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Loudoun County Public Schools21000 Education CourtAshburn, VA 20148www.lcps.org

A Climate for Success

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FY14 Appropriated Budgets

Loudoun County Public Schools21000 Education Court

Ashburn, VA 20148

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

Prepared by Budget Division(571) 252-1250

Loudoun County Public Schools


SCHOOL BOARD

Eric Hornberger, Chairman Ashburn District Jill Turgeon, Vice Chairman Blue Ridge District Debbie Rose Algonkian District Thomas E. Reed At-Large District Kevin Kuesters Broad Run District Jennifer K. Bergel Catoctin District Jeff Morse Dulles District Bill Fox Leesburg District Brenda L. Sheridan Sterling District

Dr. Edgar B. Hatrick, Superintendent

BOARD OF SUPERVISORS

Scott K. York Chairman At-Large Janet S. Clarke, Vice Chairman Blue Ridge District Suzanne M. Volpe Algonkian District

Ralph M. Buona Ashburn District Shawn M. Williams Broad Run District

Geary M. Higgins Catoctin District Matthew F. Letourneau Dulles District Kenneth D. Reid Leesburg District Eugene A. Delgaudio Sterling District

Tim Hemstreet, County Administrator

TABLE OF CONTENTS

INTRODUCTORY SECTION (Pages 1 through 44) Budget Awards ........................................................................................................................................... 1 Executive Summary ....................................................................................................................................... 3 ORGANIZATIONAL SECTION Section Introduction .................................................................................................................................. 45 Loudoun County Public Schools Senior Administration ............................................................................ 47 Organization Chart .................................................................................................................................... 48 Loudoun County At-A-Glance ................................................................................................................... 50 School Board Members ............................................................................................................................ 51 Loudoun County Public Schools Building Locations ................................................................................. 52 Loudoun County Public Schools Goals ..................................................................................................... 54 Budget Development Calendar ................................................................................................................. 58 Budget Development Process .................................................................................................................. 60 Basis of Presentation ................................................................................................................................ 63 Significant Budget and Financial Policies ................................................................................................. 64 Loudoun County Public Schools Funds .................................................................................................... 71 FINANCIAL SECTION Section Introduction .................................................................................................................................. 73 Description of Financial Structure ............................................................................................................. 74 Fund Summary ......................................................................................................................................... 77 Combined Fund Statement ...................................................................................................................... 78 Operating Fund Section Introduction .................................................................................................................................. 81 Operating Budget Revenues ..................................................................................................................... 82 History of Revenues ................................................................................................................................. 84 History of Expenditures by Department .................................................................................................... 88 History of Expenditures by Major Object ................................................................................................... 89 Operating Budget Expenditures by State Category .................................................................................. 90 Operating Fund Statement ....................................................................................................................... 91

FY14 Appropriated Budget Changes ........................................................................................................ 92 Department Of Instruction ....................................................................................................................... 95

Assistant Superintendent for Instruction ................................................................................................ 98 Co-Curricular ....................................................................................................................................... 100 Testing ................................................................................................................................................. 104 Career and Technical Education ....................................................................................................... 108

Adult Education ............................................................................................................................. 112 Family Life Education .................................................................................................................... 114

TABLE OF CONTENTS

Operating Fund (Continued)

Department Of Instruction (Continued) Curriculum and Instruction .................................................................................................................. 116

Art ................................................................................................................................................... 120 Driver Education ............................................................................................................................. 124 English ........................................................................................................................................... 126 Health and Physical Education ...................................................................................................... 128 Kindergarten .................................................................................................................................. 130 Mathematics .................................................................................................................................. 132 Music ............................................................................................................................................. 136 Reading ......................................................................................................................................... 140 Science ........................................................................................................................................... 144 Social Sciences and Global Studies ............................................................................................... 148 Staff Development .......................................................................................................................... 152 Starting Toward Excellence in Pre-School ...................................................................................... 156 Summer in the Arts ......................................................................................................................... 158 World Languages and Cultures ..................................................................................................... 160

Elementary Education ......................................................................................................................... 162 Summer School .............................................................................................................................. 166

General Education .............................................................................................................................. 170 High School Education ........................................................................................................................ 174 Instructional Services .......................................................................................................................... 176

English Language Learners ............................................................................................................ 178 Gifted Education ............................................................................................................................ 182 Library/Media Services ................................................................................................................... 186 Outreach Program .......................................................................................................................... 190 Technology Resource ..................................................................................................................... 194

Middle School Education .................................................................................................................... 198 .Research ............................................................................................................................................. 200

Department Of Pupil Services ............................................................................................................... 205

Assistant Superintendent for Pupil Services ........................................................................................ 208 Diagnostic and Prevention Services ................................................................................................... 212 Special Education ............................................................................................................................... 218 Student Services ................................................................................................................................ 224 Young Adults Program ....................................................................................................................... 230

Operating Fund (Continued) Department of Grants ............................................................................................................................ 233

Adult Education .................................................................................................................................. 236 Adult Jail Education ............................................................................................................................ 240 ARRA-State Stabilization Funds ......................................................................................................... 242

TABLE OF CONTENTS


Department of Grants (Continued) Career and Technical Educational Equipment ................................................................................... 244 Carl Perkins ........................................................................................................................................ 246 Head Start ........................................................................................................................................... 248 Howard Hughes Medical Institute ........................................................................................................ 250 Individual Student Alt Ed Program (ISAEP) ......................................................................................... 254 Junior Navy ROTC Program ................................................................................................................ 256 Juvenile Detention Center ................................................................................................................... 258 Mentor Teacher Program .................................................................................................................... 260 PAVAN ............................................................................................................................................... 262 PEP (Carol White) .............................................................................................................................. 264 Phonological Awareness Literacy Screening (PALS) .......................................................................... 266 Project Graduation .............................................................................................................................. 268 Teaching American History ................................................................................................................. 270 Teaching in Loudoun County............................................................................................................... 274 Technology Grant ................................................................................................................................ 276 Title I Part A ........................................................................................................................................ 278 Title I Part D - JDC ............................................................................................................................. 282 Title II Part A ....................................................................................................................................... 284 Title III A-ELL ...................................................................................................................................... 286 Title VIB IDEA (Education of the Handicapped) .................................................................................. 290 Title VIB IDEA (Pre-School Incentive Grant) ....................................................................................... 292 Title X Part C (McKinney-Vento Homeless Assistance Act) ................................................................ 294 Virginia Pre-School Initiative ................................................................................................................ 296

Department Of Support Services .......................................................................................................... 299

Assistant Superintendent for Support Services ................................................................................... 302 Construction Services ......................................................................................................................... 306 Facilities Services ................................................................................................................................ 310 Safety & Security ................................................................................................................................ 314 Transportation Services ...................................................................................................................... 320

Central Support ..................................................................................................................................... 323 School Board ....................................................................................................................................... 324

Superintendent .................................................................................................................................... 326 Deputy Superintendent ....................................................................................................................... 330

Administration Building ................................................................................................................... 334 Planning & Legislative Services .......................................................................................................... 336 Public Information Office ..................................................................................................................... 340

TABLE OF CONTENTS


Department for Personnel Services ..................................................................................................... 345 Assistant Superintendent for Personnel Services ................................................................................ 348 Employee Relations ............................................................................................................................ 352 Recruiting & Staffing ............................................................................................................................ 356

Department of Business and Financial Services ................................................................................ 359 Assistant Superintendent for Business and Financial Services ........................................................... 362 Financial Services .............................................................................................................................. 364

Employee Benefits ......................................................................................................................... 368 Payroll Services .............................................................................................................................. 372

Budget Services ................................................................................................................................. 376 Purchasing Services ........................................................................................................................... 378

Department of Non-Departmental ......................................................................................................... 381 Non-Departmental .............................................................................................................................. 384

Department of Technology Services .................................................................................................... 387 Technology Services .......................................................................................................................... 390

Capital Improvement Program Fund Section Introduction ................................................................................................................................ 393 Capital Improvement Program Fund ....................................................................................................... 394 Capital Improvement Program Projects .................................................................................................. 396 Capital Improvement Program Budget Projects ...................................................................................... 402 Capital Improvement Funding Sources ................................................................................................... 403 Projected Number of Schools ................................................................................................................. 403 Impact of Capital Improvement Program on Operating Budget .............................................................. 404 Capital Improvement Program Fund – Fund Statement.......................................................................... 407 Debt Service Fund Section Introduction ................................................................................................................................ 409 Debt Service Fund .................................................................................................................................. 410 Bond Amortization Schedule ................................................................................................................... 411 Capital Improvements Program Impact on Future Debt Ratios ............................................................... 412 Debt Service Fund Statement ................................................................................................................. 414 Other Funds Section Introduction ................................................................................................................................ 415 Department of Food Services ................................................................................................................ 416 Food Services Fund Statement ............................................................................................................. 421

TABLE OF CONTENTS

Other Funds (Continued) Department of Capital Asset Preservation Program .............................................................................. 422 Capital Asset Preservation Program Fund Projections ........................................................................... 423 Capital Asset Preservation Program Fund – Fund Statement ................................................................ 426 Department of Central Vehicle Maintenance ......................................................................................... 428 Central Vehicle Maintenance Revenues ................................................................................................ 432 INFORMATIONAL SECTION Section Introduction ................................................................................................................................ 433 2013 – 2014 School Calendar for Students ............................................................................................ 434 Enrollment Projection Methodology ....................................................................................................... 435 Enrollment History .................................................................................................................................. 438 2013 – 2014 Enrollment Projections ....................................................................................................... 442 Revenue Sources, Assumptions, and Trends ......................................................................................... 444 Budget Projections .................................................................................................................................. 445 Budget Expenditure Forecast and Fund Balance Assumptions .............................................................. 452 Fund Balance Projections ....................................................................................................................... 453 Personnel Resource Allocations ............................................................................................................. 452 Average Class Sizes .............................................................................................................................. 456 “A Climate for Success” for Every Student ............................................................................................. 457 Performance Measures .......................................................................................................................... 458 Impact of School and County Government Programs on Local Tax Funding (LTF) ................................ 462 Loudoun County Real Property Assessed Value ................................................................................... 466 Impact of School and County Government Programs on Average Homeowner ..................................... 467 Bond Amortization Schedule .................................................................................................................. 468 Past and Future Direction of the School System .................................................................................... 470 Future Challenges .................................................................................................................................. 475 SUPPLEMENTAL SECTION Section Introduction ................................................................................................................................ 477 FY14 Appropriated Teachers’ Salary Scale ............................................................................................ 478 FY14 Appropriated Auxiliary Salary Scales ............................................................................................ 479 FY14 Appropriated Administrators’ Salary Scale .................................................................................... 480 FY14 Appropriated Administrators’ Salary Levels ................................................................................... 481 FY14 Appropriated Classified Pay Scale ............................................................................................... 484 FY14 Appropriated Classified Position Titles and Levels ........................................................................ 486 FY14 Appropriated Co-Curricular Stipends ............................................................................................. 490 FY14 Appropriated Daily or Hourly Substitute Salary Rates ................................................................... 492 FY14 Appropriated Fringe Costs ............................................................................................................ 493 Acronym Index ....................................................................................................................................... 494 Glossary of Terms .................................................................................................................................. 496

Loudoun County Public Schools Budget Awards

The Association of School Business Officials International Meritorious Budget Award program is designed to enable school business administration to achieve excellence in budget presentation. LCPS received the above award for the FY 2013 budget. LCPS has received the Meritorious Budget Award for excellence in the preparation and issuance of its budget for thirteen consecutive years.

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Loudoun County Public Schools Budget Awards

The Government Finance Officers Association established the Distinguished Budget Presentation Awards Program (Budget Awards Program) in 1984 to encourage and assist state and local governments to prepare budget documents of the very highest quality that reflect both the guidelines established by the National Advisory Council on State and Local Budgeting and the GFOA’s best practices on budgeting and then to recognize individual governments that succeed in achieving that goal. LCPS has received this award for twelve consecutive years. The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to Loudoun County Public Schools, Virginia for the Annual Budget beginning July 01, 2012. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

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Executive Summary


21000 Education Court

Ashburn, VA 20148

E-mail: [email protected]

Web Site: www.lcps.org

Prepared by Budget Division

(571) 252-1250

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EXECUTIVE SUMMARY

Loudoun County Public Schools – FY14 Appropriated Budgets

EXECUTIVE SUMMARY TABLE OF CONTENTS

School Board Letter............................................................................................................................................. 6 School Board ....................................................................................................................................................... 8 Organization ........................................................................................................................................................ 9 Loudoun County Public School Board Mission Statement and Goals (adopted September 8, 2009) ................ 10 Overview and LCPS Accomplishments ............................................................................................................. 14 Budget Preparation Process ............................................................................................................................. 16 Loudoun County Public Schools Funds ............................................................................................................. 18 Facts about the FY14 Budgets .......................................................................................................................... 19 Enrollment Growth............................................................................................................................................. 20 Student Enrollment Growth and Economic Condition Impacts on Budgets ....................................................... 21 Operating Budget Revenues ............................................................................................................................. 26 Operating Budget Revenues by Source ............................................................................................................ 27 Definition of Major Objects of Expenditure ........................................................................................................ 28 Operating Budget Expenditures by Major Object .............................................................................................. 29 Per Pupil Expenditure ........................................................................................................................................ 30 History of Enrollment and Position Increases .................................................................................................... 31 Operating Budget Expenditure Changes ........................................................................................................... 32 Capital Improvement Program Fund ................................................................................................................. 33 Debt Service Fund............................................................................................................................................. 34 Food Services Fund .......................................................................................................................................... 35 Capital Asset Preservation Program Fund ........................................................................................................ 36 Central Vehicle Maintenance Fund ................................................................................................................... 39 Budget Expenditure and Revenue Forecast Assumptions ................................................................................ 40 Operating Fund Budget Forecast ...................................................................................................................... 41 Capital Improvement Program Fund Forecast................................................................................................... 42 Debt Service Fund Forecast Related to LCPS Capital Projects ........................................................................ 43 Food Services Fund Forecast ........................................................................................................................... 43 Capital Asset Preservation Program Fund Forecast ......................................................................................... 44 Central Vehicle Maintenance Fund Forecast .................................................................................................... 44

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LOUDOUN COUNTY PUBLIC SCHOOLS 21000 Education Court

Ashburn, VA 20148

June 28, 2013 Parents, Patrons, and Citizens of Loudoun County:

At the April 29, 2013 meeting of the Loudoun County School Board the FY 2014 budget was approved. The Operating Budgets and Capital Asset Preservation Program (CAPP) are all funded at higher levels than in FY 2013. The Capital Improvement Program Budget funding is significantly less than FY 2013.

The LCPS School Board’s $843,672,450 Appropriated Operating Budget for the 2013-2014 school year

responds to continuing enrollment growth of 3.8% this school year, and provides salary increases for all employees. In addition, it continues the phased implementation of the Virginia Retirement System requirement that employees begin paying the 5% employee contribution and must be given an equivalent salary increase. Loudoun County Public Schools started with 1% in FY 2013 and will implement an additional 1% in FY 2014. Next fall we will welcome approximately 2,566 additional students into our classrooms and serve a total of 70,855 in our 84 schools.

This operating budget reflects a $20.6 million increase from the Operating Budget for school year 2012-

2013. The two primary focuses were compensation increases for all employees and maintaining current class sizes. In addition, it provides school-based staffing to address the enrollment growth, the opening of Moorefield Station and Discovery Elementary Schools in the fall of 2013, and planning for the opening of one elementary school, one middle school, and one high school in the fall of 2014. All operating budget resources will continue to be focused on maintaining Loudoun's excellent schools.

The FY 2014 CIP funds a Mercer Middle School addition, a Freedom High School addition, and Loudoun County High School stadium upgrades. The CAPP funds major maintenance projects to maintain LCPS existing schools.

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We would like to express our sincere appreciation to the Loudoun County Board of Supervisors for the spirit of cooperation throughout the approval process of the school system’s budgets. The community involvement and staff support was also invaluable. We look forward to continuing our work to make an excellent school division even better for the children of Loudoun County.

Eric Hornberger Jill Turgeon Thomas E. Reed Chairman Vice Chairman At-Large District Debbie Rose Kevin Kuesters Jennifer K. Bergel Algonkian District Broad Run District Catoctin District

Jeff Morse Bill Fox Brenda Sheridan Dulles District Leesburg District Sterling District

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EXECUTIVE SUMMARY

School Board


Eric Hornberger Chairman

Ashburn District

Jill Turgeon Vice Chairman

Blue Ridge District

Debbie Rose Algonkian District

Tom Reed At-Large Member

Kevin Kuesters Broad Run District

Jennifer Bergel Catoctin District

Jeff Morse Dulles District

Bill Fox Leesburg District

Brenda Sheridan Sterling District

Edgar B. Hatrick, Ed.D. Superintendent

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EXECUTIVE SUMMARY


Loudoun County Public Schools Organization

Loudoun County Public Schools (LCPS) is organized to focus on “A Climate for Success” for each of the 70,855 students while managing 84 schools and eight educational support buildings. It is a rapidly growing, dynamic, well managed and efficient organization. Nine elected School Board members govern LCPS. The members are elected to four-year terms. One member represents each of the County’s eight magisterial districts and there is one at-large member. The School Board is charged by Virginia law and the regulations of the Virginia Board of Education to establish policies, guidelines, and rules that will ensure the proper administration of the County’s school programs. The Superintendent works closely with a Deputy Superintendent and eight members of senior administration 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. Edgar B. Hatrick Superintendent

Ned D. Waterhouse Deputy Superintendent

E. Leigh Burden Assistant Superintendent

Business & Financial Services

Kevin L. Lewis Assistant Superintendent

Support Services

Dr. Mary V. Kealy Assistant Superintendent

Pupil Services

Dr. Kimberly L. Hough Assistant Superintendent

Personnel Services

Sharon D. Ackerman Assistant Superintendent

Instruction

Dr. Sam C. Adamo Executive Director

Planning & Legislative Services

Wayde B. Byard Public Information Officer

Dr. Richard A. Contartesi Assistant Superintendent

Technology Services

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EXECUTIVE SUMMARY


Mission Statement

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

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

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

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

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

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

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

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

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

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

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

2. Curriculum Development

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

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

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

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EXECUTIVE SUMMARY


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

Elementary Secondary

Average

Class Size Max

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

4. Compensation, Recruitment, and Retention of Staff

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

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

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

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

5. Growth and Resource Parity

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

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

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

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

e) LCPS will strive to establish paperless practices.

