 2.0 6,000,000 Accountant 10.0 10.0 10.0 5,000,000 Auditor 1.0 1.0 1.0 Support 19.0 19.0 19.0 4,000,000 Coordinator 6.0 6.0 7.0 3,000,000 Specialist 1.0 1.0 1.0 Total 41.0 41.0 42.0 2,000,000 1,000,000 0 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 92 DEPARTMENT OF BUSINESS AND FINANCIAL SERVICES FINANCIAL SERVICES

BUDGET OVERVIEW

PROGRAM DESCRIPTION The Division of Financial Services is responsible for the accounting of all financial transactions, payroll services, financial reporting, School Activity Fund accounting, financial training, and financial applications systems support. The Division develops and implements internal controls to protect and safeguard Loudoun County Public Schools' financial assets through the Internal Audit program. Additionally, the office provides guidance and support to all departments, divisions, and schools throughout Loudoun County Public Schools in their financial and business efforts to serve students and staff. This office's scope encompasses the accurate and timely recording of transactions, compliance with regulatory parameters, adherence to appropriate professional guidelines, implementation and oversight of local policies, and incorporation of a high level of personal and professional ethics in those responsible for handling the school division's finances. Examples of benchmark standards and ruling agencies include the Internal Revenue Service, the Social Security Administration, state and federal laws, Generally Accepted Accounting Principles (GAAP), governmental accounting standards established by Governmental Accounting Standards Board (GASB), guidelines provided through Virginia's Auditor of Public Accounts (APA), and the United States Office of Management and Budget (OMB). Financial Services, through an elaborate accounting structure, oversees the receipt of revenues and the disbursement of expenditures over $1 billion. The office provides accurate and timely payments to vendors and all LCPS staff.

PERSONNEL The personnel line is comprised of salaries and benefits for 42.0 full-time employees. A new payroll coordinator is requested to handle the unique needs and requirements of collective bargaining. Benefits increased due to a health insurance rate increase.

In FY22 1.0 new positions is requested as an Enhancement – Other  1.0 Payroll Coordinator

Non-FTE salaries include part-time and overtime to assist during peak workload periods. Funding remains level with FY21.

OPERATIONS AND MAINTENANCE Operations and maintenance expenditures are required to provide for materials and supplies to support office functions. The 47.6% increase is for payroll consulting fees associated with collective bargaining.

FY20 MAJOR ACHIEVEMENTS Support School Board Goals, as evidenced through the following outcomes and actions:  Implemented the new Comprehensive Annual Financial Report (CAFR) Software – Gravity,  Created the FASTeam, added two Financial Trainers to assist the Financial Team Members, Account Managers/Principals, Financial/Office Technicians, Financial Analysts, Administrative Assistants, and Timekeepers, to manage financial affairs in a fiscally responsible manner,  Implemented monthly FAST Forums to support and guide the Financial Team Members with financial needs,  Increased the utilization of the Division's credit card payment option for parents, which will reduce the direct handling of cash and checks by staff, by completing the rollout of the credit card emulators to assist on-site transactions of school activities,  Trained high school custodial staff on the administration and approval process of timekeeping,

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 93 DEPARTMENT OF BUSINESS AND FINANCIAL SERVICES FINANCIAL SERVICES

 Issued 16,997 W-2, 1,433 Verification of Employments, garnishment and ACH payments to appropriate agencies, and 388,461 direct deposits or checks during the FY20 school year,  Implemented the ability for terminated/retired to login to Employee Self Service to retrieve their pay statements and W-2 forms,  Implemented an automated Accounts Payable process for refunds to return families monies for prepaid expenses for school-related activities,  Implemented new leave benefits for COVID related to government mandated (FFCRA) benefits to support employees who were adversely affected by the pandemic,  Created processes to accomplish the reporting of CARES activities, including grants, personnel, expenditures,  Coordinate external audits to ensure funds are accounted for within the policies of the School Board, working with schools and offices to mitigate potential findings and recommendations,  Implemented a remote process for the external audit for the School Activity Funds,  Received awards for excellence in financial reporting for the CAFR from both the Government Finance Officers Association (GFOA) and the Association of School Business Officials International (ASBO),  Increased professional development opportunities for staff for GASB, GAAP, and other applicable standards to stay current and relevant to provide accurate and complete financial reporting,  Successful implementation of Oracle end-of-year upgrade with minimal disruption,  Consolidated software support into the Business and Financial Services Software Support (BFS³), and  Resolved and supported over 1,500 trouble tickets and over 6,300 help desk calls related to BFS financial applications.

FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board Goals through the following:  Increase staff knowledge of applicable GASB, GAAP, and other applicable standards to stay current and relevant to provide accurate and complete financial reporting. This effort consists of a blend of internal training and various course attendance and review of online and printed publications. The goal is to continue the production of a high- quality annual CAFR and to submit to GFOA and ASBO for award review,  Continue and expand Comprehensive and Coordinated Financial Training & Support to support, train, and educate staff on LCPS business operations,  Further, accelerate fiscal year closing schedule to expedite the fiscal year-end close process,  Coordinate both internal and external audits to ensure funds are accounted for within the policies of the School Board, working with schools and departments to mitigate potential findings and recommendations,  Provide resources for an independent audit of the LCPS financial statements and the Comprehensive Annual Financial Report, and  Expand the internal review program to evaluate financial operations within the school district,  Extend appropriate professional development opportunities for all staff within the Divisions,  Continue timely and accurate payments to all employees,  Manage and optimize accounts receivable processes to limit uncollectable accounts,  Maintain consistent reporting of federal and state withholdings as well as retirement data,  Provide ongoing dedicated support to all BFS applications as well as the security of the Virginia Retirement System,  Implement and support ACH payment process to LCPS suppliers,

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 94 DEPARTMENT OF BUSINESS AND FINANCIAL SERVICES FINANCIAL SERVICES

 Expand our financial reporting capabilities by implementing a new financial reporting tool,  Develop test plans and coordinate comprehensive internal and external testing events for Oracle, and  Enhance the automation of the system for Oracle and other Business and Finance applications.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Sharon Willoughby Susan Casale Assistant Superintendent for Business and Financial Director of Financial Services Services

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 95 DEPARTMENT OF BUSINESS AND FINANCIAL SERVICES PROCUREMENT AND RISK MANAGEMENT

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 846,452 $ 872,149 $ 934,229 $ 960,191 $ 964,516 0.5% Non-FTE Salaries $ 77,876 $ 16,113 $ 4,090 $ - $ - 0.0% Benefits $ 326,944 $ 341,130 $ 339,374 $ 355,081 $ 405,059 14.1% Total Personnel $ 1,251,271 $ 1,229,392 $ 1,277,693 $ 1,315,272 $ 1,369,575 4.1%

Operations and Maintenance Contractual Services $ 49 $ 891 $ 6,812 $ 29,675 $ 29,675 0.0% Materials, Supplies and Equipment $ 3,999 $ 9,206 $ 2,339 $ 11,974 $ 11,974 0.0% Computers and Software $ 1,584 $ 198 $ - $ - $ - 0.0% Training and Continuing Education $ 20,139 $ 21,892 $ 36,812 $ 40,782 $ 40,782 0.0% Total Operations and Maintenance $ 25,770 $ 32,187 $ 45,963 $ 82,431 $ 82,431 0.0%

Total $ 1,277,042 $ 1,261,579 $ 1,323,655 $ 1,397,703 $ 1,452,006 3.9%

Positions 10.0 10.0 11.0 11.0 11.0

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 1,600,000 Director 1.0 1.0 1.0 1,400,000 Supervisor 1.0 1.0 1.0 Manager 1.0 1.0 1.0 1,200,000 Support 1.0 1.0 1.0 1,000,000 Specialist 7.0 7.0 7.0 Total 11.0 11.0 11.0 800,000 600,000 400,000 200,000 0 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 96 DEPARTMENT OF BUSINESS AND FINANCIAL SERVICES PROCUREMENT AND RISK MANAGEMENT

BUDGET OVERVIEW

PROGRAM DESCRIPTION Procurement and Risk Management enables Loudoun County Public Schools to purchase required goods and services in conformance with the Virginia Public Procurement Act and School Board Policy. It is the purpose of Procurement and Risk Management to obtain high quality goods and services at a reasonable cost, and to conduct procurement procedures in a fair and impartial manner without impropriety or the appearance of impropriety. Procurement and Risk Management provides processes to acquire goods and services including sourcing, full contract administration for solicitation and non- solicitation based agreements, purchase order processing, opening of new schools, risk management activities, and management of the LCPS Property and Liability Insurance Program.

PERSONNEL The personnel line is comprised of salaries and benefits for 11.0 full-time positions. Benefits increased due to a health insurance rate increase.

OPERATIONS AND MAINTENANCE The operations and maintenance budget remains level with FY21.

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:  65 formal solicitations were issued or renewed for a variety of new and increased services and 204 cooperative agreements were utilized for purchases. Informal/formal quotations, sole sources 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 one new high school to develop knowledgeable critical thinkers, communicators, collaborators, creators, and contributors,  1,200 solicitation and non-solicitation based contracts were reviewed including contracts to support professional learning to cultivate a high performing team of professionals focused on the LCPS mission and goals,  87 Memorandums of Understanding (MOU) were created for compliance with Virginia law and School Board policy,  Reviewed and approved 4,423 purchase orders,  Maintained LCPS procurement manual and developed procurement chapters for inclusion in BFS manual,  A help desk was maintained to provide assistance to financial technicians, account managers, suppliers, and bidders,  An interactive web site was maintained which allows bidders to register online, update information, download solicitations, and respond online,  Provided consultation with school and central office administration on liability insurance requirements and safety guidelines,  Maintenance and support of Risk Management Tracking System to provide data concerning school system risk exposure and loss experience and creation of reports including review of 1,600 records and follow-up as necessary,  Implemented a program to order, distribute and track PPE orders and needs associated with COVID-19,  Managed the LCPS Property and Liability Insurance Program by coordinating investigations of accidents, injuries, damages, complaints and lawsuits through collaboration with the property and casualty insurance carrier, legal counsel, and claimants,

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 97 DEPARTMENT OF BUSINESS AND FINANCIAL SERVICES PROCUREMENT AND RISK MANAGEMENT

 Collaborated with Support Services and schools to process 180 special event requests, and  Provided and maintained quality client service to deliver effective and efficient support for student success.

FY22 MAJOR WORK PLAN INITIATIVES Continue to Support School Board Goals through the following:  Maximize the quality of goods and services purchased and minimize the cost to the taxpayers by seeking additional opportunities for cooperative purchases including cooperative solicitations, as well as using riders to other jurisdictions' bids and state contracts,  Continue to enhance the Oracle ERP procurement to include punch-out catalog functionality and full iSupplier functionality,  Populate and maintain the IonWave Contract Management System to track contracts, special events, vendor documents, and allow inquiry functionality to LCPS stakeholders,  Increase utilization of the Ionwave Online Bidding system for internal and external users,  Expedite the bidding, ordering, and delivery process for furniture and equipment for the ongoing needs of the school system, as well as for new buildings, new programs, and renovations where needed to develop knowledgeable critical thinkers, communicators, collaborators, creators, and contributors,  Review all solicitation based and non-solicitation based contracts to cultivate high-performing team of professionals focused on LCPS mission and goals,  Continue to conduct workshops for current and potential suppliers on doing business with LCPS and use of automated procurement systems,  Evaluate and further streamline procurement and risk management processes to meet benchmarking metrics,  Support and enhance the Risk Management Tracking System to include property damage reporting,  Continued development of Procurement Procedures Manual as a how-to-guide for cross-training Procurement staff to ensure continuation of services during staff absences,  Ensure compliance with procurement best practice as outlined by the National Institute of Government Purchasing,  Obtain National Purchasing Institute's Achievement of Excellent in Procurement award,  Enhance purchase card program,  Implement enhanced incident management system to include student and visitor injuries and property damage reports,  Collaborate and communicate with LCPS departments and schools to market procurement and risk management responsibilities and train end users on procurement and risk management policies and procedures, and  Provide procurement and risk management staff additional professional development opportunities.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Sharon Willoughby Andrea Philyaw Assistant Superintendent for Business and Financial Director of Procurement and Risk Management Services

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 98 CENTRAL SUPPORT

SUMMARY

Central Support includes the following areas:

• School Board • Superintendent • Public Information

School Board

The School Board is responsible for the operation of the county’s public schools in accordance with State Department of Education regulations. School Board members are elected every four years in the November general election with one member elected for each of the eight electoral districts and one member elected at-large. Loudoun’s seventh elected School Board took office January 6, 2020. The Clerk of the School Board oversees the compilation of board minutes and official communications to the board.

Superintendent

The Office of the Superintendent includes the Superintendent, Division Counsel and Chief of Staff. This office oversees and coordinates the departments of Business and Financial Services, Digital Innovation, Human Resources and Talent Development, Instruction, Pupil Services, Support Services, and the Public Information Office. The Superintendent oversees the day-to-day administrative operations of the school system to achieve the mission and long-term goals adopted by the School Board. This office represents Loudoun County Public Schools in the community by serving on the Loudoun County Economic Development Commission, Chamber of Commerce, Loudoun Education Foundation Board of Trustees, Loudoun School-Business Partnership Executive Council, and the CEO Cabinet. The Division Counsel provides legal advice on personnel, land acquisition, and student discipline matters, and advises the School Board on policy matters and updates.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 99 SCHOOL BOARD SCHOOL BOARD

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 274,204 $ 253,132 $ 252,866 $ 258,973 $ 235,320 -9.1% Non-FTE Salaries $ 2,248 $ 1,062 $ 11,858 $ 95,000 $ 95,000 0.0% Benefits $ 104,949 $ 110,125 $ 85,740 $ 199,030 $ 112,853 -43.3% Total Personnel $ 381,401 $ 364,318 $ 350,464 $ 553,003 $ 443,173 -19.9%

Operations and Maintenance Contractual Services $ 12,893 $ 588 $ 5,567 $ - $ - 0.0% Materials, Supplies and Equipment $ 4,980 $ 16,195 $ 8,941 $ 7,500 $ 7,500 0.0% Computers and Software $ - $ - $ 10,200 $ 10,200 $ 10,200 0.0% Training and Continuing Education $ 27,632 $ 32,448 $ 28,290 $ 44,000 $ 44,000 0.0% Total Operations and Maintenance $ 45,505 $ 49,231 $ 52,998 $ 61,700 $ 61,700 0.0%

Total $ 426,907 $ 413,549 $ 403,463 $ 614,703 $ 504,873 -17.9%

Positions 1.0 1.0 1.0 1.0 1.0

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 700,000 Support 1.0 1.0 1.0 Total 1.0 1.0 1.0 600,000 500,000 400,000 300,000 200,000 100,000 0 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 100 SCHOOL BOARD SCHOOL BOARD

BUDGET OVERVIEW

PROGRAM DESCRIPTION The School Board is responsible for the operation of the County's public schools in accordance with the regulations of the State Department of Education and for developing school policy as published and is available throughout the county in the School Board Policy manual. Goals:

1. Develop knowledgeable critical thinkers, communicators, collaborators, creators, and contributors. 2. Cultivate a high performing team of professionals focused on our mission and goals. 3. Deliver effective and efficient support for student success.

PERSONNEL Personnel is comprised of salaries and benefits for School Board members and Clerk of the School Board. Non-FTE Salaries are related to staff overtime for required Board meetings and part-time assistants for Board Members.

OPERATIONS AND MAINTENANCE Operations and Maintenance expenditures include supplies, subscriptions, mileage reimbursement, travel related expenditures for conference and seminars and annual maintenance for "BoardDocs."

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:

 The School Board continues to work closely with students, families, and the community to provide a superior education and safe schools, so that all students can make meaningful contributions to the world.

FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board Goals through the following:

 The School Board continues to address their goals and works with the County Board of Supervisors for the benefit of all students,  Assists the Superintendent and professional staff in maintaining and enhancing a quality educational program to achieve 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, Student Support and Services; Finance & Facilities; Joint Committee with the Board of Supervisors; Legislative & Policy and Human Resources and Talent Development, and  Continues to estimate the amount of money necessary during the fiscal year to support the public school system and to provide new facilities for continuing enrollment growth.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Citizens of Loudoun County School Board Chairman

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 101 SUPERINTENDENT

SUPERINTENDENT

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 809,448 $ 854,093 $ 1,122,076 $ 1,213,929 $ 1,499,122 23.5% Non-FTE Salaries $ 1,060 $ 38,095 $ 6,525 $ 252,350 $ 364,400 44.4% Benefits $ 290,989 $ 295,313 $ 351,367 $ 456,661 $ 542,201 18.7% Total Personnel $ 1,101,497 $ 1,187,501 $ 1,479,968 $ 1,922,940 $ 2,405,723 25.1%

Operations and Maintenance Contractual Services $ 149,073 $ 210,988 $ 270,500 $ 277,450 $ 1,202,550 333.4% Materials, Supplies and Equipment $ 16,384 $ 18,896 $ 13,046 $ 22,500 $ 32,500 44.4% Computers and Software $ - $ - $ 268 $ 600 $ 600 0.0% Training and Continuing Education $ 23,684 $ 23,661 $ 26,185 $ 31,868 $ 31,868 0.0% Total Operations and Maintenance $ 189,142 $ 253,545 $ 309,999 $ 332,418 $ 1,267,518 281.3%

Total $ 1,290,638 $ 1,441,046 $ 1,789,967 $ 2,255,358 $ 3,673,241 62.9%

Positions 5.0 5.0 6.0 7.0 9.0

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 700,000 Superintendent 1.0 1.0 1.0 Chief of Staff 1.0 1.0 1.0 600,000 Director 1.0 1.0 1.0 500,000 Supervisor 1.0 1.0 1.0 Attorney 1.0 1.0 2.0 400,000 Support 2.0 2.0 3.0 Total 7.0 7.0 9.0 300,000 200,000 100,000 0 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 102 SUPERINTENDENT

SUPERINTENDENT PERSONNEL Personnel is comprised of salaries and benefits for 9.0 full-time positions.

In FY22, the following position is related to Enhancement - Other:  1.0 Labor Attorney

Non-FTE salaries are provided for overtime for classified staff and Equity Lead stipend.

1.0 position is related to FY21 Reconciliation:  1.0 Executive Assistant, Equity

Non-FTE salaries related to FY21 Reconciliation:  $104,410 Equity Lead Stipend OPERATIONS AND MAINTENANCE Operations and Maintenance expenditures include materials and supplies needed throughout the year, as well as memberships, dues, subscriptions, conference expenses and legal expenses. The FY22 increase in Contractual Services is due to division-wide equity work of professional coaching and learning and to provide legal services for collective Bargaining should LCPS approve this.

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:

 Worked toward meeting desired outcomes outlined in the strategic actions designed to improve teaching and learning in Loudoun County Public Schools,  Continued to provide professional learning and support to enable teachers to empower all students to make meaningful contributions to the world, particularly through project-based learning and performance-based assessment, as we move toward deeper learning,  Provided support to schools in modifying curriculum scope and sequence documents to meet the needs of learners during distance learning,  Supported implementation of a new learning management system and 100% distance learning environment,  Supported schools in implementing 100% distance learning and hybrid in-person instruction during COVID-19,  Expanded support to all schools through Instructional Facilitator support, including Instructional Facilitators for Mathematics and Computer Science.  Hired 2,043 licensed, classified, administrative, part-time, co-curricular, and substitute employees, through 204 new hire sessions and 75 substitute orientations; Secured 334 licensed candidates through the early hiring process, including 198 early contract candidates; Completed over 2,800 reference checks in support of hiring; Executed over 30 external and internal recruitment events, including college fairs, LCPS career fairs, community events, and customized events for LCPS student teachers, many of which were virtual in FY20,  Provided support to 854 new novice and experienced teachers with a trained mentor, professional learning for 91 lead mentors and 688 new mentors, instructional coach support for 342 novice teachers, training for 66 first and second-year career switchers, and differentiated professional learning opportunities for career switchers and special education teachers,  The school division has a unified operational technology team. By finalizing the reorganization of the Department of Digital Innovation (DDI), the Technology Assistants were converted to Digital Experience Specialists,

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 103 SUPERINTENDENT

SUPERINTENDENT  Supported the digital learning environment adoption, all wireless access points were upgraded for the Individual Learning Device FY20 schools,  Continued to ensure all students have access to individual learning devices by deploying approximately 35,000 devices to students in grades kindergarten through twelve across all of the district's schools. This deployment allowed all LCPS students, grades kindergarten through twelve, ubiquitous access to the digital tools and resources that allow for communication, collaboration, and creation while attending school in-person or virtually,  Classroom Display Modernization has continued with years two and three being expedited. This past year, DDI replaced obsolete interactive whiteboards in more than 2,000 district classrooms with modern interactive classroom display technology,  Redesigned the LCPS cloud service environment hosted by Amazon Web Services (AWS) to provide flexible and scalable resources for systems. Migrated additional workloads, including the DDI web development environments to AWS migration,  Oversaw the successful annual audit of appropriated funds and school activity funds by an independent auditing firm,  Implemented a team of Financial Trainers to provide support to school bookkeepers and maintain clean school activity fund audits,  Provided three health insurance premium holidays through implementation of effective plan design changes, while maintaining a competitive and comprehensive health care program.  Expanded mental health and wellness services, resources, and support to students and families through coordinated Unified Mental Health Team efforts and community partnerships,  Worked toward increased attention to communication and collaboration with the Special Education Advisory Committee (SEAC), school-based special education designees, and families of students with disabilities,  Collaborated with local law enforcement to continue to improve communications and develop relationships that enhance partnerships critical to managing incidents at schools and the community.  Continued to develop and challenge teams and task forces to address specific and global issues such as an advanced energy task force, Principals Safety Task Force, and Loudoun County General Services Team, and  Collaborated with numerous County of Loudoun departments to improve communication and project initiatives. Examples include roadway projects, Fiscal Impact Committee representation, joint land acquisition collaboration through the Land Matrix Team and the Land Matrix Executive Committee.

FY22 MAJOR WORK PLAN INITIATIVES Major work will relate to the three goals of the Vision 20/20 Strategic Plan through an equity lens.  Develop knowledgeable critical thinkers, communicators, collaborators, creators, and contributors,  Cultivate a high-performing team of professionals focused on our mission and goals, and  Deliver effective and efficient support for student success.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Loudoun County School Board Dr. Scott Ziegler Interim Superintendent

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 104 SUPERINTENDENT

SUPERINTENDENT

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 105 PUBLIC INFORMATION OFFICE PUBLIC INFORMATION OFFICE

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 640,444 $ 689,113 $ 788,469 $ 776,300 $ 1,022,187 31.7% Non-FTE Salaries $ 18,981 $ 16,730 $ 46,570 $ 27,000 $ 27,000 0.0% Benefits $ 276,232 $ 296,706 $ 295,909 $ 311,964 $ 435,831 39.7% Total Personnel $ 935,656 $ 1,002,549 $ 1,130,948 $ 1,115,264 $ 1,485,018 33.2%

Operations and Maintenance Contractual Services $ 128,002 $ 94,049 $ 110,917 $ 80,400 $ 172,675 114.8% Materials, Supplies and Equipment $ 11,274 $ 27,594 $ 16,967 $ 25,000 $ 25,000 0.0% Computers and Software $ 287,512 $ 10,682 $ 51,558 $ 53,000 $ 53,000 0.0% Training and Continuing Education $ 6,318 $ 6,224 $ 5,368 $ 11,000 $ 11,000 0.0% Total Operations and Maintenance $ 433,106 $ 138,550 $ 184,810 $ 169,400 $ 261,675 54.5%

Total $ 1,368,762 $ 1,141,099 $ 1,315,758 $ 1,284,664 $ 1,746,693 36.0%

Positions 8.0 8.0 8.0 8.0 11.0

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 2,000,000 Director 1.0 1.0 1.0 Supervisor 1.0 1.0 1.0 Assistant 1.0 1.0 1.0 1,500,000 Support 4.0 4.0 5.0 Coordinator 1.0 1.0 3.0 Total 8.0 8.0 11.0 1,000,000

500,000

0 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 106 PUBLIC INFORMATION OFFICE PUBLIC INFORMATION OFFICE

BUDGET OVERVIEW PROGRAM DESCRIPTION The Public Information Office (PIO) strives to provide accurate, timely and orderly dissemination of information about LCPS to the citizens of Loudoun County and fosters positive community relations for the school system. In 2019, the Public Information Office created a new position, the Director of Communications and Community Engagement, and eliminated the position of Internet Content Manager. The Director of Communications and Community Engagement reports to the Superintendent working with the Chief of Staff and division leaders to carry out School Board goals, objectives and policies in compliance with Virginia Department of Education regulations. PERSONNEL The personnel line includes salaries and benefits for 11 employees. Non-FTE Salaries are to support part-time and overtime funds for School Board and committee meetings.

3.0 positions are related to FY21 Reconciliation:

 1.0 Coordinator, Community Engagement  1.0 Coordinator, Internal/External Communications  1.0 Videographer

OPERATIONS AND MAINTENANCE Operations and Maintenance costs are increasing for contractual services in support of website maintenance, graphic design services and additional training.

FY20 MAJOR ACHIEVEMENTS Supported all School Board Goals through the following: Communications Planning and Management

 Implemented Emergency Event Reporting Protocol: The Public Information Office collaborated with the Department of Instruction and the Department of Support Services, Division of Safety and Security, to develop a process for school administrators to use in reporting emergencies or unusual events. The protocol was introduced in October 2019 and fully implemented in responding to subsequent school emergencies. The protocol is intended to streamline the reporting process and help ensure that central administration contacts are notified of events on a timely basis to initiate appropriate response.  Developed Emergency and Safety-Related Communications Policy and Regulations: Following the introduction of the emergency event reporting protocol, the Public Information Office, in conjunction with the Communications & Outreach Committee of the School Board, developed Policy 3070, Safety- and Emergency-Related Communications, and accompanying regulations. The policy reinforces the School Board’s commitment to transparency and timeliness in communicating important information to all constituencies, and establishes definitions and expectations for what types of events will be communicated about, when, to whom and how

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 107 PUBLIC INFORMATION OFFICE PUBLIC INFORMATION OFFICE

 Revised Regulations Regarding Distribution of Electronic Flyers: LCPS in 2016 adopted an electronic-flyer distribution program to reduce the cost and environmental impact of distributing “backpack flyers” to LCPS students. In 2019, the Public Information Office reviewed and updated the regulations used to determine which organizations are eligible to distribute flyers and what types of information may be communicated by electronic flyer to the families of LCPS students.  On March 12, 2020, the Public Information Office assisted in the overnight effort to inform LCPS families and staff members that school was being suspended, and arranged a major press briefing for area media outlets that enabled the Superintendent to share information directly with the public.  Supported live virtual town hall meetings for LCPS families and staff members, to enable senior staff members to answer questions regarding COVID-19 related questions.

Blackboard Mass Notifications (formerly Connect) The PIO has overseen the daily management and training operations for the BlackboardConnect system for Loudoun County Public School since 2008. In July 2019, the vendor management and technical support of the Blackboard system transitioned to the Department of Digital Innovation.

 In conjunction with the Department of Digital Innovation, PIO worked to upgrade the current BlackboardConnect system to the new Mass Notifications messaging system and provide training to almost 400 system users. As part of LCPS's commitment to continuous process improvement, we determined that upgrading to the Blackboard Mass Notifications system provides more options for communicating with parents, staff and students, as well as additional management features for users. The system integrates effectively with other new tools LCPS is using, such as a new website content management system, allowing more consistent and timely communication across several different platforms that parents and staff use.  Smore: The Public Information Office has invested in a new software platform called Smore. Smore is a web-based newsletter tool that is compatible with Blackboard’s Mass Notification system for distribution. Accounts have been set-up for each school as well as central office staff.  All 93 schools and two instructional centers use Blackboard Mass Notifications to communicate with parents regarding upcoming events; to send electronic newsletters; to inform parents about late buses; provide attendance notifications; and confirm early dismissal notifications at the high school level. Seventy-three schools use Blackboard Mass Notifications to send out daily attendance notifications regarding unexcused absences. Each year, the PIO provides training to new administrators and attendance secretaries to assist with these communications.  For the one-year period ending August 2020, the Public Information Office had distributed 383 system-wide messages for LPCS departments.  From March to December 2020, in support of the School Board’s commitment to notifying the community regarding individual staff and student cases of the virus that causes COVID-19, the Public Information Office had distributed approximately 500 unique messages to the staff members and communities of schools that experienced positive cases (each cases comprises two unique messages, one to staff members and one to families). o Distributed 32 Superintendent’s Updates and other community-wide messages regarding COVID-19 planning and activity between March and December 2020.  PIO assists other departments in sending out communications to parents and staff.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 108 PUBLIC INFORMATION OFFICE PUBLIC INFORMATION OFFICE

o The Employee Health, Wellness and Benefit office uses the system to send out healthcare announcements to employees and retirees. o The Department of Instruction uses the system to send out information on new initiatives, online courses and summer school through Virtual Loudoun, and communication to students from the new school principals. o In the Department of Support Services, Planning Services uses the system for conveying boundary and school site information to the public. School Nutrition Services uses the system to convey information around the Free and Reduced-Price Lunch program as well as low-balance notifications. Transportation uses the Blackboard Mass Notifications system to communicate with their staff during emergencies and inclement weather. As well as, notifying parents about changes to individual bus routes and sending out late bus notifications. o The Department of Pupil Services uses the system to share information regarding Mental Health seminars and CAMPUS events. o The Department of Digital Innovation uses the system to communicate with parents and students regarding ParentVUE and new initiatives around Chromebooks and student email addresses.  During emergencies, the school division uses Blackboard Mass Notifications to inform parents about closings and delays. The PIO also helps principals craft messages about power outages, criminal activities in the area and other unusual situations. This is often done outside business hours.

Media Relations

 The PIO works with local media outlets, such as The Washington Post, the Loudoun Times-Mirror, Loudoun Now and Loudoun Tribune to enhance media coverage of LCPS. The PIO also works with the four Washington, D.C.- based television stations and numerous radio stations, usually dealing with breaking news.

LCPS Web Presence

 PIO maintained and improved the content and character of the Newsroom and Superintendent sections of the LCPS.org webpage. In collaboration with subject matter experts and content owners in the Superintendent’s Office and the Departments of Instruction, Pupil Services, Support Services, Business & Finance and Digital Innovation, PIO: o Developed and published the Equity Overview section, to support understanding of the equity-related mission of LCPS. o Developed, published and maintained the LCPS COVID-19 Preparedness website, to provide information, FAQs and other resources to families and staff members about LCPS’ response to the COVID pandemic. o Developed, published and maintained the Return to School Planning 2020 website, with information about LCPS plans for the restart of instruction for the 2020-2021 school year, and implementation of the Hybrid Model of instruction for students who choose it. o Developed, published and maintained the COVID-19 Case Data dashboard page, displaying current information about the number of positive cases and individuals quarantining among LCPS staff members and students. The page includes data on Centers for Disease Control and Prevention (CDC) Core Indicators that are used to measure the impact of the COVID virus on the Loudoun County community.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 109 PUBLIC INFORMATION OFFICE PUBLIC INFORMATION OFFICE

 PIO researched, wrote and published 386 news stories to LCPS.org and social media channels between Sept. 2019 and August 2020, an average of 32 per month. Story featured student accomplishments, division events, school board activities and community messages regarding response to COVID-19 and other critical topics.  PIO implemented the Virtual First Day back-to-school landing page. This page contains information usually sent home in the First Day Packet that now could be completed electronically. Virtual First Day saved thousands of sheets of paper and let parents quickly, accurately enter and update data that formerly took secretaries months to place manually in the student information system from paper copies.  More than 5.6 million unique visitors viewed the LCPS webpage in the period December 1, 2019-November 30, 2020.

Freedom of Information Act (FOIA) Requests Working with the Division Counsel and LCPS departments, the PIO has helped process more than 425 Virginia Freedom of Information Act requests in the 2020 calendar year. Prior years’ average was in the range of 140-160 FOIA requests.

 GovQA: Beginning in November 2019, the Public Information Office instituted the GovQA automated Virginia Freedom of Information Act (VFOIA) tracking system. This system allows the distribution of the VFOIA requests the school division receives annually to a tiered system of LCPS administrators. The platform provides an online portal for the public to use in placing requests. The software tracks responses against deadlines in state statute, delivers template communication to those placing requests at various steps in the process and facilitates internal communication between departments and redaction as documents are collected and prepared for delivery. This system will allow requests to be tracked more closely and resolved more quickly.

Peachjar Public Information implemented the Peachjar electronic flyer distribution system in October 2016. From the implementation date through the end of the 2018-19 school year, LCPS saved 6,588 trees, equating to 57,982,491 sheets of paper, by distributing flyers electronically. After an initial set-up fee, this service is now provided free to LCPS. LCPS-TVs The LCPS video production unit provides short-format video news production for the LCPS website and cable channel. It also covers Loudoun School Board meetings.

 As of June 30, 2019, LCPS-TV had posted 715 online videos. Between September 2019 and August 2020, LCPS- TV produced 152 video features, which received nearly 4 million views on Vimeo, our video hosting site.  LCPS-TV continued its tradition of production excellence by earning a Gold Telly Award for “A Journey of Education and Remembrance,” about Holocaust survivors visiting with LPCS high school students. LCPS-TV has now won a total of nine Telly Awards. The National School Public Relations Society also honored two videos with Awards of Excellence – “A Journey of Education and Remembrance” and “Making of Newsies: A Rock Ridge Performing Arts Production – and on Honorable Mention for “LCPSP Digital Promise.”  Live coverage of Loudoun School Board Meetings, attendance zone briefings, committee meetings, public hearings and work sessions were provided. From May through December 2020, the Public Information Staff supported more than 100 live-streaming and televised events.  Management of 24/7 LCPS-TV broadcast of instructional and public affairs programming.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 110 PUBLIC INFORMATION OFFICE PUBLIC INFORMATION OFFICE

Social Media

 LCPS now has more than 40,500 followers on Facebook and 182,400 followers on Twitter. o LCPS posts typically reach 7,000-12,000 people. o Some high-interest stories reach more than 30,000 followers in the days following their initial posting.  As of December 1, 2020, there had been 56,517 downloads of the mobile app (an increase of 17,680 downloads since 2019).  LCPS posts new items to Facebook and Twitter on every working day.

Guide and Directory Each year the PIO compiles and distributes a 64-page Guide and Directory. This guide includes contact information for every LCPS school and administrative department, new programs for the upcoming school year and basic information on transportation, the School Board, School Board Mission and Strategic Framework, instructional programs and student records. PIO prints a limited number of hard copies of the Guide and Directory and distributes this publication to all LCPS stakeholders electronically via Blackboard Mass Notifications. Liaison Duties The Public Information Officer serves as the school division liaison to the Loudoun School-Business Partnership Executive Council; the Hunt District PTA and the Loudoun Education Foundation (LEF). In conjunction with the LEF, the PIO plans and stages the annual Excellence in Education banquets (celebrations in 2020 are being held virtually). The PIO works regularly with the public information officers from the Loudoun County Government, Loudoun County Sheriff's Office and Leesburg Police Department. In addition, the PIO is working to strengthen its relationship with the Loudoun Economic Development Commission. FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board Goals through the following: A communications audit conducted in October 2019 produced evidence that many LCPS stakeholders believe communication between the central administration and parents, teachers and the general Loudoun County community should be strengthened. Among the 5,600 parents who completed the survey, the research showed:

 32 percent believe communications they receive about division finances is “excellent” or “very good” (4 or 5 on a 5- point scale),  37 percent believe communications they receive about division goals and plans is “excellent” or “very good,”  42 percent believe communications they receive about instructional quality is “excellent” or “very good.”

Among the 1,600 staff members who took the survey:

 33 percent believe communications they receive about school/division leader decisions is “excellent” or “very good,”  34 percent believe communications they receive about division goals and plans is “excellent” or “very good,”  33 percent rated communications “excellent” or “very good” for making them feel valued as employees.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 111 PUBLIC INFORMATION OFFICE PUBLIC INFORMATION OFFICE

The audit also showed that LCPS’ communications function lacks some key attributes of best-in-class school-division organizations in the Commonwealth and across the nation. Opportunities exist for improvement in the areas of planning, community engagement, and use of video to highlight division and student accomplishments, among others. Meeting those objectives while continuing to provide the programs and supports described above require personnel and program funding to plan and implement effectively. Neighboring divisions, both larger and smaller, have more program capacity supported by larger teams in those areas:

 Fairfax County Public Schools has 28 staff positions in its communications department, which includes communications, community relations, designers, photographers, videographers, producers/directors, communications and web development specialists.  Prince William County Public Schools’ communications function comprises 20 staff positions.  Arlington County Public Schools’ function includes 10 program positions plus support staff, supervised by an assistant superintendent.  Alexandria City Schools has a team of six program positions plus administrative support.

The existing Public Information Office organization will continue to meet many information requirements of key constituencies, such as the guides, directories, fact sheets, calendars, weather and other division-wide messages, dedications, commemorations, Freedom of Information Act (FOIA) responses and other necessary programs currently in place. Adding the capacity discussed above will help increase the PIO team’s ability to engage more proactively and strategically.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Dr. Scott Ziegler TBD Interim Superintendent Director of Communication and Community Engagement

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 112 CHARTER SCHOOLS

SUMMARY

The Loudoun County School Board is authorized under state statute to establish charter schools within the school division. The School Board may establish charter schools in Loudoun County to better meet the needs of a diverse and growing school system and thereby enhance the ability of Loudoun County Public Schools to achieve its educational mission of providing students with an excellent education. All charter schools shall be subject to federal and Virginia state laws, regulations, and constitutional provisions, as well as contractual agreements with the School Board. Charter schools may be established to achieve one or more of, but not limited to, the following objectives:

 Stimulate the development of innovative programs and administrative practices within public education,  Provide opportunities for innovative instruction and assessment,  Provide parents and students with more options within their school divisions,  Provide teachers with a vehicle for establishing schools with alternative innovative instruction and school scheduling, management and structure,  Encourage the use of performance-based educational programs,  Establish high standards for both teachers and administrators, and  Develop models for replication in other public schools.

With the exception of applications initiated by the School Board, applications to establish charter schools must be vetted by the State Board of Education, prior to being submitted to and considered for approval by the Loudoun County School Board. Formal consideration or initiation of a charter school application by the School Board is estimated to take up to six months and should be submitted at least 18 months prior to the proposed opening of the charter school. The formal review process for non-school board initiated applications involves a formal presentation of the application to the School Board by the charter applicant, evaluation of the application by the LCPS Administration, discussions and contract negotiations with a select committee of the School Board, and final review and consideration of the negotiated contract by the School Board as a whole.

FY22 CHANGES

Charter School funding is calculated based on each school’s projected enrollment multiplied by the FY20 cost per pupil amount from the Annual School Report. The Personnel budget is the result of each Charter School’s projected staffing for the upcoming year. The Operations and Maintenance budget is calculated by subtracting the personnel cost from the total funding.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 113 CHARTER SCHOOLS

BUDGET HISTORY

Division FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget

Hillsboro Charter Academy $ 1,818,905 $ 2,047,898 $ 2,209,704 $ 2,197,204 $ 2,321,081 Middelburg Community Charter School 2,216,385 1,991,360 1,932,866 2,194,704 2,319,473

Total $ 4,035,290 $ 4,039,258 $ 4,142,570 $ 4,391,908 $ 4,640,554

Positions 23.0 23.7 20.5 21.0 21.1

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 114 CHARTER SCHOOLS

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 1,068,496 $ 1,190,549 $ 1,239,899 $ 1,374,409 $ 1,424,519 3.6% Non-FTE Salaries $ 26,128 $ 34,159 $ 34,221 $ 25,178 $ 25,178 0.0% Benefits $ 509,405 $ 575,043 $ 522,596 $ 653,856 $ 688,345 5.3% Total Personnel $ 1,604,029 $ 1,799,751 $ 1,796,715 $ 2,053,443 $ 2,138,042 4.1%

Operations and Maintenance Contractual Services $ 677,222 $ 694,538 $ 676,089 $ - $ - 0.0% Materials, Supplies and Equipment $ 1,754,039 $ 1,544,907 $ 1,669,766 $ 2,338,465 $ 2,502,512 7.0% Total Operations and Maintenance $ 2,431,262 $ 2,239,445 $ 2,345,855 $ 2,338,465 $ 2,502,512 7.0%

Total $ 4,035,290 $ 4,039,196 $ 4,142,570 $ 4,391,908 $ 4,640,554 5.7%

Positions 23.0 23.7 20.5 21.0 21.1

FY22 BUDGET BY OBJECT OF EXPENDITURE

53.9%

46.1%

0.0%

Personnel Operations and Maintenance Capital Outlay

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 115 CHARTER SCHOOLS HILLSBORO CHARTER ACADEMY

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 508,882 $ 524,534 $ 598,590 $ 590,057 $ 631,256 7.0% Non-FTE Salaries $ 13,037 $ 15,245 $ 11,904 $ 12,804 $ 12,804 0.0% Benefits $ 229,722 $ 256,403 $ 249,360 $ 292,153 $ 296,474 1.5% Total Personnel $ 751,640 $ 796,181 $ 859,854 $ 895,014 $ 940,534 5.1%

Operations and Maintenance Contractual Services $ 341,283 $ 363,416 $ 355,642 $ - $ - 0.0% Materials, Supplies and Equipment $ 725,982 $ 888,301 $ 994,208 $ 1,302,190 $ 1,380,547 6.0% Total Operations and Maintenance $ 1,067,265 $ 1,251,716 $ 1,349,850 $ 1,302,190 $ 1,380,547 6.0%

Total $ 1,818,905 $ 2,047,898 $ 2,209,704 $ 2,197,204 $ 2,321,081 5.6%

Positions 8.8 8.8 8.8 8.8 8.8

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 3,000,000 Hillsboro Charter Academy 8.8 8.8 8.8 Total 8.8 8.8 8.8 2,000,000 1,000,000

0 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 116 CHARTER SCHOOLS HILLSBORO CHARTER ACADEMY

BUDGET OVERVIEW DESCRIPTION In June 2015, the Loudoun County School Board approved the opening of Hillsboro Charter Academy (HCA) in the Fall of 2016. Funding for HCA is outlined in the contract agreement approved by the school board. The funding outlined represents the intent to fund HCA based on the conditions of the contract.

The mission of the Hillsboro Charter Academy is to provide a Standards of Learning based, academically rigorous school of choice to Western Loudoun families by maintaining the historic presence of a school in Hillsboro and keeping the small, community-based approach of the school. The target student population is Kindergarten through Grade 5 students of Hillsboro and surrounding communities. This is a rural and diverse population, some of whom are considered at-risk students. The school welcomes applications from any K-5 student in Loudoun County and will require parental involvement in order to support the community-based mission of the charter. The broader community of the HCA is dedicated to working cooperatively to ensure that each and every one of our students grows academically, socially, and personally. Research clearly demonstrates that a student’s success is highly influenced by the school/home partnership. PERSONNEL Personnel is comprised of salaries and benefits for 8.8 positions.

All funding contractually agreed upon between HCA and the Loudoun County School Board has been added. OPERATIONS AND MAINTENANCE The Operation and Maintenance expenditure provides for the LCPS per pupil payment to Hillsboro Charter Academy and a pass through payment for a National Board Certified Teacher award. This award is for a charter school employee, not an LCPS employee for which we receive the revenue.

FY2019 MAJOR ACHIEVEMENTS Supported School Board Goals through the following:

 Successfully implemented 100% distance learning and hybrid in-person instruction during COVID-19,  The Hillsboro Charter Academy (HCA) opened in the Fall of 2016 (FY17) with the intent of developing critical thinkers by providing students with 21st Century Skills, with a focus on such skills as collaboration, communications, creativity, and individual contribution. This is being accomplished through our STEAM program and by following the Engineering Design Process every afternoon during our hour-long project-based  "E3" (Explore, Engage, Engineer) program.  HCA continues to receive acknowledgement of its success in its mission through a number of prestigious recognitions and awards, including being named the CAP ACE School of the year, Best of Loudoun school by the Loudoun Times Mirror, a recipient of the 2019 Board of Education’s Highest Achievement Exemplar Award, and, most recently, we were named an ITEEA Stem School of Excellence.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 117 CHARTER SCHOOLS HILLSBORO CHARTER ACADEMY

FY22 MAJOR WORK PLAN INITIATIVES Hillsboro Charter Academy will continue to support School Board goals through the following:

 Building on the highly-successful student engagement programs for 21st Century Learning, as augmented by additional focus on basic skills in reading and math, we saw extraordinary achievement by our students as measured by the SOLs. We plan to further augment our academic instruction as well as the enhancement of our E3 and hands on components.  We are also working to document and codify our processes and procedures in such a way as to make them more sustainable. We will continue to refine our “SOPs” (Standard Operating Procedures) in all sectors. This will strengthen our school for the next chapter where we see our original Kindergarten scholars move through all their elementary school years, well-prepared for jumping in on the overall progress of the LCPS system.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Dr. Ashley Ellis Rae Mitchell Assistant Superintendent for Instruction Director of Elementary Education

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 118 CHARTER SCHOOLS HILLSBORO CHARTER ACADEMY

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 119 CHARTER SCHOOLS MIDDLEBURG COMMUNITY CHARTER SCHOOL

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 559,614 $ 666,015 $ 641,309 $ 784,352 $ 793,263 1.1% Non-FTE Salaries $ 13,091 $ 18,914 $ 22,316 $ 12,374 $ 12,374 0.0% Benefits $ 279,684 $ 318,702 $ 273,235 $ 361,703 $ 391,871 8.3% Total Personnel $ 852,388 $ 1,003,632 $ 936,861 $ 1,158,429 $ 1,197,508 3.4%

Operations and Maintenance Contractual Services $ 335,939 $ 331,122 $ 320,447 $ - $ - 0.0% Materials, Supplies and Equipment $ 1,028,057 $ 656,606 $ 675,558 $ 1,036,275 $ 1,121,965 8.3% Total Operations and Maintenance $ 1,363,997 $ 987,729 $ 996,005 $ 1,036,275 $ 1,121,965 8.3%

Total $ 2,216,385 $ 1,991,360 $ 1,932,866 $ 2,194,704 $ 2,319,473 5.7%

Positions 14.2 14.9 11.7 12.2 12.3

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 2,500,000 Middleburg Community Charter School 10.7 10.7 10.7 2,000,000 Instr. Facilitator, Tech 0.5 0.6 0.6 Support 1.0 1.0 1.0 Total 12.2 12.3 12.3 1,500,000

1,000,000

500,000

0 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 120 CHARTER SCHOOLS MIDDLEBURG COMMUNITY CHARTER SCHOOL

BUDGET OVERVIEW PROGRAM DESCRIPTION In May of 2014, the Loudoun County School Board (LCSB) approved the opening of Middleburg Community Charter School (MCCS) for the Fall of 2014. Funding for the MCCS is outlined in the contract agreement approved by the LCSB. The funding outlined represents the intent to fund MCCS based on the conditions of the contract. Middleburg Community Charter School is a public school providing the children of Loudoun County a Standards of Learning based, academically rigorous, art and music enhanced, integrated curriculum. Children are attaining knowledge and critical thinking skills that will allow them to achieve advanced academic skills and strong personal values. Through a theme based, interdisciplinary curriculum, including rigorous literacy and math instruction, MCCS is preparing students for middle and high school and beyond with a knowledge of core disciplines, understanding of scientific principles and an appreciation of the arts. PERSONNEL Personnel is comprised of salaries and benefits for 12.3 positions.

Middleburg Community Charter Schools funding is based primarily on student enrollment. Enrollment changes will affect funding. Changes in personnel cost are a natural result of changes in staffing and reflect cost changes based on negotiated salary and benefits for these employees.

For FY21, the Staffing box FTE changes between Adopted and Revised are as follows:

 0.1 Instructional Facilitator, Technology supplemental

OPERATIONS AND MAINTENANCE The Operation and Maintenance expenditure provides for the LCPS per pupil payment to Middleburg Community Charter School.

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:  Successfully implemented 100% distance learning and hybrid in-person instruction during COVID-19,  The Middleburg Community Charter School's (MCCS) Board of Directors conducted a successful nationwide search to recruit a new principal. Board members, parents, teachers, and community members were involved in a series of interviews with finalists before the successful candidate was named.  MCCS is fully accredited based on 2019 SOL results.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 121 CHARTER SCHOOLS MIDDLEBURG COMMUNITY CHARTER SCHOOL

FY22 MAJOR WORK PLAN INITIATIVES MCCS will continue to support School Board Goals through the following:  Provide a life-long quality education to students, and  Enable students to learn using methods that work best for them and at their own pace.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Dr. Ashley Ellis Rae Mitchell Assistant Superintendent for Instruction Director of Elementary Education

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 122 DEPARTMENT OF DIGITAL INNOVATION

DEPARTMENT SUMMARY

The Department of Digital Innovation (DDI) is responsible for coordinating the development, implementation, and support of the district's strategic technology plan by aligning instruction, business, and technology, using measurable key performance indicators that ensure effective, equitable, and economical delivery of technology to support quality education. DDI 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.

FY22 CHANGES

The FY22 Department of Digital Innovation's overall budget increased by 10.9%. The personnel budget reflects an 8.7% increase due to 11.0 FTEs and health insurance changes. The operations and maintenance budget increased by 12.7% due to investments in computers and software.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 123 DEPARTMENT OF DIGITAL INNOVATION

BUDGET HISTORY

Division FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget

Digital Innovation $ 29,247,040 $ 36,608,396 $ 53,484,211 $ 47,787,593 $ 52,982,459

Total $ 29,247,040 $ 36,608,396 $ 53,484,211 $ 47,787,593 $ 52,982,459

Positions 124.0 129.0 222.5 224.5 235.5

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 124 DEPARTMENT OF DIGITAL INNOVATION

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 8,677,394 $ 9,450,232 $ 14,850,682 $ 15,143,843 $ 16,273,976 7.5% Non-FTE Salaries $ 293,769 $ 82,689 $ 671,984 $ 144,888 $ 144,888 0.0% Benefits $ 4,033,294 $ 4,202,394 $ 5,936,188 $ 6,611,391 $ 7,377,701 11.6% Total Personnel $ 13,004,457 $ 13,735,316 $ 21,458,854 $ 21,900,122 $ 23,796,566 8.7%

Operations and Maintenance Contractual Services $ 6,332,500 $ 8,295,160 $ 8,368,402 $ 8,300,796 $ 4,342,948 -47.7% Materials, Supplies and Equipment $ 5,070,911 $ 4,152,878 $ 4,030,594 $ 6,748,785 $ 5,729,015 -15.1% Computers and Software $ 4,303,681 $ 9,741,497 $ 18,665,902 $ 10,245,356 $ 18,440,065 80.0% Training and Continuing Education $ 174,491 $ 146,637 $ 158,567 $ 252,500 $ 272,200 7.8% Total Operations and Maintenance $ 15,881,583 $ 22,336,172 $ 31,223,465 $ 25,547,437 $ 28,784,228 12.7%

Capital Outlay Computer Equipment and Software $ 14,242 $ 528,659 $ 289,510 $ 340,034 $ 401,665 18.1% Furniture and Equipment $ 346,758 $ 8,249 $ 512,382 $ - $ - 0.0% Total Capital Outlay $ 361,000 $ 536,909 $ 801,892 $ 340,034 $ 401,665 18.1%

Total $ 29,247,040 $ 36,608,396 $ 53,484,211 $ 47,787,593 $ 52,982,459 10.9%

Positions 124.0 129.0 222.5 224.5 235.5

FY22 BUDGET BY OBJECT OF EXPENDITURE

54.3%

44.9% 0.8%

Personnel Operations and Maintenance Capital Outlay

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 125 DEPARTMENT OF DIGITAL INNOVATION DIGITAL INNOVATION

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 8,677,394 $ 9,450,232 $ 14,850,682 $ 15,143,843 $ 16,273,976 7.5% Non-FTE Salaries $ 293,769 $ 82,689 $ 671,984 $ 144,888 $ 144,888 0.0% Benefits $ 4,033,294 $ 4,202,394 $ 5,936,188 $ 6,611,391 $ 7,377,701 11.6% Total Personnel $ 13,004,457 $ 13,735,316 $ 21,458,854 $ 21,900,122 $ 23,796,566 8.7%

Operations and Maintenance Contractual Services $ 6,332,500 $ 8,295,160 $ 8,368,402 $ 8,300,796 $ 4,342,948 -47.7% Materials, Supplies and Equipment $ 5,070,911 $ 4,152,878 $ 4,030,594 $ 6,748,785 $ 5,729,015 -15.1% Computers and Software $ 4,303,681 $ 9,741,497 $ 18,665,902 $ 10,245,356 $ 18,440,065 80.0% Training and Continuing Education $ 174,491 $ 146,637 $ 158,567 $ 252,500 $ 272,200 7.8% Total Operations and Maintenance $ 15,881,583 $ 22,336,172 $ 31,223,465 $ 25,547,437 $ 28,784,228 12.7%

Capital Outlay Computer Equipment and Software $ 14,242 $ 528,659 $ 289,510 $ 340,034 $ 401,665 18.1% Furniture and Equipment $ 346,758 $ 8,249 $ 512,382 $ - $ - 0.0% Total Capital Outlay $ 361,000 $ 536,909 $ 801,892 $ 340,034 $ 401,665 18.1%

Total $ 29,247,040 $ 36,608,396 $ 53,484,211 $ 47,787,593 $ 52,982,459 10.9%

Positions 124.0 129.0 222.5 224.5 235.5

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 60,000,000 Assistant Superintendent 1.0 1.0 1.0 50,000,000 Director 3.0 3.0 3.0 Supervisor 9.0 9.0 10.0 40,000,000 Manager 2.0 2.0 2.0 30,000,000 Analyst 2.0 2.0 2.0 20,000,000 Support 10.0 10.0 10.0 Coordinator 10,000,000 6.0 6.0 8.0 Engineer 30.0 30.0 30.0 0 Specialist 11.0 10.0 12.0 FY18 FY19 FY20 FY21 FY22 Developer 9.0 10.0 10.0 Technician 141.5 141.5 147.5 Total 224.5 224.5 235.5

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 126 DEPARTMENT OF DIGITAL INNOVATION DIGITAL INNOVATION

BUDGET OVERVIEW

PROGRAM DESCRIPTION Division of Enterprise Solutions

Enterprise solutions are designed to integrate multiple facets of an organization’s business through the interchange of information from various business process areas and related databases. These solutions enable LCPS to retrieve and disseminate mission-critical data throughout the organization, providing staff with near time information. This division consists of three teams responsible for enterprise application projects and support aligned with a goal to integrate data, promote analytics, and streamline records management. The Director is responsible for Disaster Recovery Planning, Business Continuity Planning, and Data Governance for the school system.

Enterprise Support & Analytics

This team is responsible for developing and delivering training related to enterprise systems to advance the goal of accurate, timely and useful data, deliver data models through data visualization techniques; integrating data with systems; ensuring data flows are continually reviewed and updated as needed; and providing data analysis solutions. This team works primarily with the Student Information System, parent and student portals, and teacher gradebooks. This team is responsible for state and federal reporting and manages data exchange and interface schedules, working to provide seamless implementation, accurate and useful information, and avoiding redundancy with other applications.

 Data Science & Digital Solutions Data science is the discipline that examines which questions need answering and where to find the related data. Digital solutions include web applications designed to meet needs and budgets of the school system, and data visualizations that allow stakeholders to consume large amounts of data in a manner that allows for the most effective analysis and decisions or interventions. This team is responsible for supporting a number of mission critical databases, principally on SQL Server platforms. The team is responsible for designing data models; ensuring database security; producing reports and queries; designing, developing, and maintaining web solutions; promoting a solutions portfolio throughout the school system; and recommending innovations in the data science arena.

 Enterprise Records Management A cumulative scholastic record is maintained for every student enrolled in the school system. This team supervises the administration of active and inactive student scholastic records, provides onsite record management training for school staff, archives eligible student records, fulfills requests for records not located in schools, and provides education verification to requesting agencies. LCPS offers a convenient and secure website for former students and third parties to request student information or records online.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 127 DEPARTMENT OF DIGITAL INNOVATION DIGITAL INNOVATION

Division of Infrastructure and Engineering

The Infrastructure and Engineering team is structured to ensure that all LCPS technology initiatives are successful by engineering, delivering, supporting and maintaining the district’s core technology infrastructure and systems. The infrastructure is a critical lynchpin for the use of technology across the district as it enables communication, collaboration, simplified access, data and system security, and ubiquitous access to applications. The division consists of four engineering teams responsible for enterprise infrastructure projects that each support the goal of ensuring all appropriate technologies are available to staff and students.

 Communications Engineering The Communications Engineering team is responsible for ensuring all voice and data networks are engineered, managed, and delivered appropriately to support LCPS instructional and business initiatives. The technologies supported by this team include all network switching, routing, wireless connectivity, data connectivity, internet, voice, and telephony systems.

 Data Center Operations The Data Center Operations team is responsible for all aspects of data center management to ensure systems and applications are available when needed. The technologies supported by this team includes on-premise and off-premise data centers, physical and virtual server environments, enterprise directory systems, cloud services, and data storage.

 Endpoint Management The Endpoint Management team is responsible for ensuring every LCPS staff or student device is configured appropriately to support the many different use cases across the district. The team engineers all device configurations which include Windows, iOS, Mac, and Chromebooks and ensures devices maintained by supporting OS and application patching, software testing, and application deployment.

 Technology Support Center The Technology Support Center is responsible for providing a single point of contact presence to ensure LCPS staff and technologies are supported. This team is comprised of the LCPS IT Service Desk and manages all IT service management processes and knowledge management.

Division of Digital Experience

The Division of Digital Experience is designed to provide immediate, on-site, technical support to resolve or anticipate digital challenges; serve as a communication conduit to advocate and collaborate between the central office and school sites; and facilitate the effortless purchase of technology items for schools, departments, and the LCPS community. Our division provides enterprise level technology support professionals, who facilitate the resolution of even the most complex digital challenge, which allows district staff the ability to focus on delivering the finest technology enabled educational experience possible. This Division consists of two distinct teams aligned to support the goal of providing an exceptional digital experience for all stakeholders by reducing the amount of technology failures and minimizing the instructional downtime due to technology failure.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 128 DEPARTMENT OF DIGITAL INNOVATION DIGITAL INNOVATION

 Digital Experience - Responsible for providing exceptional client experiences and effective technology solutions with the goal of minimizing downtime due to technology failure; serves as a site-based technical advocates for maintaining a consistent and reliable digital learning environment by prioritizing and resolving digital challenges in a timely and effective manner and maintaining an accurate inventory of all assigned digital assets; communicates with stakeholders regarding system changes, ongoing issues, and upcoming technology project needs; collaborates with stakeholders to test and implement emerging technologies.

 Technology Acquisition - Responsible for the efficient processing all departmental purchases while ensuring all financial best practices and procurement processes are followed; provides detailed financial KPI and trend reporting, which enables DDI leadership to accurately manage their respective budgets; creates and maintains the process and documentation necessary to develop a complex multi-million-dollar technology budget; and understands LCPS technology needs to ensure technology assets are stocked, available for deployment, and ultimately disposed of appropriately.

PERSONNEL Personnel is comprised of salaries and related benefits for 235.5 positions.

In FY22, 3.0 new positions are requested related to Growth – Staffing Standard:

 3.0 Digital Experience Specialist

Funding for Non-FTE salaries is for classified substitutes, part-time and overtime assistance during peak workload periods and for after-hours support.

8.0 positions are related to FY21 Reconciliation:  2.0 Digital Experience Specialist  1.0 Digital Experience Lead  2.0 Coordinator, Digital Experience  1.0 Enterprise Support Specialist  1.0 Analytics Specialist  1.0 Supervisor, DDI

For FY21, the Staffing box FTE changes between Adopted and Revised are as follows:  1.0 Data Modeler  (1.0) Specialist, Enterprise Support

OPERATIONS AND MAINTENANCE The DDI Operations and Maintenance budget supports the purchase, implementation, licensing, maintenance, and support 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 County Public School system.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 129 DEPARTMENT OF DIGITAL INNOVATION DIGITAL INNOVATION

This also includes, but is not limited to, the Microsoft Server and Office 365 cloud-based environment, instructional software, Phoenix student information system, student records archival services, e-mail, data privacy and security, system management tools, and contracted vendor support costs for application hosting and maintenance.

Maintenance contracts for all Xerox multi-function devices, duplicating equipment, and all circuit and telecommunications services are also included.

For FY22, the decrease in Contractual Services and Materials, Supplies and Equipment reflects a realignment to accurately reflect FY20 Actuals. The increase in Computers and Software is due to additional 1:1 device to accommodate new students, increase in district licensing, Carahsoft Outsystems renewal and technology requests for new position requests.

Operations and Maintenance related to FY21 Reconciliation:  $51,000 Ally – ADA compliance software  $186,800 Cell Phone expansion  $186,100 MTSS-Phoenix  $25,000 eHall Pass  $83,800 Permission Click  $302,847 Technology requests for new FTEs

CAPITAL OUTLAY The increase in Capital Outlay is related to FY21 Reconciliation:  $151,665 Collaboration Monitor refresh  $250,000 Central Office Switch

FY20 MAJOR ACHIEVEMENTS Supported the Technology Plan and School Board Goals as evidenced through the following outcomes and actions:

 The school division has a unified operational technology team. By finalizing the reorganization of the Department of Digital Innovation, the Technology Assistants were converted to Digital Experience Specialists,  A Data Governance Model was implemented to ensure data access scope, data integrity, data refresh, and data change management to ensure accurate and timely data are used throughout the district,  The Data Analytics Practice has matured into a fully functional team that has published more than 75 apps allowing staff to harness organizational data to optimize performance,  Data Integration team continued to simplify the transition to digital learning by supporting a large number of single sign-on options for students and teachers to access instructional systems and reduce the need for data entry,  Wireless Upgrades have been installed internal to the schools to improve coverage and capacity in high traffic areas of schools, including cafeterias, auditoriums, and libraries,  Supporting the digital learning environment adoption, all wireless access points were upgraded for the Individual Learning Device FY20 schools,  Based on the results of the Unified Communications pilot, DDI has standardized and began implementing a new unified communications solution converging phones and Public Address systems into a single platform,

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 130 DEPARTMENT OF DIGITAL INNOVATION DIGITAL INNOVATION

 DDI continued to ensure all students have access to individual learning devices by deploying approximately 35,000 devices to students in grades kindergarten through twelve across all of the district's schools. This deployment allowed all LCPS students, grades kindergarten through twelve, ubiquitous access to the digital tools and resources that allow for communication, collaboration, and creation while attending school in-person or virtually,  Classroom Display Modernization has continued with years two and three being expedited. This past year, DDI replaced obsolete interactive whiteboards in more than 2,000 district classrooms with modern interactive classroom display technology,  LCPS has completed a more than 100-mile dark Fiber Construction Project. The leased dark fiber network now ensures resilient fiber connectivity to all LCPS locations. During FY20, DDI worked to procure hardware to support connectivity over the fiber network and internet services at QTS, our carrier-neutral data center,  DDI has begun migrating core infrastructure services to the QTS data center, which will improve network and system stability and provide additional access to infrastructure services via peer networks and direct cloud service connections,  DDI redesigned the LCPS cloud service environment hosted by Amazon Web Services (AWS) to provide flexible and scalable resources for systems. DDI also migrated additional workloads, including the DDI web development environments to AWS migration,  DDI completed a wireless access point upgrade in all elementary schools to provide improved wireless coverage and capacity,  DDI has installed a full IT Service Management system and will implement Incident, Service Request, Knowledge Management, Change Management, and Problem Management modules to improve support processes and reporting, and  The School Division Website received a complete overhaul and redesign, resulting in a more visually appealing site that is easier to navigate and fully accessible.

FY22 MAJOR WORK PLAN INITIATIVES Continue to support the Technology Plan and School Board Goals through the following:

 Fully implement a Low-Code platform that will enable Agile development of the numerous custom applications built and maintained by Enterprise Solution Office,  Continue to expand the Public Data Dashboard – Utilizing Qlik, the Enterprise Solutions Office will continue to publish apps that will allow the community to interact with division-data that will promote transparency,  Complete the Ed-Fi implementation of the Instructional Assessment Dashboard (IAD) for assessment dashboards,  Implement universal LCPS-wide Student ID cards for the library, attendance, door access, bus, multifunctional devices,  Support the selection and implementation of new systems used by School Nutrition, Transportation, Safety & Security, and Special Education and ensure integration with Student Information System,  Finalize fiber delivery to all LCPS locations and install hardware to support resilient 10 Gbps network connectivity,  Expand Desktop as a Service implementation to accommodate additional Windows titles, which allows them to be used on LCPS Chromebooks,  Utilize E-Rate funding to upgrade core network components to replace legacy equipment and support network requirements for new systems,  Continue Data Center Migration of critical core infrastructure to an off-premise data center or other cloud-based location,

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 131 DEPARTMENT OF DIGITAL INNOVATION DIGITAL INNOVATION

 Improve Internet Access from Home for Students – Expand 1 Million Project offerings to all High schools and Kajeet hot spots for Elementary and Middle schools, continue to support the Bus Wi-Fi project as new buses are acquired, and  DDI will complete the Classroom Display Modernization for the replacement of obsolete interactive whiteboards in all district classrooms with modern interactive classroom display technology,  DDI will increase the district's information security posture by implementing a best in class multi-factor authentication tool to reduce security threats and protect critical district data and resources.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Dr. Scott Ziegler Vince Scheivert Interim Superintendent Assistant Superintendent for Digital Innovation

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 132 DEPARTMENT OF HUMAN RESOURCES AND TALENT DEVELOPMENT

DEPARTMENT SUMMARY

In alignment with the LCPS mission of empowering all students to make meaningful contributions to the world, the Department of Human Resources and Talent Development (HRTD) is committed to activities that cultivate a high- performing team of professionals. The Department supports a qualified and diverse workforce of 12,866.6 full-time employees (FTE’s) and 5,192 part-time, substitute, and hourly employees to accomplish the objectives of LCPS. The Department directs all phases of employment practices through the planning, organization, and implementation of programs and services for:

 Recruitment  Staffing  Placement  Classification  School support  Mentoring and coaching  Leadership development  Performance management and evaluation  Human resources data management  Employee relations  Compliance and equity matters  Verification of employment  Separation of employment

FY22 CHANGES

The Department of Human Resources and Talent Development's Budget reflects an overall increase from FY21 to FY22. Personnel increase includes one Recruiter and one Coordinator for continued growth, and eight positions to support the collective bargaining initiative. Operations and Maintenance increase includes funds for services and equipment needed to support employee reasonable accommodations and annual maintenance for the Onboarding and ATS System.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 133 DEPARTMENT OF HUMAN RESOURCES AND TALENT DEVELOPMENT

BUDGET HISTORY

Division FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget

Human Resources and Talent Development $ 8,497,844 $ 9,044,585 $ 10,383,264 $ 11,691,171 $ 13,680,455

Total $ 8,497,844 $ 9,044,585 $ 10,383,264 $ 11,691,171 $ 13,680,455

Positions 55.0 57.0 62.0 65.5 76.5

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 134 DEPARTMENT OF HUMAN RESOURCES AND TALENT DEVELOPMENT

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 4,681,396 $ 5,020,501 $ 5,942,954 $ 6,247,918 $ 7,396,872 18.4% Non-FTE Salaries $ 980,085 $ 1,001,304 $ 1,257,892 $ 1,610,852 $ 1,660,852 3.1% Benefits $ 1,957,170 $ 2,066,036 $ 2,162,974 $ 2,534,860 $ 3,148,190 24.2% Total Personnel $ 7,618,652 $ 8,087,841 $ 9,363,819 $ 10,393,630 $ 12,205,914 17.4%

Operations and Maintenance Contractual Services $ 492,010 $ 592,816 $ 632,526 $ 743,211 $ 601,252 -19.1% Materials, Supplies and Equipment $ 201,530 $ 271,111 $ 260,217 $ 387,493 $ 212,476 -45.2% Computers and Software $ 52,138 $ 17,163 $ 42,581 $ 51,102 $ 430,313 742.1% Training and Continuing Education $ 133,514 $ 75,654 $ 84,120 $ 115,735 $ 230,500 99.2% Total Operations and Maintenance $ 879,192 $ 956,744 $ 1,019,445 $ 1,297,541 $ 1,474,541 13.6%

Total $ 8,497,844 $ 9,044,585 $ 10,383,264 $ 11,691,171 $ 13,680,455 17.0%

Positions 55.0 57.0 62.0 65.5 76.5

FY22 BUDGET BY OBJECT OF EXPENDITURE

89.2%

10.8% 0.0%

Personnel Operations and Maintenance Capital Outlay

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 135 DEPARTMENT OF HUMAN RESOURCES AND TALENT DEVELOPMENT HUMAN RESOURCES AND TALENT DEVELOPMENT

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 4,681,396 $ 5,020,501 $ 5,942,954 $ 6,247,918 $ 7,396,872 18.4% Non-FTE Salaries $ 980,085 $ 1,001,304 $ 1,257,892 $ 1,610,852 $ 1,660,852 3.1% Benefits $ 1,957,170 $ 2,066,036 $ 2,162,974 $ 2,534,860 $ 3,148,190 24.2% Total Personnel $ 7,618,652 $ 8,087,841 $ 9,363,819 $ 10,393,630 $ 12,205,914 17.4%

Operations and Maintenance Contractual Services $ 492,010 $ 592,816 $ 632,526 $ 743,211 $ 601,252 -19.1% Materials, Supplies and Equipment $ 201,530 $ 271,111 $ 260,217 $ 387,493 $ 212,476 -45.2% Computers and Software $ 52,138 $ 17,163 $ 42,581 $ 51,102 $ 430,313 742.1% Training and Continuing Education $ 133,514 $ 75,654 $ 84,120 $ 115,735 $ 230,500 99.2% Total Operations and Maintenance $ 879,192 $ 956,744 $ 1,019,445 $ 1,297,541 $ 1,474,541 13.6%

Total $ 8,497,844 $ 9,044,585 $ 10,383,263.98 $ 11,691,171 $ 13,680,455 17.0%

Positions 55.0 57.0 62.0 65.5 76.5

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 16,000,000 Assistant Superintendent 1.0 1.0 1.0 14,000,000 Director 4.0 4.0 5.0 Supervisor 12.5 12.5 14.5 12,000,000 Teacher 3.0 3.0 3.0 10,000,000 Analyst 5.0 5.0 5.0 8,000,000 Support 12.0 12.0 13.0 Coordinator 10.0 10.0 15.0 6,000,000 Specialist 18.0 18.0 20.0 4,000,000 Total 65.5 65.5 76.5

2,000,000 0 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 136 DEPARTMENT OF HUMAN RESOURCES AND TALENT DEVELOPMENT HUMAN RESOURCES AND TALENT DEVELOPMENT

BUDGET OVERVIEW PROGRAM DESCRIPTION The Department of Human Resources and Talent Development (HRTD) serves the needs of employees in 12,866.6 FTE’s in administrative, professional, licensed, auxiliary, and classified positions, and 5,192 part-time, substitute, and hourly employees. The Department's primary areas include recruiting, pre-employment, school support, performance management, classification, employee development, human resources data management, and leave and disability programs.

Recruiting and Pre-Employment: The department focuses on recruiting and maintaining a highly qualified and diverse candidate pool to meet the division's staffing needs. Support activities include:  Attending and hosting virtual and in-person recruitment fairs  Developing and maintaining “grow your own” pipelines of potential teacher candidates  Leveraging the Diversity Recruitment Champions Network to target diversity recruitment efforts  Providing training for hiring managers  Processing employment applications  Conducting pre-employment background checks  Performing licensure review and verification  Recruiting for substitute and hard-to-fill positions School Support: HRTD staff support employees and supervisors with various matters to include:  Employee discipline, conduct, and performance  Staffing, hiring, placement, reassignment, and separation  School Board policy training and interpretation  Employee recognition  Management of the substitute pool  Verification of employment Performance Management: HRTD manages the employee evaluation program for the division and provides support to include:  Maintaining an online evaluation system  Providing training and assistance to system users  Conducting training on best practices for employee evaluation and feedback  Managing the mid-year support program for licensed employees  Reviewing draft evaluations and performance documents  Selecting and recognizing the Teacher of the Year and Principal of the Year Classification: The Department has engaged in position classification reviews since 2016-17, and in 2017-18 a position was added to focus on classification. Pay and classification focuses on internal equity and external competitiveness by engaging in activities that include:  Conducting cyclical position reviews  Analyzing market data for positions  Updating and expanding job descriptions  Recommending appropriate position classification  Providing budget estimates for each cyclical review  Reviewing new positions and department restructures

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 137 DEPARTMENT OF HUMAN RESOURCES AND TALENT DEVELOPMENT HUMAN RESOURCES AND TALENT DEVELOPMENT

Employee Development: The Department offers employee development through mentoring and coaching, and leadership development. The activities include:  Providing a trained mentor to all new licensed employees and new principals  Facilitating professional development to address the needs of new licensed employees  Coaching support to help develop licensed employees as needed  Providing leadership development for new school-based administrators  Providing leadership development for aspiring principals and school leaders  Providing leadership development for Support Services leaders Human Resources Data Management: The Department oversees the Human Resources Management System (HRMS). The activities of this area of the department include:  Facilitating new hire onboarding in coordination with the operations team  Reviewing and updating employee data in the HRMS  Supporting and managing the:  applicant tracking system  substitute employee management system  document repository system  I-9 software system Leave and Disability Programs: The department oversees leave and disability programs that include:  Managing the provisions of the Family Medical Leave Act (FMLA)  Administering the long-term leave without pay program  Managing short-term disability and long-term disability programs  Coordinating workers compensation claims for workplace accidents  Engaging in interactive dialog with employees requesting workplace accommodations  Ensuring compliance with related federal, state, and local laws and policies

PERSONNEL Personnel includes the salaries and benefits for 76.5 FTE’s.