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EXECUTIVE SUMMARY


6. Community Relations

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

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

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

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

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

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

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

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

7. Health, Safety, and Wellness

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

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

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

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EXECUTIVE SUMMARY

Loudoun County Public Schools - FY14 Appropriated Budgets

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EXECUTIVE SUMMARY


Overview and LCPS Accomplishments

Loudoun County Public Schools’ enrollment continues to grow. As of September 30, 2012, 68,289 students attended Loudoun County’s 82 schools, a one-year increase of 4.0 percent. Loudoun County is one of the fastest-growing counties in America and is expected to continue attracting new residents. As an example, when the class of 2013 entered our school system as kindergarteners in 2000, it had 2,700 members. LCPS had an enrollment of 31,804 students in 48 schools. When this class graduates in June, it will have 4,460 members and there are 82 LCPS schools. ACADEMIC ACHIEVEMENT Loudoun County Public Schools had 95.1 percent on-time graduation rate in 2012. The 2012 graduation rate was 7.1% above the state average. The Class of 2012 earned $28,824,730 in grants and scholarships. 61.5 percent moved on to a four-year college while 26.6 percent intended to enter a two-year college. 2012 SAT scores for LCPS stayed well above state and national averages. The average overall score for the 3,244 LCPS students who took the SAT was 1590, compared to 1517 for Virginia students and 1498 for students nationwide. The 1590 was two points less than the overall LCPS average for 2011. All 10 of the LCPS high schools eligible to be ranked nationally by The Washington Post’s Challenge Index received this honor in 2012. The Washington Post listed the top 1,900 (or 9 percent) of high schools in America based on the Challenge Index criteria. All LCPS high schools fell within the top 9 percent. At the end of the 2011-2012 school year, 10 of LCPS’s 14 middle schools have been designated as a School to Watch by the National Forum to Accelerate Middle Grades Reform. Since the first four schools attained this honor during the 1999-2000 school year, only 300 schools in 19 states have been named Schools to Watch with 28 of these schools in Virginia. Loudoun County has the most Schools to Watch of any school division in America. (Every Loudoun County middle school that has applied for this honor has received it.) Seven Loudoun Schools received the 2012 Governor’s Award for Educational Excellence. The Loudoun schools honored were Belmont Station Elementary, Lowes Island Elementary, Lucketts Elementary, Newton-Lee Elementary, Pinebrook Elementary, Round Hill Elementary and Waterford Elementary. 86 schools in Virginia earned the Governor’s Award for Educational Excellence. To qualify for the Governor’s Award for Educational Excellence, schools and school divisions must meet all state and federal achievement benchmarks for at least two consecutive years and achieve all applicable excellence goals for elementary reading, enrollment in Algebra I by the eighth grade, enrollment in college-level courses, high school graduation, attainment of advanced diplomas, increased attainment of career and industry certifications, and participation in the Virginia Preschool Initiative. Schools and school divisions earn bonus points for other performance measures, including the Governor’s Nutrition and Physical Activity Scorecard.

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EXECUTIVE SUMMARY


COMMUNITY INVOLVEMENT LCPS continues to be an integral part of the Loudoun community. Parents and other volunteers donate nearly 200,000 hours a year to support schools by mentoring, tutoring, helping with special projects, fundraising and reading. Besides LCPS students, Loudoun County’s Department of Parks, Recreation and Community Services, churches, homeowners associations, PTA’s and PTO’s, youth and adult sports leagues, adult education classes, civic organizations and the Boy and Girl Scouts use the interior facilities and athletic fields of the public schools. During the 2011-2012 school year, Parks and Recreation used school facilities for a total of 175,437 hours of indoor and outdoor uses. Church organizations used schools for a total of 4,960.50 hours. Scouts used LCPS facilities for 7,230.50 hours and non-LCPS educational programs for 381.50 hours. In addition, PTA’s and PTO’s used schools for a total of 2,219.50 hours and HOA’s for 231 hours. Altogether, 190,460 hours (7,936 24-hour days) of non-school activities were held on school property. FUTURE CHALLENGES As LCPS sustains its comprehensive educational programs for all Loudoun students in future years, it will confront several challenges:

The continued enrollment growth of nearly 2,000 students per year for the foreseeable future. One of the primary budgetary increases each year is to provide sufficient staff to address the educational needs of the additional students. In addition, enrollment growth creates the need to continue building and opening new schools.

The continuous need for additional schools and the debt incurred in order to build those schools has a significant impact on the County’s debt capacity.

During the last several years, due to the economic conditions, class sizes have been increased. Significant financial resources will be required to reduce the class sizes to those included in the School Board’s Goals. Operating budget funds will be needed to fund additional staff and CIP funds will be needed to build additional class rooms.

Employee compensation will continue to be a challenge as LCPS tries to regain its competitive position relative to surrounding jurisdictions.

Over the next three years, LCPS will be required to continue the implementation of the Virginia Retirement System change to require employees to fund the employee contribution and offset that cost to employees with an equal raise. During FY14, LCPS will implement the second phase of 1%. Each of the next three years LCPS will be required to increase the raise and the employee contribution by 1% per year.

Educational program enhancement or the addition of new programs will be challenging since it will be competing with both class size reductions and employee compensation.

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EXECUTIVE SUMMARY


FY14 Budget Preparation Process

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

May – June

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

August – September

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

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

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

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

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

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

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

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

which is the Superintendent’s recommendation to the School Board, for the future budget year. Planning Department determines the number of new school facilities needed to meet the needs of the

projected number of students as well as the geographic locations of the new facilities. The Superintendent presents the recommended budgets to the School Board at a public meeting.

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EXECUTIVE SUMMARY


FY14 Budget Preparation Process (continued)

January

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

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

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

County Administrator’s advertised fiscal plan.

February – April

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

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

April

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

May – July

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

The Budget Division prepares final appropriated budget documents.

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EXECUTIVE SUMMARY


Loudoun County Public Schools Funds

The following is a summary of the six major funds which account for the activities of LCPS and the funding levels for FY14:

Operating Fund $843,672,450 9,638.2 positions This fund provides for the day-to-day operations and maintenance of the schools and is funded primarily by county, state, and federal funds.

Capital Improvement Program (CIP) Fund $11,950,000 This fund provides for all new facilities as well as renovations and expansions of existing facilities. Funds are primarily from the sale of bonds.

Debt Service Fund $117,371,322 This fund pays principal and interest on bonds sold to finance capital projects in the Capital Improvement Fund. County funds support debt service expenditures.

Food Services Fund $26,482,361 435.0 positions This fund provides for all school cafeteria operating and administrative costs. The fund is supported primarily by food sales and federal/state subsidies.

Capital Asset Preservation Program Fund $5,577,000 The Loudoun County Public Schools Capital Asset Preservation Program (CAPP) is designed to address and fund replacement and maintenance of major systems of the School Board owned facilities. These components are either structure related (i.e., roofs, walls, windows, foundations), site related (i.e., asphalt/concrete, fuel and water tanks, exterior/field lighting, storm water management structures, storm/sanitary sewer pipes), or mechanical/electrical related (i.e., water and sewer systems, mechanical systems, electrical systems, heating and ventilation).

Funding for these programs is on a yearly basis. Project categories must have a minimum estimated replacement value of $10,000 and an expected life span of ten or more years. Furthermore, capital asset projects must be a portion of a major component to the building or site in order to qualify for CAPP funding.

The CAPP is primarily supported by County funds.

Central Vehicle Maintenance Fund $23,039,040 75.0 Positions The Central Vehicle Maintenance operation is an enterprise fund supported by transfers from both the County’s general fund and the School’s operating fund. This fund provides for the maintenance and operation of all school system and county vehicles.

18

EXECUTIVE SUMMARY


FACTS ABOUT THE FY14 BUDGETS

Student membership will increase by approximately 2,566 students or 3.8%. LCPS has experienced a steady

growth in student membership since FY86. Serving the educational needs of additional students continues to be a major factor in budget development.

The FY14 Operating Fund totals $843.7 million which represents a $20.6 million or 2.5% increase from FY13. The FY14 Debt Service Fund totals $117.4 million (a decrease of $2.7 million). The Capital Asset Preservation Program will receive $5.6 million in funding for FY14. The funding will support

repair and maintenance of LCPS owned facilities. The $12.0 million six year Capital Improvement Program will fund a Mercer Middle School addition, a Freedom

High School addition and a Loudoun County High School stadium upgrade.

FY14 Appropriated School Budgets by Fund FY14 Appropriated School Budgets by State

Category

Operating Fund $843,672,450 Instruction $666,984,943

Capital Improvements Program 11,950,000 Administration 17,294,362

Debt Service Fund 117,371,322 Attendance & Health 10,957,015

Food Services 26,482,361 Pupil Transportation 53,082,690

Capital Asset Preservation Program 5,577,000 Facilities 19,778,927

Operation & Maintenance 72,926,137

Technology 20,175,376

Food Services 26,482,361

Debt Service 117,371,322

Total All Funds $1,005,053,133 Total All Funds $1,005,053,133

19

EXECUTIVE SUMMARY


ENROLLMENT GROWTH

Loudoun County Public Schools is the fourth largest of 132 school divisions in Virginia and continues to be one of the fastest growing. In FY14, membership is expected to increase by 2,566 students. Student membership is projected to continue to grow by an average of 2.8 percent during each of the next three years. This will result in over 6,000 additional students by the 2016-2017 school year. In FY14, it will cost $11,639 for personnel, employee benefits, and materials to provide school-level instructional and support services for each new student. New schools are needed to meet student membership growth. The appropriated Operating Budget for FY14 includes staffing for the opening of two elementary schools in the fall of 2013. Approximately $603.5 million in construction bonds will need to be issued to fund the eight new schools, five facility renovations, and Advanced Technology Center reflected in the Capital Improvement Program.

Student Membership

FY13 FY14 Change Percent

Pre-School

936

1,043

107 11.4%

Elementary School

32,750

33,425

675 2.1%

Middle School

15,623

16,427

804 5.1%

High School

18,980

19,960

980 5.2%

Total

68,289

70,855

2,566 3.8%

20

EXECUTIVE SUMMARY


Student Enrollment Growth and Economic Condition Impacts on Budgets

Student enrollment increase

CIP will fund new schools to provide classrooms for additional students.

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

New schools required for additional Students

0

10

20

30

40

50

60

70

80

90FY0

3

FY04

FY05

FY06

FY07

FY08

FY09

FY10

FY11

FY12

FY13

FY14

FY15

FY16

FY17

FY18

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

FY03

FY04

FY05

FY06

FY07

FY08

FY09

FY10

FY11

FY12

FY13

FY14

FY15

FY16

FY17

FY18

Sept

embe

r 30

Enro

llmen

tN

umbe

r of S

choo

ls

Projected

2,566 Additional Students Projected in FY14 and Approximately 1,500 in each of the next three years

Fall 2013 - Discovery ES and Moorefield Station ES will open

Projected

21

EXECUTIVE SUMMARY



Operating Fund

In FY14 the Cost per Pupil will increase slightly over FY13 and is projected to recover to the FY09 level by FY17.

Operating Cost Per Pupil

$0.0

$100.0

$200.0

$300.0

$400.0

$500.0

$600.0

$700.0

$800.0

$900.0

$1,000.0

FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17

$0

$2,000

$4,000

$6,000

$8,000

$10,000

$12,000

$14,000

FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17

Projected

Projected

Dol

lars

in M

illio

ns

22

EXECUTIVE SUMMARY



Capital Improvement Program

Debt Service

The Capital Improvement Program will continue to fund the construction of new and renovation of older schools. The variance from year to year is based on the number of schools needed to address enrollment growth.

Debt Service is projected to increase due to the LCPS construction program.

$0

$50,000,000

$100,000,000

$150,000,000

$200,000,000

$250,000,000

$300,000,000

FY13 FY14 FY15 FY16 FY17 FY18

Projected

$105,000,000

$110,000,000

$115,000,000

$120,000,000

$125,000,000

$130,000,000

$135,000,000

$140,000,000

$145,000,000


Projected

23

EXECUTIVE SUMMARY



Capital Asset Preservation Program Fund

The food services program will serve an increasing number of students.Food Services Fund

FY14 will provide $5.6M to fund major maintenance projects. The project increases in FY16-FY18 reflect the delay of projects over the last several years. FY18 is approximately the sames as FY13.

$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000


Projected

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

$8,000,000


Projected

24

EXECUTIVE SUMMARY



Central Vehicle Maintenance

As both the LCPS enrollment and the County population increase, the number of vehicles maintained by Central Vehicle also increases. The cost of fuel is also a factor impacting the CVM.

$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000


Projected

25

EXECUTIVE SUMMARY


Operating Budget Revenues

LCPS receives revenue to support the Operating Fund from three primary sources: funds transferred by the County Board of Supervisors, state aid, and federal aid. A small amount of revenue is also received from tuition and fees. County Funds $553.6 Million Real property, personal property, and local sales taxes are the primary revenue sources for Loudoun County. The County Board of Supervisors approved a transfer to LCPS to finance 65.6% of the Operating Fund. County funding of the LCPS operating budget is $18.4 million or 3.2% more than FY13. The FY14 real property tax rate is $1.205 per $100 of assessed value. State Aid $258.1 Million State revenue includes two 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. LCPS will receive about $258.1 million in state funding in FY14. About $61.0 million of this amount is the school division’s share of the 1.125% sales tax collected to support public education. Federal Aid $14.3 Million Federal aid is usually derived from various entitled federal programs, specific grants, and Impact Aid. With the exception of Impact Aid, federal revenues are generally categorized and must be expended for specific purposes according to established statutes and regulations. Federal funds are provided to supplement the cost of providing instructional services for students in vocational, adult, and special education as well as programs for educationally and/or economically disadvantaged students. In FY14, LCPS will receive about $14.3 million in federal funding. Other Revenue

$7.6 Million About $7.6 million in miscellaneous revenue from various sources is projected to be available in FY14. These include student fees for driver education, parking, and athletics; tuition for adult education classes, summer school and out of state/county students; privately funded grants, and facility use fees. Fund Balance $10.0 Million For FY14 the County Board of Supervisors has appropriated $10.0 million from fund balance as a funding source for the School Board’s operating budget.

26

EXECUTIVE SUMMARY

DescriptionFY13

AppropriatedFY14

Appropriated

Beginning Balance $10,000,000 $10,000,000 Federal Revenue 14,120,000 14,328,564 State Revenue 250,127,308 258,126,932 Other Revenue 6,870,000 7,601,472 County Transfer 541,954,435 553,615,482 Total Revenue $823,071,743 $843,672,450

DescriptionFY13

AppropriatedFY14

Appropriated

Beginning Balance 1.2% 1.2%Federal Revenue 1.8% 1.7%State Revenue 30.4% 30.6%Other Revenue 0.8% 0.9%County Transfer 65.8% 65.6%

Total 100.0% 100.0%


Operating Budget Revenues by Source

Revenue Categories as Percent of Total Operating Budget

Beginning Balance 1.2%

Federal Revenue 1.7%

State Revenue 30.6%

Other Revenue 0.9%

County Transfer 65.6%

27

EXECUTIVE SUMMARY


Definition of Major Objects of Expenditure

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

OPERATIONS AND MAINTENANCE:

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

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

Utilities & Communication: The utility and communication budget provides for the heating fuel, electricity, water, sewer and telephone services for the 84 schools and eight educational support buildings.

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

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

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

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

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

CAPITAL OUTLAY:

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

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

28

EXECUTIVE SUMMARY

Description FY13 Appropriated FY14 AppropriatedAmount Amount

Personnel $732,209,452 $754,001,987

Operations and Maintenance 87,575,444 87,658,659

Capital Outlay 3,286,847 2,011,804

Total $823,071,743 $843,672,450

In FY14 Personnel Costs account for 89.4%


Operating Budget Expenditures by Major Object

of the operating budget . . .

Personnel Costs - 89.4%

Operations and Maintenance -10.4%

Capital Outlay -0.2%

29

EXECUTIVE SUMMARY

FY13Arlington $18,675Alexandria $17,024Fairfax $13,564Loudoun $11,770Prince William $10,163

Source: FY 2013 Washington Area Boards of Education (WABE) Guide

Instruction $9,207Operation & Maintenance 1,001Pupil Transportation 733Administration 232Technology 279Attendance & Health 151Facilities 35FY14 Estimated Per Pupil Expenditure $11,638


Per Pupil Expenditure

Per pupil expenditure is calculated annually using total Operating Budget less adult education, self-funded summer school, health services, and OPEB funds; plus the portion of the Capital Improvement Program and Capital Asset Preservation Program budgets funded by cash. 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.

FY13 Per Pupil Expenditure Comparison

FY14 Estimated Per Pupil Expenditure

30

EXECUTIVE SUMMARY

FY13 Revised FY14 Apprpriated

School Based

Instruction 5,188.6 5,382.4

Bus Drivers & Attendants 876.5 888.5

Teacher Assistants 1,255.6 1,285.7

Custodians 510.5 493.0

Other School Support 394.9 402.4

Administration 283.0 291.0

Instructional Support 191.1 199.1

Nurses & Health Clinic Assistants 90.4 92.4

Total School Based FTE's 8,790.6 9,034.5

Non-School Based

Secretarial/Clerical 140.0 141.5

Other Support Staff 338.2 334.2

Administration 128.0 128.0

Total Non-School Based FTE's 606.2 603.7

Total FTE's 9,396.8 9,638.2

Total Student Enrollment 68,289 70,855

Staff is focused on students in the classroom…

Percentage School Based

Employees

Percentage Non-School Based

Employees

93.1% 6.9%

92.9% 7.1%

91.2% 8.8%

90.9% 9.1%90.6% 9.4%

Source: FY 2013 Washington Area Boards of Education (WABE) Guide

LCPS FY14 staffing is 93.1% School Based (excluding bus drivers and attendants)


History of Enrollment and Position Increases

Position

ArlingtonAlexandria

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

FY13 Surrounding School Division Comparison*

School Division

Fairfax

Loudoun

Prince William

31

EXECUTIVE SUMMARY

Employee compensation $12.0

Employee benefits (VRS, healthcare) 4.3

Student enrollment growth and opening new schools 17.5

Lapse and turnover savings anticipated (12.0)

All operations, maintenance, and capital costs were reduced below FY13 levels (1.2)Total Expenditure changes $20.6


Operating Budget Expenditure Changes

The Operating Budget increase is $20.6 million or 2.5 percent compared to the FY13 approved budget and the enrollment is expected to grow by 2,566 students or 3.8 percent. Staffing increases to accommodate increased enrollment, the opening of two new elementary schools and planning for the opening of one elementary, one middle, and one high school, are included in the FY14 Operating Budget. All LCPS employees will receive a salary increase. Rate increases for group health insurance are included in the operating budget. In addition, phase two of a five year plan to require employees to contribute their share of VRS which was previously contributed by LCPS is included.

($15.0)

($10.0)

($5.0)

$0.0

$5.0

$10.0

$15.0

$20.0

Stud

entG

row

thCom

pens

atio

n

Ben

efits

Gro

wth

& O

peni

ng S

choo

ls

Laps

e&

Tur

nove

r

O&

M a

nd C

apita

l

32

EXECUTIVE SUMMARY

# of Projects Amount # of Projects Amount

Elementary Schools 0 $0 0 $0Middle Schools 0 0 0 0High Schools 2 175,750,000 0 0Addition and Renovation 1 29,000,000 3 11,950,000

Total 3 $204,750,000 3 $11,950,000

DescriptionFY13

AppropriatedFY14

Appropriated

General Obligation Bonds $184,290,000 $10,755,000Virginia Public School Authority Bonds 0 0Local Tax Funding 6,800,000 1,195,000Fund Balance 13,660,000 0

Total $204,750,000 $11,950,000


Capital Improvement Program Fund

Projects Funded

Funding Sources

FY13 Appropriated FY14 AppropriatedDescription

33

EXECUTIVE SUMMARY

DescriptionFY 2013

Appropriated FY 2014

Appropriated

Principal $79,524,784 $79,424,584Interest 40,631,441 37,946,738

Total $120,156,225 $117,371,322


Current projections show the LCPS debt service payments increasing until FY19 based on CIP projects and leases for vehicles and computers which have been funded. In FY20 debt services payments are projected to begin decreasing with the final payment in FY38.

Debt Service Fund

LCPS Debt Service for previously funded capital projects and leases

$0

$20,000,000

$40,000,000

$60,000,000

$80,000,000

$100,000,000

$120,000,000

FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18

Principal Interest

34

EXECUTIVE SUMMARY

Amount FTE Amount FTE

Personnel $15,179,554 427.0 $15,889,233 435.0Operations and Maintenance 9,877,069 10,568,128Capital Outlay 25,000 25,000Transfer Out 0 0

Total $25,081,623 427.0 $26,482,361 435.0

Employee compensation increases and staffing for new school openings $709,679Food and food supply increase 691,059

Total FY14 Food Services Budget Changes $1,400,738

Cafeteria Sales $20,139,623 $21,518,375 *State Revenue $336,000 $357,986Federal Revenue $4,600,000 $4,600,000Other Revenue $6,000 $6,000Local Transfer $0 $0

Total $25,081,623 $26,482,361

* Meal prices will not increase in FY14.


Expenditure Increases

Revenue Sources

DescriptionFY13

Appropriated FY14

Appropriated

Food Services Fund

Description FY13 Appropriated FY14 Appropriated

Expenditures

35

EXECUTIVE SUMMARY

Asphalt $750,000 $1,295,000Electrical $555,000 $410,000HVAC $175,000 $298,000Plumbing $205,000 $84,000Roofing $1,280,000 $2,380,000Structure Repair $210,000 $510,000Windows $0 $600,000

Total $3,175,000 $5,577,000

Local Transfer $3,175,000 $5,577,000

Total $3,175,000 $5,577,000


DescriptionFY13

Appropriated FY14

Appropriated

Revenue Sources

ProjectFY13

Appropriated FY14

Appropriated


Expenditures by Project

36

EXECUTIVE SUMMARY

FacilityFY13

AppropriatedFY14

Appropriated

Schools:Ashburn ES $20,000 $38,000 Balls Bluff ES $75,000 $28,000 Banneker ES $0 $150,000 Belmont Station ES $0 $30,000 Blue Ridge MS $1,200,000 $125,000 Briar Woods HS $0 $185,000 Broad Run HS $110,000 $1,555,000 Dominion HS $0 $215,000 Dominion Trail ES $0 $40,000 Douglass School $150,000 $0 Eagle Ridge MS $100,000 $135,000 Emerick ES $80,000 $0 Farmwell Station MS $0 $55,000 Guilford ES $0 $735,000 Harmony MS $0 $80,000 Harper Parp MS $0 $130,000 Heritage HS $0 $150,000 Hutchison Farm ES $0 $40,000 JL Simpson MS $0 $110,000 Leesburg ES $30,000 $45,000 Lincoln ES $375,000 $310,000 Loudoun County HS $140,000 $190,000 Loudoun Valley HS $25,000 $0 Lovettsville ES $0 $40,000 Lowes Island ES $0 $45,000 Lucketts ES $0 $90,000 Meadowland ES $0 $30,000 Mercer MS $45,000 $0 Monroe Technology Center $70,000 $60,000 Mountain View Es $45,000 $0 Park View HS $195,000 $155,000 Potomac Falls HS $50,000 $0 Potowmack ES $0 $133,000



Expenditures by Facility

37

EXECUTIVE SUMMARY

FacilityFY13

AppropriatedFY14

Appropriated

Schools (continued):River Bend MS $100,000 $0 Sanders Corner ES $0 $58,000 Seldens Landing ES $60,000 $0 Seneca Ridge MS $15,000 $0 Smart's Mill MS $45,000 $60,000 Tolbert ES $60,000 $0 Waterford ES $185,000 $30,000

Other:Round Hill Center $0 $50,000 Staff Training Center $0 $450,000 Transportation $0 $30,000

Total $3,175,000 $5,577,000




38

EXECUTIVE SUMMARY

Salaries and Fringe $5,599,324 $5,722,212Supplies, Equipment and Operating Costs 15,723,918 17,281,748Capital Outlay 29,926 35,080

Total $21,353,168 $23,039,040

LCPS Transfer In $12,515,797 $12,870,842County Transfer In 8,837,371 10,168,198

Total $21,353,168 $23,039,040


Description FY13 Appropriated

FY14 Appropriated

Revenue Sources

Central Vehicle Maintenance Fund

Expenditures

DescriptionFY13

Appropriated FY14

Appropriated

39

EXECUTIVE SUMMARY


Budget Expenditure and Revenue Forecast Assumptions

FY13 and FY14 appropriated expenditures and revenues as well as forecasts for FY15 through FY17 for each of the Loudoun County Public School funds are found on the next four pages. This provides the spending and funding trends for each of the funds. The assumptions and methodology for these forecasts are as follows:

Operating Budget The three forecasted years are based on the following assumptions for both expenditures and revenues:

The current CPI inflationary rate was applied to all materials, supplies, and capital equipment line items. Anticipated rate increases for fuel and utilities were applied to those line items. The assumed rate increase for these

three years was 5%. The compensation increase for each of the three years was projected as 4% (1% for implementation of phase three

of the required Virginia Retirement System change and 3% salary scale improvement.) The assumed rate increase for group health insurance premiums was 10%. Operating Budget impact of opening a new school facility by instructional level was included for anticipated school

openings. Student membership increase trends were based on forecasts provided by the LCPS Planning Department. The

projections were that enrollment will increase by an average of 2.2% per year or approximately 1,600 students during the three year period projected.

The funding of grants will remain constant. The state will continue to provide revenue based on the Average Daily Membership. The County Board of Supervisors will continue to provide local support for approximately 65% of the operating

expenditures.

Capital Improvement Program The five 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 CIP expenditures and revenues presented in the next pages are based on that resolution.

Debt Service Debt Service principal and interest payments are projected based on the approved schedule of capital projects and the financing of those projects. The revenue source is local tax funding.

Food Services Food Services expenditures are forecast using the same methodology as the Operating Budget above. The revenue assumptions are:

The price which students pay for meals will generate approximately 80.0% of the cost of the program. State and federal revenue will fund approximately 20.0% of the cost of the program. Local tax revenues will be not needed to support the Food Services program.

Capital Asset Preservation Program The major building maintenance projects funded by the Capital Asset Preservation Program (CAPP) and the year in which they are needed are based on a facilities study. The increase in FY14 is based on several fiscal years of project delays. The revenue source for the CAPP is local tax funding.

Central Vehicle Maintenance Central Vehicle Maintenance expenditures are forecast using the same methodology as the Operating Budget above. The funding source is transfers from the Loudoun County Government general fund and Loudoun County Public Schools operating fund. The forecasts are based on the assumption that the transfers will continue to be approximately 40% from the County Government and 60% from LCPS. In FY14 LCPS share is 56% and County is 44%.

40

EXECUTIVE SUMMARY

FY13 Appropriated

FY14 Appropriated

FY15 Projected*

FY16 Projected*

FY17 Projected*

Personnel $732,050,150 $754,001,987 $817,480,000 $866,030,000 $920,810,000Operations and Maintenance 87,734,746 87,658,659 92,050,000 97,510,000 103,680,000Capital Outlay 3,286,847 2,011,804 1,820,000 1,930,000 2,050,000

Total Expenditures $823,071,743 $843,672,450 $911,350,000 $965,470,000 $1,026,540,000

State Revenue $250,127,308 $258,126,932 $291,920,000 $309,070,000 $344,920,000Federal Revenue 14,120,000 14,328,564 14,329,000 14,329,000 14,329,000Local Transfer (Local Taxes) 541,954,435 553,615,482 592,271,000 629,011,000 653,991,000Local Tuition and Fees 6,870,000 7,601,472 7,830,000 8,060,000 8,300,000Local Fund Balance Carryover 10,000,000 10,000,000 5,000,000 5,000,000 5,000,000

Total Revenues $823,071,743 $843,672,450 $911,350,000 $965,470,000 $1,026,540,000


*Standard methodologies were used to project FY15 through FY17. Economic conditions could cause significant variances from the projections.

Operating Fund Budget Forecast

Personnel - 89.4%

Operations & Maintenance -10.4%

Capital Outlay - 0.2%

Where the Money Goes (FY14) . . .

Where the Money Comes From (FY14) . . .

State Revenue -30.6%

Local Transfer - 65.6%

Federal -1.7%

Local Tuition & Fees - 0.9%

Fund Balance -1.2%

41

EXECUTIVE SUMMARY

FY13 Appropriated

FY14 Appropriated

FY15 Projected*

FY16 Projected*

FY17 Projected*

General Obligation (GO) Bonds $184,290,000 $10,755,000 $73,630,000 $0 $49,490,000Fund Balance 13,660,000 0 0 0 0Sale of Land 0 0 0 0 0Local Tax Funding 6,800,000 1,195,000 8,180,000 0 5,500,000

Total CIP $204,750,000 $11,950,000 $81,810,000 $0 $54,990,000

Elementary Schools $0 $0 $31,460,000 $0 $0Middle Schools 0 0 50,350,000 0 54,990,000High Schools 175,750,000 0 0 0 0Advanced Technology Academy 0 0 0 0 0Additions 29,000,000 11,950,000 0 0

Total Funding $204,750,000 $11,950,000 $81,810,000 $0 $54,990,000


Capital Improvement Program Fund Forecast

Num

ber o

f Sch

ools

LCPS plans to open 8 additional schools in the next 5 years . . .

78

80

82

84

86

88

90


82

84

87

8889

90

42

EXECUTIVE SUMMARY

FY13 Appropriated

FY14 Appropriated

FY15 Projected*

FY16 Projected*

FY17 Projected*

Principal $79,524,784 $79,424,584 $82,499,087 $87,075,086 $91,212,633Interest 40,631,441 37,946,738 39,550,302 39,786,152 39,693,129

Total Expenditures $120,156,225 $117,371,322 $122,049,389 $126,861,238 $130,905,762

Local Tax Funding $120,156,225 $117,371,322 $122,049,389 $126,861,238 $130,905,762

Note:

FY13 Appropriated

FY14 Appropriated

FY15 Projected*

FY16 Projected*

FY17 Projected*

Revenue:State $336,000 $359,449 $388,000 $407,000 $427,000Federal 4,600,000 4,600,000 4,827,000 5,058,000 5,301,000Local Fees and Miscellaneous 20,145,623 21,522,912 22,529,000 23,606,000 24,739,000Local Transfer (Local Taxes) 0 0 0 0 0

Total Revenue $25,081,623 $26,482,361 $27,744,000 $29,071,000 $30,467,000

Expenditures: $25,081,623 $26,482,361 $27,744,000 $29,071,000 $30,467,000


All decisions concerning the financing of capital projects are made by the County Board of Supervisors and the Debt Service for Loudoun County Public Schools is accounted for as a part of the County's Debt Service Fund.

Debt Service Fund Forecast Related to LCPS Capital Projects

Food Services Fund Forecast

43

EXECUTIVE SUMMARY

FY13 Appropriated

FY14 Appropriated

FY15 Projected*

FY16 Projected*

FY17 Projected*

Asphalt $750,000 $1,295,000 $955,000 $775,000 $780,000Electrical 555,000 410,000 145,000 225,000 335,000Structure Repair 210,000 510,000 684,000 315,000 380,000HVAC 175,000 298,000 430,000 395,000 220,000Windows 0 600,000 0 450,000 300,000Plumbing 205,000 84,000 1,250,000 80,000 50,000Roofing 1,280,000 2,380,000 4,050,000 4,300,000 1,550,000

Total CAPP Expenditures $3,175,000 $5,577,000 $7,514,000 $6,540,000 $3,615,000

Local Tax Funding $3,175,000 $5,577,000 $7,514,000 $6,540,000 $3,615,000

FY13 Appropriated

FY14 Appropriated

FY15 Projected*

FY16 Projected*

FY17 Projected*

Revenue: School Transfer In $12,515,797 $12,870,842 $13,941,000 $15,091,000 $16,336,000 County Government Transfer In 8,837,371 10,168,198 10,998,000 11,905,000 12,888,000

Total Revenues $21,353,168 $23,039,040 $24,939,000 $26,996,000 $29,224,000

Expenditures $21,353,168 $23,039,040 $24,939,000 $26,996,000 $29,224,000


Central Vehicle Maintenance Fund Forecast

Capital Asset Preservation Program Fund Forecast

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ORGANIZATIONAL SECTION



Loudoun County Public Schools FY14 Appropriated Budget document describes the organizational and management structure, goals and objectives, and various policies and procedures which govern the entire budget process. The narrative which describes the budget development process includes the background, objectives, assumptions, and budget projections contained in the school system’s budget plan. A description of the approval process and budget development calendar is also included within this narrative.

Section Contents List of Senior Administration

Organization Chart Loudoun County At-A-Glance

School Board Members Loudoun County Public Schools Building Locations

Loudoun County Public Schools Goals Budget Development Calendar Budget Development Process

Basis of Presentation Significant Budget and Financial Policies Loudoun County Public Schools Funds

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46




Senior Administration

Dr. Edgar B. Hatrick

Superintendent

Ned D. Waterhouse Deputy Superintendent

Sharon D. Ackerman Assistant Superintendent for Instruction

Dr. Sam C. Adamo Executive Director for Planning and Legislative Services

E. Leigh Burden Assistant Superintendent for Business & Financial Services

Wayde B. Byard Public Information Officer

Dr. Kimberly L. Hough Assistant Superintendent for Personnel Services

Dr. Mary V. Kealy Assistant Superintendent for Pupil Services

Kevin L. Lewis Assistant Superintendent for Support Services

Dr. Richard Contartesi Assistant Superintendent for Technology Services

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Organization Chart


Assistant Superintendent Instruction

Director of Career, Technical & Adult

Education

Elementary Principals

Middle School Principals

Summer School

Director of High School Education

High School Principals

Director of Middle School Education

Director of Elementary Education

Summer School

Summer School

Academy Director

Public Information Officer

Deputy Superintendent

Administration Building Coordinator

Federal Programs Supervisor

Outreach Programs Supervisor

Staff Development Supervisor Testing Supervisor

Research Director

Director of Instructional Services

School Board

Superintendent

Loudoun County Public Schools — FY14 Appropriated Budgets

Health & PE Supervisor

Art Supervisor

English Supervisor

Athletics Supervisor

Math Supervisor

Math Supervisor

Music Supervisor

Social Science & Global Studies

Supervisor

World Languages & Cultures Supervisor

Director of Curriculum & Instruction

Gifted Education Supervisor

ELL Supervisor

Kindergarten/Reading/Step Supervisor

Assistant Superintendent Pupil Services

Attendance & Homebound Supervisor

Diagnostic Services

Supervisor

Eligibility Coordinators

Guidance Supervisor

Director of Student Services

Director of Special Education

Special Education

Elementary Supervisors

Student Support Services

Supervisor

Special Education Secondary Supervisors

Special Education Program &

Related Services

Supervisors

Special Education Specialists

Director of Diagnostic & Prevention Services

Student Health Services

Supervisor

Career & Technical Education Supervisor

Adult Education Coordinator

Technology Resource Supervisor

Pupil Services Coordinator

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Executive Director Planning & Legislative Services

Personnel Specialists

Planning Supervisor

Land Management Supervisor

Supervisor GIS Planning

Assistant Superintendent

Business & Financial Services

Accounting Supervisor

Budget Director

Employee Benefits

Supervisor

Payroll Supervisor

Purchasing Supervisor

Risk Manager

Director of Financial Services

School Board

Superintendent

Organization Chart


Loudoun County Public Schools — FY14 Appropriated Budgets


Support Services

Director of Construction

Services

Director of Facilities Services

Director of Transportation

Food Services Supervisor

Site & Building Plan Supervisor

Safety Supervisor

Construction Supervisor


Personnel

Director of Employee Relations

Director of Recruiting & Staffing

Assistant Superintendent Technology Services

Director of Technology Systems

& Applications

Application Development

Supervisor

Technology Systems & Infrastructure

Supervisor

Director of Technology

Operations & Support

Technology Support Supervisor

Information Security Specialist

Technology Operations Supervisor

Information Management Supervisor

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Loudoun County At-A-Glance

Loudoun County covers 517 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, now serving more than 70,000 students in 84 schools and growing by an average of 2.2 percent each year. LCPS' comprehensive instructional program begins in the 55 community-oriented elementary schools for children in grades K-5. Student’s progress through the 14 middle schools, grades 6-8, and the 13 high schools, grades 9-12. Programs offered at a technical school and an alternative school complement the instructional program.

Grades Number of Schools

Enrollment

Preschool * 1,043 Elementary Schools K - 5 55 33,425 Middle Schools 6 - 8 14 16,427 High Schools 9 - 12 13 19,960 Douglass Community School 1 Monroe Technology Center 1

Total 84 70,855

*Preschool students are located at 51 of the 84 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. They were most recently elected in November 2011, and assumed their responsibilities on January 3, 2012. The schools are fiscally dependent upon the County because the County’s Board of Supervisors appropriates the school’s budget, levies taxes (if necessary) and issues bonds for school capital projects and improvements. The financial statements of the schools are presented using governmental fund types and account groups.

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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 chairman and vice chairman to serve for one year at their first meeting in January.

Eric Hornberger, Chairman Ashburn District

Jill Turgeon, Vice Chairman Blue Ridge District

Debbie Rose Algonkian District

Thomas E. Reed At-Large District

Kevin Kuesters Broad Run District

Jennifer K. Bergel Catoctin District

Jeff Morse Dulles District

Bill Fox Leesburg District

Brenda L. Sheridan Sterling District

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1.ADMINISTRATION BUILDING 44.JOHN CHAMPE HS2.ALDIE ES 45.JOHN W. TOLBERT, JR ES3.ALGONKIAN ES 46.KENNETH W CULBERT ES4.ARCOLA ES 47.LEESBURG ES5.ASHBURN ES 48.LEGACY ES6.BALLS BLUFF ES 49.LIBERTY ES7.BANNEKER ES 50.LINCOLN ES8.BELMONT RIDGE MS 51.LITTLE RIVER ES9.BELMONT STATION MS 52.LOUDOUN COUNTY HS10.BLUE RIDGE MS 53.LOUDOUN VALLEY HS11.BRIAR WOODS HS 54.LOVETTSVILLE ES12.BROAD RUN HS 55.LOWES ISLAND ES13.BUFFALO TRAIL ES 56.LUCKETTS ES14.CATOCTIN ES 57.MEADOWLAND ES15.CEDAR LANE ES 58.MERCER MS16.COOL SPRING ES 59.MIDDLEBURG ES17.COUNTRYSIDE ES 60.MILL RUN ES18.CREIGHTON'S CORNER ES 61.MOUNTAIN VIEW ES19.CS MONROE TECHNOLOGY CENTER 62.MS-620.DISCOVERY ES 63.NEWTON-LEE ES21.DOMINION HS & ACADEMY OF SCIENCE 64.PARK VIEW HS22.DOMINION TRAIL ES 65.PINEBROOK ES23.DOUGLASS SCHOOL 66.POTOMAC FALLS HS24.EAGLE RIDGE MS 67.POTOWMACK ES25.EMERICK ES 68.RIVER BEND MS26.MOOREFIELD STATION ES 69.ROLLING RIDGE ES27.EVERGREEN MILL ES 70.ROSA LEE CARTER ES28.FARMWELL STATION MS 71.ROUND HILL ES29.FOREST GROVE ES 72.SANDERS CORNER ES30.FRANCES HAZEL REID ES 73.SELDENS LANDING ES31.FREDERICK DOUGLASS ES 74.SENECA RIDGE MS32.FREEDOM HS 75.SMARTS MILL MS33.GUILFORD ES 76.STEUART W. WELLER ES34.HAMILTON ES 77.STERLING ES35.HARMONY MS 78.STERLING MS36.HARPER PARK MS 79.STONE BRIDGE HS37.HERITAGE HS 80.STONE HILL MS38.HILLSBORO ES 81.SUGARLAND ES39.HILLSIDE ES 82.SULLY ES40.HORIZON ES 83.SYCOLIN CREEK ES41.HUTCHISON FARM ES 84.TUSCARORA HS 42.J. LUPTON SIMPSON MS 85.WATERFORD ES43.J. MICHAEL LUNSFORD 86.WOODGROVE HS


Loudoun County Public SchoolsBuilding Directory

52



Loudoun County Public Schools Building Locations

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Short-Term Goals/Implementation

1. Student Achievement89% of available funding is dedicated to compensation and 93% of all staffing will be focused on direct services to students.