2.0 new position are being proposed for FY22 related to Other Growth:

 1.0 Recruiter

 1.0 Coordinator, Leave and Disability 8.0 new positions are being proposed for Enhancements:

 1.0Director

 2.0 Supervisor

 4.0 Coordinator

 1.0 Administrative Assistant III 1.0 position is related to FY21 Reconciliation:

 1.0 HRTD Representative

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 138 DEPARTMENT OF HUMAN RESOURCES AND TALENT DEVELOPMENT HUMAN RESOURCES AND TALENT DEVELOPMENT

The Department continues to utilize part-time and overtime expenses to support work at peak periods, thus enabling the department to exist with fewer full-time FTEs than would otherwise be necessary.

Non-FTE increase related to FY21 Reconciliation:

 $50,000 for supporting the strategic action plan to diversify interview panels

OPERATIONS AND MAINTENANCE The increase in Operations and Maintenance includes the annual maintenance for the Onboarding and ATS system.

Operations and Maintenance related to FY21 Reconciliation:

 $75,000 for general operating cost.

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:

 Hired 2,043 licensed, classified, administrative, part-time, co-curricular, and substitute employees, through 204 new hire sessions and 75 substitute orientations; Secured 334 licensed candidates through the early hiring process, including 198 early contract candidates; Completed over 2,800 reference checks in support of hiring; Executed over 30 external and internal recruitment events, including college fairs, LCPS career fairs, community events, and customized events for LCPS student teachers, many of which were virtual in FY20,  Enhanced grow our own initiatives by hosting the LCPS Educators Rising Conference for high school students with 249 attendees and 12 different sessions that allowed for 37 workshops; Offered Letter of Intent to seniors in the Teacher Cadet program and had 100 students sign; Increased community participation in Teacher Interest Night with five VDOE career switcher programs with 354 registrations, representing an 8.3% increase from the prior Teacher Interest Night; and Focused on student teacher groups for the 297 college students placed in 370 learning opportunities as part of the Teachers in Training (TNT) program,  Verified that LCPS had 98.67% class sections taught by licensed and properly endorsed instructional personnel, which involved a review of teaching endorsements for teachers; Processed approximately 1,258 licensure renewal actions and approximately 1,013 licensure action requests with the Virginia Department of Education; and Processed 3,449 employment/experience verification requests,  Provided support to 854 new novice and experienced teachers with a trained mentor, professional learning for 91 lead mentors and 688 new mentors, instructional coach support for 342 novice teachers, training for 66 first and second-year career switchers, and differentiated professional learning opportunities for career switchers and special education teachers,  Maintained a substitute workforce of 3,525 persons to serve LCPS schools, interviewed 852 candidates for substitute positions, held three in-person and virtual substitute recruiting events, and hired 723 new substitutes.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 139 DEPARTMENT OF HUMAN RESOURCES AND TALENT DEVELOPMENT HUMAN RESOURCES AND TALENT DEVELOPMENT

FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board Goals through the following:

 Facilitate training surrounding the hiring process for hiring managers by providing increased data analysis, revised interview structures, and development of Employee Value Propositions for HRTD and schools to target hiring with diversity,  Provide support for schools to diversify hiring panels with the implementation of action plans and centralized hiring teams,  Increase contact and networking with Teachers in Training and Teacher Cadets through the recruitment process for potential employment,  Collaborate with school-based Teacher Cadet programs to increase participation and develop tools for prospective LCPS teachers,  Increase the substitute pool by holding regional substitute recruiting events, expanding the substitute recognition program, conducting satisfaction surveys of active and inactive substitutes, and producing a quarterly newsletter for substitutes with information on various LCPS instructional initiatives,  Review classified, auxiliary, professional, administrative, and select licensed positions as part of cyclical review process; Analyze standardized rates for part time and hourly positions; Analyze a subset of positions regarding responsibilities, tasks, and title alignment,  Provide professional learning opportunities for support services leadership, instructional leadership, and aspiring division leaders,  Provide professional learning for all first and second-year teachers focused on strategies to improve teaching and learning; Provide professional growth and development to career switchers and special education teachers to improve teacher effectiveness; Enhance professional development and resources for mentors and lead mentors to address the needs of novice teachers; Expand the mentor support provided to LCPS teachers.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Dr. Scott Ziegler TBD Interim Superintendent Assistant Superintendent for Human Resources and Talent Development

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 140 DEPARTMENT OF INSTRUCTION

DEPARTMENT SUMMARY

The role of the Department of Instruction is to provide support to school and division staff in their work of implementing the Loudoun County Public Schools’ mission of empowering all students to make meaningful contributions to the world. The Department of Instruction provides resources, structures, and support to ensure students have equitable opportunities to develop as knowledgeable critical thinkers, communicators, collaborators, creators, and contributors.

The Department of Instruction (DOI) provides leadership and support in many areas, including:

 Identifying significant content and important competencies,  Supporting teachers as designers of deeper learning experiences through authentic challenging problems,  Engaging parents, business partners, and community members,  Supporting and improving teaching and learning,  Provide ongoing professional development to all instructional staff on LCPS instructional initiatives,  Providing equitable educational experiences for all students, and  Ensuring system answerability and internal accountability.

The major efforts for the upcoming year are:

 Continue emphasis on the Loudoun County Public Schools instructional framework, with a focus on culturally responsive instruction and the LCPS Profile of a Graduate,  Maintain implementation of 100% full-day kindergarten programs to support students from across the county,  Continue emphasis on building teacher capacity for providing equitable deeper learning experiences for students through ongoing professional learning,  Continue emphasis on leveraging technology to support instruction, particularly in a one-to-one classroom environment, and  Focus on closing achievement and opportunity gaps for students with disabilities, economically disadvantaged students, and English learners.

FY22 CHANGES

The Department of Instruction’s budget reflects an overall increase from FY21 to FY22 due to identified instructional needs and continued growth of LCPS.

Major initiatives that require budget changes include:

 Remaining responsive to COVID-19 needs throughout the 2021-2022 school year, including distance learning opportunities,  Opening of Hovatter Elementary School,  Opening of a new LCPS Alternative School,  Academies of Loudoun growth,  English Learner Program, including the Welcome Center,  Gifted education, specifically the transition of the elementary program model,

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 141 DEPARTMENT OF INSTRUCTION

 K-8 Computer Science integration and experiential learning experiences in grades 9-12,  Project based learning, personalized learning and performance assessments to support deeper learning and Profile of a Graduate,  Equity and culturally responsive instruction support for teachers, including the development of a culturally responsive framework,  Literacy instruction,  Mathematics instruction, and  Textbooks and digital resources to support instruction.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 142 DEPARTMENT OF INSTRUCTION

BUDGET HISTORY

Division FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget

Assistant Superintendent for Instruction $ 598,603 $ 532,735 $ 563,021 $ 578,601 $ 1,199,000 Elementary Education 232,805,238 250,797,595 266,064,102 270,318,095 289,283,409 High School Education 176,154,154 191,789,825 208,346,355 219,287,250 236,035,311 Instructional Programs 54,728,267 58,818,285 57,730,268 64,271,210 72,858,105 Middle School Education 125,273,723 135,906,706 145,674,401 144,548,777 151,650,934 School Administration 10,397,946 10,514,975 12,918,648 14,106,385 14,721,026 Teaching and Learning 39,764,839 43,065,706 47,139,174 55,312,973 62,802,570

Total $ 639,722,770 $ 691,425,827 $ 738,435,969 $ 768,423,291 $ 828,550,354

Positions 6,350.3 6,616.0 6,761.3 6,978.2 7,329.7

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 143 DEPARTMENT OF INSTRUCTION

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 403,903,823 $ 433,493,449 $ 484,020,671 $ 493,458,642 $ 520,453,247 5.5% Non-FTE Salaries $ 21,198,868 $ 23,019,387 $ 25,765,038 $ 28,297,290 $ 30,959,656 9.4% Benefits $ 187,996,607 $ 197,109,449 $ 193,931,638 $ 209,559,462 $ 232,442,730 10.9% Total Personnel $ 613,099,299 $ 653,622,285 $ 703,717,347 $ 731,315,394 $ 783,855,632 7.2%

Operations and Maintenance Contractual Services $ 6,691,890 $ 7,587,256 $ 6,803,496 $ 7,762,524 $ 9,575,946 23.4% Materials, Supplies and Equipment $ 16,336,386 $ 26,896,806 $ 25,442,326 $ 22,992,779 $ 28,309,716 23.1% Computers and Software $ 1,552,332 $ 1,153,972 $ 779,847 $ 3,729,040 $ 4,087,538 9.6% Training and Continuing Education $ 1,859,442 $ 1,646,589 $ 1,429,601 $ 2,252,154 $ 2,350,122 4.3% Total Operations and Maintenance $ 26,440,050 $ 37,284,623 $ 34,455,270 $ 36,736,497 $ 44,323,322 20.7%

Capital Outlay Buildings $ - $ - $ 10,895 $ - $ - 0.0% Computer Equipment and Software $ 20,000 $ 15,801 $ - $ - $ - 0.0% Furniture and Equipment $ 163,422 $ 503,118 $ 252,457 $ 371,400 $ 371,400 0.0% Total Capital Outlay $ 183,422 $ 518,919 $ 263,352 $ 371,400 $ 371,400 0.0%

Total $ 639,722,770 $ 691,425,827 $ 738,435,969 $ 768,423,291 $ 828,550,354 7.8%

Positions 6,350.3 6,616.0 6,761.3 6,978.2 7,329.7

FY22 BUDGET BY OBJECT OF EXPENDITURE

94.6%

5.3% 0.0%

Personnel Operations and Maintenance Capital Outlay

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 144 DEPARTMENT OF INSTRUCTION

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 145 DEPARTMENT OF INSTRUCTION ASSISTANT SUPERINTENDENT FOR INSTRUCTION

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 370,903 $ 369,083 $ 420,615 $ 410,429 $ 420,336 2.4% Non-FTE Salaries $ 6,791 $ 5,852 $ 5,860 $ 1,681 $ 1,681 0.0% Benefits $ 200,414 $ 134,525 $ 113,808 $ 127,344 $ 128,494 0.9% Total Personnel $ 578,109 $ 509,460 $ 540,283 $ 539,454 $ 550,511 2.0%

Operations and Maintenance Contractual Services $ 6,000 $ - $ 5,500 $ - $ - 0.0% Materials, Supplies and Equipment $ 8,405 $ 13,170 $ 10,793 $ 37,147 $ 646,489 1640.4% Computers and Software $ 1,570 $ - $ 3,117 $ - $ - 0.0% Training and Continuing Education $ 4,519 $ 10,105 $ 3,328 $ 2,000 $ 2,000 0.0% Total Operations and Maintenance $ 20,494 $ 23,275 $ 22,738 $ 39,147 $ 648,489 1556.5%

Total $ 598,603 $ 532,735 $ 563,021 $ 578,601 $ 1,199,000 107.2%

Positions 3.0 3.0 3.0 3.0 3.0

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 1,400,000 Assistant Superintendent 1.0 1.0 1.0 Analyst 1.0 1.0 1.0 1,200,000 Support 1.0 1.0 1.0 1,000,000 Total 3.0 3.0 3.0

800,000 600,000 400,000 200,000 0 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 146 DEPARTMENT OF INSTRUCTION ASSISTANT SUPERINTENDENT FOR INSTRUCTION

BUDGET OVERVIEW PROGRAM DESCRIPTION The Assistant Superintendent for Instruction is responsible for providing supervision, management, and support to teachers, school administrators, and the Department of Instruction as they collaboratively translate the division's mission of empowering all students to make meaningful contributions to the world into classroom practice. The Assistant Superintendent for Instruction provides school and division staff supervision, management, and support to ensure students develop as knowledgeable critical thinkers, communicators, collaborators, creators, and contributors. The Department of Instruction does this through providing students with equitable and culturally responsive deeper learning opportunities and authentic challenging problems to solve.

Responsibilities include the following:

 Identify significant content and important competencies,  Implement curriculum frameworks to support the content and competencies,  Supporting teachers as designers of deeper learning experiences through authentic challenging problems,  Provide ongoing professional development to all instructional staff on LCPS instructional initiatives,  Provide support to school staff in their work of implementing the mission of empowering all students to make meaningful contributions to the world,  Implement a coaching, support, and supervision framework for administrative support and supervision, and  Ensuring system answerability and internal accountability.

The Assistant Superintendent for Instruction is responsible for the following areas:

 Academies of Loudoun  Adult Education  Athletics  Career and Technical Education  Community Connections  Computer Science  Driver Education  Educational Technology  Elementary Education  English Language Arts  English Learners  Equity and Culturally Responsive Instruction  Family Life Education  Fine Arts  Gifted Education  Head Start / STEP  Health and Physical Education  High School Education  Instructional Facilitators  Instructional Programs

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 147 DEPARTMENT OF INSTRUCTION ASSISTANT SUPERINTENDENT FOR INSTRUCTION

 Library Services  Mathematics  Middle School Education  Professional Learning  Elementary and Secondary Reading  Research  School Administration  School Improvement  Science  Social Science and Global Studies  Summer in the Arts  Teaching and Learning  Virtual Loudoun  World Languages and Cultures

PERSONNEL Personnel is comprised of salaries and benefits for 3.0 full-time positions and overtime to assist with periods of peak workloads. OPERATIONS AND MAINTENANCE Operations and maintenance expenditures provide equipment, materials and supplies needed to support the daily activities in the office. In FY22, funding for MSAAC support is requested to be reallocated to the Chief of Staff under Central Support.

Operations and Maintenance related to FY21 Reconciliation:

• $619,342 for Supply Allotments for Teachers

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:  Worked toward meeting desired outcomes outlined in the strategic actions designed to improve teaching and learning in Loudoun County Public Schools,  Continued to provide professional learning and support to enable teachers to empower all students to make meaningful contributions to the world, particularly through project-based learning and performance-based assessment, as we move toward deeper learning,  Provided support to schools in modifying curriculum scope and sequence documents to meet the needs of learners during distance learning,  Supported implementation of a new learning management system and 100% distance learning environment,  Supported schools in implementing 100% distance learning and hybrid in-person instruction during COVID-19, and  Expanded support to all schools through Instructional Facilitator support, including Instructional Facilitators for Mathematics and Computer Science.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 148 DEPARTMENT OF INSTRUCTION ASSISTANT SUPERINTENDENT FOR INSTRUCTION

FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board Goals through the following:  Continue emphasis on the LCPS instructional framework, LCPS Profile of a Graduate, and deeper learning for all students,  Initiate a new alternative school program to meet the unique needs of high school students,  Expand recruitment efforts and program options at the Academies of Loudoun,  Emphasize and support professional learning opportunities aligned with the strategic actions, specifically in the areas of gifted education, computer science and computational thinking, literacy, and mathematics,  Continue emphasis on leveraging technology to support instruction in distance learning and in-person learning,  Provide professional learning and support to enable teachers to empower all students to make meaningful contributions to the world, particularly through project-based learning, personalized learning, and performance- based assessment,  Continue implementation of a culturally responsive instructional framework that supports teachers in providing equitable educational experiences for each student,  Expand and strengthen support for English Learner students and students entering LCPS through the Welcome Center, and  Remain responsive to COVID-19 implications and needs throughout the 2020-2021 school year.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Dr. Scott Ziegler Dr. Ashley Ellis Interim Superintendent Assistant Superintendent for Instruction

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 149 DEPARTMENT OF INSTRUCTION ELEMENTARY EDUCATION

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 151,560,187 $ 161,424,689 $ 179,740,355 $ 180,764,928 $ 189,144,633 4.6% Non-FTE Salaries $ 6,860,465 $ 7,448,848 $ 8,234,279 $ 7,484,105 $ 8,801,817 17.6% Benefits $ 71,201,058 $ 74,120,579 $ 72,664,911 $ 76,999,127 $ 85,131,141 10.6% Total Personnel $ 229,621,710 $ 242,994,116 $ 260,639,544 $ 265,248,160 $ 283,077,592 6.7%

Operations and Maintenance Contractual Services $ 235,641 $ 757 $ 12,067 $ - $ - 0.0% Materials, Supplies and Equipment $ 2,853,297 $ 7,738,082 $ 5,355,646 $ 5,007,311 $ 6,142,593 22.7% Computers and Software $ 45,418 $ 13,767 $ 19,645 $ - $ - 0.0% Training and Continuing Education $ 49,171 $ 50,873 $ 26,304 $ 62,624 $ 63,224 1.0% Total Operations and Maintenance $ 3,183,528 $ 7,803,479 $ 5,413,663 $ 5,069,935 $ 6,205,817 22.4%

Capital Outlay Buildings $ - $ - $ 10,895 $ - $ - 0.0% Total Capital Outlay $ - $ - $ 10,895 $ - $ - 0.0%

Total $ 232,805,238 $ 250,797,595 $ 266,064,102 $ 270,318,095 $ 289,283,409 7.0%

Positions 2,458.5 2,546.3 2,608.0 2,664.3 2,775.9

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 350,000,000 Director 1.0 1.0 1.0 Supervisor 3.0 3.0 3.0 300,000,000 Principal 59.0 59.0 59.0 250,000,000 Assistant Principal 57.0 57.0 59.0 Dean 24.0 24.0 27.0 200,000,000 Teacher 386.8 386.8 392.4 150,000,000 Teacher-Grade 1-5 1406.0 1406.0 1440.0 100,000,000 Teacher-FDK 272.0 272.0 270.0 Teacher-Contingency 50,000,000 - - 28.0 Teacher-Differentiated 25.0 25.0 23.0 0 Teacher Assistant 7.0 7.0 7.0 FY18 FY19 FY20 FY21 FY22 Teacher Assistant-FDK 272.0 272.0 270.0 Teacher Assistant 1-5 7.0 27.0 71.0 Support 124.5 124.5 125.5 Total 2644.3 2664.3 2775.9

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 150 DEPARTMENT OF INSTRUCTION ELEMENTARY EDUCATION

BUDGET OVERVIEW PROGRAM DESCRIPTION The Office of Elementary Education promotes the mission, goals, and core beliefs of the LCPS strategic framework to the staff and students at all elementary schools. The Director and Supervisors of Elementary Education are responsible for the support, supervision, and evaluation of 57 elementary principals. As part of their principal supervision role, the director and supervisors coach and support principals while engaging in effective learning strategies to help principals grow as leaders of learning. This is accomplished by assisting leaders to focus direction, cultivate collaborative structures, deepen student learning, and secure accountability. The Office of Elementary Education supports principals with ongoing, research-based professional development to strengthen the connection between vision and action. The Office of Elementary Education provides assistance in the development of the school improvement plan, aligns division resources in support of the plan, and monitors progress towards established goals. The Director and Supervisors assist principals in monitoring school operations, provide advice on implementation of policies, and respond to community inquiries about school operations in collaboration with the Office of School Administration.

The Office of Elementary Education partners with the Budget and Planning offices to analyze enrollment projections and available class space and prepares budget proposals for general education staffing including administrators, teachers, teacher assistants and support staff. The Office of Elementary Education also oversees the regional and site- based summer school programs typically offered during the month of July. The FY22 budget includes funding to sustain the implementation of universal Full-Day Kindergarten and the enhancement of providing stipends to teachers serving as Elementary Team Leads (ETLs). Sufficient K-5 FTEs are included in order to maintain elementary average class sizes at 22:1.

PERSONNEL Personnel is comprised of salaries and benefits for 2,775.9 positions.

In FY22, 22.6 position changes are related to Staffing Standards Growth:

 1.0 Assistant Principal  2.0 Dean  25.0 Teacher, Grade 1-5  (4.0) Teacher, Full Day Kindergarten  (4.0) Teacher Assistant, Full Day Kindergarten  0.5 Teacher, Art  2.2 Teacher, Physical Education  1.9 Teacher, Music  (2.0) Teacher, Grades 1-5 Differentiated

17.0 positions are related to New Schools: • 9.0 Teacher, Grades 1-5 • 1.0 Assistant Principals • 1.0 Dean • 1.0 Front office staff • 0.5 Teacher, Art

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 151 DEPARTMENT OF INSTRUCTION ELEMENTARY EDUCATION

• 2.0 Teacher, FDK • 2.0 Teacher Assistant, FDK • 0.5 Teacher, Reading

15.0 positions are related to Enhancement Other:  15.0 Teacher, Contingency – Temporary due to pandemic

57.0 positions are related to FY21 Reconciliation: • 44.0 Teacher Assistant Grades 1-3 • 13.0 Teacher, Contingency Grades 1-5

Non-FTE Salaries increase includes National Board Certified Award, Team Lead Stipends and Summer School funding.

Non-FTE Salaries related to FY21 Reconciliation: • 342,327 for Teacher Team Lead Stipends

OPERATIONS AND MAINTENANCE Materials, Supplies and Equipment increase includes school allotments and Science Textbook adoption.

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:

 Elementary schools continued promoting personalized learning (PL), project-based learning (PBL) and performance assessments (PA) as building blocks to support deeper learning,  The Elementary School Office continued to provide research based professional development for elementary school deans, assistant principals, and principals,  Monitored consistency and quality during the creation of 56 annual School Improvement Plans and assist principals in analyzing subgroup achievement and establishing appropriate intervention strategies for the 2019-20 school year, and  Head Start earned their Five Year Head Start Award and the STEP program received a glowing onsite VDOE Monitoring review.

FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board Goals through the following:

 Prepare for a successful opening of Hovatter Elementary,  Continue emphasis on LCPS instructional framework, deeper learning, Profile of a Graduate, and Equity In the Center (EIC),

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 152 DEPARTMENT OF INSTRUCTION ELEMENTARY EDUCATION

 Continue supporting schools as they personalize learning for all students, whether in-person or in distance learning,  Support and assist elementary principals in leading their schools with an equity lens as they support teachers in providing deeper learning and support for the students as we work toward the goals of the LCPS culturally responsive framework and Profile of a Graduate,  Provide administrative support and give priority in the allocation of resources to elementary schools that may need assistance in meeting accreditation standards,  Provide administrative support for the continued implementation of the elementary assessment and grading expectations,  Monitor and provide quality assurance related to information communicated by schools to their parents and communities through their webpages, newsletters, and miscellaneous correspondence,  Monitor the development and implementation of 57 school improvement plans created district wide using the continuous school improvement model,  Maintain Full-Day Kindergarten to serve 100% of Loudoun County's kindergarten population, and  Successfully guide the principal and assistant principal selection process to ensure equitable opportunities are provided to expand our leadership diversity.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Dr. Ashley Ellis Rae Mitchell Assistant Superintendent of Instruction Director of Elementary Education

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 153 DEPARTMENT OF INSTRUCTION HIGH SCHOOL EDUCATION

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 114,680,088 $ 122,483,128 $ 138,815,484 $ 145,358,388 $ 153,330,063 5.5% Non-FTE Salaries $ 5,121,040 $ 5,602,120 $ 5,545,330 $ 5,610,124 $ 6,167,097 9.9% Benefits $ 51,936,032 $ 54,233,000 $ 54,591,254 $ 60,781,428 $ 67,627,302 11.3% Total Personnel $ 171,737,160 $ 182,318,247 $ 198,952,068 $ 211,749,940 $ 227,124,462 7.3%

Operations and Maintenance Contractual Services $ 202,506 $ 321,035 $ 106,498 $ 383,245 $ 383,245 0.0% Materials, Supplies and Equipment $ 3,591,315 $ 8,550,629 $ 9,065,239 $ 6,542,977 $ 7,914,855 21.0% Computers and Software $ 371,161 $ 56,905 $ 56,685 $ 337,376 $ 337,922 0.2% Training and Continuing Education $ 187,873 $ 193,424 $ 139,558 $ 135,712 $ 136,827 0.8% Total Operations and Maintenance $ 4,352,855 $ 9,121,993 $ 9,367,980 $ 7,399,310 $ 8,772,849 18.6%

Capital Outlay Computer Equipment and Software $ - $ 15,801 $ - $ - $ - 0.0% Furniture and Equipment $ 64,139 $ 333,784 $ 26,307 $ 138,000 $ 138,000 0.0% Total Capital Outlay $ 64,139 $ 349,585 $ 26,307 $ 138,000 $ 138,000 0.0%

Total $ 176,154,154 $ 191,789,825 $ 208,346,355 $ 219,287,250 $ 236,035,311 7.6%

Positions 1,717.8 1,766.2 1,860.3 1,975.0 2,095.3

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 250,000,000 Director 4.0 4.0 4.0 Principal 19.0 19.0 20.0 200,000,000 Supervisor - - 1.0 Assistant Principal 58.0 58.0 59.0 Dean 1.0 1.0 1.0 150,000,000 Teacher 22.5 22.5 22.5 Teacher-Grade 9-12 1571.4 1568.3 1637.2 100,000,000 Teacher-Academies 76.1 78.2 79.2 Teacher-The North Star School 20.0 20.0 20.0 50,000,000 Teacher-Contingency - - 13.0 Teacher-Differentiated 24.0 24.0 22.4 0 Teacher, JROTC 3.0 3.0 3.0 Teacher-Specialist 3.0 3.0 3.0 FY18 FY19 FY20 FY21 FY22 Teacher,-Alternative School - - 10.0 Teacher Assistant 60.0 61.0 87.0 Support 93.0 93.0 93.0 Coordinator 20.0 20.0 20.0 Total 1975.0 1975.0 2095.3

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 154 DEPARTMENT OF INSTRUCTION HIGH SCHOOL EDUCATION

BUDGET OVERVIEW

PROGRAM DESCRIPTION The Office of High School Education promotes the mission, goals, and core beliefs of the Loudoun County Public Schools (LCPS) Strategic Framework to the staff and students at all high schools, The North Star School, and the Academies of Loudoun. The Director of High School Education is responsible for the support, supervision, and evaluation of 19 principals. As a principal supervisor, the Director coaches, supports, and evaluates principals and engages in effective learning strategies to help principals grow as leaders of learning and disruptors of inequitable practices. This is done through an emphasis on school leadership in relation to focusing direction, cultivating collaborative structures, deepening student learning, and securing accountability. This Director aids in the development of the school improvement plan, aligns division resources in support of the plan, and monitors progress towards established goals. The Director assists principals in monitoring school operations, providing advice on implementation of policies, and responds to community inquiries about school operations in collaboration with the Office of School Administration and other departments in the division.

The Office of High School Education partners with the Budget and Planning offices to analyze enrollment projections, available class space, and prepares budget proposals for general education staffing including administrators, teachers, teacher assistants, and support staff.

This office oversees the hiring and operation of the Summer Credit Recovery Program and summer graduation for high school students. The Director of High School Education serves as an equity trainer and substitute compliance officer for LCPS.

In collaboration with multiple departments within the division, the Director of High School Education schedules and facilitates monthly high school forums and high school assistant principal professional learning institutes. Furthermore, the Director meets monthly to provide personalized coaching to principals in their first two years of service.

PERSONNEL The personnel line is comprised of salaries and benefits for 2,095.3 full time positions.

In FY22, 70.2 position changes are related to Staffing Standard Growth:

 68.9 Teacher, Grades 9-12  (0.1) Teacher, Monroe Advanced Technical Academy  1.0 Assistant Principal, High (Independence)  1.0 Teacher, Academy of Science  1.0 Teacher Assistant, Study Hall (Lightridge)  (1.0) Teacher Assistant, Study Hall (Loudoun Valley)  (1.6) Teacher, Grades 9-12 Differentiated  1.0 Teacher, Grades 9-12 Contingency

26.0 position is related to Enhancement Staffing Standard:

 26.0 Teacher Assistant, Study Hall

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 155 DEPARTMENT OF INSTRUCTION HIGH SCHOOL EDUCATION

14.0 positions are related to Enhancement Other:

 10.0 Teacher, Alternative School  1.0 Principal, Alternative School  3.0 Teacher, Contingency (The North Star School)

10.1 positions are related to FY21 Reconciliation:

 0.1 Teacher, Monroe Advanced Technical Academy  9.0 Teacher, Contingency Grades 9-12  1.0 Supervisor, High School Education

Non-FTE Salaries include funds for substitute teachers and part time to support curriculum writing and clerical support during peak times and special programs. The increase in Non-FTE salaries is related to additional Summer School funds.

In FY21 the staffing box FTE changes between Adopted and Revised are as follows:

 (3.1) from Teacher-Grade 9-12 to various High School positions  2.1 to Teacher-Academies from Teacher-Grade 9-12  1.0 to Teacher Assistant from Teacher-Grade 9-12

OPERATIONS AND MAINTENANCE The increase in Operations and Maintenance are for Instructional Materials to support 17 High Schools and the Science Textbook adoption. Funds are also included to support the opening of the alternative school and The North Star School. Operations and Maintenance related to FY21 Reconciliation:

 Testing fees for the Academies of Loudoun  Curriculum Development Standardized Rate Increase

CAPITAL OUTLAY Capital Outlay funds are to provide specialized equipment and machinery to support programs within the Academies of Loudoun such as Liquid Chromatography Mass Spectrometry (LC-MS), Leica Microscopes, and an Elipsometer. These funds will also be used to replace broken and outdated equipment.

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:

 All high schools achieved full state accreditation status,  All high schools continued to receive Cognia (formerly AdvancEd) Mid-Atlantic regional accreditation,  High schools continued promoting personalized learning (PL), project-based learning (PBL), and performance assessments (PA) as building blocks supporting deeper learning,  The High School Office continued to provide research based professional development for high school principals and assistant principals to improve capacity as leaders of learning and leaders of disrupting inequitable practices,

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 156 DEPARTMENT OF INSTRUCTION HIGH SCHOOL EDUCATION

 The High School Office provided support for hiring leadership and staff of Lightridge High School,  LCPS SAT Scores are 60 points higher than graduates of public schools in Virginia and 118 points higher than the national average,  LCPS increased in average SAT scores for black students by 11 points, from 1047 in 2019 to 1058 in 2020, and  Virginia on-time graduation rates increased for every demographic category from 2019 to 2020 with a significant increase of 8.9% English Learners in LCPS as compared to an increase of 1.9% English Learners in Virginia.

FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board Goals through the following:

 Support and assist high school principals in leading their schools with an equity lens as they coach teachers in providing deeper learning experiences and support for the students as we work toward the goals of the LCPS culturally responsive framework and Profile of a Graduate,  Continue emphasis on LCPS instructional framework, deeper learning, Profile of a Graduate, and equity in the center,  Continue supporting schools as they personalize learning for all students, whether in-person or in distance learning,  Supervise and support principals through processes that enhance goal setting, progress monitoring, equitable practices, culturally responsive teaching, and reflection of leadership practices,  Continue emphasis on the LCPS instructional framework, with a focus on culturally responsive instruction,  Promote college and career readiness through increased opportunities in course participation and implementation of Career and College readiness programs,  Support and refine school improvement practices in closing the achievement gap for all with particular attention to Black, Latinx, English learners, and students with disabilities,  Support high schools in providing appropriate remediation during the school year and through expanded summer credit recovery,  Support the successful hiring and opening of the first alternative school,  Support the transition, continued growth, and development of Douglass School to North Star School,  Support the continued growth and development of the Academies of Loudoun and Lightridge High School,  Support Independence High School with the Brambleton Middle School annex located at Independence High School due to overcrowding at Brambleton Middle School, and  Assist high school staff in identifying and incorporating strategies to reduce the number of student discipline referrals, and the number of days of out-of-school suspension.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Dr. Ashley Ellis Nereida C. Gonzalez-Sales Assistant Superintendent of Instruction Director of High School Education

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 157 DEPARTMENT OF INSTRUCTION INSTRUCTIONAL PROGRAMS

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 28,701,458 $ 30,710,580 $ 31,634,591 $ 32,651,033 $ 36,592,516 12.1% Non-FTE Salaries $ 1,637,949 $ 1,731,679 $ 1,861,894 $ 4,190,688 $ 4,276,729 2.1% Benefits $ 13,674,426 $ 14,385,180 $ 12,807,736 $ 14,098,803 $ 16,590,158 17.7% Total Personnel $ 44,013,833 $ 46,827,439 $ 46,304,221 $ 50,940,524 $ 57,459,402 12.8%

Operations and Maintenance Contractual Services $ 5,035,794 $ 6,026,648 $ 5,644,228 $ 5,837,062 $ 7,150,909 22.5% Materials, Supplies and Equipment $ 4,066,127 $ 4,525,160 $ 4,523,532 $ 3,666,331 $ 3,991,396 8.9% Computers and Software $ 378,718 $ 514,107 $ 449,199 $ 2,469,574 $ 2,838,991 15.0% Training and Continuing Education $ 1,213,795 $ 924,930 $ 800,321 $ 1,357,719 $ 1,417,407 4.4% Total Operations and Maintenance $ 10,694,434 $ 11,990,846 $ 11,417,280 $ 13,330,686 $ 15,398,703 15.5%

Capital Outlay Computer Equipment and Software $ 20,000 $ - $ - $ - $ - 0.0% Furniture and Equipment $ - $ - $ 8,767 $ - $ - 0.0% Total Capital Outlay $ 20,000 $ - $ 8,767 $ - $ - 0.0%

Total $ 54,728,267 $ 58,818,285 $ 57,730,268 $ 64,271,210 $ 72,858,105 13.4%

Positions 480.6 509.5 434.5 443.5 496.0

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 80,000,000 Director 1.0 1.0 1.0 70,000,000 Supervisor 10.0 10.0 11.0 Instructional Specialist 4.0 4.0 7.0 60,000,000 Teacher 80.5 80.5 124.0 50,000,000 Instr Facilitator 26.0 26.0 31.0 40,000,000 Instr Facilitator, Tech 90.5 90.5 91.5 Library Assistant 88.0 88.0 89.0 30,000,000 Librarian 126.5 126.5 126.5 20,000,000 Counselor 1.0 1.0 - 10,000,000 Analyst 3.0 3.0 3.0 0 Assistant 1.0 1.0 1.0 FY18 FY19 FY20 FY21 FY22 Support 6.0 6.0 6.0 Coordinator 3.0 3.0 2.0 Specialist 3.0 3.0 3.0 Total 443.5 443.5 496.0

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 158 DEPARTMENT OF INSTRUCTION INSTRUCTIONAL PROGRAMS

BUDGET OVERVIEW

PROGRAM DESCRIPTION The Division of Instructional Programs is organized into several offices that are designed to provide leadership and coordination in developing instructional programs for LCPS. Program supervision and responsibilities include the administration and coordination of several content areas and supervisors to ensure all instructional programs support the mission and attainment of LCPS strategic goals. Program supervision and responsibilities include:

● Adult Education ● Career and Technical Education ● Community Connections ● Educational Technology ● Gifted Education ● Instructional Facilitators ● Library Media Services ● Professional Learning ● Research ● School Improvement ● Virtual Loudoun

PERSONNEL Personnel for Instructional Programs includes funding for salaries and related benefits for 496.0 positions. The increase of 52.5 positions is due to staffing standards growth, new school growth and other enhancements.

In FY22, an increase of 1.0 positions is related to Staffing Standards Growth:

 1.0 Instructional Facilitator, ES  (1.0) Librarian - MS  1.0 Teacher, Gifted ES

3.0 positions are requested for the new Elementary School - Hovatter

 1.0 Instructional Facilitator, Technology - ES  1.0 Librarian - ES  1.0 Library Assistant – ES

40.5 positions are requested for Enhancement Other:

 2.5 Teacher, Practical Nursing-Adult Education  1.0 Specialist, Research  35.0 Teacher, Virtual Loudoun  1.0 Specialist, Distance Learning

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 159 DEPARTMENT OF INSTRUCTION INSTRUCTIONAL PROGRAMS

 1.0 Instructional Facilitator – Distance Learning MS/HS

0.0 positions are requested for Reallocation

 1.0 Specialist, CTE  (1.0) Teacher, School Counselor-Virtual Loudoun

8.0 Positions are related to FY21 Reconciliation

 3.0 Instructional Facilitator, Deeper Learning  5.0 Teacher, Gifted (Transition Program)

The increase in Non-FTE salaries is curriculum development and part-time.

Non-FTE salaries related to FY21 Reconciliation

 $88,000 Curriculum Rate increase

OPERATIONS AND MAINTENANCE The overall Operations and Maintenance budget is increasing. Funding for each program focuses on Operations and Maintenance of individual programs within Instructional Programs, including materials, supplies, training, technology, and continuing education for various instructional projects.

The increase in Computers and Software is due to the increase and expansion of MAP contract for 1st Graders and an enhancement to support lesson delivery and interactive video software.

Operations and Maintenance related to FY21 Reconciliation:  $100,000 K-12 classroom libraries  $38,000 in training and continuing education  $35,000 in materials, supplies and equipment

FY20 MAJOR ACHIEVEMENTS

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

 Provided quality, personalized, online instruction to over 3,000 students in the Virtual Loudoun program. The program has consistently experienced significant linear growth in Terms 1, 2, and 3 since its inception in 2014  Division instructional facilitators remained focused on the mission of deeper learning for all students by working with schools administrations, teams, individual teachers, content supervisors, and other facilitators to provide high-quality, engaging learning experiences for students during distance learning  Engagement in Job for a Day was increased to over 50 business partners and 300 job opportunities across the various career clusters  Implemented the school-based, collaborative gifted model in 14 elementary schools

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 160 DEPARTMENT OF INSTRUCTION INSTRUCTIONAL PROGRAMS

 Developed leadership and innovation curriculum frameworks for the school-based, collaborative gifted program  Expanded the EDGE program to 54 elementary schools serving over 1,000 students  Administered division-wide school climate survey to families, staff, and students integrating division themes of effective instruction, deeper learning, the 5 C’s, and effective classroom and school climate. Results were used for reflection for continuous improvement for school and central office staff.  Worked with the MAP Team to plan and provide ongoing supports to teachers, principals, and central office staff in using MAP to differentiate instruction, support student growth, and communicate results with families. Also provided supports to school staff in administering the MAP assessments to 58,000 students.  Developed, published and provided ongoing support for QLIK applications for MAP, course enrollment, advanced course participation, grade distribution, and other data for school and division staff.  Successfully transitioned all adult education registration, intake, testing to a virtual environment, and classes to online instruction,  Collaborated with DDI and DOI teams to plan for implementation of the Schoology learning management system.  Designed and developed professional learning to introduce teachers to Schoology, and trained school-based IFTs to deliver professional learning to teachers on the March professional learning day and into the spring.  Shifted the annual Inspire Loudoun conference into a virtual Schoology-focused professional learning event with over 2000 teachers participating and supported optional summer professional learning for teachers on Schoology.  Supported the division’s shift to emergency distance learning in the spring by designing and developing professional learning for teachers on the basics of virtual instruction.  Coordinated collaboration between curriculum teams and external partners to deliver digital curriculum resources to support distance learning.  Collaborated with DDI to support the deployment of devices for students in grades 3-12 and the emergency deployment of devices to students in grades K-2.  The Office of School Improvement partnered with the Research Office and the Department of Pupil Services to integrate student achievement, perception, demographic, and other data to support the school improvement process with a focus on equity,  The Technology of Robotic Design course continued at all middles schools and was piloted at 9 of the 16 high schools,  All middle school Technology and Engineering Education teachers attended the Project Lead the Way (PLTW) core training for Design & Modeling in preparation for updating the Tech Ed 7 SEM curriculum supports,  Continued developing a four-year CTE Computer Science pathway with the implementation of the Cybersecurity Software Operations course at 7 high schools,  Developed 56 curriculum guides to support middle school and high school CTE courses,  Interviewed and hired the first Work-Based Learning (WBL) Specialist to support the Office of Career and Technical Education,  Successful English Language Arts textbook adoption,  Earned District level Digital Citizenship certification from Commonsense Media,  Continued the Broad Run library refresh,

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 161 DEPARTMENT OF INSTRUCTION INSTRUCTIONAL PROGRAMS

 Collaboratively designed and implemented a series of three Equity in the Center learning modules focused on raising racial awareness of LCPS staff. Between FY19 and FY20, all LCPS school administrators have participated in the three modules of Equity in the Center and teachers in every school have participated in Equity in the Center, Module 1.  LCPS increased teacher participation in professional learning around PBL, PBA, and Personalized Learning (PL). Completed the Wave 5 roll out of Personalized Learning.  Expanded the support for Wall to Wall PBL and PBL focus schools to include two additional elementary schools, one middle school and one high school.

FY22 MAJOR WORK PLAN INITIATIVES

Continue to support School Board Goals through the following:

 Continue the pattern of growth in the Virtual Loudoun Program by implementing authentic assessments to promote deeper learning as well as begin research for the addition of new classes to the Virtual Loudoun Program,  Continue to identify and promote strategies and instructional tools that will increase student engagement and collaboration in the virtual learning environment and the physically distanced classroom via the Division Instructional Facilitators.  Engage in professional learning and coaching that aligns with deeper learning through support and collaboration with PBLWorks, Education Elements, and our Division Instructional Facilitators.  Increase equity of Dual Enrollment course offerings by collaborating with Division offices of School Counseling, Equity, and LCPS higher education partners.  Implement the school-based, collaborative gifted model for 4th and 5th grade gifted learners in 17 elementary schools.  Develop the second course of the LCPS gifted education certification program for classroom teachers. This course will focus on identifying gifted learners from underrepresented populations.  Develop instructional resources and provide professional development for gifted resource teachers and classroom teachers to support the implementation of EDGE in all elementary schools.  Continue to develop, publish, and support QLIK reports that assist inquiry and equitable decision-making for LCPS stakeholders, to include the School Board, central office and school-based staff, and community members.  Support the monitoring of the implementation and impact of the LCPS Comprehensive Equity Plan. Support the Equity Office in sharing the results with the Equity Committee, School Board, and other stakeholders.  Continue to design and administer survey instruments for data collection related to the goals and mission of LCPS.Reports will be used by stakeholders to assess program effectiveness and direct improvement efforts.  Continue to offer the option of online courses besides in-person option within all the adult education programs,  Support expanded use of the Schoology learning management system through continued professional learning to support technology enabled learning experiences for students and staff  Provide continued professional learning for IFTs to support teachers with leveraging technology to enhance instruction regardless of delivery method (in-person, blended, or virtual)

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 162 DEPARTMENT OF INSTRUCTION INSTRUCTIONAL PROGRAMS

 Use data to inform professional learning needs around a variety of instructional technology tools and technology- enhanced instructional strategies.  Provide schools support for an updated 2021 comprehensive needs assessment and school improvement plan that aligns with our division vision and mission and the Virginia Continuous School Improvement Process,  Align Career and Technical Education courses with the new diploma seal, STEM-H,  Pilot Project Lead the Way (PLTW) Introduction to Engineering Design Honors course in 7 high schools to begin a four-year Engineering pathway,  Expand the developing four-year CTE Computer Science pathway with the implementation of App Development I H in 6 high schools,  Complete a textbook adoption for Science, Fine Arts, and Health and Physical Education,  Worked with Common Sense Media to introduce librarians to their new portal called Wide Open School that has access to many resources that can used in synchronous and asynchronous learning activities that teach and reinforce digital citizenship,  Collaborate with various departments and groups to ensure students continue to have access to reading materials and other digital resources to support learning and independent reading,  The Office of Professional Learning will collaborate with the Director of Equity, the Specialist of Equity and Cultural Competence, and other team members in DPS and HRTD to build capacity of staff in the equity work,  The Office of Professional Learning, collaborating with the Office of Instructional Facilitators, and Educational Technology, will build the capacity of the Division Instructional Facilitators and Instructional Facilitators of Technology to support the implementation of Deeper Learning through PBL, PBA, and PL. This will be accomplished through additional coaching supports and access to resources around Deeper Learning and the Profile of a Graduate.  The Office of Professional Learning will work to align PD experiences with our county-wide focus on deeper learning and culturally responsive teaching.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Dr. Ashley Ellis Tina Howle Assistant Superintendent of Instruction Director of Instructional Programs

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 163 DEPARTMENT OF INSTRUCTION MIDDLE SCHOOL EDUCATION

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 81,996,034 $ 89,558,526 $ 99,224,788 $ 96,608,958 $ 99,159,997 2.6% Non-FTE Salaries $ 2,470,267 $ 3,039,576 $ 3,562,984 $ 3,303,623 $ 3,694,710 11.8% Benefits $ 38,874,762 $ 41,184,729 $ 39,906,416 $ 40,870,155 $ 43,998,481 7.7% Total Personnel $ 123,341,063 $ 133,782,831 $ 142,694,187 $ 140,782,736 $ 146,853,188 4.3%

Operations and Maintenance Contractual Services $ 3,445 $ 7,585 $ - $ 46,413 $ 46,413 0.0% Materials, Supplies and Equipment $ 1,789,979 $ 2,015,480 $ 2,924,424 $ 3,621,959 $ 4,653,664 28.5% Computers and Software $ 50,482 $ 22,730 $ 4,903 $ - $ - 0.0% Training and Continuing Education $ 88,755 $ 78,081 $ 50,887 $ 97,669 $ 97,669 0.0% Total Operations and Maintenance $ 1,932,660 $ 2,123,875 $ 2,980,213 $ 3,766,041 $ 4,797,746 27.4%

Total $ 125,273,723 $ 135,906,706 $ 145,674,401 $ 144,548,777 $ 151,650,934 4.9%

Positions 1,306.5 1,387.0 1,420.2 1,403.1 1,426.1

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 160,000,000 Director 1.0 1.0 1.0 140,000,000 Principal 17.0 17.0 17.0 Assistant Principal 35.0 35.0 35.0 120,000,000 Dean 51.0 51.0 51.0 100,000,000 Teacher 1105.1 1105.1 1110.5 80,000,000 Teacher-Contingency - - 14.0 Teacher-Differentiated 21.0 21.0 23.6 60,000,000 Teacher Assistant 69.0 69.0 69.0 40,000,000 Support 104.0 104.0 105.0 20,000,000 Total 1403.1 1403.1 1426.1 0 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 164 DEPARTMENT OF INSTRUCTION MIDDLE SCHOOL EDUCATION

BUDGET OVERVIEW PROGRAM DESCRIPTION The Office of Middle School Education promotes the mission, goals, and core beliefs of the LCPS Strategic Framework to the staff and students at all middle schools. The Director of Middle School Education is responsible for the support and supervision of 17 middle school principals. As a principal supervisor, the Director coaches, supports, and evaluates principals and engages in effective learning strategies to help principals grow as leaders of learning and disruptors of inequitable practices. This is done through an emphasis on school leadership in relation to focusing direction, cultivating collaborative structures, deepening student learning, and securing accountability. The Director aids in the development of the school improvement plan, aligns division resources in support of the plan, and monitors progress towards established goals. The Director assists principals in monitoring school operations, provides advice on implementation of policies, and responds to community inquiries about school operations in collaboration with the Office of School Administration and other departments within the division.

The Office of Middle School Education partners with the Budget and Planning offices to analyze enrollment projections and available class space and prepares budget proposals for general education staffing including administrators, teachers, teacher assistants, and support staff. This office also oversees the site-based summer school programs typically offered during the month of July for all 17 middle schools.

In collaboration with multiple departments within the division, the Director of Middle School Education schedules and facilitates monthly middle school principal forums and middle school assistant principal/dean professional learning institutes. Furthermore, the Director meets monthly to provide personalized coaching to principals in their first two years of service.

PERSONNEL Personnel is comprised of salaries and benefits for 1,426.1 employees and all fringe benefits.

In FY22, 3.4 positions are related to Staffing Standards Growth:

 0.8 Teacher, Grades 6-8  2.6 Teacher, Grades 6-8 Differentiated

1.0 position is related to Enhancement Other:

 1.0 Administrative Assistant I – Brambleton MS

18.6 positions are related to FY21 Reconciliation:

 4.6 Teacher, Grades 6-8  14.0 Teacher, Contingency Grades 6-8

Non-FTE Salaries include funds for substitute teachers and part time to support clerical staff during peak times and special programs. The increase in Non-FTE salaries is due to additional Summer School funds.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 165 DEPARTMENT OF INSTRUCTION MIDDLE SCHOOL EDUCATION

OPERATIONS AND MAINTENANCE The Operations and Maintenance budget provide support to Middle Schools with instructional materials, postage and subscriptions. It also provides training and continuing education opportunities for Principals. The increase in Materials, Supplies and Equipment supports school allotments and Science Textbook adoption.

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:

 All eligible LCPS middle schools remained designated as National and Virginia Schools to Watch by providing organizational structures that support high academic achievement, developmental responsiveness, and equitable practices,  Loudoun County Public Schools maintained its designated as a National Schools to Watch District,  Middle schools continued promoting personalized learning (PL), project-based learning (PBL), and performance assessments (PA) as building blocks supporting deeper learning,  The Middle School Office continued to provide research-based professional development for principals, assistant principals, and deans to improve capacity as leaders of learning and disruptors of inequitable practices,  Stone Hill MS counseling team earned a “White Star” as part of the LCPS Comprehensive School Counseling Program (Star System),  Farmwell Station MS and Willard MS counseling teams earned a “Blue Star” as part of the LCPS Comprehensive School Counseling Program (Star System),  Blue Ridge MS, Eagle Ridge MS, Harmony MS, J. Michael Lunsford MS, Mercer MS, Smart’s Mill MS, and Trailside MS counseling teams earned a “Red Star” as part of the LCPS Comprehensive School Counseling Program (Star System),  Belmont Ridge MS and Brambleton MS counseling teams earned a “Silver Star” as part of the LCPS Comprehensive School Counseling Program (Star System),  River Bend MS counseling team earned a “Gold Star” as part of the LCPS Comprehensive School Counseling Program (Star System), and  Eagle Ridge MS and Mercer MS received the Virginia Department of Education (VDOE) Continuous Improvement Award. FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board Goals through the following:

 Continue emphasis on the LCPS instructional framework, deeper learning, and equity in the center,  Continue supporting schools as they personalize learning for all students, whether in-person or in distance learning,  Supervise and support principals through processes that enhance goal setting, progress monitoring, equitable practices, culturally responsive teaching, and reflection of leadership practices,  Continue emphasis on the Loudoun County Public Schools instructional framework, with a focus on culturally responsive instruction,  Support and refine school improvement practices in closing the achievement gap with particular attention to Black, Latinx, English learners and students with disabilities,

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 166 DEPARTMENT OF INSTRUCTION MIDDLE SCHOOL EDUCATION

 Assist middle school staff in identifying and incorporating strategies to reduce the number of student discipline referrals and the number of days of out-of-class/school suspension,  Support the Brambleton MS (BMS) annex at Independence HS due to BMS being overcapacity,  Promote college and career readiness by promoting access to accelerated courses and implementation of Career and College readiness programs, and  Support middle schools to provide students with appropriate remediation through expanded and personalized summer school programs.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Dr. Ashley Ellis Agustin Martinez Assistant Superintendent of Instruction Director of Middle School Education

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 167 DEPARTMENT OF INSTRUCTION SCHOOL ADMINISTRATION

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 4,075,056 $ 4,272,235 $ 5,278,461 $ 5,302,418 $ 5,716,138 7.8% Non-FTE Salaries $ 3,603,518 $ 3,564,572 $ 4,528,104 $ 5,211,666 $ 5,211,666 0.0% Benefits $ 1,904,380 $ 2,024,364 $ 2,428,816 $ 2,629,004 $ 2,778,924 5.7% Total Personnel $ 9,582,953 $ 9,861,170 $ 12,235,381 $ 13,143,088 $ 13,706,729 4.3%

Operations and Maintenance Contractual Services $ 361,075 $ 315,727 $ 302,178 $ 465,507 $ 516,507 11.0% Materials, Supplies and Equipment $ 332,473 $ 194,708 $ 100,161 $ 170,250 $ 170,250 0.0% Computers and Software $ 12,025 $ 4,121 $ 32,636 $ 49,970 $ 38,155 -23.6% Training and Continuing Education $ 23,022 $ 53,655 $ 123,042 $ 78,070 $ 89,885 15.1% Total Operations and Maintenance $ 728,595 $ 568,210 $ 558,018 $ 763,797 $ 814,797 6.7%

Capital Outlay Furniture and Equipment $ 86,398 $ 85,595 $ 125,249 $ 199,500 $ 199,500 0.0% Total Capital Outlay $ 86,398 $ 85,595 $ 125,249 $ 199,500 $ 199,500 0.0%

Total $ 10,397,946 $ 10,514,975 $ 12,918,648 $ 14,106,385 $ 14,721,026 4.4%

Positions 48.0 49.0 58.0 60.0 60.0

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 16,000,000 Director 1.0 1.0 1.0 14,000,000 Supervisor 2.0 2.0 2.0 Athletic Director 17.0 17.0 17.0 12,000,000 Athletic Assistant 17.0 17.0 17.0 10,000,000 Athletic Trainer 22.0 22.0 22.0 8,000,000 Support 1.0 1.0 1.0 Total 60.0 60.0 60.0 6,000,000 4,000,000 2,000,000 0 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 168 DEPARTMENT OF INSTRUCTION SCHOOL ADMINISTRATION

BUDGET OVERVIEW PROGRAM DESCRIPTION The Office of School Administration provides support to school and division staff in their work of implementing Loudoun County Public School’s mission of empowering students to make meaningful contributions to the community and the world. The Director and Supervisor builds capacity with school-based administrators by facilitating effective communication, reducing complaints, and supporting a safe learning environment for students, staff, parents and the community. The Director of School Administration is responsible for the support, supervision and evaluation of the school administration supervisor and the athletic supervisor.

The Director of School Administration and Supervisor supports the Athletic Program in providing opportunities for students to extend learning beyond the classroom and to promote the physical, mental, moral and social development of the participants. The Athletic Programs support the academic mission of the school system and provide lifelong lessons in the value of teamwork, hard work, and common sacrifice for a goal, all within the values of good sportsmanship and honor.

The Director and Supervisor collaborates on student discipline, safety and campus climate initiatives across all division level departments. The Director and Supervisor assists school-based administrators in monitoring school operations, provides advisement on implementation of policies and responds to community inquires related to school operations in collaboration with level directors.

The Office of School Administration partners with the Budget and Planning office to analyze athletic positions and prepare budget proposals for athletic staffing. The Director engages in strategic planning of budgets for assigned programs and coordinates grant applications relevant to areas of responsibility.

The Director of School Administration serves as the Administrative Liaison to the Discipline Committee and serves as the Superintendent’s designee for discipline matters. PERSONNEL Personnel is comprised of salaries and benefits for 60.0 full-time positions and part time funding for athletic event operation and coverage.

Non-FTE salaries related to FY21 Reconciliation:

 $137,105 for Athletic Stipends for Winter Track to be a Tier I Sport

OPERATIONS AND MAINTENANCE The School Administration Operations and Maintenance budget provides equipment, materials, and supplies needed to support the daily activities in the office.

For FY22, funding was reallocated from Computers and Software to Training and Continuing Education to fund a CPR/AED/First Aid training certification course for coaches.

Operations and Maintenance related to FY21 Reconciliation:

 $51,000 for Equipment and Transportation Costs for Winter Track to be a Tier I Sport

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 169 DEPARTMENT OF INSTRUCTION SCHOOL ADMINISTRATION

CAPITAL OUTLAY The School Administration Capital Outlay budget provides equipment such as wrestling mats, gymnastic mats, and football helmets for 17 high schools. FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:  Refined communication with parents regarding discipline,  Collaborated with the Department of Pupil Services on discipline disproportionality, reviewed data and provided strategies to schools to address disparities among student groups,  Assisted with developing strategic actions to address discipline disproportionality among specific student groups,  Developed an operational manual to support school administration with division policies and operations, and  Collaborated with Support Services and law enforcement to develop the Memorandum of Understanding.

FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board Goals through the following:  Build leadership capacity with principals, assistant principals, and deans by facilitating effective communication, reducing complaints, and creating a positive climate and learning environment for students, staff, parents, and community,  Support principals and assistant principals in identifying and incorporating equitable discipline strategies to reduce the number of student discipline referrals and the number of days of out-of-school,  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 support and provide assistance to Athletic Trainers, and  Continue to develop and improve the Assistant Athletic Directors training program, suspension, and appeals.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Dr. Ashley Ellis TBD Assistant Superintendent of Instruction Director of School Administration

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 170 DEPARTMENT OF INSTRUCTION SCHOOL ADMINISTRATION

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 171 DEPARTMENT OF INSTRUCTION TEACHING AND LEARNING

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 22,520,098 $ 24,675,208 $ 28,906,377 $ 32,362,488 $ 36,089,564 11.5% Non-FTE Salaries $ 1,498,838 $ 1,626,741 $ 2,026,588 $ 2,495,403 $ 2,805,956 12.4% Benefits $ 10,205,535 $ 11,027,073 $ 11,418,697 $ 14,053,601 $ 16,188,229 15.2% Total Personnel $ 34,224,471 $ 37,329,023 $ 42,351,663 $ 48,911,492 $ 55,083,749 12.6%

Operations and Maintenance Contractual Services $ 847,428 $ 915,505 $ 733,025 $ 1,030,297 $ 1,478,872 43.5% Materials, Supplies and Equipment $ 3,694,788 $ 3,859,578 $ 3,462,531 $ 3,946,804 $ 4,790,469 21.4% Computers and Software $ 692,960 $ 542,341 $ 213,662 $ 872,120 $ 872,470 0.0% Training and Continuing Education $ 292,307 $ 335,521 $ 286,160 $ 518,360 $ 543,110 4.8% Total Operations and Maintenance $ 5,527,483 $ 5,652,944 $ 4,695,378 $ 6,367,581 $ 7,684,921 20.7%

Capital Outlay Furniture and Equipment $ 12,885 $ 83,739 $ 92,134 $ 33,900 $ 33,900 0.0% Total Capital Outlay $ 12,885 $ 83,739 $ 92,134 $ 33,900 $ 33,900 0.0%

Total $ 39,764,839 $ 43,065,706 $ 47,139,174 $ 55,312,973 $ 62,802,570 13.5%

Positions 335.9 355.0 377.3 429.3 473.4

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 2,500,000 Director 1.0 1.0 1.0 Assistant Director - - 1.0 2,000,000 Supervisor 11.0 11.0 13.0 Instructional Specialist 10.0 10.0 9.0 1,500,000 Teacher 381.3 381.3 414.4 Instr Facilitator 14.0 14.0 22.0 1,000,000 Counselor 2.0 2.0 2.0 Support 7.0 7.0 9.0 500,000 Coordinator 1.0 1.0 - Language Assessor 2.0 2.0 2.0 Total 429.3 429.3 473.4 ‐ FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 172 DEPARTMENT OF INSTRUCTION TEACHING AND LEARNING

BUDGET OVERVIEW PROGRAM DESCRIPTION The Office of Teaching and Learning is organized into several offices that are designed to provide leadership and support to schools and classrooms in achieving the mission of Loudoun County Public Schools.

Program supervision and responsibilities include the administration and coordination of several content areas and supervisors to ensure that all instructional programs support the mission and attainment of LCPS strategic goals. Program supervision and responsibilities include:

• Computer Science • Driver Education • English • English Learners • Equity and Culturally Responsive Instruction • Family Life Education • Fine Arts ◦ Art ◦ Music ◦ Performing Arts • Health & Physical Education • Mathematics • Reading • Science • Social Science and Global Studies • Summer in the Arts • World Languages

PERSONNEL Personnel is comprised of salaries and benefits for 473.4 positions.

In FY22, 25.6 new positions are related to Staffing Standards Growth:

 25.6 Teacher, English Learners

3.5 positions are related to Enhancement Staffing Standard:

 3.5 Teacher, English Learners-ES

1.0 positions are related to Growth:

 1.0 Assistant Director, English Learners

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 173 DEPARTMENT OF INSTRUCTION TEACHING AND LEARNING

2.0 Positions are related to Reallocation:

 1.0 Welcome Center Family Liaison  1.0 Welcome Center Lead Screener

12.0 Positions are related to FY21 Reconciliation:

 2.0 Teacher, Family Life Education  1.0 Teacher, Propel - Level Up, Science  2.0 Instructional Facilitator, Mathematics  1.0 Health and Physical Education Resource Teacher  3.0 Instruction Facilitators, Equity and Cultural Responsiveness  3.0 Instructional Facilitator, Computer Science

Non-FTE Salaries includes part-time and overtime funding to assist during peak workload periods. The 12% increase in Non-FTE Salaries is related to Part-time funding to support Summer School program.

OPERATIONS AND MAINTENANCE The overall budget for Operations and Maintenance increased by 3.1%. Funding for normal operation of each program focuses on maintenance of individual programs within the Office of Teaching and Learning, including materials, supplies, professional development, technology and digital resources, and continuing education for various instructional projects.

Changes to Teaching and Learning Programs Operations and Maintenance include funds to support:

 Expenses related to the external program review for the Evaluation of the English Language Arts Program,  Materials and supplies for the opening of two new elementary schools and enrollment growth, and  Price increases on digital content and online resources due to student growth.

Operating and Maintenance related to FY21 Reconciliation:

 $510,000 for expenses related to the establishment of Computer Science division, and Integration of Computer Science in grades K-8,  $312,250 for expenses related to the establishment of Office of Equity and Culturally Responsive Instruction division, and professional learning and strategic planning related to Equity and Cultural Responsiveness,  $150,000 for expansion of Level Up to 2 additional middle schools, and increase in curriculum development to prepare for the 2019 VDOE Science Standards revisions.

CAPITAL OUTLAY In FY22, the Capital Outlay budget provides replacement equipment funding for the High School and Middle School Music programs.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 174 DEPARTMENT OF INSTRUCTION TEACHING AND LEARNING

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:  Teaching and Learning provided innovative, steam-lined curriculum, professional learning, and support in a distance learning environment.  Developed Schoology groups for K-12 content groups and provide professional learning to implement the use of Schoology  Facilitated the formal textbook adoption process for High School English, classroom libraries, elementary handwriting, and secondary English Learner language and literacy instructional materials  Facilitated equity book clubs and day-long professional workshops, “Talking about Race and Other Challenging Topics in Literature” for elementary and secondary staff.  Facilitated reading/writing workshop training with middle school teachers in partnership with Teachers College Reading and Writing Project.  Facilitated ELA training for elementary reading specialists to deliver to classroom, SpEd, and EL teachers.  Provided job-embedded professional learning literacy support in schools K-12 to build capacity and consistency across the district, ie. classroom, Special Education, EL teachers, and administrators work alongside students to ensure the delivery of deeper learning experiences for students,  Provided professional learning on the use and implementation of Leveled Literacy Intervention (LLI) with systematic phonics for all K-12 schools. LLI with systematic phonics is an intensive, small-group, supplementary Tier II literacy intervention. It focuses on decoding, fluency, vocabulary, and comprehension,  Provided after-school and in-school targeted learning opportunities along with training materials for grades K,1, and 2 teachers to implement systematic phonics instruction  Supported administrators in 57 elementary schools and 17 middle schools with the opportunity to receive advanced professional learning in literacy leadership in their schools through collaborative roundtable sessions, and literacy leadership day-long sessions with experts from Teachers College, and Columbia University,  Purchased and supported the use of diverse classroom libraries, K-12.,  Provided Math Workshop professional learning to 10 Elementary Schools and teams from 4 Middle Schools and 5 High Schools,  DOI and DPS collaborated to provide Math RTI professional learning to 7 Elementary Schools,  Provided professional learning to all secondary math teachers (grades K - 12) in August 2020. 40 sessions were offered from which teachers could choose,  Provided training to MS SALTs and HS Chairs on the implementation of Performance Based Assessments,  Provided training to all math teachers K-12 on using math manipulatives in the classroom using the CRA (concrete, representational, abstract) model.,  Over 55% of students who took the Credit Through Testing (CTT) exam demonstrated an intermediate mid-level proficiency, which earned the students the Seal of Biliteracy,  49 students attended the Governors World Language Academies, a state-sponsored summer program for students that provided opportunities for students to be immersed in the languages (French, German, Latin, Spanish and Japanese),  Issued 414 Seals of Biliteracy across all 16 LCPS High Schools,  Expanded secondary Newcomer EL Summer Programs to include ELs levels 1.0-2.4.,  Trained and provided support to over 100 LCPS educators on the use and implementation of Sheltered Instruction Observation Protocol (SIOP)),

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 175 DEPARTMENT OF INSTRUCTION TEACHING AND LEARNING

 In addition to responding to the COVID crisis by building a coalition of support to reopen for assessments, the Welcome Center expanded services to include developing a Schoology Course to provide federally-mandated training to school-based stakeholders; began offering the English Test for Credit, Grades 9 and 10; and created (in collaboration with DDI) a platform in Phoenix to document Welcome Center Counseling and Family Engagement notes, documented in the student's records, and provide opportunities to collect additional student/family data.  LCPS named a Best Community for Music Education by NAMM foundation, continue to update course offerings and curriculums for students in Fine Arts, supported teacher professional through participation in content area PD and conferences, provided instruments and equipment to support students in the arts and to ensure equity of access, supported students, teachers and administrators in the arts during COVID  Virginia Theatre Association Awards - Honorable Mention, All Star Actors  Virginia High School League - District & Regional Theatre Champions  Partnered with professional teaching artist & provided Multi-Cultural Dance Workshops to middle and high schools  Partnered with the Kennedy Center to provide teachers training on using Improvisation to teach social-emotional learning  High school students across the county participated in the US 10th District Congressional Art Show. Kaitlyn Song’s (Riverside HS) artwork was selected to represent Virginia's 10th District in the U.S. Capitol.  Scholastic Art Awards: 1 Silver National Medal winner, 23 art students won 33 Gold Key Awards, 37 art student won 46 silver key awards, 71 art students won 89 honorable mentions  Art teachers from across the county participated in the Art Educators as Artists exhibit in the gallery on the Janelia Campus.  Expanded the Propel (EDGE Plus Academy) to 7 elementary schools and implemented Level Up in 2 middle schools. The programs provide support to high achieving, economically vulnerable students with the goal of helping them plan and prepare for academically rigorous coursework in middle and high school and for entry into rigorous and competitive academic programs such as the LCPS Academies of Loudoun, and  56% of the students who took the industrial credential exam for the National Academy of Sports Medicine passed to become a Certified Personal Trainer. This pass rate is almost higher than the company’s average for their adult test-takers - if five more students retake and pass the exam, LCPS will surpass NASM’s average pass rate. FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board Goals through the following actions:

 Continue to focus on the implementation of the LCPS instructional framework and sustain the K-12 training on the execution of instructional and assessment approaches that lead students to deeper learning, Project-Based Learning (PBL), Personalized Learning (PL), and the use of Performance-Based Assessments (PBAs),  Design additional opportunities for LCPS educators to engage in professional learning about equity literacy, racial consciousness and implicit bias,  Support the culturally-responsive framework to inform curricular and instructional efforts across the division,  Increase the number of schools involved in Propel/Level Up and expand opportunities for students to engage in academically rigorous work,  Continue the process of reviewing curriculum and instructional materials to identify and remove culturally insensitive material and embed high quality project based learning activities,  Develop and utilize rubrics for the 5 Cs in order to measure students’ growth in competencies,

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 176 DEPARTMENT OF INSTRUCTION TEACHING AND LEARNING

 Increase the number of individual teachers and whole-schools in the learning and implementation of high quality student experiences (Project-Based Learning (PBL), Personalized Learning (PL), and the use of Performance- Based Assessments (PBAs) that lead to deeper learning,)  Continue integrating computer science and computational thinking into curriculum in grades K-8 and expand secondary course offering,  Create quarterly CS experiences for grades K-5 and integrate these into core content curriculum guides. Offer Coding at the Middle School to all 17 middle schools and open enrollment to 8th graders. Started collaboration with the HS Computer Science teachers,  Continue English Learner Program External Review, and  Preparing for the opening of the permanent Welcome Centers (East/West) to include the addition of Registration Services.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Dr. Ashley Ellis Neil Slevin Assistant Superintendent of Instruction Director of Teaching and Learning

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 177 DEPARTMENT OF INSTRUCTION TEACHING AND LEARNING

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 178 NON-DEPARTMENTAL

DEPARTMENT SUMMARY

The Non-Departmental section of the budget request summarizes budgeted expenditures that are system wide in nature and not assignable to a particular department or program. Included in this section are employer costs associated with retiree health care, contributions to the self-insured workers' compensation fund, disability insurance, property and liability insurance, and the self-funded costs related to unemployment claims. Payments to employees upon separation from service for unused leave and payments to retiring employees are also budgeted here. Finally, funds for the Other Post Employment Benefits (OPEB) liability are included.

FY22 CHANGES

Increases in this budget are related to placeholder funding for step and scale market adjustments for all salary scales, part- time hourly rate increases, the remaining portion of the administrative scale market review, and insurance increases including property and liability, health insurance rates, retiree health insurance, short-term disability through the state Virginia Local Disability Program (VLDP) for employees in certain VRS plans, and contributions to the Other Post Employment Benefits (OPEB) fund. Funds allocated through the budget adoption process provides authorization for implementing classification, compensation and scale structure reviews in support of the School Board adopted Strategic Action Competitive Salaries for All Employees. The School Board will receive information in advance of any changes.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 179 NON-DEPARTMENTAL

BUDGET HISTORY

Division FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget

Non_Departmental $ 19,684,883 $ 18,662,023 $ 17,155,984 $ 29,408,498 $ 99,240,433

Total $ 19,684,883 $ 18,662,023 $ 17,155,984 $ 29,408,498 $ 99,240,433

Positions 1.0 1.0 1.0 - -

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 180 NON-DEPARTMENTAL

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 88,198 $ 192,761 $ (193,135) $ (2,678,284) $ 60,102,816 -2344.1% Non-FTE Salaries $ 210,837 $ 72,626 $ 58,723 $ 2,502,000 $ 3,191,322 27.6% Benefits $ 17,978,632 $ 16,097,739 $ 15,343,598 $ 27,863,084 $ 34,160,080 22.6% Total Personnel $ 18,277,666 $ 16,363,126 $ 15,209,186 $ 27,686,800 $ 97,454,218 252.0%

Contractual Services $ 880,318 $ 1,003,153 $ 410,252 $ 127,000 $ 157,000 23.6% Materials, Supplies and Equipment $ 509,754 $ 1,284,480 $ 1,533,537 $ 1,594,698 $ 1,629,215 2.2% Computers and Software $ 3,117 $ 2,370 $ 1,508 $ - $ - 0.0% Claims $ - $ - $ 1,500 $ - $ - 0.0% Training and Continuing Education $ 14,028 $ 8,894 $ - $ - $ - 0.0% Total Operations and Maintenance $ 1,407,217 $ 2,298,897 $ 1,946,797 $ 1,721,698 $ 1,786,215 3.7%

Total $ 19,684,883 $ 18,662,023 $ 17,155,984 $ 29,408,498 $ 99,240,433 237.5%

Positions 1.0 1.0 1.0 - -

Personnel 89.9%

Operations and Maintenance 10.0% Capital Outlay 0.1%

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 181 NON-DEPARTMENTAL

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 88,198 $ 192,761 $ (193,135) $ (2,678,284) $ 60,102,816 -2344.1% Non-FTE Salaries $ 210,837 $ 72,626 $ 58,723 $ 2,502,000 $ 3,191,322 27.6% Benefits $ 17,978,632 $ 16,097,739 $ 15,343,598 $ 27,863,084 $ 34,160,080 22.6% Total Personnel $ 18,277,666 $ 16,363,126 $ 15,209,186 $ 27,686,800 $ 97,454,218 252.0%

Operations and Maintenance Contractual Services $ 880,318 $ 1,003,153 $ 410,252 $ 127,000 $ 157,000 23.6% Materials, Supplies and Equipment $ 509,754 $ 1,284,480 $ 1,533,537 $ 1,594,698 $ 1,629,215 2.2% Computers and Software $ 3,117 $ 2,370 $ 1,508 $ - $ - 0.0% Claims $ - $ - $ 1,500 $ - $ - 0.0% Training and Continuing Education $ 14,028 $ 8,894 $ - $ - $ - 0.0% Total Operations and Maintenance $ 1,407,217 $ 2,298,897 $ 1,946,797 $ 1,721,698 $ 1,786,215 3.7%

Total $ 19,684,883 $ 18,662,023 $ 17,155,984 $ 29,408,498 $ 99,240,433 237.5%

Positions 1.0 1.0 1.0 - -

FY18 ‐ FY22 Expenditures 120,000,000

100,000,000

80,000,000

60,000,000

40,000,000

20,000,000

0 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 182 NON-DEPARTMENTAL

BUDGET OVERVIEW

PROGRAM DESCRIPTION The Non-Departmental section of the budget summarizes budgeted expenditures that are systemwide in nature and not assignable to a particular department or program. Included in this section are employer costs associated with retiree health care, contributions to the self-insured workers' compensation fund, disability insurance, property and liability insurance, and the self- funded costs related to unemployment claims. Payments to employees upon separation from service for unused leave and payments to retiring employees are also budgeted here. Finally, funds for the OPEB liability are included in this budget.