LCPS students' scores on nearly all of the Standards of Learning tests are consistantly higher than the Virginia average scores. The SOL tests are used to measure Adequate Yearly progress required by the No Child Left Behind legislation.

LCPS students also score higher on the Scholastic Assessment Test (SAT) than the Virginia or the national averages.

2. Curriculum DevelopmentFY14 operating budget provides a modest increase in funding over FY13 for continued curriculum review and development by the Departments of Instruction and Pupil Services.


Mission Statement

Enhance and expand alternative education programs, expand academic programs to serve student special interests, review and revise career and technical programs, expand opportunities for student involvement in school-sponsored co-curricular activities, and strive to incorporate 21st century global skills into the curriculum.

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

The FY14 budgets support progress toward meeting the LCPS Long-Term Goals. Although it will remain difficult to regain the progress which was lost based on two fiscal years of reduced funding while enrollment continued to increase. FY14 is the third year in economic recovery.

Ensure continuous improvement in student achievement and prepare all graduates for continuing education and entry level employment skills.

Loudoun County Public Schools Goals

School Board Long-Term Goals

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3. Class SizeFY14 operating budget includes the addition of 241.4 school-based positions to serve the anticipated 2,566 additional students.

Due to fiscal constraints, class sizes have been increased by two students at all grade levels in the last several fiscal years. Although the economy is improving in Loudoun County, there were not sufficient funds to lower class sizes, however, the School Board was able to maintain the current average class size despite continued enrollment growth. As a result, the average class sizes will continue to be be 2 students larger than the School Board Goal. There are sufficient teacher assistant positions to staff elementary class rooms in accordance with the adopted goals.

Capital Improvement Program budget provides for the opening of two new elementary schools in FY14. In additional it funds the construction and opening of one new elementary, one middle and one high school in FY15. The number of classrooms available for additional students also impacts LCPS ability to reduce class size.

4. Compensation, Recruitment, and Retention of Staff A recruitment, compensation, and professional development package will be offered that will attract and retain highly qualified candidates for all employment positions.

All LCPS employees will receive a 3 percent salary increase in FY14.


School staffing will be sufficient to provide for average class sizes of 22 at the elementary school level, 21.6 at the middle school level, and 25.9 at the high school level. Teacher assistants will be added to Kindergarten classes which exceed 15 students, at a grade level when all classes exceed 25 for grades 1 through 3, and at a grade level when all classes exceed 27 for grades 4 through 5.



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4. Compensation, Recruitment, and Retention of Staff (continued)A recruitment, compensation, and professional development package will be offered that will attract and retain highly qualified candidates for all employment positions.

The Virginia General Assembly enacted legislation requiring all school divisions to discontinue payment of the five percent employee share of Virginia Retirement System contributions. The change must be implemented within the next five fiscal years and provide employees with a percentage raise equal to the required contribution. In FY14 LCPS will implement the second one percent in phase two.

LCPS will continue to fully fund group life insurance and contribute to group health insurance for all full-time employees.

5. Growth and Resource ParityCapital Improvement Program budget provides for an addition to one middle school, an addition to one high school, and the renovation of one high school stadium. In addition it funds the construction of two elementary, two middle and one high schools, as well as an advanced technology academy during the five year planning period.

Capital Asset Preservation Program (CAPP) provides for major repairs and maintenance of older school facilities. Twenty two schools are scheduled for CAPP projects in FY14.


The effects of growth within the school system will continue to be managed to ensure resource parity between older and newer facilities.



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6. Community RelationsCommunity relations will be enhanced by frequent communication and through maximized opportunities for public input related to issues under consideration by the School Board.

Operating budget provides funding for the continued support and improvement of the Loudoun County Public Schools websites as well as the provision of information to parents and other constituents electronically to the greatest extent possible.

7. Health, Safety, and WellnessContinue implementation of the employee wellness program in cooperation with group health insurance provider.

Continue to encourage healthy choices and activities for students through the food services and physical education programs.


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



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Date

August 2012 Distribution of Request Forms to principals by Instruction and

September 2012

September 4, 2012 Distribution of FY14 Operating Budgets preparation materials to budget holders

September 25, 2012 Public Comments on FY14 Operating Budgets

October 17, 2012

October 23, 2012

October 24, 2012

November 13, 2012

November 19, 2012 School Board work session and public hearing on FY14-FY18 CIP/CAPP

November 20, 2012 School Board work session and public hearing on FY14-FY18 CIP/CAPP

November 26-30, 2012

December 6, 2012

December 13, 2012


Public Hearing on FY14 Operating Budgets; School Board FY14 Operating Budgets work session

Superintendent's Proposed FY14 Operating Budgets presented to the School Board

Budget Development Calendar FY14 Operating Budgets

FY14-FY18 Capital Improvement Program (CIP)FY14-FY18 Capital Asset Preservation Program (CAPP)

Completed Request Forms returned to Instruction and Support Services respectively by principals

Activity

FY14 Operating Budget requests submitted to Budget Division by all departments

Support Services

Senior Administration FY14 Operating Budgets discussions

Superintendent's Proposed FY14-FY18 Capital Improvements Program (CIP) and Capital Asset Preservation Program (CAPP) presented to the School Board

Superintendent's review of FY14 Operating Budgets - Department of Instruction, Department of Pupil Services, and Central Support

Superintendent's review of FY14 Operating Budgets - Department of Support Services, Department of Personnel, and Department of Business and Financial Services

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Date

Budget Development Calendar FY14 Operating Budgets

FY14-FY18 Capital Improvement Program (CIP)FY14-FY18 Capital Asset Preservation Program (CAPP)

Activity

January 3, 2013

January 8, 2013

January 15, 2013

January 22, 2013

January 24, 2013

February 6, 2013

Public Hearing on County FY14 Proposed Fiscal Plan

March 4, 2013 School Board/Board of Supervisors Budget work session

April 3, 2013 Board of Supervisors Adoption of FY14 Appropriations Resolution and Tax Rate

April 29, 2013


School Board Approval of final FY14 Operating Budgets

School Board FY14 Operating Budgets work session and adoption

School Board Adoption of FY14-FY18 Capital Improvement Program (CIP) and Capital Assest Preservation Program (CAPP); Public Hearing on FY14 Operating Budgets; School Board FY14 Operating Budgets work session

School Board FY14 Operating Budgets work session

February 27 & March 2, 2013

County Administrator's Proposed Fiscal Plan presentation to the Board of Supervisors



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Budget Development Process

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. The budget preparation is approached with a view toward working from a “zero base.” In other words, it is built based on actual needs without particular regard to previous funding. In addition, the largest portion of the LCPS operating budget funds (89% in FY14) is dedicated to employee compensation. Staffing levels are recalculated each year based on enrollment projections for each school. Detailed information must be available about all budget expenditure items in order to explain and justify budget requests. Each budget holder is responsible for submitting requests to the Budget Division using an on-line budget preparation system. Program descriptions, accomplishments, goals, and requests with detailed descriptions are entered in this system. Revenue estimates are developed based on historical trends and are equal to the expenditures for each fund. All fund revenue and expenditure budgets are balanced. By definition, a balanced budget is one in which there is neither a budget deficit nor a budget surplus and total revenues equal total expenditures. Department and/or Division Budget Development Department and/or division budgets are those prepared and submitted by individual schools and central support programs. Department and/or division budget requests are related to the School Board’s Goals, growth, program improvement or the need for new programs. Budget Approval When both school and central support department and/or division budgets are submitted, they are reviewed by the Superintendent and his Senior Staff. The individual approved budgets 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 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 December. The School Board holds budget work sessions and public hearings on the proposed budget during the months of December and 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.

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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. The budget plan is based on the following assumptions for both expenditures and revenues:

The current CPI inflationary rate will be applied. Student membership will increase an average of 2.2% per year or approximately 2,000 students. The funding of grants will remain constant. The state will continue to provide revenue based on the Average Daily Membership. The County Board of Supervisors will continue to provide local support for approximately 67% of the

operating expenditures. Additional 10% increase will be applied to health insurance premiums. Construction costs will increase by an average of 6% per year. Operating Budget impact of opening a new school facility by instructional level:

FY15 FY16 FY17

Elementary School $1,093,000 $1,126,000 $1,160,000 Middle School $2,034,000 $2,095,000 $2,158,000 High School $3,594,000 $3,702,000 $3,813,000

*It should be noted that these assumptions are the standardized methodologies used for projections. However, due to current economic conditions, budgets for FY15 through FY17 could vary significantly.

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 appropriated budgets are integrated into the automated mainframe accounting system (FAMIS) at the beginning of each year. Each division head is held responsible for operating his/her division within the limits of the annual appropriated 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.

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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 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 commitment can be issued. All budget transfers must be approved by the initiator and Budget 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 $50,000 that deviate from the purpose designated by the School Board in the appropriated 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 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.

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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 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. Tuitions 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 Fund The Food Services 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. Proprietary/Internal Service Fund This fund is utilized to account for all vehicle operation and maintenance costs for the school system and the County Government. It is supported by transfers from the Operating Fund of the School Division and the County Government.

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Significant Budget and Financial Policies An annual operating budget is submitted to the School Board by the Superintendent in accordance with the following state 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 first day of April 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 and the need for all other line items is justified in detail (not simply a percentage increase applied to previous years). Additionally, the Division employs intense 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: Art Supplies Instructional Materials

Advanced Placement Science Library Books and Periodicals Clinic Supplies Music Supplies Computer Supplies Postage Gifted Materials and Supplies Guidance Materials and Supplies Physical Education Materials and Supplies Staff Development

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The Superintendent and administration shall submit a preliminary budget to the Board for its consideration each year. The Board is required by law to conduct a 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. The 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 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 fund.

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’s debt capacity, is maintained within the following primary goals:

Annual debt issuance limit of $200 million. Net debt as a percentage of estimated market value of taxable property should not exceed 3.0%.

Net debt per capita as a percentage of income per capita should not exceed 8.0%.

Debt service expenditures as a percentage of governmental fund expenditures should not exceed 10%.

Ten year debt payout should be above 60%.

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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.

Revenue Estimation Policies

Annual revenues will be estimated by an objective analytical process. Revenue will not be included in the budget documentation 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 State of Virginia Code §22.1-100 – Unexpended school and educational funds – All sums of money derived from the State which are unexpended in any year in any school division shall revert to the fund of the State 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). Encumbrances The division maintains an encumbrance accounting system as one element of accomplishing budgetary control. Encumbered amounts at year-end, lapse and are reappropriated in the subsequent year. Expenditures Controls In an effort to control the budgeted line item accounts as approved by the 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 Purchasing 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.

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The Accounting Division is responsible for monitoring expenditures. Actual expenditure reports are distributed each month to the division managers. 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.

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 Division will prepare monthly financial reports comparing actual revenues and expenditures to budgeted amounts. The Budget 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).

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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.

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Classification of Revenues and Expenditures Revenues for the school division are classified by source within a fund. Revenues are grouped into major divisions. The divisions, with examples of major revenue sources, are:

State Sources – General State Aid, Handicapped Education Aid, Transportation Aid, Library Aid, State Funded Projects, Sales Tax

Transfers from County Government from local tax sources Federal Sources – Federal Handicapped Education Aid and other federally funded grants

Expenditures are classified by fund, department, division, and major object of expenditure. The primary presentation for the Operating Fund is by department. Supplemental information by division and object are also presented for the Operating Fund. 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.

Pyramid of Financial Structure

Fund

Type

Revenues or Expenditures

Character

Materials and Supplies – Capital Outlay – Salaries & Benefits

Textbooks, General Office Supplies, Instructional Materials, Contractual Services, etc Object

Operating – Food Services – Grants – Debt Service – Capital Improvement Program – Capital Asset Preservation Program – Internal Service Fund

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Funds, Departments, and Divisions

Operating & Grant Fund

Food Services Fund

Debt Service Fund

Capital Improvement Fund

Capital Asset Preservation Fund

Internal Service Fund

Department of Instruction Department of Pupil Services Department of Support Services

Planning & Legislative Services

Department of Business & Financial Services

Superintendent Deputy Superintendent

Public Information Office Department of Personnel Services

Department of Support Services / Food Services

Department of Support Services / Construction

Department of Support Services / Facilities Services

No Department Support Services / Transportation

Department of Technology Services

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LOUDOUN COUNTY PUBLIC SCHOOLS FUNDS

The following is a summary of the six major funds which account for the activities of LCPS and the funding levels for FY14:

Operating Fund $843,672,450 9,638.2 positions This fund provides for the day-to-day operations and maintenance of the schools and is funded primarily by county, state, and federal funds.

Capital Improvement Program (CIP) Fund $11,950,000 This fund provides for all new facilities as well as renovations and expansions of existing facilities. Funds are primarily from the sale of bonds.

Debt Service Fund $117,371,322 This fund pays principal and interest on bonds sold to finance capital projects in the Capital Improvement Fund. County funds support debt service expenditures.

Food Services Fund $26,482,361 435.0 positions This fund provides for all school cafeteria operating and administrative costs. The fund is supported primarily by food sales and federal/state subsidies.

Capital Asset Preservation Program Fund $5,577,000 The Loudoun County Public Schools Capital Asset Preservation Program (CAPP) is designed to address and fund replacement and maintenance of major systems of the School Board owned facilities. These components are either structure related (i.e., roofs, walls, windows, foundations), site related (i.e., asphalt/concrete, fuel and water tanks, exterior/field lighting, storm water management structures, storm/sanitary sewer pipes), or mechanical/electrical related (i.e., water and sewer systems, mechanical systems, electrical systems, heating and ventilation).

Funding for these programs is on a yearly basis. Project categories must have a minimum estimated replacement value of $10,000 and an expected life span of ten or more years. Furthermore, capital asset projects must be a portion of a major component to the building or site in order to qualify for CAPP funding.

The CAPP is primarily supported by County funds.

Central Vehicle Maintenance Fund $23,039,040 75.0 Positions The Central Vehicle Maintenance operation is an enterprise fund supported by transfers from both the County’s general fund and the School’s operating fund. This fund provides for the maintenance and operation of all school system and county vehicles.

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72

FINANCIAL SECTION


FINANCIAL SECTION

The financial section of the FY14 Appropriated 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 and by Department, Division and Program. 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, Division and Program budgets are those prepared and submitted by schools and central support offices. Each of the fund budgets is presented by total and by individual Department, Division or Program within the fund. The Operating Fund includes those school and program budgets, which are necessary for the day-to-day operations of the school district. The Capital Improvement Program Fund includes the budget for major new construction and renovation projects. The Debt Service Fund includes the principal and interest payments of the School Division’s long-term debt obligations. The Other Funds Section includes the Food Services Fund, the Central Vehicle Maintenance Fund, and the Capital Asset Preservation Program Fund.

Section Contents Description of Financial Structure

Fund Summary – FY14 Appropriated Budgets by Fund Total and by State Category FY14 Combined Fund Statement

Financial Section - Operating Fund Financial Section - Capital Improvement Program Fund

Financial Section - Debt Service Fund Financial Section - Other Funds

73

FINANCIAL SECTION


Description of Financial Structure

The Loudoun County School Division budget is maintained by fund, department, division, object of expenditure, and sub 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 six separate funds, which are utilized to record assets and liabilities for specific purposes:

Operating Fund Debt Service Fund Capital Improvement Program Fund Food Services Fund Central Vehicle Maintenance Fund Capital Asset Preservation Program Fund

The fund budgets are comprised of individual departments (schools, centrally administered instructional programs, or central office departments) budgets which detail the line item expenditures (object codes). Within each department, divisions and/or programs, provide the structure for appropriately tracking School Division expenditures. State Mandated Categories State law requires that the School Division submit its annual budget request to the County Board of Supervisors by categories as determined by the State Board of Education. These categories allow the state a common basis for comparisons of expenditures among all school divisions within the state. The current eight state categories are as follows: Instruction Operation and Maintenance Administration Food Services and Other Non-Instructional Programs Attendance and Health Facilities Pupil Transportation Technology

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 Activities concerned with establishing and administering policy for operating the local education agency.

74

FINANCIAL SECTION


Attendance and Health 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. 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 function captures technology-related expenditures as required by the General Assembly. All technology-related expenditures should be reported under this function. 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 function and not reported in other functional areas.

Reconciliation of School Funds to State Mandated Categories Loudoun County Public Schools

State Mandated Category Fund and Department

Instruction Operating Fund - Department of Instruction and Department of Pupil Services

Administration Operating Fund - School Board Services, Superintendent’s Office, Deputy Superintendent’s Office, Public Information Office, Department of Personnel Services, Department of

Business and Financial Services, and Department of Planning and Legislative Services

Attendance and Health Operating Fund – Attendance Office and Health Services

Pupil Transportation Operating Fund – Transportation Division

Operations and Maintenance Operating Fund – Facilities Services Division

Food Services Food Services Fund

75

FINANCIAL SECTION


Facilities Operating Fund – Construction Division, Capital Improvement Program Fund, Capital Asset Preservation Program Fund

Technology Operating Fund – Department of Technology Services and

Division of Technology Resource

FY14 appropriated budget amounts by fund; state category, department total, and object code total are included within this section. Department/Division budgets by object of expenditure within each of the funds are individually presented in this document. Operating Fund Revenues: The Loudoun County Public School Division receives funds from federal, state, county and tuition/fee sources. Estimates for revenues are made in the fall for the next fiscal year based upon the latest available information. Federal revenue estimates for FY14 total $14,328,564 which is $208,564 (1.5 percent) more than the FY13 appropriated estimate. Federal revenues constitute 1.7 percent of the total Operating Fund revenues estimate. State revenue estimates total $258,126,932, an increase of $7,999,624 (3.2 percent) above the FY13 estimate. State revenues constitute 30.6 percent of total Operating Fund revenues. Local tuition and fees revenue estimates total $7,601,472 which is $731,472 (10.6 percent) more than the FY13 estimate. Local tuition and fee revenues constitute 0.9 percent of total Operating Fund revenues. The FY14 Local Transfer totals $553,615,482, an increase of $11,661,047 (2.2 percent) above the FY13 amount. The Local Transfer amount is 65.6 percent of total Operating Fund revenues. The Operating Fund revenue budget includes an appropriated carry over balance of $10,000,000 which is the same amount as the FY13 amount. The amount constitutes 1.2 percent of total Operating Fund revenues. Other Funds:

The Debt Service Fund is funded through a General Fund Transfer from the County Government. The Capital Improvement Program fund is primarily funded through receipts from bond issues approved by

voter referendum. The Food Services Fund receives federal and state funding in addition to cafeteria sales receipts. The Central Vehicle Maintenance Fund is funded through the transfers from the operating fund of the

County Government and School Division. The Capital Asset Preservation Program is funded annually by local tax revenues.

76

FINANCIAL SECTION

Operating Fund $843,672,450Capital Improvement Program Fund 11,950,000Debt Service Fund 117,371,322Food Services 26,482,361Capital Asset Preservation Program 5,577,000

Total All Funds $1,005,053,133

Instruction $666,984,943Administration $17,294,362Attendance & Health 10,957,015Pupil Transportation 53,082,690Facilities 19,778,927Operation & Maintenance 72,926,137Technology 20,175,376Food Services and Non-Instructional Funds 26,482,361Debt Service 117,371,322

Total State Category $1,005,053,133


FY14 Appropriated School Budgets by Fund

FY14 Appropriated School Budgets by State Category

Fund Summary

77

FINANCIAL SECTION

Operating Fund

Food Services Fund

CIP FundDebt Service

Fund 1CAPP Fund Combined

FUND SOURCES:

Beginning Balance $0 $4,264,087 $12,581,611 ($26,524,913) $1,819,878 ($7,859,337)Reserve for Encumbrances 0 0 0 0 0 0

Revenues:State Revenue $258,126,932 $357,986 $0 $0 $0 $258,484,918Federal Revenue 14,328,564 4,600,000 0 0 0 18,928,564Federal Stimulus 0 0 0 0 0 0Local Fees & Misc Revenue 7,601,472 21,524,375 0 1,058,331 0 30,184,178

Total Revenues $280,056,968 $26,482,361 $0 $1,058,331 $0 $307,597,660

Local Fund Balance Carryover $10,000,000 $0 $0 $12,536,058 $0 $22,536,058

Transfers In:County General Fund $553,615,482 $0 $11,950,000 $103,776,933 $5,577,000 $674,919,415

Total Transfers $553,615,482 $0 $11,950,000 $103,776,933 $5,577,000 $674,919,415

EXPENDITURES:Instruction $667,344,908 $667,344,908Support Programs 176,327,542 176,327,542Food Services 26,482,361 26,482,361Debt Service 117,371,322 117,371,322Capital Outlay 11,950,000 5,577,000 17,527,000

Total Expenditures $843,672,450 $26,482,361 $11,950,000 $117,371,322 $5,577,000 $1,005,053,133

Less:Reserved for Encumbrances 0 0 0 0 0 0

ENDING BALANCE: $0 $4,264,087 $12,581,611 ($26,524,913) $1,819,878 ($7,859,337)

1


FY14 Budgeted

COMBINED FUND STATEMENT

The School System Debt Service fund is combined with the County Debt Service fund in the Comprehensive Annual Financial Report. The projected combined balance for FY12 is $29,093,927.

78

FINANCIAL SECTION

Projected FY13 FY12 Actual FY11 Actual FY10 Actual

FUND SOURCES:

Beginning Balance1 ($1,152,139) $80,362,649 $99,785,390 $189,088,397Reserve for Encumbrances 0 9,921,788 4,735,124 7,082,286

Revenues:State Revenue $250,463,308 $219,704,615 $203,316,870 $168,466,767Federal Revenue 18,720,000 27,382,979 19,962,819 24,538,690Federal Stimulus 0 0 16,556,851 17,438,287Local Fees & Misc Revenue 28,376,427 27,483,199 30,838,601 24,262,478

Total Revenues $297,559,735 $274,570,793 $270,675,141 $234,706,222

Local Fund Balance Carryover $22,226,565 $0 $0 ($13,201,019)

Transfers In:County General Fund $856,448,291 $648,299,600 $641,704,255 $649,654,883

Total Transfers $856,448,291 $648,299,600 $641,704,255 $649,654,883

EXPENDITURES:Instruction $655,165,107 $599,513,212 $563,628,287 $568,251,720Support Programs 167,906,636 156,493,360 148,023,590 146,530,318Food Services 25,081,623 22,207,178 20,205,676 20,490,724Debt Service 120,156,225 133,268,761 118,552,983 103,104,617Capital Outlay 207,925,000 96,442,731 76,204,938 124,432,876

Total Expenditures $1,176,234,591 $1,007,925,242 $926,615,474 $962,810,255

Reserved for Encumbrances 0 6,381,727 9,921,788 4,735,124

ENDING BALANCE1: ($1,152,139) ($1,152,139) $80,362,649 $99,785,390


Total

The FY12 and FY13 negative combined fund balances are due to the Debt Service Fund. Please see footnote #1 on previsous page for further explanation.

COMBINED FUND STATEMENT

79

FINANCIAL SECTION



80

FINANCIAL SECTION – OPERATING FUND


FINANCIAL SECTION - OPERATING FUND

The Operating Fund is utilized by the Loudoun County Public Schools 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 sources. Tuition and fees for some programs are collected to partially offset the costs of those programs. Revenues are presented by individual category. Expenditures are presented by department, division and/or program, and object of expenditures. Department, division and/or program description, FY14 goals, FY12 accomplishments, explanation of costs, reporting relationship and budget accountability are presented with a narrative, which provides a description of the program. The applicable LCPS Long-Term Goals are referenced for accomplishments and goals throughout this section.

Section Contents Operating Budget Revenues

Operating Fund History of Revenues Operating Fund History of Expenditures by Department Operating Fund History of Expenditures by Major Object

Operating Fund History of Expenditures by State Category Operating Fund – Fund Statement

FY14 Appropriated Budget Changes Department, Division and/or Program Narratives and Budgets

81



OPERATING BUDGET REVENUES

LCPS receives revenue to support the Operating Fund from three primary sources: funds transferred by the County Board of Supervisors, state aid, and federal aid. A small amount of revenue is also received from summer school, adult education, driver education, student parking fees, athletic fees, and non-resident tuition. County Funds $553.6 Million Real property, personal property, and local sales taxes are the primary revenue sources for Loudoun County. The County Board of Supervisors approved a transfer to LCPS to finance 65.6% of the Operating Fund. Loudoun County, identified as one of the fastest growing counties in the United States and in Virginia, is making a transition from a bedroom community to a center of technology employment. Eastern Loudoun County is becoming one of the nation’s largest concentrations of telecommunications and computer technology. The new business generates significant real property tax. Federal Aid $14.3 Million Federal aid is usually derived from various entitled federal programs, specific grants, and Impact Aid. With the exception of Impact Aid, federal revenues are generally categorized and must be expended for specific purposes according to established statutes and regulations. Federal funds are provided to supplement the cost of providing instructional services for students in vocational, adult, special education, and programs for educationally and/or economically disadvantaged students. In FY14, LCPS will receive about $14.3 million in federal funding. Other Revenue $17.6 Million About $7.6 million in miscellaneous revenue from various sources is projected to be available in FY14. These include driver education fees, student parking fees, tuition for adult education classes, summer school, athletic fees, advance placement exam fees and revenue from small grants and awards. For FY14, the County of Loudoun has appropriated $10 million from fund balance as a funding source for the School Board’s operating budget.

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State Aid $258.1 Million State revenue includes two 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. 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. LCPS will receive about $258.1 million in state funding in FY14. About $61.2 million of this amount is the school division’s share of the 1.125 percent sales tax collected to support public education. 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 FY14, the LCI for LCPS is.5666. This means that LCPS is required to pay 56.66 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 FY14, the instructional cost-of-competing factor is 9.83 percent and the support factor is 6.98%.

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FY10 Actual FY11 Actual FY12 ActualFY13

AppropriatedFY14

AppropriatedState Revenue:

Virginia 1% Sales Tax $51,107,240 $53,096,747 $55,897,637 $59,343,053 $61,285,927Basic Aid 88,404,403 113,358,130 122,274,143 136,249,386 136,890,591Supplemental Support 0 0 3,704,732 0 3,115,764Foster Home 172,216 201,428 188,382 178,336 121,204Textbooks 160,000 1,344,463 1,078,689 2,598,328 2,694,966Gifted & Talented 947,094 1,253,876 1,303,150 1,447,859 1,501,708Remedial Education 663,293 879,607 913,861 1,197,284 1,244,213Fringe Costs-VRS 10,050,799 3,991,933 6,329,588 13,059,692 13,545,408Fringe Costs-Social Security 0 6,729,990 6,994,460 7,818,441 8,109,225Fringe Costs-Group Life 0 255,893 265,949 492,272 510,581Remedial Summer School 0 0 0 0 205Special Ed-Homebound 76,128 90,803 111,457 124,668 115,409Special Ed-SOQ Payments 9,110,522 13,556,303 14,084,217 16,294,749 17,054,827Vocational Ed-SOQ 1,385,112 1,655,732 1,720,210 1,284,891 1,335,253Vocational Ed-Categorical 61,049 198,058 243,136 262,586 243,136Vocational Ed-Extended Contracts 183,142 0 0 0 0Vocational Ed-Integrated Mfg 55,847 0 0 0 0Adult Education 39,719 14,242 52,564 10,506 16,063Visually Handicapped 21,504 22,050 21,870 0 0ESL Payment 1,651,878 2,006,192 1,964,271 2,326,208 2,662,0314-Year-Old At-Risk 168,199 227,113 236,471 425,062 432,490Reduced K-3 539,049 217,309 143,054 818,924 857,269Detention 432,293 480,428 513,656 641,447 678,915Reading Intervention 269,378 287,201 241,896 527,576 448,811SOL Algebra Readiness 92,904 116,202 123,326 190,168 202,270Technology Plan 2,000,000 2,026,000 269,916 2,104,000 2,150,000ISAEP Funding 31,434 31,434 31,434 31,434 31,434PAVAN 29,417 31,624 24,760 0 0Mentor Teacher Program 62,429 82,394 60,531 70,917 62,448Mentoring Hard to Staff Schools 0 13,177 0 0 0Career Switcher Mentor Teacher 0 13,908 0 0 17,456Virginia Preschool Initiative 359,310 404,835 450,283 450,000 450,000Special Education in Jails 99,717 98,806 109,000 112,278 123,358Instructive Assistance 0 0 19,097 0 0EpiPen Grants 0 0 0 8,075 0Early Reading Specialists Iniative 0 0 0 0 84,232Additional Assistance with Retirement, Inflation & Preschool 0 0 0 2,059,168 2,141,738Other State Programs 9,489 333,085 17,790 0 0

Total State Revenue $168,183,565 $203,018,963 $219,389,530 $250,127,308 $258,126,932


Operating Fund History of Revenues

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

84



AppropriatedFY14

Appropriated


Federal Revenue

Impact Aid $154,135 $171,602 $168,316 $170,000 $175,063Career & Technical Education 0 64,528 67,885 71,203Carl Perkins Grant 390,118 391,565 219,250 390,000 431,559Adult Basic Education 89,772 94,170 96,227 138,434 113,087Federal Education Jobs Funds 0 0 5,040,829 0 0Race to GED 0 0 0 0 21,632Title VI B 9,428,578 8,854,325 9,781,000 8,887,445 9,312,526Title VI B - ARRA 4,171,674 7,730,610 1,099,577 0 0Title I A 1,262,000 1,302,660 1,297,585 1,444,966 1,330,153Title I D - JDC 54,041 14,656 14,600 11,000 11,000Title II A 562,721 631,456 639,696 640,643 551,095Title II D 21,216 20,451 0 0 0Title III A 775,508 629,495 578,863 576,869 532,876Title V (formerly Title VI) 547 0 0 0 0Title X 14,498 15,275 35,000 34,698Title X - ARRA 8,548 21,367 0 0Pre-school Incentive Grant 144,807 144,828 144,175 144,001 143,672Pre-school Incentive Grant - ARRA 140,412 266,167 1 0 0Substance Abuse Prevention 95,357 0 0 0 0Drug Free Communities 0 0 0 0 0Teaching American History Grant 1,183 65,484 0 0 0Head Start 968,139 830,445 857,838 831,317 850,000Head Start - ARRA 38,711 13,406 0 0 0Unanticipated Grants 212,622 84,882 0 782,440 750,000PEP (Carol White) 346,657 336,348 713,152 0 0REMS Security Grant 438,929 95,958 94,024 0 0

Total Federal Revenue $19,320,173 $21,779,678 $20,745,133 $14,120,000 $14,328,564


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

85



AppropriatedFY14

Appropriated


ARRA Stimulus RevenueARRA state stabilization funds for education (Includes Federal Jobs Program) $17,438,287 $8,525,300 $0 $0 $0

$17,438,287 $8,525,300 $0 $0 $0

Other RevenueLocal Fund Balance Carryover ($10,853,857) $5,402,893 $10,000,000 $10,000,000 $10,000,000

Total Other Revenue ($10,853,857) $5,402,893 $10,000,000 $10,000,000 $10,000,000

Local Revenue

Local Transfer $513,102,217 $465,621,173 $508,025,867 $541,954,435 $553,615,482$513,102,217 $465,621,173 $508,025,867 $541,954,435 $553,615,482

Other LocalThe other local revenue is based on fees that the school system charges.Howard Hughes Foundation 680,305 833,231 1,097,292 1,000,000 1,000,000Rebates, Refunds & Recoveries 833,225 271,841 493,503 115,859 200,000Sale of Textbooks 39,207 28,063 70,996 30,000 40,000Athletic Fees 741,786 844,723 831,920 800,000 820,000Advanced Placement Test Fees 917,315 936,348 1,045,196 920,000 1,060,000Parking Fees 428,006 454,639 493,479 525,000 500,000E-Rate Reimbursement 865,605 409,339 720,890 500,000 700,000Tuition-Adult Education 197,273 194,515 113,012 115,000 115,000Tuition-Day School 235,804 52,611 230,535 190,000 225,000Tuition-Summer in the Arts 7,475 185,368 125,254 100,000 100,000Tuition-Summer School 619,975 444,703 652,875 615,000 615,000Tuition-Driver Education 122,043 145,629 188,173 145,000 145,000


Real and personal property taxes are the primary revenue sources for Loudoun County. The Board of Supervisors approves a transfer to the school system to fund approximately 70% of the Operating Budget.

86



AppropriatedFY14

Appropriated


Other Local (con't)Project Graduation 0 8,009 8,141 40,776Teaching in Loundoun 0 0 0 50,000 50,000Use of Building 1,135,453 1,205,273 1,057,984 1,250,000 1,250,372Sale of Equipment 250,467 174,116 312,818 70,000 190,000Miscellaneous 389,431 767,679 923,424 340,000 459,224Junior Navy ROTC Program 85,362 77,890 71,513 18,000 18,000On-line Payments 0 70,872 406 23,100 23,100PAVAN 42,920 95,756 30,022 54,900 50,000

Total Local Revenue $7,591,652 $7,200,605 $8,459,292 $6,870,000 $7,601,472

Total Revenue $714,782,038 $711,548,612 $766,619,822 $823,071,743 $843,672,450

Revenue as Percent to Total: FY10 Actual FY11 Actual FY12 ActualFY13

AppropriatedFY14

Appropriated

State 23.5% 28.5% 28.6% 30.5% 30.5%

Federal 2.7% 3.1% 2.7% 1.7% 1.7%

ARRA Stimulus 2.4% 1.2% 0.0% 0.0% 0.0%

Other Revenue -1.5% 0.8% 1.3% 1.2% 1.2%

Local Revenue 71.8% 65.4% 66.3% 65.8% 65.6%

Other Local 1.1% 1.0% 1.1% 0.8% 1.0%

100.0% 100.0% 100.0% 100.0% 100.0%


87


Department FY10 Actual FY11 Actual FY12 ActualFY13

AppropriatedFY14

Appropriated

Instruction $391,147,195 $389,907,748 $425,471,714 $471,673,149 $481,165,148Pupil Services 124,099,197 116,292,225 133,475,373 148,008,128 155,170,681Grants 34,362,624 35,155,198 24,266,700 19,723,435 19,926,287Support Services 108,713,056 107,682,311 117,196,248 123,061,144 128,246,000Central Support

School Board 386,025 388,061 422,085 392,649 394,294Superintendent 755,375 960,071 907,323 1,060,648 1,057,504Deputy Superintendent 902,047 912,790 968,912 1,060,839 1,098,478Planning & Legislative Services 1,342,526 1,111,719 1,524,377 1,353,912 1,204,612Public Information Office 877,362 945,792 1,062,509 1,256,099 1,239,509

Personnel Services 4,055,142 4,274,874 4,320,388 5,146,724 6,048,385Business & Financial Services 5,505,602 5,208,124 5,515,199 6,292,699 6,417,738Technology Services 14,709,316 17,941,015 15,689,287 18,416,815 16,858,913Non-Departmental 27,926,572 30,871,950 25,186,458 25,625,502 24,844,903

$714,782,038 $711,651,877 $756,006,572 $823,071,743 $843,672,450


Operating Fund History of Expenditures by Department

Instruction, Pupil Services, Technoloyg Services, and Grants

80%

Other Departments 20%

Instruction, Pupil Services, Technology Services, and Grants providing services directly to students account for 80% of the LCPS Operating Budget. . .

88


Description FY10 Actual FY11 Actual FY12 Actual

FY13 Appropriated

FY14 Appropriated

Personnel $626,376,765 $622,514,176 $672,082,480 $732,209,452 $754,001,987

Operations and Maintenance 76,457,194 80,500,224 81,538,954 87,575,444 87,658,659

Capital Outlay 2,407,302 1,202,868 2,385,138 3,286,847 2,011,804

Transfer 9,540,778 7,434,609 0 0 0

Total Operating Expenditures $714,782,038 $711,651,877 $756,006,572 $823,071,743 $843,672,450


Operating Fund History of Expenditures by Major Object

Personnel Costs 89.4%

All Other Costs 10.6%

In FY14 Personnel costs account for 89.4% of the operating fund budget . . .

89


Description FY10 Actual FY11 Actual FY12 Actual

FY13 Appropriated

FY14 Appropriated

Instruction $568,590,177 $563,936,683 $599,755,641.04 $655,353,703 $666,984,943

Administration $14,122,835 $14,036,803 $14,872,130.07 $16,716,336 $17,294,362Attendance & Health $8,945,353 $8,670,716 $9,300,137.81 $10,252,977 $10,957,015

Pupil Transportation $47,273,978 $45,209,036 $50,171,390.85 $49,946,672 $53,082,690

Facilities $2,912,653 $2,186,762 $2,606,588.91 $2,836,267 $2,251,927

Operation & Maintenance $59,030,402 $60,446,999 $64,486,123.32 $70,346,090 $72,926,137

Technology $13,906,640 $17,164,877 $14,814,559.65 $17,619,697 $20,175,376

$714,782,038 $711,651,877 $756,006,572 $823,071,743 $843,672,450


Operating Budget Expenditures by State Category

Administration2.0%

Focus on Instruction . . .

Attendance & Health1.3%

Pupil Transportation6.3%

Operation & Maintenance 8.6% Facilities

0.3%

Technology 2.4%

Instruction 79.1%

90



AppropriatedFY14

Appropriated

FUND SOURCES:

Beginning Balance $0 $0 $0 $0 $0

Reserved for Encumbrances 7,082,286 4,735,124 9,921,788 0 0

Revenues:

State Revenue $168,183,563 $203,018,963 $219,389,530 $250,127,308 $258,126,932

Federal Revenue 19,107,550 13,748,127 20,745,133 14,120,000 14,328,564

Federal Stimulus 17,438,287 16,556,851 0 0 0

Local Fees & Misc Revenue 7,804,278 7,303,870 8,459,293 6,870,000 7,601,472

Total Revenues $212,533,678 $240,627,811 $248,593,956 $271,117,308 $280,056,968

Local Fund Balance Carryover ($13,201,019) $0 $0 $10,000,000 $10,000,000

Transfers In:

County General Fund $513,102,217 (1) $476,210,730 (1) $510,579,753 (1) $541,954,435 $553,615,482

Total Transfers $513,102,217 $476,210,730 $510,579,753 $541,954,435 $553,615,482

EXPENDITURES: $714,782,038 $711,651,877 $756,006,572 $823,071,743 $843,672,450

ENDING BALANCE: $4,735,124 $9,921,788 $13,088,925 $0 $0

Less:

Reserved for Encumbrances $4,735,124 $9,921,788 $6,381,727 $0 $0

Adjusted Ending Balance, June 30 $0 (2) $0 (2) $6,707,198 (2) $0 (2) $0 (2)

(1)

(2)


The FY10, FY11 and FY12 transfers in from the County General Fund include carryover funds to cover outstanding encumbrances.

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 (Virginia Code 1950 §22-138; 1956, Ex. Sess., 67; 1980, c 599). The amount of carryover funds used to fund the next fiscal year's budget are determined and appropriated by the Loudoun County Board of Supervisors annually and the LCPS operating fund balance is zero at the end of each fiscal year.

Operating FundFund Statement

91


Revenue Source Changes Budget

State Revenue $7,999,624

Based on the Virginia General Assembly approved 2012-2014 biennial budget, state revenue will increase approximately 3.2 percent.

Federal Revenue $208,564

Revenues for federally funded grants are expected to increase slightly over FY13.