PERSONNEL Expenditures in this category include placeholders for divisionwide salary increases, insurance increases, leave payments for terminating and retiring employees, self insured workers' compensation cost, and employer costs for retiree health care (including OPEB contributions).

Other FY22 increases include placeholder funding that will be distributed to other line items for the following:

 $19.6 million for a step increase for eligible employees, pay for performance increases for Cabinet members, and a one-time payment to employees at the top step of the classified, auxiliary, administrator, and licensed scale equivalent to 1% of the top step salary  $11.6 million to fund the remaining FY21 portion of the administrative scale market review and restructure and review and restructure of the classified salary scale resulting in a universal salary scale,  $36.1 million for a 3.5% scale market increase for teacher/classified/administrative/auxiliary scales and a 3.5% increase in stipends and the part-time hourly rates, and  $10.4 million for a 2% health insurance rate increase and the restoration of funding from the FY21 premium holiday

OPERATIONS AND MAINTENANCE This category includes expenses related to system-wide property and liability insurance.

Operations and Maintenance related to FY21 Reconciliation:

The 3.7% increase in operations and maintenance is due to fund fees being waived for student activity funds.

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:

 Provided six health insurance premium holidays through implementation of effective plan design changes, while maintaining a competitive and comprehensive health care program.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 183 NON-DEPARTMENTAL

FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board Goals through the following:

 Continue to review the health care plan design offered to LCPS employees and retirees in order to minimize the impact of escalating health care costs that are associated with current and post employment benefits.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Dr. Scott Ziegler Sharon Willoughby Interim Superintendent Assistant Superintendent for Business and Financial Services

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 184 DEPARTMENT OF PUPIL SERVICES

DEPARTMENT SUMMARY

The Assistant Superintendent for Pupil Services provides leadership and coordination for the offices of Special Education, Diagnostic and Prevention Services, Student Services, and the related programs that support student performance through special education, school counseling, student registration, student health, social work, student assistance, attendance, homebound, outreach, assessment, diagnostic, psychological and parent resource services. Additionally, the Assistant Superintendent for Pupil Services provides oversight for the implementation of policies and procedures for special permission, home instruction, religious exemptions, kindergarten exemptions and tuition requests; prepares School Board appeals under Policy 8155 and 2350 and interprets federal and state laws and regulations for administrative and school staff to ensure compliance.

Pupil Services staff focus on prevention and intervention approaches in the schools and are committed to the "Education of the Whole Child" to ensure safe, healthy, and supportive learning environments for all students. The FY22 budget is focused on several initiatives that continue to support these goals for addressing academic, behavioral, social/emotional and mental health needs of LCPS students. These continuous academic, mental health and wellness initiatives include: Positive Behavioral Intervention and Supports (PBIS), suicide prevention, academic and career planning, specialized instruction, restorative practices, social-emotional learning, and behavior assessment and intervention team planning.

The Assistant Superintendent provides leadership and direction for the development and implementation of countywide initiatives for children, youth and families; and promotes interagency collaboration with departments and agency heads representing the Loudoun County Community Services Board (Mental Health, Substance Abuse & Developmental Services), Juvenile Court Services, Health Department, Family Services, and the Community Policy and Management Team. The Assistant Superintendent also provides liaison support to the Student Support and Services Committee of the School Board and to the Student School Board representatives.

The Assistant Superintendent continues to strengthen partnerships with colleges and universities, such as George Washington University, George Mason University (GMU), Virginia Commonwealth University, Marymount University and Northern Virginia Community College to promote academic and transition programs for students and professional development for teachers.

FY22 CHANGES Personnel expenditures account for 97.7% of the total budget for the Department of Pupil Services. The Operations and Maintenance expenditures account for 2.3%. There are no Capital Outlay expenditures.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 185 DEPARTMENT OF PUPIL SERVICES

BUDGET HISTORY

Division FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget

Assistant Superintendent for Pupil Services $ 632,752 $ 573,379 $ 518,817 $ 583,197 $ 718,818 Diagnostic and Prevention Services 10,781,239 14,396,093 17,790,655 19,136,656 20,601,291 Special Education 154,660,006 161,821,283 169,792,660 182,965,336 197,967,497 Student Services 43,618,697 47,691,899 54,272,313 58,422,132 65,573,897

Total $ 209,692,694 $ 224,482,654 $ 242,374,444 $ 261,107,321 $ 284,861,503

Positions 2,550.8 2,694.4 2,774.8 2,920.4 3,069.4

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 186 DEPARTMENT OF PUPIL SERVICES

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 132,248,366 $ 141,165,225 $ 160,250,302 $ 167,711,733 $ 179,754,182 7.2% Non-FTE Salaries $ 5,999,075 $ 8,407,839 $ 8,543,542 $ 9,614,371 $ 11,836,742 23.1% Benefits $ 67,062,700 $ 70,068,059 $ 68,759,572 $ 77,874,172 $ 86,692,081 11.3% Total Personnel $ 205,310,140 $ 219,641,123 $ 237,553,417 $ 255,200,276 $ 278,283,005 9.0%

Operations and Maintenance Contractual Services $ 1,722,138 $ 1,350,658 $ 1,050,288 $ 1,107,925 $ 1,197,931 8.1% Materials, Supplies and Equipment $ 1,380,125 $ 2,764,058 $ 3,322,763 $ 3,989,864 $ 4,057,587 1.7% Computers and Software $ 215,082 $ 181,032 $ 107,211 $ 68,750 $ 40,003 -41.8% Training and Continuing Education $ 1,041,686 $ 545,784 $ 317,270 $ 740,506 $ 1,282,977 73.3% Total Operations and Maintenance $ 4,359,032 $ 4,841,532 $ 4,797,533 $ 5,907,045 $ 6,578,498 11.4%

Capital Outlay Furniture and Equipment $ 23,522 $ - $ 23,495 $ - $ - 0.0% Total Capital Outlay $ 23,522 $ - $ 23,495 $ - $ - 0.0%

Total $ 209,692,694 $ 224,482,654 $ 242,374,444 $ 261,107,321 $ 284,861,503 9.1%

Positions 2,550.8 2,694.4 2,774.8 2,920.4 3,069.4

FY22 BUDGET BY OBJECT OF EXPENDITURE

97.7%

2.3% 0.0%

Personnel Operations and Maintenance Capital Outlay

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 187 DEPARTMENT OF PUPIL SERVICES ASSISTANT SUPERINTENDENT FOR PUPIL SERVICES

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 449,389 $ 349,486 $ 394,051 $ 394,051 $ 408,953 3.8% Non-FTE Salaries $ (1,552) $ 95,479 $ 5,848 $ 19,000 $ 19,000 0.0% Benefits $ 174,465 $ 111,559 $ 108,917 $ 137,946 $ 118,007 -14.5% Total Personnel $ 622,303 $ 556,525 $ 508,816 $ 550,997 $ 545,960 -0.9%

Operations and Maintenance Contractual Services $ 600 $ 2,056 $ 2,000 $ 4,000 $ 4,000 0.0% Materials, Supplies and Equipment $ 4,644 $ 12,070 $ 4,779 $ 19,150 $ 159,808 734.5% Computers and Software $ - $ 1,659 $ - $ 400 $ 400 0.0% Training and Continuing Education $ 5,205 $ 1,069 $ 3,223 $ 8,650 $ 8,650 0.0% Total Operations and Maintenance $ 10,449 $ 16,854 $ 10,002 $ 32,200 $ 172,858 436.8%

Total $ 632,752 $ 573,379 $ 518,817 $ 583,197 $ 718,818 23.3%

Positions 5.0 3.0 3.0 3.0 3.0

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 800,000 Assistant Superintendent 1.0 1.0 1.0 700,000 Analyst 1.0 1.0 1.0 Support 1.0 1.0 1.0 600,000 Total 3.0 3.0 3.0

500,000 400,000 300,000 200,000 100,000 0 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 188 DEPARTMENT OF PUPIL SERVICES ASSISTANT SUPERINTENDENT FOR PUPIL SERVICES

BUDGET OVERVIEW

PROGRAM DESCRIPTION The Assistant Superintendent for Pupil Services provides leadership and coordination for the offices of Special Education, Diagnostic and Prevention Services, and Student Services that support student performance through specialized instruction, compliance with federal and state regulations, school counseling, outreach, student health, diagnostic, psychological, social work, student assessment, student assistance, student registration, attendance, homebound and parent resource services. The Assistant Superintendent for Pupil Services provides leadership, supervision, and support for equitable practices to support the whole child through the Multi-Tiered System of Supports framework.

The Office of the Assistant Superintendent for Pupil Services includes operations such as inter/intra-departmental communication and coordination, bookkeeping, accounting and financial analyses, collaboration and coordination with Loudoun County human services agencies, preparation of School Board and Student Support and Services Committee agenda items, the oversight of special permission, home instruction, religious exemption, kindergarten exemption, tuition requests, data collection and analyses for aforementioned areas and preparation/management of related school board appeals for Policy 2350.

PERSONNEL Personnel is comprised of salaries and benefits for 3.0 full-time positions, part time funding for staff development and hourly staff support.

OPERATIONS AND MAINTENANCE Operations and maintenance expenditures provide the materials and supplies needed in the Office of the Assistant Superintendent for Pupil Services. This expenditure also includes professional association fees, professional development, professional publications and subscriptions, and department mileage.

Operations and Maintenance related to FY21 Reconciliation:

• $140,658 for Supply Allotments for Teachers

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:

 Provided leadership and support for the implementation of Pupil Services Strategic Actions and monitored progress toward desired outcomes to establish future direction,  Expanded mental health and wellness services, resources, and support to students and families through coordinated Unified Mental Health Team efforts and community partnerships,  Supported division outcomes and provision of services through the facilitation of $2,206,369 in Medicaid reimbursement for claims resulting from the coordinated efforts of DPS staff,  Worked toward increased attention to communication and collaboration with the Special Education Advisory Committee (SEAC), school-based special education designees, and families of students with disabilities,  Continued to support the recruitment and provision of professional learning for aspiring special education teachers in collaboration with university partners, and

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 189 DEPARTMENT OF PUPIL SERVICES ASSISTANT SUPERINTENDENT FOR PUPIL SERVICES

 Coordinated efforts to provide universal and targeted Pupil Services support to students, schools, and families during the COVID-19 pandemic spring closure and summer programming.

FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board Goals through the following:

 Continue to provide leadership for Pupil Services Multi-Tiered System of Supports framework focused on mental wellness, social-emotional learning, and academic intervention for all students,  Provide leadership for the engagement and academic achievement of students with disabilities,  Provide leadership and support for the implementation of unified mental health services for all students and collaboration with Loudoun County coalitions, agencies, parent and other partners,  Promote professional learning and resources for special education teachers, teacher assistants, and behavior assistants to support the needs of students with disabilities, and  Provide leadership and support for division equity and restorative practices for all students.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Dr. Scott Ziegler Dr. Asia R. Jones Interim Superintendent Assistant Superintendent for Pupil Services

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 190 DEPARTMENT OF PUPIL SERVICES ASSISTANT SUPERINTENDENT FOR PUPIL SERVICES

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 191 DEPARTMENT OF PUPIL SERVICES DIAGNOSTIC AND PREVENTION SERVICES

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 7,092,250 $ 8,457,302 $ 10,996,828 $ 11,248,824 $ 12,214,087 8.6% Non-FTE Salaries $ 94,893 $ 134,710 $ 114,360 $ 525,390 $ 528,990 0.7% Benefits $ 3,015,040 $ 3,501,093 $ 3,953,019 $ 4,441,246 $ 4,864,824 9.5% Total Personnel $ 10,202,182 $ 12,093,104 $ 15,064,207 $ 16,215,460 $ 17,607,901 8.6%

Operations and Maintenance Contractual Services $ 15,858 $ 15,146 $ 5,494 $ 28,300 $ 28,300 0.0% Materials, Supplies and Equipment $ 475,418 $ 2,184,110 $ 2,645,637 $ 2,727,710 $ 2,799,904 2.6% Computers and Software $ 8,572 $ 13,916 $ 138 $ - $ - 0.0% Training and Continuing Education $ 79,210 $ 89,817 $ 75,178 $ 165,186 $ 165,186 0.0% Total Operations and Maintenance $ 579,057 $ 2,302,989 $ 2,726,447 $ 2,921,196 $ 2,993,390 2.5%

Total $ 10,781,239 $ 14,396,093 $ 17,790,655 $ 19,136,656 $ 20,601,291 7.7%

Positions 88.7 112.0 121.0 126.0 131.0

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 25,000,000 Director 1.0 1.0 1.0 Supervisor 4.0 4.0 5.0 20,000,000 Teacher 10.0 10.0 13.0 Support 7.0 7.0 7.0 15,000,000 Coordinator 10.0 10.0 10.0 Instructional Support 92.0 92.0 92.0 Specialist 10,000,000 2.0 2.0 3.0 Total 126.0 126.0 131.0

5,000,000

0 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 192 DEPARTMENT OF PUPIL SERVICES DIAGNOSTIC AND PREVENTION SERVICES

BUDGET OVERVIEW

PROGRAM DESCRIPTION The Office of Diagnostic and Prevention Services is responsible for the leadership, management and provision of services and supports to schools and students in the areas of school psychology services; suicide prevention, threat assessment, and crisis intervention; educational diagnostic services; eligibility for special education; Section 504 identification, evaluation, and placement; early childhood identification services at the Child Find Center; Multi-Tiered System of Supports that includes Positive Behavioral Interventions & Supports (PBIS), Response to Intervention (RTI), and Social-Emotional Learning (SEL); and the Virginia Assessment Program and division-wide testing.

Eligibility Services 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 Section 504 of the Rehabilitation Act for the identification, evaluation, and placement of students with disabilities to ensure compliance with state and federal requirements. Eligibility Services staff coordinates the Child Study team process in all LCPS schools to meet the educational and behavioral needs of students who need an intensive or individualized level of support and/or who are suspected of having an educational disability under the IDEA or Section 504.

Eligibility Services also coordinates and manages the Section 504 identification, evaluation, and placement processes in all schools. The purpose of Section 504 is designed to eliminate discrimination, on the basis of disability, in any school division program or activity and to provide services and accommodations that allow the student equal opportunity to participate in school programs.

Early Childhood Identification Services provides free developmental screenings for preschool children ages 2 (by September 30) to 5 (not age-eligible for kindergarten) at the Child Find Center. Developmental screenings are performed by a team of speech language pathologists and early childhood special education teachers who assess and make recommendations to meet the child’s developmental needs and refer children who are suspected of having an educational disability. Child Find staff also convenes developmental appointments for families of preschool children receiving services under Part C of the IDEA to determine whether children who at age two (on or before September 30) are eligible for early childhood special education programs. Child Find evaluators complete the evaluations for preschool children suspected of having a disability and determine whether they are eligible for special education services. Child Find staff also presents their Child Find Chat series throughout the school year to any and all stakeholders interested. This series focuses on providing rich and engaging learning opportunities for all preschool children through developmentally appropriate activities and assisting parents, caregivers and educators in determining when children may need special education services. In addition, other outreach to the community and pertinent stakeholders regarding Child Find services for preschool children occurs on an ongoing basis.

The Multi-Tiered System of Supports (MTSS) division coordinates and provides professional learning to schools for implementing the Response to Intervention, Positive Behavioral Interventions and Supports, and School Mental Health frameworks, specifically Social and Emotional Learning. This approach integrates assessment and intervention within a multi-tiered prevention and early intervention system to support school improvement and to maximize student academic, behavioral, and social-emotional outcomes. Through the MTSS approach, school teams implement universal high-quality instruction; screen and identify students who are at risk for poor academic, behavioral, and social emotional outcomes; deliver timely and supplemental evidence-based interventions matched to student need; and monitor intervention effectiveness and student growth and adjust instruction and intervention based on student progress.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 193 DEPARTMENT OF PUPIL SERVICES DIAGNOSTIC AND PREVENTION SERVICES

The Diagnostic Services division provides leadership and professional supervision to school psychologists and educational diagnosticians who support schools and students through the provision of specialized assessment, consultation, and intervention services. Diagnostic Services coordinates numerous essential and necessary services in all LCPS schools. These services include the management, training, and support of all school-based threat assessment teams whose purpose is to identify, report, and assess individuals who threaten violence and to intervene and resolve the underlying issues and potential for violence. Crisis intervention services are organized and implemented to prevent, manage, and respond to critical events that negatively affect schools and students. Diagnostic Services staff implement and coordinate suicide prevention across all schools that includes the implementation of the SOS Signs of Suicide program to high school students and to coordinate the training and support of staff to screen and refer students at-risk of suicide. Diagnostic Services coordinates the training and implementation of Sources of Strength program in secondary schools as part of a comprehensive wellness program to change peer social norms about help seeking and to encourage students to individually assess and develop strengths in their life.

Assessment Services manages, administers, and reports on the division’s implementation of the Virginia Assessment Program and locally administered standardized tests that includes: Cognitive Abilities Test (CogAT), Advanced Placement (AP), Preliminary SAT (PSAT), SAT, Measures of Academic Progress (MAP), Assessing Comprehension and Communication in English State-to-State for English Language Learners (ACCESS for ELLs), Iowa Tests of Basic Skills (ITBS), Virginia Standards of Learning (SOL) assessment, and Virginia Alternate Assessment Program (VAAP). Assessment Services supports all LCPS students through the administration and analysis of assessments that measure student achievement and serves as the assessment liaison to the Virginia Department of Education, ensuring that assessments are administered in an accurate and equitable manner.

PERSONNEL Personnel is comprised of salaries and benefits for 131.0 full-time positions, part-time funding for school psychology interns, and summer and high-volume spring testing.

In FY22, 1.0 new position is requested related to Other Growth:

 1.0 Consulting Teacher, Social-Emotional Learning (SEL)

4.0 positions are related to FY21 Reconciliation:

 2.0 Consulting Teacher, Positive Behavioral Interventions and Supports (PBIS)  1.0 Specialist, Assessment  1.0 Supervisor, Threat Assessment

Non-FTE Salaries related to FY21 Reconciliation:

 $2,584 for Mentor, Educational Diagnostician stipend  $1,292 for Mentor, Psychologist stipend

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 194 DEPARTMENT OF PUPIL SERVICES DIAGNOSTIC AND PREVENTION SERVICES

OPERATIONS AND MAINTENANCE Operations and maintenance expenditures for the Office of Diagnostic and Prevention Services include individually administered educational and psychological tests and test record forms needed for special education evaluations, division- wide testing programs (CogAT, ITBS, ACCESS for ELs, Advanced Placement, and PSAT), mileage reimbursement for school travel, student intervention materials, and professional learning to maintain our train-the-trainer models that includes Sources of Strength, a new student-led, comprehensive social-emotional wellness prevention program and PREPaRE, a crisis intervention and recovery training curriculum.

For FY22, an increase in operations and maintenance is requested for Kognito At-Risk for Education simulation training for all new teachers, expansion of SEL curriculum and support into 6 middle schools, and to upgrade to the newest version of the Wechlser Individual Achievement Test (WIAT).

Operations and Maintenance related to FY21 Reconciliation:

 $17,500 for FAST licenses cost increase due to growth and expansion within the RTI program

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:

 Provided comprehensive division-wide support through the Positive Behavioral Interventions & Supports (PBIS) framework designed to promote and improve student behavior resulting in very low rates of classroom removal and exclusionary discipline: the rate of student violations (Office Referrals) was 8.54%; the percentage of incidents involving in-school restriction was 14.01%, the percentage of incidents involving out-of-school suspension was 3.68%, and the percentage of students receiving an out-of-school suspension was 0.68%; 92.5% of students had 0 office referrals, 5% had 1 office referral, 2% of students had 2-5 office referrals, and less than 1% of students had 6 or more office referrals,  Implemented PBIS framework and other school mental health programs and supports designed to promote a safe, positive, supportive, and healthy learning environment. The 2019-2020 Loudoun County Public Schools Annual Student Survey was administered to students in grades 3-8. At the elementary level, students in grades 3-5 reported the following: 90% reported feeling safe at school, 90% reported feeling they belong at school, and 95% reported feeling respected by teachers or other adults in the school. At the middle school level, students in grades 6-8 reported the following: 85% reported feeling safe at school, 90% reported feeling they belong at school, and 88% reported feeling respected by teachers or other adults in the school. On the Virginia Department of Criminal Justice Services Secondary School Climate Survey, administered to 9-12th graders, 83% reported feeling safe at school, 79% reported feeling they belong at school, and 98% reported feeling respected by teachers or other adults in the school. On the LCPS Annual Parent Survey, 95% of parents reported their school provides a safe and orderly place for students to learn, 95% indicated their school supports an inclusive environment, and 93% stated their child's teachers care about their child. On the LCPS Annual Staff Survey, 96% of LCPS teachers reported feeling safe at school,  Worked collaboratively with the Department of Instruction to develop the Culturally Responsive Framework,  Launched the MTSS Data Analytics Tool in Qlik to assist schools with data analysis,  Recipient of the Virginia Tiered System of Supports (VTSS) Grant for the second year,

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 195 DEPARTMENT OF PUPIL SERVICES DIAGNOSTIC AND PREVENTION SERVICES

 99 PBIS Coaches attended the “Enhancing Equitable Student Outcomes using School-wide PBIS” workshop during January and February and examined how to cultivate culturally responsive strategies and practices into their schoolwide positive behavioral framework to increase responsiveness to the cultures and communities they serve,  Trained an additional 518 LCPS staff in classroom systems including Behavior Specific Praise and Error Correction (202 participants); Define, Teach, Acknowledge Rules and Routines (124 participants); Physical Environment and Active Supervision (271 participants); and Group Contingencies and Opportunities to Respond (53 participants), all of which are trauma and equity informed classroom practices. In collaboration with the Department of Instruction, a Schoology course on Effective Feedback was developed to provide continued learning opportunities on classroom systems. This brings the total to 1,117 LCPS staff trained over the last two years,  Trained 68 LCPS staff in Check-In/Check-Out, an evidence-based Tier 2 intervention,  Supported families, students and staff during school closure with resources to support learning in a virtual environment, both through the MTSS Website and by providing hard copies of resources through school packets. Some examples include supporting social emotional learning at home and “How-To” videos translated in five languages,  Provided professional learning to over 110 LCPS administrators on the connection between MTSS and Deeper Learning,  Began implementation of the Second Step Social Emotional Learning (SEL) curriculum in 33 elementary schools, reaching 426 classrooms and approximately 10,650 students,  Provided division-wide professional learning on Embedding Tiered Support in Elementary Math Workshop to 105 elementary teachers and staff and Navigating the LCPS Reading Decision Trees to Support Targeted Tier 2 Intervention to 55 teachers and staff,  Collaboration with the Department of Instruction to support Tier 2 and Tier 3 math and reading intervention resulting in improved average conditional growth on MAP from fall 2019 to winter 2020 for students in grades 2-5:  60.9%ile for students who received Tier 2 targeted math supports  67.3%ile for students who received Tier 3 intensive math supports  63.1%ile for students who received Tier 2 targeted reading supports  60.3%tile for students who received Tier 3 intensive reading supports and students in grades 6-8:  57.5%ile for students who received Tier 2 targeted math supports  59.4%ile for students who received Tier 3 intensive math supports  57.8%ile for students who received Tier 2 targeted reading supports  66.9%tile for students who received Tier 3 intensive reading supports,  Collaboratively developed professional learning and supported the continuous school improvement plans between MTSS and the offices of school improvement and research,  Developed a publicly accessible Multi-Tiered System of Supports (MTSS) website that includes resources and materials related to PBIS, Response to Intervention (RTI), and School Mental Health/Social-Emotional Learning,  Received a grant through the Virginia Tiered System of Supports (VTSS) to support advanced tiers and integration across three early integrator schools,

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 196 DEPARTMENT OF PUPIL SERVICES DIAGNOSTIC AND PREVENTION SERVICES

 Coordinated the special education eligibility process in all schools, managing 1,195 initial evaluations, 441 reevaluations, 17 administrative reviews, 14 independent educational evaluations, and 166 Section 504 evaluations. Eligibility Services identified 902 students for the initial provision of special education services and 137 students for the provision of Section 504 accommodations,  Developed and implemented the new Section 504 module in Phoenix that was designed to effectively and efficiently improve case management of the Section 504 identification, eligibility, and placement processes,  Responded to 9 critical incidents affecting 9 schools and provided support to 255 students (individual and group intervention) and 1 staff member. Provided a two-day PREPaRE crisis intervention training for 40 school counselors, psychologists, social workers, and student assistance specialists,  Implemented Sources of Strength, a student-led program that promotes school-wide mental wellness and resiliency in 12 high schools and 5 middle schools; provided advanced Adult Advisor training for all implementing schools to 1) align the Adult Advisor roles and responsibilities to support the program and Peer Leaders, 2) define the essential core features of the program that must be consistently implemented to effectively impact the entire school community, and 3) provide practical resources and tools such schedules and lesson plans and opportunities for sharing/discussion,  Presented the SOS Signs of Suicide classroom presentations to students in all high schools through 246 SOS Signs of Suicide classroom presentations to ninth grade students, and approximately 348 SOS Second Act “booster” classroom presentations to tenth, eleventh, and twelfth grade students were able to be completed before the closure of school; 91% of students recommended the program to their peers and 96.72% learned ways to help a suicidal friend. The Training Trusted Adults gatekeeper training was provided to all high school faculties and offered to all parents at an after-school event,  Provided mental health training to middle school teachers through Kognito, an interactive role-play simulation for educators to build knowledge and skills about mental health, suicide prevention, and identifying at-risk students and to train teachers in leading real-life conversations with students in order to motivate and connect students and their parents to seek help,  Conducted 1,050 student suicide screenings to identify risk and connect students and families to needed mental health support and services,  Implemented a new division-wide online threat assessment application for school threat assessment teams to document and manage threat assessment cases. Threat assessment teams have conducted and resolved 483 threat assessments cases,  Coordinated and supervised the division's administration of 15,270 SOL assessments to 14,863 students, the ACCESS for ELLs assessment to 9,934 students, the Alternate ACCESS for ELLs assessment to 242 students, the CogAT to 5,853 students, and the Measures of Academic Progress (MAP) to 43,341 students. 19,517 PSAT tests were administered to students in grades 9-11 and 17,657 AP exams were administered among the high schools, and

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 197 DEPARTMENT OF PUPIL SERVICES DIAGNOSTIC AND PREVENTION SERVICES

 Completed 636 developmental screenings of preschool age children and 208 Early Intervention Part C to B Transition Conferences serving a total of 844 preschool children at the Child Find Center and through virtual means. The screenings and conferences resulted in 287 sociocultural evaluations,185 psychological evaluations,121 developmental evaluations, and 311 speech language evaluations. Of the total 364 children referred for evaluation, Child Find identified 276 children (76%) as students who were in need of early childhood special education services. Child Find also provided individualized developmental recommendations to the parents/families of 844 preschool children, completed four Child Find Chat series presentations, and created a web- based series of developmental activities for families to utilize while at home during the pandemic. The web-based developmental activities, supportive counseling, and community resources were offered/supplied to the parents/families of the 364 children going through the eligibility process.

FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board Goals through the following:  Expand the implementation of social-emotional learning (SEL) curriculum and instruction across all elementary schools and begin the implementation of SEL across middle schools to promote student skill development in the areas of social awareness, self-awareness, self-regulation, relationship skills, and responsible decision making and equitable outcomes for all students,  Continue to develop the capacity of the Unified Mental Health Teams to respond to students with school anxiety or school refusal by developing specialized skills in working with these students. A train-the-trainer model will be used in which a local expert in the treatment of anxiety will train a subset of mental health staff and conduct monthly consultation in order to facilitate our capacity to optimally support these students,  Continue to implement strategic actions to screen and identify children with disabilities as early as possible and maintain equitable identification and representation of specific racial/ethnic groups in special education,  Continue to provide administrative support for Loudoun’s SAT and ACT test administrations, collaborative support for the development and scoring of local performance assessments, and facilitate the implementation of the new state alternative assessment,  Continue to promote a smooth and timely transition from the Infant and Toddler Connection program to Part B of the Individuals with Disabilities Education Act early childhood special education programs, and  Continue to coordinate outreach activities regarding Child Find services and promote recently developed web- based resources for parents, private providers, doctors, private preschools, and daycare centers.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Dr. Asia R. Jones John J. Lody Assistant Superintendent for Pupil Services Director of Diagnostic and Prevention Services

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 198 DEPARTMENT OF PUPIL SERVICES DIAGNOSTIC AND PREVENTION SERVICES

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 199 DEPARTMENT OF PUPIL SERVICES SPECIAL EDUCATION

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 96,984,010 $ 101,500,978 $ 112,284,399 $ 117,557,574 $ 124,384,215 5.8% Non-FTE Salaries $ 4,157,895 $ 6,187,340 $ 6,077,881 $ 6,367,595 $ 8,427,814 32.4% Benefits $ 50,430,999 $ 52,179,414 $ 49,971,138 $ 56,721,438 $ 62,486,490 10.2% Total Personnel $ 151,572,904 $ 159,867,731 $ 168,333,418 $ 180,646,607 $ 195,298,519 8.1%

Operations and Maintenance Contractual Services $ 1,361,190 $ 1,146,076 $ 840,851 $ 966,725 $ 973,032 0.7% Materials, Supplies and Equipment $ 746,991 $ 423,272 $ 343,539 $ 859,084 $ 695,802 -19.0% Computers and Software $ 59,303 $ 26,366 $ 79,747 $ 57,750 $ 29,003 -49.8% Training and Continuing Education $ 896,096 $ 357,836 $ 171,610 $ 435,170 $ 971,141 123.2% Total Operations and Maintenance $ 3,063,580 $ 1,953,551 $ 1,435,747 $ 2,318,729 $ 2,668,978 15.1%

Capital Outlay Furniture and Equipment $ 23,522 $ - $ 23,495 $ - $ - 0.0% Total Capital Outlay $ 23,522 $ - $ 23,495 $ - $ - 0.0%

Total $ 154,660,006 $ 161,821,283 $ 169,792,660 $ 182,965,336 $ 197,967,497 8.2%

Positions 2,010.6 2,093.2 2,115.4 2,228.4 2,324.9

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 250,000,000 Director 1.0 1.0 1.0 Assistant Director 2.0 2.0 2.0 200,000,000 Supervisor 17.0 17.0 18.0 Instructional Specialist 7.0 7.0 7.0 150,000,000 Dean 17.0 17.0 37.5 Teacher, Spec Educ 100,000,000 980.4 980.4 1019.4 Instr Facilitator 33.0 33.0 34.0 50,000,000 Teacher Audiologist 1.0 1.0 1.0 Teacher Contingency - - 13.0 0 Teacher Assistant 1030.0 1030.0 1047.0 FY18 FY19 FY20 FY21 FY22 Support 6.0 6.0 6.0 Coordinator 4.0 4.0 5.0 Instructional Support 113.0 113.0 117.0 Advanced Interpreter 13.0 13.0 13.0 Specialist 4.0 4.0 4.0 Total 2228.4 2228.4 2324.9

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 200 DEPARTMENT OF PUPIL SERVICES SPECIAL EDUCATION

BUDGET OVERVIEW

PROGRAM DESCRIPTION The Office of Special Education is responsible for the planning, development, and implementation of programs and services for students with disabilities, as outlined in the Individuals with Disabilities Education Improvement Act (IDEA 2004) and Every Student Succeeds Act and regulations. IDEA mandates school districts include the provision of a free appropriate education (FAPE) 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 is as close to the student's home as possible, as well as a continuum of alternative placements. Requirements for services include that special education and related services be designed to meet the unique educational needs of children with disabilities, provide educational opportunity in the general curriculum to the extent possible with each child's individualized education program (IEP), and prepare children with disabilities for opportunities in post-secondary education, employment, and independent living.

Special education services are provided to more than 9,180* students, ages 2 through 22. Services include the referral, evaluation, and identification of service needs through the Child Find screening process from preschool age through graduation or program completion. Disabilities identified under IDEA include autism, 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 visual impairment. Related services include speech-language therapy, occupational therapy, physical therapy, adapted physical education, assistive technology, counseling, orientation and mobility services, and parent counseling and training.

LCPS provides services to more than 527* preschool age students who have been identified as developmentally delayed or in other disability categories, according to IDEA regulations. Services for preschool age students (ages 2-5) may be provided in the home, school, or a community setting.

*Enrollment in FY21 was impacted by the National Pandemic as many families temporarily unenrolled their children to meet their families’ unique circumstances.

The student to teacher ratio for special education is lower than the ratio for students without disabilities and relates to the Virginia Department of Education (VDOE) Special Education staffing requirements. In addition to maintaining staffing ratios, school districts are required to recruit and employ highly qualified staff. To maintain highly qualified staff, school districts provide professional development opportunities for staff to continue to meet these requirements.

To ensure that students receive appropriate and effective services, ongoing professional development is provided for general 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 behavioral strategies, universal design for learning, and technology applications. For new or struggling teachers, a new teacher course is provided as well as mentoring support from veteran teachers. Training opportunities through the partnership with George Mason University also include special education licensure cohorts for teachers and teacher assistants and cohorts for an Autism certificate for teachers and an administrative leadership certificate and/or a master's degree for teachers and/or administrators.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 201 DEPARTMENT OF PUPIL SERVICES SPECIAL EDUCATION

It should be noted that school districts must comply with IDEA and ESEA/Every Student Succeeds Act (ESSA) 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 those for 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 within established timeliness, and a smooth transition for students from one level to the next, as well as transition from high school into post-secondary opportunities. Failure to comply with these 20 performance indicators results in corrective action 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,  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 34CF 300.43 and 34CFR300.320 (b)),  Discipline Procedures and Use of Positive Behavioral Interventions (8VAC20-81-160) (34 CFR 300.530(a); 34CFR 300.324 (a) (2) (i)),  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)), and  Training for Paraprofessionals Working with Students with Autism (§22.1-298.3 of the Code of Virginia and House Bill 325).

PERSONNEL Personnel is comprised of salaries and benefits for 2,324.9 full-time positions, part-time funding for required extended school year services, hourly support for temporary Special Education needs, and summer school.

In FY22, 32.0 new positions are requested related to Staffing Standards Growth:

 30.0 Teacher, Special Education  1.0 Occupational Therapist  3.0 Speech Therapist  (2.0) Teacher Assistant, Special Education

1.0 position is requested related to Enhancement – Other:

 1.0 Teacher, Special Education – Distance Learning

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 202 DEPARTMENT OF PUPIL SERVICES SPECIAL EDUCATION

63.5 positions are related to FY21 Reconciliation:

 1.0 Coordinator, Competent Learning Model  15.0 Dean, Special Education – Elementary  5.5 Dean, Special Education – Middle School  1.0 Supervisor, Special Education  4.0 Teacher, Special Education  3.0 Teacher, Special Education – Hearing Impairment  1.0 Teacher, Special Education – Visual Impairment  13.0 Teacher, Special Education – Contingency  1.0 Specialized Instructional Facilitator, Reading  9.0 Teacher Assistant, Special Education  10.0 Behavioral Assistant – Bus Attendant

In FY22, an increase in Non-FTE Salaries is requested to support staffing for expanded summer school.

Non-FTE Salaries related to FY21 Reconciliation:

 $19,706 for Standardized Rate Increase  $307,684 for additional contract days  $33,292 for new Dean, Special Education stipends

OPERATIONS AND MAINTENANCE Operations and maintenance expenditures provide funding for materials and equipment to support the needs of students and staff responsible for the provision of special education services. These funds include funding for nursing services for students with severe disabilities, costs for litigation to resolve disputes, contractual services for independent educational evaluations and contractual related service providers of sign language services when needed. Other operations and maintenance expenditures include funding for instructional supplies, minor equipment, test protocols, mileage reimbursement, and professional development for staff, such as university cohorts for special education licensure, autism/Applied Behavior Analysis (ABA) certificate and specialized reading instructional programs. Funding also includes costs for maintenance and general repair of audiometers as well as repair and replacement of assistive technology equipment.

For FY22, additional funds are requested for allotments due to growth as well as start-up costs and supplies related to the opening of Hovatter Elementary. A small amount of funding for supplies is requested to be reallocated to non-FTE salaries to increase the funding for summer school staff, and $75,000 is a new request to support expanded summer school. To better address the division’s needs, funding has been reallocated between expenditure categories to increase the amount of funding available for staff training and development.

Operations and Maintenance related to FY21 Reconciliation:

• $25,660 for Allotments • $45,000 for MANDT Training • $103,324 for alignment of budget with historical actuals for contractual services

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 203 DEPARTMENT OF PUPIL SERVICES SPECIAL EDUCATION

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:  In collaboration with George Mason University (GMU), LCPS developed professional learning for designees and special educators entitled, Creating and Facilitating Collaborative IEP Meetings. Additionally, an IEP survey was developed to gain feedback about stakeholder experiences in IEP meetings,  LCPS implemented year two of the three-year Intensive Technical Assistance grant from the Center for Transition Innovation / Virginia Commonwealth University (VCU) to support the enhancement of transition Positive Behavior Interventions & Supports (PBIS): PBIS is implemented in all LCPS schools as a prevention and intervention framework, PBIS coaches support each school and act as liaisons between the school and LCPS central office,  Inclusive data was integrated into the School Improvement Process with all schools for the first time countywide. 100% of LCPS schools developed an Inclusive Action Plan,  LCPS has developed and implemented the United Mental Health Team (UMHT) across the division. Each school has a UMHT which includes school psychologists, school social workers, student assistance specialists, school counselors, school nurse, and administrators,  LCPS sustained the delivery of specialized reading and math interventions during the time period of distance learning by accomplishing the development and dissemination of a robust variety of resources including: professional learning for teachers on delivering their students’ existing interventions virtually; how-to videos and materials for parents; LCPS Response to Intervention (RTI) Process flowcharts to include distance learning for reading and math in grades K-12; comprehensive instructional materials for specialized reading and math designed to be flexibly delivered either virtually and/or in-person; guidance in data collection; continued coaching through the Specialized Reading Instruction (SIF-R) and Specialized Mathematics Instruction (SIF-M) programs,  The Office of Special Education completed the first year of Ukeru implementation in December 2019 with 660 staff members trained in over 80 schools. Ukeru is based on the philosophy of Comfort versus Control, utilizing a Trauma Informed Approach to prevent and respond to crisis situations,  LCPS concluded its three-year technical assistance grant with VCU Autism Center for Excellence. Achievements developed during the life of the grant include the Autism Program Walkthrough Tool, New Teacher On-Boarding Modules that are now shared state-wide, Administrator Autism Modules, and the development of a Social- Emotional resource repository,  LCPS received the Robots for Autism grant from the Virginia Department of Education and purchased robots and accessories for nine autism programs across four school locations,  LCPS staff presented at the Virginia EL Supervisors’ Association (VESA) Conference 2020. The session: Equitable Practices for Supporting Dual Identified & At-Risk Students was offered multiple times during the two- day conference,  During the 2019-2020 school year, the Learning Language through Augmentative and Alternative Communication (LLWAAC) initiative was implemented. The aim of this first year of the initiative, potentially the largest of its kind in the world, was to increase the skills of staff to provide the evidence-based practice of partner augmented input/aided language stimulation (modeling on the AAC) so that all students can acquire the necessary communication skills to access and participate in all environments, and  Transition specialists presented on services available to students in LCPS to GMU Special Education Cohort and Loudoun Chamber of Commerce Workforce.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 204 DEPARTMENT OF PUPIL SERVICES SPECIAL EDUCATION

FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board Goals through the following:  The Office of Special Education will collaborate with the Office of School Administration and Director of Equity to reduce the rate of suspensions and reduce the discipline disproportionality of students with disabilities and students of color with disabilities,  Implement effective inclusive practices to increase the participation of children with disabilities in the general education environment where at least 70% of students will spend at least 80% of their day in the general education setting,  Continue to implement the three-year Intensive Technical Assistance grant from the Center for Transition Innovation / VCU to support the enhancement of transition services across all grade levels for students with disabilities,  Continue to collaborate with the Department of Instruction to provide ongoing professional development to address the needs of students who are Dually Identified and children with Disabilities and English Language Learners,  Continue to coach school-based teams to ensure the continuum of special education services is available for all students with disabilities by expanding knowledge and skills to administrators, teachers and related services providers,  Provide school-based administrators with training in systematic procedures for ensuring compliance and accountability for the implementation of the requirements of IDEA regulations to include writing IEPs as well as proactive strategies for the successful management/resolution of disputes,  Continue with The Excellence in Co-teaching Initiative Grant through the VDOE,  Staff will participate in Ukeru recertification courses to refresh their previously learned skills and continue their practice. Trained staff will also review Ukeru skills quarterly with other Ukeru,  LCPS has been recognized as a Knowledge Development District for the Center on Inclusive Technology & Education Systems (CITES). CITES, a technical assistance center funded by the U.S. The Department of Education, Office of Special Education Programs, is a collaborative effort between CAST and American Institutes for Research. LCPS will co-develop evidence-based practices that enhance educational opportunities for all students, including students with disabilities and their families,  The Assistive Technology team reviewed 65 software titles for accessibility as part of a joint consideration process with both the Department of Digital Innovation and Department of Instruction. This collaborative work will continue into the 2020-2021 school year,  Continue to develop the Inclusive Design website (http://bit.ly/LCPSinclusivedesign) that was launched to share resources to support families, educators, and learners in how to use technology to support learning,  The Learning Language with Augmentative and Alternative Communication (LLWAAC) initiative will be continued into the 2020-2021 school year. Content will be delivered through modules and will focus on the following areas: How to Help Someone Learn Language Using AAC, How To Help Someone Read Using AAC, and How to Help Someone Use AAC While Still Teaching Curricular Content,  Continue Early literacy screening through the use of the FastBridge Suite. The automatic reading of connected text is required in first grade but is available in kindergarten,  Continue the comprehensive reading screening process that includes tests of rapid automatic naming (RAN) and fluency recommended by the International Dyslexia Association (IDA). Other screening tools used by LCPS include Phonological Awareness Literacy Screening (PALS), Formative Assessment System for Teachers (FAST) and Measures of Academic Progress (MAP). The data obtained through these screening tools is used to develop and identify appropriate research-based interventions based on student need,

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 205 DEPARTMENT OF PUPIL SERVICES SPECIAL EDUCATION

 Implement training on Restraint and Seclusion per the new Regulations Governing the Use of Seclusion and Restraint in Public Elementary and Secondary Schools in Virginia, and  Review the current IEP system (Edupoint) as well as look into the state IEP system, VA IEP. LCPS will determine the pros and cons of each system and determine which system best meets the needs of the division.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Dr. Asia R. Jones Dr. Patricia Nelson Assistant Superintendent for Pupil Services Director of Special Education

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 206 DEPARTMENT OF PUPIL SERVICES SPECIAL EDUCATION

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 207 DEPARTMENT OF PUPIL SERVICES STUDENT SERVICES

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 27,722,717 $ 30,857,459 $ 36,575,025 $ 38,511,284 $ 42,746,927 11.0% Non-FTE Salaries $ 1,747,839 $ 1,990,310 $ 2,345,453 $ 2,702,386 $ 2,860,938 5.9% Benefits $ 13,442,195 $ 14,275,993 $ 14,726,498 $ 16,573,542 $ 19,222,760 16.0% Total Personnel $ 42,912,751 $ 47,123,762 $ 53,646,976 $ 57,787,212 $ 64,830,625 12.2%

Operations and Maintenance Contractual Services $ 344,490 $ 187,379 $ 201,944 $ 108,900 $ 192,599 76.9% Materials, Supplies and Equipment $ 153,072 $ 144,606 $ 328,808 $ 383,920 $ 402,073 4.7% Computers and Software $ 147,208 $ 139,090 $ 27,326 $ 10,600 $ 10,600 0.0% Training and Continuing Education $ 61,176 $ 97,062 $ 67,259 $ 131,500 $ 138,000 4.9% Total Operations and Maintenance $ 705,945 $ 568,137 $ 625,337 $ 634,920 $ 743,272 17.1%

Total $ 43,618,697 $ 47,691,899 $ 54,272,313 $ 58,422,132 $ 65,573,897 12.2%

Positions 446.5 486.2 535.4 563.0 610.5

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 70,000,000 Director 1.0 1.0 1.0 Supervisor 5.0 5.0 5.0 60,000,000 Attendance Officer 6.0 6.0 9.0 50,000,000 Instr Facilitator - - 1.0 Counselor 298.4 298.4 334.4 40,000,000 Nurse 47.0 47.0 47.0 30,000,000 Health Clinic Specialist 58.5 58.5 59.5 20,000,000 School Nurse Assistant 3.1 3.1 3.6 Analyst 1.0 1.0 1.0 10,000,000 Support 76.0 76.0 76.0 Coordinator 2.0 2.0 2.0 0 Instructional Support 62.0 62.0 67.0 FY18 FY19 FY20 FY21 FY22 Specialist 3.0 3.0 4.0 Total 563.0 563.0 610.5

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 208 DEPARTMENT OF PUPIL SERVICES STUDENT SERVICES

BUDGET OVERVIEW

PROGRAM DESCRIPTION The Office of Student Services (OSS) educates the whole child by supporting a full range of services. These services include school counseling programs, school social work services, substance use prevention and other student assistance services, attendance interventions, homebound and home-based instruction, residency determination and verification, McKinney-Vento eligibility and support, Child Protective Services, school-based student health services, and collaboration with multiple Loudoun County mental health and human service agencies. The annual revision and distribution of the Program of Studies and the Student Rights and Responsibilities are also essential services of the OSS. All programs are designed to meet the individual needs of each student, so they have access to instructional programs and are provided support to achieve their social, emotional, and educational goals. Student Services staff work collaboratively and with school personnel to provide a multi-tiered approach for healthy students, both mentally and physically. Frequent and robust training programs, timely school and community workshops, and on-going support for students are all part of our comprehensive commitment to the whole child.

School counseling staff are assigned to each school to provide a comprehensive array of services. School counselors support students, parents/guardians, and staff to facilitate the student’s learning and success. Counselors provide instruction and services which focus on the academic, college and career readiness, and personal/social domains. The counseling program is based on the American School Counselor Association (ASCA) framework. School Counselors work collaboratively with school principals/administration to support students by delivering school counseling classroom lessons that provide maximum support for student achievement through direct service to the student. At the elementary level, school counselors teach lessons on character education, bullying prevention, and facilitate small groups that address appropriate social interaction, family dynamics (issues/concerns), and peer relationships. In middle school, school counselors provide classroom and small group lessons that promote organization, time management and test- taking/study skills. Personal safety, peer relationships, and development of an academic career plan are additional core curriculum standards. In high school, school counselors provide individual planning, facilitate small groups, and teach classroom lessons. School counselors also assist students with course selection and schedules, post-secondary plans to include college applications and financial aid assistance, suicide prevention education and community resources. Counselors are part of the unified mental health support team and promote social-emotional learning.

Student Health Services, in accordance with Virginia School Health Guidelines, provides emergency care to ill and injured students, administers medications, performs vision and hearing screenings, train school personnel to safely care for students with health concerns, and review physicals and immunizations for school registration. Health Services 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. School health offices are staffed by a full time Health Clinic Specialist (HCS) in elementary schools, and by a school nurse in all secondary schools. Both school nurses and HCS staff coordinate the development of Individual Health Care Plans (IHCP), in collaboration with school-based staff and resource nurses and ensure implementation. Eight Resource Nurses train, supervise, and evaluate the Health Clinic Specialists in the elementary schools, develop health related training programs for school personnel, participate in IHCP meeting, train LCPS staff, coordinate materials and resources, and collaborate with multiple agencies. Licensed staff, including RNs and LPNs, will complete Medicaid billing for medical services documented in student IEPs.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 209 DEPARTMENT OF PUPIL SERVICES STUDENT SERVICES

Student Support Services includes school social work and homebound services. Student Support Services promotes student success through school based social work programs, including individual and group counseling services to special education and at-risk students. These services help foster personal resilience in each student. School social workers conduct socio-cultural assessments for students who are referred through the special education eligibility process, assist families in accessing community resources and also provide case management and referral services to students and families involved in Homebound Services, McKinney Vento, and Foster Care Connections. Student Support Services also supports crisis response, threat assessment and suicide screenings at the school level.

Student Assistance Services includes Student Assistance Specialists and Attendance Officers. Student Assistance Specialists (SAS) provide prevention education and intervention services to students in grades 6-12. Services include substance use and mental health assessments, student interviews and referrals, and parent and staff consultation. SAS's also provide classroom presentations in 6th, 8th, and 10th grade through Health and PE, and provide presentations on substance use awareness to staff and mental health awareness to parents and community stakeholders as needed. In collaboration with the Student Support Services staff, SASs provide training and facilitate school-based Restorative Practices (RP) circles and conferences and serve as leads for Restorative Practices teams within schools. Attendance Officers are responsible for working with schools to promote regular school attendance and to enforce the compulsory attendance laws for the Commonwealth of Virginia and Loudoun County Public Schools (LCPS). Attendance Services monitor attendance data, collaborate with multiple LCPS departments to support district goals, assist in identifying non-enrolled students, and oversee the re-enrollment process for students transitioning back to LCPS upon release from the custody of the Department of Juvenile Justice. The Office of Student Assistance Services is also responsible for overseeing and facilitating school-based programs such as conducts and participates in various school-based programs such as Positive Experiences in Educational Relationships (PEER), Sources of Strength, and restorative practices.

The Outreach Office provides management, supervision and training for Parent Liaisons and interpreters providing translation services for the 127 different languages spoken within the Loudoun County Public School System. Parent Liaisons work in conjunction with county agencies and private organizations to provide support to students and families in need. The Outreach Office connects the needs of our students and families by partnering with local businesses and community organizations to support students and families. The "Neediest Kids Bridge to Success" program provides resources, new clothing, eyeglasses, vision examinations, and food cards to students and their families that have been identified through the Parent Liaison Program. The Outreach Services Office also oversees the Community School Initiative and is responsible for McKinney-Vento specialist and liaisons. The McKinney-Vento team coordinate services for homeless students and families with school personnel for specific needs including transportation, community resources and family needs.

The Pupil Services Coordinator works collaboratively with LCPS staff and parents to review, process and track all requests for special permission, homeschool, and religious exemption. The Senior Registrar provides guidance for all school-based attendance secretaries, oversees student registration and verifies residency for all LCPS schools, in collaboration with attendance officers.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 210 DEPARTMENT OF PUPIL SERVICES STUDENT SERVICES

PERSONNEL Personnel is comprised of salaries and benefits for 610.5 full time positions.

In FY22, a net of 6.7 positions are requested related to Staffing Standards Growth:

 0.2 School Counselor, ES  5.0 School Counselor, HS  1.0 Social Worker  0.5 School Nurse Assistant, HS

1.0 positions are requested related to New School:

 1.0 Health Clinic Specialist

4.0 positions are requested related to Enhancement - Other:

 1.0 Director, School Counseling – Alternative School  1.0 Director, School Counseling – Virtual Loudoun  1.0 School Counselor, Alternative School  1.0 School Counselor, Virtual Loudoun

1.0 positions are requested related to Reallocation:

 1.0 School Counselor, Virtual Loudoun (from Virtual Loudoun program)

34.8 positions are related to FY21 Reconciliation:

 4.8 School Counselor, Elementary  16.0 School Counselor, High School  5.0 School Counselor, Middle School  1.0 Director, School Counseling – The North Star School  (1.0) School Counselor, The North Star School  3.0 Attendance Officer  4.0 Student Assistance Specialist  1.0 Specialist, Restorative Practices  1.0 Instructional Facilitator, Restorative Practices

In FY22, there is an increase in Non-FTE Salaries for additional Parent Liaison hours based on projected enrollment.

Non-FTE Salaries related to FY21 Reconciliation:

 $10,267 for Elementary School Counselor Lead Facilitator stipend

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 211 DEPARTMENT OF PUPIL SERVICES STUDENT SERVICES

 $8,089 for Lead Middle School Counselor stipend  $681 for CAMPUS Advisor stipend increase  $10,642 for Restorative Practices Lead stipend increase  $5,324 for Restorative Practices Co-Lead stipend increase  $32,088 for increase in Parent Liaison hours  $32,470 for Standardized Rate Increase

OPERATIONS AND MAINTENANCE Operations and maintenance (O&M) expenditures for the Office of Student Services include instructional materials and curriculum; Naviance career planning software; College and Career events; CAMPUS, Restorative Practices, PEER Helpers; health clinic equipment, supplies, technology; mileage reimbursement; professional development and conferences; Recognized ASCA Model Program (RAMP) training and materials; publications and translation of the Program of Studies and Student Rights and Responsibilities; technology enhancements for data tracking and systems efficiency; and intervention resources used by instructional support staff in the provision of services to students, families, and schools.

For FY22, an increase in operations and maintenance is requested for Elementary Counselor and Health Services allotments based on growth as well as the restoration of partial funding for a NOVA Community College Counselor.

Operations and Maintenance related to FY21 Reconciliation:

 $6,500 for Training for Racial Trauma funding for Restorative Practices staff  $9,300 for Naviance software annual cost increase  $53,699 for Translation of LCPS Document in Outreach

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:

 School Social Workers provided 3,662 case management services to students and families and conducted 317 Tier 2 support groups, serving 1,480 students,  School Social Workers managed an increase in basic needs of families in various communities throughout the county by organizing food pantries, food deliveries, school supply deliveries, clothing, etc., due to the pandemic,  School Social Workers, Student Assistance Specialists, and School Counselors developed an online resource bank for families and students,  Peer programs organized 73 initiatives focused on bullying prevention, mental health, suicide prevention, healthy relationships, and academics reaching 33,346 students at the elementary, middle, and high school level,  PEER Helpers provided individual mentoring support to 416 students in grades K-11,  96 school-based staff were trained in the two-day RP Language and Circles training,  RP staff facilitated 275 circles with students reaching 5,014 students,  Student Assistance Specialists provided individual and follow-up services to 475 students at the secondary level,  24 schools used restorative conferencing as an alternative to traditional discipline. 150 students participated and 24 out of school suspensions days were saved,

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 212 DEPARTMENT OF PUPIL SERVICES STUDENT SERVICES

 Student Health Services provided a framework of support and monitored effective mitigation strategies at LCPS sites distributing food and Chromebooks for students, yearbook distribution, and graduation due to the pandemic,  Student Assistance Services facilitated race circles to 421 staff members including Cabinet members, Department of Pupil Services (DPS) leadership, principals, and other school-based staff,  Student Assistance Services facilitated coronavirus disease 2019 (COVID-19) related virtual circles to 48 staff members across the district and 100% of the participants reported they were satisfied/very satisfied and indicated they would recommend this type of support to others,  From August 2019 to March 2020, 7 Student Assistance Specialists provided 114 substance use presentations at the secondary level reaching 5,432 students, facilitated 24 substance use prevention groups serving 62 students, and led 23 Insight Classes serving 153 students,  Provided Adverse Childhood Experiences Interface and Trauma – Informed School Practices Trainings,  Developed and maintained a Student/Families & Staff Resource Website,  Decreased barriers to distance learning by contacting parents of potentially disengaged students to provide support that prevents disengagement before school started,  52% of all LCPS School Counseling Departments demonstrated mastery of comprehensive components earning a “Star” as part of LCPS Star System integrating comprehensive programing,  Riverbend Middle School was awarded national recognition of their Comprehensive Counseling Program by earning a RAMP award, making 11 total LCPS schools who have earned this designation. Two additional schools applied for the 20-21 School Year,  81,548 students received School Counselor-delivered curriculum focusing on College and Career Readiness, Social Emotional and Academic success,  85,205 students received a student support check by their School Counselor,  School Counselors facilitated 12,076 Small Groups with 2,636 students,  100% of Elementary School Counselors were trained in aligning Social-Emotional Learning (SEL) Second Step vocabulary and objectives into their core curriculum, and  Aligned resources to provide technology for mental health providers, nurses, counselors, attendance officers, student assistant specialists and registrars to ensure continued services during pandemic shutdown.

FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board Goals through the following:

 Continue to implement equitable practices by translating the Student Rights and Responsibilities, Program of Studies, student registration application and other critical LCPS documents into the top 6 languages spoken by LCPS students in collaboration with the Language Assistance Plan identified by the Department of Instruction,  Continue to expand the number of schools participating in the ASCA RAMP cohort and provide initial training and preparation for the application process,  Expand Adverse Childhood Experiences (ACE) and Trauma Informed School Practices Trainings,  Establish after school programming at all six Title I Community Schools to support equitable opportunities for youth development,  Continue the partnership between Parent Liaisons and local organizations to support the increased basic needs of families, including diapers, winter clothing, hygiene items, school supplies, and eyeglasses,

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 213 DEPARTMENT OF PUPIL SERVICES STUDENT SERVICES

 Train all Parent Liaisons on Stop Child Abuse Now (SCAN)’s Adverse Childhood Experiences model which recognizes trauma in in children to support our most vulnerable students,  Increase efficiency and access for health training and mitigation training for all staff,  Develop reporting system for student COVID-19 cases using the Laserfiche platform,  Align and fund an evidence based bullying prevention curriculum to implement in Elementary, Middle, and High School, and  Expand Curriculum and Resources to support College and Career Readiness expectations through Student Career Plan (SCP) and Academic and Career Plan Portfolio (ACPP) VDOE regulations.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Dr. Asia R. Jones Dr. Clark Bowers Assistant Superintendent for Pupil Services Director of Student Services

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 214 DEPARTMENT OF SUPPORT SERVICES

DEPARTMENT SUMMARY

The Department of Support Services includes the Divisions of Construction Services, Facilities Services, Management and Coordination, Planning Services, Safety and Security, and Transportation Services. Support Services provides the physical environment in which all students learn and where Loudoun County Public Schools administration, staff, and faculty deliver instruction. We design, build, maintain, serve and support safe, comfortable, well-maintained educational facilities and grounds; and safe student transportation. As stewards of the public trust, the Department of Support Services prides ourselves on our sustainability and energy conservation efforts as part of our culture in Loudoun County Public Schools while "Empowering all students to make meaningful contributions to the world."

FY22 CHANGES

The FY22 Department of Support Services budget reflects a strategic approach to program management within the Department, as well as each division individually. Support Services is focused on continuous improvement in all delivered services with a specific concentration on automation and technology that will enhance our services and improve efficiencies. The FY22 budget includes an emphasis on increased Safety and Security services, as well as pandemic response and enhanced cleaning of school buildings.

The Central Vehicle Maintenance Fund was dissolved on December 31, 2020 and as of January 1, 2021 the program was rolled into the existing Transportation Division within the Department of Support Services in the School Operating Fund.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 215 DEPARTMENT OF SUPPORT SERVICES

BUDGET HISTORY

Division FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget

Assistant Superintendent for Support Services $ 443,262 $ 394,268 $ 388,348 $ 419,472 $ 658,912 Construction Services 5,083,015 6,608,238 8,847,463 5,773,115 6,040,308 Facilities Services 71,620,392 77,189,108 78,794,077 86,368,543 92,882,132 Management and Coordination 4,098,974 5,023,213 5,753,709 5,734,181 6,068,050 Planning Services 1,305,776 1,440,747 1,788,056 1,848,800 1,916,318 Safety and Security 9,097,362 8,888,951 9,169,746 9,364,397 17,133,812 Transportation Services 55,533,150 58,260,859 55,413,645 63,557,057 71,885,471

Total $ 147,181,932 $ 157,805,385 $ 160,155,043 $ 173,065,565 $ 196,585,001

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 216 DEPARTMENT OF SUPPORT SERVICES

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 57,795,856 $ 62,675,808 $ 67,598,185 $ 72,324,416 $ 82,772,668 14.4% Non-FTE Salaries $ 6,700,340 $ 7,582,214 $ 11,466,243 $ 7,974,215 $ 10,036,769 25.9% Benefits $ 31,305,224 $ 33,418,559 $ 29,655,682 $ 36,273,998 $ 41,710,246 15.0% Total Personnel $ 95,801,421 $ 103,676,581 $ 108,720,111 $ 116,572,629 $ 134,519,682 15.4%

Operations and Maintenance Contractual Services $ 21,223,660 $ 24,095,040 $ 26,663,109 $ 27,437,273 $ 20,050,725 -26.9% Materials, Supplies and Equipment $ 27,187,096 $ 28,523,592 $ 23,592,731 $ 28,253,425 $ 38,431,356 36.0% Computers and Software $ 307,680 $ 591,053 $ 392,492 $ 446,138 $ 2,754,638 517.4% Training and Continuing Education $ 206,215 $ 303,674 $ 256,445 $ 356,100 $ 378,600 6.3% Total Operations and Maintenance $ 48,924,651 $ 53,513,359 $ 50,904,777 $ 56,492,936 $ 61,615,319 9.1%

Capital Outlay Buildings $ 936,866 $ - $ 24,865 $ - $ - 0.0% Computer Equipment and Software $ 84,499 $ - $ - $ - $ - 0.0% Furniture and Equipment $ 1,421,210 $ 615,445 $ 492,565 $ - $ 450,000 0.0% Vehicles $ 13,285 $ - $ - $ - $ - 0.0% Total Capital Outlay $ 2,455,860 $ 615,445 $ 517,430 $ - $ 450,000 0.0%

Total $ 147,181,932 $ 157,805,385 $ 160,142,318 $ 173,065,565 $ 196,585,001 13.6%

Positions 1,742.3 1,798.0 1,860.0 1,862.0 1,986.0

FY22 BUDGET BY OBJECT OF EXPENDITURE

68.4% 31.3%

0.2%

Personnel

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 217 DEPARTMENT OF SUPPORT SERVICES ASSISTANT SUPERINTENDENT FOR SUPPORT SERVICES

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 293,205 $ 271,071 $ 291,908 $ 291,908 $ 471,301 61.5% Non-FTE Salaries $ 577 $ - $ 2,143 $ - $ - 0.0% Benefits $ 116,207 $ 112,646 $ 106,262 $ 113,064 $ 173,110 53.1% Total Personnel $ 409,988 $ 383,717 $ 400,313 $ 404,972 $ 644,412 59.1%

Operations and Maintenance Contractual Services $ 2,978 $ - $ (9,434) $ - $ - 0.0% Materials, Supplies and Equipment $ 26,686 $ 6,982 $ (12,248) $ 5,000 $ 5,000 0.0% Computers and Software $ 1,628 $ - $ 4,498 $ 4,000 $ 4,000 0.0% Training and Continuing Education $ 1,982 $ 3,570 $ 5,220 $ 5,500 $ 5,500 0.0% Total Operations and Maintenance $ 33,274 $ 10,551 $ (11,965) $ 14,500 $ 14,500 0.0%

Total $ 443,262 $ 394,268 $ 388,348 $ 419,472 $ 658,912 57.1%

Positions 2.0 2.0 2.0 2.0 3.0

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 700,000 Assistant Superintendent 1.0 1.0 1.0 Executive Director - 1.0 1.0 600,000 Support 1.0 1.0 1.0 Total 2.0 3.0 3.0 500,000 400,000 300,000 200,000 100,000 0 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 218 DEPARTMENT OF SUPPORT SERVICES ASSISTANT SUPERINTENDENT FOR SUPPORT SERVICES

BUDGET OVERVIEW

PROGRAM DESCRIPTION The Office of the Assistant Superintendent for Support Services provides guidance and direction to all Support Services Divisions. Significant successes and continued programs focus on collaboration, teamwork, and workplace climate. Specific inward facing emphases include interdivisional teams as well as cross departmental project and initiatives. Outward facing initiatives include extensive collaboration with the County of Loudoun, the 7 incorporated towns within Loudoun County, and law enforcement, as well as state and federal agencies. Specific focus areas include school and campus security and facility design and operational improvements.

PERSONNEL Personnel is comprised of salaries and benefits for 3.0 full-time positions.

In FY21, the Staffing box changes between Adopted and Revised are as follows:

 1.0 Executive Director-Chief of Facilities

OPERATIONS AND MAINTENANCE This category includes expenditures for professional membership fees, travel, materials and supplies for the Assistant Superintendent for Support Services and staff. The Assistant Superintendent for Support Services participates in professional development regarding industry trends and methods of operations thus has memberships in various local and national organizations relative to support services operations.

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:

 Continued to grow capacity for campus security in terms of staffing and procedures,  Collaborated with the Public Information Office to expand communications with students, staff and faculty related to impending weather events, facility utility outages and emergency situations.  Collaborated with local law enforcement to continue to improve communications and develop relationships that enhance partnerships critical to managing incidents at schools and the community.  Continued to develop and challenge teams and task forces to address specific and global issues such as an advanced energy task force, Principals Safety Task Force, and Loudoun County General Services Team,  Continued development and implementation of the Support Services Leadership Academy,  Collaborated with numerous County of Loudoun departments to improve communication and project initiatives. Examples include roadway projects, Fiscal Impact Committee representation, joint land acquisition collaboration through the Land Matrix Team and the Land Matrix Executive Committee, and  Collaborated with neighboring school districts regarding weather event preparation, notification and school closures.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 219 DEPARTMENT OF SUPPORT SERVICES ASSISTANT SUPERINTENDENT FOR SUPPORT SERVICES

FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board Goals through the following:  Maintain a primary focus for FY22 to enhance the safety and security of students and staff in our school facilities. Efforts to evaluate and improve policies, procedures, incident management, and communications will span all divisions of Support Services,  Expand design, research and implementation of enhanced energy efficiency throughout LCPS facilities,  Continue collaboration with the County of Loudoun, leading to refinements in the Capital Improvement Program as it pertains to the life cycle management of the school facility inventory,  Bolster working relationships with the County of Loudoun, and Commonwealth of Virginia agencies such as the Virginia Department of Environmental Quality, Virginia Department of Transportation, Council of Government, as well as various law enforcement agencies,  Provide Board of Supervisors representation of the School Board with respect to the CIP, CAPP, enrollment, and attendance zone boundaries, and  Continue leadership in team building, collaboration and innovative processes and technology.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Dr. Scott Ziegler Kevin Lewis Interim Superintendent Assistant Superintendent for Support Services

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 220 DEPARTMENT OF SUPPORT SERVICES ASSISTANT SUPERINTENDENT FOR SUPPORT SERVICES

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 221 DEPARTMENT OF SUPPORT SERVICES CONSTRUCTION SERVICES

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 880,291 $ 975,089 $ 955,832 $ 1,026,147 $ 1,106,545 7.8% Non-FTE Salaries $ 10,531 $ 20,312 $ 70,581 $ - $ - 0.0% Benefits $ 375,305 $ 399,740 $ 362,366 $ 427,968 $ 467,262 9.2% Total Personnel $ 1,266,127 $ 1,395,141 $ 1,388,780 $ 1,454,115 $ 1,573,808 8.2%

Operations and Maintenance Contractual Services $ 1,513,931 $ 3,249,248 $ 7,128,793 $ 3,979,000 $ 4,006,000 0.7% Materials, Supplies and Equipment $ 1,020,748 $ 1,426,266 $ 74,207 $ 40,000 $ 39,500 -1.3% Computers and Software $ 91,301 $ 457,956 $ 220,100 $ 245,000 $ 370,000 51.0% Training and Continuing Education $ 29,142 $ 79,628 $ 35,584 $ 55,000 $ 51,000 -7.3% Total Operations and Maintenance $ 2,655,123 $ 5,213,097 $ 7,458,683 $ 4,319,000 $ 4,466,500 3.4%

Capital Outlay Buildings $ 936,866 $ - $ - $ - $ - 0.0% Computer Equipment and Software $ 18,425 $ - $ - $ - $ - 0.0% Furniture and Equipment $ 206,475 $ - $ - $ - $ - 0.0% Total Capital Outlay $ 1,161,765 $ - $ - $ - $ - 0.0%

Total $ 5,083,015 $ 6,608,238 $ 8,847,463 $ 5,773,115 $ 6,040,308 4.6%

Positions 10.0 10.0 11.0 11.0 12.0

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 10,000,000 Director 1.0 1.0 1.0 Supervisor 1.0 1.0 1.0 8,000,000 Support 3.0 4.0 4.0 Coordinator 1.0 1.0 1.0 6,000,000 Specialist 4.0 4.0 4.0 Technician 1.0 1.0 1.0 Total 11.0 12.0 12.0 4,000,000

2,000,000

0 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 222 DEPARTMENT OF SUPPORT SERVICES CONSTRUCTION SERVICES

BUDGET OVERVIEW

PROGRAM DESCRIPTION The Division of Construction Services manages the architectural, engineering, and construction process for the design and implementation of the projects in the Capital Improvements Program (CIP), and provides system wide technical guidance and assistance for renovation and conversion activities at existing facilities. In ensuring the successful accomplishment of the CIP, the Division works cooperatively with the Divisions of Planning Services and Facilities Services in the creation of the CIP, the evaluation of sites for new schools and supports the legislative process through administrative approvals. Construction Services collaborates and supports the Instructional Program through design review and management to promote an environment for academic achievement for students, teachers and administrators.

The Division supports the Department of Instruction, Department of Pupil Services, Department of Human Resources and Talent Development and Department of Business & Financial Services, as well as the offices of Transportation, Facilities Services, and Safety and Security with project planning, design, consultation and engineering feasibility to ensure facilities are 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 strive to develop parity of all school facilities. With a large number of Loudoun’s schools reaching their life cycle, the Construction Division evaluates existing facilities with regards to line item replacement versus a major renewal/revitalization which incorporates evolving Educational and Technological 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 schools and has supported LCPS in achieving the EPA Energy Star Partner by adopting design and control methods that conserve natural resources, consume less energy, and reduce the carbon footprint.

PERSONNEL Personnel is comprised of salaries and benefits for 12.0 full-time positions.

In FY21, the Staffing box FTE changes between Adopted and Revised are as follows:

1.0 position was reallocated from Capital Improvement Project  1.0 Account Clerk, Construction  (1.0) Project Manager, Construction

OPERATIONS AND MAINTENANCE Operations and Maintenance funds provide the supplies and services to support the implementation of the construction program. The increase in Operations and Maintenance is to provide services for professional legal and special litigation services.

Operations and Maintenance related to FY21 Reconciliation:  $125,000 for expanding the DCS Project Management Information System platform.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 223 DEPARTMENT OF SUPPORT SERVICES CONSTRUCTION SERVICES

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:

 Managed over $500,000,000 in active design, construction, and renovation project budgets; and processed over $150,000,000 in actual CIP related expenditures,

Completed:  Opened Independence High School, HS-11, and Waxpool Elementary School, ES-31,  Opened classroom additions at Lucketts Elementary School,  Completed artificial turf installation at Briar Woods and Freedom High Schools,  Continued construction of Lightridge High School, HS-9, in Dulles South,  Completed construction of the Lucketts Elementary School Classroom Additions, Commenced construction of the Lucketts Elementary School Classroom Additions, construction of the Lucketts Elementary School Classroom Additions,  Completed the renovation and expansion of Transportation and Safety & Security Offices,  Completed office expansion projects at multiple high schools,  Completed room conversions in 63 spaces through the County,  Restored the finishes in 1,600 rooms following the DDI classroom technology refresh, and  Updated 30-year CIP Budget Plan to present long-range facility renovation cycle planning into the CIP budget along with new school construction projects and Capital Asset Preservation Program. Initiated:

 Commenced construction of Hovatter Elementary School (ES-29),  Commenced construction of Elaine E. Thompson Elementary School (ES-23),  Commenced construction of The North Star School,  Continued construction of exterior Security Improvements and Secure Vestibules at schools throughout the County,  Commenced construction of the Lucketts Elementary School Classroom Additions, and  Continued the implementation and configuration of eBuilder as the new construction and project management platform software.

FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board Goals through the following:

 Continue construction of exterior security improvements and secure vestibules,  Complete Elaine E. Thompson (ES-23) and Hovatter (ES-29) Elementary Schools,  Complete The North Star School,  Complete design and commence construction of the Douglass School Renewal,  Continue replacement of the Lucketts Elementary School Wastewater Treatment Facility,  Construct classroom additions at Catoctin and Hutchison Farm Elementary Schools,

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 224 DEPARTMENT OF SUPPORT SERVICES CONSTRUCTION SERVICES

 Commence design of MS-14, Dulles North Middle School, Briar Woods High School classroom additions, Eagle Ridge Middle School Classroom Additions, the Lovettsville Elementary school bus and visitor parking lot, the Joint use Dry Bulk Storage Facility, Elementary School stage access, and Arcola Elementary school parking and Connection to Northstar Boulevard,  Continue to implement Geographic Information System (GIS) and Building Information Modeling (BIM) systems into construction projects to collect and maintain accurate data to provide for the planning and management of sites and facilities,  Continue to refine the Educational and Technical Specifications in construction design,  In response to annual climate survey studies host individual meetings with each staff member semi-annually and conduct quarterly “State of the Division” meetings with all staff as identified in the Construction Services Division’s Leadership Action Plan,  Continue to provide training and understanding of network analysis, scheduling, commissioning, construction contract law, project management, sustainable design, eBuilder, and construction practices and processes to further empower construction staff,  Continue development of the facilities database provide a system-wide source of statistical information to support program development and management,  Continue to monitor and evaluate school facilities to properly plan for life cycle and programmatic renovations and renewals of the facility inventory,  Upgrade design guidelines and construction details,  Improve the quality assurance program during school construction projects, and  Expand use of alternate project delivery methods to improve efficiency and reduce costs.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Kevin Lewis Joseph Pascarelli Assistant Superintendent for Support Services Director of Construction

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 225 DEPARTMENT OF SUPPORT SERVICES FACILITIES SERVICES

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 27,838,171 $ 31,095,084 $ 33,894,971 $ 36,031,242 $ 38,544,067 7.0% Non-FTE Salaries $ 2,102,129 $ 2,760,565 $ 5,861,211 $ 2,443,523 $ 2,578,523 5.5% Benefits $ 14,100,928 $ 15,200,562 $ 13,680,634 $ 16,781,778 $ 18,165,041 8.2% Total Personnel $ 44,041,228 $ 49,056,211 $ 53,436,815 $ 55,256,543 $ 59,287,632 7.3%

Operations and Maintenance Contractual Services $ 5,552,612 $ 4,641,052 $ 4,647,613 $ 5,685,000 $ 6,145,000 8.1% Materials, Supplies and Equipment $ 20,851,669 $ 23,088,838 $ 20,466,331 $ 25,207,000 $ 26,759,500 6.2% Computers and Software $ 110,151 $ 92,468 $ 123,376 $ 130,000 $ 140,000 7.7% Claims $ - $ - $ 12,725 - $ - 0.0% Training and Continuing Education $ 55,980 $ 78,593 $ 107,217 $ 90,000 $ 100,000 11.1% Total Operations and Maintenance $ 26,570,412 $ 27,900,950 $ 25,357,261 $ 31,112,000 $ 33,144,500 6.5%

Capital Outlay Computer Equipment and Software $ 640 $ - $ - $ - $ - 0.0% Furniture and Equipment $ 994,827 $ 231,947 $ - $ - $ 450,000 0.0% Vehicles $ 13,285 $ - $ - $ - $ - 0.0% Total Capital Outlay $ 1,008,752 $ 231,947 $ - $ - $ 450,000 0.0%

Total $ 71,620,392 $ 77,189,108 $ 78,794,077 $ 86,368,543 $ 92,882,132 7.5%

Positions 767.3 810.0 848.0 866.0 888.0

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 100,000,000 Director 1.0 1.0 1.0 Assistant Director - 1.0 1.0 80,000,000 Supervisor 3.0 2.0 3.0 Manager 6.0 6.0 6.0 60,000,000 Support 5.0 5.0 5.0 Coordinator 2.0 2.0 2.0 Custodian 40,000,000 684.0 684.0 694.0 Driver 4.0 4.0 5.0 Maintenance 157.0 157.0 165.0 20,000,000 Specialist 4.0 4.0 6.0 Total 866.0 866.0 888.0 0 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 226 DEPARTMENT OF SUPPORT SERVICES FACILITIES SERVICES

BUDGET OVERVIEW

PROGRAM DESCRIPTION The Facilities Services Division in FY22 will provide maintenance, environmental health and safety, energy management, custodial and plant operation services at all schools and support facilities that constitute Loudoun County Public Schools physical plant. The total assets of our school division will comprise a total built area in excess of 12.7 million square feet. In addition to schools and support facilities, Facilities Services Division is permitted by the Commonwealth of Virginia to operate six potable water systems and one waste water treatment plant. The services this division provides include: routine and emergency facility maintenance, routine and emergency equipment repairs; built infrastructure preventive maintenance; energy conservation and utility management; grounds maintenance; maintenance services contract management; integrated pest management; turf management services; management and execution of the CAPP program; management of custodial services including training and assignments of custodians; ordering and delivery of custodial equipment and consumable supplies; collection of municipal solid waste for LCPS and County of Loudoun sites; collection of recyclable materials for LCPS and some County of Loudoun sites; environmental health management (hazard communication, indoor air quality, asbestos, radon, drinking water, wastewater), disposal of hazardous waste; occupational safety training and personal protective equipment management; snow removal operations and other weather related emergency services and various other services as required for the efficient operation and maintenance of all LCPS facilities and grounds.

PERSONNEL Personnel is comprised of salaries and benefits for 888.0 full-time positions.

In FY22, 14.0 positions are requested related to New Schools:

 5.0 Custodians (Hovatter ES)  5.0 Custodians (Thompson ES)  4.0 Maintenance Workers

1.0 positions are requested for system Growth:

 1.0 Supervisor, Environmental Health and Safety (EHS)

7.0 positions are related to FY21 Reconciliation:

 2.0 Specialist, Environmental Health and Safety (EHS)  4.0 Maintenance Workers  1.0 Refuse Equipment Operator

Non-FTE Salaries consist of part time, over time and classified substitutes. The increase in Non-FTE Salaries is attribute to a required enhanced cleaning standards and system growth.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 227 DEPARTMENT OF SUPPORT SERVICES FACILITIES SERVICES

In FY21, the staffing box changes between Adopted and Revised are as follows:

1.0 position was reallocated with in Facilities Services:

 1.0 Assistant Director, Facilities Maintenance  (1.0) Supervisor, Facilities Operations

The Facilities Services maintenance services staff performs crucial work in maintaining the ever-increasing size and complexity of our school systems infrastructure. Facilities Services provides the Department of Support Services with technical expertise for repair and maintenance, preventative maintenance, and contracted maintenance project management, in addition to energy conservation and environmental, environmental health and safety program management, and custodial services.

The Custodial Services staff performs daily cleaning of our schools and support facilities during the school year, major floor to ceiling cleaning of our schools during the summer break, and staffing for building supervision of nearly 40,000 school and community use after hours activities throughout the year.

OPERATIONS AND MAINTENANCE The Facilities Services Operations and Maintenance budget for FY22 provides: cleaning services and supplies; built infrastructure equipment maintenance and repair, operating supplies and replacement parts and service support contracts for all 97 LCPS schools (includes Elaine E. Thompson ES, which is scheduled to be turned over to Facilities mid-year) and 12 support facilities; environmental health and safety supplies, equipment and testing; and all utility services and energy conservation programs. Increases are attributed to system growth and escalating costs for utilities, materials, and contracted services, supplies and software applications. Part of the overall increase in Operations and Maintenance can be attributed to new school openings, such as utilities, custodial uniforms, custodial supplies and maintenance service agreements.

Operations and Maintenance related to FY21 Reconciliation:

 $325,000 for Electrical Power.  $100,000 for Water quality testing/treatment; indoor air quality testing; AHERA tri-annual inspections; and all other environmental related inspections.  $50,000 for Janitorial supplies and cleaning material.

CAPITAL OUTLAY Capital Outlay increase is related to a reallocation for new and replacement of capital equipment’s for Facilities Services.

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 228 DEPARTMENT OF SUPPORT SERVICES FACILITIES SERVICES

 Milled, paved and re-striped asphalt surfaces and replaced various concrete surfaces at Cool Spring ES, Eagle Ridge MS, Hamilton ES, Harmony MS, John W. Tolbert ES, Lincoln ES, Lucketts ES, Seldens Landing ES and Sugarland ES,  Repaired, crack filled, seal coated and re-striped asphalt surfaces at Algonkian ES, Cardinal Ridge ES, Legacy ES, Newton-Lee ES, Pinebrook ES, Potomac Falls HS, Rock Ridge HS, Seneca Ridge MS, Smart’s Mill MS and Trailside MS,  Replaced the fire alarm systems at Eagle Ridge MS, Guilford ES, John W. Tolbert ES, Seldens Landing ES and Sully ES,  Replaced 56,670 sq. ft. of EPDM (ethylene propylene diene monomer) roof at Emerick ES and 55,000 sq. ft. of metal roof sections at Farmwell Station MS,  Resurfaced the tennis courts at Broad Run HS, Dominion HS, Freedom HS, John Champe HS, Loudoun Valley HS and Rock Ridge HS,  Resurfaced the track at Loudoun Valley HS,  Replaced the classroom cabinets, countertops and sinks at Meadowland ES and Sterling ES,  Replaced stage curtains at Banneker ES, Cedar Lane ES, Dominion Trail ES, Lowes Island ES, Meadowland ES and Sterling ES,  Completed exterior improvements at J. Lupton Simpson MS by replacing the soffits and lighting at various entrances/exits,  Managed the completion of 5,971 preventive maintenance inspections, performed on various building systems and equipment,  Participated in the renewal of 25 maintenance service contracts,  Teamed with Procurement Services in the solicitation and award of 1 new maintenance service contract,  Implemented the rollout of Hazard Communication Training, COVID Awareness Training for all employees,  Ensured compliance with Virginia Emergency Temporary Standard-drafted an infection control program, ensured proper notification of COVID cases and created documentation of mitigation strategies,  Assisted in creating a Hazard Mitigation Monitor Program to monitor all student and staff activities to ensure compliance with the many guidelines published by CDC, OSHA and the Virginia Department of Labor and Industry-drafted initial checklist and trained over 1,000 employees to be potential monitors and created virtual training for onboarding of new Health Mitigation Monitors,  Coordinated the heating oil tank replacement at Round Hill Center,  Coordinated the installation of radon mitigation systems at Hutchison Farm ES and Freedom HS,  Coordinated the establishment of the Respiratory Protection Program-in two months, coordinated 1,700 employees (from Department of Instruction-Special Education, Student Health Services, Transportation and Athletics) completed medical evaluations, required training and being fit tested for N95 respirators,  Continual management of N95 distribution, created a tracking system for monitoring distribution of N95’s at all schools and support facilities,  Developed and implemented an enhanced cleaning plan based on the direction from the U.S. Centers for Disease Control and Prevention, Virginia Department of Health, Loudoun County Health Department, and Virginia Department of Education,  Researched, ordered, delivered and setup approximately 8,000 3-stage HEPA Air Cleaners,  Completed 44,276 work orders,  Replaced auditorium lighting dimmer system at Eagle Ridge MS, Riverbend MS and Smart’s Mill MS,  Replaced auditorium partition doors at Belmont Ridge MS,  Replaced boiler at Dominion Trail ES, Evergreen ES and Hillside ES,

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 229 DEPARTMENT OF SUPPORT SERVICES FACILITIES SERVICES

 LCPS completed its 27th year of partnership with Cenergistic, accumulating an energy cost avoidance of over $96 million in that time,  LCPS achieved ENERGY STAR Certifications for 20 facilities under newly established guidelines that make certifications more competitive,  LCPS implemented an Energy Savings contract for J.L. Simpson MS, including LED lighting retrofit, comfort improvements and a 1,500 panel Solar Array, and  LCPS was honored with a 2020 EPA ENERGY STAR "Sustained Excellence-Partner of the Year" award.

FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board Goals through the following:

Maintaining our facilities and grounds to ensure a quality educational environment that will enable schools to achieve their instructional goals and meet the increasing expectations of staff, students, parent and community members. This will be achieved by making Facilities Services personnel more efficient through continuing education and training, and by providing the tools and resources required to professionally support our customers across LCPS.

 Strive to recruit and hire only the highest quality employees,  Continue to be recognized as a leader in educational facility energy conservation program management across the region, state and national levels,  Continually improve communications between Facilities Services and building administrators to ensure they are informed of maintenance and custodial practices, notifications, and in advance of services scheduled at their school,  Support the Department of Instructions' Project Based Learning (PBL) initiative by serving as subject matter experts,  Expand Environmental Health and Safety program training to include all LCPS staff, and  Include additional schools under the Energy Service Contract for energy efficiency improvements and energy conservation measures.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Kevin Lewis Edward Treanor Assistant Superintendent for Support Services Director of Facilities Services

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 230 DEPARTMENT OF SUPPORT SERVICES FACILITIES SERVICES

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 231 DEPARTMENT OF SUPPORT SERVICES MANAGEMENT AND COORDINATION

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 1,589,323 $ 1,840,893 $ 1,843,875 $ 1,875,983 $ 2,116,145 12.8% Non-FTE Salaries $ 85,805 $ 132,136 $ 238,855 $ 208,000 $ 215,453 3.6% Benefits $ 647,757 $ 732,130 $ 653,302 $ 769,748 $ 903,152 17.3% Total Personnel $ 2,322,885 $ 2,705,160 $ 2,736,033 $ 2,853,731 $ 3,234,750 13.4%

Operations and Maintenance Contractual Services $ 375,342 $ 623,369 $ 775,579 $ 1,029,500 $ 1,029,500 0.0% Materials, Supplies and Equipment $ 1,347,758 $ 1,385,343 $ 1,729,468 $ 1,820,950 $ 1,772,300 -2.7% Computers and Software $ 7,625 $ 18,144 $ 5,897 $ 13,500 $ 13,000 -3.7% Training and Continuing Education $ 8,872 $ 37,074 $ 11,453 $ 16,500 $ 18,500 12.1% Total Operations and Maintenance $ 1,739,597 $ 2,063,930 $ 2,522,397 $ 2,880,450 $ 2,833,300 -1.6%

Capital Outlay Buildings $ - $ - $ 24,865 $ - $ - 0.0% Furniture and Equipment $ 36,492 $ 254,123 $ 470,414 $ - $ - 0.0% Total Capital Outlay $ 36,492 $ 254,123 $ 495,279 $ - $ - 0.0%

Total $ 4,098,974 $ 5,023,213 $ 5,753,709 $ 5,734,181 $ 6,068,050 5.8%

Positions 29.5 28.5 28.5 28.5 33.5

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 7,000,000 Director 1.0 1.0 1.0 Supervisor 1.0 1.0 1.0 6,000,000 Manager 1.0 1.0 1.0 5,000,000 Support 11.5 11.5 16.5 Coordinator 3.0 3.0 3.0 4,000,000 Driver 4.0 4.0 4.0 3,000,000 Maintenance 1.0 1.0 1.0 Operator 2.0 2.0 2.0 2,000,000 Specialist 3.0 3.0 3.0 1,000,000 Technician 1.0 1.0 1.0 Total 28.5 28.5 33.5 0 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 232 DEPARTMENT OF SUPPORT SERVICES MANAGEMENT AND COORDINATION

BUDGET OVERVIEW

PROGRAM DESCRIPTION The Division of Management and Coordination provides project and program support to the Divisions of Construction Services, Facilities Services, Planning Services, Safety and Security, and Transportation Services. The Division of Management and Coordination fosters collaboration between divisions and departments and set clear processes for the entire department and LCPS. Key cross-divisional processes managed include budget development, policy analysis and review, the Property Improvement Review Team, playground inspection and project oversight, and Facility Use program processes. The Administration Building Operations Office, the Office of Facility Use Management, and the Distribution Center are also managed within the Division of Management and Coordination. Areas of Responsibility:

 Administer the Facility Use of School Buildings program, including the development of guidance, overall program oversight, policy and regulation development, and direct work with community organizations and school administrators,  Facilitate the Property Improvement Review Team (PIRT), which includes all Support Services Divisions and the Department of Digital Innovation and consults with the Department of Instruction and the Department of Pupil Services. PIRT is tasked with the review of all requests to alter existing school grounds and/or facilities and oversight of projects funded by outside organizations,  Manage the LCPS Playground Program, including overseeing a comprehensive inspection program to maintain playground safety, advising and reviewing on playground projects, and developing playground guidance and standards,  Support all school furniture, including needs assessment, inventory control, storage, order fulfillment, delivery and set up for new and existing schools,  Remove excess or damaged furniture and equipment from schools and support facilities,  Provide paper to schools and administration facilities, including assessing paper needs and pricing, ordering various paper stock, and delivering supplies,  Facilitate delivery of, removal of, and reallocation of textbooks and other instructional and testing materials,  Store and distribute materials for non-standard or special programs,  Provide secure pick-up and delivery of large movements of confidential student records,  Receive, store, and fulfill orders for School Nutrition kitchen cleaning supplies,  Distributed mail and small packages through the LCPS courier system,  Manage the LCPS Online Public Surplus Auction,  Oversee daily operation of the Administration Building,  Provide project management support for Administration Building reconfiguration and office space renovations,  Develop and review Support Services policies,  Manage leased space for LCPS,  Facilitate cross-divisional efforts and special projects, as requested by the Assistant Superintendent, and  Coordinate budget development between the six divisions that make up the Department of Support Services.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 233 DEPARTMENT OF SUPPORT SERVICES MANAGEMENT AND COORDINATION

PERSONNEL Personnel includes salaries and benefits for 33.5 full-time positions.

In FY22, 5.0 positions are positions are related to FY21 Reconciliation:

 5.0 Distribution Center Assistant

Non-FTE Salaries are provided for part time staff during periods of peak workloads and summer positions. The decrease in Non-FTE Salaries are due to the decrease in textbook support to the Department of Instruction.

Non-FTE Salaries related to FY21 Reconciliation is for Band Rate increase for Distribution Center Workers.

OPERATIONS AND MAINTENANCE Funding supports the continued development of the Facility Use program, Property Improvement Review Team (PIRT), the ongoing operations of both the Distribution Center and the Administration Building, as well as project and program management provided across the department, as needed. It provides for the continued oversight, training, and education associated with the automated facility use application and newly-implemented community use portal. Within the Administration Building, funding supports daily operations of all first floor meeting space, including the school board rooms, as well as significant operations in both the mail room and copy center, which support all schools and administration facilities across LCPS. The overall decrease in operations and maintenance is due to a reduction in minor equipment expenditure.

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals through the following outcomes and actions:  Continued the expansion of the Division's role and activity in acting as a resource across the Department's divisions. A specific example is continued development of closer communication between Support Services divisions and the Departments of Instruction and Pupil Services, as well as with school administrators, related to more than over 850 independent projects that were reviewed in service to the schools,  Implemented Regulation 6310: Facility Use, providing a clear, detailed document for the use of facilities and grounds by organizations and individuals,  Served the community through the implementation of a credit card portal for facility use invoices,  Assisted with facility use for 11 blood drives and hosted primary election sites at 70+ schools.  Set up and supported thousands of events within the School Board and other meeting rooms annually through the Administration Building Operations Office,  Continued discussions related to flexible furniture needs and their relationship with project-based learning in the schools,  Collaborated with other department divisions to plan for administrative space utilization to ensure efficiency,  Supported COVID-19 operations throughout the spring related to coordinating printing and mailing for more than 165,000 instructional packets for schools and other signs to support pandemic operations, supported school and community feeding programs and PPE delivery, as well as contributed to the development of guidance for LCPS employees,  Implemented and provided training on print ordering software to enhance copy and production print services to schools and other LCPS divisions and departments,

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 234 DEPARTMENT OF SUPPORT SERVICES MANAGEMENT AND COORDINATION

 Continued to generate revenue through the online auction of surplus equipment. The Loudoun County Public Schools online auction has generated over $1,808,300 in gross sales since its inception in FY09 and has sold more than 14,000 items/lots, including nearly $28,000 from the sale of 929 surplus items associated with the closing of Monroe Technology Center when the program relocated to the Academies of Loudoun.  Managed, coordinated, selected, and procured furniture for new buildings and redistributed additional surplus furniture systemwide whenever possible.

FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board Goals through the following:

 The Division of Management and Coordination will provide administrative leadership to the Department of Support Services by continuing to expand its role as a resource within all divisions so collaborative communication and partnership are used as tools to accomplish tasks, complete projects, reach goals, and create efficiencies,  Continue the process of supporting the implementation of automated facility use processes to facilitate more efficient community registration and engagement,  Engage in further implementation of 6320: Playgrounds, including planning for the expansion of inclusive playgrounds across LCPS,  Continue to collaborate closely across the department and with other departments through the Property Improvement Review Team to provide high quality project review for schools, and  Continue to develop the space utilization plan used to allocate and administer administrative office space.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Kevin Lewis Brian Stocks Assistant Superintendent for Support Services Director of Management and Coordination

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 235 DEPARTMENT OF SUPPORT SERVICES PLANNING SERVICES

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 766,617 $ 863,909 $ 868,492 $ 895,284 $ 928,380 3.7% Non-FTE Salaries $ 27,834 $ 31,798 $ 37,618 $ 42,674 $ 46,660 9.3% Benefits $ 300,547 $ 332,606 $ 301,891 $ 339,017 $ 369,453 9.0% Total Personnel $ 1,094,999 $ 1,228,312 $ 1,208,001 $ 1,276,975 $ 1,344,493 5.3%

Operations and Maintenance Contractual Services $ 189,223 $ 177,306 $ 557,621 $ 487,825 $ 487,825 0.0% Materials, Supplies and Equipment $ 11,887 $ 6,563 $ 4,975 $ 27,300 $ 27,300 0.0% Computers and Software $ 6,480 $ 12,045 $ 10,753 $ 25,700 $ 25,700 0.0% Training and Continuing Education $ 3,188 $ 16,522 $ 6,705 $ 31,000 $ 31,000 0.0% Total Operations and Maintenance $ 210,778 $ 212,435 $ 580,054 $ 571,825 $ 571,825 0.0%

Total $ 1,305,776 $ 1,440,747 $ 1,788,056 $ 1,848,800 $ 1,916,318 3.7%

Positions 7.0 7.0 7.0 7.0 8.0

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 2,500,000 Director 1.0 1.0 1.0 Supervisor 3.0 3.0 3.0 2,000,000 Analyst 1.0 1.0 2.0 Support 1.0 1.0 1.0 1,500,000 Coordinator 1.0 1.0 1.0 Total 7.0 7.0 8.0

1,000,000

500,000

0 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 236 DEPARTMENT OF SUPPORT SERVICES PLANNING SERVICES

BUDGET OVERVIEW

PROGRAM DESCRIPTION The Division of Planning Services is responsible for developing annual student enrollment projections, facilitating school attendance zone change processes, preparing the Capital Improvement Program (CIP) budget document, coordinating school site acquisition and land use applications, and providing demographic and geographic information relating to Loudoun's public school population. Each fall, the Federal Impact Aid survey is conducted, as required by Public Law 81- 874.

PERSONNEL Personnel is comprised of salaries and benefits for 8.0 full-time (FTE) positions.

In FY22, 1.0 position is related to Growth:

 1.0 GIS Analyst, Planning Services

Non-FTE salaries increase is to provide funding for a part-time Geographic Information System (GIS) Specialist.

OPERATIONS AND MAINTENANCE Operation and maintenance expenditures provide materials needed throughout the year to forecast student enrollment projections, facilitate school attendance zone adjustments, prepare the CIP budget, complete negotiations for school sites, prepare land use and legislative applications for new and existing Loudoun County Public Schools (LCPS) facilities, develop demographic and geographic information for the school system, coordinate GIS school data delivery with Loudoun County’s Office of Mapping & Geographic Information as well as the Land Management Information System (LMIS), and conduct the annual Federal Impact Aid survey.

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:

 Forecast FY 2020 division enrollment within 413 students (100.5% projection accuracy) of the September 28, 2019 actual enrollment of 84,175 students;  Participated in Loudoun County negotiations for Broadlands Ashburn Metro rezoning school site proffer;  Facilitated surveying processes for families of secondary school students reassigned to a new or existing school due to an attendance zone change, as outlined by School Board Policy 8160;  Led land research and search for a Dulles North area middle school (MS-14) site, including briefings to the Land Matrix Team, Land Matrix Team Executive Committee, School Board, and Loudoun County Board of Supervisors;  Negotiated contract for purchase for Dulles North area middle school (MS-14) site including acreage for land banking for future public facilities;  Filed legislative application for Catoctin Elementary School addition;  Obtained legislative approval for The North Star School;  Implemented ongoing system upgrades for GIS data and software, as well as initiated redesign of LCPS Building & Utilization Capacity Program, utilizing new technology with improved resources and capabilities,

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 237 DEPARTMENT OF SUPPORT SERVICES PLANNING SERVICES

 Published a series of Esri ArcGIS Online maps and other content to facilitate location analytics, student demographics, and asset planning;  Utilized GIS to establish a process to collect existing and future office space needs for non-school based personnel, as well as provided analysis based on current and future staffing standards;  Facilitated School Board-appointed committees to suggest names for two new schools (Elaine E. Thompson Elementary School/ES-23 and Hovatter Elementary School/ES-29l), as outlined by School Board Policy 6510;  Analyzed and provided comment to Loudoun County and Town staffs on land development applications, outlining the operational and capital impacts of the respective residential projects on LCPS;  Facilitated a federal Safe Routes to School (STRS) project for Countryside Elementary School with Virginia Department of Transportation (VDOT) staff; and  Collaborated with Loudoun County and VDOT staffs on variety of school-related transportation concerns and proposed improvements.

FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board Goals through the following:

 Disseminate and communicate information regarding student enrollment projections, school attendance zones, the CIP budget, school site acquisition, and other planning-related topics to School Board members, School and County/Town staff, and members of the public;  Support the School Board in the facilitation, review, and change of elementary school attendance zones associated with the fall 2022 opening of Elaine E. Thompson Elementary School (ES-23), as outlined by School Board Policy 6530;  Facilitate a surveying process for families of certain elementary school students reassigned to a new or existing school in fall 2022 due to attendance zone changes, as outlined by School Board Policy 8160;  Secure legislative approvals and acquire a Dulles South area elementary school (ES-32) site;  Publish the FY 2023 CIP, which guides the timing of land acquisition, capital expenditures, and attendance zone adjustments at the elementary and secondary school levels;  Initiate and facilitate legislative requirements for land acquisition and school construction (e.g., zoning changes, special exceptions, modifications, commission permits) for new and existing LCPS facilities, as identified in the CIP;  Collaborate on efforts regarding use and expansion of support spaces for non-school based personnel, addressing plans and options for growth;  Continue support of School Board’s plan to combat system racism with facilitation of review of all school names;  Facilitate and maintain data integration between Loudoun County’s Office of Mapping and Geographic Information, LMIS (and transition to EnerGov Community Solutions cloud-based software), and the LCPS student information system (Phoenix);  Integrate Esri technology and LCPS GIS with the latest cloud-based technologies to allow for greater use of shared information from desktop software to browser, tablet, or smartphone applications throughout various LCPS departments including the Department of Support Services’ Division of Transportation Services, Division of Construction Services, and Division of Facilities Services;  Analyze Loudoun County and Town land development applications, providing comment on operational and capital impacts of residential projects on LCPS;

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 238 DEPARTMENT OF SUPPORT SERVICES PLANNING SERVICES

 Explore opportunities for land banking, to benefit Loudoun County and LCPS in securing land for future facility needs;  Develop further avenues of communication and cooperation between LCPS and local, state, and federal regulatory agencies to identify issues that influence Loudoun's capital facility projects and/or land acquisition for future school needs;  Pursue Safe Routes to School (SRTS) funding to implement projects that will enable students to safely walk and/or bike to school;  Promote and support efforts of the ‘Congestion Must Go’ task force to reduce congestion and increase safety on and around school campuses;  Secure authorization from the US Department of Education to transition to collection of requisite federal Impact Aid survey data electronically – based on outcome of FY 2021 pilot electronic survey process; and  Serve on LCPS Property Improvement Review Team (PIRT) to support school improvement project requests.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Kevin Lewis Beverly Tate Assistant Superintendent for Support Services Director of Planning Services

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 239 DEPARTMENT OF SUPPORT SERVICES SAFETY & SECURITY

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 2,545,300 $ 3,198,642 $ 4,329,034 $ 4,705,508 $ 6,726,982 43.0% Non-FTE Salaries $ 737,132 $ 632,119 $ 1,145,564 $ 640,287 $ 615,287 -3.9% Benefits $ 1,185,236 $ 1,399,388 $ 1,716,812 $ 2,116,664 $ 3,362,565 58.9% Total Personnel $ 4,467,668 $ 5,230,149 $ 7,191,409 $ 7,462,459 $ 10,704,834 43.4%

Operations and Maintenance Contractual Services $ 568,017 $ 1,027,926 $ 669,808 $ 827,900 $ 5,349,900 546.2% Materials, Supplies and Equipment $ 3,739,852 $ 2,474,545 $ 1,243,016 $ 1,003,500 $ 1,010,540 0.7% Computers and Software $ 34,619 $ 8,431 $ 16,490 $ 13,938 $ 13,938 0.0% Training and Continuing Education $ 38,355 $ 18,525 $ 26,872 $ 56,600 $ 54,600 -3.5% Total Operations and Maintenance $ 4,380,843 $ 3,529,427 $ 1,956,185 $ 1,901,938 $ 6,428,978 238.0%

Capital Outlay Computer Equipment and Software $ 65,434 $ - $ - $ - $ - 0.0% Furniture and Equipment $ 183,416 $ 129,375 $ 22,151 $ - $ - 0.0% Total Capital Outlay $ 248,851 $ 129,375 $ 22,151 $ - $ - 0.0%

Total $ 9,097,362 $ 8,888,951 $ 9,169,746 $ 9,364,397 $ 17,133,812 83.0%

Positions 44.0 52.0 72.0 75.0 113.0

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 18,000,000 Director 1.0 1.0 1.0 16,000,000 Supervisor 1.0 1.0 1.0 14,000,000 Manager 3.0 3.0 3.0 Support 11.0 11.0 14.0 12,000,000 Coordinator 6.0 6.0 7.0 10,000,000 Specialist 31.0 31.0 54.0 8,000,000 Technician 22.0 22.0 33.0 Total 75.0 75.0 113.0 6,000,000 4,000,000 2,000,000 0 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 240 DEPARTMENT OF SUPPORT SERVICES SAFETY & SECURITY

BUDGET OVERVIEW

PROGRAM DESCRIPTION The mission of the Division of Safety and Security is to provide a safe and secure educational environment for all students, staff and external stakeholders. This is accomplished through the development and execution of a comprehensive and integrated security plan that constantly evolves to address the ever-changing threat landscape.

The Division supports all departments within LCPS and works collaboratively with all schools to ensure compliance with Virginia state mandates for school safety and security.

Safety and Security utilizes a 24/7 Security Operations Center (SOC) to manage investigations and deploy security assets throughout LCPS. Security Patrol Officers and School Security Officers work closely with School Resource Officers to execute a cohesive security plan that builds trust and confidence with students and staff. Officers leverage the trust and confidence to proactively diffuse and deter potential incidents. School Security Officers work with school leadership to lead threat assessment teams and subsequent threat management while proactively developing a culture of safety and security within schools.

Safety and Security coordinates all document requests from legal subpoenas, video records requests, and the 24/7 investigative response to in school incidents as well as tips and investigative leads from Safe2Talk and Gaggle.

Safety and Security technicians support the 24/7 maintenance and repair of over 40,000 pieces of security equipment, including cameras, digital video recorders, Aiphones (video entry system), Raptor visitor management system, key-card readers, emergency panic-alarms, Area of Rescue Assistance (AORA) system, fire detection systems, and intrusion detection systems. Communications technicians provide 24/7 maintenance and repair to all LCPS radios including the Division of Transportation bus radio and dispatching system. Additionally, Safety and Security staff provide added support to schools in the daily mobile communications capability unique to each school, to assure all schools maintain emergency communications capability.

Safety and Security provides after-hours on-call emergency services to repair malfunctioning alarms and communications systems, as well as on-site emergency response to fire and life safety issues, intrusions, investigations, and other emergency incidents.

Finally, Safety and Security offers training, guidance, and support to staff on threat assessment, emergency planning, and critical incident response tactics.

PERSONNEL Personnel is comprised of salaries and benefits for 113.0 full-time positions.

In FY22, 20.0 positions are requested related to Enhancement Staffing Standard:

 12.0 Safety and Security Officer  3.0 Safety and Security Technician  2.0 Technician II

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 241 DEPARTMENT OF SUPPORT SERVICES SAFETY & SECURITY

 2.0 Security Patrol  1.0 Lead Patrol 3.0 positions are related to Other Growth:  3.0 Dispatcher 1.0 position is requested to Reallocation:  1.0 Life Safety Specialist 14.0 positions are related to FY21 Reconciliation:  10.0 Safety and Security Officer  1.0 Coordinator, Safety and Security  3.0 Dispatcher Non-FTE Salaries consist of part time, over time and classified substitutes. The decrease in Part-time funds is related to a reallocation of funds for Life Safety Specialist position.

OPERATIONS AND MAINTENANCE The FY22 budget increases in Operations and Maintenance are related to contracted school security services and repair and maintenance for security systems to implement Access Control Smart Card Technology, Aiphone Upgrades, and to upgrade Intrusion Detection System to effectively adhere to our current LCPS visitor management protocols. The increase in Other Contractual Services is to establish centralized parking permits, equipment to better respond to critical emergencies and provide additional tools for access and entry to emergency responders, enhance Patrol Vehicle Equipment, and Mass notification & Mobile Emergency Management Platform.

Operations and Maintenance related to FY21 Reconciliation:  $2,000,000 for Security Officer Contract for Visitor Management in Other Contractual Services.

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:  Provide regular professional development opportunities for Safety and Security personnel.  Conducted first ever joint safety and security training session for principals, assistant principals, School Security Officers, and School Resource Officers,  Worked with the Loudoun County Sheriff’s Office to roll out Safe2Talk, an anonymous tip app,  Implemented a 24-hour Security Operations Center,  Created a standardized alert to ensure timely security related communications to pertinent leadership,  Increased safety and security training for staff by over 400%,  Coordinated Department of Homeland Security led Run Hide Fight training for staff,  Coordinated a Department of Homeland Security assessment of security protocols at the administration building,  Trained all School Security Officers and Security Patrol Officers in Stop the Bleed tactics,  Participated in the County wide full scale active shooter exercise,  Modernized drill compliance documentation,  Conducted Fire Life Safety inspections at all LCPS Schools,  Collaborated with administrative leadership at all schools to write school specific emergency response plans,  Responded to and resolved over 44,000 Security Patrol incidents,

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 242 DEPARTMENT OF SUPPORT SERVICES SAFETY & SECURITY

 Upgraded security camera technology at 19% of LCPS facilities,  Upgraded intrusion detection technology at 27% of LCPS facilities,  Successfully resolved 21,637 technical security work orders,  Upgraded surveillance technology in 1028 security cameras,  Upgraded intrusion detection technology, including real time door opening detection at 27 facilities,  Added electronic card readers to 746 exterior doors, creating more secure entry points, and  Upgraded over 1200 radios and maintained 5,978 radios across LCPS to ensure crisis communications ability.

FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board goals through the following:

 Increase training opportunities for staff by 20%,  Deliver technical security capabilities to new secure vestibules,  Conduct joint security training with administrative leadership, School Security Officers and School Resource Officers,  Deliver tabletop exercises testing security protocols on a predetermined and regular basis,  Increase capabilities and capacity of the Security Operations Center,  Increase School Security Officer footprint by 10%,  Upgrade security camera technology at 20% of LCPS facilities,  Upgrade intrusion detection technology at 15% of LCPS facilities,  Deliver age appropriate security training to LCPS students,  Leverage partnerships from the Principals Safety Task Force to provide practical security resources to schools,  Leverage partnerships with law enforcement to evaluate security measures in place at LCPS facilities,  Routinely evaluate national and regional best practices in school security by partnering and bench-marking with federal government and colleagues in other school divisions, and

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Kevin Lewis John Clark Assistant Superintendent for Support Services Director of Safety & Security

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 243 DEPARTMENT OF SUPPORT SERVICES TRANSPORTATION SERVICES

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 23,882,949 $ 24,431,118 $ 25,414,074 $ 27,498,344 $ 32,879,247 19.6% Non-FTE Salaries $ 3,736,332 $ 4,005,284 $ 4,110,271 $ 4,639,731 $ 6,580,846 41.8% Benefits $ 14,579,245 $ 15,241,487 $ 12,834,414 $ 15,725,759 $ 18,269,662 16.2% Total Personnel $ 42,198,526 $ 43,677,890 $ 42,358,759 $ 47,863,834 $ 57,729,755 20.6%

Operations and Maintenance Contractual Services $ 13,021,556 $ 14,376,138 $ 12,893,129 $ 15,428,048 $ 3,032,500 -80.3% Materials, Supplies and Equipment $ 188,496 $ 135,057 $ 86,981 $ 149,675 $ 8,817,216 5790.9% Computers and Software $ 55,876 $ 2,010 $ 11,380 $ 14,000 $ 2,188,000 15528.6% Training and Continuing Education $ 68,696 $ 69,763 $ 63,395 $ 101,500 $ 118,000 16.3% Total Operations and Maintenance $ 13,334,624 $ 14,582,969 $ 13,054,886 $ 15,693,223 $ 14,155,716 -9.8%

Total $ 55,533,150 $ 58,260,859 $ 55,413,645 $ 63,557,057 $ 71,885,471 13.1%

Positions 882.5 888.5 891.5 872.5 928.5

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 80,000,000 Director 2.0 2.0 2.0 70,000,000 Supervisor - 1.0 1.0 Manager 1.0 1.0 1.0 60,000,000 Analyst - - 1.0 50,000,000 Bus Driver 650.5 650.5 651.5 40,000,000 Bus Attendant 169.0 169.0 159.0 Support 21.0 25.0 25.0 30,000,000 Coordinator 7.0 7.0 7.0 20,000,000 Specialist 9.0 9.0 9.0 10,000,000 Vehicle Maintenance - 48.0 48.0 Technician 13.0 27.0 24.0 0 Total 872.5 939.5 928.5 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 244 DEPARTMENT OF SUPPORT SERVICES TRANSPORTATION SERVICES

BUDGET OVERVIEW

PROGRAM DESCRIPTION The Division of Transportation provides safe, efficient, and effective transportation for all eligible LCPS students. Well- trained support personnel consisting of bus drivers and attendants as well as support staff utilize a fleet of approximately 820 school buses that travel 8.4 million miles a year. In addition to home to school bus services, transportation services are provided for field and athletic trips, special needs students, alternative education programs, and other such services needed by LCPS students. Traffic and pedestrian safety responsibilities for the school district are included in this division. The Central Vehicle Maintenance Fund was dissolved in December 2020 and the operation is now a part of the Transportation Division.

PERSONNEL Personnel is comprised of salaries and benefits for 928.5 full-time positions.

In FY22, (3.0) positions are requested related to Staffing Standard Growth:

 (3.0) Parts Inventory Specialist, CVM

(8.0) positions are related to FY21 Reconciliation:

 1.0 GIS Analyst Transportation  1.0 Specialized Transport Driver  (10.0) Bus Attendants moved to Special Education as Behavioral Assistant-Bus Attendants

Non-FTE Salaries consist of part time, over time and classified substitutes. The increase in Non-FTE salary is related to part-time cost for Summer School program expansion.

In FY21, the staffing box changes between Adopted and Revised are as follows:

64.0 positions were reallocated from Central Vehicle Maintenance Fund:

 1.0 Manager  4.0 Support  11.0 Technician  48.0 Vehicle Maintenance

OPERATIONS AND MAINTENANCE Funding in this category supports the repair, maintenance, and fuel for all motor vehicles operated by LCPS, repair and maintenance for all video, GPS and other equipment. Funding also supports mandatory training and health screening for new and existing employees within the transportation division. The increase in Software and Software Licenses is to purchase new tablet for school buses and routing system.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 245 DEPARTMENT OF SUPPORT SERVICES TRANSPORTATION SERVICES

Operations and Maintenance related to FY21 Reconciliation:

 $309,491 fuel for Central Vehicle Maintenance.

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:  Driver Recruitment included holding 6 open houses and 5 job fairs,  Provided safe and efficient transportation services to the students of LCPS,  Successfully trained and hired 58 new bus drivers, 17 new bus attendants, and 1 Specialized Transport Drivers,  Reviewed routes, bus stops, and School Board Policy §6210 for safety and efficiency of resources,  Conducted “mini” area meetings (one meeting per area two times during the school year) with Area Supervisors, Lead Drivers, Bus Drivers, Bus Attendants from the five different areas (Brambleton, Ashburn, Central, East, South, West) to disseminate information and provide time with their Area Supervisor for feedback/issues/concerns as identified in the Transportation Services’ Leadership Action Plan,  Completed 6,034 field and athletic trips,  Collected Medicaid reimbursements,  Implemented Walk Zone changes, and  Responded to 2,862 parent and citizens concerns and complaints submitted on the LCPS Complaint/Concern Registry.  In response to COVID-19 pandemic, implemented a meal delivery program delivering 325,475 meals covering 91,230 miles.  Made training recertifications available to staff in an online format.  Implemented a telework program for all support staff to support continued operations and limit exposure  Conducted approximately 4 Town Halls with Transportation Staff,  Performed 7,108 preventive maintenance inspections, 1,058 Virginia State Safety Inspections, and 281 Virginia State Emissions Inspections and 296 calibrations on police sedans, for LCPS and County of Loudoun vehicle fleets,  Reduced the average age of fleet through ongoing fleet replacement plan which included emerging safety upgrades,  Upgraded and replaced vital garage equipment and aging assets,  Improved staff retention through investment in professional development and growth opportunities, including 8 mechanics obtaining ASE certification,  Improved the appearance and orderliness of the Garage to reflect both the excellent professionalism and solid work ethic of the fleet maintenance staff,  Staff recognized at a national level for performance and expertise,  Trained all mechanics on radio preventative maintenance and service, absorbing an FTE and improving technical skills,  Reduced and streamlined spare parts inventory,  Evaluated tire performance and longevity and adjusted sourcing to dramatically improve efficiency and cost effectiveness, and  Implemented a parking plan for CVM garage to maximize current parking space and reduce the potential for vehicle accidents at the facilities.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 246 DEPARTMENT OF SUPPORT SERVICES TRANSPORTATION SERVICES

FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board Goals through the following:  Expand and improve driver recruitment and retention plan,  Recognize and reward employees for achievement, exceptional work, positive attitudes, loyalty and leadership abilities to increase productivity, and contributing to a positive work environment,  Implement a new routing system and tablet hardware to increase efficiency and performance,  Implement “Opt-In” student routing,  Provide transportation services to the students of LCPS in a safe and efficient manner,  Provide training and professional development opportunities to transportation staff,  Collect student accountability information via scan system,  Review and evaluate bus routes and walk zones for safety and efficiency of resources,  Continue to collect student ridership data for Medicaid reimbursement,  Continue engagement with all Transportation employees to receive feedback, suggestions and ideas,  Continue focus groups with a mixture of Bus Drivers, Bus Attendants, Dispatchers and Mechanics/Garage Staff to receive feedback, suggestions and ideas,  Continue to conduct Town Halls with all Transportation Staff on at least a monthly basis,  Establish a Dulles/Ashburn area Transportation Depot,  Expand electric buses and charging infrastructure,  Continue “right-sizing” bus fleet size consistent with driver availability and actual student ridership,  Evaluate and review in-depth technician tracking, certification and training program,  Provide safe environment by building a professional organization, passing all state and local inspections and meeting all regulatory requirements,  Continue to ensure all employees enforce established Federal, State and LCPS regulations and policies,  Encourage and support technicians to obtain ASE certifications,  Collaborate with Transportation's Training Office to provide additional CVM staff with training and certification for Commercial Driver’s License, and  Execute facility improvements in accordance with approved CVM Fund spend plan.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Kevin Lewis Kenneth (Scott) Davies Assistant Superintendent for Support Services Director of Transportation

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 247 DEPARTMENT OF SUPPORT SERVICES TRANSPORTATION SERVICES

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 248 GRANTS

DEPARTMENT SUMMARY

The Grants section of the budget consists of programs that are funded from federal, state, and local sources.

Federal grants include:

• Adult Basic Education • Carl Perkins • Head Start • Safe Routes to Schools • Title I Part A • Title I Part D-JDC • Title II Part A • Title III A-EL • Title VIB IDEA (Education of the Handicapped) • Title VIB IDEA (Pre-School Incentive) • Title X Part C (McKinney-Vento Homeless Assistance Act)

Local grants include: • Growth and Opportunity in Virginia (GO Virginia) • Howard Hughes Medical Institute (HHMI) • Teaching in Loudoun County

State grants include:

• Adult Jail Education • Career & Technical Education (equipment, workplace readiness and student credentials) • Governor’s Regional Summer Program • Individual Student Alt Ed Program (ISAEP) • Juvenile Detention Center • Mentor Teacher and Career Switcher Programs • Other State Programs • Phonological Awareness Literacy Screening (Early Reading Intervention) • Project Graduation • Technology Grant • Virginia Pre-School Initiative

FY22 CHANGES

Changes were made to reflect expected revenue levels. The Grant fund is self-supporting which means no local transfer is needed.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 249 GRANTS

BUDGET HISTORY

Division FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget

Federal Grants $ 15,419,898 $ 17,528,797 $ 18,615,030 $ 19,935,759 $ 22,135,822 Local Grants 951,421 1,237,442 1,296,226 2,279,408 1,856,877 State Grants 3,372,846 7,561,209 5,009,426 5,660,156 5,925,635

Total $ 19,744,164 $ 26,327,448 $ 24,920,682 $ 27,875,323 $ 29,918,334

Positions 170.5 172.3 204.8 224.6 212.0

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 250 GRANTS

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 10,281,399 $ 10,482,771 $ 12,964,933 $ 13,679,150 $ 13,640,971 -0.3% Non-FTE Salaries $ 1,314,183 $ 1,335,901 $ 1,196,186 $ 1,770,550 $ 1,592,267 -10.1% Benefits $ 4,037,453 $ 4,284,783 $ 4,376,519 $ 4,746,482 $ 5,690,107 19.9% Total Personnel $ 15,633,035 $ 16,103,454 $ 18,537,639 $ 20,196,182 $ 20,923,345 3.6%

Operations and Maintenance Contractual Services $ 376,305 $ 894,592 $ 529,170 $ 368,664 $ 627,708 70.3% Materials, Supplies and Equipment $ 1,936,485 $ 2,866,121 $ 1,754,805 $ 3,081,128 $ 4,226,758 37.2% Computers and Software $ 1,218,105 $ 5,032,005 $ 3,207,566 $ 3,088,723 $ 2,995,363 -3.0% Training and Continuing Education $ 526,415 $ 951,036 $ 680,138 $ 953,634 $ 798,524 -16.3% Total Operations and Maintenance $ 4,057,310 $ 9,743,755 $ 6,171,678 $ 7,492,149 $ 8,648,353 15.4%

Capital Outlay Computer Equipment and Software $ - $ - $ - $ 186,992 $ 346,637 85.4% Furniture and Equipment $ 5,597 $ 211,195 $ 54,689 $ - $ - 0.0% Total Capital Outlay $ 5,597 $ 211,195 $ 54,689 $ 186,992 $ 346,637 85.4%

Total $ 19,695,941 $ 26,058,404 $ 24,764,006 $ 27,875,323 $ 29,918,334 7.3%

Positions 170.5 172.3 204.8 224.6 212.0

FY22 BUDGET BY OBJECT OF EXPENDITURE

69.9%

28.9%

1.2%

Personnel Operations and Maintenance Capital Outlay

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 251 GRANTS FEDERAL GRANTS

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 9,132,337 $ 9,369,300 $ 11,747,931 $ 12,059,987 $ 11,812,268 -2.1% Non-FTE Salaries $ 457,332 $ 478,121 $ 377,889 $ 562,619 $ 496,860 -11.7% Benefits $ 3,475,051 $ 3,768,999 $ 3,865,825 $ 3,956,041 $ 4,858,296 22.8% Total Personnel $ 13,064,720 $ 13,616,420 $ 15,991,645 $ 16,578,647 $ 17,167,424 3.6%

Operations and Maintenance Contractual Services $ 306,300 $ 671,374 $ 459,438 $ 221,564 $ 480,608 116.9% Materials, Supplies and Equipment $ 1,148,087 $ 1,995,793 $ 1,044,770 $ 1,673,381 $ 3,054,949 82.6% Computers and Software $ 558,927 $ 343,916 $ 599,980 $ 412,536 $ 319,176 -22.6% Training and Continuing Education $ 341,865 $ 863,207 $ 511,506 $ 862,639 $ 767,029 -11.1% Total Operations and Maintenance $ 2,355,178 $ 3,874,290 $ 2,615,695 $ 3,170,120 $ 4,621,762 45.8%

Capital Outlay Computer Equipment and Software $ - $ - $ - $ 186,992 $ 346,637 85.4% Furniture and Equipment $ - $ 38,087 $ 7,690 $ - $ - 0.0% Total Capital Outlay $ - $ 38,087 $ 7,690 $ 186,992 $ 346,637 85.4%

Total $ 15,419,898 $ 17,528,797 $ 18,615,030 $ 19,935,759 $ 22,135,822 11.0%

Positions 155.0 156.8 184.3 204.1 190.2

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 25,000,000 Supervisor 2.5 2.5 2.5 Teacher, Spec Educ 136.0 136.0 132.0 20,000,000 Teacher 24.2 24.6 24.6 Teacher Audiologist 1.0 1.0 1.0 15,000,000 Teacher Assistant 19.2 19.6 10.6 Analyst 1.0 1.0 1.0 10,000,000 Assistant 0.8 0.8 0.8 Support 4.0 4.0 3.0 Coordinator 4.8 4.8 4.8 5,000,000 Instructional Support 4.7 5.0 5.0 Specialist 6.0 6.0 5.0 0 Total 204.1 205.2 190.2 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 252 GRANTS FEDERAL GRANTS

BUDGET OVERVIEW

PROGRAM DESCRIPTION Federal grants include:

• Adult Basic Education • Carl Perkins (CTE) • Head Start • Safe Routes to Schools • Title I Part A • Title I Part D-JDC • Title II Part A • Title III A-EL • Title VIB IDEA (Education of the Handicapped) • Title VIB IDEA (Pre-School Incentive) • Title X Part C (McKinney-Vento Homeless Assistance Act)

PERSONNEL Personnel is comprised of salaries and benefits for 190.2 positions.

A decrease of 2.0 positions is requested related to Reallocation:  (1.0) Career and Technical Education Specialist (moved to Operating Fund)  (1.0) McKinney-Vento Liaison (reallocated FTE, salary and benefits to part-time funds)

A decrease of 13.0 positions is related to the FY21 Reconciliation:  (9.0) Teacher Assistant, Special Education Title VIB  (3.0) Teacher, Special Education-Hearing-Title VIB  (1.0) Teacher, Special Education-Vision-Title VIB

The change between FY21 Adopted and FY21 Revised is due to supplemental appropriations made during the year supported with available funding:  0.42 Head Start Teacher  0.42 Head Start Teacher Assistant  0.30 Head Start Program Management & Systems Specialist

OPERATIONS AND MAINTENANCE Operations and Maintenance expenditures provide materials and supplies, staff development and textbooks. The decreases in Computers and Software and Training and Continuing Education is due to Title VIB funding that was reallocated to Contractual Services and Materials, Supplies, and Equipment to better align with expected FY22 expenditures. Specifically, Title VIB funding increases are for MANDT and Ukeru training-related expenses as well as for purchasing N2Y-News to You and various educational supplies such as Odessyware, Read-Write, and Multi-Sensory Reading Manipulatives.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 253 GRANTS FEDERAL GRANTS

CAPITAL OUTLAY Capital Outlay funds are used to focus on the academic achievement of career and technical education students, strengthen connections between secondary and postsecondary education, and improve state and local accountability. The increase in Computers and Software is due to the reduction of an FTE in the Carl Perkins grant with funding realigned to capital computers and software.

FY20 MAJOR ACHIEVEMENTS The following grants supported School Board Goals as evidenced through the following outcomes and actions:

Adult Education  Successfully transitioned GED and EL registration, intake, placement testing to a virtual environment, and classes to online instruction, and  Completed virtual post testing for enrolled students.

Head Start  Awarded a new Five-Year Head Start grant,  Extended to full day at two locations: Tuscarora High School and Dominion High School,  Implemented the Your Journey Together, parenting education curriculum,  Enhanced community partnerships through hosting regional Resource Fairs to support the comprehensive needs of Head Start families and students,  Targeted School Readiness Goals for students (aligned with the Head Start Child Outcomes), which resulted in an improvement in student’s phonological skills, number awareness, social/emotional development, and awareness of the natural world (in collaboration with Audubon Naturalist Society), and  Implemented a parent-led Policy Council.

McKinney Vento • Increased the coordination between school and social services, and • Provided consistent professional development to school personnel. Perkins IV • Support for Career and Technical Education Pathways Facilitator, • Support for professional learning for career and technical education teachers, and • Support for special population student attendance and participation in associated career and technical education student conferences.

Title II  Provided differentiated supports to retain/retrain 350 novice teachers,  Offered job-embedded professional learning via classroom observations, co-teaching, modeling, and co- planning sessions,  Provided coaching support for novice teachers using a coaching model of goal setting, learning, planning, observation, data collection, and reflection.  Engaged in powerful conversations with new teachers to foster reflective and intentional teaching practices and increase teacher efficacy,

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 254 GRANTS FEDERAL GRANTS

 Delivered professional development to mentors to empower teacher leaders with skills to establish rapport, be active listeners, and pose reflective questions to increase teacher capacity,  Planned and facilitated quarterly New Teacher Seminars for first and second-year teachers to increase teacher skillsets for building connections with students and families, embedding routines and procedures into lesson delivery, improving rigorous instructional practices, and personalizing student learning to address student need, and  Presented at new teacher induction events to strengthen teachers’ skills with building relationships with students, colleagues, and families, implementing social emotional learning in the classroom, and fostering student engagement. Title III - English Learners (EL)  Converted a .5 EL Family and Community Engagement Coordinator to support English Learner families to a 1.0 FTE,  Partnered with GMU to provide coursework to Cohort #6 of LCPS educators to gain their endorsement in Teaching Linguistically and Culturally Diverse Learners (TCLDEL),  Partnered with the Department of Pupil Services to provide professional development in supporting dually identified ELs,  Provided district-level cohort training to LCPS educators on “Expediting Reading Comprehension for English Language Learners” (ExC-ELL),  Provided support to the Parents of English Language Learners through the Parents as Educational Partners (PEP) program, and  Acquired Imagine Learning language and Language licenses to more than 3000 ELs and Dual Identified ELs at all levels, elementary, middle, and high school. Title VIB - Individuals with Disabilities Education Act (IDEA) In FY 2020, the funds received from the Title VIB IDEA grant were used to support students with disabilities by providing qualified special education teachers, and offering staff development opportunities, along with training opportunities for parents. Some of the accomplishments achieved utilizing the Title VIB IDEA funds, in FY 2020, include:  Initiated claim reimbursement for student health, transportation, and psychological services in addition to existing claiming for Speech-Language, Occupational, and Physical Therapy services, resulting in Medicaid program revenue of $2.2 million for FY 2020,  As of December 2020, LCPS has 802 staff trained in Ukeru. LCPS has 14 Ukeru trainers who have provided training to staff in 85 schools across the division,  As of December 2020, the Mandt Academy trainer has trained a total of 8 new school based Mandt trainers and recertified 39 trainers. An additional 83 trainers will be recertified during the 20-21 school year. At the High School level, 14 schools have two trainers (28 trainers) and 1 school has one trainer and three schools have 3 trainers (9 trainers). At the Middle School level, 14 schools have 2 trainers (28 trainers), one school has 3 trainers and two schools have 4 trainers (8 trainers). At the Elementary School level there are 98 Mandt trainers, 42 schools have 2 Mandt trainers (84 trainers), 7 schools have one Mandt trainer and seven schools have 3 trainers (21 trainers). Transportation Services has 13 staff trained as Mandt trainers,  From September 2019 through March 2020 , 68 LCPS teachers were trained through IMSE in the Orton- Gillingham methodology (Comprehensive or Intermediate courses). Due to the COVID-19 pandemic, end of year screening data was not available. However, mid-year data for SY 2019-2020 is as follows:

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 255 GRANTS FEDERAL GRANTS

o In the fall of 2019, the majority (62%) of students with disabilities who were screened using FASTBridge (FAST) began with a reading performance well below the norm (0-19.9 percentile), o Of those students, 59% of the students with disabilities progressed in their basic literacy skills at a rate accelerated above the norm (30th-99th percentile) compared to their grade level peers, according to mid- year FAST CBM-R (oral reading fluency),  LCPS supported four cohorts for teachers to gain their licensure through George Mason University. As a result of Cohort number 17, LCPS has employed 20 of the 22 candidates as licensed special education teachers, and  In school year 2019-2020, 85 teachers were actively implementing the reading intervention Language! Live, which was implemented with approximately 672 secondary students. Due to the COVID 19 pandemic and end of year benchmark assessments not taking place, there are not enough matched benchmarks scores to report an accurate program analysis on student growth for SY 2019-2020. The number of students who completed all benchmarks (n<10) is too small to generalize to the overall student cohort. However, of this very small group of students, all did make significant gains in reading comprehension (81 Lexile points on average), encoding (6 percentiles on average), and decoding (3 percentiles on average).

FY22 MAJOR WORK PLAN INITIATIVES The following grants will continue to support School Board Goals through the following:

Adult Education • Expand the option of online courses besides in-person option within the GED and EL program. Head Start • Continue to target School Readiness Goals for students (aligned with the Head Start Child Outcomes), including phonological skills, number awareness, scientific reasoning, problem solving, mathematics development, and healthy physical development, • Continue to support children’s social emotional development with a focus on resilience through the use of the Devereaux Early Childhood Assessment Tool and implementation of the LCPS adopted Second Step curriculum, • Continue to provide Head Start education staff and coordinators professional development regarding Trauma Informed Care, Conscious Discipline, CLASS®, Second Step Social Emotional Learning Curriculum, and • Continue to build parent capacity and support through monthly Family Connection Classes and participation in Policy Council. McKinney Vento • Decrease chronic absenteeism of McKinney-Vento students, • Increase percentage of homeless children and youth attending school ready to learn, and • Decrease barriers that keep homeless children from attending school Perkins IV • Support for Career and Technical Education Specialist, • Support for Work-Based Learning Coordinator, • Support for professional learning for career and technical education teachers, and • Support for special population student attendance and participation in associated career and technical education student conferences.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 256 GRANTS FEDERAL GRANTS

Title II, Part A • Provide differentiated supports to retain/retrain identified teachers, • Provide professional development opportunities addressing the areas for growth based on comprehensive needs assessment, and • Provide professional development services to participating private schools. Title III – EL • Partner with HRTD in identifying and establishing GMU ELL TCLDEL Cohort #6 to increase the number of qualified EL teachers, • Increase participation of parents and guardians in the Parents as Educational Partners (PEP) events and other family and community engagement offerings, • Continue to provide school-based EL Instructional support in schools participating in “Expediting Comprehension for English Language Learners” (ExC-ELL), • Expand professional development offerings in “Expediting Comprehension for English Language Learners” (ExC-ELL) to feeder schools with high levels of ELs, • Conduct fall and spring cohorts of SIOP workshops for educators of ELs, • Continue to partner with the Department of Pupil Services to provide professional development in supporting dually identified ELs, • Continue to offer fall and spring cohorts of “Second Language Acquisition Training for Educators” (SLATE) at the district level to all LCPS educators in eastern and western Loudoun County, and • Continue to offer the use of Imagine Learning language learning software to meet the expected growth low level ELs and dual identified ELs at the elementary, middle, and high school levels.

Title VIB Individuals with Disabilities Education Act (IDEA) • Employ highly effective special education staff to support the needs of eligible students with disabilities, • Provide specially designed instruction to meet the needs of all eligible students, • Provide differentiated professional development to meet the needs of staff serving students with disabilities, • Building parent capacity to support the unique needs of their child with a disability through conducting various parent workshops, meetings and experiences, • Provide differentiated supports for specialized instruction to meet the needs of identified teachers for instruction for students with disabilities, and • Provide professional development to support the needs of the schools providing specially designed instruction through graduate credit courses for initial teacher licensure, specialized reading, behavioral support, and IEP facilitation.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Grant Managers in Responsible Departments Assistant Superintendents for Departments of Instruction and Pupil Services

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 257 GRANTS LOCAL GRANTS

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 206,908 $ 191,934 $ 296,872 $ 563,287 $ 631,152 12.0% Non-FTE Salaries $ 217,623 $ 265,940 $ 338,289 $ 301,131 $ 189,979 -36.9% Benefits $ 88,446 $ 72,149 $ 112,858 $ 267,880 $ 263,719 -1.6% Total Personnel $ 512,976 $ 530,023 $ 748,019 $ 1,132,298 $ 1,084,849 -4.2%

Operations and Maintenance Contractual Services $ 38,635 $ 154,352 $ 46,055 $ 71,000 $ 71,000 0.0% Materials, Supplies and Equipment $ 231,022 $ 333,538 $ 180,065 $ 977,096 $ 661,514 -32.3% Computers and Software $ 800 $ 78,381 $ 150,047 $ 17,769 $ 17,769 0.0% Training and Continuing Education $ 167,987 $ 65,540 $ 125,041 $ 81,245 $ 21,745 -73.2% Total Operations and Maintenance $ 438,444 $ 631,811 $ 501,208 $ 1,147,110 $ 772,028 -32.7%

Capital Outlay Furniture and Equipment $ - $ 75,607 $ 46,999 $ - $ - 0.0% Total Capital Outlay $ - $ 75,607 $ 46,999 $ - $ - 0.0%

Total $ 951,421 $ 1,237,442 $ 1,296,226 $ 2,279,408 $ 1,856,877 -18.5%

Positions 2.0 2.0 2.0 6.0 7.0

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 2,500,000 Supervisor 1.0 1.0 1.0 Teacher-Academies 2.0 2.0 2.0 2,000,000 Teacher - 1.0 1.0 Instr Facilitator 1.0 1.0 1.0 1,500,000 Coordinator 2.0 2.0 2.0 Total 6.0 7.0 7.0

1,000,000

500,000

0 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 258 GRANTS LOCAL GRANTS

BUDGET OVERVIEW

PROGRAM DESCRIPTION Local grants include:

• Growth and Opportunity in Virginia (GO Virginia) • Howard Hughes Medical Institute (HHMI) • Teaching in Loudoun County

PERSONNEL Personnel is comprised of salaries and benefits for 7.0 positions as well as part time funds. Non-FTE funding is reduced to reflect the FY22 GO Virginia award and the ending of the Teaching in Loudoun County grant.

For FY21, the Staffing box FTE change between Adopted and Revised is as follows:

 1.0 Teacher-Level Up position in the HHMI grant from a supplemental appropriation

OPERATIONS AND MAINTENANCE Operations and Maintenance funds are used to support scientific research, curriculum development, instructional materials, and teacher professional development. O&M funding is reduced to reflect the FY22 GO Virginia Award, the ending of the Teaching in Loudoun County grant and the realignment of HHMI funding.

FY19 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:

 The Loudoun County Public Schools’ VPI program and Head Start partnered with Wolf Trap STEM Early Learning through the Arts to provide students and families literacy enrichment via a residency partnership with teachers and family book events,  Provided quality preschool education and services for at-risk four-year-old children,  The STEP Program adopted a new curriculum, Tools of the Mind,  The HHMI grant supported implementation and expansion of Propel and Level Up programs at 9 elementary and 4 middle schools,  Three Instructional Facilitators of Computer Science positions were created to expand Computer Science Education at 15 Elementary Schools and 5 middle schools,  The first Computer Science Supervisor for LCPS was hired and in July, an Experiential Learning Coordinator and one additional Instructional Facilitator of Computer Science was hired,  Renewed a grant from the Apple Federal Credit Union Foundation, continuing commitment to support the professional growth of new teachers in LCPS,  Conducted a Beginning Teacher Institute - a two-day indication event for first year teachers that aligns with the teacher performance standards,  Conducted New Teacher Seminars in October, November and April for first and second-year teachers that provided professional learning on topics identified by teachers as areas that would have the greatest impact on their teaching performance,

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 259 GRANTS LOCAL GRANTS

 Conducted an in-service which explored ways for teachers to create a safe and respectful classroom culture as well as acquire effective teaching pedagogy, and  Offered multiple series of "Best Practices for Best Teachers" courses focusing on management of routines and procedures.

FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board Goals through the following:

 Continue to provide professional development on the newly adopted Tools of the Mind Curriculum and Second Step for STEP Education staff,  Continue to support teacher salary and program implementation and expansion of Propel and Level Up at elementary and middle schools through use of the HHMI grant,  Continue integrating computer science and computational thinking into curriculum in grades K-8 and expand secondary course offering,  Create integrated lessons with core content teachers with computer science and computational thinking. Offer Coding at the Middle School (CAMSII) to all 17 middle schools and open enrollment to 8th graders,  Build internships and mentorships for high school students so that they can be prepared for careers in Computer Science,  Work collaboratively with the Apple Federal Credit Union (AFCU) Foundation, Arroyo Research, and neighboring districts to develop a community of learning in the field of teacher induction and mentoring. The Teacher Induction Network (T.I.N.) is the group sponsored by the AFCU that includes 12 Virginia public school systems that meet regularly to problem solve, share, and educate one another in the most recent research and data that affects teacher retention and performance,  Continue to evaluate current research and areas of need for new teachers,  Increase support offered to second-year teachers,  Examine the retention data of LCPS teachers in order to identify and address the critical years experiencing the greatest amount of attrition,  Continue to enhance the professional learning of mentors and lead mentors to demonstrate ways to build authentic relationships with mentees to enhance professional planning, and  Continue to refine the professional learning at teacher induction event to address the professional development of novice teachers.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Grant Managers in Responsible Departments Assistant Superintendents for Departments of Human Resources and Talent Development and Instruction

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 260 GRANTS LOCAL GRANTS

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 261 GRANTS STATE GRANTS

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 941,654 $ 922,037 $ 920,129 $ 1,055,876 $ 1,197,551 13.4% Non-FTE Salaries $ 659,228 $ 764,309 $ 582,601 $ 906,800 $ 905,428 -0.2% Benefits $ 473,957 $ 443,634 $ 397,837 $ 522,561 $ 568,093 8.7% Total Personnel $ 2,074,839 $ 2,129,980 $ 1,900,567 $ 2,485,237 $ 2,671,072 7.5%

Operations and Maintenance Contractual Services $ 35,190 $ 76,131 $ 56,801 $ 76,100 $ 76,100 0.0% Materials, Supplies and Equipment $ 579,755 $ 588,098 $ 539,207 $ 430,651 $ 510,295 18.5% Computers and Software $ 660,902 $ 4,636,502 $ 2,457,539 $ 2,658,418 $ 2,658,418 0.0% Training and Continuing Education $ 16,564 $ 32,996 $ 55,312 $ 9,750 $ 9,750 0.0% Total Operations and Maintenance $ 1,292,411 $ 5,333,729 $ 3,108,859 $ 3,174,919 $ 3,254,563 2.5%

Capital Outlay Furniture and Equipment $ 5,597 $ 97,501 $ - $ - $ - 0.0% Total Capital Outlay $ 5,597 $ 97,501 $ - $ - $ - 0.0%

Total $ 3,372,846 $ 7,561,209 $ 5,009,426 $ 5,660,156 $ 5,925,635 4.7%

Positions 13.5 13.5 18.5 14.5 14.8

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 8,000,000 Teacher 10.8 11.0 11.0 7,000,000 Teacher Assistant 3.0 3.0 3.0 Support 0.8 0.8 0.8 6,000,000 Total 14.5 14.8 14.8

5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 0 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 262 GRANTS STATE GRANTS

BUDGET OVERVIEW

PROGRAM DESCRIPTION State grants include:

• Adult Jail Education • Career & Technical Education (equipment, workplace readiness and student credentials) • Governor’s Regional Summer Program • Individual Student Alt Ed Program (ISAEP) • Juvenile Detention Center • Mentor Teacher and Career Switcher Programs • Phonological Awareness Literacy Screening (Early Reading Intervention) • Project Graduation • Technology Grant • Virginia Pre-School Initiative

PERSONNEL Personnel is comprised of salaries and benefits for 14.8 positions and part time funds. Increases are due to division wide salary increases and a rate increase in health insurance.

For FY21, the Staffing box FTE change between Adopted and Revised is as follows:

 0.25 Teacher, Juvenile Detention Center

OPERATIONS AND MAINTENANCE Operations and Maintenance expenditures provide materials and supplies, staff development, computers and software for divisions and initiatives supported by state-funded grants. The increase in materials, supplies and equipment is due to an increase in the CTE grant awards.

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:  Provided instruction to students and special education students who are incarcerated in the local jail,  Provided support to students pursuing a GED,  Supported purchasing CTE Equipment within the school division,  Supported purchasing relevant and rigorous industry credentials for high school students,  Supported purchasing Workplace Readiness Skills industry credentials for high school students,  Supported replacing older equipment with high demand, CTE equipment with the school division,  Supported purchasing VDOE STEM-H approved industry credentials for high school students,  Provided tutors to help students in grades K-3 who are below the PALS benchmark,  Provided support to teachers who implemented intensive, individualized instructional remediation to students at risk of not graduating,  Provided quality preschool education and services for at-risk four-year-old children,

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 263 GRANTS STATE GRANTS

 Provided a trained mentor to all teachers entering LCPS with and without prior teaching experience,  Conducted a new hire orientation for teachers hired after the teacher induction events in August,  Resources provided to instructional coaches to foster improvements in teaching methodology,  Provided coaching support for novice teachers using a coaching cycle model of goal setting, learning, observation, data collection, and reflection,  Conducted professional learning offered to lead mentors at multiple points during the school year,  Continued to refine and enhance the professional learning offered to lead mentors to more effectively address the needs of new hires,  Hosted focus group sessions with second-year teachers to address the attrition rates of teachers,  Offered training for first and second-year career switchers to provide practical strategies to enhance academic learning, and  Provided differentiated professional learning for new special education teachers.

FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board Goals through the following:  Supported purchasing CTE Equipment within the school division,  Continue to purchase relevant and rigorous industry credentials for high school students,  Continue to support Workplace Readiness Skills industry credentials for high school students,  Continue to replace older equipment with high demand, CTE equipment with the school division,  Continue to support VDOE STEM-H approved industry credentials for high school students,  Continue to enhance intervention methodologies and resources for students in Kindergarten through grade 3 who scored below benchmark on the PALS assessment, as funding permits,  Continue to enhance remediation methodologies and expand remediation opportunities to high school students, as state funding permits,  Expand professional learning opportunities for career switchers,  Expand professional learning opportunities for special education teachers,  Expand resources available for mentors and lead mentors,  Continue to enhance the professional learning of mentors and lead mentors to demonstrate ways to build authentic relationships with mentees to enhance professional planning,  Continue to evaluate current research and areas of need for new teachers,  Examine the retention data of LCPS teachers to identify and address the root causes for attrition, and  Continue to refine the professional learning at teacher induction event to address the professional development of novice teachers.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Grant Managers in Responsible Departments Asst. Supt’s Depts. Of Human Resources, Instruction Pupil Services, and Digital Innovation

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 264 LEASE PURCHASE

DEPARTMENT SUMMARY

Department of Digital Innovation and Support Services' budgets are supported in part by the LCPS lease purchase program. Historically, these funds have been used for the purchase of buses, fleet vehicles, and technology in the form of computers and servers, as well as security and network equipment in support of the schools.

FY22 CHANGES

The Lease Purchase will remain at $10.0 million. $7.2 million is for computer equipment for the Department of Digital Innovation. Support Services has $2.8 million for the replacement of 9 fleet vehicles as well as 16 new fleet vehicles for positions that require an assigned vehicle throughout LCPS. Funding will also be used for Safety and Security radio and camera equipment.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 265 LEASE PURCHASE

BUDGET HISTORY

Division FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget

Lease Purchase $ 9,549,711 $ 10,129,329 $ 10,770,317 $ 10,002,000 $ 10,002,000

Total $ 9,549,711 $ 10,129,329 $ 10,770,317 $ 10,002,000 $ 10,002,000

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 266 LEASE PURCHASE

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Operations and Maintenance Contractual Services $ 166,427 $ 405,235 $ 422,382 $ 2,000 $ 2,000 0.0% Materials, Supplies and Equipment $ 340,044 $ 49,477 $ 1,383,340 $ - $ - 0.0% Computers and Software $ 5,818,576 $ 7,509,531 $ 7,203,206 $ 7,200,000 $ 7,200,000 0.0% Total Operations and Maintenance $ 6,325,048 $ 7,964,243 $ 9,008,927 $ 7,202,000 $ 7,202,000 0.0%

Capital Outlay Computer Equipment and Software $ 639,476 $ 340,462 $ - $ - $ - 0.0% Furniture and Equipment $ 121,438 $ 289,059 $ 297,734 $ 2,308,000 $ 1,445,000 -37.4% Vehicles $ 2,463,750 $ 1,535,564 $ 1,463,656 $ 492,000 $ 1,355,000 175.4% Total Capital Outlay $ 3,224,663 $ 2,165,086 $ 1,761,390 $ 2,800,000 $ 2,800,000 0.0%

Total $ 9,549,711 $ 10,129,329 $ 10,770,317 $ 10,002,000 $ 10,002,000 0.0%

FY22 BUDGET BY OBJECT OF EXPENDITURE

72.0%

28.0%

0.0%

Personnel Operations and Maintenance Capital Outlay

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 267 LEASE PURCHASE LEASE PURCHASE

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Operations and Maintenance Contractual Services $ 166,427 $ 405,235 $ 422,382 $ 2,000 $ 2,000 0.0% Materials, Supplies and Equipment $ 340,044 $ 49,477 $ 1,383,340 $ - $ - 0.0% Computers and Software $ 5,818,576 $ 7,509,531 $ 7,203,206 $ 7,200,000 $ 7,200,000 0.0% Total Operations and Maintenance $ 6,325,048 $ 7,964,243 $ 9,008,927 $ 7,202,000 $ 7,202,000 0.0%

Capital Outlay Computer Equipment and Software $ 639,476 $ 340,462 $ - $ - $ - 0.0% Furniture and Equipment $ 121,438 $ 289,059 $ 297,734 $ 2,308,000 $ 1,445,000 -37.4% Vehicles $ 2,463,750 $ 1,535,564 $ 1,463,656 $ 492,000 $ 1,355,000 175.4% Total Capital Outlay $ 3,224,663 $ 2,165,086 $ 1,761,390 $ 2,800,000 $ 2,800,000 0.0%

Total $ 9,549,711 $ 10,129,329 $ 10,770,317 $ 10,002,000 $ 10,002,000 0.0%

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 12,000,000 Total - - -

10,000,000

8,000,000

6,000,000

4,000,000

2,000,000

0 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 268 LEASE PURCHASE LEASE PURCHASE

BUDGET OVERVIEW

PROGRAM DESCRIPTION The Departments of Digital Innovation and Support Services’ budget are supported in part by the LCPS lease purchase program. Historically, these funds have been used for the purchase of buses, fleet vehicles, as well as technology in the form of computers, servers, and network equipment in support of schools. The Department of Digital Innovation has $7.2 million for computer equipment. Support Services has $2.8 million for fleet vehicle and equipment.

PERSONNEL There are no personnel costs funded by the lease purchase.

OPERATIONS AND MAINTENANCE The operations and maintenance expenditures provide an offset to the cost of computer technology replacement cycles and replacement of network electronics.

CAPITAL OUTLAY Capital outlay for Support Services and Digital Innovation funds fleet vehicles and equipment.

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:

Digital Innovation:  Offset the cost of the FY20 computer technology replacement cycle and the replacement of network electronics, and

Support Services:  Purchased $2.8 million to replace light fleet vehicles, capital equipment in Facilities Services and Safety and Security equipment.

FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board Goals through the following:

Digital Innovation:  Offset the cost of the FY22 computer technology replacement cycle and the replacement of network electronics, and

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 269 LEASE PURCHASE LEASE PURCHASE

Support Services:  Replace 9 fleet vehicles and purchase 16 new fleet vehicles for positions that require an assigned vehicle throughout LCPS. Funding will also be used for Safety and Security radio and camera equipment.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Dr. Scott Ziegler Vince Scheivert/Kevin Lewis Interim Superintendent Assistant Superintendent for Digital Innovation/ Assistant Superintendent for Support Services

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 270 SCHOOL NUTRITION SERVICES

DEPARTMENT SUMMARY

School Nutrition Services (SNS) provides nourishment that feeds students' bodies, minds and spirits. Research demonstrating the learning connection between sound nutrition and academic success is compelling. Students who learn to eat nutritious meals can develop lifelong good habits. School Nutrition Services continues to innovate, offering new services such as grab and go breakfast, breakfast kiosks and second chance breakfast. Meal counts have improved because of our continued work on locally sourcing foods and unveiling new recipes that students accept. Providing professional development has inspired School Nutrition Services staff to better market their programs and offerings. Staff are proud to participate in monthly leadership development classes. Farm to school efforts have been fruitful. School Nutrition Services spent 17.9% on local food last year which was roughly 2.1 million dollars in total. With 44 active school gardens the connection is made between how food grows to how it is prepared for consumption.

FY22 CHANGES

The School Nutrition budget is self-supporting which means no local transfer is needed.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 271 SCHOOL NUTRITION SERVICES

BUDGET HISTORY

Division FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget

School Nutrition $ 27,394,132 $ 29,755,377 $ 29,161,566 $ 32,905,033 $ 37,162,564

Total $ 27,394,132 $ 29,755,377 $ 29,161,566 $ 32,905,033 $ 37,162,564

Positions 364.0 380.0 398.0 389.0 393.0

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 272 SCHOOL NUTRITION SERVICES

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 8,172,252 $ 8,764,154 $ 9,574,190 $ 10,636,233 $ 10,708,586 0.7% Non-FTE Salaries $ 730,298 $ 846,114 $ 1,980,549 $ 35,000 $ 855,000 2342.9% Benefits $ 5,563,396 $ 5,798,777 $ 5,144,515 $ 6,497,687 $ 6,925,628 6.6% Total Personnel $ 14,465,946 $ 15,409,045 $ 16,699,255 $ 17,168,920 $ 18,489,214 7.7%

Operations and Maintenance Contractual Services $ 609,561 $ 639,202 $ 681,170 $ 885,100 $ 875,100 -1.1% Materials, Supplies and Equipment $ 11,852,757 $ 13,101,749 $ 11,694,360 $ 13,936,892 $ 16,873,750 21.1% Computers and Software $ 366,285 $ 464,813 $ 13,606 $ 766,621 $ 730,000 -4.8% Training and Continuing Education $ 43,885 $ 65,735 $ 39,180 $ 47,500 $ 59,500 25.3% Total Operations and Maintenance $ 12,872,488 $ 14,271,499 $ 12,428,316 $ 15,636,113 $ 18,538,350 18.6%

Capital Outlay Computer Equipment and Software $ 55,699 $ - $ - $ - $ - 0.0% Furniture and Equipment $ - $ 74,834 $ 33,995 $ 100,000 $ 135,000 35.0% Total Capital Outlay $ 55,699 $ 74,834 $ 33,995 $ 100,000 $ 135,000 35.0%

Total $ 27,394,132 $ 29,755,377 $ 29,161,566 $ 32,905,033 $ 37,162,564 12.9%

Positions 364.0 380.0 398.0 389.0 393.0

FY22 BUDGET BY OBJECT OF EXPENDITURE

49.9%

49.8%

0.4%

Personnel Operations and Maintenance Capital Outlay

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 273 SCHOOL NUTRITION SERVICES SCHOOL NUTRITION SERVICES

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 8,172,252 $ 8,764,154 $ 9,574,190 $ 10,636,233 $ 10,708,586 0.7% Non-FTE Salaries $ 730,298 $ 846,114 $ 1,980,549 $ 35,000 $ 855,000 2342.9% Benefits $ 5,563,396 $ 5,798,777 $ 5,144,515 $ 6,497,687 $ 6,925,628 6.6% Total Personnel $ 14,465,946 $ 15,409,045 $ 16,699,255 $ 17,168,920 $ 18,489,214 7.7%

Operations and Maintenance Contractual Services $ 609,561 $ 639,202 $ 681,170 $ 885,100 $ 875,100 -1.1% Materials, Supplies and Equipment $ 11,852,757 $ 13,101,749 $ 11,694,360 $ 13,936,892 $ 16,873,750 21.1% Computers and Software $ 366,285 $ 464,813 $ 13,606 $ 766,621 $ 730,000 -4.8% Training and Continuing Education $ 43,885 $ 65,735 $ 39,180 $ 47,500 $ 59,500 25.3% Total Operations and Maintenance $ 12,872,488 $ 14,271,499 $ 12,428,316 $ 15,636,113 $ 18,538,350 18.6%

Capital Outlay Computer Equipment and Software $ 55,699 $ - $ - $ - $ - 0.0% Furniture and Equipment $ - $ 74,834 $ 33,995 $ 100,000 $ 135,000 35.0% Total Capital Outlay $ 55,699 $ 74,834 $ 33,995 $ 100,000 $ 135,000 35.0%

Total $ 27,394,132 $ 29,755,377 $ 29,161,566 $ 32,905,033 $ 37,162,564 12.9%

Positions 364.0 380.0 398.0 389.0 393.0

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 40,000,000 Director 1.0 1.0 1.0 35,000,000 Support 4.0 4.0 4.0 Coordinator 2.0 2.0 2.0 30,000,000 Specialist 11.0 11.0 11.0 25,000,000 Technician 1.0 1.0 1.0 20,000,000 Cafeteria Staff 370.0 370.0 374.0 Total 389.0 389.0 393.0 15,000,000 10,000,000 5,000,000 0 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 274 SCHOOL NUTRITION SERVICES SCHOOL NUTRITION SERVICES

BUDGET OVERVIEW

PROGRAM DESCRIPTION School Nutrition Services' purpose is to prepare students to succeed academically by providing nutritious meals and snacks at a reasonable cost. To accomplish this, the following initiatives will be undertaken or continued in FY22:  Continue testing potential menu items with students,  Continue to survey students and other stakeholders, to identify those individual’s food preferences and receive feedback on potential menu items,  Continue to pursue meal options that show potential growth,  Continue to source locally grown foods when feasible and appropriate, and to prepare scratch and speed scratch items,  Expand capacity around nutrition education, Project Based Learning (PBL) and school gardens,  Continue to explore eco-friendly products that are appropriate and within budget.

PERSONNEL The personnel line is comprised of salaries and benefits for 393.0 full-time positions.

In FY22, 4.0 positions are requested related to New Schools:  1.0 School Nutrition Manager  3.0 School Nutrition Worker

Non-FTE Salaries increases are related to overtime and classified substitute support needed during the school year and summer programs. The FY22 budget will align the budget with historical spending.

OPERATIONS AND MAINTENANCE Operations and Maintenance consists of expenditures related to food, supplies, and summer feeding programs. The decrease in Contractual Services is due to a reduction in repair and maintenance services, and the increase in Material, Supplies and Equipment is for increases in food products and supplies.

CAPITAL OUTLAY The Capital Outlay funds are for the purchase of two Pizza Ovens for high schools and a fold/seal envelope machine for Free and Reduced Meal application (FARM) notification letter.

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:

 Implemented a comprehensive Leadership Development and Customer Service training program for all administrative and school-based leadership staff,  Continued providing teacher training around PBL, integrating school gardens and nutrition education into curriculum,  Recognized as a national Farm to School Partner,  Major presence on social media; SNS is recognized as a national leader for these efforts,

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 275 SCHOOL NUTRITION SERVICES SCHOOL NUTRITION SERVICES

 Participation continues to grow across programs with greatest success in breakfast, supper and summer feeding.

FY22 MAJOR WORK PLAN INITIATIVES Continue to Support School Board Goals through the following:

 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 Nutrition Services in the school community and beyond,  Effective marketing practices will enhance image, build and sustain participation in programs,  Build career ladder within the department to encourage retention and professional growth, complete division reorganization,  Collaboration with teachers on nutrition education initiatives will enable students to make healthy choices for a lifetime, and  In response to annual climate survey studies Division Leadership will hold monthly training sessions with all managers and office staff in which time will be allotted for feedback on issues and concerns as identified in the School Nutrition Services’ Leadership Action Plan.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Sharon Willoughby Elizabeth Mills Assistant Superintendent for Business and Financial Director of School Nutrition Services Services

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 276 CENTRAL VEHICLE MAINTENANCE

DEPARTMENT SUMMARY

The Central Vehicle Maintenance Fund was dissolved on December 31, 2020 and as of January 1, 2021 the program was rolled into the existing Transportation Division within the Department of Support Services in the School Operating Fund. FY22 Budget information can be found in that section of the budget book. Information presented here is for historical reference.

The Fleet Maintenance program served over 1,331 Loudoun County Public School vehicles. The Central Fleet Maintenance operation provided a high level of availability of Loudoun County Public School vehicles through an efficient and effective repair and preventive maintenance program. The operation was funded through financial management by the Enterprise Fund administered by Central Vehicle Maintenance and Transportation staff. Revenue was generated by national labor costs assigned to LCPS and the County of Loudoun for services rendered.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 277 CENTRAL VEHICLE MAINTENANCE CENTRAL VEHICLE MAINTENANCE

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 3,932,342 $ 4,069,467 $ 4,288,032 $ 4,326,604 $ - -100.0% Non-FTE Salaries $ 601,747 $ 460,304 $ 246,965 $ 250,000 $ - -100.0% Benefits $ 1,367,327 $ 751,876 $ 1,449,752 $ 1,681,313 $ - -100.0% Total Personnel $ 5,901,416 $ 5,281,647 $ 5,984,749 $ 6,257,917 $ - -100.0%

Operations and Maintenance Contractual Services $ 2,229,315 $ 2,813,384 $ 2,053,965 $ 2,852,000 $ - -100.0% Materials, Supplies and Equipment $ 9,123,622 $ 10,836,202 $ 8,213,612 $ 12,381,059 $ - -100.0% Computers and Software $ 82,488 $ 97,794 $ 91,427 $ 97,000 $ - -100.0% Training and Continuing Education $ 4,439 $ 5,972 $ 3,055 $ 10,000 $ - -100.0% Total Operations and Maintenance $ 11,439,864 $ 13,753,352 $ 10,362,059 $ 15,340,059 $ - -100.0%

Capital Outlay Buildings $ 186,116 $ 186,116 $ 198,248 $ - $ - 0.0% Furniture and Equipment $ 19,777 $ 19,777 $ 18,756 $ - $ - 0.0% Vehicles $ 1,400 $ - $ - $ - $ - 0.0% Total Capital Outlay $ 207,293 $ 205,893 $ 217,004 $ - $ - 0.0%

Total $ 17,548,573 $ 19,240,892 $ 16,563,812 $ 21,597,976 $ - -100.0%

Positions 72.0 72.0 72.0 67.0 -

Adopted FY18 ‐ FY22 Expenditures Staffing FY21 FTE 25,000,000 Manager 1.0 Support 4.0 20,000,000 Technician 14.0 15,000,000 Vehicle Maintenance 48.0 Total 67.0 10,000,000 5,000,000 0 FY18 FY19 FY20 FY21 FY22

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Kevin Lewis Kenneth (Scott) Davies Assistant Superintendent for Support Services Director of Transportation

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 278 SELF INSURANCE FUND

DEPARTMENT SUMMARY

The Self Insurance Fund accounts for the transactions associated with the comprehensive health and wellness benefits program, workers' compensation insurance program, and disability programs.

FY22 CHANGES

Personnel changes reflect the system wide compensation changes.

Operations and maintenance expenditures are related to claim expenditures, contract administration fees and wellness programs.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 279 SELF INSURANCE FUND

BUDGET HISTORY

Division FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget

Self insurance $ 168,211,820 $ 184,074,160 $ 199,905,845 $ 207,924,956 $ 224,192,629

Total $ 168,211,820 $ 184,074,160 $ 199,905,845 $ 207,924,956 $ 224,192,629

Positions 8.0 8.0 8.0 8.0 8.0

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 280 SELF INSURANCE FUND

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 1,999,315 $ 2,123,967 $ 2,136,438 $ 582,003 $ 649,722 11.6% Non-FTE Salaries $ 44,104 $ 52,674 $ 13,887 $ - $ - 0.0% Benefits $ 3,613,735 $ 4,971,412 $ 3,948,343 $ 267,215 $ 268,715 0.6% Total Personnel $ 5,657,154 $ 7,148,054 $ 6,098,668 $ 849,218 $ 918,437 8.2%

Contractual Services $ 12,373,195 $ 11,708,022 $ 10,049,555 $ 14,402,824 $ 13,545,601 -6.0% Materials, Supplies and Equipment $ 424,089 $ 366,043 $ 376,455 $ 40,000 $ 40,000 0.0% Computers and Software $ 2,295 $ 4,732 $ 2,193 $ - $ - 0.0% Claims $ 149,754,337 $ 164,847,072 $ 183,378,973 $ 192,632,914 $ 209,688,591 8.9% Training and Continuing Education $ 749 $ 238 $ - $ - $ - 0.0% Total Operations and Maintenance $ 162,554,665 $ 176,926,106 $ 193,807,176 $ 207,075,738 $ 223,274,192 7.8%

Total $ 168,211,820 $ 184,074,160 $ 199,905,845 $ 207,924,956 $ 224,192,629 7.8%

Positions 8.0 8.0 8.0 8.0 8.0

FY20 BUDGET BY OBJECT OF EXPENDITURE

99.6%

0.4%0.0%

Personnel Operations and Maintenance Capital Outlay

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 281 SELF INSURANCE SELF INSURANCE

BUDGET HISTORY BY OBJECT OF EXPENDITURE

Title FY18 Actual FY19 Actual FY20 Actual FY21 Adopted FY22 Budget % Change

Personnel Full time Salaries $ 1,999,315 $ 2,123,967 $ 2,136,438 $ 582,003 $ 649,722 11.6% Non-FTE Salaries $ 44,104 $ 52,674 $ 13,887 $ - $ - 0.0% Benefits $ 3,613,735 $ 4,971,412 $ 3,948,343 $ 267,215 $ 268,715 0.6% Total Personnel $ 5,657,154 $ 7,148,054 $ 6,098,668 $ 849,218 $ 918,437 8.2%

Operations and Maintenance Contractual Services $ 12,373,195 $ 11,708,022 $ 10,049,555 $ 14,402,824 $ 13,545,601 -6.0% Materials, Supplies and Equipment $ 424,089 $ 366,043 $ 376,455 $ 40,000 $ 40,000 0.0% Computers and Software $ 2,295 $ 4,732 $ 2,193 $ - $ - 0.0% Claims $ 149,754,337 164,847,072 $ 183,378,973 $ 192,632,914 $ 209,688,591 8.9% Training and Continuing Education $ 749 $ 238 $ - $ - $ - 0.0% Total Operations and Maintenance $ 162,554,665 $ 176,926,106 $ 193,807,176 $ 207,075,738 $ 223,274,192 7.8%

Total $ 168,211,820 $ 184,074,160 $ 199,905,845 $ 207,924,956 $ 224,192,629 7.8%

Positions 8.0 8.0 8.0 8.0 8.0

Adopted Revised FY18 ‐ FY22 Expenditures Staffing FY21 FY21 FY22 FTE FTE FTE 250,000,000 Supervisor 1.0 1.0 1.0 Assistant 1.0 1.0 1.0 200,000,000 Support 3.0 3.0 3.0 Specialist 3.0 3.0 3.0 Total 8.0 8.0 8.0 150,000,000

100,000,000

50,000,000

0 FY18 FY19 FY20 FY21 FY22

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 282 SELF INSURANCE SELF INSURANCE

BUDGET OVERVIEW

PROGRAM DESCRIPTION The Self Insurance fund contains the budget for the employee health and wellness benefits, workers' compensation, and disability programs. Employee premiums and employer contributions cover the cost of these programs.

PERSONNEL Personnel is comprised of salaries and benefits for 8.0 full-time positions. Increases are due to system-wide salary increases.

OPERATIONS AND MAINTENANCE The FY22 budget is predominantly comprised of claim expenditures that are projected to increase.

FY20 MAJOR ACHIEVEMENTS Supported School Board Goals as evidenced through the following outcomes and actions:

 Negotiated a Medical RFP with a 3-year cost savings of approximately $6 million,  Negotiated pharmacy renewal with a 3-year cost savings of approximately $13 million, and  Recommend to School Board for subsequent adoption to not increase health insurance premiums.  Continued our safety programs for custodial and transportation employees, including provision of cleats for icy conditions for bus drivers and attendants, safety non-slide shoes for custodians, safety shoes for use when stripping/waxing floors for custodians.  Continued to work with employees and supervisor to provide accommodations under the Americans with Disabilities Act (ADA)  Increased communication and identification of areas of impact through Workers’ Compensation claims.

FY22 MAJOR WORK PLAN INITIATIVES Continue to support School Board Goals through the following:

 Cost Containment - to manage cost trends and encourage consumerism,  Employee Engagement and Education - to better inform our workforce, encourage consumerism and behavior changes,  Enhance our Wellness Programs - to improve workforce health, reduce risk factors for chronic conditions and increase participation in wellness programs,  Collaborate with departments to identify and assess risk and develop processes and safety plans to reduce workers' compensation claims,  Cost Containment - to manage Workers’ Compensation cost trends and encourage safe work practices,  Work collaboratively with the employee health, wellness and benefits office to update Cigna Disability Short-Term Disability benefits for VRS Plan 1 and Plan 2 employees, and  Collaborate with departments to identify and assess risk and develop processes and safety plans to reduce workers' compensation claims.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 283 SELF INSURANCE SELF INSURANCE

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITY

Sharon Willoughby Gabrielle Cotman Assistant Superintendent for Business and Financial Director of Employee Benefits and Retirement Services

TBD Lisa Boland Assistant Superintendent for Human Resources and Director of Human Resources and Talent Development Talent Development

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 284 INFORMATION SECTION

Enrollment Analysis

Loudoun County Public Schools Division of Planning Services annually forecasts the division’s student enrollment. The enrollment projections are utilized for a variety of planning and decision-making functions, among which operational and capital budgeting needs are most essential.

An examination of the methodology which determine school enrollment projections is included as part of the planning process. Individual school forecasts provide a snapshot of the anticipated changes Loudoun’s public schools will encounter in the course of the planning period. Loudoun’s continuing population growth not only necessitates new school construction but also brings with it an increasingly diverse student population.

ENROLLMENT PROJECTION METHODOLOGY

Projections are an informed and educated estimate of future student enrollment. Forecast accuracy generally diminishes as the geographic area becomes smaller and the planning horizon becomes more distant. Countywide forecasts have and will be more accurate than school-level forecasts because the population being projected is much larger. This phenomenon is common to all forecasting methodologies and is therefore expected. Until the FY21 enrollment decline due to the pandemic, in typical years the one-year division projections have been within ± 0.7 percent of the actual September 30 enrollment.

Actual September 30 Actual September 30 Enrollment as Percentage of the FY Enrollment Projected September 30 Enrollment 2017 79,001 100.4% 2018 81,235 99.5% 2019 82,485 99.3% 2020 84,175 100.5% 2021 81,504 95.0%

LCPS projections provide the most up-to-date student enrollment trends based on current data. The projections are based on historic and current student membership for the district and all of its schools. The forecast students are derived by using a cohort survival technique. Final student population estimates are further refined by comparing the data to expectations regarding local economic activity, residential building patterns, and birth rates. The formula, in general terms, is as follows:

A ratio is computed for each grade by dividing the enrollment in that grade by the previous grade from the previous school year. A projection for the following school year of a particular grade is computed by multiplying the enrollment in the previous grade by the ratio of this school year’s current enrollment at said grade and the previous school year’s enrollment in the previous grade. For example, to project a second- grade enrollment of year 1 (next school year), the second-grade enrollment of year 0 (current school year) would be divided by the first-grade enrollment for year -1 (prior school year). The subsequent ratio is then multiplied by the current first grade enrollment to obtain a projection for the upcoming year’s second grade enrollment. Birth data is used to help project kindergarten enrollment.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 285 INFORMATION SECTION

Projection accuracy can be affected by a host of factors including but not limited to national and local economic vitality, in and out migration measures, building permit activity, household size, residential birth rates, grade retention, and student transfers from private to public school and vice-versa. LCPS does not have the resources to monitor all factors which affect student population change, nor do timelines associated with budget and capital planning permit the application of the most current data on an ongoing basis. Nevertheless, research has found that the cohort survival method is an accurate and reliable forecasting tool for school district enrollment projections. The technique produces significantly more accurate projections than similar forecast methodologies.

In reporting projected enrollments, it is anticipated that the underlying projection assumptions will remain constant for the near term. While change occurs on a daily basis, the projections and current assumptions (listed below) are updated on an annual basis.

 Population growth for Loudoun County will continue to increase between one and two percent annually.  Loudoun’s public-school enrollment growth will continue, but at a slower rate than observed over the past two decades.  Employment and housing availability in Loudoun will continue to attract families with children.  Loudoun’s residential building activity will report around 3,500 issued permits per year.  The in-migration of families in prime childbearing years will be impacted by the metropolitan employment market.  The outmigration of families will influence LCPS enrollment growth.  Loudoun County’s annual birth rate will stabilize.  Loudoun’s public-school dropout rate will remain below the 2 percent level.

LOUDOUN COUNTY PUBLIC SCHOOLS SEPTEMBER 30 ENROLLMENT

On September 30, 2020, Loudoun County Public School division enrollment was 81,504 students - a decrease of 3.2 percent or 2,671 students from the 2019-20 (September 30, 2019) school year. LCPS’ FY21 enrollment decreased due to the COVID-19 pandemic but is expected to return to a more normal level in FY22. Between September 2021 and September 2026, it is projected that there will be an average annual increase of less than 1%percent. By the 2026-27 school year, the final year of the CIP planning period, LCPS is projected to have an enrollment of 91,463 students.

FY 2022-27 CIP Planning Period 2021- 2022- 2023- 2024- 2025- 2026- 9/30/2020 2022 2023 2024 2025 2026 2027 Actual Projected Projected Projected Projected Projected Projected Loudoun County Public Schools 81,504 87,619 88,523 89,870 90,667 91,127 91,463 Enrollment Preschool Enrollment 771 1,044 1,066 1,090 1,114 1,139 1,164 Elementary School (Gr K-5) Enrollment 34,218 37,604 37,866 38,544 39,217 39,479 39,383 Middle School (Gr 6-8) Enrollment 19,855 20,676 20,483 20,343 20,222 20,508 21,164 High School (Gr 9-12) Enrollment 26,660 28,295 29,108 29,893 30,114 30,001 29,752

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 286 INFORMATION SECTION

LCPS enrollment is forecast to grow throughout the planning period albeit at a much slower rate than observed over the past two decades. Loudoun’s slowing enrollment momentum reflects a much larger national trend which has seen a general decline in births throughout the nation from a peak in 2007. It is anticipated that the decline of birth rates in Loudoun will not be as sharp as that experienced in the rest of the nation as a result of regional employment opportunities. The presence of the Federal government and contractors in the Washington D.C. Metropolitan Statistical Area (MSA) insulates the region from some of the more dramatic employment shifts observed in other areas of the United States.

The elementary cohorts, which once characterized Loudoun’s enrollment growth, have stabilized, a trend which is evident nationally and is linked, in part, to the economic decline experienced at the end of the last decade. Shifts in family composition, delays in marriage, and higher education student loan debt have also contributed to the cohort stabilization. Should the aforementioned trends change, there may be an increase in births as the millennial generation catches up on its currently delayed childbearing.

Excluding the one-time aberration in FY21, elementary school enrollment is expected to continue to stabilize, reflected in just a 4.7 percent increase from a projected 37,604 enrolled students (Kindergarten-Grade 5) on September 30, 2021 to 39,383 projected students in September 2026. A total of 21,164 students are forecast to be in Loudoun’s middle schools (Grades 6-8) in September 2026, an increase of 488 students and a 2.4 percent change from September 2021. High school enrollment (Grades 9-12) is projected to increase 5.1 percent to 29,752 students between September 2021 and September 2026. Preschool membership, comprised of students under the age of five with special education needs as well as those qualifying for the Head Start and STEP (Starting Toward Excellence in Preschool) programs, is projected to increase to 1,164 students by Fall 2026.

Loudoun County Public Schools – September 30 Actual* and Projected

Preschool Kindergarten-Grade 5 Grades 6-8 Grades 9-12

50.0% 43.3% 43.3% 43.1% 45.0% 42.0% 42.9% 42.8% 42.9%

40.0% 33.3% 33.2% 35.0% 32.7% 32.3% 32.9% 32.9% 32.5%

30.0%

25.0%

24.4% 23.6% 20.0% 23.1% 22.6% 22.3% 22.5% 23.1% 15.0%

10.0%

5.0% 0.9% 1.2% 1.2% 1.2% 1.2% 1.2% 1.3% 0.0% 9/30/2020* 2021 2022 2023 2024 2025 2027

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 287 INFORMATION SECTION

Enrollment History

FY19 FY20 FY21 FY22 Actual Actual Actual Proposed Aldie ES 128 120 109 132 Algonkian ES 465 471 447 482 Arcola ES 929 995 992 1,055 Ashburn ES 601 597 523 558 Ball's Bluff ES 583 572 512 564 Banneker ES 159 192 161 211 Belmont Station ES 716 784 747 832 Buffalo Trail 960 1,159 1,162 917 Cardinal Ridge ES 859 861 858 889 Catoctin ES 662 658 591 688 Cedar Lane ES 809 853 770 867 Cool Spring ES 623 632 557 695 Countryside ES 738 735 667 775 Creighton's Corner ES 1,127 1,037 1,088 1,149 Discovery ES 836 790 734 752 Dominion Trail ES 716 691 643 670 Emerick ES 488 478 377 467 Evergreen Mill ES 537 550 521 634 Forest Grove ES 578 575 561 603 Frances Hazel Reid ES 668 669 593 677 Frederick Douglass ES 727 756 647 751 Goshen Post ES 1,140 1,222 1,293 908 Guilford ES 553 583 552 572 Hamilton ES 186 183 155 187 Hillside ES 767 605 550 632 Horizon ES 660 602 513 580 Hovatter Elementary/ES-29 - - - 891 Hutchison Farm ES 809 787 725 854 John W Tolbert, Jr ES 705 687 630 695 Kenneth W. Culbert ES 504 490 390 509 Leesburg ES 484 448 395 422 Legacy ES 1,008 917 826 858 Liberty ES 1,035 1,056 958 1,019 Lincoln ES 90 88 75 75 Little River ES 765 771 696 780

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 288 INFORMATION SECTION

Enrollment History continued

FY19 FY20 FY21 FY22 Actual Actual Actual Proposed Lowes Island ES 607 606 534 580 Lucketts ES 295 293 262 301 Madison's Trust ES 1,225 1,135 1,140 1,377 Meadowland ES 444 463 416 451 Mill Run ES 904 762 699 753 Moorefield Station ES 971 894 869 961 Mountain View ES 694 681 588 712 Newton-Lee ES 697 701 607 650 Pinebrook ES 910 887 918 863 Potowmack ES 558 567 526 562 Rolling Ridge ES 659 617 569 619 Rosa Lee Carter ES 906 871 849 889 Round Hill ES 529 563 543 607 Sanders Corner ES 529 499 449 473 Seldens Landing ES 728 674 591 616 Sterling ES 452 463 438 506 Steuart W. Weller ES 817 779 700 798 Sugarland ES 605 571 529 543 Sully ES 449 502 448 500 Sycolin Creek ES 700 662 587 634 Waterford ES 179 196 163 213 Waxpool ES - 733 745 764 Hillsboro Charter Academy 143 144 144 144 Middleburg Community Charter 144 113 145 144 Belmont Ridge MS 1,273 1,199 1,124 1,132 Blue Ridge MS 937 875 863 916 Brambleton MS 1,323 1,491 1,536 1,728 Eagle Ridge MS 1,222 1,294 1,238 1,230 Farmwell Station MS 1,147 1,177 1,149 1,142 Harmony MS 1,093 1,112 1,071 1,149 Harper Park MS 1,061 1,075 956 978 J. Lupton Simpson MS 1,073 1,128 1,035 1,107 J. Michael Lunsford MS 1,649 1,596 1,480 1,420 Mercer MS 1,467 1,627 1,242 1,308

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 289 INFORMATION SECTION

Enrollment History continued

FY19 FY20 FY21 FY22 Actual Actual Actual Proposed Seneca Ridge MS 1,022 1,043 1,069 1,079 Smart's Mill MS 1,077 1,077 1,016 1,041 Sterling MS 1,038 1,101 1,128 1,201 Stone Hill MS 1,017 1,051 1,076 1,298 Trailside MS 1,250 1,270 1,234 1,220 Willard MS 1,330 1,443 1,445 1,556 Briar Woods HS 1,864 1,852 1,797 1,815 Broad Run HS 1,605 1,565 1,584 1,603 Dominion HS 1,590 1,625 1,512 1,577 Freedom HS 2,076 2,118 2,123 2,192 Heritage HS 1,481 1,533 1,501 1,624 Independence HS - 1,071 1,576 1,874 John Champe HS 1,656 1,856 1,874 1,932 Lightridge HS (HS -9) - - 951 1,475 Loudoun County HS 1,469 1,530 1,498 1,619 Loudoun Valley HS 1,353 1,322 1,270 1,275 Park View HS 1,389 1,486 1,410 1,572 Potomac Falls HS 1,637 1,593 1,597 1,612 Riverside HS 1,803 1,882 1,849 1,863 Rock Ridge HS 2,225 1,560 1,404 1,404 Stone Bridge HS 1,721 1,785 1,778 1,833 Tuscarora HS 1,520 1,444 1,420 1,487 Woodgrove HS 1,620 1,644 1,561 1,636 Total 82,485 84,175 81,504 87,619

Economically Disadvantaged* 14,393 14,627 13,041 14,019 Percent of Total Enrollment 17.7% 17.7% 16.0% 16.0%

*Free and Reduced Lunch counts Families qualifying for Free and Reduced meals must meet federal guidelines for income and household size.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 290 INFORMATION SECTION

2021-2022 Enrollment Projections by School and Grade Level

K 1 2 3 4 5 PS ST HS Total Aldie Elementary 27 31 27 12 15 20 - - - 132 Algonkian Elementary 71 75 82 80 77 95 2 - - 482 Arcola Elementary 160 193 177 154 182 180 9 - - 1,055 Ashburn Elementary 78 87 87 97 106 82 21 - - 558 Ball's Bluff Elementary 80 95 103 78 104 85 19 - - 564 Banneker Elementary 34 35 40 29 41 32 - - - 211 Belmont Station Elementary 112 129 163 125 139 138 26 - - 832 Buffalo Trail Elementary 179 202 139 134 124 135 4 - - 917 Cardinal Ridge Elementary 152 161 139 151 156 116 14 - - 889 Catoctin Elementary 99 119 111 129 104 114 12 - - 688 Cedar Lane Elementary 131 145 142 127 154 164 4 - - 867 Cool Spring Elementary 102 116 117 107 103 112 38 - - 695 Countryside Elementary 117 135 129 133 116 141 4 - - 775 Creighton's Corner Elementary 213 220 177 189 183 166 1 - - 1,149 Discovery Elementary 114 122 118 115 140 124 19 - - 752 Dominion Trail Elementary 99 110 129 104 98 114 16 - - 670 Emerick Elementary 81 74 73 87 67 84 1 - - 467 Evergreen Mill Elementary 75 93 101 108 103 103 21 30 - 634 Forest Grove Elementary 90 98 98 86 101 98 15 - 17 603 Frances Hazel Reid Elementary 104 117 126 94 102 123 11 - - 677 Frederick Douglass Elementary 107 113 115 120 107 140 19 30 - 751 Goshen Post Elementary 152 157 198 158 119 124 - - - 908 Guilford Elementary 93 98 99 87 103 92 - - - 572 Hamilton Elementary 27 30 23 35 39 33 - - - 187 Hillside Elementary 113 127 115 90 88 88 11 - - 632 Horizon Elementary 78 91 95 90 87 98 41 - - 580 Hovatter Elementary/ES-29 125 152 171 172 141 130 - - - 891 Hutchison Farm Elementary 124 153 130 111 118 151 37 30 - 854 John W. Tolbert, Jr Elementary 104 119 126 110 124 110 2 - - 695 Kenneth W. Culbert Elementary 76 81 67 84 106 95 - - - 509 Leesburg Elementary 72 78 66 79 68 57 2 - - 422 Legacy Elementary 117 151 118 128 165 156 23 - - 858

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 291 INFORMATION SECTION

2021-2022 Enrollment Projections by School and Grade Level

K 1 2 3 4 5 PS ST HS Total Lincoln Elementary 14 17 10 7 18 9 75 Little River Elementary 115 134 121 111 135 125 39 780 Lovettsville Elementary 94 86 79 91 94 94 2 540 Lowes Island Elementary 88 107 107 88 85 104 1 580 Lucketts Elementary 44 54 56 47 48 52 301 Madison's Trust Elementary 211 251 212 212 246 219 26 1,377 Meadowland Elementary 71 77 81 71 65 55 1 30 451 Mill Run Elementary 110 135 115 114 121 156 2 753 Moorefield Station Elementary 165 193 177 125 114 159 28 961 Mountain View Elementary 117 106 105 101 134 123 26 712 Newton-Lee Elementary 77 89 94 78 129 113 10 60 650 Pinebrook Elementary 152 155 136 128 132 160 863 Potowmack Elementary 92 96 103 74 92 82 23 562 Rolling Ridge Elementary 101 102 83 106 84 79 4 60 619 Rosa Lee Carter Elementary 148 159 164 141 134 143 889 Round Hill Elementary 97 91 111 95 101 93 19 607 Sanders Corner Elementary 63 72 79 84 86 89 473 Seldens Landing Elementary 87 99 103 85 107 135 616 Sterling Elementary 74 78 81 94 84 84 11 506 Steuart W. Weller Elementary 120 130 139 142 128 138 1 798 Sugarland Elementary 80 82 82 76 92 81 35 15 543 Sully Elementary 73 79 74 77 82 85 30 500 Sycolin Creek Elementary 89 106 107 93 119 110 10 634 Waterford Elementary 28 34 41 35 39 36 213 Waxpool Elementary 115 119 123 115 127 154 11 764 Total Elementary Schools 5,885 6,541 6,335 5,957 6,242 6,356 644 270 32 38,262

K 1 2 3 4 5 PS ST HS Total Hillsboro Charter Academy ` 24 24 24 24 24 - - - 144 Middleburg Community Charter 24 24 24 24 24 24 - - - 144 Total Charter Schools 48 48 48 48 48 48 - - - 288

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 292 INFORMATION SECTION

2021-2022 Enrollment Projections by School and Grade Level

6 7 8 9 PS ST HS Total Belmont Ridge Middle 338 367 427 1,132 Blue Ridge Middle 288 326 302 916 Brambleton Middle 596 580 552 1,728 Eagle Ridge Middle 372 375 483 1,230 Farmwell Station Middle 372 370 400 1,142 Harmony Middle 367 391 391 1,149 Harper Park Middle 289 327 362 978 J. Lupton Simpson Middle 337 369 401 1,107 J. Michael Lunsford Middle 426 501 493 1,420 Mercer Middle 452 455 401 1,308 River Bend Middle 375 388 408 1,171 Seneca Ridge Middle 331 380 368 1,079 Smart's Mill Middle 318 351 372 1,041 Sterling Middle 365 414 422 1,201 Stone Hill Middle 414 432 452 1,298 Trailside Middle 386 409 425 1,220 Willard Middle 490 553 513 1,556 Total Middle Schools 6,516 6,988 7,172 - - - - 20,676

9 10 11 12 PS ST HS Total Briar Woods High 490 425 427 473 1,815 Broad Run High 407 412 373 411 1,603 Dominion High 435 353 399 373 17 1,577 Freedom High 569 552 503 568 2,192 Heritage High 363 422 409 400 30 1,624 Independence High 614 491 379 390 1,874 John Champe High 431 438 410 653 1,932 Lightridge High (HS-9) 474 425 397 179 1,475 Loudoun County High 433 426 385 375 1,619 Loudoun Valley High 347 283 321 324 1,275 Park View High 412 419 415 326 1,572 Potomac Falls High 437 390 418 367 1,612 Riverside High 467 440 485 471 1,863 Rock Ridge High 402 327 311 347 17 1,404 Stone Bridge High 474 459 453 447 1,833 Tuscarora High 403 378 330 359 17 1,487 Woodgrove High 434 392 406 387 17 1,636 Total High Schools 7,592 7,032 6,821 6,850 - 30 68 28,393

Total 2021-2022 Projected Enrollment 87,619

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 293 INFORMATION SECTION

The table below displays the Operating Fund and Grant Fund positions. The majority of these positions are derived from staffing standards which can be found in the Appendix section of this book. Personnel Resource Allocation

Full-Time Equivalents Position FY17 FY18 FY19 FY20 FY21 FY22 School Based Instruction 6,210.1 6,474.7 6,754.2 7,018.0 7,249.3 7,604.6 Bus Drivers & Attendants 852.0 832.5 836.5 837.5 819.5 810.5 Teacher Assistants 1,287.3 1,394.2 1,461.3 1,514.3 1,622.7 1,705.1 Custodians 546.7 557.8 591.8 607.8 625.8 637.0 Other School Support 434.8 492.5 517.5 540.0 560.5 595.5 Administration 324.0 340.0 364.0 378.0 385.0 414.5 Instructional Support 183.1 216.4 241.8 240.0 246.7 257.0 Nurses & Health Clinic Specialists 100.4 101.0 102.7 107.2 108.6 110.1

Total School Based FTEs 9,938.4 10,409.1 10,869.8 11,242.8 11,618.1 12,134.3

Non-School Based Secretarial/Clerical 146.0 115.0 112.0 114.0 114.0 123.0 Other Support Staff 385.3 374.3 378.0 404.0 406.0 494.8 Administration 170.5 204.5 217.5 234.0 243.5 273.5

Total Non-School Based FTEs 701.8 693.8 707.5 752.0 763.5 891.3

Total FTEs* 10,640.2 11,102.8 11,577.3 11,994.9 12,381.6 13,025.6

*Sum of positions may not match total due to rounding

Average Class Size

FY17 FY18 FY19 FY20 FY21 FY22 Adopted Adopted Adopted Adopted Adopted Proposed Elementary School 23.0 23.0 23.0 22.0 22.0 22.0 Middle School 22.3 23.8 23.8 23.8 23.8 23.7 High School 24.8 24.8 24.2 23.7 23.7 23.7

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 294 INFORMATION SECTION

Loudoun County Public Schools Statistics

School Year 2015-16 2016-17 2017-18 2018-19 2019-20

Attendance percentage 96.0% 95.3% 95.8% 95.5% 95.7%

Cohort Drop-out Rate 2.6% 3.0% 3.2% 3.3% 2.4%

English Learners students served 7,173 8,478 8,827 9,604 10,200

Financial Aid received by graduates $59.5 million $54.8 million $58.5 million $63.2 million $48.2 million

Graduates pursuing further education Number of students 4,981 4,830 5,065 5,248 5,665 Percent of graduates 92.9% 91.8% 89.5% 91.2% 90.8%

Percent of staff that is school-based 93.2% 92.8% 93.2% 93.2% 93.3%

National Merit Scholarship Committee semifinalists 36 24 38 56 54

Gifted students served 7,108 7,286 7,336 7,551 7,585

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 295 INFORMATION SECTION

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 296 APPENDIX

FY22 Proposed Teachers' Salary Scale

Bachelor and Technical Professional Bachelor Bachelor Master Step License Plus 15 Plus 30 Master Plus 30 Doctoral

1 55,611 57,103 58,595 61,583 63,075 67,553 2 57,163 58,656 60,148 63,135 64,627 69,106 3 58,716 60,208 61,700 64,688 66,180 70,658 4 60,268 61,761 63,253 66,240 67,732 72,211 5 61,821 63,313 64,805 67,793 69,285 73,763 6 63,891 65,383 66,875 69,863 71,355 75,833 7 65,961 67,453 68,945 71,933 73,425 77,903 8 68,031 69,523 71,015 74,003 75,495 79,973 9 70,101 71,593 73,085 76,073 77,565 82,043 10 72,171 73,663 75,155 78,143 79,635 84,113 11 73,206 74,698 76,190 79,178 80,670 85,148 12 74,241 75,733 77,225 80,213 81,705 86,183 13 75,276 76,768 78,260 81,248 82,740 87,218 14 76,311 77,803 79,295 82,283 83,775 88,253 15 77,346 78,838 80,330 83,318 84,810 89,288 16 78,381 79,873 81,365 84,353 85,845 90,323 17 79,416 80,908 82,400 85,388 86,880 91,358 18 80,451 81,943 83,435 86,423 87,915 92,393 19 81,486 82,978 84,470 87,458 88,950 93,428 20 82,521 84,013 85,505 88,493 89,985 94,463 21 83,556 85,048 86,540 89,528 91,020 95,498 22 84,591 86,083 87,575 90,563 92,055 96,533 23 85,626 87,118 88,610 91,598 93,090 97,568 24 86,661 88,153 89,645 92,633 94,125 98,603 25 87,696 89,188 90,680 93,668 95,160 99,638 26 88,731 90,223 91,715 94,703 96,195 100,673 27 90,801 92,293 93,785 96,773 98,265 102,743 28 93,492 94,984 96,476 99,464 100,956 105,434 29 96,390 97,882 99,374 102,362 103,854 108,332 30 98,563 100,056 101,627 104,734 106,286 110,942

Note: Degrees and hours beyond Degrees must be earned from a college or university whose accreditation is recognized by the Commonwealth of Virginia.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 297 APPENDIX

FY22 Proposed Auxiliary Salary Scales

These salary scales are shown together for presentation purposes only. The scales represent separate position responsibilities.

STEP 184 Days 208 Days 208 Days 221 Days 248 Days

7 Hour Days 7 Hour Days 8 Hour Days 8 Hour Days 8 Hour Days Level 1 Level 2 Level 3 Level 4 Level 5 1 44,450 54,765 61,334 63,174 67,468 2 45,123 57,239 64,134 66,058 70,547 3 45,621 59,713 66,933 68,941 73,626 4 46,628 62,187 69,733 71,825 76,706 5 47,227 64,661 72,532 74,707 79,785 6 47,752 67,134 75,331 77,592 82,864 7 48,705 69,609 78,131 80,475 85,943 8 49,825 72,083 80,931 83,359 89,023 9 51,004 74,556 83,730 86,242 92,103 10 52,313 77,031 86,529 89,125 95,182 11 53,503 79,505 89,328 92,007 98,261 12 54,717 81,978 92,127 94,891 101,341 13 56,016 84,453 94,927 97,775 104,420 14 57,417 86,927 97,727 100,659 107,499 15 58,750 89,400 100,525 103,541 110,579 16 60,126 91,875 103,325 106,425 113,659 17 61,816 94,349 106,125 109,308 116,738 18 63,535 96,822 108,924 112,192 119,817 19 65,348 99,296 111,724 115,075 122,897 20 67,176 101,771 114,523 117,959 125,976 21 68,971 22 70,077 23 72,877 24 75,091

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 298 APPENDIX

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 299 APPENDIX

FY22 Proposed Professional and Administrators' Salary Scale (Professional Levels 1 through 3 and Administrative Levels 1 and 2)

Professional Professional Professional Administrative Administrative Step Level 1 Level 2 Level 3 Step Level 1 Level 2

1 62,518 68,469 74,421 1 80,371 85,941 2 63,464 69,505 75,548 2 80,481 86,025 3 64,165 70,272 76,382 3 81,849 87,168 4 65,581 71,825 78,068 4 83,169 88,575 5 66,424 72,748 79,071 5 84,496 89,988 6 67,162 73,555 79,949 6 86,135 91,733 7 68,503 75,024 81,545 7 87,829 93,537 8 70,079 76,749 83,420 8 89,549 95,369 9 71,737 78,566 85,394 9 91,740 97,703 10 73,577 80,581 87,586 10 93,982 100,092 11 75,251 82,415 89,578 11 96,281 102,540 12 76,959 84,285 91,612 12 98,632 105,043 13 78,786 86,286 93,787 13 101,541 108,141 14 80,755 88,443 96,131 14 104,024 110,785 15 82,631 90,496 98,362 15 106,563 113,490 16 84,566 92,616 100,666 16 109,710 116,841 17 86,943 95,220 103,497 17 112,393 119,698 18 89,361 97,866 106,374 18 115,713 123,234 19 91,910 100,660 108,881 19 118,579 126,287 20 94,481 103,474 111,465 20 121,566 129,468 21 97,007 106,242 114,134 22 100,753 107,942 115,800 23 106,776 112,257 117,175 24 113,258 115,670 118,865

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 300 APPENDIX

FY22 Proposed Professional and Administrators' Salary Scale (Administrative Levels 3 through 7)

Administrative Administrative Administrative Administrative Administrative Step Level 3 Level 4 Level 5 Level 6 Level 7

1 91,901 98,276 105,098 112,400 120,211 2 91,992 98,375 105,203 112,513 120,332 3 92,835 100,260 107,279 114,520 121,964 4 94,332 101,878 109,009 116,368 123,933 5 95,838 103,504 110,749 118,225 125,910 6 97,696 105,513 112,898 120,519 128,352 7 99,618 107,586 115,118 122,889 130,878 8 101,568 109,693 117,372 125,295 133,439 9 104,053 112,377 120,244 128,360 136,704 10 106,598 115,125 123,185 131,499 140,046 11 109,204 117,940 126,197 134,714 143,471 12 111,871 120,821 129,279 138,005 146,974 13 115,171 124,383 133,091 142,074 151,310 14 117,987 127,426 136,346 145,548 155,009 15 120,866 130,534 139,674 149,100 158,792 16 124,436 134,391 143,798 153,504 163,481 17 127,478 137,677 147,315 157,257 167,480 18 131,244 141,743 151,665 161,903 172,426 19 134,494 145,254 155,423 165,914 176,698 20 137,884 148,914 159,338 170,095 181,149

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 301 APPENDIX FY22 Proposed Professional and Administrative Salary Levels

Professional Level 1 Administrative Level 1 Communications Engineer Assistant Principal, Elementary Custodial Services Supervisor Coordinator, Accounting Endpoint Engineer Coordinator, Administration Building Financial Analyst Coordinator, Community Engagement GIS Analyst Coordinator, Digital Experience Information Security Engineer Coordinator, Distribution Center Information Security Specialist Coordinator, EDGE Maintenance Supervisor Coordinator, Experiential Learning Resource Nurse (RN) Coordinator, Facilities Financial Safety & Security Coordinator Coordinator, Facility Use School Nutrition Specialist Coordinator, Family & Community Engagement Senior Budget Analyst Coordinator, Gifted & Talented Senior Procurement Specialist Coordinator, Internal/External Communications Senior Project Manager Coordinator, Payroll Systems Engineer Coordinator, Planning Traffic and Pedestrian Specialist Coordinator, PROPEL & Level-Up Technical Security Coordinator Coordinator, Public Information Web Developer Coordinator, School Nutrition Services Coordinator, Technology Support Professional Level 2 Coordinator, Transportation Operations Analytics Specialist Data Modeler Data Architect EBS System Administrator Data Engineer Energy Manager HRTD Representative Recruiter Internal Auditor Specialist, Acquisition & Digital Resource IT Project Manager I Specialist, Art Lead Communications Engineer Specialist, Assessment Lead Endpoint Engineer Specialist, Assistive Technology Lead Service Desk Engineer Specialist, Auditing and Analytics Lead Systems Engineer Specialist, Autism Lead Web Developer Specialist, Behavior-Transportation Specialist, Capital Project Professional Level 3 Specialist, Career and Technical Education Records Manager Specialist, Digital Integration Welcome Center Assessor Specialist, Distance Learning

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 302 APPENDIX FY22 Proposed Professional and Administrative Salary Levels

Administrative Level 1 (cont.) Administrative Level 2 (cont.) Specialist, Educational Technology Facilitation Coordinator, CSA Specialist, EL Professional Learning Coordinator, Eligibility Specialist, Enterprise Support Coordinator, Eligibility - Child Find Specialist, Equity and Culturally Responsive Instruction Coordinator, Electrical Engineering* Specialist, HRMS Coordinator, Environmental Safety and OH Specialist, IEP Coordinator, Homebound Services Specialist, Instructional Software Coordinator, HRTD Specialist, Math Coordinator, Mechanical Engineering Design* Specialist, McKinney Vento Liaison Coordinator, Positive Behavioral Interventions and Supports Specialist, Music Coordinator, Prevention Services Specialist, Performing Arts Coordinator, Procedural Support Specialist, Research Coordinator, Project* Specialist, Restorative Practices Coordinator, Response to Intervention Specialist, School Impr & Acct Coordinator, Special Education Specialist, Science Coordinator, Student Services Specialist, Social-Emotional Learning Lead Data Architect Specialist, Social Science & Global Studies Lead Data Engineer Specialist, Special Education Safety & Security Manager Specialist, Speech Language Specialist, School Counseling Services Specialist, STEM Project Management Specialist, Medicaid Specialist, Student Health Services Virtual Loudoun Instructional Designer Specialist, SubCentral Specialist, Textbooks/Digital Resources Administrative Level 3 Specialist, Transition Services Assistant Principal, Academies of Loudoun Specialist, Work Based Learning Assistant Principal (DCS) Specialist, World Languages & Cultures Assistant Principal, High Transportation Coordinator Athletic Director Coordinator, Construction Administrative Level 2 Director, School Counseling - Alternative School Assistant Principal, Middle Director, School Counseling - High School Coordinator, Admissions Director, School Counseling - High School Academy Coordinator, Adult Education Director, School Counseling - Virtual Loudoun Coordinator, Architectural* Fleet Manager Coordinator, Civil Engineering* Principal, Elementary (Small) Coordinator, Competent Learning Model Risk Manager Coordinator, CSA Supervisor, Accounting *Funded by Capital Improvement Program Budget Supervisor, Adult Education

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 303 APPENDIX FY22 Proposed Professional and Administrative Salary Levels

Administrative Level 3 (cont.) Administrative Level 3 (cont.) Supervisor, Accounting Supervisor, School Counseling Services Supervisor, Adult Education Supervisor, School Improvement Supervisor, Assessment Services Supervisor, Science Supervisor, Athletics Supervisor, Social Science & Global Studies Supervisor, Budget and Financial Analytics Supervisor, STEP Program Supervisor, Career & Technical Education Supervisor, Student Assistance Services Supervisor, Classification and Compensation Supervisor, Student Health Services Supervisor, Community Connections Supervisor, Student Support Services Supervisor, Computer Science Supervisor, Transportation Supervisor, Custodial Operations Supervisor, Virtual Loudoun Education Supervisor, Educational Technology Supervisor, Welcome Center Supervisor, Elementary Reading & Writing Supervisor, World Languages & Cultures Supervisor, English Learners Supervisor, English Learners Elementary Administrative Level 4 Supervisor, English & Secondary Reading Architect * Supervisor, Facilities Services Assistant Director, Transportation Supervisor, Fine Arts Civil Engineer* Supervisor, Gifted Principal, Elementary Supervisor, Head Start Administrative Public Information Officer Supervisor, Health, PE and Driver Education Supervisor, Autism Services Supervisor, HRMS Supervisor, Communications Engineering Supervisor, HWB Supervisor, Construction Supervisor, Library Media Services Supervisor, DDI Supervisor, Management and Coordination Supervisor, Data Center Operations Supervisor, Math Supervisor, Data Science & Digital Solutions Supervisor, Multi-Tiered System of Support Supervisor, Diagnostic and Prevention Services Supervisor, Outreach Services Supervisor, Digital Experience Supervisor, Planning Supervisor, Early Childhood Special Education Supervisor, Procurement Supervisor, Early Childhood Identification Services Supervisor, Professional Learning Supervisor, Endpoint Management Supervisor, Recruitment Supervisor, Enterprise Support & Analytics Supervisor, Research Supervisor, Equity Supervisor, Leave & Disability Programs Supervisor, Equity and Culturally Responsive Instruction Supervisor, School Administration Assistant Director, Facilities Maintenance

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 304 APPENDIX FY22 Proposed Professional and Administrative Salary Levels

Administrative Level 4 (cont.) Administrative Level 6 Supervisor, Geographic Information Services Director, Budget and Financial Analytics Supervisor, HRTD Director, Communication and Community Supervisor, Information Security Engagement Supervisor, Instructional Facilitators Director, Construction Supervisor, Land Management Director, Diagnostic & Prevention Services Supervisor, Leadership Development Director, Digital Experience Supervisor, Mentoring and Coaching Director, Enterprise Solutions Supervisor, Oracle EBS Director, Equity Supervisor, Payroll Director, Facilities Services Supervisor, Safety & Security Director, Financial Services Supervisor, Special Education Director, HRTD Supervisor, Specialized Instructional Facilitator Director, Infrastructure & Engineering Supervisor, Technology Acquisition Director, Planning Services Supervisor, Technology Support Center Director, Safety and Security Supervisor, Threat Assessment Director, School Nutrition Services Director, Student Services Administrative Level 5 Director, Transportation Assistant Director, Special Education Principal, Academies of Loudoun Assistant Director, English Learners Program Principal, High Procedural Support Administrative Level 7 Assistant Director, Special Education Director, Elementary Education Specialized Instruction Director, High School Education Director, Academy of Engineering and Technology Director, Instructional Programs Director, Academy of Science Director, Middle School Education Director, Employee Benefits & Retirement Director, School Administration Director, Management and Coordination Director, School Administration Director, Monroe Advanced Technical Academy Director, Special Education Director, Procurement and Risk Management Director, Teaching and Learning Principal (AHS) Principal (DCS) Principal, Middle Supervisor, Elementary Education

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 305 APPENDIX FY22 Proposed Professional and Administrative Salary Levels

Cabinet Level Positions Assistant Superintendent, Business & Financial Svcs Assistant Superintendent, Digital Innovation Assistant Superintendent, Human Resources and Talent Development Assistant Superintendent, Instruction Assistant Superintendent, Pupil Services Assistant Superintendent, Support Services Chief of Staff Division Counsel Superintendent

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 306 APPENDIX

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 307 APPENDIX

FY22 Proposed Classified Pay Scale - Hourly Rates - Non-Exempt (Levels 6 through 11)

Step Level 6 Level 7 Level 8 Level 9 Level 10 Level 11

1 14.04 14.99 16.00 17.08 18.23 19.45 2 14.24 15.20 16.24 17.34 18.51 19.75 3 14.40 15.38 16.43 17.53 18.71 19.97 4 14.73 15.71 16.78 17.92 19.12 20.42 5 14.91 15.93 17.01 18.15 19.38 20.68 6 15.08 16.09 17.18 18.34 19.58 20.91 7 15.38 16.43 17.53 18.71 19.97 21.32 8 15.74 16.80 17.94 19.14 20.44 21.82 9 16.10 17.19 18.35 19.59 20.92 22.34 10 16.51 17.63 18.82 20.10 21.47 22.90 11 16.89 18.03 19.26 20.56 21.94 23.43 12 17.29 18.45 19.70 21.02 22.44 23.95 13 17.69 18.88 20.16 21.53 22.98 24.52 14 18.14 19.36 20.67 22.06 23.55 25.14 15 18.56 19.81 21.13 22.58 24.09 25.72 16 18.98 20.27 21.64 23.09 24.65 26.32 17 19.53 20.83 22.23 23.75 25.34 27.07 18 20.06 21.42 22.87 24.41 26.06 27.81 19 20.64 22.02 23.52 25.11 26.81 28.61 20 21.22 22.66 24.17 25.81 27.54 29.41 21 21.79 23.25 24.83 26.49 28.29 30.20 22 22.41 23.92 25.53 27.25 29.10 31.06 23 23.03 24.59 26.25 28.03 29.92 31.93 24 23.71 25.30 27.01 28.84 30.78 32.86 25 24.38 26.04 27.79 29.66 31.67 33.81 26 25.09 26.80 28.60 30.53 32.59 34.80 27 25.72 27.45 29.31 31.29 33.39 35.66 28 26.36 28.14 30.04 32.06 34.36 36.73

Calculation of Annual Salary: Hourly Rate X Hours per Day X Assignment Days

Levels 1 - 5 were eliminated since they are no longer used for employee Note: placement.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 308 APPENDIX

FY22 Proposed Classified Pay Scale - Hourly Rates - Non-Exempt (Levels 12 through 17)

Step Level 12 Level 13 Level 14 Level 15 Level 16 Level 17

1 20.76 22.16 23.66 25.25 26.97 28.79 2 21.08 22.52 24.04 25.67 27.40 29.25 3 21.32 22.76 24.29 25.95 27.70 29.56 4 21.80 23.26 24.84 26.51 28.30 30.21 5 22.07 23.56 25.15 26.85 28.65 30.58 6 22.32 23.83 25.43 27.16 28.98 30.94 7 22.76 24.29 25.95 27.70 29.56 31.57 8 23.28 24.86 26.53 28.32 30.23 32.26 9 23.84 25.44 27.17 28.99 30.96 33.05 10 24.45 26.10 27.86 29.75 31.75 33.91 11 25.01 26.69 28.49 30.41 32.47 34.66 12 25.56 27.28 29.14 31.09 33.18 35.42 13 26.18 27.95 29.82 31.85 33.99 36.28 14 26.84 28.64 30.57 32.63 34.84 37.20 15 27.45 29.31 31.29 33.39 35.66 38.07 16 28.10 29.99 32.02 34.18 36.48 38.96 17 28.89 30.83 32.91 35.14 37.52 40.05 18 29.68 31.69 33.83 36.11 38.54 41.15 19 30.54 32.60 34.81 37.15 39.66 42.34 20 31.40 33.52 35.78 38.18 40.76 43.51 21 32.23 34.40 36.73 39.21 41.85 44.67 22 33.15 35.39 37.78 40.33 43.06 45.95 23 34.09 36.40 38.85 41.47 44.27 47.27 24 35.08 37.46 39.98 42.67 45.56 48.63 25 36.09 38.51 41.13 43.89 46.86 50.10 26 37.13 39.64 42.32 45.18 48.25 51.61 27 38.20 40.78 43.53 46.47 49.70 53.15 28 39.33 42.08 44.98 48.06 51.44 55.06

Calculation of Annual Salary: Hourly Rate X Hours per Day X Assignment Days

Levels 1 - 5 were eliminated since they are no longer used for employee Note: placement.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 309 APPENDIX

FY22 Proposed Classified Position Titles and Levels - Non-Exempt

Level 6 Level 10 (cont.) School Nutrition Worker Mail Room Clerk Custodian, Athletic Receptionist Custodian Specialized Transport Driver Teacher Assistant, Hearing Impaired Level 8 Teacher Assistant, In-School Restriction Bus Attendant Vehicle Transportation Specialist School Nutrition Lead Level 11 Level 9 Administrative Assistant II Administrative Assistant I Automotive Services Technician Behavioral Assistant Bus Seat Repair Technician Behavioral Assistant, Bus Attendant Bi-Lingual Family & Community Partnership Assistant Copy Center Assistant Career Center Assistant Courier Distribution Center Technician Family & Community Partnership Assistant Health Clinic Specialist Head Custodian I Mechanic I Job Coach, Special Education-Transition Painter II Library Assistant Parent Liaison, Community School School Nurse Assistant Parent Liaison,Title I School Teacher Assistant Parent Liaison,Title I Eligible School Teacher Assistant, Health & Medical Science Parts Inventory Clerk Teacher Assistant, Head Start Parts Inventory Specialist Teacher Assistant, Kindergarten Preventive Maintenance Technician Teacher Assistant, Special Education Project Assistant, Head Start Teacher Assistant, STEP Refuse Equipment Operator Teacher Assistant, Study Hall Registrar School Counseling Administrative Assistant Service Writer Level 10 Tire Technician Attendance Administrative Assistant Trip Scheduling Assistant Distribution Center Assistant Warehouse Technician General Maintenance Worker I Welcome Center Family Liaison Head Custodian II

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 310 APPENDIX

FY22 Proposed Classified Position Titles and Levels - Non-Exempt

Level 12 Level 13 Account Clerk Bus Driver Instructor Building Automation Specialist Carpenter Bus Driver Communications Technician Dispatcher Computer Technician Distribution Center Inventory Control Specialist Copy Center Operator Financial Technician I Digital Experience Specialist Head Custodian III Driver Instructor, Transportation Maintenance Control Clerk Financial Technician II Office Technician Fleet Specialist Payroll Technician I General Maintenance Worker II Records Archivist HVAC Technician I School Nutrition Manager, Elementary Head Custodian IV School Plant Engineer Internet Content and Video Production Assistant Security Patrol Lead Bus Driver Videographer McKinney-Vento Liaison Mechanic II Payroll Technician II Program Assistant Recruitment Assistant Refrigeration Mechanic I Safety and Security Technician School Nutrition Manager, Secondary School Nutrition Manager, Trainer Senior Account Clerk Service Desk Engineer Telecommunications Technician Welcome Center Liaison

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 311 APPENDIX

FY22 Proposed Classified Position Titles and Levels - Non-Exempt

Level 14 Level 16 Accounting Technician Administrative Computer Specialist Administrative Assistant III Assessment Materials Manager Benefits Assistant Crew Chief, Safety and Security Crew Chief, Distribution Center Electrical Crew Chief Financial Technician III Engineering Technician Fleet Maintenance Controller Executive Assistant Information Systems Specialist HVAC Crew Chief Lead Dispatcher Plumbing Crew Chief Lead Head Custodian Program Analyst Lead Patrol Refrigeration Crew Chief Maintenance Crew Chief Parts Supervisor Payroll Technician III Procurement Specialist Routing Specialist Team Leader, Central Vehicle Maintenance Level 17 Team Leader, Transportation Data Analyst Head Start Health-Nutrition Coordinator Level 15 HVAC Controls Tech II Assessment Data Specialist Life Safety Specialist Asset Manager Senior Registrar Clerk to the Board Technical Security Engineer Electrician Fleet Trainer Garage Foreman HVAC Technician II Operations Specialist Pre-Employment Specialist Procurement Specialist II Plumber Refrigeration Mechanic II Technician II Transportation Operations Specialist Waterworks and Wastewater Technician Welcome Center Lead Screener

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 312 APPENDIX

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 313 APPENDIX

FY22 Proposed Classified Salary Scale - Exempt

Step Level 15 Level 16 Level 17

1 51,316 54,807 58,509 2 52,158 55,670 59,434 3 52,725 56,279 60,065 4 53,861 57,499 61,390 5 54,555 58,215 62,148 6 55,186 58,887 62,862 7 56,279 60,065 64,145 8 57,542 61,432 65,554 9 58,908 62,904 67,153 10 60,444 64,524 68,898 11 61,790 65,975 70,434 12 63,177 67,426 71,969 13 64,713 69,067 73,715 14 66,311 70,791 75,586 15 67,846 72,452 77,353 16 69,445 74,135 79,161 17 71,401 76,238 81,390 18 73,377 78,321 83,620 19 75,480 80,591 86,039 20 77,584 82,821 88,415 21 79,666 85,029 90,771 22 81,959 87,490 93,379 23 84,272 89,951 96,049 24 86,711 92,580 98,826 25 89,193 95,229 101,812 26 91,801 98,048 104,862 27 94,430 100,992 107,995 28 97,648 104,525 111,886

Classified level salaries are based on 254 day/8 hours per day or 2,032 hours work schedule.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 314 APPENDIX

FY21 Proposed Classified Position Titles and Levels - Exempt

Level 15 Construction Project Manager Digital Experience Lead Endpoint Specialist Project Manager

Level 16 Accountant Accounting Specialist Area Transportation Supervisor Benefits Specialist Budget Analyst Construction Project Specialist Enterprise Solutions Analyst HRMS Analyst Licensure Specialist Procurement Specialist III Retirement and Disability Specialist School Security Officer

Level 17 ERP Reporting Specialist Environmental Health & Safety Specialist Evaluation Systems Analyst Financial Trainer Fleet Maintenance Supervisor Lead School Security Officer Procurement System Specialist Research Assistant School Nurse (RN) Senior Accountant Senior Benefits Specialist

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 315 APPENDIX

FY22 Proposed Co-Curricular Stipends

ATHLETICS

Baseball Lacrosse Head Coach $5,106 Girls' Head Coach $5,106 Assistant Coach $3,275 Boys' Head Coach $5,106 JV Head Coach $4,097 Girls' Varsity Assistant Coach $3,275 JV Assistant Coach $2,341 Boys' Varsity Assistant Coach $3,275 Basketball Girls' JV Coach $4,097 Girls' Head Coach $5,467 Boys' JV Coach $4,097 Boys' Head Coach $5,467 Girls' JV Assistant Coach $2,341 Girls' Assistant Varsity Coach $4,097 Boys' JV Assistant Coach $2,341 Boys' Assistant Varsity Coach $4,097 Soccer Girls' JV Head Coach $4,097 Girls' Head Coach $5,106 Boys' JV Head Coach $4,097 Boys' Head Coach $5,106 Girls' Freshman Head Coach $3,867 Girls' Varsity Assistant Coach $3,275 Boys' Freshman Head Coach $3,867 Boys' Varsity Assistant Coach $3,275 Cheerleading Girls' JV Head Coach $4,097 Fall Head Coach $5,501 Boys' JV Head Coach $4,097 Fall Varsity Cheer Assistant $3,078 Girls' JV Assistant Coach $2,341 Fall JV Head Coach $4,171 Boys' JV Assistant Coach $2,341 Fall Freshman Head Coach $3,867 Softball Winter Head Coach $4,171 Head Coach $5,106 Winter JV Head Coach $3,867 Assistant Coach $3,275 Winter Freshman Head Coach $3,632 JV Head Coach $4,097 Cross Country Track (Fall) JV Assistant Coach $2,341 Head Coach $4,794 Swimming Assistant Coach (2) $3,632 Head Coach $4,794 Field Hockey Assistant Coach $2,341 Head Coach $5,501 Tennis Assistant Varsity Coach $3,316 Girls' Head Coach $3,632 Football Boys' Head Coach $3,632 Head Coach $7,600 Outdoor Track (Spring) Assistant Varsity Coach (2) $4,919 Girls' Head Coach $5,106 JV Head Coach $5,877 Boys' Head Coach $5,106 JV Assistant Coach $4,097 Girls' Assistant Coach $3,362 Freshman Head Coach $5,877 Boys' Assistant Coach $3,362 Freshman Assistant Coach (2) $4,097 Assistant Coach $3,362 Golf Volleyball Head Coach $2,809 Head Coach $5,501 Gymnastics Assistant Coach $3,316 Head Coach $4,725 JV Head Coach $4,725 Assistant Coach $3,275 Freshman Head Coach $3,632 Indoor Track (Winter) Wrestling Head Coach $5,106 Head Coach $5,106 Assistant Coach (2) $1,621 Assistant Coach $3,275 JV Head Coach $3,776

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 316 APPENDIX

FY22 Proposed Co-Curricular Stipends

STIPENDS

Department of Instruction High School cont.: Department Chair $1,977-$3,954 Magazine $2,512 Newspaper $4,192 Math/English/Science/Social Sciences/ Orchestra $2,098 EL/Vocational/Spec Ed/World Lang./ Physical Education/Fine Arts (based on Department size) Peer Coaching $2,874 Lead Adapted P.E. Teacher $3,876 Senior Class $3,275 Student Council Association $3,877 Elementary School: TV Production $4,356 Elementary Lead Teacher $1,035 Winter Guard/Indoor Drumline $3,053 Elementary Contact Teacher $897 Yearbook $4,192 Elementary School Dean $1,318 Department of Pupil Services: Middle School: CAMPUS Advisor $3,221 Middle School Subject Area Lead Teacher (SALT) $1,775 CAMPUS Advisor Program Manager $3,876 English/Math/Science/Social Sciences/ Lead Educational Diagnostician $3,876 EL/Spec Ed/World Lang./Physical Education Lead Psychologist $3,876 Band Director (MS) $2,049 Lead Social Worker $3,876 Choral Director (MS) $1,269 Lead School Counselor Facilitator (Elementary) $897 Drama $1,900 Lead School Counselor (Middle) $1,775 Guitar $1,226 Mentor, Educational Diagnostician $1,242 Middle School Dean $1,318 Mentor, Psychologist $1,242 CTE Subject Area Lead Teacher (SALT) $1,775 Special Education Dean $1,318 Orchestra $1,556 Restorative Practices Lead $2,874 Student Council Association $1,455 Restorative Practices Co-Lead $1,438 Yearbook $1,879 Human Resources and Talent Development: High School: Mentor $1,242 Academic Competition Sponsor $2,512 Lead Mentor $1,480 Activity Coordinator $4,629 Athletic Trainer $6,348 Superintendent's Office Band Director (HS) $5,750 Equity Lead $3,954 Choral Director (HS) $4,097 Debate $3,275 Drama $5,750 Drill Team $2,512 Forensics $2,512 Future Educators' Association $2,512 Guitar $2,049 Junior Class $3,221

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 317 APPENDIX

FY22 Proposed Middle School Stipends

STIPENDS

The Administrative and Support Staff; Staffing Requirements section of the Standards of Accreditation states the following:

G. Middle or secondary school teachers shall teach no more than 150 students per week; however, physical education and music teachers may teach 200 students per week. If a middle or secondary school physical education or music teacher teaches more than 200 student per week, an appropriate contractual arrangement and compensation shall be provided.