Local Tuition & Fees $731,472

Local tuition and fees are expected to increase over FY13 based on actual revenue receipt trends.

Local Transfer $11,661,047

The County transfer of local tax funds for the operating budget will increase by 2.2% from the FY13 Appropriated Budget.

Total Revenue Changes $20,600,707

Expenditure Changes Budget FTE

Enrollment Growth and New Schools

School based staff to provided educational services to the additional 2,566 students anticipated for the 2013-2014 school year. All staffing necessary for the opening of Discovery and Moorefield Station Elementary Schools in fall 2013 as well as to plan for the opening of Cardinal Ridge Elementary School, Trailside Middle School and Rock Ridge High School in fall 2014.

$17,500,000 241.4


FY14 Appropriated Budget Changes

92


FY14 Appropriated Budget Changes

Expenditure Changes (continued) Budget FTE

Compensation Changes

All employees will receive a 3 percent salary increase. One percent of the increase will be given as phase two of the Virginia Retirement System change implementation.

$12,000,000

Phase two of VRS requirement that all employees begin contributing the employee share which was formerly contributed by the employer. LCPS will implement an additional 1 percent employee contribution offset by a 1 percent increase in salary in FY14 as noted above.

$1,000,000

Group health insurance premium increase $3,300,000

Salary lapse and turnover savings ($12,000,000)

All operations, maintenance, and capital costs were reduced below FY13 levels ($1,199,293)

Total Expenditure Changes $20,600,707 241.4


93

FINANCIAL SECTON - OPERATING FUND



94

DEPARTMENT SUMMARY

DOI Mission Statement The Department of Instruction provides leadership, support, direction, and resources in the areas of curriculum,instruction, and assessment to create a climate of success for all learners. Department Summary The DOI staff members’ role is to support the efforts of the local school staff in achieving the School Board Goals and inmeeting the state and federal requirements. The department includes administrators who oversee all areas ofcurriculum, monitor the quality of the leadership and management of local schools, perform personnel and programevaluations, manage the student assessment program, provide ongoing professional development and training relatedto the instructional program and leadership skills, provide special focus on teachers new to the profession and aspiringadministrators, and provide outreach functions to engage parents and the community. The major themes for the upcoming years are achieving equity in the achievement of groups of students identified in theNo Child Left Behind Act, infusing 21st Century Skills into the standards-based curriculum, and joining the nationalemphasis on encouraging student interest in STEAM (science, technology, engineering, the arts, and math) programsleading to future careers. The administrators in the Department of Instruction have been selected for their leadershipskills and their knowledge of research-based, best practices in their areas of responsibility. The department staffengages in ongoing assessments of their effectiveness through review of student achievement data and surveys of"customers" (administrators and teachers) in the local schools. The challenges for the Department of Instruction include enhancing the quality of our current instructional programsthrough effective integration of technology as we move away from traditional textbooks and focusing on individualstudents through the differentiation of instruction. Professional development sessions will also continue to buildteachers’ understanding and skill with assessment and grading. Creativity and innovative thinking have enableddepartment leaders to re-deploy staff and resources in order to continue to offer LCPS students a high-qualityeducational experience in grades pre-kindergarten through grade 12. More detailed descriptions of each division and office in the Department of Instruction appear on the following pages.

FY14 CHANGES

Positions are included to address general education staffing for enrollment growth and the opening of two newelementary schools. Additional positions in other programs provide adequate and timely services to schools. Increases in Operations and Maintenance reflect enrollment growth and increases in costs for equipment. All per pupilallocations have been held constant at the FY13 rates.

DEPARTMENT OF INSTRUCTION


95

BUDGET HISTORYDivision FY10 Actual FY11 Actual FY12 Actual FY13 Budget FY14 BudgetAdult Education 502,148 569,854 483,704 590,629 583,664

Art 618,856 638,524 680,774 745,037 750,205

Assistant Superintendent for Instruction 349,453 344,605 376,609 392,515 395,483

Career and Technical Education 18,553,114 18,524,415 18,724,682 19,669,155 19,887,647

Co-Curricular 7,635,222 8,191,110 8,715,273 7,907,078 8,132,145

Curriculum and Instruction 375,455 310,664 280,537 333,439 363,496

Driver Education 129,638 132,834 193,797 252,036 252,036

Elementary Education 18,112,210 17,639,605 19,133,947 20,766,081 21,489,367

English 553,054 541,308 571,150 729,359 725,214

English Language Learners 15,188,778 15,232,316 17,278,131 19,278,508 19,551,176

Family Life Education 1,608,713 1,573,684 1,646,966 1,777,587 1,832,228

General Education 259,386,722 260,042,284 284,467,105 318,327,030 324,231,264

Gifted Education 7,916,741 7,988,300 8,622,332 9,751,423 10,028,341

Health and Physical Education 349,029 325,793 342,762 366,330 371,368

High School Education 9,443,060 9,691,219 10,824,696 12,143,757 12,846,724

Instructional Services 412,403 340,930 411,033 376,894 416,691

Kindergarten 200,434 223,132 94,558 137,906 157,274

Kindgergarten - Full Day 0 0 0 0 0

Library/Media Services 13,996,295 13,174,913 13,836,752 15,387,127 16,172,105

Mathematics 572,662 496,249 868,254 718,804 613,046

Middle School Education 13,171,522 12,861,231 13,846,412 14,870,435 15,109,485

Music 1,143,450 1,263,321 1,420,873 1,806,106 1,777,787

Outreach Program 734,445 785,768 944,799 1,029,195 1,062,883

Reading 371,788 376,416 423,663 449,396 1,032,856

Research 710,280 687,301 789,313 1,073,242 1,063,394

Science 863,081 938,162 906,756 1,049,573 1,093,935

Social Science and Global Studies 497,912 472,674 541,863 567,226 561,635

Staff Development 2,827,019 2,114,240 3,051,412 3,360,139 2,875,596

Starting Toward Excellence in Pre-School 654,590 710,646 782,217 901,403 938,719

Summer in the Arts 189,034 147,307 167,553 187,284 187,634

Summer School 1,978,297 1,564,086 2,159,582 2,377,897 2,229,866

Technology Resource 10,447,412 10,612,877 11,432,787 12,664,004 12,732,766

Testing Services 1,025,476 777,182 799,234 960,912 1,001,843

World Languages and Cultures 628,901 614,798 652,186 725,644 697,275

Total $391,147,195 $389,907,748 $425,471,714 $471,673,149 $481,165,148

Positions 4,739.0 4,876.6 5,198.6 5,311.6 5,466.3



96

BUDGET HISTORY BY OBJECT OF EXPENDITURETitle FY10 Actual FY11 Actual FY12 Actual FY13 Budget FY14 BudgetPersonnel 373,431,710 371,254,338 405,292,802 450,575,136 459,126,176

Operations & Maintenance 17,530,349 18,528,189 20,060,178 20,628,513 21,340,727

Capital Outlay 185,135 125,221 118,733 469,500 698,245

Total $391,147,195 $389,907,748 $425,471,714 $471,673,149 $481,165,148

Positions 4,739.0 4,876.6 5,198.6 5,311.6 5,466.3



97

BUDGET HISTORY BY OBJECT OF EXPENDITURETitle FY10 Actual FY11 Actual FY12 Actual FY13 Budget FY14 BudgetPersonnel $339,801 $331,037 $361,873 $377,015 $384,336

Operations & Maintenance $9,652 $13,568 $14,736 $15,500 $11,147

Total $349,453 $344,605 $376,609 $392,515 $395,483

Positions 3.0 3.0 3.0 3.0 3.0

Staffing FY13 FY14FTE FTE


1.0 1.0

Support 2.0 2.0

Total 3.0 3.0

PROGRAM DESCRIPTION

The Assistant Superintendent for Instruction provides leadership and coordination for the instructional programs ofgeneral education in grades K-12. Program supervision and responsibilities include adult education, art, athletics,career and technical education, English/language arts, English Language Learners, supervision and evaluation ofelementary and secondary principals, federal programs (Carl Perkins, Head Start, Howard Hughes Medical Institute,ISAEP, Junior Navy ROTC Program, PALS, PAVAN, PEP (Carol White), Titles I, II, and III, and Virginia Pre-SchoolInitiative), gifted, health, library/media, mathematics, music, parent involvement, outreach programs, physicaleducation, reading, science, social sciences and global studies, staff development, summer school, and worldlanguages and culture. Staff liaison support is provided to the School Board Curriculum and Instruction Committee, as well as the MinorityStudent Achievement Advisory Committee, the Technology Steering Committee, and for all Washington Post awardsprograms.


ASSISTANT SUPERINTENDENT FOR INSTRUCTION


98

BUDGET OVERVIEW

PERSONNEL

The personnel line includes salaries and all related fringe benefits for 3.0 FTEs. There are no new positions funded forthe Assistant Superintendent’s office for FY14.

OPERATIONS AND MAINTENANCE

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

Supported School Board Goals 1, 2, 3, and 6 and the efforts of the divisions in the Department of Instruction and localschools to:

Complete an 18-month preparation for the opening of the Parent Portal feature of the CLARITY Curriculum andReporting system in the 2012-13 school year.

•

Engage administrators and teacher leaders across the school system to provide professional development ineffective assessment and grading practices to all teachers.

•

Achieve the “Fully Accredited” rating from the State of Virginia for all Loudoun public schools. •Earn recognition from the College Board for the increase in the percentage and diversity of students participatingin Advanced Placement classes, as well as the increase in scores of 3, 4, and 5 for all groups.

•

FY 2012 MAJOR ACHIEVEMENTS

FY 2014 MAJOR WORK PLAN INITIATIVES

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

Continue to achieve the Virginia “Fully Accredited” rating for all LCPS schools. •Continue to provide professional development focused on school improvement strategies and targetedinterventions for all schools to meet the federal Annual Measurable Objectives (FAMO).

•

Increase by 25% the number of minority students taking honors and AP classes (MSAAC goal). •Close the gap between minority and white students completing Algebra I in grade 8. •Continue to provide professional development on assessment, grading, and differentiation of instruction for allteachers.

•

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYDr. Edgar B. HatrickSuperintendent

Sharon D. AckermanAssistant Superintendent for Instruction


ASSISTANT SUPERINTENDENT FOR INSTRUCTION


99

BUDGET HISTORY BY OBJECT OF EXPENDITURETitle FY10 Actual FY11 Actual FY12 Actual FY13 Budget FY14 BudgetPersonnel $7,265,677 $7,848,000 $8,224,496 $7,500,883 $7,704,223


Capital Outlay $20,177 $13,187 $27,528 $16,500 $53,500

Total $7,635,222 $8,191,110 $8,715,273 $7,907,078 $8,132,145

Positions 34.0 38.0 39.0 41.0 42.0


Supervisor 1.0 1.0

Athletic Director 13.0 14.0

Athletic Assistant 13.0 13.0

Athletic Trainer 13.0 13.0

Support 1.0 1.0

Total 41.0 42.0

PROGRAM DESCRIPTION

The Co-Curricular Division provides opportunities for students to extend learning beyond the classroom and topromote the physical, mental, moral and social development of the participants.


CO-CURRICULAR


100

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries and fringe benefits for the Athletic Supervisor; one Athletic Director, one Assistant AthleticDirector and one Athletic Trainer for each of the thirteen high schools; an Instructional Materials Technician, all co-curricular stipends; and part time game management at athletic events. New staffing request for FY14:

Athletic Director for HS-6 •


Operations and maintenance expenditures provide LCPS school membership fees along with assistance to the highschools for athletic field improvements, security, equipment repair and replacement, swim venue rentals, and medicalsupplies.

CAPITAL OUTLAY

Capital Outlay expenditures provide baseball/softball infield grooming machines for two high schools, replacegymnastics/competition cheer mat for two high schools, and gym floor covering and storage rack for one high school.

Supported School Board Goals 2 and 7 through the following:

Provided the local component of the required VHSL Coaches Education Program prior to each sport season. •Offered Continuing Education opportunities for the Athletic Department staff. •Provided supplies and assistance to high school athletic trainer programs. •Provided turf improvements to athletic facilities. •Provided support for school security at athletic events. •Provided replacement equipment for safety reasons at high schools. •Successful development of a county concussion policy and implementation of the ImPact Concussion testingprogram to assist Athletic Trainers in the management of concussions.

•

Provided seasonal training for Assistant Athletic Director's to improve their knowledge of local and state athleticregulations and to prepare them for future advancement as an Athletic Director.

•



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

Support the Athletic Department staff through Continuing Education opportunities, equipment and supplies. •Provide support and assistance for maintenance of athletic facilities and fields. •Provide support for school security at athletic events. •Replace athletic equipment for safety reasons at high schools. •Continue to evaluate the concussion policy and implement for all sports the Impact testing component to assist indetermining an athlete's ability to safely return to play.

•

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


CO-CURRICULAR


101

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYSharon D. AckermanAssistant Superintendent for Instruction

Les CummingsAthletics Supervisor


CO-CURRICULAR


102




103



Total $1,025,476 $777,182 $799,234 $960,912 $1,001,843

Positions 6.0 6.0 6.0 6.0 6.0


Supervisor 1.0 1.0

Support 4.0 4.0

Specialist 1.0 1.0

Total 6.0 6.0

PROGRAM DESCRIPTION

The Office of Testing Services coordinates, evaluates, and reports on the standardized testing program, whichincludes:

Accessing Comprehension and Communication in English State-to-State for English Language Learners(ACCESS for ELLs) test

•

Cognitive Abilities Test (CogAT) •Virginia Standards of Learning (SOL) assessments •Virginia Alternate Assessment Program (VAAP) •Virginia Grade Level Alternative (VGLA) assessment •Virginia Substitute Evaluation Program (VSEP) •Virginia Modified Achievement Standards Test (VMAST) •

The Office of Testing Services supports students in Loudoun County Public Schools, including students receivingSpecial Education services and students classified as English Language Learners. Also served by the Office ofTesting Services are students with disabilities who are placed at facilities outside of the division, as well as Home-Instructed students. The Office of Testing Services is the division assessment liaison to the Virginia Department ofEducation.


TESTING SERVICES


104

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries and all related fringes for six Office of Testing Services employees, as well as part-time,overtime, and other professional expenses required for periods of peak work loads.


Operations and maintenance expenditures provide materials, supplies, and scoring services to support the assessmentprograms throughout the year.


Coordinated and supervised the process of administering standardized testing, including state and federallymandated programs, as well as those local assessments focused on specific instructional needs of LoudounCounty Public Schools (LCPS).

•

Provided schools with the support required to increase online SOL testing percentages in grades 3 -12, with98.75% of SOL testing online at the high schools, 99.45% of SOL testing online at the middle schools, and98.37% of SOL testing online at the elementary schools. At a division level, 98.84% of SOL tests were completedonline.

•

Processed 198,000 Standards of Learning (SOL) student test records, as well as 12,300 additional student tests,which included the ACCESS for ELLs test, the Cognitive Abilities Test (CogAT), the Iowa Tests of Basic Skills(ITBS), and the Stanford Achievement Test (Stanford 10).

•

Organized and supervised the scoring process for 75 Virginia Grade Level Alternative (VGLA) Collections ofEvidence, and also coordinated and supervised the process of submitting 391 Virginia Alternate AssessmentProgram (VAAP) Collections of Evidence for scoring.

•

Distributed testing results in a timely manner, in a format conducive to preparation, evaluation, and displayinginformation publicly. This includes the annual SAT Report.

•



TESTING SERVICES


105



Move forward with the implementation and realization of 99% of SOL tests administered online in all subjects, atevery elementary, middle, and high school.

•

Continue to provide individualized assistance to schools addressing test administration, staff training anddevelopment, and the needs of the student in a testing environment. This assistance will include training in theuse of Pearson Access reports for school improvement planning as well as increasing administrator fluency in themanagement of online testing.

•

Maintain the efficiency of the standardized testing process when complying with federal, state, and localguidelines, while continuing to meet the demands created by growth of the school system.

•

Sustain our collaborative efforts with other offices, such as Special Education and the English Language LearnersProgram, to ensure fair access to assessments for the diverse student population, while also providinginformation essential for program planning.

•


John V. PanettieriTesting Supervisor


TESTING SERVICES


106




107


Operations & Maintenance $1,209,813 $1,872,404 $1,237,457 $1,136,445 $1,146,627

Capital Outlay $110,802 $95,622 $57,107 $111,000 $111,000

Total $18,553,114 $18,524,415 $18,724,682 $19,669,155 $19,887,647

Positions 193.8 191.4 197.5 196.5 196.5


Director 1.0 1.0

Supervisor 1.0 1.0

Principal 1.0 1.0

Assistant Principal 1.0 1.0

Teacher 183.5 183.5

Counselor 1.0 1.0

Teacher Assistant 2.0 2.0

Support 5.0 5.0

Specialist 1.0 1.0

Total 196.5 196.5


CAREER AND TECHNICAL EDUCATION


108

PROGRAM DESCRIPTION

The Career and Technical Education Department strives to meet the career and technical education needs of allstudents, consistent with the demands of the workplace and with consideration of individual aptitudes, interests, andeducational needs. Exploratory programs for all fourteen middle schools are offered within Family and Consumer Sciences, Keyboarding,and Technology Education. Elective programs in the thirteen high schools are offered within Business and Information Technology, Family andConsumer Sciences, Marketing, and Technology Education. Specialized programs are offered at the Monroe Technology Center. Many of these programs lead to industryrecognized credentials and/or dual enrollment college credit. The Loudoun Governor's Career and Technical Academy offers highly specialized programs within four identifiedcareer clusters: Agriculture, Food & Natural Resources; Health Science; Science, Technology, Engineering, andMathematics; and Transportation, Distribution, and Logistics. The Navy JROTC program at Loudoun County High School has 187 students. The focus of this program is leadership,fitness, and naval sciences instruction. During the 2011-2012 school year, over 25,000 students are enrolled within career and technical education coursesoffered within Loudoun County Public Schools in grades 6-12.




109

BUDGET OVERVIEW

PERSONNEL

The personnel lines include salaries for three central office employees within career and technical education (CTE). CTEteachers for all 14 middle and 13 high school career and technical programs, Douglass School CTE, all MonroeTechnology Center teachers as well as 3.0 teachers for the Naval JROTC Program at Loudoun County High School.


Funding is included for the normal operation and maintenance of the Career and Technical Education programs offeredwithin 14 middle schools, 13 high schools, the Douglass School, The Loudoun Governor's Career and TechnicalAcademy, and the Monroe Technology Center.

CAPITAL OUTLAY

Replacement of outdated equipment at the Monroe Technology Center in the following programs: Trades programs,Loudoun Governor's Career and Technical STEM Academy programs, Graphic Communications, and the IT programareas.

Supported School Board Goals 1, 2, and 6:

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

•

The results of the most recent career and technical education student follow up survey continue to show LCPSCareer and Technical Education programs provide students with the skills necessary to become college andcareer ready.

•

Supported the seventh Career Camp for middle school students at the Monroe Technology Center. Supportedthe sixth year Childrens Engineering Camp for 4th and 5th grade students at eight middle school locations acrossthe county.

•

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

•




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

•

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

•

Continue to plan for the new Monroe Advanced Technology Academy facility. •




110


Shirley L. BazdarDirector of Career and Technical Education & Adult

Education




111



Total $502,148 $569,854 $483,704 $590,629 $583,664

Positions 2.0 2.0 2.0 2.0 2.0


Support 1.0 1.0

Coordinator 1.0 1.0

Total 2.0 2.0

PROGRAM DESCRIPTION

The Adult Education Division plans, develops, and implements programs below the college credit level for personsover the age of compulsory attendance who are not enrolled in regular education. Programs are available to prepareadults to acquire a General Education Development (GED) certificate; Adult High School for adult students requiringbetween one and three credits to obtain a high school diploma; Adult Basic Education provides literacy to adultswhose literacy skills are below the ninth grade level; Adult English Language Learners (ELL) for Loudoun Countyadults who desire to improve their understanding of the English language; and general interest courses for LoudounCounty adults desiring to learn a new skill, language, or craft. State and federal grants cover the costs of the AdultBasic Education and English Language Learners classes. The general interest course costs are paid for by the tuitioncollected; if there are not enough students registered to cover the cost of offering a class, the class is canceled.