In order to provide consistent compensation while maintaining the current program of studies in our middle schools, teachers who exceed the student load defined by the SOA but have not been assigned an additional instructional period shall be compensated as follows:

% of Full Middle School Middle School Music Teachers (except Stipend Stipend Music and PE) and PE Teachers

up to 10 25% up to 7 students $3,111 students up to 15 up to 20 50% $6,221 students students up to 23 up to 30 75% $9,331 students students up to 30 up to 40 100% $12,441 students students

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 318 APPENDIX

FY22 Proposed Awards

Awards

National Board Certification

LCPS Contribution

All certified $2,500

State Contribution Continuing certification $2,500 First-time certification $5,000

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 319 APPENDIX

FY22 Proposed Hourly Rate

FY22 Daily Substitute Salary Rates

Type Position Amount Instructional Regular $112.75 per day Instructional Long Term Substitute $154.00 per day

FY22 Other Teaching Activities at Daily/Per Student Rates

Amount Activity Courses Teacher Qualification

Driver Education Driver Education Certificate $225 per student $100 per enrolled student that does not successfully complete the course Virtual Loudoun (Online Courses) Determined by Enrollment Certificate $200 per enrolled student that successfully completes the course (Minimum payment of $1,000) Early Childhood Education I/II Early Childhood Education I/II $1,000 per course

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 320 APPENDIX

FY22 Proposed Hourly Banded/Standardized Rates Hourly Band Rate Description Examples of Positions Included

Band 1 $14.23 Routine/entry level, unskilled labor work Substitute School Nutrition Worker Band 2 $15.27 Routine/entry level, unskilled labor work (specialty) Band 3 $16.11 Routine/entry level, semi-skilled Teacher Assistant administrative/clerical/instructional support work Band 4 $16.30 Routine/entry level, semi-skilled instructional Teacher Cadet trainee work Band 5 $17.60  Proficient/mid-level, unskilled labor work Cafeteria Monitor, Specialized Transport Driver, Distribution  Proficient/mid-level, semi-skilled Center Worker, Bus Attendant administrative/clerical work  Routine/entry level, semi-skilled labor work Band 6 $18.63  Advanced/expert level, semi-skilled Parent Liaison, Health Clinic Specialist administrative/clerical work  Routine/entry level, semi-skilled trade/medical support work Band 7 $20.70 Proficient/mid-level, semi-skilled Bus Driver, Safety & Security Patrol, Health Clinic Specialist labor/medical/instructional support work (seasonal), Special Education Teacher Assistant Band 8 $24.06 Routine/entry level, skilled professional work Pre-Employment Specialist, Financial Specialist, Private Duty Nurse Band 9 $26.65 Advanced/expert level, semi-skilled instructional Behavior Assistant support work Band 10 $28.46  Routine/entry level, skilled instructional work PALS Tutor, Interpreter, Teacher-Class Coverage, PEP  Advanced/expert level, skilled instructional Instructor, Welcome Center Screener support work Band 11 $31.05 Proficient/mid-level, skilled Curriculum Development, Safety & Security instructional/professional work (Trainer/Floater/Officer), Registered Nurse Band 12 $31.22 Proficient/mid-level, skilled instructional work Adult Education Instructor (specialty) Band 13 $36.23  Advanced/expert level, skilled Safety & Security Consultant, Mentor/Coach, Advanced professional/instructional work Interpreter (ASL & DHH)  Advanced/expert level, skilled instructional support work (specialty) Band 14 $36.74 Advanced/expert level, skilled professional work (specialty) Band 15 $38.19 Proficient/mid-level level, skilled instructional work Teacher, Librarian, School Counselor, Dean, SPED Dean, (seasonal) IFT, Middle School Counselor, summer IEP Meetings Band 16 $41.40  Advanced/expert level, skilled related Homebound Teacher, Summer in the Arts Assistant services work Coordinator; OT, PT, SLP (seasonal)  Advanced/expert level, skilled instructional work (specialty) Band 17 $46.58 Lead/supervisory level; skilled administrative work Elementary School Principal (seasonal), (Elementary or Administrator) Administrative/Special Projects, Summer in the Arts Coordinator Band 18 $51.75 Lead/supervisory level; skilled administrative work High School Principal (seasonal), Administrative Director (Secondary or Administrative Director)

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 321 APPENDIX

FY22 Proposed Benefit Costs

Retirement Virginia Retirement System (VRS) - All full-time employees are covered. The school system will pay 17.83% of the base salary for all Plan 1 full-time instructional/professional personnel and 7.31% of the base salary for all Plan 1 non- professional covered employees.

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 1.34% of the base salary for all covered employees, which represents the employer and employee share.

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.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 322 APPENDIX

LCPS New Positions

The following pages contains information related to new positions requested in the budget.

 New Position List – sorted by Department/Division and Department/Category

This report provides reference to the page number where the position is located as well as the FTE box category in which the position is shown.

 Staffing Standards

Staffing standards outline the criteria that drives the staffing requirements for numerous positions to adhere to Virginia Board of Education Standards of Quality as well as maintain the school system.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 323 APPENDIX

FY22 Position Change List -- Department/Division Sort (Operating, Grant, School Nutrition Services, and Central Vehicle Maintenance Fund)

Departments Super Divisions Category Description DOI-Instruction SUPT-Superintendent T&L-Teaching & Learning GSS Growth - Staffing Standard PS-Pupil Services SI-Self Insurance IP-Instructional Programs GNS Growth - New School DDI-Digital Innovation GR-Grants SA-School Administration GOG Growth - Other Growth BFS-Business & Financial Services SN-School Nutrition ELEM-Elementary Education ESS Enhancement - Staffing Standard HRTD-Human Resources & Talent Dev. CHT-Charter Schools HS-High School EO Enhancement - Other NON-Non-Departmental SPSV-Support Services FS-Financial Services OTH Other - Staffing STSV-Student Services REA Reallocation EBR-Employee Benefits and Retirement Department Division Position Title Category* Level FTE Page # FTE Box BFS-Business & Financial Services Budget and Financial Analytics Financial Analyst EO PRF1 3.00 84 Analyst BFS-Business & Financial Services Budget and Financial Analytics Financial Analyst GOG PRF1 1.00 84 Analyst BFS-Business & Financial Services FS-Financial Services Coordinator-Payroll EO ADM1 1.00 92 Coordinator DDI-Digital Innovation Digital Innovation Coordinator, Digital Experience ESS ADM1 2.00 126 Coordinator DDI-Digital Innovation Digital Innovation Digital Experience Lead GSS CLS15 1.00 126 Technician DDI-Digital Innovation Digital Innovation Digital Experience Specialist GSS CLS13 2.00 126 Technician DDI-Digital Innovation Digital Innovation Digital Experience Specialist GSS CLS13 3.00 126 Technician DDI-Digital Innovation Digital Innovation Enterprise Solutions-Analytics Specialist ESS PRF2 1.00 126 Specialist DDI-Digital Innovation Digital Innovation Enterprise Support Specialist ESS ADM1 1.00 126 Specialist DDI-Digital Innovation Digital Innovation Supervisor, DDI EO ADM4 1.00 126 Supervisor DOI-Instruction ELEM-Elementary Education Assistant Principal GNS ADM1 1.00 150 Assistant Principal DOI-Instruction ELEM-Elementary Education Assistant Principal GSS ADM1 1.00 150 Assistant Principal DOI-Instruction ELEM-Elementary Education Dean, Elementary GNS Master's 1.00 150 Dean DOI-Instruction ELEM-Elementary Education Dean, Elementary GSS Master's 2.00 150 Dean DOI-Instruction ELEM-Elementary Education Front Office Staff, ES GNS CLS12 1.00 150 Support DOI-Instruction ELEM-Elementary Education Teacher Assistant, FDK GNS CLS9 2.00 150 Teacher Assistant-FDK DOI-Instruction ELEM-Elementary Education Teacher Assistant, FDK GSS CLS9 (4.00) 150 Teacher Assistant-FDK DOI-Instruction ELEM-Elementary Education Teacher Assistant, Grades 1-5 ESS Master's 44.00 150 Teacher Assistant 1-5 DOI-Instruction ELEM-Elementary Education Teacher, Art GNS Master's 0.50 150 Teacher DOI-Instruction ELEM-Elementary Education Teacher, ART GSS Master's 0.50 150 Teacher DOI-Instruction ELEM-Elementary Education Teacher, FDK GNS Master's 2.00 150 Teacher-FDK DOI-Instruction ELEM-Elementary Education Teacher, FDK GSS Master's (4.00) 150 Teacher-FDK DOI-Instruction ELEM-Elementary Education Teacher, Grade 1-5 GNS Master's 9.00 150 Teacher-Grade 1-5 DOI-Instruction ELEM-Elementary Education Teacher, Grade 1-5 GSS Master's 25.00 150 Teacher-Grade 1-5 DOI-Instruction ELEM-Elementary Education Teacher, Grade 1-5 Differentiated GSS Master's (2.00) 150 Teacher-Differentiated DOI-Instruction ELEM-Elementary Education Teacher, Music GSS Master's 1.90 150 Teacher DOI-Instruction ELEM-Elementary Education Teacher, PE GSS Master's 2.20 150 Teacher DOI-Instruction ELEM-Elementary Education Teacher, Reading GNS Master's 0.50 150 Teacher

DOI-Instruction ELEM-Elementary Education Temporary, Teacher, Contingency Grades 1-5 EO Master's 15.00 150 Teacher-Contingency ELEM-Elementary Education; HS-High 150, 154, DOI-Instruction School; Middle School Teacher, Contingency ESS Master's 13.00 164 Teacher-Contingency ELEM-Elementary Education; HS-High 150, 154, DOI-Instruction School; Middle School Teacher, Contingency GSS Master's 23.00 164 Teacher-Contingency DOI-Instruction HS-High School Assistant Principal, High GSS ADM3 1.00 154 Assistant Principal DOI-Instruction HS-High School Principal, Alternative School EO ADM5 1.00 154 Principal DOI-Instruction HS-High School Supervisor, High School Education EO ADM6 1.00 154 Supervisor DOI-Instruction HS-High School Teacher Assistant Study Hall GSS CLS9 (1.00) 154 Teacher Assistant DOI-Instruction HS-High School Teacher Assistant Study Hall GSS CLS9 1.00 154 Teacher Assistant DOI-Instruction HS-High School Teacher Assistant-Study Hall ESS CLS9 26.00 154 Teacher Assistant DOI-Instruction HS-High School Teacher, Academy of Science GSS Master's 1.00 154 Teacher-Academies DOI-Instruction HS-High School Teacher, Contingency North Star EO Master's 3.00 154 Teacher-Contingency DOI-Instruction HS-High School Teacher, Grades 9-12 GSS Master's 68.90 154 Teacher-Grade 9-12 DOI-Instruction HS-High School Teacher, Grades 9-12 Contingency GSS Master's 1.00 154 Teacher-Contingency DOI-Instruction HS-High School Teacher, Grades 9-12 Differentiated GSS Master's (1.60) 154 Teacher-Differentiated DOI-Instruction HS-High School Teacher, MATA ESS Master's 0.10 154 Teacher-Academies DOI-Instruction HS-High School Teacher, MATA GSS Master's (0.10) 154 Teacher-Academies Teacher-Alternative DOI-Instruction HS-High School Teachers, Alternative School EO Master's 10.00 154 School Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 324 APPENDIX

FY22 Position Change List -- Department/Division Sort (Operating, Grant, School Nutrition Services, and Central Vehicle Maintenance Fund)

Departments Super Divisions Category Description DOI-Instruction SUPT-Superintendent T&L-Teaching & Learning GSS Growth - Staffing Standard PS-Pupil Services SI-Self Insurance IP-Instructional Programs GNS Growth - New School DDI-Digital Innovation GR-Grants SA-School Administration GOG Growth - Other Growth BFS-Business & Financial Services SN-School Nutrition ELEM-Elementary Education ESS Enhancement - Staffing Standard HRTD-Human Resources & Talent Dev. CHT-Charter Schools HS-High School EO Enhancement - Other NON-Non-Departmental SPSV-Support Services FS-Financial Services OTH Other - Staffing STSV-Student Services REA Reallocation EBR-Employee Benefits and Retirement Department Division Position Title Category* Level FTE Page # FTE Box DOI-Instruction IP-Instructional Programs CTE Specialist REA ADM1 1.00 158 Instructional Specialist DOI-Instruction IP-Instructional Programs Instructional Facilitator - Deeper Learning EO Master's 3.00 158 Instr Facilitator DOI-Instruction IP-Instructional Programs Instructional Facilitator - Elementary GSS Master's 1.00 158 Instr Facilitator DOI-Instruction IP-Instructional Programs Instructional Facilitator - Technology GNS Master's 1.00 158 Instr Facilitator, Tech DOI-Instruction IP-Instructional Programs Instructional Facilitator-Distance Learning-MS/HS EO Master's 1.00 158 Instr Facilitator DOI-Instruction IP-Instructional Programs Librarian - ES GNS Master's 1.00 158 Librarian DOI-Instruction IP-Instructional Programs Librarian - MS GSS Master's (1.00) 158 Librarian DOI-Instruction IP-Instructional Programs Library Assistant - ES GNS CLS9 1.00 158 Library Assistant DOI-Instruction IP-Instructional Programs Specialist, Distance Learning EO ADM1 1.00 158 Instructional Specialist DOI-Instruction IP-Instructional Programs Specialist, Research EO ADM1 1.00 158 Instructional Specialist DOI-Instruction IP-Instructional Programs Teacher, Gifted EO Master's 5.00 158 Teacher DOI-Instruction IP-Instructional Programs Teacher, Gifted ES GSS Master's 1.00 158 Teacher DOI-Instruction IP-Instructional Programs Teacher, Practical Nursing EO Master's 2.50 158 Teacher DOI-Instruction IP-Instructional Programs Teacher, School Counselor-Virtual Loudoun REA Master's (1.00) 158 Counselor DOI-Instruction IP-Instructional Programs Teacher, Virtual Loudoun EO Master's 35.00 158 Teacher DOI-Instruction Middle School Administrative Assistant I EO CLS9 1.00 164 Support DOI-Instruction Middle School Teacher, Grades 6-8 ESS Master's 4.60 164 Teacher DOI-Instruction Middle School Teacher, Grades 6-8 GSS Master's 1.00 164 Teacher DOI-Instruction Middle School Teacher, Grades 6-8 GSS Master's (0.20) 164 Teacher DOI-Instruction Middle School Teacher, Grades 6-8 Differentiated GSS Master's 2.60 164 Teacher-Differentiated DOI-Instruction T&L-Teaching & Learning Assistant Director, English Learner Program GOG ADM5 1.00 172 Assistant Director

DOI-Instruction T&L-Teaching & Learning Health and Physical Education Resource Teacher EO Master's 1.00 172 Teacher Instruction Facilitators, Equity and Culturally DOI-Instruction T&L-Teaching & Learning Responsive EO Master's 3.00 172 Instr Facilitator DOI-Instruction T&L-Teaching & Learning Instructional Facilitator, Computer Science EO Master's 3.00 172 Instr Facilitator DOI-Instruction T&L-Teaching & Learning Instructional Facilitator, Mathematics EO Master's 2.00 172 Instr Facilitator DOI-Instruction T&L-Teaching & Learning Teacher, ELL - ES GSS Master's 15.40 172 Teacher DOI-Instruction T&L-Teaching & Learning Teacher, ELL - ES - Enhancement ESS Master's 3.50 172 Teacher DOI-Instruction T&L-Teaching & Learning Teacher, ELL - HS GSS Master's 7.70 172 Teacher DOI-Instruction T&L-Teaching & Learning Teacher, ELL - MS GSS Master's 2.50 172 Teacher DOI-Instruction T&L-Teaching & Learning Teacher, Family Life Education EO Master's 2.00 172 Teacher DOI-Instruction T&L-Teaching & Learning Teacher, Propel - Level Up EO Master's 1.00 172 Teacher DOI-Instruction T&L-Teaching & Learning Welcome Center Family Liaison REA CLS11 1.00 172 Support DOI-Instruction T&L-Teaching & Learning Welcome Center Lead Screener REA CLS15 1.00 172 Support

GR-Grants Federal Grants McKinney-Vento Liaison REA CLS13 (1.00) 252 Support GR-Grants Federal Grants Specialist, Career and Technical Education-Grant REA ADM1 (1.00) 252 Specialist GR-Grants Federal Grants Teacher Assistant, Special Education Title VIB REA CLS9 (9.00) 252 Teacher Assistant GR-Grants Federal Grants Teacher, Special Education-Hearing-Title VIB REA Master's (3.00) 252 Teacher, Spec Educ GR-Grants Federal Grants Teacher, Special Education-Vision-Title VIB REA Master's (1.00) 252 Teacher, Spec Educ HRTD-Human Resources & Talent Dev. Human Resources & Talent Dev. Administrative Assistant III EO CLS16 1.00 136 Support HRTD-Human Resources & Talent Dev. Human Resources & Talent Dev. Coordinator EO ADM1 4.00 136 Coordinator HRTD-Human Resources & Talent Dev. Human Resources & Talent Dev. Coordinator, Leave and Disability GOG ADM1 1.00 136 Coordinator HRTD-Human Resources & Talent Dev. Human Resources & Talent Dev. Director EO ADM6 1.00 136 Director HRTD-Human Resources & Talent Dev. Human Resources & Talent Dev. HRTD Representative GOG PRF2 1.00 136 Specialist HRTD-Human Resources & Talent Dev. Human Resources & Talent Dev. Recruiter GOG ADM1 1.00 136 Specialist HRTD-Human Resources & Talent Dev. Human Resources & Talent Dev. Supervisor EO ADM4 2.00 136 Supervisor PS-Pupil Services Diagnostic and Prevention Services Consulting Teacher, PBIS EO Master's 2.00 192 Teacher Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 325 APPENDIX

FY22 Position Change List -- Department/Division Sort (Operating, Grant, School Nutrition Services, and Central Vehicle Maintenance Fund)

Departments Super Divisions Category Description DOI-Instruction SUPT-Superintendent T&L-Teaching & Learning GSS Growth - Staffing Standard PS-Pupil Services SI-Self Insurance IP-Instructional Programs GNS Growth - New School DDI-Digital Innovation GR-Grants SA-School Administration GOG Growth - Other Growth BFS-Business & Financial Services SN-School Nutrition ELEM-Elementary Education ESS Enhancement - Staffing Standard HRTD-Human Resources & Talent Dev. CHT-Charter Schools HS-High School EO Enhancement - Other NON-Non-Departmental SPSV-Support Services FS-Financial Services OTH Other - Staffing STSV-Student Services REA Reallocation EBR-Employee Benefits and Retirement Department Division Position Title Category* Level FTE Page # FTE Box PS-Pupil Services Diagnostic and Prevention Services Specialist, Assessment GOG ADM1 1.00 192 Specialist PS-Pupil Services Diagnostic and Prevention Services Supervisor, Threat Assessment EO ADM4 1.00 192 Supervisor PS-Pupil Services Diagnostic and Prevention Services Teacher, Consulting SEL GOG Master's 1.00 192 Teacher PS-Pupil Services Special Education Coordinator, Competent Learning Model EO ADM2 1.00 200 Coordinator PS-Pupil Services Special Education Dean, Special Education - Elementary EO Master's 15.00 200 Dean PS-Pupil Services Special Education Dean, Special Education - Middle EO Master's 5.50 200 Dean PS-Pupil Services Special Education Occupational Therapist GSS Master's 1.00 200 Instructional Support PS-Pupil Services Special Education Specialized Instructional Facilitator - Reading EO Master's 1.00 200 Instr Facilitator PS-Pupil Services Special Education Speech Therapist GSS Master's 3.00 200 Instructional Support PS-Pupil Services Special Education Supervisor, Special Education GSS ADM4 1.00 200 Supervisor PS-Pupil Services Special Education Teacher Assistant, Special Education GSS CLS9 (2.00) 200 Teacher Assistant PS-Pupil Services Special Education Teacher Assistant, Special Education REA CLS9 9.00 200 Teacher Assistant PS-Pupil Services Special Education Teacher, Special Education ESS Master's 4.00 200 Teacher, Spec Educ PS-Pupil Services Special Education Teacher, Special Education GSS Master's 27.00 200 Teacher, Spec Educ PS-Pupil Services Special Education Teacher, Special Education GSS Master's 3.00 200 Teacher, Spec Educ PS-Pupil Services Special Education Teacher, Special Education - Distance Learning EO Master's 1.00 200 Teacher, Spec Educ PS-Pupil Services Special Education Teacher, Special Education Contingency ESS Master's 5.00 200 Teacher-Contingency PS-Pupil Services Special Education Teacher, Special Education Contingency GSS Master's 8.00 200 Teacher-Contingency PS-Pupil Services Special Education Teacher, Special Education Hearing REA Master's 3.00 200 Teacher, Spec Educ PS-Pupil Services Special Education Teacher, Special Education Vision REA Master's 1.00 200 Teacher, Spec Educ PS-Pupil Services STSV-Student Services Attendance Officer ESS Bachelor's 3.00 208 Attendance Officer PS-Pupil Services STSV-Student Services Director, School Counseling - Alternative School ESS ADM3 1.00 208 Counselor Director, School Counseling - The North Star PS-Pupil Services STSV-Student Services School REA Master's 1.00 208 Counselor PS-Pupil Services STSV-Student Services Director, School Counseling - Virtual Loudoun EO ADM3 1.00 208 Counselor PS-Pupil Services STSV-Student Services Health Clinic Specialist GNS CLS11 1.00 208 Health Clinic Specialist PS-Pupil Services STSV-Student Services Instructional Facilitator, Restorative Practices EO Master's 1.00 208 Instr Faciliator PS-Pupil Services STSV-Student Services School Counselor, Alternative School ESS Master's 1.00 208 Counselor PS-Pupil Services STSV-Student Services School Counselor, Elementary ESS Master's 4.80 208 Counselor PS-Pupil Services STSV-Student Services School Counselor, Elementary GSS Master's (1.40) 208 Counselor PS-Pupil Services STSV-Student Services School Counselor, Elementary GSS Master's 1.20 208 Counselor PS-Pupil Services STSV-Student Services School Counselor, Elementary GSS Master's 0.40 208 Counselor PS-Pupil Services STSV-Student Services School Counselor, High School ESS Master's 1.00 208 Counselor PS-Pupil Services STSV-Student Services School Counselor, High School ESS Master's 15.00 208 Counselor PS-Pupil Services STSV-Student Services School Counselor, High School GSS Master's 2.00 208 Counselor PS-Pupil Services STSV-Student Services School Counselor, High School GSS Master's 3.00 208 Counselor PS-Pupil Services STSV-Student Services School Counselor, Middle School ESS Master's 1.00 208 Counselor PS-Pupil Services STSV-Student Services School Counselor, Middle School ESS Master's 4.00 208 Counselor PS-Pupil Services STSV-Student Services School Counselor, Virtual Loudoun REA Master's 1.00 208 Counselor School Counselor, Virtual Loudoun MS/HS for PS-Pupil Services STSV-Student Services Virtual Loudoun EO Master's 1.00 208 Counselor PS-Pupil Services STSV-Student Services School Nurse Assistant GSS CLS9 0.50 208 School Nurse Assistant PS-Pupil Services STSV-Student Services Social Worker GSS AUX3 1.00 208 Instructional Support PS-Pupil Services STSV-Student Services Specialist, Restorative Practices EO ADM1 1.00 208 Specialist PS-Pupil Services STSV-Student Services Student Assistance Specialist ESS AUX1 3.00 208 Instructional Support PS-Pupil Services STSV-Student Services Student Assistance Specialist GSS AUX1 1.00 208 Instructional Support Teacher, School Counselor - The North Star PS-Pupil Services STSV-Student Services School REA Master's (1.00) 208 Counselor Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 326 APPENDIX

FY22 Position Change List -- Department/Division Sort (Operating, Grant, School Nutrition Services, and Central Vehicle Maintenance Fund)

Departments Super Divisions Category Description DOI-Instruction SUPT-Superintendent T&L-Teaching & Learning GSS Growth - Staffing Standard PS-Pupil Services SI-Self Insurance IP-Instructional Programs GNS Growth - New School DDI-Digital Innovation GR-Grants SA-School Administration GOG Growth - Other Growth BFS-Business & Financial Services SN-School Nutrition ELEM-Elementary Education ESS Enhancement - Staffing Standard HRTD-Human Resources & Talent Dev. CHT-Charter Schools HS-High School EO Enhancement - Other NON-Non-Departmental SPSV-Support Services FS-Financial Services OTH Other - Staffing STSV-Student Services REA Reallocation EBR-Employee Benefits and Retirement Department Division Position Title Category* Level FTE Page # FTE Box SN-School Nutrition School Nutrition Services School Nutrition Manager - ES-29 GNS CLS12 1.00 274 Cafeteria Staff SN-School Nutrition School Nutrition Services School Nutrition Worker - ES-29 GNS CLS6 3.00 274 Cafeteria Staff SPSV-Support Svcs Facilities Services Custodian - ES-23 GNS CLS6 5.00 226 Custodian SPSV-Support Svcs Facilities Services Custodian - ES-29 GNS CLS6 5.00 226 Custodian SPSV-Support Svcs Facilities Services Environmental Health and Safety Specialist EO CLS17 2.00 226 Specialist SPSV-Support Svcs Facilities Services Maintenance Worker GNS CLS13 4.00 226 Maintenance Worker SPSV-Support Svcs Facilities Services Maintenance Workers GSS CLS13 4.00 226 Maintenance Worker SPSV-Support Svcs Facilities Services Refuse Equipment Operator GSS CLS11 1.00 226 Driver Supervisor, Environmental Health and Safety SPSV-Support Svcs Facilities Services (EHS) GOG ADM3 1.00 226 Supervisor SPSV-Support Svcs Management and Coordination Distribution Center Assistant GSS CLS10 5.00 232 Support SPSV-Support Svcs Planning Services GIS Analyst GOG PRF1 1.00 236 Analyst SPSV-Support Svcs Safety and Security Dispatcher EO CLS12 3.00 240 Technician SPSV-Support Svcs Safety and Security Dispatcher GOG CLS12 3.00 240 Technician SPSV-Support Svcs Safety and Security Lead Patrol ESS CLS14 1.00 240 Specialist SPSV-Support Svcs Safety and Security Life Safety Specialist REA CLS17 1.00 240 Specialist Safety & Security Coordinator - SPSV-Support Svcs Safety and Security Training/Emergency Preparedness REA PRF1 1.00 240 Coordinator

SPSV-Support Svcs Safety and Security Safety and Security Technician ESS CLS13 3.00 240 Technician SPSV-Support Svcs Safety and Security School Security Officer ESS CLS16 10.00 240 Specialist SPSV-Support Svcs Safety and Security School Security Officer ESS CLS16 12.00 240 Specialist SPSV-Support Svcs Safety and Security Security Patrol ESS CLS12 2.00 240 Specialist SPSV-Support Svcs Safety and Security Technician II ESS CLS15 2.00 240 Technician SPSV-Support Svcs Transportation Services Analyst, GIS Transportation REA PRF1 1.00 244 Analyst SPSV-Support Svcs Transportation Services Parts Inventory Specialist GSS CLS11 (3.00) 244 Technician SPSV-Support Svcs Transportation Services Specialized Transport Driver REA CLS10 1.00 244 Bus Driver SUPT-Superintendent Central Support Coordinator, Community Engagement GOG ADM1 1.00 106 Coordinator SUPT-Superintendent Central Support Coordinator, Internal/External Communications GOG ADM1 1.00 106 Coordinator SUPT-Superintendent Central Support Executive Assistant, Equity EO CLS16 1.00 102 Support SUPT-Superintendent Central Support Labor Attorney EO ADM7 1.00 102 Attorney

SUPT-Superintendent Central Support Videographer EO CLS12 1.00 106 Support FY22 Position 576.50

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 327 APPENDIX

FY22 Position Change List -- Department/Category Sort (Operating, Grant, School Nutrition Services, and Central Vehicle Maintenance Fund)

Departments Super Divisions Category Description DOI-Instruction SUPT-Superintendent T&L-Teaching & Learning GSS Growth - Staffing Standard PS-Pupil Services SI-Self Insurance IP-Instructional Programs GNS Growth - New School DDI-Digital Innovation GR-Grants SA-School Administration GOG Growth - Other Growth BFS-Business & Financial Services SN-School Nutrition ELEM-Elementary Education ESS Enhancement - Staffing Standard HRTD-Human Resources & Talent Dev. CHT-Charter Schools HS-High School EO Enhancement - Other NON-Non-Departmental SPSV-Support Services FS-Financial Services OTH Other - Staffing STSV-Student Services REA Reallocation EBR-Employee Benefits and Retirement Department Division Position Title Category* Level FTE Page # FTE Box BFS-Business & Financial Services Budget and Financial Analytics Financial Analyst EO PRF1 3.00 84 Analyst BFS-Business & Financial Services FS-Financial Services Coordinator-Payroll EO ADM1 1.00 92 Coordinator BFS-Business & Financial Services Budget and Financial Analytics Financial Analyst GOG PRF1 1.00 84 Analyst DDI-Digital Innovation Digital Innovation Supervisor, DDI EO ADM4 1.00 126 Supervisor DDI-Digital Innovation Digital Innovation Coordinator, Digital Experience ESS ADM1 2.00 126 Coordinator DDI-Digital Innovation Digital Innovation Enterprise Solutions-Analytics Specialist ESS PRF2 1.00 126 Specialist DDI-Digital Innovation Digital Innovation Enterprise Support Specialist ESS ADM1 1.00 126 Specialist DDI-Digital Innovation Digital Innovation Digital Experience Lead GSS CLS15 1.00 126 Technician DDI-Digital Innovation Digital Innovation Digital Experience Specialist GSS CLS13 2.00 126 Technician DDI-Digital Innovation Digital Innovation Digital Experience Specialist GSS CLS13 3.00 126 Technician DOI-Instruction ELEM-Elementary Education Temporary, Teacher, Contingency Grades 1-5 EO Master's 15.00 150 Teacher-Contingency DOI-Instruction HS-High School Principal, Alternative School EO ADM5 1.00 154 Principal DOI-Instruction HS-High School Supervisor, High School Education EO ADM6 1.00 154 Supervisor DOI-Instruction HS-High School Teacher, Contingency North Star EO Master's 3.00 154 Teacher-Contingency DOI-Instruction HS-High School Teachers, Alternative School EO Master's 10.00 154 Teacher-Alternative School DOI-Instruction IP-Instructional Programs Instructional Facilitator - Deeper Learning EO Master's 3.00 158 Instr Facilitator DOI-Instruction IP-Instructional Programs Instructional Facilitator-Distance Learning-MS/HS EO Master's 1.00 158 Instr Facilitator DOI-Instruction IP-Instructional Programs Specialist, Distance Learning EO ADM1 1.00 158 Instructional Specialist DOI-Instruction IP-Instructional Programs Specialist, Research EO ADM1 1.00 158 Instructional Specialist DOI-Instruction IP-Instructional Programs Teacher, Gifted EO Master's 5.00 158 Teacher DOI-Instruction IP-Instructional Programs Teacher, Practical Nursing EO Master's 2.50 158 Teacher DOI-Instruction IP-Instructional Programs Teacher, Virtual Loudoun EO Master's 35.00 158 Teacher DOI-Instruction Middle School Administrative Assistant I EO CLS9 1.00 164 Support DOI-Instruction T&L-Teaching & Learning Health and Physical Education Resource Teacher EO Master's 1.00 172 Teacher DOI-Instruction T&L-Teaching & Learning Instruction Facilitators, Equity and Culturally Responsive EO Master's 3.00 172 Instr Facilitator DOI-Instruction T&L-Teaching & Learning Instructional Facilitator, Computer Science EO Master's 3.00 172 Instr Facilitator DOI-Instruction T&L-Teaching & Learning Instructional Facilitator, Mathematics EO Master's 2.00 172 Instr Facilitator DOI-Instruction T&L-Teaching & Learning Teacher, Family Life Education EO Master's 2.00 172 Teacher DOI-Instruction T&L-Teaching & Learning Teacher, Propel - Level Up EO Master's 1.00 172 Teacher DOI-Instruction ELEM-Elementary Education Teacher Assistant, Grades 1-5 ESS Master's 44.00 150 Teacher Assistant 1-5 ELEM-Elementary Education; HS-High 150, 154, DOI-Instruction School; Middle School Teacher, Contingency ESS Master's 13.00 164 Teacher-Contingency DOI-Instruction HS-High School Teacher Assistant-Study Hall ESS CLS9 26.00 154 Teacher Assistant DOI-Instruction HS-High School Teacher, MATA ESS Master's 0.10 154 Teacher-Academies DOI-Instruction Middle School Teacher, Grades 6-8 ESS Master's 4.60 165 Teacher DOI-Instruction T&L-Teaching & Learning Teacher, ELL - ES - Enhancement ESS Master's 3.50 172 Teacher DOI-Instruction ELEM-Elementary Education Assistant Principal GNS ADM1 1.00 150 Assistant Principal DOI-Instruction ELEM-Elementary Education Dean, Elementary GNS Master's 1.00 150 Dean DOI-Instruction ELEM-Elementary Education Front Office Staff, ES GNS CLS12 1.00 150 Support DOI-Instruction ELEM-Elementary Education Teacher Assistant, FDK GNS CLS9 2.00 150 Teacher Assistant-FDK DOI-Instruction ELEM-Elementary Education Teacher, Art GNS Master's 0.50 150 Teacher DOI-Instruction ELEM-Elementary Education Teacher, FDK GNS Master's 2.00 150 Teacher-FDK DOI-Instruction ELEM-Elementary Education Teacher, Grade 1-5 GNS Master's 9.00 150 Teacher-Grade 1-5 DOI-Instruction ELEM-Elementary Education Teacher, Reading GNS Master's 0.50 150 Teacher DOI-Instruction IP-Instructional Programs Instructional Facilitator - Technology GNS Master's 1.00 158 Instr Facilitator, Tech DOI-Instruction IP-Instructional Programs Librarian - ES GNS Master's 1.00 158 Librarian DOI-Instruction IP-Instructional Programs Library Assistant - ES GNS CLS9 1.00 158 Library Assistant

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 328 APPENDIX

FY22 Position Change List -- Department/Category Sort (Operating, Grant, School Nutrition Services, and Central Vehicle Maintenance Fund)

Departments Super Divisions Category Description DOI-Instruction SUPT-Superintendent T&L-Teaching & Learning GSS Growth - Staffing Standard PS-Pupil Services SI-Self Insurance IP-Instructional Programs GNS Growth - New School DDI-Digital Innovation GR-Grants SA-School Administration GOG Growth - Other Growth BFS-Business & Financial Services SN-School Nutrition ELEM-Elementary Education ESS Enhancement - Staffing Standard HRTD-Human Resources & Talent Dev. CHT-Charter Schools HS-High School EO Enhancement - Other NON-Non-Departmental SPSV-Support Services FS-Financial Services OTH Other - Staffing STSV-Student Services REA Reallocation EBR-Employee Benefits and Retirement Department Division Position Title Category* Level FTE Page # FTE Box DOI-Instruction T&L-Teaching & Learning Assistant Director, English Learner Program GOG ADM5 1.00 172 Assistant Director DOI-Instruction ELEM-Elementary Education Assistant Principal GSS ADM1 1.00 150 Assistant Principal DOI-Instruction ELEM-Elementary Education Dean, Elementary GSS Master's 2.00 150 Dean DOI-Instruction ELEM-Elementary Education Teacher Assistant, FDK GSS CLS9 (4.00) 150 Teacher Assistant-FDK DOI-Instruction ELEM-Elementary Education Teacher, ART GSS Master's 0.50 150 Teacher DOI-Instruction ELEM-Elementary Education Teacher, FDK GSS Master's (4.00) 150 Teacher-FDK DOI-Instruction ELEM-Elementary Education Teacher, Grade 1-5 GSS Master's 25.00 150 Teacher-Grade 1-5 DOI-Instruction ELEM-Elementary Education Teacher, Grade 1-5 Differentiated GSS Master's (2.00) 150 Teacher-Differentiated DOI-Instruction ELEM-Elementary Education Teacher, Music GSS Master's 1.90 150 Teacher DOI-Instruction ELEM-Elementary Education Teacher, PE GSS Master's 2.20 150 Teacher ELEM-Elementary Education; HS-High 150, 154, DOI-Instruction School; Middle School Teacher, Contingency GSS Master's 23.00 164 Teacher-Contingency DOI-Instruction HS-High School Assistant Principal, High GSS ADM3 1.00 154 Assistant Principal DOI-Instruction HS-High School Teacher Assistant Study Hall GSS CLS9 (1.00) 154 Teacher Assistant DOI-Instruction HS-High School Teacher Assistant Study Hall GSS CLS9 1.00 154 Teacher Assistant DOI-Instruction HS-High School Teacher, Academy of Science GSS Master's 1.00 154 Teacher-Academies DOI-Instruction HS-High School Teacher, Grades 9-12 GSS Master's 68.90 154 Teacher-Grade 9-12 DOI-Instruction HS-High School Teacher, Grades 9-12 Contingency GSS Master's 1.00 154 Teacher-Contingency DOI-Instruction HS-High School Teacher, Grades 9-12 Differentiated GSS Master's (1.60) 154 Teacher-Differentiated DOI-Instruction HS-High School Teacher, MATA GSS Master's (0.10) 154 Teacher-Academies DOI-Instruction IP-Instructional Programs Instructional Facilitator - Elementary GSS Master's 1.00 158 Instr Facilitator DOI-Instruction IP-Instructional Programs Librarian - MS GSS Master's (1.00) 158 Librarian DOI-Instruction IP-Instructional Programs Teacher, Gifted ES GSS Master's 1.00 158 Teacher DOI-Instruction Middle School Teacher, Grades 6-8 GSS Master's 1.00 164 Teacher DOI-Instruction Middle School Teacher, Grades 6-8 GSS Master's (0.20) 164 Teacher DOI-Instruction Middle School Teacher, Grades 6-8 Differentiated GSS Master's 2.60 164 Teacher-Differentiated DOI-Instruction T&L-Teaching & Learning Teacher, ELL - ES GSS Master's 15.40 172 Teacher DOI-Instruction T&L-Teaching & Learning Teacher, ELL - HS GSS Master's 7.70 172 Teacher DOI-Instruction T&L-Teaching & Learning Teacher, ELL - MS GSS Master's 2.50 172 Teacher DOI-Instruction IP-Instructional Programs CTE Specialist REA ADM1 1.00 158 Instructional Specialist DOI-Instruction IP-Instructional Programs Teacher, School Counselor-Virtual Loudoun REA Master's (1.00) 158 Counselor DOI-Instruction T&L-Teaching & Learning Welcome Center Family Liaison REA CLS11 1.00 172 Support Welcome Center Lead Screener DOI-Instruction T&L-Teaching & Learning REA CLS15 1.00 172 Support GR-Grants Federal Grants McKinney-Vento Liaison REA CLS13 (1.00) 252 Support GR-Grants Federal Grants Specialist, Career and Technical Education-Grant REA ADM1 (1.00) 252 Specialist GR-Grants Federal Grants Teacher Assistant, Special Education Title VIB REA CLS9 (9.00) 252 Teacher Assistant GR-Grants Federal Grants Teacher, Special Education-Hearing-Title VIB REA Master's (3.00) 252 Teacher, Spec Educ GR-Grants Federal Grants Teacher, Special Education-Vision-Title VIB REA Master's (1.00) 252 Teacher, Spec Educ HRTD-Human Resources & Talent Dev. Human Resources & Talent Dev. Administrative Assistant III EO CLS16 1.00 136 Support HRTD-Human Resources & Talent Dev. Human Resources & Talent Dev. Coordinator EO ADM1 4.00 136 Coordinator HRTD-Human Resources & Talent Dev. Human Resources & Talent Dev. Director EO ADM6 1.00 136 Director HRTD-Human Resources & Talent Dev. Human Resources & Talent Dev. Supervisor EO ADM4 2.00 136 Supervisor HRTD-Human Resources & Talent Dev. Human Resources & Talent Dev. Coordinator, Leave and Disability GOG ADM1 1.00 136 Coordinator HRTD-Human Resources & Talent Dev. Human Resources & Talent Dev. HRTD Representative GOG PRF2 1.00 136 Specialist HRTD-Human Resources & Talent Dev. Human Resources & Talent Dev. Recruiter GOG ADM1 1.00 136 Specialist PS-Pupil Services Diagnostic and Prevention Services Consulting Teacher, PBIS EO Master's 2.00 192 Teacher PS-Pupil Services Diagnostic and Prevention Services Supervisor, Threat Assessment EO ADM4 1.00 192 Supervisor

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 329 APPENDIX

FY22 Position Change List -- Department/Category Sort (Operating, Grant, School Nutrition Services, and Central Vehicle Maintenance Fund)

Departments Super Divisions Category Description DOI-Instruction SUPT-Superintendent T&L-Teaching & Learning GSS Growth - Staffing Standard PS-Pupil Services SI-Self Insurance IP-Instructional Programs GNS Growth - New School DDI-Digital Innovation GR-Grants SA-School Administration GOG Growth - Other Growth BFS-Business & Financial Services SN-School Nutrition ELEM-Elementary Education ESS Enhancement - Staffing Standard HRTD-Human Resources & Talent Dev. CHT-Charter Schools HS-High School EO Enhancement - Other NON-Non-Departmental SPSV-Support Services FS-Financial Services OTH Other - Staffing STSV-Student Services REA Reallocation EBR-Employee Benefits and Retirement Department Division Position Title Category* Level FTE Page # FTE Box PS-Pupil Services Special Education Coordinator, Competent Learning Model EO ADM2 1.00 200 Coordinator PS-Pupil Services Special Education Dean, Special Education - Elementary EO Master's 15.00 200 Dean PS-Pupil Services Special Education Dean, Special Education - Middle EO Master's 5.50 200 Dean PS-Pupil Services Special Education Specialized Instructional Facilitator - Reading EO Master's 1.00 200 Instr Facilitator PS-Pupil Services Special Education Teacher, Special Education - Distance Learning EO Master's 1.00 200 Teacher, Spec Educ PS-Pupil Services STSV-Student Services Director, School Counseling - Virtual Loudoun EO ADM3 1.00 208 Counselor PS-Pupil Services STSV-Student Services Instructional Facilitator, Restorative Practices EO Master's 1.00 208 Instr Faciliator School Counselor, Virtual Loudoun MS/HS for Virtual PS-Pupil Services STSV-Student Services Loudoun EO Master's 1.00 208 Counselor PS-Pupil Services STSV-Student Services Specialist, Restorative Practices EO ADM1 1.00 208 Specialist PS-Pupil Services Special Education Teacher, Special Education ESS Master's 4.00 200 Teacher, Spec Educ PS-Pupil Services Special Education Teacher, Special Education Contingency ESS Master's 5.00 200 Teacher-Contingency PS-Pupil Services STSV-Student Services Attendance Officer ESS Bachelor's 3.00 208 Attendance Officer PS-Pupil Services STSV-Student Services Director, School Counseling - Alternative School ESS ADM3 1.00 208 Counselor PS-Pupil Services STSV-Student Services School Counselor, Alternative School ESS Master's 1.00 208 Counselor PS-Pupil Services STSV-Student Services School Counselor, Elementary ESS Master's 4.80 208 Counselor PS-Pupil Services STSV-Student Services School Counselor, High School ESS Master's 1.00 208 Counselor PS-Pupil Services STSV-Student Services School Counselor, High School ESS Master's 15.00 208 Counselor PS-Pupil Services STSV-Student Services School Counselor, Middle School ESS Master's 1.00 208 Counselor PS-Pupil Services STSV-Student Services School Counselor, Middle School ESS Master's 4.00 208 Counselor PS-Pupil Services STSV-Student Services Student Assistance Specialist ESS AUX1 3.00 208 Instructional Support PS-Pupil Services STSV-Student Services Health Clinic Specialist GNS CLS11 1.00 208 Health Clinic Specialist PS-Pupil Services Diagnostic and Prevention Services Specialist, Assessment GOG ADM1 1.00 192 Specialist PS-Pupil Services Diagnostic and Prevention Services Teacher, Consulting SEL GOG Master's 1.00 192 Teacher PS-Pupil Services Special Education Occupational Therapist GSS Master's 1.00 200 Instructional Support PS-Pupil Services Special Education Speech Therapist GSS Master's 3.00 200 Instructional Support PS-Pupil Services Special Education Supervisor, Special Education GSS ADM4 1.00 200 Supervisor PS-Pupil Services Special Education Teacher Assistant, Special Education GSS CLS9 (2.00) 200 Teacher Assistant PS-Pupil Services Special Education Teacher, Special Education GSS Master's 27.00 200 Teacher, Spec Educ PS-Pupil Services Special Education Teacher, Special Education GSS Master's 3.00 200 Teacher, Spec Educ PS-Pupil Services Special Education Teacher, Special Education Contingency GSS Master's 8.00 200 Teacher-Contingency PS-Pupil Services STSV-Student Services School Counselor, Elementary GSS Master's (1.40) 208 Counselor PS-Pupil Services STSV-Student Services School Counselor, Elementary GSS Master's 1.20 208 Counselor PS-Pupil Services STSV-Student Services School Counselor, Elementary GSS Master's 0.40 208 Counselor PS-Pupil Services STSV-Student Services School Counselor, High School GSS Master's 2.00 208 Counselor PS-Pupil Services STSV-Student Services School Counselor, High School GSS Master's 3.00 208 Counselor PS-Pupil Services STSV-Student Services School Nurse Assistant GSS CLS9 0.50 208 School Nurse Assistant PS-Pupil Services STSV-Student Services Social Worker GSS AUX3 1.00 208 Instructional Support PS-Pupil Services STSV-Student Services Student Assistance Specialist GSS AUX1 1.00 208 Instructional Support PS-Pupil Services Special Education Teacher Assistant, Special Education REA CLS9 9.00 200 Teacher Assistant PS-Pupil Services Special Education Teacher, Special Education Hearing REA Master's 3.00 200 Teacher, Spec Educ PS-Pupil Services Special Education Teacher, Special Education Vision REA Master's 1.00 200 Teacher, Spec Educ PS-Pupil Services STSV-Student Services Director, School Counseling - The North Star School REA Master's 1.00 208 Counselor PS-Pupil Services STSV-Student Services School Counselor, Virtual Loudoun REA Master's 1.00 208 Counselor PS-Pupil Services STSV-Student Services Teacher, School Counselor - The North Star School REA Master's (1.00) 208 Counselor SN-School Nutrition School Nutrition Services School Nutrition Manager - ES-29 GNS CLS12 1.00 274 Cafeteria Staff SN-School Nutrition School Nutrition Services School Nutrition Worker - ES-29 GNS CLS6 3.00 274 Cafeteria Staff

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 330 APPENDIX

FY22 Position Change List -- Department/Category Sort (Operating, Grant, School Nutrition Services, and Central Vehicle Maintenance Fund)

Departments Super Divisions Category Description DOI-Instruction SUPT-Superintendent T&L-Teaching & Learning GSS Growth - Staffing Standard PS-Pupil Services SI-Self Insurance IP-Instructional Programs GNS Growth - New School DDI-Digital Innovation GR-Grants SA-School Administration GOG Growth - Other Growth BFS-Business & Financial Services SN-School Nutrition ELEM-Elementary Education ESS Enhancement - Staffing Standard HRTD-Human Resources & Talent Dev. CHT-Charter Schools HS-High School EO Enhancement - Other NON-Non-Departmental SPSV-Support Services FS-Financial Services OTH Other - Staffing STSV-Student Services REA Reallocation EBR-Employee Benefits and Retirement Department Division Position Title Category* Level FTE Page # FTE Box SPSV-Support Svcs Facilities Services Environmental Health and Safety Specialist EO CLS17 2.00 226 Specialist SPSV-Support Svcs Safety and Security Dispatcher EO CLS12 3.00 240 Technician SPSV-Support Svcs Safety and Security Lead Patrol ESS CLS14 1.00 240 Specialist SPSV-Support Svcs Safety and Security Safety and Security Technician ESS CLS13 3.00 240 Technician SPSV-Support Svcs Safety and Security School Security Officer ESS CLS16 10.00 240 Specialist SPSV-Support Svcs Safety and Security School Security Officer ESS CLS16 12.00 240 Specialist SPSV-Support Svcs Safety and Security Security Patrol ESS CLS12 2.00 240 Specialist SPSV-Support Svcs Safety and Security Technician II ESS CLS15 2.00 240 Technician SPSV-Support Svcs Facilities Services Custodian - ES-23 GNS CLS6 5.00 226 Custodian SPSV-Support Svcs Facilities Services Custodian - ES-29 GNS CLS6 5.00 226 Custodian SPSV-Support Svcs Facilities Services Maintenance Worker GNS CLS13 4.00 226 Maintenance Worker SPSV-Support Svcs Facilities Services Supervisor, Environmental Health and Safety (EHS) GOG ADM3 1.00 226 Supervisor

SPSV-Support Svcs Planning Services GIS Analyst GOG PRF1 1.00 236 Analyst SPSV-Support Svcs Safety and Security Dispatcher GOG CLS12 3.00 240 Technician SPSV-Support Svcs Facilities Services Maintenance Workers GSS CLS13 4.00 226 Maintenance Worker SPSV-Support Svcs Facilities Services Refuse Equipment Operator GSS CLS11 1.00 226 Driver SPSV-Support Svcs Management and Coordination Distribution Center Assistant GSS CLS10 5.00 232 Support SPSV-Support Svcs Transportation Services Parts Inventory Specialist GSS CLS11 (3.00) 244 Technician SPSV-Support Svcs Safety and Security Life Safety Specialist REA CLS17 1.00 240 Specialist Safety & Security Coordinator -Training/Emergency SPSV-Support Svcs Safety and Security Preparedness REA PRF1 1.00 240 Coordinator SPSV-Support Svcs Transportation Services Analyst, GIS Transportation REA PRF1 1.00 244 Analyst SPSV-Support Svcs Transportation Services Specialized Transport Driver REA CLS10 1.00 244 Bus Driver SUPT-Superintendent Central Support Executive Assistant, Equity EO CLS16 1.00 102 Support SUPT-Superintendent Central Support Labor Attorney EO ADM7 1.00 102 Attorney SUPT-Superintendent Central Support Videographer EO CLS12 1.00 106 Support SUPT-Superintendent Central Support Coordinator, Community Engagement GOG ADM1 1.00 106 Coordinator SUPT-Superintendent Central Support Coordinator, Internal/External Communications GOG ADM1 1.00 106 Coordinator FY22 Position Changes 576.50

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 331 APPENDIX

New Position Job Description

Coordinator, HRTD Employee and Labor Relations Department of Human Resources and Talent Development

Professional and Administrators, Level 2 Salary Range: Professional and Administrators Salary Scale 12 Month Position, 8 hours per day

DESCRIPTION: The Human Resources and Talent Development (HRTD) Employee and Labor Relations Coordinator is responsible for providing HR support regarding all aspects of employee relations to the education programs and supporting divisions within Loudoun County Public Schools. PRIMARY RESPONSIBILITIES:

 Coaches and counsel’s management on the handling of complex employee relations issues, including providing assistance and guidance on performance management, employee evaluations, employee corrective action, grievances, and employee termination in accordance with policy, state and federal laws.  Acts as a liaison by facilitating communication among employees and management by providing guidance and consultation.  Notifies and discusses sensitive employee issues with the HRTD leadership team in a timely manner.  Conducts thorough and complex investigations and produces cogent reports; provides discipline recommendations in consultation with HRTD leadership and division management.  Provides support in a variety of other employment situations and policy violations.  Collaborate with division management to identify non-renewal candidates and assist with the non-renewal process.  Assists in the development and implementation of communication and trainings to inform and educate employees and supervisors.  Establishes and maintains a positive, working relationship with school and division management, and other outside entities that may pertain to a child or staff’s well-being (i.e. Child Protective Services, Police Department, Health Department, etc.).  Represents the School Division in unemployment hearings as required by the Virginia Employment Commission and the other states as required.  Reviews and assures compliance with Federal, State and other statutes and regulations affecting HR programs.  Works closely with employees and the Leave and Disability team to ensure Family Medical Leave (FMLA), Americans with Disabilities (ADA) and other various medical leave options are presented to the employee where applicable.  Continuously updates, tracks, and maintains case data of employee and labor relation concerns.  Works closely with local union representatives and collective bargaining agents.  Leads special projects related to the development of business process, changes to policies and regulations, implementations of new trainings, etc.

ORGANIZATIONAL RELATIONSHIPS: The Coordinator, HRTD Employee and Labor Relations reports to the Supervisor, HRTD Employee and Labor Relations

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 332 APPENDIX

New Position Job Description

Coordinator, Leave & Disability Department of Human Resources and Talent Development

Professional and Administrators, Level 1 Salary Range: Professional and Administrators Salary Scale 12 Month Position, 8 hours per day

DESCRIPTION: The Leave & Disability Coordinator supports the Department of Human Resources and Talent Development in providing highly specialized assistance to employees who require an accommodation under the Americans with Disabilities Act Amended (ADA). This position serves as a liaison with employees and supervisors, being a “single point of contact” for LCPS to gain an understanding of individual claim or leave status, as well as providing consulting and education on disability-related matters. The Leave & Disability Coordinator will review medical and job duty information to identify potential ADA modifications to help an employee fulfill the essential duties of their job, coordinating resources as needed. This role will work closely with supervisors and employees to promote an interactive process in an effort to reach agreement on effective modifications that will assist employees to stay at work or return to work, including ongoing follow-up to confirm the effectiveness of the modifications. This position is also responsible for ensuring that all legal and policy requirements are met. PRIMARY RESPONSIBILITIES:

 Serves as a “single point of contact” for employees and supervisors regarding ADA, to include the review of all ADA requests and paperwork, and thoroughly documenting all meetings with supervisors and employees.  Partners with Leave and Workers’ Compensation Specialists to identify employees who may need accommodation upon returning from leave or after a work-related incident.  Tracks the modifications that are provided to an employee and ensure proper documentation on all interactions and employee modification decisions relating to ADA, including follow-up in accordance with EEOC guidelines.  Responsible for timely review and response to ADA requests.  Schedules and leads meetings with supervisor(s), employee(s) and other individuals as part of the interactive dialog of ADA.  Develops educational information for supervisors regarding ADA and how to identify and respond to a request for accommodation.  Develops and maintains ADA materials and communications found on LCPS internal and external websites.  Ensures that LCPS is meeting all federal and state requirements.

ORGANIZATIONAL RELATIONSHIPS: The Coordinator, Leave & Disability reports to the Supervisor, Leave & Disability.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 333 APPENDIX

New Position Job Description

Director, HRTD Employee and Labor Relations Department of Human Resources and Talent Development

Professional and Administrators, Level 6 Salary Range: Professional and Administrators Salary Scale 12 Month Position, 8 hours per day

DESCRIPTION: The Director for HRTD of Employee and Labor Relations champions innovative Human Resources and Talent Development practices, by providing leadership and a delivery of strategic human resources solutions to designated supervisors and employee groups. The Director is responsible for providing human resource support in all aspects of employee and labor relations, harassment, discrimination, and employee grievance cases for the division. The Director will work closely with internal and external stakeholders and provide guidance for systemwide training related to professional and respectful workplace behavior. The Director leads and mentors assigned staff and demonstrates fiscal responsibility. PRIMARY RESPONSIBILITIES:

 Leads change initiatives to deliver services and programs that meet the changing HR needs of a large diverse public-school division, strategic goals, and LCPS priorities.  Provides leadership and direction, supervises, evaluates, and establishes goals for HRTD Supervisor and Coordinator(s) within the employee and labor relations HRTD team.  Ensures employee relations inquires, investigations and resolution of staff and operational issues are handled in a timely and accurate manner.  Ensures compliance with federal and state laws, regulatory agencies, and LCPS policies/regulations.  Demonstrates effective conflict management strategies.  Serves as a liaison with employee organizations.  Supervises, conducts, coordinates, and reviews employee investigations related to allegations of board policy violations, to include but are not limited to, harassment and discrimination.  Ensures that matters related to employee grievances are managed in adherence with school board policy and state guidelines.  Ensures that legal matters related to EEOC complaints are managed as per established timelines and in coordination with division counsel and external legal counsel.  Partners with division leaders to prepare and provide systemwide training on professional and respectful workplace behavior for employees.  Review recommendations for non-renewals and/or employee dismissals, together with the Assistant Superintendent of HRTD.  Works closely with employees and the Leave and Disability team to ensure Family Medical Leave (FMLA), Americans with Disabilities (ADA) and other various medical leave options are presented to the employee where applicable.  Continuously updates, tracks, and maintains case data of employee and labor relation concerns.  Works closely with local union representatives and collective bargaining agents.  Confers with Division Counsel and/or outside counsel on various employee and/or labor relations concerns (where applicable).  Fosters a collaborative working environment and participates on cross-functional teams as assigned. Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 334 APPENDIX

New Position Job Description

 Identifies and request data necessary to make data driven decisions. Director, HRTD Employee and Labor Relations (cont.)

 Researches, analyzes, and implements best practices and procedures. Keeps abreast of changes, trends and legal requirements affecting areas of expertise.  Demonstrates continuous improvement in assigned programs.  Works closely with the HRTD Operations Supervisor for cases that would result in the revocation of teaching certificates.  Serve as a designee for grievance cases (where applicable).  Demonstrates cost consciousness and operational efficiency in meeting objectives of assigned areas or services. ORGANIZATIONAL RELATIONSHIPS: The Director, HRTD Employee and Labor Relations reports to the Assistant Superintendent, HRTD.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 335 APPENDIX

New Position Job Description

Recruiter Department of Human Resources and Talent Development

Professional and Administrators, Level 1 Salary Range: Professional and Administrators Salary Scale 12 Month Position, 8 hours per day

DESCRIPTION: The goal of the Recruiter position is to perform recruitment functions in support of the mission of Loudoun County Public Schools and its strategic goal of cultivating a high performing team of professionals. The Recruiter is responsible for sourcing candidates and building upon LCPS’s established recruitment initiatives. This position will be responsible for a variety of recruitment-related duties to include creating targeted recruiting strategies, coordinating job fair participation, coordinating recruitment materials, and training Department of Human Resources and Talent Development staff and other job fair team members on effective and appropriate recruitment techniques.

PRIMARY RESPONSIBILITIES:

 Coordinate and evaluate LCPS job fair participation, including LCPS-sponsored, and industry specific job fairs; attend job fairs (includes travel and occasional evenings and weekends), and train personnel staff and hiring managers on high yield recruitment strategies and equal opportunity practices  Build on sourcing plan for LCPS recruitment needs in critical areas, including researching and building a network of recruiting sources, internal referrals, and other external resources such as social media outlets, websites, industry associations, and print and radio advertisements; use developed resources to engage in specialized sourcing of highly qualified candidates, with special attention for critical needs positions, licensed trades, and hard to fill administrative roles  Create and coordinate recruitment materials and advertisements that target a wide range of candidates, in collaboration with vendors and/or LCPS’s public information office or other internal resource groups; create and manage employee referral initiatives that encourage employees to refer candidates to LCPS  Coordinate external job postings, to include advertising vacancies on various job boards and social media; conduct candidate searches for senior staff level positions  Build and cultivate relationships with trade schools to promote LCPS through school career pages and in-house vacancy bulletin boards, job fairs, campus visits, LCPS awards and programs, etc.  Gather metrics on recruitment and hiring activity  Complete other duties and related tasks as assigned

ORGANIZATIONAL RELATIONSHIPS: The Recruiter reports to the Supervisor, Recruitment.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 336 APPENDIX

New Position Job Description

Supervisor, HRTD Employee and Labor Relations Department of Human Resources and Talent Development

Professional and Administrators, Level 4 Salary Range: Professional and Administrators Salary Scale 12 Month Position, 8 hours per day

DESCRIPTION: The Human Resources and Talent Development (HRTD) Employee and Labor Relations Supervisor, is responsible for providing human resource support regarding all aspects of employee and labor relations, harassment, discrimination, and employee grievance cases for the division. The HRTD Supervisor will work closely with internal and external stakeholders, and provide systemwide training related to professional and respectful workplace behavior. PRIMARY RESPONSIBILITIES:

 Provides leadership and direction, supervises, evaluates, and establishes goals for HRTD Coordinator(s) within the employee and labor relations HRTD team.  Ensures that school board policies and procedures related to employee allegations of harassment and discrimination are investigated within established timelines.  Supervises, conducts, coordinates, and reviews employee investigations related to allegations of board policy violations, to include but are not limited to, harassment and discrimination.  Ensures that matters related to employee grievances are managed in adherence with school board policy and state guidelines.  Works closely with HRTD Coordinator(s), and with principals and/or supervisors, on management of employee grievances.  Ensures that legal matters related to EEOC complaints are managed as per established timelines and in coordination with division counsel and external legal counsel.  Partners with division leaders to prepare and provide systemwide training on professional and respectful workplace behavior for employees.  Establishes standard operating procedures to guide legal and time sensitive work assignments to ensure compliance with policies, regulations, and procedures; conduct ongoing audits to ensure consistent compliance with procedures.  Consults and communicates with division leaders in relationship to assignment areas.  Serves as a member of Division-wide committees to represent the interests of the department and division; serves on committees, task forces, and work groups as assigned.  Review recommendations for non-renewals and/or employee dismissals, together with the Director of HRTD.  Works closely with employees and the Leave and Disability team to ensure Family Medical Leave (FMLA), Americans with Disabilities (ADA) and other various medical leave options are presented to the employee where applicable.  Continuously updates, tracks, and maintains case data of employee and labor relation concerns.  Works closely with local union representatives and collective bargaining agents.  Completes and coordinates projects of a complex nature as assigned.

ORGANIZATIONAL RELATIONSHIPS: The Supervisor, HRTD Employee and Labor Relations reports to the Director, HRTD Employee and Labor Relations. Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 337 APPENDIX

New Position Job Description

Principal, Alternative School Department of Instruction

Professional and Administrators, Level 5 Salary Range: Professional and Administrators Salary Scale 12 Month Position, 8 hours per day

DESCRIPTION: The Principal of the Alternative School is responsible for the organization, operation, coordination, administration, and evaluation of the instructional and training programs and support services for the educational programs located at the alternative facility: Alternative Education for high school and middle school students and Special Education. In accordance with these responsibilities, the Principal directs and evaluates the performance of the instructional and classified staff assigned to the Alternative School.

PRIMARY RESPONSIBILITIES:

 Provides an instructional program consistent with the goals and objectives of the School Division; provides for the continuing development and implementation of an effective instructional program through classroom supervision and instructional leadership; works with the school staff and community to maintain an atmosphere conducive to learning and appropriate student behavior; utilizes available supervisory personnel to ensure an effective instructional program.  Supervises and evaluates the performance of each member of the school staff and establishes individual programs for improvement consistent with the Division’s mission, vision, and instructional objectives;  advises HRTD of staff needs and participates in the recruitment, employment, assignment, promotion, transfer, non-renewal, and dismissal of licensed and classified personnel needed for an effective alternative  school program.  Fosters effective home and school communication by providing opportunities for parents and teachers to discuss student progress and other matters of mutual concern and by encouraging community involvement in school activities.  Creates ways to monitor and improve student learning; supports and implements a tracking system that allows students, teachers, the Director of High School Education, and parents know what standards students have  mastered and those for which further work is required.  Devises and administers a school budget, utilizing all available funds, which is consistent with Division instructional and administrative goals; supervises the maintenance of accurate bookkeeping records and the accounting of school funds.  Exercises leadership in the development, implementation, and interpretation of Division and School Board Policies and Regulations.  Keeps abreast of developments in alternative educational programming, high school education, and in the field of education generally by participating in professional enrichment activities.

ORGANIZATIONAL RELATIONSHIPS: The Principal, Alternative School repots to the Director, High School Education.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 338 APPENDIX

New Position Job Description

Assistant Director, English Learners Department of Instruction

Professional and Administrators, Level 5 Salary Range: Professional and Administrators Salary Scale 12 Month Position, 8 hours per day

DESCRIPTION: The English Learners Assistant Director is responsible for the organization and coordination of the English Learners (EL) program for the Loudoun County Public Schools. In accordance with these responsibilities, the EL Assistant Director plans, develops, implements, directs, and assesses the EL program in all Loudoun County Public Schools for grade levels K-12. In accordance with these responsibilities, the EL Assistant Director directs the activities performed by select personnel assigned and serves at the Director’s designee in all matters related to the provision or compliance of services for English Learners.

PRIMARY RESPONSIBILITIES:

 Provides leadership to address the increased need across the division for implementation of instructional programming for English Learner students.  Supervises English Learners administrators who hold responsibility for instructional programming at the elementary and secondary level, professional learning, family and community engagement, and the welcome center.  Guides programming and services for English Learner students and teachers to include instruction, professional learning, family and community engagements, and the welcome center.  Serves as the primary contact for English Learners, and implementation of innovative programming to increase the capacity at the building and division level to include collaborative efforts across multiple departments.  Collaborates in identifying needs for professional learning for school-based staff and stakeholders related to English Learners.  Serves as liaison with the state supervisor of English Leaners.  Assists the Director of Teaching and Learning in development and oversight of the annual budget.

ORGANIZATIONAL RELATIONSHIPS: The Assistant Director, English Learners repots to the Director, Teaching and Learning

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 339 APPENDIX

New Position Job Description

Instructional Facilitator, Distance Learning MS/HS, Technology Department of Instruction

Licensed Position Salary Range: Teacher’s Salary Scale 12 Month Position, 7 hours per day

DESCRIPTION: The Distance Learning MS/HS Instructional Facilitator, Technology (IFT) works directly with Virtual Loudoun staff through the coaching cycle (planning, modeling, and reflecting), to effectively meet teaching and learning needs. The IFT will serve as a facilitator who collaborates on planning and facilitates professional learning opportunities with Virtual Loudoun staff to provide deeper learning through technology enabled experiences for students.

PRIMARY RESPONSIBILITIES:

 Assists in the analysis, design, development, implementation, and evaluation of instructional technologies and professional learning opportunities; plans and conducts collaborative model lessons that demonstrate the integration of instructional technology;  Is an active part of the Program and County wide team of IFTs who collaborates with the Supervisor of Virtual Loudoun, Supervisor of Educational Technology, and the Instructional Technology Specialist to create and implement professional learning related to technology-enabled pedagogy; serves as a facilitator on the Program's instructional technology team to meet Program and LCPS goals  Facilitates resource evaluation; facilitates the effective instructional use of available hardware and software and determines appropriate curriculum relevance;  Performs other related duties as assigned.

ORGANIZATIONAL RELATIONSHIPS: The Instructional Facilitator, Technology repots to the Supervisor of Virtual Loudoun

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 340 APPENDIX

New Position Job Description

Supervisor, Elementary English Learners Department of Instruction

Professional and Administrators, Level 3 Salary Range: Professional and Administrators Salary Scale 12 Month Position, 8 hours per day

DESCRIPTION: The Secondary English Learners Supervisor is responsible for the organization and coordination of the English Learners (EL) instructional program for the Loudoun County Public Schools. In accordance with these responsibilities, the EL Supervisor plans, develops, implements, directs, and assesses the EL instructional program in all Loudoun County Public Schools for grade levels K-5.

PRIMARY RESPONSIBILITIES:

 Provides functional and technical supervision over the work of teachers assigned to the English Learners program; fosters professional growth and building of staff morale; plans, coordinates, and presents group and individual in-service activities for instructional personnel; develops, coordinates, revises, and edits curriculum; evaluates effectiveness of instructional programs, determines needs, and develops plans to meet these needs.  Provides curriculum, instruction and assessment support to district leaders, school leaders, and teachers on a regular basis to encourage the use of strategies that will improve student achievement and access to deeper learning.  Selects conferences and coordinates teacher attendance, travel, lodging, and reimbursement; attends appropriate State and professional organization sponsored conferences and conventions; participates in professional organizations related to EL; keeps abreast of current research in EL education; keeps staff informed of State and National issues and trends in EL education.  Works with other central office personnel when appropriate to provide coordinated instructional services; responds to requests for information and materials from individual teachers, principals, and citizens; coordinates participation by students in local, regional, State, and National contests, competitions, and scholarship programs.  Coordinates, in collaboration with the level offices, summer school for elementary English Learners  Prepares reports and attends meetings as the Assistant Superintendent may request.

ORGANIZATIONAL RELATIONSHIPS: The Supervisor, Elementary English Learners repots to the Assistant Director, English Learners.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 341 APPENDIX

New Position Job Description

Supervisor, Welcome Center Department of Instruction

Professional and Administrators, Level 3 Salary Range: Professional and Administrators Salary Scale 12 Month Position, 8 hours per day

DESCRIPTION: The Welcome Center (WC) Supervisor is a passionate, self-motivated, results-oriented leader who directs the work at all Welcome Center sites. In accordance with these responsibilities, the WC Supervisor provides leadership for the Welcome Center’s Assessment, Counseling, Family Engagement, and Registration teams and works collaboratively and efficiently with licensed, administrative, classified, and part-time staff cross-departmentally, as well as with families and other community stakeholders.

PRIMARY RESPONSIBILITIES:

 Administers and supervises all Welcome Center services ensuring consistent and efficient delivery of services, provides functional and technical supervision to all Welcome Center teams, and ensures effective communication with school staff, families, and Central Office.  Provides ongoing evaluation of Welcome Center services to ensure alignment with school division, determines needs, and develops plans to meet those needs; develops and monitors the Welcome Center budget.  Collaborates with schools and community to bridge services for new LCPS families, and monitors family satisfaction with Welcome Center to ensure services match family needs.  Guides collaboration with Departments of Instruction, Pupil Services, and Digital Innovation directors, supervisors, and coordinators to ensure registration, assessment, and placement practices are consistent across the county, including placement/program options for older-aged English Learners (EL), as well as to ensure a consistent message is delivered to families and schools regarding EL screening and identification, transcript evaluation, course/program placement, and other supports for families.  Participates in professional enrichment to keep abreast of developments in the field of second language acquisition, assessment of English Learners, international education, secondary school counseling, and family engagement; assumes responsibility for and participates in professional growth and training to keep skills, materials, and supplies up-to-date.

ORGANIZATIONAL RELATIONSHIPS: The Supervisor, Welcome Center repots to the Assistant Director, English Learners.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 342 APPENDIX

New Position Job Description

Specialist, Research Department of Instruction

Professional and Administrators, Level 1 Salary Range: Professional and Administrators Salary Scale 12 Month Position, 8 hours per day

DESCRIPTION: The Research Coordinator performs professional duties required to collect, review, analyze, and interpret data to monitor student outcomes and inform decisions about instruction and school improvement. Responsibilities include the management of division-wide and ad hoc surveys of staff, students, and parents; data analysis and reporting to central office and school administrators; consultation and technical assistance to administrative and school staff for the interpretation of data; and the coordination of the external research review process.

PRIMARY RESPONSIBILITIES:

 Develops, administers, and reports the results of division-wide and ad hoc surveys to collect data based on the requirements of division and school leaders.  Oversees the work of vendors contracted for specific aspects of survey implementation.  Prepares written and electronic reports, analyses, and presentations of data for a range of audiences and projects.  Works with stakeholders to gather requirements, then plan, design, develop, test, and publish complex data visualization and analytics applications to support effective decision-making and improve access to data from multiple systems.  Provides professional development and protocols for administrative and school staff to analyze data.  Collaborates with interdepartmental staff in the collection and reporting of data.  Coordinates the review, approval, and monitoring of requests from external researchers to conduct studies within the school division.  Participates on the interdepartmental LCPS Data Team to establish and maintain a Data Governance framework that will ensure accurate, reliable and secure enterprise data.

ORGANIZATIONAL RELATIONSHIPS: The Specialist, Research reports to the Supervisor, Research

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 343 APPENDIX

New Position Job Description

Specialist, Distance Learning Department of Instruction

Professional and Administrators, Level 1 Salary Range: Professional and Administrators Salary Scale 12 Month Position, 8 hours per day

DESCRIPTION: The Distance Learning Specialist provides assistance to the Virtual Loudoun Supervisor as requested in the total school program.

PRIMARY RESPONSIBILITIES:

 Assists in the supervision over the work of teachers assigned to teach Virtual Loudoun courses; assist in planning and implementation of the instructional orientation of new teachers; assist in planning, coordinating, and presenting group and individual in-service activities for instructional personnel; assist in maintaining discipline and deals with special cases as necessary.  Works with other central office departments to provide coordinated instructional services.  Assists in the coordination, selection, purchase, and distribution of enrichment and support materials and equipment.  Assists in coordinating with outside vendors to ensure accurate enrollment in virtual courses.  Fosters effective home and school communication by providing opportunities for parents and teachers to discuss student progress and other matters of mutual concern  Keeps abreast of current research and participates in professional organizations.  Collaborates with the virtual school community to include students, parents, teachers, counselors, administrators, and central office staff to ensure an effective instructional program.  Coordinates with outside vendors to ensure accurate enrollment in virtual courses.  Performs record-keeping functions as the Virtual Loudoun Supervisor may direct.  Monitors IEPs of students enrolled in Virtual Loudoun to ensure accountability and compliance; attends and participates in IEP meetings, as needed; provides leadership and support to Virtual Loudoun staff to best meet the needs of special education students; and assists and collaborates with the special education department.