ADULT EDUCATION


112

BUDGET OVERVIEW

PERSONNEL

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


Funding for the normal operation of Adult Education programs focused on basic education, GED, and Adult EnglishLanguage Learners programs.

Supported School Board Goals 1, 2, and 6 and efforts of the Divisions of Instructions to produce:

The opportunity for 1,801 adults to register in 160 General Interest Classes. •Successful expansion of the "Online" Registration (approximately 80% of enrollments) for General AdultEducation Courses.

•

20 enrollments in the Adult High School classes and 7 diplomas issued. •Staff development opportunities (many online) for adult instructors especially in the area of technology. •Daytime options for adults to take computer classes at the Staff Training Center. •



Contiue to support School Board Goals 1, 2, and 6 through the following:

Move to "Online Only" Adult Education Brochure advertising class opportunities to eliminate the costs associatedwith producing, printing, and delivery of the brochures.

•

Expand WEB presence of Adult Education Information about classes and programs. •Develop "leveled" GED classes to better address the needs of incoming students who are testing between AdultBasic Education Classes and the current GED Class levels in English and Math.

•

Collaborate with community college to encourage post secondary opportunities for GED recipients. •Expand and improve Advanced ESOL general class offerings for students who have tested out of basic classes. •

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYShirley BazdarDirector of Career and Technical Education & Adult Education

Irene C. RiordanAdult Education Coordinator


ADULT EDUCATION


113



Total $1,608,713 $1,573,684 $1,646,966 $1,777,587 $1,832,228

Positions 16.0 17.0 17.0 17.0 18.0


Teacher 17.0 18.0

Total 17.0 18.0

PROGRAM DESCRIPTION

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


FAMILY LIFE EDUCATION


114

BUDGET OVERVIEW

PERSONNEL

The Personnel line includes salaries and fringe benefits for eighteen (18) Family Life Education FTEs serving theelementary and secondary levels. (Elementary: 4; Middle School: 7; High School: 7).

The new teacher position for FY14 is for growth. •


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

Continued to support School Board Goals 2, 4, and 6 through the following:

Reviewed and updated audiovisuals K-10. •Reviewed and updated curriculum guides K-10. •Offered opportunities and facilitated staff development for teachers to update information and teachingstrategies.

•

Utilized the LCPS website to increase communication to parents. •Translated Family Life parent handbook: "Family Connections" in Spanish, K-10. •



Continue to support School Board Goals 1, 2, 4, 5, 6, and 7 through the following:

Provide staff development opportunities. •Purchase updated resources necessary to deliver a quality program. •Provide FLE specialists with needed resources and administrative and instructional support to serve nonOPT-OUT student population.

•

Increase communication through translation of materials and access to documents on the LCPS website. •

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYShirley L. BazdarDirector of Career and Technical Education & Adult Education

Cara LeGrysCareer and Technical Education Supervisor


FAMILY LIFE EDUCATION


115



Total $375,455 $310,664 $280,537 $333,439 $363,496

Positions 4.0 3.0 2.0 2.0 2.0


Director 1.0 1.0

Support 1.0 1.0

Total 2.0 2.0

PROGRAM DESCRIPTION

Curriculum and Instruction coordinates the efforts of numerous content areas and supervisors to ensure that theinstructional program (K-12) supports the mission and attainment of the goals of the school division. Programsupervision and responsibilities include Art, Driver Education, English, Health and Physical Education, Kindergarten,Mathematics, Music, Pathways, Reading, Science, Social Science and Global Studies, Starting Toward Excellence inPre-School (STEP), Staff Development, Summer in the Arts (SIA), and World Languages and Cultures. C&I staff develop, create, and refine elementary, middle, and high school resources in partnership with school staff tomeet school and county needs to advance student learning. Resources include curriculum, lesson plans,assessments, units of study, teacher training, and other related content needs to help teachers and students. Office staff work with Pupil Services to coordinate the content and course requirements for the Virtual High Schoolcourses and program offered by LCPS.


CURRICULUM AND INSTRUCTION


116

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries of two Curriculum and Instruction staff members, part-time funds to organize and leadprojects, overtime needed to support periods of peak workloads, and related fringe benefits.


Operations and maintenance expenditures provide materials and supplies needed throughout the year and for variousprojects including development and distribution of curricular materials for the division. C&I staff develop, create, and refine elementary, middle, and high school resources in partnership with school staff tomeet school and county needs to advance student learning. Resources include curriculum, lesson plans, assessments,units of study, teacher training, and other related content needs to help teachers and students.

Continued to work on School Board Goals 1, 2, and 3 through the following:

Supported the efforts of schools to meet the demands of the state assessment program by continuing abenchmark assessment program in English, math, social science and global studies, science, and worldlanguages and cultures and, following the assessments, providing information on student progress toparticipating schools.

•

Provided support for a division wide effort to strengthen mathematics instruction. •Provided division wide training to school leaders on instruction and assessment. •Supported implementation of CLARITY with curriculum and assessment resources. Resources also includecurriculum, lesson plans, assessments, units of study, and other instructional tools for teachers and schools.

•

Provided school support for middle and high school students through coordinating online course opportunities forinterested students.

•




Support benchmark assessment program to enable schools to address specific learning needs prior to state testprograms.

•

Provide a division wide curriculum to strengthen content emphasis and curriculum alignment across LCPS. •Support infusion of critical thinking skills into LCPS curriculum and instructional programs. •Provide online courses as described by VA DOE in compliance with 2010 legislation. LCPS will need to provideteachers, software and some part time support and coordination of programs.

•

Provide resources in CLARITY for assessment, lesson plans, units of study, and reports to improve and supportinstruction. Collaborate with Pupil Services in Instruction to help schools diagnose learning issues and enableschool personnel to use the data to create plans to address the needs.

•




117


Eric L. StewartDirector of Curriculum and Instruction




118




119



Total $618,856 $638,524 $680,774 $745,037 $750,205

Positions 2.0 2.0 2.0 2.0 2.0


Supervisor 1.0 1.0

Support 1.0 1.0

Total 2.0 2.0


ART


120

PROGRAM DESCRIPTION

The Art Department provides students with a sequential, concept-based visual art instruction program consisting of: artproduction, art history, aesthetics and art criticism with an emphasis on the studio process. The art program allows forstudents to have multidisciplinary/multicultural experiences to make real life connections. Art is required in grades 1-6,and a fine arts elective for grades 7-12. Art is taught by certified art educators. The first goal of the LCPS Visual Arts program is for our students to master the process involved in discovering,exploring, analyzing, discussing, reflecting, recording, and synthesizing the personal, historic, and cultural importanceof the visual arts. At each grade level the focus is on the studio process. Art students will learn to develop personalinitiative, self-discipline, critical thinking skills, and creative problem solving skills. The second goal is for the students to demonstrate an understanding of the collective body of knowledge associatedwith the visual arts including: principles and elements of design, color theory, technical skills, critical/creative skills,historic and cultural comparisons, and the vocabulary pertaining to each area. The third goal is to ensure our students understand and can discuss in written and oral forms the powerfulcommunicative and transformative qualities of the visual arts. These investigations will enable students to expand theirunderstanding of art history and cultures, place their work in stylistic and historic context, and broaden their personalvisual communicative vocabulary. Art facilities are equipped with specialized equipment and materials to provide our students with the best visual artsexperience. Students are provided with opportunities to exhibit art at their school and the following locations: GeorgeWashington University, INOVA Loudoun Hospital, Dulles Town Center,The Art Institute of Washington, Starbucks,Franklin Park Performing Art Center and the LCPS Administration building. School Business Community partnershipsallow for Visiting Artists to come into the art classrooms county-wide.


ART


121

BUDGET OVERVIEW

PERSONNEL

Personnel includes salary and benefits for one art supervisor, and one instructional materials technician.


Operations and maintenance expenditures provide equipment, consumable materials for instruction, preventivemaintenance and repairs for ceramic (kilns, pottery wheels etc.) and photo equipment, staff development, training, andconference opportunities. The increases in this budget are attributable to growth.


An 84% portfolio exam pass rate for county-wide advanced placement art courses, and a 51% increase inadvanced placement art courses over the past five years.

•

A 100% county-wide school business community partnership participation with all elementary, middle, highschool art programs to exhibit and recognize thousands of student artists.

•

Extended LCPS School Business Partnerships to provide students the opportunity to exhibit art at variousStarbucks locations county-wide and at Franklin Park Arts Center.

•

Extended our county-wide school business partnership with the Loudoun Education Foundation to allow everyhigh school art department the opportunity to have a visiting artist come into the classrooms.

•

Collaborated to develop elementary, middle, and high school multi-disciplinary art lessons to be accessed by artteachers county-wide through CLARITY.

•



Continue to support School Board goals 1, 2, 5, and 6:

Collaborate to develop multi-disciplinary lessons, and resources to be accessed county-wide throughCLARITY/VISION for art teachers to interactively learn from and further develop for diverse classroom instruction.

•

Provide students with varied opportunities to exhibit art in the community to allow for 100% school participationcounty-wide.

•

In collaboration with the technology office, provide appropriate equipment to allow for instructional assessment ofstudent learning.

•

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

•

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYEric L. StewartDirector of Curriculum and Instruction

Melissa A. Pagano-KumpfArt Supervisor


ART


122




123



Total $129,638 $132,834 $193,797 $252,036 $252,036

Positions 0.0 0.0 0.0 0.0 0.0


Total

PROGRAM DESCRIPTION

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


DRIVER EDUCATION


124

BUDGET OVERVIEW

PERSONNEL

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


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

Supported School Board Goals 2, 5, and 7 and the efforts of the division in the Department of Instruction and the localschools to produce:

Increased the number of students trained in Driver Education through LCPS, which is a proven method ofdecreasing crash rates.

•

Through increasing the number of students who take BTW with the school division and attend the parent/teenpresentation, LCPS crash percentage ratios for first year drivers have dropped from 4.9% in 2009-10 (prior to the Partners for Safe Teen Driving requirement) to 2.7% in 2011-12.

•

Increased the number of teachers with the add-on Driver Education endorsement by providing the endorsementcourses on MLP, with the goal of providing more in-car services to our students.

•




Provide teachers with increased opportunities for staff development in the area of distracted driving. •Provide driver education classrooms with the technology and instructional tools necessary to deliver the mostcurrent information on driver education and traffic safety.

•

Increase the number of trained instructors in LCPS to shorten the waiting period for students to take in-carinstruction.

•

Creation of an online portal for registration and payment of BTW fees. •


Sheila JonesHealth, Physical Education and Driver Education

Supervisor


DRIVER EDUCATION


125



Total $553,054 $541,308 $571,150 $729,359 $725,214

Positions 3.0 3.0 3.0 3.0 3.0


Supervisor 1.0 1.0

Instructional Specialist 1.0 1.0

Support 1.0 1.0

Total 3.0 3.0

PROGRAM DESCRIPTION

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


ENGLISH


126

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries and related fringes for three employees who support the English program. In addition, itincludes funds for part-time work related to professional development of new English teachers and the development andreview of benchmark assessments and curriculum documents.


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


Revised high school honors English curriculum to include the addition of core units and portfolio assessment. •Implemented revised middle school English curriculum to promote inquiry in the reading and writing workshop. •Revised Literacy Journey to include an increased focus on adolescent literacy and analysis while increasingparticipation by 72 percent.

•

Provided assessment resources and professional development for teachers K-12. •Collaborated with the Pathways team to develop reading and writing professional development for teachers ofgrades 3-5.

•




Expand Pathways writing professional development to grade 5. •Revise curriculum in grades 3-8 to contain additional digital instructional resources to support teachers as theystrengthen student's analysis and media literacy skills.

•

Implement revised high school Honors English curriculum at grades 9 and 10 including inquiry based core unitsand a digital portfolio assessment.

•

Revise high school academic English curriculum. •Continue to expand digital writing portfolio professional development for 6-12 teachers. •


Michele Schmidt-MooreEnglish Supervisor


ENGLISH


127



Total $349,029 $325,793 $342,762 $366,330 $371,368

Positions 2.0 2.0 2.0 2.0 2.0


Supervisor 1.0 1.0

Support 1.0 1.0

Total 2.0 2.0

PROGRAM DESCRIPTION

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


HEALTH AND PHYSICAL EDUCATION


128

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries and all related fringes for two employees (Health, Physical Education, and Driver EducationSupervisor and Instructional Materials Technician).


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

Supported School Board Goals 2 and 7 and the efforts of the divisions in the Department of Instruction and the localschools to produce:

Successful expansion of the Five for Life and Fab 5 programs to include all schools. •Ongoing teacher training in a standards-based health and physical education curriculum that includes thereinforcement of health concepts through movement.

•

New teaching materials and lifetime fitness equipment for all schools. •Provided fitness data collection system for teachers to submit test scores electronically for individual studentreports as well as state reporting.

•

Provided Adventure to Fitness physical activity breaks that can be played on the Promethean Boards to use as ameans of engaging the brain through periodic activity, as well as meeting the 150 minutes of physical activity perweek that is recommended for elementary students.

•



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

Increase the use of technology in Health and Physical Education classes by creating a variety of differentiatedhealth and physical education lessons that include the use of exercise science technologies.

•

Meet the needs of all students by developing an online high school curriculum option that incorporatesdifferentiated instructional strategies.

•

Enhance student understanding of the need for daily physical activity through health education and the use offitness e-portfolios.

•

Increase before and after school fitness activities that promote healthy, active lifestyles and are available tostudents at no charge.

•


Sheila JonesHealth, Physical Education and Driver Education

Supervisor


HEALTH AND PHYSICAL EDUCATION


129



Total $200,434 $223,132 $94,558 $137,906 $157,274

Positions 0.5 0.5 0.5 0.5 0.5


Supervisor 0.5 0.5

Total 0.5 0.5

PROGRAM DESCRIPTION

The Kindergarten program provides a transition between the informal learning in the home and the more formaleducational programs and services offered by LCPS elementary schools, primarily focusing on instructing eachstudent at his/her stage of development. This is accomplished by integrating the skills and understanding of all subjectareas and by providing for differentiated instruction based on the needs of the students. Many manipulative andhands-on experiences are included in the program to ensure that it is developmentally consistent with the way in whichfive-year-olds learn best. The developmental kindergarten program allows students to develop a healthy self-concept,physical skills and coordination, facilitate the use of language and to acquire fundamental skills and knowledge forreaching the student’s fullest potential. There are nine full-day kindergarten classes for students who have beenenrolled in Head Start, in STEP preschool, or students with minimal needs who have been enrolled in the EarlyChildhood Special Education program. To be considered for the full-day kindergarten program, students must residein an area served by the host school and receive a letter of invitation to participate from the Kindergartenoffice. Classes (2012-2013) are located at nine sites: Catoctin, Cedar Lane, Countryside, Guilford, Newton-Lee,Round Hill, Sugarland, Sully, Sycolin Creek. Students return to their home school for first grade. The remainingkindergarten classrooms have a three hour/day program.


KINDERGARTEN


130

BUDGET OVERVIEW

PERSONNEL

The personnel line includes salary and related fringe costs for a .5 supervisor position.


The increase in operations and maintenance funds is to provide instructional materials and furniture to refurbish or opennew classrooms.

Continued to work on School Board Goals 1 and 6:

Maintained current kindergarten programs. •Revised the Kindergarten Report Card to reflect the Virginia English and Mathematics Standards of Learning. •Revised both the Kindergarten Report Card Rubrics and Parent Guide to the Kindergarten Report Card inLanguage Arts and Mathematics to reflect the standards and skills Kindergarten students should master by theend of the school year.

•

Provided a workshop on the Kindergarten Report Card and CLARITY. •



Continue to work on School Board Goals 1 and 6:

Continue with program in place. •Develop a plan to implement full-day kindergarten for all students countywide. •Convene a committee to review, update, and replace the current list of instructional materials for a newkindergarten classroom with materials that will enhance instruction and support the Virginia Standards ofLearning.

•


Dr. Dianne S. KinkeadReading, Kindergarten, STEP Pre-School Supervisor


KINDERGARTEN


131



Total $572,662 $496,249 $868,254 $718,804 $613,046

Positions 3.0 3.0 3.0 3.0 3.0


Supervisor 1.0 1.0


Support 1.0 1.0

Total 3.0 3.0

PROGRAM DESCRIPTION

The Mathematics Department supports a comprehensive program that enables all students to be college and careerready at the completion of high school. In order to prepare students for successful citizenship in the 21st century,Loudoun County Public Schools' teachers of mathematics will create an environment which fosters in students' criticalthinking skills, a disposition for problem solving, mathematical communication and productive discourse skills, andfosters in teachers' development as reflective practitioners and a commitment to continued growth. The programs and priorities we have in place to support these goals are as follows:

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

•

The mathematics program provides manipulatives to assist all students in understanding high levelmathematics concepts through critical thinking, multiple representations, and mathematical reasoning.

•

The mathematics program provides benchmark assessments to ensure that instruction and curriculum arealigned and to provide teachers a formative assessment tool to identify student strengths and weaknesses.

•

The mathematics department ensures that curricula are aligned to state content standards and processstandards and reflect current, research-based pedagogy.

•

The mathematics department provides teachers with professional development opportunities in the areas ofcurriculum, instruction, and assessment.

•


MATHEMATICS


132

BUDGET OVERVIEW

PERSONNEL

The personnel line includes salaries for three employees, part time for peak workloads, and all related fringe benefits.


Operations and maintenance includes expenditures for materials, equipment, and training sessions needed to supportthe math office and the mathematics instructional programs at local schools. These expenditures cover professionaldevelopment sessions for instructional staff, daily office activities that support classroom instruction, regular departmentmeetings, K-12, and the development of resources to provide and support quality mathematics instruction andassessment.

Supported School Board Goals 1 and 2:

We revised and realigned the mathematics curriculum documents and resources to reflect the new mathematicscontent standards as well as process standards, which include problem solving, reasoning, connections,representations, and communication.

•

We provided instructional team members with professional development (face-to-face and video training)addressing the new rigor of state assessments. This professional development included strategies and resourcesto engage students in rigorous thinking in the classroom.

•

We updated benchmark assessments for grades 3-Algebra II to address the new mathematics standards and thenew level of rigor on state assessments.

•

We increased the enrollment and instructional support for the new high school course, Advanced Functions andModeling, which infuses 21st century skills into high-level, applied mathematics. The implementation and growthof this course decreases the number of students not enrolled in a mathematics class during their senior year ofhigh school.

•

We provided appropriate resources and professional development to support engaging mathematics instruction.These resources include graphing calculators, software, and manipulatives as tools to help make abstractAlgebraic concepts accessible to more students.

•



MATHEMATICS


133


Continue to pursue School Board Goals 1 and 2:

We will develop rich classroom tasks to engage students in rigorous mathematics tasks in all mathematicsclassrooms. Engaging in these tasks will help ensure students develop a disposition to solve problems;understand meanings of operations and how they relate to each other; compute fluently and make reasonableestimates; develop algebraic thinking at all levels; use correct mathematical vocabulary with precision; becomecritical thinkers; understand numbers, ways of representing numbers, relationships between numbers, andnumber systems, multiple representations, and reasoning and proof.

•

We will provide ongoing professional development for instructional team members on best practices in qualitymathematics instruction. This professional development will reach into areas of content, curriculum, instruction,and assessment.