ORGANIZATIONAL RELATIONSHIPS: The Specialist, Distance Learning reports to the Supervisor, Virtual Loudoun

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 344 APPENDIX

New Position Job Description

Welcome Center Family Liaison Department of Instruction

Classified Position, Level 11 Salary Range: Classified Salary Scale 12 Month Position, 8 hours per day

DESCRIPTION: The Welcome Center Family Liaison provides leadership for the Welcome Center Family Engagement Team which is committed to helping new families, registering with a language other than English, develop and maintain strong relationships with their students’ teachers and other members of the school community. The Welcome Center Family Liaison is responsible for connecting families who visit the Welcome Center to school-based parent liaisons to ensure a bridge of support. In addition to the school-based Parent Liaison, the Welcome Center Family Liaison collaborates with other members of the Welcome Center team and the EL Department’s Family and Community Engagement Coordinator.

PRIMARY RESPONSIBILITIES:

 Welcome families to Loudoun County Public Schools and assist the Welcome Center in creating a warm and welcoming environment  Conduct family needs assessment interviews and provide school and community resources, as appropriate  Assist families with ParentVue activation and navigation  Research, connect, and collaborate with community agencies to be able to share appropriate information with families; maintain information databases, resource binders, and literature displays with the school and community resources and information  Update and maintain Welcome Center family-facing publications, to include, but not limited to Welcome Center brochures, the 10 Things to Know about School, Welcome Center Information Packet and webpage  In collaboration with the Welcome Center Coordinator, coordinate the work of the Welcome Center’s PT hourly family engagement team members  Collaborate with the EL Department’s Family and Community Engagement Coordinator to offer appropriate programming to newly registering families  Maintain databases containing team data, to include entering, editing, and correcting data as necessary, as well as produce reports, lists, summaries, and other documents from databases  Other duties, as assigned

ORGANIZATIONAL RELATIONSHIPS: The Welcome Center Family Liaison reports to Welcome Center Supervisor.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 345 APPENDIX

New Position Job Description

Welcome Center Lead Screener Department of Instruction

Classified Position, Level 15 Salary Range: Classified Salary Scale 12 Month Position, 8 hours per day

DESCRIPTION: The Welcome Center Lead Screener assists the Welcome Center Assessor in ensuring the consistency and fidelity of all K-12 English Learner initial testing for possible student placement in the English Learner (EL) program, and all other assessments administered by the Welcome Center. This includes both administering and supporting the administration of all Welcome Center assessments, as well as scoring, paperwork, and data entry. The Lead Screener is also responsible for maintaining the Screener availability calendar, and supporting ongoing Screener professional development. All aspects of the work are subject to detailed and specific procedures according to state and federal guidance.

PRIMARY RESPONSIBILITIES:

 Remain abreast of Welcome Center and EL Department policies and practices to serve as a resource for Welcome Center Screeners, and school-based staff  Administer and score the VA state-approved EL eligibility assessments, as well as all other assessments administered by the Welcome Center  Assist with inputting data into and obtaining reports from electronic databases  Maintain the Welcome Center Screener Availability Calendar and schedule Welcome Center Screeners, in collaboration with the Welcome Center Assessor  Maintain Welcome Center Screening room supplies and resources  Assist with scheduling Welcome Center appointments, facilitating the Welcome Center day-to-day operations in collaboration with staff, and maintaining Welcome Center records  Complete annual WIDA Screener trainings, attend Assessment team meetings and Welcome Center Screener PLCs  Other duties as assigned

ORGANIZATIONAL RELATIONSHIPS: The Welcome Center Lead Screener reports to Welcome Center Supervisor.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 346 APPENDIX

New Position Job Description

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 347 APPENDIX

New Position Job Description

Executive Director Chief of Facilities Department of Support Services

Professional and Administrators, Level 7 Salary Range: Professional and Administrators Salary Scale 12 Month Position, 8 hours per day

DESCRIPTION: Overseeing and coordinating the divisions of Construction Services and Facilities Services through supervision of the Directors of Construction Services and Facilities Services. The Executive Director, Chief of Facilities is responsible for the safe and efficient operations and maintenance of over 12.4 million gross square feet of built infrastructure spread across 100+ Loudoun County Public School campuses, including academic, administrative and athletic facilities. Oversees a staff of approximately 900 full time employees while planning and executing a $200 M annual budget that includes Personnel, Operations and Maintenance, and a Capital Asset Preservation Program. The Facilities Services Division is composed of four primary areas, including facility maintenance services, custodial services, environmental health and safety, and energy management. The position is also responsible for the Capital Improvements Program (CIP) including responsibilities for the organization, operation, and coordination of the capital and minor construction programs for Loudoun County Public Schools. In accordance with these responsibilities

PRIMARY RESPONSIBILITIES:

 Provides leadership, guidance, and support to supervisors and staff in a variety of building trades, custodial and other professional disciplines; ensures best management practices are used within Facilities Services, including effective communications, documentation, safety and regulatory compliance, and use of industry and division standard practices.  Leads in the recruitment, selection, professional development and promotion of assigned personnel; oversees the supervision and evaluation of all Facilities Services personnel.  Prepares, submits, defends and executes an annual operating and capital asset preservation budget for Facilities Services; monitors division expenditures and adjust priorities during the budget year to stay within fiscal guidance. Makes recommendations on, prioritizes and implements energy reduction strategies and efficiency initiatives.  Establishes and recommends priorities for maintenance repair projects; develops and implements preventive maintenance programs; plans and coordinates scheduled maintenance with building administrators; recommends general notices, regulations, and/or School Board policies to affect the safe and efficient operation of plant facilities.  Evaluates the condition of all LCPS facilities to document current conditions and compliance with Health, Life and Safety, and building codes, and implements corrective actions. Communicate status with impacted staff.  Assures regulatory compliance with all federal, state and county safety and environmental requirements affecting facility operations.  Represents Assistant Superintend of Support Services on various committees, at staff meetings, meetings with County of Loudoun government officials, and other public meetings; regularly attends School Board meetings.  Serves as critic senior leader for school division in facility emergency situations; assists in the development of school division Continuity of Operations Plans (COOP) and emergency implementation.  Directs Facilities Services operations during emergency conditions to assure the protection of resources, and the efficient and timely restoration of all facilities operations supporting the instructional environment.  Supervises and coordinates the work of project planners, designers and construction managers.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 348 APPENDIX

New Position Job Description

Executive Director Chief of Facilities (cont.)

 Responsible for planning, design, procurement and contract administration of capital projects and other school construction- related projects such as additions, rehabilitations, site improvements, heating and ventilation projects, etc.

 Maintains control over all school construction projects in order to assure contractors’ compliance with contract requirements and construction schedules; reviews and monitors current architectural planning, general bidding and construction schedules for all construction projects.

 Reviews proposed change orders for validity and cost and works with the architect and/or engineer to ensure subject change(s) are implemented in accordance with the intent of the contract documents.

 Works collaboratively with the Division of Planning Services to prepare and implement the Capital Improvements Program and land acquisition coordination; exercises budget control over operation and capital budgets as assigned; supervises construction-related projects contained in the yearly operating budget as approved by the School Board.

ORGANIZATIONAL RELATIONSHIPS: Executive Director Chief of Facilities repots to the Assistant Superintendent, Support Services

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 349 APPENDIX

New Position Job Description

Crew Chief, Safety and Security Department of Support Services

Classified Position, Level 16 Salary Range: Classified Salary Scale 12 Month Position, 8 hours per day

DESCRIPTION: This is skilled and lead technical security work in the Safety and Security Department. Safety and Security Technician I and Technician II positions are tasked with working on a wide variety of security systems and equipment. As talent and knowledge increases among the Technicians, the necessity of providing leadership and direction in the field to assist in call prioritization and case management is critical. The Crew Chief provides technical expertise, as well as training and development, to personnel in all aspects of technical security. The Crew Chief inspects the progress and completion of work performed by others to ensure conformance with prescribed standards and procedures.

PRIMARY RESPONSIBILITIES:

 Assigns all of the daily assignments to Technician I and II positions.  Provides daily leadership and call priority management in the field, responding to calls for service from schools requesting security assistance  Serves as a technical resource for Technicians.  Assumes all administrative responsibilities in support of time and attendance, leave approval, scheduling, and performance evaluations for assigned staff  Provides feedback and guidance to principals in matters related to Safety and Security equipment and maintenance in schools  Prepares written guidelines and updates standard operating procedures for staff guidance  Performs related work as required

ORGANIZATIONAL RELATIONSHIPS: The Crew Chief reports to Coordinator, Safety and Security (Infrastructure).

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 350 APPENDIX

New Position Job Description

Lead School Security Officer Department of Support Services

Classified Position, Level 17 Salary Range: Classified Salary Scale 10 Month Position, 8 hours per day

DESCRIPTION: The Senior School Security Officer works directly with the Safety and Security Coordinator and the local school Principal to provide student safety and supervisory assistance on school premises and to enforce school regulations regarding conduct. An employee in this position will respond to complaints of losses of personal and school property, develop procedures to deter trespassers from school property, and assist in the establishment and formal audit of local security and safety procedures, including the emergency response plan. The Senior School Security Officer relates well and communicates with students, school staff, and the school community. In locations with multiple School Security Officers the Senior School Security Officer is responsible for coordinating the SSO activities and reports at their school.

PRIMARY RESPONSIBILITIES:

 Assists Safety and Security Coordinator in scheduling, planning, and supervising the work of other SSO’s.  Coordinates activities of SSOs within the school.  Acts as the primary Safety and Security point of contact within the school.  Primary liaison between the school administration and first responders.  Assists in general supervision of school grounds and buildings; assists with administrative enforcement of school regulations regarding conduct; responds to complaints of losses of personal and school property; develops procedures to deter trespassers from school property.  Provides student safety and supervisory assistance on school premises.  Oversees and coordinates parking and bus regulations on school grounds and reports accidents on school property.  Assists in the establishment and formal audit of local security and safety procedures including the emergency response plan.  Assists with developing effective school-community relations and in maintaining a human relations climate which promotes a positive school environment.  Serves as liaison between Loudoun County law enforcement and fire safety officials and school administrators. Represents the school in court, as needed.  Coordinates the student Crime Solvers program.

ORGANIZATIONAL RELATIONSHIPS: The Lead School Security Officer reports to Safety and Security Coordinator.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 351 APPENDIX

New Position Job Description

Lead Security Patrol Department of Support Services

Classified Position, Level 14 Salary Range: Classified Salary Scale 12 Month Position, 8 hours per day

DESCRIPTION: The Lead Security Patrol responds to fire and security alarms in all Loudoun County Public Schools buildings; patrols the interior and exterior of school buildings and grounds; reports vandalism and trespassers; performs regular tests on security alarms; instructs/assists school staff with arming and disarming alarms; performs building fire watch as needed; works with law enforcement as needed; and performs related work as required. The Lead Security Patrol provides assistance and support to the Safety and Security Coordinator, and acts as the backup when needed.

PRIMARY RESPONSIBILITIES:

 Assists Safety and Security Coordinator in scheduling, planning, and supervising the work of Security Patrol personnel.  Provides onsite support to LCPS Patrol Officers.  Ensures LCPS Patrol Officers’ compliance to protocols and procedures.  Acts as the primary trainer for all LCPS Patrol Officers.  Provides support to Safety and Security Coordinator and acts as backup to Coordinator when needed.  Maintains a property and status log of equipment and vehicles assigned to patrols.  Is the primary liaison between Patrol Officers and security systems technicians and on-site contractors.  Assists with investigations  Patrols LCPS owned facilities to detect and deter criminal and/or unsafe activities include checking exterior and interior.  Responds to alarms at LCPS facilities, includes setting/resetting security alarms and assisting the fire department in determining the cause of false fire alarms.  Assists school personnel with securing buildings, setting alarms as needed.  Reports criminal and/or unsafe activities to the appropriate entity as well as the Safety and Security Department. Criminal/suspicious/unsafe activities that require immediate response will be reported via radio to LCPS Transportation dispatcher.  Liaises with responding to public safety personnel in the event of an alarm or incident.  Performs “fire watch” in the event of fire alarm malfunction at a school.

ORGANIZATIONAL RELATIONSHIPS: The Lead Security Patrol reports to Safety and Security Coordinator.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 352 APPENDIX

New Position Job Description

Lead Dispatcher (Safety and Security) Department of Support Services

Classified Position, Level 14 Salary Range: Classified Salary Scale 12 Month Position, 8 hours per day

DESCRIPTION: The Lead Dispatcher is a responsible position in the LCPS Security Operations Center. The LCPS Security Operations Center (SOC) is operational 24-hours a day, 365 days a year. An employee in this position works as a team member with other Dispatchers to fulfill the communications needs of LCPS and other County agencies. Such employees are responsible for all communications functions for school emergencies, burglar alarms, fire alarms, as well as after hour maintenance calls. This position is technical and routinely interacts with other employees, agencies, and citizens. Independent judgment is often used within established procedures. This position provides assistance and backup support to the Coordinator and handles school emergency calls to LCPS Safety and Security, fire, rescue, and police.

PRIMARY RESPONSIBILITIES:

 Assists Safety and Security Coordinator in scheduling, planning, and supervising the work of other Safety and Security personnel.  Responds to calls for services by telephone and radio communication about emergencies, facility hazards, accidents, and other incidents that involve LCPS property, personnel, students, and alerts initiated through automated monitoring of LCPS’s cyber assets.  Maintains online operations status board to keep patrols, supervisors, and responders aware of on-going incidents, threats, notices, and alerts.  Maintains shift log, to include but not limited to: emergency calls, alarm activations, patrol activities, law enforcement requests for information, incidents involving LCPS property, personnel, students, and alerts initiated through automated monitoring of LCPS’s cyber assets.  Drafts, maintains and updates procedures guide and protocols.  Assists other LCPS divisions and law enforcement agencies with investigations.  Ensures adherence of Dispatchers to SOC protocols and established procedures.  Is the primary trainer of SOC Dispatchers.  Assists the SOC Coordinator and acts as a Coordinator’s backup when needed.  Monitors security cameras during emergency calls, alarms, special events, and requests for assistance.

ORGANIZATIONAL RELATIONSHIPS: The Lead Dispatcher (Safety and Security) reports to Safety and Security Coordinator.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 353 APPENDIX

New Position Job Description

Life Safety Specialist Department of Support Services

Classified Position, Level 17 Salary Range: Classified Salary Scale 12 Month Position, 8 hours per day

DESCRIPTION: The Safety and Security Life Safety Specialist works as a liaison between external agencies and internal departments to protect the health, safety and welfare of LCPS students, staff and facilities. The position requires expert knowledge of fire and safety codes, and the ability to work as a customer service representative to assist and educate LCPS personnel in complying with all fire and life safety laws, codes, regulations, LCPS policies and protocols.

PRIMARY RESPONSIBILITIES:

 Schedule, coordinate and perform routine and state mandated life safety inspections in LCPS facilities.  Serve as liaison between LCPS and the following agencies: the Loudoun County Fire Marshal’s Office; Loudoun County Fire and Rescue; and the Loudoun County Department of Building and Development (Inspections).  Assist with the review and implementation of emergency response plans.  Review fire drill and evacuation procedures for all schools and school properties.  Observe and evaluate fire drills when requested.  Monitor new national, state and local fire and life safety codes to ensure compliance at all LCPS properties.  Monitor pending legislation that affects fire and life safety codes for their possible impact on LCPS.  Review all special event requests and permits to ensure compliance with all fire and life safety codes.  Inspect all LCPS Field Day activities for compliance with fire and amusement device codes.  Respond to inquiries regarding fire and life safety issues.  Provide training on life safety issues.  Other duties as assigned.

ORGANIZATIONAL RELATIONSHIPS: The Life Safety Specialist reports to Operations Manager, Safety and Security.

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New Position Job Description

Technician II, Communications (Safety and Security) Department of Support Services

Classified Position, Level 15 Salary Range: Classified Salary Scale 12 Month Position, 8 hours per day

DESCRIPTION: This is skilled electronic work in maintenance and repair of wireless communication equipment and similar devices. The employee is responsible for diagnosing equipment problems, making repairs, and instructing others in the use and operation of the equipment. The employee services wireless communication equipment that receives daily use and which must be maintained in good working condition. The work is performed according to manufacturers’ technical information and standard service practices of the wireless communication trade. This employee is also responsible for the inventory control of all such equipment as well as coordination of billing audits. The employee will be able to prioritize their own daily job duties. This is an advanced position; the employee is considered to be an expert in radio communications.

PRIMARY RESPONSIBILITIES:

 Diagnoses wireless communication equipment problems using reference materials and computer software; replaces certain defective wireless communication components, including replacing batteries.  Tests equipment, pagers, and radios, using volt ohm meters, battery testers, amp/volt testers, computer, communications analyzer and watt meter; tests batteries for radio equipment on a daily basis for replacement.  Trains employees on the use of wireless communication equipment systems.  Trains and mentors Technician 1 positions; assists with Technician I evaluations.  Communicates/coordinates with vendors, school administration, School Board administrative offices, school bus transportation office, and Sheriff’s office (crossing guard liaison and school resource liaison).  Procures equipment/parts as needed to maintain all equipment; maintains extensive inventory of radios (mobile/portable) batteries, pagers, and other communications equipment; maintains records of equipment repairs and inventory of parts.  Issues/installs mobile/portable radios, and pagers at schools, administrative offices, school buses, School Board vehicles, and Loudoun County Sheriff’s office (crossing guards/school resource officers).

ORGANIZATIONAL RELATIONSHIPS: The Technician II, Communications (Safety and Security) reports to Manager, Safety and Security (Infrastructure).

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New Position Job Description

Technician II, Safety and Security (Equipment) Department of Support Services

Classified Position, Level 15 Salary Range: Classified Salary Scale 12 Month Position, 8 hours per day

DESCRIPTION: The Technician II, Safety and Security (Equipment) is responsible for installing equipment, diagnosing equipment problems, making repairs, and instructing others in the use and operation of surveillance camera and digital recording systems equipment, electronic access control systems, security and fire alarm systems, and similar devices. The work is performed according to manufacturers’ technical information and standard service practices of the security surveillance and access control trade and state law. This employee is also responsible for the inventory control of all such equipment. This is an advanced position; the employee is considered to be an expert in technical security.

PRIMARY RESPONSIBILITIES:

 Diagnoses security surveillance equipment problems using reference materials and computer software; replaces defective components, including replacing batteries and mechanical locking systems; and diagnoses security and fire alarm system trouble signals.  Performs minor service and repair of alarm systems; tests equipment using volt ohm meters, amp/volt testers, computers, and watt meters.  Trains employees on the use of electronic control equipment and security surveillance systems.  Communicates/coordinates with vendors, school administration, School Board administrative offices, and school bus transportation office.  Maintains security cameras, digital surveillance recorders, and electronic access control systems including card access and video entry.  Installs security cameras, digital surveillance recorders, and electronic access control systems in school buildings and school administrative offices; maintains records of equipment repairs and inventory of parts.  Trains and mentors Technician 1 positions; assists with evaluations of Technician I positions.

ORGANIZATIONAL RELATIONSHIPS: The Technician II, Safety and Security (Equipment) reports to Manager, Safety and Security (Infrastructure).

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New Position Job Description

Labor and Employment Counsel Superintendent’s Office

Salary Scale, NA Salary Range: $170,000 or Higher 12 Month Position, 8 hours per day

DESCRIPTION: The Labor and Employment Counsel provides direct professional legal counsel, representation, and research for the School Board, Division Superintendent, and staff on school matters, as directed by and subject to the supervision of the General Counsel or designee. The person selected for this position will represent the division in labor and employment law related matters and will consult on employment investigations and collective bargaining. The Labor and Employment Counsel will serve as the division negotiator with respect to negotiations with employee associations on behalf of the School Board, the Superintendent, and the Loudoun County School Division.

PRIMARY RESPONSIBILITIES: The following information is intended to describe the overall nature and scope of the work being performed in relation to the position. This is not a comprehensive listing of all responsibilities or tasks; other work may be assigned when deemed appropriate:

 Provides legal assistance in the drafting of legal documents, policies, rules and regulations, resolutions, and all other legal or quasi-legal papers upon request and prepares and/or reviews contracts as requested.  Advises the General Counsel and the Superintendent in all matters of a legal or technical nature relating to the interpretation of statutes, ordinances, and contracts; monitors and reviews changes in labor and employment law; and advises the General Counsel and the Superintendent regarding legislative changes and necessary School Board and/or administrative action.  Serves as legal representation for litigation and administrative law hearings, advises various departments and others on behalf of the division as assigned by the General Counsel.  Acts as the division representative in negotiations of collective bargaining agreements as assigned by the Superintendent and/or General Counsel.  Negotiates, bargains, and/or discusses issues with the employee associations on matters related to, affected by, or affecting collective bargaining agreements, as required by applicable laws.  In the absence of the General Counsel, at the request of the General Counsel or Superintendent, attends and provides legal advice at regular and special meetings of the School Board and committees thereof as requested.

ORGANIZATIONAL RELATIONSHIPS: The Labor and Employment Counsel reports to the Division Counsel.

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New Position Job Description

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 358 APPENDIX

New Position Job Justification

Department of Business and Financial Services – Budget & Financial Analytics Financial Analyst

One Financial Analyst is requested to help meet the increasing demands of projection and reporting requirements. The Financial Analysts provide weekly, monthly, and quarterly reporting, as well as fund balance and salary projections and ad- hoc reporting and analysis as need. The additional three analysts are requested to support the collective bargaining initiative. These analysts will need to understand and analyze the collective bargaining units’ terms and conditions of employment as they pertain to labor contracts. They will work in conjunction with Legal, Payroll, Human Resources and Talent Development offices in ensuring the financial information in the contract negotiations is documented appropriately.

Department of Business and Financial Services – Financial Services Payroll Coordinator for Collective Bargaining The Payroll Coordinator position requested is a vital role within the Payroll Division because it needs to understand collective bargaining and the unique needs. The job duties involve understanding and implementing pay frequency, hours worked, benefit selections, and other terms and conditions of the collective bargaining unit. The Payroll Coordinator position is required to keep up with tax law changes and guidance. The Payroll Division needs a payroll expert to continue with our payroll processes and tax filings. Additionally, a payroll expert is required to review all federal and state requirements and keep abreast of the new requirements pushed out from the federal government, state governments, and collective bargaining requirements. This position is a critical position within our organization, and we need a full-time employee to take on the requirements and challenges that we face as a department.

Central Support - Superintendent Attorney for Collective Bargaining

The Attorney for Collective Bargaining position requested is vital within the Loudoun County Public Schools (LCPS). This role needs to understand the collective bargaining process and guide LCPS staff through this unique requirement. This position requires knowledge of the National Labor Relations Act and its relation to the public sector. The Attorney position involves legal and ethical considerations, federal and state law requirements, and labor and employment laws involving collective bargaining. LCPS needs to have an expert with supervisory and managerial knowledge in the collective bargaining area to interpret public sector employees’ rights and direct staff on collective bargaining requirements.

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New Position Job Justification

Central Support - Superintendent Attorney for Collective Bargaining (cont.)

Additionally, this position will need to keep abreast of new requirements implemented by the federal government, state governments, and administrative and judicial rulings related to LCPS.

Department of Human Resources and Talent Development HRTD Employee and Labor Relations Positions

The purpose of this memo is to request the following positions  1 FTE - Director, HRTD Employee and Labor Relations (Level 6 Administrative employee)  2 FTE - Supervisor, HRTD Employee and Labor Relations (Level 4 Administrative employee)  4 FTE – Coordinator, HRTD Employee and Labor Relations (Level 2 Administrative employee)  1 FTE – Administrative Assistant III (Level 14 Classified employee) These positions will represent a new team within the Department of HRTD and are requested to support the collective bargaining initiative. This team will be responsible for providing human resource support regarding all aspects of employee and labor relations, harassment, discrimination, and employee grievance cases for the division. These employees will need to have a thorough understanding of the collective bargaining units’ terms and conditions of employment as they pertain to labor contracts. This team will play an integral role in the negotiation process and work closely with internal and external stakeholders throughout the division regarding wage and benefit presentations, proposals and implementation.

Department of Human Resources and Talent Development Leave & Disability Coordinator

The Leave & Disability Coordinator will report to the Leave & Disability Supervisor and support the Leave & Disability Specialists and the Department of Human Resources and Talent Development. This position will primarily be charged with providing support for employee accommodations under the Americans with Disabilities Act Amended (ADA). During FY20, the Leave & Disability office processed 2,338 Family Medical Leave Act (FMLA) applications and 971 workers’ compensation claims. All 3,309 cases have the potential to require accommodation upon return to the worksite. This employee will be responsible for the full life cycle of all ADA requests, including position modifications for all LCPS employees. ADA is accessible for all employees, regardless of full-time or part-time status. LCPS has approximately 17,000 employees who are eligible for ADA. To help determine adequate accommodations, and in compliance with the Equal Employment Opportunity Commission (EEOC), LCPS engages in an interactive process. This position would manage the interactive process and work with the employee and their supervisor to determine an appropriate accommodation. As part of this process and in accordance with the EEOC, the Leave & Disability Coordinator would: Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 360 APPENDIX

New Position Job Justification

Department of Human Resources and Talent Development Leave & Disability Coordinator (cont.) • Analyze the specific job requirements and determine essential functions of the job; • Consult with the employee to ascertain the precise job-related limitations imposed by the disability and how those limitations would be overcome with the requested accommodation(s); • Consult with the employee’s supervisor to review the requested accommodation(s) and any alternatives that may be more functional or sustainable; • After consulting with the employee and their supervisor, identify potential accommodations and assess the effectiveness in allowing the employee to perform the essential functions of the job, determine the cost to the school division and the sustainability or hardship of the accommodation on the worksite; and • Engage in an interactive dialog with the employee and their supervisor, taking into consideration the needs of the employee, the requested accommodation(s) and any proposed alternatives, the needs of the worksite and ongoing cost and sustainability of the accommodation, come to a consensus that meets the needs of all parties and allows the employee to continue to carry out the essential duties of the job. The Leave & Disability Coordinator would also be responsible for requesting and reviewing medical documentation to determine whether the employee has a disability and needs the requested accommodation or identifying a more appropriate accommodation. In addition to the above, the Leave & Disability Coordinator will be charged with the education and guidance of LCPS Administrators on ADA requirements, processes, timelines, and terms. As LCPS continues to grow, the need to support employees and administrators through the leave and disability process grows. LCPS currently has four (4) Leave & Disability Specialists who support the division’s leave and disability programs, including FMLA, School Board Policies, Short-Term Disability, Workers Compensation, and ADA for all LCPS employees.

Department of Human Resources and Talent Development Recruiter The purpose of this document is to request a Level 1 Recruiter to assist with the recruitment of: 1) high-volume classified positions; 2) hard-to-fill professional and technical positions; and, 3) candidates to create a deeper pipeline of LCPS student teacher prospects. The Classified Recruiter will report to the HRTD Recruitment Supervisor.

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New Position Job Justification

Department of Human Resources and Talent Development Recruiter (cont.) Currently there are three full-time FTE’s in HRTD dedicated to the teacher recruitment pipeline. Their tasks include diversifying the teacher workforce, providing candidate care, and implementing “Grow Your Own” efforts through the Teacher Cadet and Educators Rising programs. The positions were specifically created to focus on recruiting for licensed hiring because the national teacher shortage and competition for diverse and highly qualified talent have affected LCPS at the same time that LCPS continues to see enrollment growth. The continued school enrollment growth has not only affected the recruitment of licensed positions, but also other employee populations, specifically Special Education Teacher Assistants, Behavioral Assistants, and Bus Drivers. The Classified Recruiter role will support these areas of hiring, as well as provide support for other hard-to-fill classified positions. Finally, the position will build upon the student teacher process (TNT) as another way to increase the candidate pipeline for LCPS. High-Volume Classified Positions: As of October 2020, Pupil Services has over 895 Special Education Teacher Assistants, up from 866 in 2019, and 79 Behavioral Assistants, up from 67 in 2017, working on all programmatic levels. Teacher Assistants are an integral part of the team when working with students in special education programs (pre-K to 21). These positions have seen a rise in attrition over the last three years.

School Year Attrition

SY 19-20

SY 18-19

SY 17-18 79

In addition to attrition, the Special Education Teacher Assistant pool is a strong pipeline for licensed teaching positions, specifically Special Education Teachers, a critical shortage area for LCPS. HRTD began tracking the number of SPED TA’s hired into SPED Teacher positions in the 2017-2018 hiring year. For the second straight year, that number rose as Teacher Assistants have the opportunity to participate in the SPED cohort through the partnership with LCPS and George Mason University. Additionally, the recruiting team has actively recruited from the pool of TA’s to participate in LCPS career fairs and apply to open vacancies.

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New Position Job Justification

Department of Human Resources and Talent Development Recruiter (cont.)

Number of TA's Hired as Total Number of SPED Hiring Year SPED Teachers Teachers Hired

HY 17-18 41 174

HY 18-19 52 171

HY 19-20

The increase in attrition and the number of TA’s advancing into licensed positions have increased the number of Special Education Teaching Assistants LCPS needs to recruit and hire each year. The current process requires a position to be posted and principals to go through the applicant pool which can vary from 30-60 applicants all ranging in different levels of qualifications. This can be time consuming for principals and take away time from activities in the school building. One of the goals of the Classified Recruiter position will be to streamline the hiring process for Special Education Teacher Assistants. The recruiter can pre-screen TA applicants working with the hiring managers in the schools and then provide the hiring manager with a shorter list of candidates who would contribute the most based upon the hiring manager’s needs. In addition to streamlining the hiring process, the position will begin to develop ways to build on the “Grow Your Own” initiatives by working closer with the LCPS Classified staff population. Research shows that developing current non-licensed staff positions into licensed teachers is an effective way to deepen the teacher candidate pipeline and diversify the teacher population. The Classified Recruiter will work with the hiring managers to identify classified staff members in each building who are ready to move into the licensed staff program and provide these candidates with client care and information about routes to licensure. Hard-To-Fill Technical and Professional Positions: As LCPS continues to grow, so does the need for non-licensed positions to support the school division. As of June 2020, the unemployment rate in Loudoun County was 7.7% as reported by the Bureau of Labor Statistics. In addition, Northern Virginia has seen growth in the private sector and competition for talent remains high in specialized positions. Some of those positions are areas that support Infrastructure and Engineering in The Department of Digital Information. Recruiting for Mechanics in the Department of Transportation has also experienced some challenges. Additionally, Facilities Services has positions that require very specific certifications and/or experience such as HVAC, Electrician, and Plumber. Similar to the teacher shortage, some of these areas are also experiencing shortages in available talent, and LCPS has to compete with the opportunities available to candidates in the private sector.

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New Position Job Justification

Department of Human Resources and Talent Development Recruiter (cont.) In the case of Mechanics, in June-August of 2019, the Department of Transportation had six Mechanic II positions open due to retirements and promotions. As of September 2019, there were still two positions vacant. The posting received a small number of applicants even after multiple methods to promote the position, and three different candidates declined offers for the position. Challenges that facilities services have seen in some of their areas is a lack of qualified candidates. An Electrician vacancy has been open since March 2019. The department also has HVAC positions that are posted for months with no applicants. Facilities Services has done some newspaper and radio advertisements, but there is not a dedicated function/resource to work on the strategy. The Classified Recruiter position will develop sourcing strategies for hard-to-fill technical staff as well as look at branding and marketing strategies to create a value proposition for potential candidates to choose LCPS over positions in the private sector. Having these strategies and branding will allow this position to actively recruit for these hard-to-fill positions. Student Teacher Pipeline As part of the Strategic Action Plan, HRTD continues to work on strategies to mitigate the national teacher shortage. Another pipeline for teaching is prospective applicants who complete their student teaching in Loudoun County Public Schools. HRTD reports on the number of student teachers hired each year and the percentage of student teachers hired into licensed positions from the total number of student teachers.

School Year Number of Percentage of Student Student Teachers Teachers Hired into Licensed Hired into Positions Licensed Positions

SY 17-18 107 out of 379 28.2%

SY 18-19 104 out of 390 26.7%

SY 19-20 51 out of 171 29.8%

This position will help build upon the overall number of students doing their student teaching in LCPS (TNT) by providing more client care, strengthening relationships with partner colleges and universities and supporting TNT’s through the recruiting and hiring processes. Collaborating with the Licensed Recruiters and HRTD Coordinators, the Classified Recruiter will work to get the TNT’s to accept licensed positions with LCPS upon graduation.

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New Position Job Justification

Department of Instruction – High School Contingency, Secondary, Douglass School Transition to North Star High School Education

A potential additional 3.0 Contingency FTEs for secondary staff are needed in response to potential enrollment growth or student support needs as Douglass School transitions to a larger location known at North Star High School. The potential growth would be determined as students and families enroll throughout the spring 2021 enrollment period and throughout the 2021-22 school year. Recommendation: program expansion and needs due to larger location 3.0 Contingency FTE for North Star High School

Department of Instruction – High School Principal, Alternative School High School Education

A 1.0 FTE is required by VDOE Standards of Quality when opening an alternative school. As the first alternative school in LCPS, the alternative school will provide time and attention to support the personalized needs of those students whose formal education has been interrupted by external and life challenging circumstances. The alternative school will provide the flexibility in creating a schedule that meets the unique needs of the students in attaining their high school diploma. Recommendation: new school 1.0 FTE

Department of Instruction – High School Teachers, Alternative School High School Education

VDOE Standards of Quality require teachers who are under the supervision of the school principal. LCPS requests a 9 to 1 ratio supportive of the alternative school goals to support the unique needs of students. Utilizing the LCPS staffing standards with a school enrollment of 60 and a class size of 9, the maximum staffing standards calculations yield 10.1 FTE. Staffing for one learning block at the high school requires 0.2 FTE. As a result, we are asking for a maximum of 10.0 FTE to support year one of the new alternative school. Recommendation: new school 10.0 FTE

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New Position Job Justification

Department of Instruction – Instructional Programs Specialist, Research

The research office needs additional support to meet the demands of an increase in requests for data, surveys, FOIA requests, and program evaluations. The Research Specialist will support the increased demand by collecting, reviewing, analyzing, and interpreting data to monitor student outcomes and inform decisions about instruction and school improvement. Responsibilities include the management of division-wide and ad hoc surveys of staff, students, and parents; data analysis and reporting to central office and school administrators; consultation and technical assistance to administrative and school staff for the interpretation of data; and the coordination of the external research review process. This position may also collaborate with staff from other offices for the completion of research projects.

Department of Instruction – Instructional Programs Specialist, Distance Learning

Due to the current pandemic and the likelihood that some students will remain in a distance learning environment for 2021- 2022 school year, there is a need to provide full-time distance learning options for students. This expansion of Virtual Loudoun opportunities for students requires additional staff to include a distance learning specialist. The Distance Learning Specialist will provide additional administrative support for ensuring equitable and effective instructional practice, managing disciplinary concerns as well as assisting in the supervision of instructional staff.

Department of Instruction – Instructional Programs Instructional Facilitator - Distance Learning MS/HS, Technology

Due to the current pandemic and the likelihood that some students will remain in a distance learning environment for 2021- 2022 school year, there is a need to provide full-time distance learning options for students. This expansion of Virtual Loudoun opportunities for students requires additional staff to include a Distance Learning MS/HS IFT to support the teachers in the distance learning environment with embedding effective use of technology into their instruction. Because students attend Virtual Loudoun courses year round, this will be a 248 day position.

Department of Instruction – Instructional Programs Teacher, Distance Learning

Due to the current pandemic and the likelihood that some students will remain in a distance learning environment for 2021- 2022 school year, there is a need to provide full-time distance learning options for students. This expansion of Virtual Loudoun opportunities for students requires additional staff to include teachers in order to teach the students who will remain fully distant learning.

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New Position Job Justification

Department of Instruction – Middle School Administrative Assistant I Brambleton Middle School will have an Annex at Independence High School due to the overflow of students who will be taking classes at Independence. With enrollment exceeding 1700 students and approximately 300 students attending the annex, current resources cannot support the student population and projected needs. Therefore, an Administrative Assistant I position would be housed at Independence to support students and school procedures at the Annex.

Department of Instruction – Teaching and Learning Assistant Director, English Learners This position is needed to provide increased capacity for the Office of English Learners. The assistant director will focus on program compliance, instructional services for English Learners , screening and other cross departmental projects in collaboration with the Director of Teaching and Learning, the Virginia Department of Education, school-based staff, and division level staff. Additional responsibilities will include monitoring of professional learning, implementation of regulations, policies, procedures and practices for quality, compliance with all laws and regulations and fidelity of implementation. The assistant director will also be the primary contact for federal and state reporting and compliance with English Learner student information.

Department of Instruction – Teaching and Learning Supervisor, Elementary English Learners The Elementary English Learners Supervisor will be responsible for the organization and coordination of the English Learners (EL) instructional program for elementary schools within Loudoun County Public Schools. They will provide functional and technical supervision over the work of teachers assigned to the English Learners program. Fosters professional growth and building of staff morale. Plan, coordinate, and present group and individual in-service activities for instructional personnel. Develop, coordinate, revise, and edit curriculum. Evaluates effectiveness of instructional programs, determines needs, and develops plans to meet these needs.

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New Position Job Justification

Department of Instruction – Teaching and Learning Supervisor, Welcome Center (Reclassification) The scope of the position (Welcome Center Coordinator) has changed since the Welcome Center opened in August 2015. The Welcome Center is now recognized for the leadership and support it provides school-based staff, as well as its collaboration with not only DOI colleagues, but also colleagues in DPS, DDI, and DSS, to work towards its mission of helping families and students, registering with a language other than English, develop their personalized educational goals, thereby supporting the LCPS mission of empowering ALL students to make meaningful contributions to the world. The Welcome Center originally opened to return instructional time to EL teachers, by providing EL screening to families registering with a language other than English, via a phased roll out to all LCPS schools. Over its first three years, the Welcome Center continued to increase the schools to which it provided service as well as the services provided, establishing both the Assessment and Counseling teams, as effective and efficient division-level support for schools in course/program placement and evaluation of international transcripts. Over the next two years, the Welcome Center continued to expand its services, to include, but not limited to, assisting families with ParentVue activation, conducting a family needs assessment, administering the English 9 and 10 Tests for Credit, and publishing a variety of forms and guidance for both Welcome Center and school-based counselors. It should be noted that the services provided by the Family Engagement and Registration teams will be fully realized over the next few years as part-time staff transition to professional full-time staff and the Welcome Center moves from its temporary location to its two permanent locations in Sterling and Leesburg. It should also be noted that when the permanent locations open, the Welcome Center will also be registering students who not only register with a language other than English, but also those registering English only but with international transcripts. The Welcome Center, through the leadership of the Welcome Center Coordinator, is recognized across the division for promoting consistency across the county in regards to international transcript evaluation, course/program placement, supporting the needs of the whole family, and advocating for expanded programming for older-aged students who are eligible for LIEP services, as well as alternative pathways for newly registering (international) students to demonstrate mastery and earn credit.

Department of Instruction – Teaching and Learning Welcome Center Lead Screener The Welcome Center Lead Screener serves first and foremost as a regularly available screener ensuring the consistency and fidelity of all assessments administered by the Welcome Center, which are subject to detailed and specific procedures according to state and federal guidance. The Lead Screener is also responsible for maintaining screening room supplies and resources, and scheduling of on-call screeners, in collaboration with WC Assessor. Staff currently doing this work are paid by Part-Time funds. However, as the Welcome Center expands to two permanent locations, converting this to an FTE position will enhance consistency and professionalism in the position, especially important given the increasingly technical nature of assessments administered by the Welcome Center.

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New Position Job Justification

Department of Instruction – Teaching and Learning Welcome Center Family Liaison The Welcome Center Family Liaison provides leadership for the Welcome Center’s Family Engagement Team, responsible for welcoming newly registering families to LCPS (with a language other than English or—in the future—with international transcripts), and assisting with their transition to their home school. Some of the services the Family Engagement team provides includes, but is not limited to, conducting a needs assessment interview with all families who come to the Welcome Center (currently does not include KG students enrolling prior to the start of the school year), connecting families with school and community resources, as well as assisting families with ParentVue activation and navigation. Staff currently doing this work are paid by Part-Time funds (WC Parent Liaison). However, as the Welcome Center expands to two permanent locations, converting this to an FTE position will enhance consistency and professionalism in the position; thereby ensuring a bridge of support for families between the Welcome Center and school-based parent liaisons.

Department of Pupil Services – Diagnostic & Prevention Services Consulting Teacher, SEL

Given the increase in mental health needs in youth, it is imperative to provide universal, explicit instruction to middle school students to promote healthy social-emotional developmental and positive mental health strategies based upon the Collaborative for Academic Social Emotional Learning (CASEL)'s five competencies to include self-awareness, social awareness, self-management, responsible decision making, and relationships. With the recent division-wide requirement of Morning Meeting (elementary) and Advisory (secondary) division-wide, the need for SEL support has expanded beyond elementary grade-levels implementing the Second Step curriculum. There is a growing interest and demand for implementing SEL practices, and curriculum, at the middle school level. In addition to the elementary school implementing Second Step, the SEL Specialist is currently providing direct support to 5 secondary schools. Using a three-year, roll-out plan, it is anticipated that approximately 6 schools per year will receive SEL curriculum and coaching support to implement the Second Step SEL curriculum in grades 6-8. The additional SEL Consulting Teacher will split their time between supporting schools implementing at the elementary and middle school level through professional learning and coaching support. Approximations of time engaged in this role include 20% at the division level, 40% at the school level, and 40% at the classroom level.

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New Position Job Justification

Department of Pupil Services – Special Education Teacher, Special Education – Distance Learning

A 1.0 FTE is requested for a Distance Learning Special Education Teacher to support the Loudoun County strategic goal of delivering effective and efficient support for student success. Due to an increase in full-time distance learning options for students, the addition of a Distance Learning Special Education Teacher will support the school staff, students, and families with the growth of Virtual courses.

Department of Pupil Services – Student Services Director, School Counseling – Alternative School

The request for a Director of School Counseling supports the Loudoun County strategic goal of delivering effective and efficient support for student success. Creating a director position would support the new alternative school by providing the necessary skill set beyond an entry level school counselor that is needed in order provide social/emotional, academic and career services and add an additional 12-month administrator.

Department of Pupil Services – Student Services School Counselor – Alternative School

A 1.0 FTE is required by VDOE Standards of Quality when opening an alternative school. As the first alternative school in LCPS, the alternative school will provide time and attention to support the personalized needs of those students whose formal education has been interrupted by external and life challenging circumstances. The alternative school will provide the flexibility in creating a schedule that meets the unique needs of the students in attaining their high school diploma and provides preventative and responsive services through school counseling.

Department of Pupil Services – Student Services Director, School Counseling – Virtual Loudoun

A 1.0 FTE is requested for a Distance Learning Counselor to support the Loudoun County strategic goal of delivering effective and efficient support for student success. Due to an increase in full-time distance learning options for students and the expansion of Virtual Loudoun opportunities a director of school counseling is required to collaborate with school-based staff, students, parents, and other LCPS department leaders to ensure a vibrant and aligned virtual learning opportunity.

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New Position Job Justification

Department of Pupil Services – Diagnostic & Prevention Services School Counselor, Virtual Loudoun

A 1.0 FTE is requested for a Distance Learning Counselor to support the Loudoun County strategic goal of delivering effective and efficient support for student success. Due to an increase in full-time distance learning options for students, the addition of a Distance Learning Counselor will support the school staff, students, and families with the growth of Virtual courses.

Department of Support Services – Asst. Sup. of Support Services Executive Director, Chief of Facilities

The Construction and Facilities Divisions work closely together and require coordination in terms of initiatives. Design and construction standards greatly affect the maintenance of a particular facility. Energy conservation projects cross both divisions as do capital projects large and small in size. The current structure allows for silo decisions without a systemic approach to building standards. The current structure also requires significant input from the Assistant Superintendent for Support Service without adequate availability of time to address all of the issues appropriately. This position will coordinate collaboration and challenge staff to a higher level of achievement requisite for a program measured in hundreds of millions of dollars.

Department of Support Services – Safety and Security Lead Dispatcher

We currently have four full time dispatchers and three part time dispatchers. We expect to be authorized to hire two additional full time dispatchers this year. The only supervision for this group is a Safety & Security Coordinator that also supervises 22 total patrols. We need a lead dispatcher that would provide daily guidance to this group and serve as the de facto supervisor when the Coordinator is not available.

Department of Support Services – Safety and Security Lead Patrol

We currently have 22 total patrols. The only supervision for this group is a Safety & Security Coordinator who also supervises 7 -9 total dispatchers. We need a lead patrol that would provide daily on site guidance to this group and serve as the de facto supervisor when the Coordinator is not available.

Department of Support Services – Safety and Security

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 371 APPENDIX

New Position Job Justification

Lead School Security Officer

Most high schools have a minimum of two SSOs. There is confusion among school staff as to the chain of command and who is the SSO spokesperson for the school community. We need a lead SSO that would serve as the main POC for SSO related matters and help streamline communications to school leadership and Safety & Security.

Department of Support Services – Safety and Security Life Safety Specialist

This position is currently part time however the work required is full time. This position is responsible for coordinating the fire and life safety compliance at all LCPS facilities and makes over 200 visits to schools every year. Due to the current part time status, compliance inspections, training and oversight is often delayed.

Department of Support Services – Safety and Security Technician II

We currently have 14 technicians with varying degrees of skills and expertise. This would be a senior position meant to appropriately compensate our most highly trained technicians. This salary would be more in line with their private sector counterparts. One will provide guidance to the access control technicians and one will do the same for communications technicians.

Department of Support Services – Safety and Security Crew Chief

This is a title change from the current team leader title. The crew chief title is more in line with the responsibility of this position and with other similar positions across LCPS.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 372 APPENDIX

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 future. With this in mind, the Board of Education has set forth Standards of Quality that contain staffing requirements for instructional, administrative and support staff.

LCPS Staffing Standards provide a base level of equity, assist in transparent budgetary planning, and ensure compliance with state standards.

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 forth 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.

Beginning in FY21, A “Hold Harmless” philosophy has been applied to all standards that are based on tiered student enrollment. This hold harmless concept involves looking beyond the budget year enrollment projection and reviewing the next three years enrollment projection. The standards are initially calculated using the budget year enrollment and if this calculation results in a reduction of FTEs, then a review of the next three years projected enrollment occurs to determine if this is a temporary reduction or a sustained reduction. If this is a temporary reduction, then no reduction in FTEs occurs to maintain staff stabilization.

In FY21 as a result of the COVID-19 pandemic, $60.0 million of funding from the County was frozen and placed in reserve to be released as a supplemental if the economic forecast improved as the year progressed. Many of the enhancements to the staffing standards were affected by this freeze and not included in the FY21 budget. However, the funding is expected to be released throughout FY21 and with the additional funding, LCPS will adopt the enhanced staffing standards that were removed from the FY21 School Board Adopted Budget. LCPS will begin to hire these positions within the FY21 school year and those positions will be included in our base for FY22. Presentation of the revised FY21 Staffing Standards will be noted by an “*” throughout.

Unless otherwise noted, positions are calculated with natural rounding in whole FTEs and all enrollment- based staffing standards include Pre-K.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 373 APPENDIX

ELEMENTARY SCHOOL STAFFING STANDARDS

Department of Instruction

LCPS Staffing Ratio State Staffing Requirement Revised/New Position FTE Criteria FTE Criteria Criteria FTE Cost CLASSROOM TEACHERS Kindergarten - full day9 1.0 per school per 23 students 1.0 24 students

Kindergarten Asst. - full day9 1.0 per school per 23 students

Teacher (grades 1-3)1,9 1.0 per school per 22 students; class level maximum 28 students 1.0 24 students without Teacher Assistant

Teacher Assistant (grades 1-3)3,9* 1.0 per school per 26 students not to exceed 30

Teacher (grades 4-5)9 1.0 per school per 22 students; class level maximum 29 students 1.0 25 students without Teacher Assistant 1.0 per school per 30 students Teacher Assistant (grades 4-5)3,9

Differentiated Staffing9 (Classroom teacher with If % EL and % Econ. Disadv. is at least 50%, then very limited exception)

(% EL + % Econ. Disadv)(projected enrollment)(0.05) 23

Staffing awarded in increments of 1.0 based on rounding 1.0 per school per 23 classrooms 5.0 1,000 students Art5,9

5,9 1.0 per 14 classrooms district-wide Physical Education 1.0 per 17 classrooms district-wide Music5,9

1.0 per school per 59 students 17.0 1,000 students EL - Kindergarten9

EL - Grades 1-56,9 1.0 per school per 30 students WIDA English7 Proficiency Levels 17.0 1,000 students 1.0 per school per 30 students WIDA 1-2 English7 Proficiency Levels 1-2; minimum 3.50 $359,664 0.5 per Schools <10 EL students 1.0 per school per 35 students WIDA English7 Proficiency Levels 17.0 1,000 students 1.0 per school per 35 students WIDA 3-5 English7 Proficiency Levels 3-5; minimum 1.0 per Schools >10 EL Students Reading Teacher9 0.5 per school <200 students 1.0 per school at discretion of local School Board 1.0 per school 200-449 students

1.5 per school 450-749 students

2.0 per school 750-999 students

2.5 per school ≥1,000 students

Gifted Education Teacher-SEARCH8, 9* 1.0 per school per 900 K- 5th grade students with FUTURA students excluded

Gifted Education Teacher-FUTURA8, 9* 1.0 per school per 110 4th & 5th grade students This is a "pull 1.0 1,000 students out" program in which FUTURA students are transported to regional "centers" one day per week. 0.5 1.0 1,000 students district wide Instructional Facilitator, Technology per school <300 students 1.0 per school ≥300 students Librarian 0.5 per school <300 students 0.5 per school <300 students 1.0 1.0 per school ≥300 students per school ≥300-999 students 1.5 per school ≥1,000 students

Library Assistant 1.0 per school ≥300 students

English Learners (EL); Economically Disadvantaged (Econ. Disadv.) 1 Grade 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 students unless a full-time instructional aide is assigned to that class. No class with an assistant shall exceed 30 students. This is contingent on space availability at the school. 2 Formula rounds up. 3Assigned to individual teachers only when the option of overflowing students to another school with space is impractical and the class is not expected to exceed the maximum allowed by School Board policy. 4Assigned to grade levels when all classes equal the grade level maximum. New enrollees will be overflowed to a nearby school with space. 5Classroom ratios are inclusive of Full Day Kindergarten Art, Music, Physical Education and itinerants in 2 - 4 schools weekly. 6School minimum staffing is 0.5 FTE per Schools <10 ELs students & minimum 1.0 FTE per Schools >10 EL Students,and position calculates in .1 increments. 7WIDA English Proficiency Levels are based on either the ACCESS 2.0 annual English language proficiency assessment or the WIDA English Language Proficiency Screener. All rounding are in 0.5 increments at the school level. 8Staffing standard +5.0 FTEs in FY21 and +5.0 FTEs in FY22 (between both programs) during the transition period. 9Staffing standard excludes Pre‐K. *Revised FY21 Staffing Standard

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 374 APPENDIX

ELEMENTARY SCHOOL STAFFING STANDARDS

Department of Instruction

LCPS Staffing Ratio State Staffing Requirement Revised/New Position FTE Criteria FTE Criteria Criteria FTE Cost Principal 1.0 per school 1.0 per school Assistant Principals 1.0 per school 400-1,000 students 0.5 per school ≥600 students 2.0 per school >1,000 students 1.0 per school ≥900 students Dean 1.0 per school ≥675 students

Cafeteria Monitor 1 hour per day per school <124 students

1.5 hours per day per school 124-249 students 3 hours per day per school 250-349 students

5 hours per day per school 350-449 students

7.5 hours per day per school 450-649 students

9 hours per day per school 650-849 students 10.5 hours per day per school 850-999

12 hours per day per school 1,000-1,149

13.5 hours per day per school 1,150-1,299

15 hours per day per school ≥1,300 1 Front Office Clerical 1.0 per school <300 students 0.5 per school <300 students 1.5 per school 300-399 students 1.0 per school ≥300 students 2.0 per school 400-899 students

3.0 per school 900-1,199 students 4.0 per school ≥1,200 students 1Clerical Positions include; Financial Technician I, Administrative Assistant II, Registrar and Office Technician. Department of Pupil Services

LCPS Staffing Ratio State Staffing Requirement Revised/New Position FTE Criteria FTE Criteria Criteria FTE Cost 0.4 per school <175 students School Counselor1,2 0.6 per school 175-299 students 1.0 per 455 students

1.0 per school >300 students per 375 students

School Counselor (Title I - Elementary)1,2* 1.0 per 250 students per Title I School

Health Clinic Specialist 1.0 per school

Resource Nurse 1.0 per 7 schools

School Psychologist 1.0 per 2,000 elementary students district-wide

1.0 per 2,000 students at non Title I Schools, 1.0 per 2 Title 1 School Social Worker2 1.0 Schools Parent Liaison (Non-Title I/Title I-Eligible Schools)2* 5 hours per week per school <250 students

8 hours per week per school 250 - 499 students 10 hours per week per school 500 - 699 students 12 hours per week per school 700 - 999 students 15 hours per week per school ≥1,000 students Additional Differentiated Staffing if % EL and % Econ. Disadv. meets percentage or number of students below:

0 hrs per week per school <40% &/or <300 students

3.5 hrs per week per school 40-60% &/or 300+ students

8 hrs per week per school >60% &/or 450 students

Parent Liaison (Title I - Elementary) 1.0 per Title I School

Parent Liaison (Title I Eligible - Elementary) 1.0 per Title I Eligible School

1Elementary Counseling uses itinerant staffing. Efforts are made to cap counselors to two schools, but there may be instances where they have three schools. The schools' needs and principal's requests are also taken into consideration. Each school receives minimum of .40 FTE and position calculates in .2 increments. 2Staffing standard excludes Pre-K. *Revised FY21 Staffing Standard

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 375 APPENDIX

MIDDLE SCHOOL STAFFING STANDARDS

Department of Instruction

LCPS Staffing Ratio State Staffing Requirement Revised/New

FTE Criteria FTE Criteria Criteria FTE Cost Position CLASSROOM TEACHERS General Education Teachers* Four variables are taken into consideration when assigning Middle school teachers shall teach no

Middle school teachers. more than 150 students per week; Includes Art, English, Language Arts, Math, ∙ The number of students enrolled in the school. however, physical education and music Music (Choral, Band, Music Lab, Strings and teachers may teach 200 students per Guitar), Science, Family & Consumer week. Sciences, Business Education, Technology Education, Physical Education, Social

Sciences, and World Languages. ∙ The number of classes a middle school student may take (7.5).

∙ The target average class size (23.7). ∙ The number of classes taught by a teacher (6).

(Number of students) × (7.5) ÷ (23.7) ÷ (6) = number of

teachers allocated to a school Differentiated Staffing (Classroom If % EL and % Econ. Disadv. is at least 25%, then teacher with very limited exception) (% EL + Econ. Disadv)(projected Enrollment) (0.07)

Resulting number applied to staffing formula EL Teacher1 1.0 per school per 25 students WIDA English2 Proficiency Levels 17.0 1,000 students 1‐2 1.0 per school per 30 students WIDA English2 Proficiency Levels 3‐5 Gifted Education Teacher 1.0 per school <180 gifted enrollment 1.0 1,000 students

1.5 per school 180‐200 gifted enrollment 2.0 >200 gifted enrollment Reading Teacher 1.0 per school Students who are unable to read the materials necessary for instruction shall receive additional instruction in reading. (+ 3.0 at discretion of Instruction based on need) Instructional Facilitator, Technology 1.0 per school 1.0 1,000 students district wide3 Principal 1.0 per school 1.0 per school Assistant Principals 2.0 per school <1,600 students 1.0 600 students

3.0 per school ≥1,600 students Deans 1.0 per Grade Level Librarian 1.0 per school <1,000 students 1.0 per school < 1,000 students

2.0 per school ≥1,000 students 2.0 per school ≥1,000 students Library Assistant 1.0 per school 1.0 750 students Teacher Assistants 3.0 per school <1,600 students

(Study Hall Monitor) 4.0 per school ≥1,600 students

Teacher Assistants 1.0 per school (In School Restriction)

Administrative Assistant I 4.0 per school <1,600 students 1.0 per school <200 students

5.0 per school ≥1,600 students 1.0 per school each additional 600

students Registrar 1.0 per school Financial Technician II 1.0 per school English Learners (EL); Economically Disadvantaged (Econ. Disadv.) 1School minimum staffing is 1.0 FTE and position calculates in .1 increments. 2WIDA English Proficiency Levels are based on either the ACCESS 2.0 annual English language proficiency assessment or the WIDA English Language Proficiency Screener. At secondary level, itinerant teachers are not assigned more than 2 schools. All rounding are in .5 increments at the school level. 3Select Department of Digital Innovation positions support this requirement also. *Revised FY21 Staffing Standard

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 376 APPENDIX

MIDDLE SCHOOL STAFFING STANDARDS

Department of Instruction

LCPS Staffing Ratio State Staffing Requirement Revised/New

Position FTE Criteria FTE Criteria Criteria FTE Cost School Counselor * 1.0 per school ≤300 students

2.0 per school ≤600 students 1.0 370 students

3.0 per school ≤900 students

4.0 per school ≤1,200 students

5.0 per school ≤1,500 students

6.0 per school ≤1,800 students 1.0 per Title I school ≤250 students School Counselor (Title I - Middle)* 2.0 per Title I school ≤500 students

3.0 per Title I school ≤750 students

4.0 per Title I school ≤1,000 students

5.0 per Title I school ≤1,250 students

6.0 per Title I school ≤1,500 students

7.0 per Title I school ≤1,750 students

8.0 per Title I school ≤2,000 students School Nurse 1.0 per school School Nurse Assistant 0.5 per school ≥1,600 students

School Psychologist 1.0 per school School Social Worker 1.0 per school Parent Liaison (Non-Title I/Title I Eligible Schools) 12 hours per week per school <1,100 students 15 hours per week per school 1,100 - 1,400 students 20 hours per week per school >1,400 students Additional Differentiated Staffing if % EL and % Econ. Disadv. meet number of students below:

1.5 hours per week per school 124-249 students 5 hours per week per school 250 - 500 students 10 hours per week per school >500 students Parent Liaison (Title I - Middle) 1.0 per Title I School Parent Liaison (Title I Eligible - Middle) 1.0 per Title I Eligible School *Revised FY21 Staffing Standard

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 377 APPENDIX

HIGH SCHOOL STAFFING STANDARDS

Department of Instruction

LCPS Staffing Ratio State Staffing Requirement Revised/New Position FTE Criteria FTE Criteria Criteria FTE Cost

CLASSROOM TEACHERS General Education Teachers4 Five variables are taken into consideration when assigning Secondary school teachers shall not teach more High school teachers. than 750 student periods per week; however

physical education and music teachers may teach · The number of students enrolled in the school. 1,000 student periods per week. The classroom teacher's standard load shall be no more than 25 · The number of classes a high school student may take (7). class periods per week. One class period each day,

unencumbered by supervisory or teaching duties, shall be provided for every full-time classroom · The target average class size (23.7). teacher for instructional planning. Teachers of block · The number of classes taught by a teacher (5). programs with no more than 120 students per day

may teach 30 class periods per week, provided the · Plus .8 for dept. chair planning period (Math, English, teaching load does not exceed 75 student periods Science, Social Science). per day. If a classroom teacher teaches 30 periods (Number of students) × (7) ÷ (23.7) ÷ (5) + (.8) = per week with more than 75 student periods per day number of teachers allocated to a school (120 in block programs), an appropriate contractual arrangement and compensation must be provided. Test Coordinator 1.0 per school In English classes in grades 6-12, the number of students per teacher division-wide shall not exceed If % EL and % Econ. Disadv. is at least 25%, then the number required by the Standards of Quality, Differentiated Staffing9 (Classroom teacher 24:1 or 120 students per day. with very limited exception)

(%EL + % Econ. Disadv)(projected enrollment)(0.07)

Resulting number applied to staffing formula

EL Teacher1,4 per school per 15 students WIDA English2 Proficiency 17.0 1,000 students 1.0 Levels 1

per school per 20 students WIDA English2 Proficiency 1.0 Levels 2

per school per 25 students WIDA English2 Proficiency 1.0 Levels 3-5

1.0 per Virtual Loudoun Reading Teacher Students who are unable to read the materials per school 1.0 necessary for instruction shall receive additional (+ 3 at Discretion of Instruction based on need) instruction in reading.

3 Instructional Facilitator Technology 1.0 per school 1.0 1,000 students district wide Principal 1.0 per school 1.0 per school Assistant Principals 3.0 per school 1.0 600 students 4.0 per school ≥1,800 students

Librarian 1.0 per school <1,000 students 0.5 per school <300 students 2.0 per school ≥1,000 students 1.0 per school 300 - 999 students 2.0 per school ≥1,000 students Library Assistant 1.0 per school 1.0 750 students 4 Teacher Assistants 1.0 per school <1,300 students 3 per school <1,600 students (Study Hall Monitor) 2.0 per school 1,300 -1,899 students 4 per school ≥1,600 students 26.00 $1,256,959 3.0 per school ≥1,900 students Teacher Assistants (In School 1.0 per school Restriction)

Athletic Director 1.0 per school Asst. Athletic Director 1.0 per school Athletic Trainer 1.0 per school + 5.0 at discretion of Athletics Office

Administrative Assistant I 3.0 per school 1.0 per school <200 students

Attendance Administrative Assistant 1.0 per school 1.0 per school each additional 600 students

Financial Technician III 1.0 per school

English Learners (EL); Economically Disadvantaged (Econ. Disadv.) 1School minimum staffing is 1.0 FTE and position calculates in .1 increments. 2WIDA English Proficiency Levels are based on either the ACCESS 2.0 annual English language proficiency assessment or the WIDA English Language Proficiency Screener. At secondary level, itinerant teachers are not assigned more than 2 schools. All rounding are in .5 increments at the school level. 3Select Department of Digital Innovation positions support this requirement also. 4 Staffing standard excludes Pre-K.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 378 APPENDIX

HIGH SCHOOL STAFFING STANDARDS

Department of Pupil Services

LCPS Staffing Ratio State Staffing Requirement Revised/New

Position FTE Criteria FTE Criteria Criteria FTE Cost Special Education Dean 1.0 per school

Director of School Counseling 1.0 per school

Director of School Counseling (Alternative School) 1.0 per Alternative School 1.0 $153,504

School Counselor1* 1.0 per school ≤250 students

2.0 per school ≤500 students 1.0 325 students 3.0 per school ≤750 students 4.0 per school ≤1,000 students 5.0 per school ≤1,250 students 6.0 per school ≤1,500 students 7.0 per school ≤1,750 students 8.0 per school ≤2,000 students

9.0 per school >2,000 students

School Counselor 1.0 per Alternative School <300 students 1.0 $109,086 (Alternative School) 2.0 per Alternative School ≥300 students

School Counselor (Title I - High)1* 1.0 per school ≤250 students 2.0 per school ≤500 students 3.0 per school ≤750 students 4.0 per school ≤1,000 students 5.0 per school ≤1,250 students 6.0 per school ≤1,500 students 7.0 per school ≤1,750 students 8.0 per school ≤2,000 students 9.0 per school >2,000 students Registrar (High School) 1.0 per school 1.0 per school <1,900 students School Counseling Administrative Assistant1 1.5 per school ≥1,900 students Career Center Assistant 1.0 per school

Transition Teacher 1.0 per school

Job Coach 1.0 per school

School Nurse 1.0 per school

School Nurse Assistant1 0.5 per school ≥1,700 students School Psychologist 1.0 per school

School Social Worker 1.0 per school

1 Parent Liaison (Non-Title I Schools) 12 hours per week per school <1,200 students

15 hours per week per school 1,200-1,500 students

20 hours per week per school >1,500 students Additional Differentiated Staffing if % EL and % Econ.

Disadv. meet number of students below: 0 hours per week per school <300 students

7 hours per week per school 300- 700 students

10 hours per week per school 701 - 1,100 students

16 hours per week per school >1,100 students

Parent Liaison (Title I - High) 1.0 per Title I School

1 Staffing standard excludes Pre-K. *Revised FY21 Staffing Standard

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 379 APPENDIX

ACADEMIES OF LOUDOUN STAFFING STANDARDS

Department of Instruction

LCPS Staffing Ratio State Staffing Requirement Revised/New

FTE Criteria FTE Criteria Criteria FTE Cost Position Teacher ‐ Academy of Engineering & Technology Four variables are taken into consideration when assigning AET teachers.

∙ The number of students enrolled by grade level.

∙ The number of classes a student may take (3).

∙ The number of classes taught by a teacher (4).

∙ The target average class size (Yr 1 & 2 = 25, Yr 3 = 17, Yr 4 = 15).

(Number of Students) x (3) ÷ (4) ÷ (25 or 17 or 15) Teacher ‐ Academy of Science Four variables are taken into consideration when assigning AOS teachers.

∙ The number of students enrolled by grade level.

∙ The number of classes a student may take (3).

∙ The number of classes taught by a teacher (4).

∙ The target average class size (Yr 1 & 2 = 20, Yr 3 & 4 = 15).

(Number of Students) x (3) ÷ (4) ÷ (20 or 15)

Teacher ‐ Monroe Advanced Technical 1.0 1.0 per Pathway Academy

Except for: Environmental Plant Science, Biotechnology, EMT, Firefighter, Health Informatics, Cosmetology and Practical Nursing

Teacher, Environmental Plant Science 0.5 0.5 per Pathway

Teacher, Biotechnology 0.5 0.5 per Pathway

Teacher, Health Informatics 0.5 0.5 per Pathway

Teacher, EMT 0.6 0.6 per Pathway

Teacher, Firefighter* 0.6 0.6 per Pathway

Teacher, Cosmetology 2.0 2.0 per Pathway

Teacher, Practical Nursing 3.5 3.5 per Pathway

Teacher, Makerspace 1.0 1.0 per Academies

Test Coordinator 1.0 1.0 per Academies

EL Teacher1 1.0 per Academies per 20 students WIDA English Proficiency Levels 1‐2

17.0 1,000 students 1.0 per Academies per 25 students WIDA English Proficiency Levels 3‐5

Instructional Facilitator, Technology 1.0 1.0 per Academies

Librarian 1.0 1.0 per Academies

Library Assistant 1.0 1.0 per Academies

Teacher Assistants 1.0 1.0 per Academies per grade level

1Minimum school staffing is 1.0 FTE and position calculates in .1 increments. *Revised FY21 Staffing Standard

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 380 APPENDIX

ACADEMIES OF LOUDOUN STAFFING STANDARDS

Department of Instruction (cont.)

LCPS Staffing Ratio State Staffing Requirement Revised/New Position FTE Criteria FTE Criteria Criteria FTE Cost Principal 1.0 1.0 per Academies

Director 1.0 1.0 per Academy

Assistant Principal 1.0 1.0 per Academies

Financial Technician 1.0 1.0 per Academies

Attendance Administrative Assistant 1.0 1.0 per Academies

Administrative Assistant I 3.0 3.0 per Academies

Chemical & Laboratory Safety Specialist 1.0 1.0 per Academies

Admissions Coordinator 1.0 1.0 per Academies

Admissions Outreach Specialist 2.0 2.0 per Academies

ACADEMIES OF LOUDOUN STAFFING STANDARDS

Department of Pupil Services

LCPS Staffing Ratio State Staffing Requirement Revised/New

Position FTE Criteria FTE Criteria Criteria FTE Cost Director of School Counseling 1.0 per Academies

School Counselor 1.0 per Academies per grade

Registrar 1.0 per Academies

School Counseling Administrative Assistant 1.0 per Academies

School Social Worker 0.2 per Academies

School Nurse 1.0 per Academies 12 hours per week per Academies <1,200 students Parent Liaison 15 hours per week per Academies 1,200‐1,500 students

20 hours per week per Academies >1,500 students

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 381 APPENDIX

THE NORTH STAR SCHOOL STAFFING STANDARDS

Department of Instruction

LCPS Staffing Ratio State Staffing Requirement Revised/New

FTE Criteria FTE Criteria Criteria FTE Cost Position Teacher, The North Star School 1.0 per The North Star School per 10 students

EL Teacher1 1.0 per The North Star School per 20 students WIDA English Proficiency Levels 1-2 17.0 1,000 students 1.0 per The North Star School per 25 students WIDA English Proficiency Levels 3-5 Reading Teacher 1.0 per The North Star School Principal 1.0 per The North Star School Assistant Principal 1.0 per The North Star School Registrar/Financial Technician II2 2.0 per The North Star School <299 students 3.0 per The North Star School ≥300 students

Teacher Assistants - In School Restriction 1.0 per The North Star School per level

Teacher Assistants 3.0 per The North Star School Test Coordinator 1.0 per The North Star School Dean 1.0 per The North Star School <299 students 2.0 per The North Star School ≥300 students Instructional Facilitator, Technology 1.0 per The North Star School Librarian 1.0 per The North Star School Library Assistant 1.0 per The North Star School

1Minimum school staffing is 1.0 FTE and position calculates in .1 increments. 2The third position would be an Administrative Assistant I.

THE NORTH STAR SCHOOL STAFFING STANDARDS

Department of Pupil Services

LCPS Staffing Ratio State Staffing Requirement Revised/New Position FTE Criteria FTE Criteria Criteria FTE Cost Director, School Counseling* 1.0 per The North Star School School Counselor* 1.0 per The North Star School <300 students

2.0 per The North Star School ≥300 students Psychologist 1.0 per The North Star School School Social Worker 0.8 per The North Star School School Nurse 1.0 per The North Star School Parent Liaison* 20 hours per week per The North Star School *Revised FY21 Staffing Standard

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 382 APPENDIX

DEPARTMENT OF INSTRUCTION STAFFING STANDARDS

LCPS Staffing Ratio State Staffing Requirement Revised/New Position FTE Criteria FTE Criteria Criteria FTE Cost Instructional Facilitator 1.0 per 4 Elementary Schools 1.0 per 3 Middle Schools 1.0 per 3 High Schools

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 383 APPENDIX

PUPIL SERVICES STAFFING STANDARDS

LCPS Staffing Ratio State Staffing Requirement Revised/New

FTE Criteria FTE Criteria Criteria FTE Cost Position SPECIAL EDUCATION TEACHERS1,2,3*

Special education unduplicated count of students is projected and then is divided into two categories: program and non-program (Cross-Categorical).

The number and location of Early Childhood Special Education (ECSE), Intensive, and Self-contained

programs are determined by the Director of Special Education. Staffing for programs is calculated assuming 100%

enrollment in each program. Staffing for Cross-Categorical is calculated by dividing the projected number of Cross-Categorical students per school by 10.

The sum of program FTEs plus the sum of Cross-

Categorical FTEs equals the number of FTEs required.

ECSE Programs Autism 1.0 per 8 students Class-Based 1.0 per 10 students Deaf & Hard of Hearing 1.0 per 8 students

Multiple Disabilities 1.0 per 8 students Resource-Itinerant 1.0 per 12 students Reverse Inclusion 1.0 per 6 students Maximum caseload may be as low as 6 Intensive Programs students without paraprofessional (Teacher Autism 1.0 per 6 students 1.0 Assistant) 100% of the time to as high as Emotional Disability 1.0 per 6 students 24 students depending on disability Self-Contained Programs category and level of services required. Autism 1.0 per 8 students Deaf & Hard of Hearing 1.0 per 8 students

Emotional Disability 1.0 per 8 students Intellectual Disability 1.0 per 8 students Multiple Disabilities 1.0 per 6 students Cross-Categorical 1.0 per 10 students 1Special Education population comprised of pre-k through 12th grade. 2Standard is for general fund positions and grant fund positions. ³Position for Cross-Categorical calculates in 0.1 increments at the school level and position total is then rounded to the nearest 1.0. *Revised FY21 Staffing Standard

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 384 APPENDIX

PUPIL SERVICES STAFFING STANDARDS

LCPS Staffing Ratio State Staffing Requirement Revised/New

FTE Criteria FTE Criteria Criteria FTE Cost Position SPECIAL EDUCATION TEACHER ASSISTANTS1,2,3,4

Special education unduplicated count of students is projected and then is divided into two categories: program and non-program (Cross-Categorical).

The number and location of Early Childhood Special Education (ECSE), Intensive, and Self-contained

programs are determined by the Director of Special Education. Staffing for programs is calculated assuming 100%

enrollment in each program. Staffing for Cross-Categorical is calculated by dividing the projected number of Cross-Categorical students per school by 14.

The sum of program FTEs plus the sum of Cross-

Categorical FTEs equals the number of FTEs required.

ECSE Programs Autism 3.0 per 8 students Class-Based 1.0 per 10 students Deaf & Hard of Hearing 1.0 per 8 students Multiple Disabilities 2.0 per 8 students Reverse Inclusion 1.0 per 6 students Intensive Programs Autism 4.0 Behavioral Assistants per 6 students

Emotional Disability 4.0 Behavioral Assistants per 6 students Self-Contained Programs Autism 2.0 per 8 students Deaf & Hard of Hearing 1.0 per 8 students Emotional Disability 1.0 per 8 students Intellectual Disability 1.0 per 8 students Multiple Disabilities 2.0 per 6 students Cross-Categorical 1.0 per 14 students 1Special Education population comprised of pre-k through 12th grade. 2Standard is for general fund positions and grant fund positions. ³Position for Cross-Categorical calculates in 0.1 increments at the school level and position total is then rounded to the nearest 1.0. 4Teacher Assistant position includes: Behavioral Assistants, Teacher Assistant-Hearing Impaired, and Advanced Interpreter for Deaf and Hard of Hearing.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 385 APPENDIX

PUPIL SERVICES STAFFING STANDARDS

LCPS Staffing Ratio State Staffing Requirement Revised/New

FTE Criteria FTE Criteria Criteria FTE Cost Position

Special Education Supervisor 1.0 per 550 students district-wide

Occupational Therapist 1.0 per 40 students district-wide

Physical Therapist 1.0 per 30 students district-wide

Speech-Language Pathologist 1.0 per school per 55 students

Visual Impairment including Blindness 1.0 per school per 12 students

Hearing Impairment/Deafness Itinerant Teacher 1.0 per school per 13 students

Vision Itinerant Teacher 1.0 per school per 14 students

Educational Diagnostician 1.0 per 2,700 students district-wide

Student Assistance Specialist* 1.0 per 3 secondary schools

Attendance Officer* 1.0 per 2 High School Clusters

Eligibility Coordinator 1.0 per 15 schools

Eligibility Coordinator - Child Find 1.0 per Child Find Program

Psychologist - Child Find 3.0 per Child Find Program

Social Worker - Child Find 2.0 per Child Find Program

Teacher, Special Education - Child Find 3.0 per Child Find Program

Teacher, Speech Language Pathologist - Child Find 4.0 per Child Find Program

*Revised FY21 Staffing Standard

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 386 APPENDIX

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 387 APPENDIX

SUPPORT SERVICES STAFFING STANDARDS

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 Revised/New

FTE Current Practice FTE Industry Standard Criteria FTE Cost Position Management and Coordination

Courier 1.0 per 22 schools/buildings 1.0 per 22 schools/buildings

Distribution Center Positions1 1.0 per 2,200 gross sq ft warehouse space 1.0 per 2,000 gross sq ft warehouse space

Facilities Services

Custodian 1.0 per 19,708 gross sq ft of space cleaned 1.0 per 20,000 gross sq ft of space cleaned (minimum of 2 per small school) Custodian - Athletic 1.0 per High School 1.0 per High School

Maintenance2 13.0 per 1,000,000 sq ft. 15.0 per 1,000,000 gross sq ft maintained

Refuse Equipment Operator 1.0 per 20 schools/buildings 1.0 per 20 schools/buildings

Safety & Security

School Security Officer4* 1.0 2.0 per High School, 1.0 per Academies and The 1.0 per High School/career & technical/alternative 2.0 per High School, 1.0 each per 12.0 $890,101 North Star School and 4.0 at discretion of school Academies & The North Star Support Services School and 1.0 per Middle School

Security Patrol5 1.0 per 10 buildings 3.0 $231,585

Safety & Security Technician6 1.0 per 11 buildings 1.0 per 5 buildings 1.0 per 1,200 Work Orders 5.0 $408,120

Communications Technician 1.0 per 30 schools buildings

Transportation Services

Lead Bus Driver 1.5 per High School Cluster 1.5 per High School Cluster

Bus Attendant3 1.0 per special needs route 1.0 per special needs route

Area Supervisor 1.0 per 4 Lead Drivers

1 Distribution Center positions include Distribution Center Assistant, Distribution Center Technician, Distribution Center Inventory Control Specialist and Crew Chief. 2 Maintenance positions include Maintenance Supervisor, 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, Refrigeration Crew Chief, School Plant Engineer, Waste Water Technician. 3Bus Attendants may also be on regular routes 4School Security Officer contain Lead School Security Officer and School Security Officer 5Security Patrol contain Lead Patrol and Security Patrol 6Safety & Security Technician contain Safety & Security Technician and Technician II *Revised FY21 Staffing Standard

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 388 APPENDIX

SUPPORT SERVICES STAFFING STANDARDS

LCPS Staffing Ratio Revised/New

FTE Current Practice FTE Industry Standard Criteria FTE Cost Position Central Vehicle Maintenance

Tire Technician - Heavy & Light Duty Vehicles² 1.0 1.0 per 1600 MRU²

Automotive Service Technician-Parts Inventory 1.0 per 2,500 parts issued per month (1 minimum) Specialist Automotive Service Technician-Services Writer 1.0 per 500 work orders (1 minimum per month)

Automotive Service Technician-Bus Seat Repair 1.0 per 400 buses Technician Automotive Service Technician-Mechanic I 1.0 1.0 per 1600 MRU

Mechanic II 1.0 1.0 per 101.1 MRU

School Nutrition Services

School Nutrition Staff1 1.0 per 18 meals per labor hour 1.0 per 18 meals per labor hour

School Nutrition Specialist 1.0 per 11 schools 1.0 per 11 schools

1The School Nutrition Staff contain School Nutrition Workers, School Nutrition Lead and School Nutrition Managers. The School Nutrition Workers staffing is based on a monthly calculation of meal equivalents and hours worked. ²Maintenance Repair Unit.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 389 APPENDIX

DEPARTMENT OF DIGITAL INNOVATION STAFFING STANDARDS

LCPS Staffing Ratio Revised/New

FTE Current Practice FTE Industry Standard Criteria FTE Cost Position Digital Experience Lead 1.0 per 5,200 students district-wide 1.0 per 4,500 enrollment

Digital Experience Specialist 1.0 per 700 students district- wide 1.0 per 710 enrollment

Lead Service Desk Engineer Service Desk Analyst 1.0 per 5,500 FTEs 1.0 per 3,125 FTEs

Service Desk Engineer Service Desk Technician 1.0 per 3,000 FTEs 1.0 per 2,000 FTEs

Coordinator, Digital Experience* 1.0 per 20 Digital Experience Leads and Digital Experience Specialists Enterprise Support Specialist* 1.0 per 14,000 enrollment

Analytics Specialist* 1.0 per 14,300 enrollment

*Revised FY21 Staffing Standard

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 390 APPENDIX

CONTINGENCY STAFFING STANDARDS

LCPS Staffing Ratio Revised/New Position FTE Criteria Criteria FTE Cost CONTINGENCY STAFFING* 1.0 1 per 1,750 students *Revised FY21 Staffing Standard

Contingency Purpose The Contingency includes funds for positions to maintain class sizes in accordance with the staffing standards to the extent feasible and to meet unanticipated needs. In order to more fully implement staffing standards, the Contingency is necessary because actual enrollment varies from projected enrollment. Contingency staffing is determined by dividing projected district wide enrollment by 1,750 students. The funding/positions available in contingency is based on the number of positions available or the value of the positions available, whichever is higher. Since the cost of a teacher is used to determine funding, positions may be requested that cost less resulting in a surplus of funds. Supplemental positions may be requested until the contingency funding is exhausted. Alternatively, a 1.0 position in contingency may be used to fund a Dean position even though additional costs are incurred related to extra days. In all circumstances, requests must meet the parameters described below.

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 a level that earns allocation of a position based on the staffing standards · Positions may be moved from one area to another · Assistant Superintendent approval · All positions eligible, not just limited to teacher · All other vacant, available FTEs in the same category 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

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 391 APPENDIX

Text Budget History and Adoption Timeline Textbook Budget History and Adoption Timeline

Appropriated Textbook Cost per Pupil Year Budget Enrollment (Not adjusted for Inflation) FY08 $5,896,613 54,047 $109.10 FY09 $3,257,088 57,009 $57.13 FY10 $2,853,594 60,096 $47.48 FY11 $3,184,479 63,220 $50.37 FY12 $3,291,314 65,668 $50.12 FY13 $3,120,509 68,289 $45.70 FY14 $3,593,674 70,858 $50.72 FY15 $3,720,029 73,461 $50.64 FY16 $3,699,407 76,263 $48.51 FY17 $4,207,675 79,001 $53.26 FY18 $6,428,706 81,622 $78.76 FY19 $9,481,223 83,105 $114.09 FY20 $10,383,500 83,762 $123.96 FY21 $10,383,500 85,755 $121.08 FY22 $13,383,500 87,619 $152.75

The textbook budget is spread out among the elementary, middle, and high school divisions within the Department of Instruction. These funds are used to maintain/replace textbooks and resources currently in use across LCPS, to purchase digital instructional resources for schools engaged in personalized learning and project based learning, and to complete a textbook adoption for at least one core content area each year. In FY20, K-12 English and Language Arts were selected for a textbook adoption, with most resources purchased in FY21. In FY21, K-12 Science, Fine Arts, and Health textbooks are being reviewed for a textbook adoption, with adopted resources to be purchased in FY22.

To better provide resources that support the mission and goals of LCPS, a long-term goal is to reduce the number of traditional textbooks purchased while increasing the number of digital instructional resources available to students and teachers. Beginning with the mathematics textbook adoption and purchase in FY19, LCPS began purchasing class sets of traditional textbooks rather than individual textbooks per student. Each student and teacher also has access to digital resources. Based on the feedback from the Social Sciences and Global Studies Textbook Adoption Committee as well as the limitations of traditional textbooks and the abundance of primary sources and other digital instructional resources available online, LCPS only purchased class sets of traditional textbooks in

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 392 APPENDIX this subject area to allow for access to more robust digital instructional resources and primary sources in this subject area. This plan was successful and is also planned for the Science adoption.

The following is a timeline for textbook adoption in the future. The timeline is aligned with the VDOE recommended timeline for core content areas and balances the adoption of additional content areas.

Textbook and Digital Resource Adoption Timeline FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY26 FY27 FY28 6 Math Adopt* 1** 2 3 4 5 1234 Adoption Social 6 X Adopt* 1** 2 3 4 5 123 Science Adoption English 6 Language XXAdopt*1**2345 12 Adoption Arts 6 ScienceXXXAdopt*1**2345 1 Adoption Staff is developing a plan to balance the adoption of the following content areas: World Languages, CTE, Health/PE, Art, Music, Drama * Resource adoption occurs the year before purchasing. For example, math resources were formally adopted in FY18 and were purchased in FY19. **Resources purchased in July of Year 1.

FY22 Textbooks and Digital Resources FY22 Budgeted Level Notes Amount Textbooks and Digital Resources for elementary schools, including Elementary School ● Science, Health, and Fine Arts resource adoption, and $4,433,731 ● Digital content for personalized learning and PBL. Textbooks and Digital Resources for Middle Schools, including: Middle School ● Science, Health, and Fine Arts resource adoption, $3,595,787 ● Digital content for personalized learning and PBL, and Textbooks and Digital Resources for High Schools, including: Science, Health, and Fine Arts resource adoption, ● $ 5,353,982 High School Dual enrollment resources, ● ● Digital content for personalized learning, and ● Textbooks for The Academies. $13,383,500.00

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 393 APPENDIX

Historical Allotment Usage

FY18 FY19 FY20 FY21 as of December under/ under/ under/ under/ Revised Actual Revised Actual Revised Actual Revised Actual (over) (over) (over) (over)

Elementary School 2,590,045 2,468,766 121,279 2,731,839 2,584,581 147,258 1,935,790 1,900,160 35,630 2,563,925 800,776 1,763,149 Middle School 1,540,353 1,435,068 105,285 1,664,658 1,576,843 87,815 1,240,289 1,228,908 11,381 1,588,759 319,140 1,269,619 High School 1,921,257 1,769,631 151,626 2,033,170 1,885,290 147,880 1,370,873 1,362,332 8,541 2,096,982 361,532 1,735,450 Grand Total 6,051,655 5,673,465 378,190 6,429,667 6,046,714 382,953 4,546,952 4,491,400 55,552 6,249,666 1,481,448 4,768,218

Historical Differentiated Allotment

FY19 FY20 FY21 as of December under/ under/ under/ Revised Actual Revised Actual Revised Actual (over) (over) (over)

Elementary School 162,095 110,094 52,001 157,427 39,052 118,375 157,427 13,854 143,573 Middle School 89,517 62,907 26,610 92,451 50,219 42,232 92,451 17,235 75,216 High School 172,448 123,589 48,859 178,734 74,430 104,304 169,505 1,723 167,782 Grand Total 424,060 296,590 127,470 428,612 163,701 264,911 419,383 32,812 386,571

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 394 APPENDIX

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 395 APPENDIX

Historical Contingency Staffing Usage and 22 Proposed

Elementary School

FY19 FY20 FY21 FY22 Adopted 7.00 Adopted 7.00 Adopted Proposed 28.00 Revised 8.59 Revised 13.00 Revised Buffalo Trail ES 0.09 Aldie ES 0.5 Emerick ES 0.50 Arcola ES 2.50 Goshen Post ES 1.00 Belmont Station ES 1.00 Goshen Post ES 1.00 Catoctin ES 1.00 Liberty ES 1.00 Frances Hazel Reid 1.00 Sanders Corner ES 1.00 GoshenES Post ES 0.50 Sugarland ES 3.00 Goshen Post ES 1.00 Sully ES 1.00 Hillside ES 1.00 Legacy ES 0.50 Lucketts ES 1.50 Mill Run ES 0.5 Mountain View ES 1.0 Newton Lee ES 1.0

Actual 8.59 Actual 13.00 Actual - Proposed 28.00

Middle School

FY19 FY20 FY21 FY22 Adopted 7.00 Adopted 9.00 Adopted - Proposed 14.00 Revised 9.40 Revised 7.10 Revised - Brambleton MS 2.00 Blue Ridge MS 0.40 Eagle Ridge MS 2.50 Eagle Ridge MS 0.60 High School 0.10 Harper Park MS 0.70 Lunsford MS 0.20 Lunsford MS 0.30 Mercer MS 1.80 Seneca Ridge MS 0.50 River Bend MS 0.50 Simpson MS 1.50 Seneca Ridge MS 0.20 Smarts Mill MS 0.20 Simpson MS 1.50 Sterling MS 1.50 Smart's Mill MS 0.20 Stone Hill MS 1.20 Sterling MS 0.20 Trailside MS 0.20 Trailside MS 0.20

Actual 9.40 Actual 7.10 Actual - Proposed 14.00

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 396 APPENDIX

Historical Contingency Staffing Usage and 22 Proposed

High School

FY19 FY20 FY21 FY22 Adopted 5.00 Adopted 12.00 Adopted - Proposed 13.00 Revised 5.10 Revised 11.50 Revised - Academy of Science 0.50 Broad Run HS 1.60 Broad Run HS 1.60 Dominion HS 2.00 Freedom HS 1.20 Heritage HS 0.20 Heritage HS 0.20 Independence HS 0.80 Loudoun Valley HS 0.20 Lightridge HS 1.00 Riverside HS 1.40 Loudoun County HS 0.40 Lovettsville ES 1.00 MATA 0.10 Park View HS 2.40 Potomac Falls HS 0.20 Riverside HS 0.60 Stone Bridge HS 0.40 Tuscarora HS 0.40 Woodgrove HS 0.40

Actual 5.10 Actual 11.50 Actual - Proposed 13.00 Pupil Services

FY19 FY20 FY21 FY22 Adopted 7.00 Adopted 8.00 Adopted - Proposed 13.00 Revised 11.50 Revised 8.00 Revised - Cedar Lane ES 1.00 Arcola ES 1.00 Elementary 1.00 Hamilton ES 0.20 Evergreen Mill ES 0.20 Lovettsville ES 0.20 Goshen Post ES 1.20 Madison's Trust ES 0.20 Lunsford MS 1.00 Potomac Falls HS 1.00 Madison's Trust ES 0.20 Rock Ridge HS 2.00 Middle School 0.70 Sterling ES 1.00 Park View HS 1.00 Sugarland ES 1.00 Pupil Services 2.00 Woodgrove HS 1.00 Riverside HS 1.50 Sanders Corner ES 1.00 Stone Bridge HS 0.50 Sugarland ES 0.20

Actual 11.50 Actual 7.60 Actual - Proposed 13.00 Difference Difference Difference

FY19 Adopted Total 26.00 FY20 Adopted Total 36.00 FY21 Adopted Total - FY22 Adopted 68.00 FY19 Revised Total 34.59 FY19 Revised Total 39.60 FY20 Revised Total - FY19 Actual Total 34.59 FY20 Actual Total 39.20 FY21 Actual Total -

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 397 APPENDIX

Historical Differentiated Staffing Usage and FY22 Proposed Elementary Differentiated FY19 FY20 FY21 FY22 Adopted 16.00 Adopted 20.00 Adopted 25.00 Proposed 23.00 Balls Bluff ES - Balls Bluff ES - Balls Bluff ES 1.00 Balls Bluff ES 1.00 Catoctin ES - Catoctin ES - Catoctin ES 1.00 Catoctin ES - Cool Spring ES - Cool Spring ES 1.00 Cool Spring ES 1.00 Cool Spring ES 1.00 Countryside ES - Countryside ES 1.00 Countryside ES 1.00 Countryside ES 1.00 Discovery ES - Discovery ES - Discovery ES 1.00 Discovery ES 1.00 Dominion Trail ES - Dominion Trail ES 1.00 Dominion Trail ES 1.00 Dominion Trail ES 1.00 Evergreen Mill ES 1.00 Evergreen Mill ES 1.00 Evergreen Mill ES 1.00 Evergreen Mill ES 1.00 Forest Grove ES 2.00 Forest Grove ES 2.00 Forest Grove ES 2.00 Forest Grove ES 2.00 Frances Hazel Reid ES - Frances Hazel Reid ES 1.00 Frances Hazel Reid ES 1.00 Frances Hazel Reid ES 1.00 Frederick Douglass ES 1.00 Frederick Douglass ES 1.00 Frederick Douglas ES 1.00 Frederick Douglas ES 1.00 Guilford ES 2.00 Guilford ES 2.00 Guilford ES 2.00 Guilford ES 2.00 Hutchison Farm ES - Hutchison Farm ES - Hutchison Farm ES 1.00 Hutchison Farm ES - Leesburg ES 1.00 Leesburg ES 1.00 Leesburg ES 1.00 Leesburg ES 1.00 Meadowland ES 1.00 Meadowland ES 1.00 Meadowland ES 1.00 Meadowland ES 1.00 Potowmack ES 1.00 Potowmack ES 1.00 Potowmack ES 1.00 Potowmack ES 1.00 Rolling Ridge ES 2.00 Rolling Ridge ES 2.00 Rolling Ridge ES 2.00 Rolling Ridge ES 2.00 Sterling ES 1.00 Sterling ES 1.00 Sterling ES 1.00 Sterling ES 1.00 Steuart Weller ES - Steuart Weller ES - Steuart Weller ES 1.00 Steuart Weller ES 1.00 Sugarland ES 2.00 Sugarland ES 2.00 Sugarland ES 2.00 Sugarland ES 2.00 Sully ES 2.00 Sully ES 2.00 Sully ES 2.00 Sully ES 2.00 Actual 16.00 Actual 20.00 Actual 25.00 Proposed 23.00

Middle School Differentiated FY19 FY20 FY21 FY22 Adopted 11.70 Adopted 11.20 Adopted 21.00 Proposed 23.60 Farmwell Station MS 1.00 Farmwell Station MS 1.10 Farmwell Station MS 1.80 Farmwell Station MS 1.90 Harper Park MS 1.00 Harper Park MS 1.10 Harper Park MS 1.80 Harper Park MS 1.90 J.L. Simpson MS 1.00 J.L. Simpson MS 1.10 JL Simpson MS 1.80 JL Simpson MS 1.80 J.M.Lunsford MS - J.M.Lunsford MS - J.M.Lunsford MS - J.M.Lunsford MS 1.40 Mercer MS 1.00 Mercer MS - Mercer MS 1.40 Mercer MS 1.60 River Bend MS 1.40 River Bend MS 1.50 River Bend MS 2.30 River Bend MS 2.40 Seneca Ridge MS 1.50 Seneca Ridge MS 1.70 Seneca Ridge MS 2.80 Seneca Ridge MS 3.00 Smart's Mill MS 1.40 Smart's Mill MS 1.30 Smart's Mill MS 2.10 Smart's Mill MS 2.30 Sterling MS 3.30 Sterling MS 3.40 Sterling MS 5.80 Sterling MS 6.00 Trailside MS Trailside MS Trailside MS 1.20 Trailside MS 1.30 Actual 11.60 Actual 11.20 Actual 21.00 Proposed 23.60

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 398 APPENDIX

Historical Differentiated Staffing Usage and FY22 Proposed High School Differentiated

FY19 FY20 FY21 FY22 Adopted 12.60 Adopted 13.20 Adopted 24.00 Proposed 22.40 Broad Run HS - Broad Run HS 1.2 Broad Run HS 2 Broad Run HS 2.2 Dominion HS 2 Dominion HS 2.2 Dominion HS 3.4 Dominion HS 3.4 Heritage HS 1.4 Heritage HS 1.4 Heritage HS 2.4 Heritage HS 2.4 Loudoun County HS 1.2 Loudoun County HS 1.2 Loudoun County HS 2 Loudoun County HS 1.8 Park View HS 4.6 Park View HS 4 Park View HS 7.4 Park View HS 7.2 Potomac Falls HS 1.8 Potomac Falls HS 1.6 Potomac Falls HS 2.6 Potomac Falls HS 2.6 Rock Ridge HS - Rock Ridge HS - Rock Ridge HS 1.4 Rock Ridge HS - Tuscarora HS 1.6 Tuscarora HS 1.6 Tuscarora HS 2.8 Tuscarora HS 2.8 Actual 12.60 Actual 13.20 Actual 24.00 Proposed 22.40

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 399 APPENDIX

LCPS FY22 LIGHT FLEET PURCHASE REQUEST

FY22 NEW LIGHT FLEET VEHICLE REQUEST Type of Department/Division Total Vehicle Model/Size Additional Equipment Vehicle Reg cab, utility cap, V plow, Facilities 8 F350 hazard lights, radio Facilities 1 SUV Mid-Size Flashing lights and radio Facilities 2 SUV small Flashing lights and radio Safety and Security 2 Van Custom Cabinet Safety and Security 1 SUV Mid-Size Standard patrol upfitting Safety and Security 2 SUV small no special upfitting

FY22 LIGHT FLEET VEHICLE REPLACEMENT REQUEST

Total Vehicle Type of Department/Division Model/Size Additional Equipment Quantity Vehicle Radio, snow plow, hazard Central Garage 1 F350 lights, back up camera Radio, V snow plow, drop down ladder rack, hazard Facilities 1 F450 lights, enclosed bed tool body, backup camera Radio, V snow plow, drop down ladder rack, hazard Facilities 1 F450 lights, enclosed bed tool body, backup camera Academies of Loudoun 1 Mini Van Pupil Services 1 SUV small School Nutrition 1 SUV small Technology Services 1 Mini Van Transportation 1 SUV small Radio, V snow plow, drop down ladder rack, hazard Facilities 1 F450 lights, enclosed bed tool body, backup camera

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 400 APPENDIX

LCPS FY22 ASSIGNED TAKE HOME VEHICLES

Vehicle Model Driver Description Justification 1021 Malibu Supervisor On Call 24 / 7 3003 F-350 Custodial Supervisor On Call 24 / 7 3023 Escape Hybrid Energy Manager Building checks between 12-6 AM 3128 Silverado Waste Water Technician 7 day / week route 3144 F350 Maintenance Supervisor On Call 24 / 7 3153 Equinox Maintenance Supervisor On Call 24 / 7 3155 Equinox Custodial Supervisor On Call 24 / 7 3177 Explorer Director On Call 24 / 7 3220 Escape Energy Manager Building checks between 12-6 AM 4152 F350 Maintenance Supervisor On Call 24 / 7 3189 Equinox Safety Coordinator On Call 24 / 7 4010 Ram 4500 Maintenance Supervisor On Call 24 / 7 4018 Ram 4500 Crew Chief Electrician On Call 24 / 7 4102 F450 Carpenter On Call Only 4104 F350 Crew Chief Refrigeration On Call 24 / 7 4133 F350 Maintenance Supervisor On Call 24 / 7 4137 Silverado Crew Chief Carpentry On Call 24 / 7 4138 Silverado Crew Chief HVAC On Call 24 / 7 4139 Silverado Carpenter On Call 24 / 7 4141 Silverado HVAC On Call 24 / 7 4143 Silverado Maintenance Supervisor On Call 24 / 7 4144 Silverado Crew Chief General Maintenance On Call 24 / 7 4146 Silverado Refrigeration On Call 24 / 7 4149 Silverado Crew Chief Plumber On Call 24 / 7 4150 3500 Plumber On Call 24 / 7 3217 Grand Cherokee Director On Call 24 / 7 3209 Durango Manager - Administration On Call 24 / 7 3193 Equinox Manager - Infrastructure On Call 24 / 7 3214 Durango Coordinator - Administration On Call 24 / 7 3136 Tahoe Coordinator - Administration On Call 24 / 7 3211 Durango Coordinator - Infrastructure On Call 24 / 7 3152 Equinox Assistant Superintendent On Call 24 / 7 3183 Compass Area Supervisor On Call 24 / 7 3221 Escape Area Supervisor On Call 24 / 7 3222 Escape Coordinator On Call 24 / 7 3223 Escape Area Supervisor On Call 24 / 7 3224 Escape Area Supervisor On Call 24 / 7 3225 Escape Area Supervisor On Call 24 / 7 3200 Explorer Assistant Director On Call 24 / 7 3243 Escape Area Supervisor On Call 24 / 7 3150 Equinox Coordinator On Call 24 / 7 3180 Compass Coordinator On Call 24 / 7 3213 Grand Cherokee Director On Call 24 / 7 3199 Explorer Fleet Manager On Call 24 / 7 3154 Equinox Transportation Supervisor On Call 24 / 7

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 401 APPENDIX ACRONYMS

ABA Applied Behavior Analysis ERP Enterprise Resource Planning ACA Affordable Care Act ES Elementary School Accessing Comprehension and ACCESS ESSA Every Student Succeeds Act (2015) Communication in English State-to-State for English for ELLs FAPE Free Appropriate Public Education Language Learners ADA Americans with Disabilities Act FDK Full-Day Kindergarten ADM Average Daily Membership FAST Financial Applications Specialist Team AET Academy of Engineering and Technology FLSA Fair Labor Standards Act AHERA Asbestos Hazard Emergency Response Act FMLA Family Medical Leave Act AO Attendance Officers FOIA Freedom of Information Act AOS Academy of Science FTE Full-Time Equivalent AP Advanced Placement FY Fiscal Year APA Auditor of Public Accounts GAAP Generally Accepted Accounting Principles Association of School Business Officials ASBO GASB Governmental Accounting Standards Board International ASCA American School Counselor Association GED General Education Development AVID Advancement Via Individual Determination GFOA Government Finance Officers Association BIM Building Information Modeling GIS Geographic Information System BTI Beginning Teacher Institute GMU George Mason University BYOT Bring Your Own Technology GPS Global Positioning System CAFR Comprehensive Annual Financial Report HCA Hillsboro Charter Academy CAPP Capital Asset Preservation Program HCS Health Clinic Specialist California Critical Thinking Disposition CCTDI HHMI Howard Hughes Medical Institute Inventory Health Insurance Portability Accountability CCTST California Critical Thinking Skills Test HIPAA Act CEIS Coordinated Early Intervening Services HRMS Human Resources Management System Dept. of Human Resources & Talent CIP Capital Improvement Program HRTD Development Consolidated Omnibus Budget COBRA HS High School Reconciliation Act CogAT Cognitive Abilities Test IEP Individualized Education Plan CTE Career and Technical Education IDEA Individuals with Disabilities Act Individual Student Alternative Education CTT Credit Through Testing ISAEP Plan CVM Central Vehicle Maintenance ITBS Iowa Tests of Basic Skills DCS Douglass School JDC Juvenile Detention Center DDI Department of Digital Innovation JJDP Juvenile Justice Delinquency Prevention Joint Legislative Audit and Review DOI Department of Instruction JLARC Commission DPS Department of Pupil Services LCI Local Composite Index EIFS Exterior Insulation Finish System LCPS Loudoun County Public Schools EL English Learners LCSB Loudoun County School Board

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 402 APPENDIX

ACRONYMS

LEA Loudoun Education Association RTI Response to Intervention LEF Loudoun Education Foundation SAS Student Assistance Specialists LMIS Land Management Information System SAT Scholastic Assessment Test LRE Least Restrictive Environment SEL Social-Emotional Learning MAP Measures of Academic Progress SHS Student Health Services MATA Monroe Advanced Technology Academy SIOP Sheltered Instruction Observation Protocol MCCS Middleburg Community Charter School SOA Standards of Accreditation Minority Student Achievement Advisory MSAAC SOC Security Operations Center Committee MTSS Multi-Tiered System of Supports SOL Standards of Learning NOL Net OPEB Liability SOQ Standards of Quality NVCC Northern Virginia Community College SPP State Performance Plan Office of Diagnostic and Prevention ODPS SRO School Resource Officer Services OMAGI Office of Mapping & Geographic Information SRTS Safe Routes to School OPEB Other Post-Employment Benefits STEM Science, Technology, Engineering, Math Occupational Safety and Health OSHA STEP Starting Towards Excellence in Pre-School Administration OSS Office of Student Services TOL Total OPEB Liability OTTW One To The World USDA United States Department of Agriculture PALS Phonological Awareness Literacy Screening VAAP Virginia Alternate Assessment Program PBA Performance-Based Assessment VDOE Virginia Department of Education Positive Behavioral Interventions and PBIS VGLA Virginia Grade Level Alternative Supports PBL Project-Based Learning VHSL Virginia High School League PE Physical Education VPSA Virginia Public School Authority PEP Parents as Educational Partners VRS Virginia Retirement System PIO Public Information Office VSBA Virginia School Board Association PIRT Property Improvement Review Team WABE Washington Area Boards of Education PL Personalized Learning WAN Wide Area Network PRS Parent Resource Services YAE Young Adults English Language Learner PSAT Preliminary Scholastic Assessment Test PTA Parent Teacher Association PTO Parent Teacher Organization RI Responsive Instruction

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 403 APPENDIX

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.

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.

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.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 404 APPENDIX

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.

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.

English Learner (EL) - The EL 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) - Federal legislation passed in December 2015 that replaced the No Child Left Behind Act (NCLB) and governs the United States K-12 public education policy.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 405 APPENDIX

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.

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.

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. Governmental Accounting Standards Board Statement No. 54 established five components: non-spendable, restricted, committed, assigned, and unassigned.

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.)

Governmental Accounting Standards Board (GASB) – The independent private-sector organization that establishes accounting and financial reporting standards for U.S. state and local governments that follow Generally Accepted Accounting Principles (GAAP).

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 406 APPENDIX

General Accepted Accounting Principles (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.

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.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 407 APPENDIX

Object Code - Line item that 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.

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 Contingency Reserve Administration Operation and Maintenance Instructional Program Food Services and Other Debt Service Attendance and Health Non-Facilities

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 408 APPENDIX

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.

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 409 APPENDIX

Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 410 PROPOSED FY2022 Department of Business & Financial Services

NEW POSITION – FY22

Assistant Superintendent for Business & NEW POSITION – FY21 Financial RESTORED Services

Executive RECLASSIFICATION Assistant

Director of Director of Director of Director of Budget and Director of Procurement Employee School Financial Financial and Risk Benefits & Nutrition Analytics Services Management Retirement Services

Budget and School Nutrition Services Procurement School Nutrition Services School Financial *Employee Payroll Accounting Oracle EBS Coordinator (Program Systems Procurement HWB Coordinator (Operations & Nutrition Analytics Supervisor Supervisor Supervisor Management) Specialist Supervisor Supervisor Quality Control) Specialist Supervisor (9)

Senior *Senior Payroll Accounting Procurement Procurement Budget Benefits EBS System Coordinator Coordinator Payroll Computer Administrative Specialist Specialist Analyst Specialist Administrator (2)(3) (2) Technician II Technician Assistant III (2) (3) (2) (2)

Senior Budget *Benefits Senior Senior Administrative Administrative Procurement Internal Account Clerk Analyst Specialist Accountant Accountant Computer Assistant II Specialist III Auditor (2) (3) (3) (3) (2) Specialist

Financial Financial *Benefits Accountant Accountant Operation Risk Manager Analyst Trainer Assistant (3) (2) Specialist (2)(6) (2)

Procurement Reporting *Retirement & Payroll Accounting Specialist II Specialist Disability Technician III Specialist (2) Specialist (3)

*Administrative Payroll Accounting Assistant II Technician II Technician (5) (2)

Senior Payroll Account Clerk Technician I (2)

Account Clerk (4)

Cabinet Has Separate Administrator Professional Licensed Auxiliary Classified *Portion of salaries & benefits paid from Self Member Org Chart Insurance Fund 12/28/2020 O-1 PROPOSED Department of Business & Financial Services FY2022 Budget and Financial Analytics

NEW POSITION – FY22

NEW POSITION – FY21 RESTORED

Director of RECLASSIFICATION Budget and Financial Analytics

Budget and Senior Budget Reporting Financial Financial Analyst Analyst Specialist Analytics (2)(6) (3) Supervisor

Budget Analyst (3)

Cabinet Administrator Professional Licensed Auxiliary Classified Member O-2 12/19/2020 PROPOSED Department of Business & Financial Services FY2022 Employee Benefits, Retirement

NEW POSITION – FY22

NEW POSITION – FY21 RESTORED

Director of RECLASSIFICATION Employee Benefits & Retirement

*Employee HWB Supervisor

*Senior Benefits Specialist (2)

*Benefits Specialist (3)

*Benefits Assistant

*Retirement & Disability Specialist

*Administrative Assistant II

Cabinet Administrator Licensed Auxiliary Classified Member Professional O-3 *Portion of salaries & benefits paid from Self Insurance Fund 12/16/2020 PROPOSED Department of Business & Financial Services FY2022 Financial Services

NEW POSITION – FY22

NEW POSITION – FY21 RESTORED Director of Financial Services

RECLASSIFICATION

Payroll Oracle EBS Internal Accounting Supervisor Supervisor Auditor Supervisor

Financial Payroll EBS System Accounting Coordinator Administrator Trainer (2) Coordinator (2)(3) (2) (2)

Senior Senior Accountant Accountant (3) (2)

Accountant Accountant (2) (3)

Accounting Payroll Specialist Technician III (3)

Accounting Technician (2) Payroll Technician II (5) Senior Account Clerk (2)

Payroll Technician I Account Clerk (4)

Cabinet Administrator Professional Licensed Auxiliary Classified Member O-4 12/19/2020 PROPOSED Department of Business & Financial Services FY2022 Procurement & Risk Management

NEW POSITION – FY22

NEW POSITION – FY21 RESTORED

Director of RECLASSIFICATION Procurement and Risk Management

Procurement Procurement Procurement Administrative Risk Manager Systems Supervisor Specialist Assistant II Specialist

Senior Procurement Procurement Specialist II Specialist (2) (2)

Procurement Specialist III

Cabinet Administrator Professional Licensed Auxiliary Classified Member O-5 12/16/2020 PROPOSED Department of Business & Financial Services FY2022 School Nutrition Services

NEW POSITION – FY22

NEW POSITION – FY21 RESTORED

Director of School RECLASSIFICATION Nutrition Services

School Nutrition School Nutrition School Services Services Coordinator Administrative Coordinator Nutrition (Operations & Assistant III (Program Specialist Quality Control) Management) (9)

Payroll Computer Technician II Technician

Administrative Account Clerk Computer (2) Specialist

Operation Specialist

Cabinet Administrator Professional Licensed Auxiliary Classified ‐‐ Majority School‐Based Positions Not Reflected ‐‐ Member 12/28/2020

O-6 PROPOSED FY2022 Superintendent’s Office

NEW POSITION – FY22

NEW POSITION – FY21 Superintendent RESTORED

Executive RECLASSIFICATION Assistant

Director, Communication & Community Chief of Staff Division Counsel Labor Attorney Engagement

Internal/External Communications Executive Director, Equity Coordinator Assistant

Community Supervisor, Engagement Equity Coordinator

Public Executive Information Assistant Officer

Public Clerk of the Information Board Coordinator

Internet Content & Video Production Assistant

Videographer (2)(3)

Administrative Assistant III

Executive Assistant

Cabinet Administrator Licensed Auxiliary Classified Member 12/28/2020

O-7 PROPOSED FY2022 Superintendent’s Cabinet

NEW POSITION – FY22

Superintendent NEW POSITION – FY21 RESTORED

RECLASSIFICATION Chief of Staff

Assistant Assistant Assistant Assistant Superintendent Assistant Assistant Superintendent Superintendent Superintendent for Business & Superintendent Superintendent for Pupil for Support for Digital Financial for Instruction for HRTD Services Services Innovation Services

Cabinet Administrator Professional Licensed Auxiliary Classified Member 12/16/2020

O-8 PROPOSED FY2022 Senior Staff

NEW POSITION – FY22

Superintendent NEW POSITION – FY21 RESTORED

Director, Chief of Staff Communication RECLASSIFICATION & Community Principal Principal Principal Engagement ES MS HS Representative Representative Representative (4) (2) (2) Director, Equity

Assistant Assistant Assistant Assistant Superintendent Assistant Assistant Superintendent Superintendent Superintendent for Business & Superintendent Superintendent for Pupil for Support for Digital Financial for Instruction for HRTD Services Services Innovation Services

Director, HRTD Director, Director, Director of Director, Director, Procurement Secondary, Diagnostic & Elementary Transportation Infrastructure & and Risk Equity & Prevention Schools Services Engineering Management Compliance Services

HRTD Director, Director, Director, Elementary, Director, Director, Budget and Director of Safety & Special Special Digital Financial Middle Schools Security Education, Education Experience Analytics Services Operations

HRTD Director, Support Director, Director, Director, Director of High Services, Director, Financial Student Enterprise Schools Transportation, Management & Services Classification & Services Coordination Solutions Compensation

HRTD Director, Director, Director of Recruitment, Director, Employee Instructional HRMS, Planning Benefits & Programs Leadership Services Retirement Development

Director, Director of HRTD Director, Executive School Nutrition School Employee Director, Chief Services Administration Relations of Facilities

Director of Director, Teaching & Facilities Learning Services

Director, Construction Services

Cabinet Administrator Professional Licensed Auxiliary Classified Member 12/19/2020

O-9 PROPOSED FY2022 Department of Digital Innovation

NEW POSITION – FY22

Assistant Superintendent NEW POSITION – FY21 for Digital RESTORED Innovation

Executive RECLASSIFICATION Assistant

Director of Director of Director of Supervisor of Administrative Administrative Enterprise Digital Administrative Infrastructure DDI Information Assistant III Assistant III Assistant III & Engineering Supervisor Security Solutions 0.5 Experience 0.5

Supervisor of Supervisor of Supervisor of Supervisor of Enterprise Data Science Supervisor of Supervisor of Supervisor of Information Endpoint Supervisor of Technology Support & & Digital Technology Digital Communications Data Center Support Security Management Engineering Analytics Solutions Acquisition Experience Operations Center Specialist

Enterprise Digital Lead Lead Lead Systems Technology Asset Information Support Data Modeler Experience Endpoint Communications Engineer Support Manager Engineer Security Specialist (2) Coordinator Engineer (5) (5) Coordinator Engineer (4)(5) (5)(7)

Lead Service Information Analytics Endpoint Systems Lead Data Program Communications Desk Technology Specialist Engineer Engineer Engineer Architect Assistant Engineer Project (4)(5) (4) (5) (3) (2) Manager

Enterprise Endpoint Service Desk Solutions Lead Data Accounting Specialist Engineer Analyst Engineer Technician (2) (4)

Student Financial Records Data Architect Analyst Manager

Records Data Administrative Archivist Engineer Assistant I (3)

Lead Web Developer

Web Developer (4)

Cabinet Has Separate Administrator Professional Licensed Auxiliary Classified Member Org Chart O-10 ‐‐ Majority School‐Based Positions Not Reflected ‐‐ 12/16/2020 PROPOSED Department of Digital Innovation FY2022 Digital Experience

NEW POSITION – FY22

NEW POSITION – FY21 RESTORED

Director of RECLASSIFICATION Digital Administrative Experience Assistant III

Supervisor of Supervisor of Technology Digital Acquisition Experience

Digital Asset Manager Experience Coordinator (5)(7)

Program Assistant

Accounting Technician

Financial Analyst

Administrative Assistant I

Cabinet Administrator Professional Licensed Auxiliary Classified -- Majority School-Based Positions Not Reflected -- Member O-11 12/16/2020 PROPOSED FY2022 Department of Digital Innovation Enterprise Solutions

NEW POSITION – FY22

NEW POSITION – FY21 RESTORED

Director of Administrative RECLASSIFICATION Enterprise Assistant III Solutions 0.5

Supervisor of Supervisor of Student Enterprise Data Science Records Support & & Digital Manager Analytics Solutions

Enterprise Records Lead Data Support Data Modeler Archivist Architect Specialist (2) (3) (4)(5)

Analytics Lead Data Lead Web Specialist Engineer Developer (4)(5)

Enterprise Web Solutions Data Architect Developer Analyst (4)

Data Engineer

Cabinet Administrator Professional Licensed Auxiliary Classified Member O-12 12/16/2020 PROPOSED Department of Digital Innovation FY2022 Infrastructure & Engineering

NEW POSITION – FY22

NEW POSITION – FY21 Director of Administrative RESTORED Infrastructure Assistant III & Engineering 0.5

RECLASSIFICATION

Supervisor of Supervisor of Supervisor of Supervisor of Endpoint Communications Technology Data Center Engineering Management Support Operations Center

Lead Lead Endpoint Communications Technology Lead Systems Engineer Engineer Support Engineer (5) Coordinator (5)

Endpoint Communications Engineer Lead Service Systems Engineer (4) Desk Engineer Engineer (5) (2) (3)

Endpoint Specialist Service Desk (2) Engineer (4)

Cabinet Administrator Professional Licensed Auxiliary Classified Member O-13 12/16/2020 PROPOSED FY2022 Department of Human Resources & Talent Development

NEW POSITION – FY22

Assistant Superintendent NEW POSITION – FY21 for HRTD RESTORED

HRTD Executive Financial Assistant RECLASSIFICATION Coordinator

HRTD HRTD HRTD HRTD HRTD Director Director Director Director Director

HRTD HRTD Supervisor, Leave & HRTD HRTD HRTD HRTD Equity, Classification & Compliance & Mentoring & Supervisor Disability Supervisor, Labor Relations HRMS Supervisor, Supervisor Supervisor Compliance & Compensation Investigations Recruitment, Coaching (Special Respectful Programs Support Supervisor Supervisor Operations (Elementary) (Secondary) Supervisor Supervisor Supervisor Supervisor Education) Workplace Supervisor Services

HRTD Coordinator HRTD HRTD Leave & HRTD Compliance & Leadership HRMS Licensure (Special Education) Coordinator Coordinator Administrative Disability Coordinator, HRTD Investigations Labor Relations Recruiter Development Specialist Specialist (2) (Elementary) (High School) Assistant III Programs Support Representative Coordinator Coordinator (2)(3) Supervisor (2) (4) (3) (2) Coordinator Services (3)

Pre- HRTD HRTD Leave & Recruitment Evaluation Auditing & Employment Supervisor, Coordinator Disability Administrative Administrative Assistant Systems Analytics Specialist Transportation (Middle Specialist Assistant III Assistant III (3) Analyst Specialist (4) & Safety & School) (4) Security (2)

HRTD HRMS Administrative Specialist, Administrative Coordinator, Analyst Assistant II Sub Central Assistant II Support (5) Services

Teacher, Substitute Hiring

Program Assistant (2)

Cabinet Has Separate Administrator Professional Licensed Auxiliary Classified Member Org Chart O-14 ‐‐ Majority School‐Based Positions Not Reflected ‐‐ 12/19/2020 PROPOSED FY2022 Department of Human Resources and Talent Development Elementary, Special Education, & Operations

NEW POSITION – FY22

NEW POSITION – FY21 RESTORED

RECLASSIFICATION HRTD Director

HRTD HRTD Supervisor HRTD Supervisor (Special Supervisor (Operations) Education) (Elementary)

HRTD HRTD Licensure Coordinator Coordinator Specialist (Special (Elementary) (4) Education) (2) (3)

Pre- Employment Specialist (4)

Administrative Assistant II (2)

‐‐ Majority School‐Based Positions Not Reflected ‐‐ Cabinet Administrator Professional Licensed Auxiliary Classified Member O-15 12/16/2020 PROPOSED FY2022 Department of Human Resources and Talent Development Employee Relations NEW POSITION – FY22

NEW POSITION – FY21 RESTORED

RECLASSIFICATION

HRTD Director

Compliance & Labor Administrative Investigations Relations Assistant III Supervisor Supervisor

Compliance & Investigations Labor Coordinator Relations (3) Coordinator

‐‐ Majority School‐Based Positions Not Reflected ‐‐ Cabinet Administrator Professional Licensed Auxiliary Classified Member 12/19/2020

O-16 PROPOSED Department of Human Resources and Talent Development FY2022 HRMS, Recruitment, Leadership Development, & Evaluation

NEW POSITION – FY22

NEW POSITION – FY21 RESTORED

RECLASSIFICATION HRTD Director

Evaluation Leadership Mentoring & Recruitment HRMS Systems Development Coaching Supervisor Supervisor Analyst Supervisor Supervisor

HRMS Recruiter Specialist (2)(3) (2)

Auditing & Recruitment Analytics Assistant Specialist (3) (2)

HRMS Analyst (5)

Cabinet Administrator Professional Licensed Auxiliary Classified Member ‐‐ Majority School‐Based Positions Not Reflected ‐‐ 12/19/2020 O-17 PROPOSED Department of Human Resources and Talent Development FY2022 Secondary, Equity, Compliance & Respectful Workplace

NEW POSITION – FY22

NEW POSITION – FY21 RESTORED

RECLASSIFICATION HRTD Director

HRTD Supervisor, HRTD Administrative (Equity, Supervisor Assistant III Compliance & (Secondary) Respectful Workplace)

HRTD Coordinator (High School) (2)

HRTD Coordinator (Middle School)

Specialist, Sub Central

Teacher, Substitute Hiring

Program Assistant, Sub Central (2)

Cabinet Administrator Professional Licensed Auxiliary Classified Member O-18 ‐‐ Majority School‐Based Positions Not Reflected ‐‐ 12/16/2020 PROPOSED Department of Human Resources and Talent Development FY2022 Support Services, Transportation, Central Office, Classification &

NEW POSITION – FY22 Compensation, Leave & Disability Programs

NEW POSITION – FY21 RESTORED

RECLASSIFICATION

HRTD Director

Leave & HRTD Supervisor HRTD Classification Disability (Transportation, Supervisor & HRTD Administrative Programs Safety & Security) (Support Compensation Representative Assistant III Supervisor Services) Supervisor

Leave & HRTD HRTD Disability Coordinator Coordinator Programs (Support (Support Coordinator Services) Services)

Leave & Disability Specialist (4)

Administrative Assistant II

‐‐ Majority School‐Based Positions Not Reflected ‐‐ Cabinet Administrator Professional Licensed Auxiliary Classified Member O-19 12/16/2020 PROPOSED FY2022 Department of Instruction

NEW POSITION – FY22

Assistant NEW POSITION – FY21 Superintendent for Instruction RESTORED

RECLASSIFICATION Executive Financial Assistant Analyst

Director of Director of Director of Director of Director of Director of Administrative Administrative Instructional Receptionist Teaching & Receptionist Elementary Middle School High School School Assistant III Assistant III Programs (2) Learning (2) Education Education Education Administration (3) (3)

Elementary Educational School Professional Career & Virtual Assistant Director, Head Start & High School School Fine Arts Science Education Middle School Technology Improvement Learning Tech Ed Loudoun English Learners STEP Program Education Administration Supervisor Principals Supervisor Supervisor Program Supervisor Supervisor Supervisor Supervisor Supervisor Supervisor Supervisor Supervisor (2) (17)

Educational School Career & Distance PROPEL & *Education High School Technology Improvement & Program Technical EL Elementary Music Administrative Athletics Learning Level Up Receptionist Technology Principals Facilitation Accountability Analyst Education Supervisor Specialist Assistant III Supervisor Specialist Coordinator Coordinator (18) Specialist Specialist Specialist

Community Virtual *Administrative Digital Gifted & Work-Based Elementary School Academies of Loudoun EL Secondary Performing Science Administrative Integration Talented Connections Learning Principals Assistant II Loudoun Instructional Supervisor Arts Specialist Supervisor Specialist Specialist (58) (2) Assistant III Supervisor Designer Specialist Principal

Adult Social Science Instructional Instructional **Director, EL Professional Director, EDGE & Global Administrative *Project Software Facilitator Education School Learning Art Specialist Academy of Studies Engineering Specialist Coordinator Supervisor Counseling Specialist Assistant III Assistant Supervisor Supervisor and Technology

Family & Gifted & Library Media Social Science *Family & Community Research Distance Learning Community Math & Global Services Partnerships Assistant Director, Talented Instructional Facilitator Engagement Studies Supervisor Supervisor Supervisor (.76) Academy of Coordinator Coordinator Specialist Science

Acquisition and **Virtual Loudoun Dual World *Head Start Health & Research Languages & Digital School Counselor Language Math Nutrition Coordinator Director, Monroe Specialist Resource (1.0)(2.0) Cultures (.72) Assessor Specialist Advanced Technology Specialist Supervisor Academy

Textbooks/ Teacher, Virtual Computer World *Management & Languages & Data Analyst Digital Loudoun Program Science Systems Specialist Resources (35.0) Cultures Assistant Supervisor (.73) Academies of Loudoun Specialist Specialist Coordinator, Admissions

Welcome Equity and Culturally *Bilingual & Community Program Virtual Experiential Loudoun Center Responsive Instruction Partnerships Assistant Learning (.65) The North Analyst EL Teacher Supervisor Supervisor Coordinator Star School Principal **Teacher, Special Welcome Health, P.E., Equity and Culturally *Family & Community Research and Driver Education (Distance Center Responsive Instruction Partnerships Coord Assistant Learning) Education (.89) Assessor Specialist Alternative Supervisor School Principal Welcome English & *Mental Health Center School Professional Secondary Coordinator Counselor Learning Reading (.89) (2) Supervisor Supervisor Administrative Assistant III Elementary Welcome STEM Project Reading & Center Management Writing Liaison Specialist Supervisor

Welcome Center Family Liaison

Welcome Center Lead Screener Secretary

*Grant Funded Position (partially or in full) Cabinet Has Separate Administrator Professional Licensed Auxiliary Classified ** Pupil Services Funded Position Member Org Chart ‐‐ Majority School‐Based Positions other than Principals Not Reflected – 12/23/2020 O-20 PROPOSED Department of Instruction FY2022 Elementary Education

NEW POSITION – FY22

NEW POSITION – FY21 RESTORED

RECLASSIFICATION Director of Elementary Education

Elementary Head Start & Education Administrative STEP Program Supervisor Assistant III Supervisor (2)

*Education *Management & Systems Receptionist Technology Specialist Coordinator (.73)

Elementary *Bilingual & School *Administrative Community Partnerships Principals Assistant II Assistant (58) (2) (.65)

*Family & Community Partnerships *Project Coordinator Assistant (.89)

*Family & Community *Mental Health Partnerships Assistant Coordinator (.76) (.89)

*Coordinator, Head Start Health & Nutrition (.72)

Cabinet Administrator Professional Licensed Auxiliary Classified ‐‐ Majority School‐Based Positions other than Principals Not Reflected – Member *Grant Funded Position (partially or in full) 12/19/2020 O-21 PROPOSED Department of Instruction FY2022 High School Education

NEW POSITION – FY22

NEW POSITION – FY21 RESTORED

Director of RECLASSIFICATION High School Education

High School Academies of The North Star Alternative Administrative Education Loudoun School School Assistant III Supervisor Principal Principal Principal

Director, Academy of High School Engineering Principals and (18) Technology

Director, Academy of Science

Director, Monroe Advanced Technology Academy

Academies of Loudoun Coordinator, Admissions

Cabinet Administrator Professional Licensed Auxiliary Classified Member ‐‐ Majority School‐Based Positions other than Principals Not Reflected ‐‐ 12/19/2020

O-22 PROPOSED Department of Instruction FY2022 Instructional Programs

NEW POSITION – FY22

NEW POSITION – FY21 RESTORED

Director of RECLASSIFICATION Administrative Instructional Receptionist Assistant III Programs (2) (3)

Library Professional School Gifted & Career & Adult Virtual Educational Community Research Media Learning Improvement Talented Tech Ed Education Loudoun Technology Connections Supervisor Services Supervisor Supervisor Supervisor Supervisor Supervisor Supervisor Supervisor Supervisor Supervisor

Educational Acquisition Career and School Gifted & Distance Learning Technology and Digital Instructional Program Improvement & Technical Research Talented Specialist Facilitation Resource Facilitator Analyst Accountability Education Specialist Coordinator Specialist Specialist Supervisor Specialist Specialist

Virtual Loudoun Textbooks/ Work-Based Digital EDGE Instructional Designer Digital Learning Data Analyst Integration Coordinator Resources Specialist Specialist Specialist

*Director, School Instructional Program Counseling Software Analyst Specialist

Distance Learning Research Instructional Facilitator Assistant

*Virtual Loudoun School Counselor (1.0)(2.0)

Teacher, Virtual Loudoun 35.0

Virtual Loudoun EL Teacher

*Teacher, Special Education (Distance Learning)

Cabinet Administrator Professional Licensed Auxiliary Classified *Pupil Services funded position Member ‐‐ Majority School‐Based Positions other than Principals Not Reflected ‐‐ 12/23/2020 O-23 PROPOSED Department of Instruction FY2022 Middle School Education

NEW POSITION – FY22

NEW POSITION – FY21 RESTORED

RECLASSIFICATION Director of

Middle School Education

Middle School Administrative Principals Assistant III (17)

Cabinet Administrator Professional Licensed Auxiliary Classified ‐‐ Majority School‐Based Positions other than Principals Not Reflected ‐‐ Member 12/16/2020

O-24 PROPOSED Department of Instruction FY2022 School Administration

NEW POSITION – FY22

NEW POSITION – FY21 RESTORED

Director of RECLASSIFICATION School Administration

School Athletics Administration Administrative Supervisor Supervisor Assistant III

Cabinet Administrator Professional Licensed Auxiliary Classified Member ‐‐ Majority School‐Based Positions other than Principals Not Reflected ‐‐ 12/16/2020

O-25 PROPOSED Department of Instruction FY2022 Teaching & Learning

NEW POSITION – FY22

NEW POSITION – FY21 RESTORED

Director of Administrative RECLASSIFICATION Receptionist Teaching & Assistant III (2) Learning (3)

Equity & Social Assistant Director, Health, P.E., English & World Professional Culturally Science & English Learners and Driver Secondary Fine Arts Math Science Languages & Learning Responsive Global Program Education Reading Supervisor Supervisor Supervisor Cultures Supervisor Instruction Studies Supervisor Supervisor Supervisor Supervisor Supervisor

Equity & Social Elementary World EL Welcome STEM Project Culturally Computer Science & Reading & Music Math Science Languages & Elementary Center Management Responsive Science Global Writing Specialist Specialist Specialist Cultures Supervisor Supervisor Specialist Instruction Supervisor Studies Supervisor Specialist Specialist Specialist

Welcome Experiential PROPEL & EL Secondary Center Learning Art Specialist Level Up Supervisor Assessor Coordinator Coordinator

Welcome EL Center Performing Professional School Arts Learning Counselor Specialist Specialist (2)

Family & Welcome Community Center Engagement Liaison Coordinator

Dual Welcome Language Center Family Assessor Liaison

Welcome Program Center Lead Assistant Screener

Cabinet Administrator Professional Licensed Auxiliary Classified Member ‐‐ Majority School‐Based Positions other than Principals Not Reflected ‐‐ 12/19/2020

O-26 PROPOSED FY2022 Department of Pupil Services

NEW POSITION – FY22

Assistant Superintendent NEW POSITION – FY21 for Pupil Services RESTORED

Administrative Financial RECLASSIFICATION Assistant Analyst

Director of Director of Director of Diagnostic & Special Student Prevention Education Services Services

Assistant Assistant Student School Student Student Multi-Tiered Supervisor of Administrative Student Assessment Director, Director, Support Counseling Assistance Health System of Diagnostic & Eligibility Assistant III Services Services Special Special Services Services Services Services Supports Prevention Coordinator (2) Coordinator Supervisor Education Education Supervisor Supervisor Supervisor Supervisor Supervisor Services (7)

*Special Homebound Student Education Special Special School Restorative Prevention Assessment *Financial Education Instruction Health Program PBIS Program Supervisor Education Counseling Practices Services Specialist Analyst Supervisor Services Services Assistant Coordinator Assistant (9) Supervisor Specialist Specialist Coordinator (1)(2) (6)(7) Related Services Coordinator Specialist

Early *Special Transition Assistive Response to Childhood Assessment Homebound CAMPUS Program Resource Senior Administrative Education Specialist Technology Intervention Identification Support Services Counselor Assistant Nurse Registrar Assistant I Coordinator (2) Specialist Coordinator Services Coach Specialist (8) Supervisor

Deaf & Hard Behavior Outreach Threat Assessment Medicaid Program Program Program Program SEL of Hearing Specialist Services Assessment Materials Specialist Assistant Assistant Assistant Assistant Specialist Administrative Specialist (2) Supervisor Supervisor Assistant II Manager

Speech *CSA *IEP Language Program Administrative Program Coordinator Specialist Services Assistant Assistant III Assistant (3) Specialist

Program *Special Education McKinney *Program Assessment Assistant Supervisor, Vento Specialized Data Assistant Liaison (2) Instruction Specialist Specialist

Procedural Early Special Support Childhood Education McKinney Special Coordinator Supervisor, Vento (2) Education Autism Supervisor Liaison (1.8)(1.0)

Autism Competent Administrative Specialist Learner Model Assistant II Coordinator (2)

Administrative Computer Specialist

Administrative Assistant III

‐‐ Majority School‐Based Positions other than Cabinet Has Separate Administrator Professional Licensed Auxiliary Classified Principals Not Reflected – Member Org Chart O-27 *Grant Funded Position (partially or in full) 12/23/2020 PROPOSED Department of Pupil Services FY2022 Diagnostic & Prevention Services

NEW POSITION – FY22

NEW POSITION – FY21 RESTORED

Director of Diagnostic & RECLASSIFICATION Prevention Services

Early Supervisor of Multi-Tiered Childhood Assessment Eligibility Threat Diagnostic & System of Identification Administrative Services Coordinator Assessment Prevention Supports Services Assistant III Supervisor (7) Supervisor Services Supervisor Supervisor

Assessment Prevention Response to Program Administrative Specialist Services Intervention Assistant Assistant II (1)(2) Coordinator Coordinator

Assessment Administrative PBIS Support Coach Assistant I Coordinator

Assessment Materials SEL Specialist Manager

Program Assistant

Assessment Data Specialist

Cabinet Administrator Professional Licensed Auxiliary Classified ‐‐ Majority School‐Based Positions other than Principals Not Reflected – Member *Grant Funded Position (partially or in full) 12/16/2020 O-28 PROPOSED Department of Pupil Services FY2022 Special Education

NEW POSITION – FY22

NEW POSITION – FY21 RESTORED

RECLASSIFICATION Director of Special Education

Assistant Assistant Director, Director, *Financial Special Special Analyst Education Education

Special *Special *Special Administrative Education Special Administrative Education Education Assistant III Supervisor Education Supervisor, Computer Supervisor (2) Related Supervisor Specialized Specialist (9) Services (6)(7) Instruction

Early Childhood *Special Assistive Transition Administrative Special Education Technology Specialist Assistant III Education Coordinator Specialist (2) Supervisor

Procedural Speech Deaf & Hard of Behavior Support Language Administrative Hearing Specialist Coordinator Services Assistant II Specialist (2) (2) Specialist

Competent *CSA Medicaid Learner Model Coordinator *IEP Specialist Specialist Coordinator (3)

Special Program Education *Program Assistant Supervisor, Assistant (2) Autism

Autism Specialist (2)

Cabinet Administrator Professional Licensed Auxiliary Classified ‐‐ Majority School‐Based Positions other than Principals Not Reflected – Member O-29 *Grant Funded Position (partially or in full) 12/23/2020 PROPOSED Department of Pupil Services FY2022 Student Services

NEW POSITION – FY22

Director of NEW POSITION – FY21 Student RESTORED Services

RECLASSIFICATION

Student School Student Student Health Student Outreach Support Counseling Assistance Senior Services Services Services Services Services Services Registrar Supervisor Coordinator Supervisor Supervisor Supervisor Supervisor

School Homebound Restorative Student Health Counseling Program Program Program Services Practices Services Services Assistant Assistant Assistant Coordinator Specialist Specialist Specialist

McKinney Homebound *Resource CAMPUS Program Vento Liaison Services Nurse Counselor Assistant Specialist Specialist (8)

McKinney- Program Program Program Vento Liaison Assistant Assistant Assistant (1.8)(1.0)

Cabinet Administrator Professional Licensed Auxiliary Classified Member * School‐Based Position 12/16/2020

O-30 PROPOSED FY2022 Department of Support Services

NEW POSITION – FY22

Assistant Superintendent for Support NEW POSITION – FY21 Services RESTORED

Executive Director, Executive RECLASSIFICATION Chief of Facilities Assistant

Director, Director, Director, Director, Management Director, Safety & Director, Facilities Planning & Construction Security Transportation Services Services Coordination

Safety & Assistant Director, Safety & Safety & Supervisor, Facilities Custodial Security Assistant Construction Facilities Administrative Security Security Administrative Management Administrative Administrative *Architect Services Operations Manager Director, Supervisor Maintenance Assistant III Supervisor Manager Assistant III & Coordination Assistant II Assistant III Supervisor Supervisor (Operations) (Training) Transportation

*Senior Safety & Security Safety & Transportation Project *Architectural Facilities Custodial Coordinator (Training/ Administrative Maintenance Planning Administrative Security Facility Use Transportation Transportation Operations Accounting Manager Coordinator Parts Services Emergency Building Control Clerk Supervisor Assistant II Coordinator Coordinator Supervisor Coordinator Coordinator Coordinator (5) Supervisor Supervisor Preparedness) Coordinator

Parts Safety & Area Transportation *Project Project Information Inventory Energy EHS GIS Security Lead School Safety & Security Operations Transportation Transportation Operations Account Manager Specialist Clerk Manager Supervisor Supervisor Manager Security Officer Technician Systems Specialist Coordinator Supervisor Specialist (8) Clerk (Design) (3) (2) (Infrastructure) (0)(17) Specialist (2) (2) (3)

Traffic & Project Facilities Building Safety and Security Distribution Copy Center Fleet *Construction GIS Analyst **School Administrative Area Specialist Automation EHS Coordinator (Technical Center Supply Operator Receptionist Pedestrian Maintenance Coordinator Financial (1)(2) Security Officer Assistant III Supervisor (Technical) Specialist Coordinator Security) Coordinator (2) Specialist Controller Coordinator (2) (12)(36) (6)

Land Management Safety & Security *Project Technical Operations Administrative Account Accounting Administrative Administrative Supervisor Security Coordinator Lead Driver Dispatcher Coordinator Assistant II Clerk Specialist Assistant II Assistant III Engineer (Emergency Specialist (26) (11) Planning) (Fleet)(2)

Information *Electrical Planning Inventory Copy Center Bus Driver Area Fleet Transportation Systems Engineering Account Coordinator Crew Chief Control Assistant Transportation (606.5) Manager Operations Specialist Coordinator Clerk Lead Patrol Specialist (0.5) Supervisor Coordinator

*Mechanical Bus Fleet Account Engineering Security Patrol Team Payroll Accounting Technician II Officers Receptionist Attendant Maintenance Clerk Design Crew Chief Leader Technician I Technician (8)(10) Supervisor Coordinator (159) (2)

Safety & Security Distribution Transportation Fleet Garage *Account *Civil Technician Mail Room Administrative Lead Dispatcher Center Operations Specialist Foreman Clerk Engineer (14)(16) Clerk Assistant II Technician Coordinator (2) (2)

Specialized Information Administrative Civil Distribution Center Driver Technical Security Dispatcher Assistant Head Transport Systems Team Lead Assistant II Engineer Engineer Instructor (3)(9) (6)(11) Custodian IV Driver Specialist (6) Coordinator (2) (4)(5) (2)

Capital Vehicle Bus Driver Tire Administrative Couriers Custodian Transportation Project Technician II Instructor Technician Life Safety (4) (7) GIS Analyst Specialist Specialist Assistant III (2) Specialist (12) (2)

Communications Senior Area Parts Technician Project Transportation Mechanic I (2) (4) Manager Supervisor Supervisor

Routing Parts Inventory Specialist Mechanic II Specialist (32) (5) (5)(3)

Area Bus Seat Transportation Fleet Repair Technician Supervisor Trainer (2)

Trip Service Automotive Scheduling Service Assistant Writer *Salaries & Benefits from CIP Fund Cabinet Has Separate Technician Administrator Professional Licensed Auxiliary Classified (2) (3) (3) **Reports to Principal or Designee Member Org Chart ‐‐ Majority School‐Based Positions Not Reflected ‐‐ 12/29/2020 O-31 PROPOSED Department of Support Services FY2022 Facilities Services

NEW POSITION – FY22

NEW POSITION – FY21 Executive RESTORED Director, Chief of Facilities

RECLASSIFICATION

Director, Director, Facilities Construction Services

Facilities Assistant Director, Energy Custodial Facilities EHS Construction *Construction Capital Project Services Facilities Maintenance Manager Operations Financial Architect Civil Engineer Supervisor Supervisor Coordinator Specialist Supervisor (2) Supervisor Coordinator

Building Custodial *Senior Project Facilities Parts Maintenance Automation Administrative EHS Accounting Architectural Civil Engineer Administrative Services Manager Supervisor Control Clerk Specialist Assistant II Coordinator Specialist Coordinator Coordinator Assistant III Supervisor (5) (2)

Parts *Project Information Project Inventory Administrative Account Clerk Manager Systems Specialist Clerk Assistant III (8) Specialist (Technical) (3)

Project Accounting Account Clerk Specialist Technician (Design)

*Project *Account Clerk Coordinator

*Mechanical Administrative Engineering Assistant II Design Coordinator

*Electrical Engineering Coordinator

Cabinet Administrator Professional Licensed Auxiliary Classified *Salaries & Benefits from CIP Fund Member ‐‐ Majority School‐Based Positions Not Reflected ‐‐ 12/19/2020

O-32 PROPOSED Department of Support Services FY2022 Construction

NEW POSITION – FY22

NEW POSITION – FY21 RESTORED

RECLASSIFICATION Director of Construction

Construction *Construction Administrative Capital Project *Architect *Civil Engineer Supervisor Coordinator Assistant III Specialist

*Senior Project *Architectural Accounting Civil Engineer Manager Coordinator Specialist Coordinator (5)

*Project Information Project Manager Systems Specialist (8) Specialist (Technical)

Project Account Clerk Specialist (Design)

*Project *Account Clerk Coordinator

*Mechanical Administrative Engineering Assistant II Design Coordinator

*Electrical Engineering Coordinator

Cabinet Administrator Professional Licensed Auxiliary Classified *Salaries & Benefits from CIP Fund Member ‐‐ Majority School‐Based Positions Not Reflected ‐‐ 12/16/2020 O-33 PROPOSED Department of Support Services FY2022 Facilities Services

NEW POSITION – FY22

NEW POSITION – FY21 RESTORED Director, Facilities RECLASSIFICATION Services

Facilities Assistant Director, Energy Custodial Facilities Administrative EHS Services Facilities Maintenance Manager Operations Financial Assistant III Supervisor Supervisor (2) Supervisor Coordinator

Building Custodial Facilities Parts Maintenance Automation Administrative EHS Services Supervisor Control Clerk Specialist Assistant II Coordinator Supervisor (2)

Parts Inventory Account Clerk Clerk (3)

Accounting Technician

Cabinet Administrator Professional Licensed Auxiliary Classified Member ‐‐ Majority School‐Based Positions Not Reflected ‐‐ 12/19/2020

O-34 PROPOSED Department of Support Services FY2022 Division of Management and Coordination

NEW POSITION – FY22

NEW POSITION – FY21 Director, RESTORED Management Administrative and Assistant III Coordination RECLASSIFICATION

Supervisor, Facility Use Management Coordinator and Coordination

Information Distribution Administrative Systems Senior Project Center Supply Building Specialist Manager Coordinator Coordinator

Operations Operations Specialist Specialist

Inventory Copy Center Control Operator Specialist (2)

Administrative Crew Chief Assistant II

Distribution Copy Center Center Assistant Technician (0.5)

Distribution Center Receptionist Assistant (6)(11)

Couriers Mail Room (4) Clerk

Head Custodian IV

Custodian (7) Cabinet Administrator Professional Licensed Auxiliary Classified Member 12/16/2020

O-35 PROPOSED FY2022 Department of Support Services Planning NEW POSITION – FY22

NEW POSITION – FY21 RESTORED Director, Planning RECLASSIFICATION Services

Land Administrative Planning GIS Management Assistant III Supervisor Supervisor Supervisor

GIS Planning Analyst Coordinator (1)(2)

Cabinet Administrator Professional Licensed Auxiliary Classified Member 12/19/2020

O-36 PROPOSED Department of Support Services FY2022 Safety & Security

NEW POSITION – FY22

NEW POSITION – FY21 RESTORED

Director, Safety Administrative RECLASSIFICATION & Security Assistant III

Safety & Security Supervisor

Safety & Safety & Safety & Security Security Security Administrative Manager Manager Manager Assistant II (Training) (Operations) (Infrastructure)

Safety & Security Technical Safety & Security Safety & Security Safety & Security Coordinator (Technical Security Coordinator Coordinator (Training/ Coordinator Security) Engineer (Emergency Planning) Emergency Preparedness) (2)

Technical Lead School Safety & Security Technician II Security Officer Security Lead Dispatcher Engineer Technician (17)

Communications **School Crew Chief Technician Security Officer Dispatcher (4) (12)(36) (3)(9)

Life Safety Technician II Lead Patrol Specialist

Safety & Security Patrol Security Officer Technician (8)(10) (14)(16)

Cabinet Administrator Licensed Auxiliary Classified Member Professional ‐‐ Majority School‐Based Positions Not Reflected ‐‐ 12/29/2020

O-37 PROPOSED Department of Support Services FY2022 Transportation

NEW POSITION – FY22

NEW POSITION – FY21 Director, RESTORED Transportation

RECLASSIFICATION

Assistant Administrative Administrative Director, Assistant III Assistant II Transportation

Transportation Accounting Transportation GIS Analyst Fleet Manager Coordinator Coordinator Supervisor

Area Area Area Area Transportation Fleet Transportation Transportation Transportation Transportation Transportation Transportation Supervisor Maintenance Supervisor Supervisor Supervisor Supervisor Account Clerk Coordinator Operations Operations (2) (2) Coordinator Coordinator

Area Specialized Routing Trip Transportation Fleet Transportation Transport Specialist Scheduling Service Writer Fleet Operations Receptionist Team Leader Specialist Supervisor Driver (5) Assistant (3) Maintenance Specialist (2) (6) (4)(5) (2) Controller (3)

Information Garage Dispatcher Administrative Account Clerk Systems Foreman Lead Bus Traffic & (11) Assistant II (Fleet) Specialist (2) Driver Pedestrian (2) (26) Specialist

Driver Vehicle Automotive Instructor Transportation Services Bus Driver Transportation (2) Specialist Technician (606.5) Operations (2) (3) Coordinator

Bus Driver Instructor Parts Team Leader Bus Attendant Payroll (12) Supervisor (6) (159) Technician I (2)

Parts Inventory Tire Specialist Technician (5)(2) (2)

Mechanic I Fleet Trainer (2)

Bus Seat Repair Mechanic II Technician (32) (2)

Cabinet Administrator Professional Licensed Auxiliary Classified Member 12/28/2020

O-38 Loudoun County Public Schools – FY22 Superintendent’s Proposed Budget 411