•

We will provide appropriate tools/manipulatives, resources, and technology to support mathematics instructionand assist students in learning mathematics conceptually.

•

We will develop quality assessment items to support a rigorous, relevant, and standards aligned curriculum.Professional development will be provided on the use of assessment data to meet needs of all students.

•

We will support projects that increase opportunities for middle school students to enroll in Algebra I and engagein rigorous mathematics challenges.

•


Suyi ChuangMathematics Supervisor


MATHEMATICS


134




135


Operations & Maintenance $755,173 $863,757 $1,033,619 $1,310,955 $1,299,265

Capital Outlay $0 $16,412 $15,622 $135,268 $148,745

Total $1,143,450 $1,263,321 $1,420,873 $1,806,106 $1,777,787

Positions 3.0 3.0 3.0 3.0 3.0


Supervisor 1.0 1.0


Support 1.0 1.0

Total 3.0 3.0


MUSIC


136

PROGRAM DESCRIPTION

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


MUSIC


137

BUDGET OVERVIEW

PERSONNEL

Personnel includes salary and benefits for one Supervisor, one Specialist, and one Instructional Materials Technician.


Operations and maintenance expenditures provide new and replacement instruments and supplies for all musicprograms, provides instructional allotments for school use, and provides opportunities for staff development and training.Bus transportation, fees, and materials are provided for all countywide and district events and for students selected toAll-Virginia ensembles.

CAPITAL OUTLAY

Capital outlay expenditures provide funding for large instruments, like pianos and tubas, for music programs in middleand high school.

Provided support for School Board Goals 1, 2, and 5 through the following:

Continuing increase in the number of students attaining all-Virginia honors in choir, band, and orchestra. •Orchestra program enrollment continues to rise at a rapid rate. •Held All-County Chorus, All-District Band, All-District Chorus, District Band Festival, All-County Jazz Band, HighSchool Guitar Festival, All-County Middle School Guitar Festival, All-County Elementary Chorus, and hadstudents participate in All-Virginia, Band, Orchestra, and Chorus programs.

•

Belmont Ridge, JL Simpson and J Michael Lunsford MS achieved Blue Ribbon status from the VMEA forachieving superior performances in all of their groups. Blue Ridge MS qualified as well.

•

LCHS, PFHS, PVHS received Honor Band Status for superior ratings in both Marching and Concert Band. •Continued growth in the orchestral strings in the middle school curriculum for grades 6-8. •SBHS was invited to participate in the London, England New Year's Day Parade for January 1, 2013. •Purchased new band uniforms for Heritage HS. •Loudoun County was selected as a Best Community for Music Education in America by the NAMM Foundation. •




Increase participation in all music programs for all NCLB subgroups. •Increase the number of students in all NCLB subgroups accepted into All County & District Events. •Focus professional development opportunities for staff to improve instructional and program quality andultimately, the performance and achievement level of all students in music ensembles.

•

Provide support for the utilization of Smart Music and Finale software as effective teaching and assessment tools. •

Continue to support School Board Goal 5 as follows:

Provide resources to replace antiquated instruments and equipment at LCHS, PVHS and LVHS. •Purchase band uniforms for Briar Woods HS and Freedom HS per replacement cycle. •


MUSIC


138


Michael PiersonMusic Supervisor


MUSIC


139



Total $371,788 $376,416 $423,663 $449,396 $1,032,856

Positions 1.5 1.5 1.5 1.5 3.0


Supervisor 0.5 1.5

Support 1.0 1.5

Total 1.5 3.0


READING


140

PROGRAM DESCRIPTION

The mission of the reading program in Loudoun County Public Schools is to teach all students to read andcomprehend text to become independent readers, lifelong learners, and confident citizens for the 21st century. Loudoun Pathways to Reading and Writing, an explicit staff-development model, provides kindergarten, first throughthird-grade teachers, and instructional specialists with a consistent, research and strategies-based framework ofreading and writing instruction. The program incorporates the skills of spelling, writing, reading comprehension,phonics, and vocabulary. The Pathways multi-approach literacy framework helps teachers provide their students withspecific skills to become better readers and writers. Books and educational supplies are used to support theelementary teachers and reading specialists in their implementation of a balanced and multi-approach literacyframework. In addition, personnel include literacy facilitators who provide professional development and support forclassroom teachers and specialists. The program will be expanded to include grades four and five next year. In middle and high school, literacy instruction (reading and writing) is infused into the teaching of the content. Middleschool students are engaging in a locally developed program for reading and writing workshop entitled LiteracyJourney. Students are able to participate in elective reading courses: Reading Strategies Workshop (grades 6-8);Accelerated Literacy (grade 7) or 21st Century Literacy Strategies (grades 9-12). Each school has the services of a reading specialist who assumes multiple roles such as coordinating the literacyprogram in the school, supporting teachers with instructional expertise, co-teaching with content teachers, coachingteachers, overseeing literacy assessment, and providing direct instruction to students in grades K-12 who areexperiencing difficulty in reading.


READING


141

BUDGET OVERVIEW

PERSONNEL

The personnel line includes salaries for three employees and all related fringe benefits. For FY14, 1.0 Supervisor and .50 Support position were moved from the Title II grant to Reading due to grant fundingand constraints.


Operations and maintenance funds are used to provide instructional materials, books, on-line assessment, training andeducation, software that supports the literacy needs of teachers and students, and mileage for itinerant specialists. InFY14, Pathways to Reading and Writing was moved from General Education to Reading, this increase includes fundsfor elementary, middle, and high school materials.

Continued to work on School Board Goal 1:

Implemented the Pathways literacy model in six additional elementary schools, serving 50 elementary schools,approximately 140 new teachers, and approximately 1,100 previously-trained teachers.

•

Provided professional development in Writing Workshop to third-grade teachers in all previously-trainedPathways schools.

•

Expanded electronic communication through VISION access and developed online training modules.•Expanded the training and implementation of the 3-5 Reading and Writing Workshop at Evergreen MillElementary.

•

Revised the Elementary Reading Framework Grades K-5. •Middle school reading specialists and English teachers co-taught Literacy Journey’s reading and writingworkshop.

•

Reading specialists provided instruction to struggling readers with basic reading skills as well as providedcoaching and resources to classroom and content teachers to enhance the literacy skills of all students.

•



READING


142


Continue to work on School Board Goal 1:

Extend K-2 Pathways training model to include four additional elementary schools. •Train and implement the 3-5 Reading and Writing Workshop in two selected elementary schools and sustain theprogram at Evergreen Mill.

•

Expand Writing Workshop to fourth grade, while sustaining grades K-3. •Expand the development of the Pathways training modules and other online resources for teachers andadministrators.

•

Disaggregate student data in adolescent literacy to determine where there is need for improvement in literacy. •Create and implement a plan for increasing student achievement in literacy after consulting with Dr. WilliamBrozo, who is a Professor of Literacy in the Graduate School of Education at George Mason University, nationaland international consultant/researcher on adolescent literacy, author and editor for literacy journals, and servedon the Carnegie Grant team that compiled a report on best practices in adolescent literacy.

•

Expand the implementation of Literacy Journey’s reading and writing workshop in middle school. Middle schoolreading specialists and English teachers will continue to co-teach this curriculum.

•

Reading specialists will continue to provide instruction to struggling readers with basic reading skills as well asprovide coaching and resources to classroom and content teachers to enhance the literacy skills of all students.

•


Dr. Dianne S. Kinkead and Dr. Lori RileyReading, Kindergarten, STEP Pre-School

Supervisor/Pathways to Reading and Writing Supervisor


READING


143



Capital Outlay $6,044 $0 $12,982 $0 $0

Total $863,081 $938,162 $906,756 $1,049,573 $1,093,935

Positions 3.0 3.0 3.0 3.0 3.0


Supervisor 1.0 1.0


Support 1.0 1.0

Total 3.0 3.0


SCIENCE


144

PROGRAM DESCRIPTION

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


SCIENCE


145

BUDGET OVERVIEW

PERSONNEL

The personnel line includes salaries and all related fringe costs for three employees. It also includes salary and fringecosts for part-time help. There are no new positions in the FY14 budget.


Science operations and maintenance funds are used to provide classroom curriculum, equipment, instructional suppliesand materials to schools; teacher training and curriculum development; science safety resources; repairs andmaintenance of science equipment; and support for the LCPS Regional Science & Engineering Fair. The FY14 budgetincludes funding for continued support, in partnership with George Washington University, of the Teachers in Industryproject; funding for professional development for teachers in inquiry-based learning; funding for the creation ofcurriculum resources to support the Clarity initiative; funding to support growth in science course enrollment; andfunding for increased enrollment in AP sciences (AP Biology, AP Chemistry, AP Environmental Science, AP Physics).

Supported School Board Goals 1, 2, 4, and 5 through the following:

Continued development and revision of elementary middle and high curricular resources, Core Experiences (CE),STEM resources, Learning Progressions (LPs), assessment tools, lesson plans, unit guides, exemplar lessonsand resources in Clarity.

•

Provided new equipment for 2nd grade science, professional development in the appropriate use of theequipment, and lesson plans for the equipment that are aligned to science SOL (2010).

•

Continued to offer extensive professional development opportunities to teachers of science (CE program,Geospatial Science-GIS, Science Research Initiative, Meaningful Watershed Educational Experiences, andScience Safety).

•

Conducted the 31st LCPS Regional Science and Engineering Fair and supported student participation inadditional science competitions, symposia and research opportunities.

•

Offered, in partnership with George Washington University, GO GIRLS-a summer genomics institute for girls andTeachers in Industry, a summer internship for teachers.

•



Support School Board Goals 1, 2, 4, and 5 through the following:

Providing science curricular resources and professional development to support inquiry-based science instruction(CEs, STEM, Meaningful Watershed Educational Experiences-MWEE, inquiry-based lessons, safety training) andaligned to SOL (2010) at elementary, middle and high school.

•

Revising high school Science Research Project (SRP) resources and providing appropriate professionaldevelopment for high school science teachers. Implementing new SRP curriculum for honors Earth Sciencecounty-wide.

•

Offering high school science dual-enrollment courses, Independent Science Research (ISR) and GeospatialScience (GIS), to students at all 13 high schools.

•

Conducting the 33rd LCPS Regional Science & Engineering Fair (RSEF) and offering additional scientificresearch opportunities to high school students.

•

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


SCIENCE


146


Odette D. ScovelScience Supervisor


SCIENCE


147



Total $497,912 $472,674 $541,863 $567,226 $561,635

Positions 3.0 3.0 3.0 3.0 3.0


Supervisor 1.0 1.0

Support 1.0 1.0

Specialist 1.0 1.0

Total 3.0 3.0


SOCIAL SCIENCE AND GLOBAL STUDIES


148

PROGRAM DESCRIPTION

The Social Science and Global Studies Division offers a comprehensive program for the instruction of content andskills in the areas of history, geography, economics, anthropology and world cultures, sociology, government, andpsychology. Our program is aimed at developing student awareness of, and appreciation for, these content areas, andat consistently improving students' social science skills and critical thinking abilities so that they become active,involved, competent and thoughtful citizens of Virginia, the United States, and the world. Programs we have in place to pursue these goals and that, therefore, serve as our priorities are:

Staff training and support for developing conceptual and constructive thinking in instructional planning. •The articulation and development of writing and content skills in grades 6-12, and the development ofconsistent assessments to improve student skills in thinking and writing.

•

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

•

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

•

Consistent countywide support for the research projects to culminate in the high school Social Science Fair. •Curriculum enhancement and development work, carried out on a regular basis, with an emphasis on 21stCentury Skills--Critical Thinking, Collaborative Work, Global Awareness.

•




149

BUDGET OVERVIEW

PERSONNEL

The personnel line includes salaries for three employees and all related fringe benefits.


Operations and maintenance expenditures provide materials, supplies, and training sessions needed to support theSocial Science and Global Studies Office in Curriculum & Instruction. These expenditures cover daily office andclassroom support activities, regular department meetings at all levels (elementary, middle, high), workshop/stafftraining supplies, Social Science Fair supplies, and professional development sessions.

Supported School Board Goals 1 and 2 by:

Implementing our second Teaching American History Grant from the US DOE, with programs serving highschool, middle school, and special targeted pilot programs for elementary grades 4 and 5. During FY13, 112elementary and secondary teachers completed our comprehensive US History staff development programs.

•

Training 56 teachers at the elementary and secondary levels in the History Alive! methodology at summerworkshops.

•

Training 64 high school students in the program for first-time AP-takers with English and science supervisors. •Training 15 high school teachers in a P.D. series on lesson implementation titled, The Civil War Legacy of Racein the U.S.

•

Implementing the new slate of high school electives with a focus on Global Studies: AP Human Geography, APComparative Government, Modern International Relations, Global Social Issues, African History, World Religions,The World of Ideas. Designed and carried out training for 70 high school teachers. Enrolled 2,323 high schoolstudents county-wide in new SSGS electives. Added to our high school offerings with new curriculum and coursein Latin American History for dual enrollment with NVCC. Implemented the curriculum for the new state-mandatedcourse in Economics, and carried out a training program in Economics for 12 teachers in June 2012.

•



Continue to pursue School Board Goals 1 and 2 by:

Completing the plan for English-Social Science cooperation in writing instruction. •Training teachers in the appropriate use of new curricular and assessment documents, and the use of them in theClarity system.

•

Implementing the Latin American History dual enrollment course with NVCC. •Constructing the foundation of student electronic 4-year portfolios by training teachers in portfolio and electronicmedia software.

•

Training all high school elective teachers in the content and implementation of global courses and by completinga comprehensive inventory of all international programs in LCPS.

•




150


William F. BrazierSocial Science and Global Studies Supervisor




151

BUDGET HISTORY BY OBJECT OF EXPENDITURETitle FY10 Actual FY11 Actual FY12 Actual FY13 Budget FY14 BudgetPersonnel $1,257,302 $774,997 $1,497,649 $1,773,063 $1,297,385


Total $2,827,019 $2,114,240 $3,051,412 $3,360,139 $2,875,596

Positions 5.0 5.0 5.0 4.0 3.0


Supervisor 1.0 1.0

Analyst 0.0 1.0

Support 2.0 1.0

Specialist 1.0 0.0

Total 4.0 3.0


STAFF DEVELOPMENT


152

PROGRAM DESCRIPTION

The Staff Development Office provides high quality, timely, relevant, and continuous professional growth experiencesfor staff members to help LCPS achieve Equity and Excellence. These experiences are data-driven, results-based,and are designed to address staff needs at all levels of development - individual, team, school, cluster, and system-wide. Ongoing engagement in professional learning ultimately leads to enhanced student performance andachievement. Programs are aligned with the Learning Forward Standards for Professional Learning to improve theknowledge, skills, attitudes, and aspirations of staff members in content and pedagogy to enhance the learning of eachand every student. Professional Learning experiences are also linked to the LCPS Common Expectations for Gradingand Assessment and the Use of the CLARITY Tool, the LCPS and VA DOE Teacher Performance Standards, and thePrincipal/Leader Performance Standards to provide ongoing opportunities for growth within the Standards Indicators. Special Note: In the reorganization of The Department of Instruction, The Teacher Mentor Program, the associatedFTEs, and the associated budgets were transferred to the Department for Personnel Services. The Staff DevelopmentOffice and associated FTEs and budget were reassigned from Instructional Services to Curriculum and Instruction. Leadership Development - Ongoing leadership development at all levels of the organization is vital to the building ofskills and competencies of those expected to lead others. Teacher Leaders play a key role in facilitating LearningTeams to gain new knowledge, skills, strategies, and practices in curriculum, instruction, and assessment through theprofessional development components of theory, demonstration, practice, feedback and coaching. Principals andCentral Office leaders engage in continuous learning in the same areas and collaborate to help guide the developmentof teacher leaders for continuous school improvement.


STAFF DEVELOPMENT


153

BUDGET OVERVIEW

PERSONNEL

The personnel line includes salaries and fringe costs for 3.0 employees, stipends for new teachers to attend the two-dayBeginning Teacher Institute as well as stipends to attend or conduct training throughout the school year, along withtuition reimbursement and payment of registration fees to staff who apply for National Board Certification. It also includes funding to support the development of Professional Development Modules that form the foundation forthe summer Professional Learning experiences for representatives of school leadership teams. Teams of teachers,school-based administrators, and central office administrators collaborate to create modules based on data collectedfrom the August County-wide days and a needs survey of principals from all schools. The modules are provided for instructional staff leaders in June and in August and provide the framework for the designand implementation of school-based Professional Development during the summer and throughout the year. For FY14, the Specialist and Support positions which support the Mentor Teacher Program were moved to PersonnelServices and an Analyst position was moved from Instructional Services resulting in a net decrease of 1.0 position.


Operations and maintenance funds provide materials and supplies to support ongoing professional development acrossthe system including addressing local school and system-wide needs in Assessment and Grading, Equity, Pathways toLiteracy, Leadership Development, and History Alive! This includes allotments to schools for locally designed anddelivered professional development and the use of PD360, the on-demand, video-based, professional developmentprogram. This area includes curriculum development, books, and professional development related to the Teacher LeadershipSeries. In addition, funding enables teachers to attend the JMU Content Summer Teaching Academy and the SummerLiterature Conference at Shenandoah University.

Supported School Board Goals 1, 2, 4, and 6 and the efforts throughout the system to raise the level of instructionalexpertise among teachers and those who support them by:

Supported Staff Development courses, workshops, and training sessions conducted to achieve LCPS, SOL,NCLB and AYP (Now AMO) goals, including Refining Assessment and Grading Practices sessions and the use ofthe CLARITY tool.

•

Approximately 125 teachers enrolled in Ed Leadership, Technology, Reading, SPED Leadership, Library Media,ELL, and Initial Teacher Licensure university cohort programs. 19 teachers, deans and APs completed theAspiring Principal Series; 32 new administrators attended the New Administrator Institute; 28 teachers andadministrators from the BRHS Cluster participated in the Teacher Leadership Series.

•

The summer Teacher Leader Institute, designed and delivered by the Core Instructional Supervisors, addressedthe needs of new and returning SALTS, Department Chairs, and other Teacher Leaders, including a special focuson the facilitation of the Assessment and Grading Modules developed earlier in the year by collaborative teams ofteachers and administrators. Teacher Leaders facilitated these modules with their local school colleagues duringthe County-wide PD days - August 20, 21, and 22.

•

LCPS provided all licensed staff with 24/7 access to over 100 video-based programs in 16 areas of study throughthe School Improvement Network's PD360 Program.

•



STAFF DEVELOPMENT


154


Continue to support School Board Goals 1, 2, 4, and 6 to serve schools by supporting district and school-basedimprovement priorities reflected in their SIPs that will lead to improved instructional expertise for teachers and those whosupport them by:

Assisting leaders and teachers in the implementation of instruction, assessment, and grading practices and theuse of the CLARITY tool to more effectively communicate student learning to parents and other stakeholders.

•

Providing follow-up PD for school-based leaders to refine the implementation of the Teacher Evaluation process.•Providing learning materials, resources, and tools enabling school-based and central office leaders to providequality PD experiences for school-based leaders, who then facilitate PD for teachers, resources may include:related print material from experts and from research, PD 360, and other video-based exemplars of bestinstruction and assessment practices.

•

Providing per pupil Staff Development allotments to support school-based PD. •Continuing to support the county-wide implementation of the Pathways, Literacy Framework, and Word StudyReading/Literacy Programs at the K-5 level.

•


John P. O'ConnorStaff Development Supervisor


STAFF DEVELOPMENT


155



Total $654,590 $710,646 $782,217 $901,403 $938,719

Positions 14.0 11.0 14.0 14.0 14.0


Teacher 7.0 7.0


Total 14.0 14.0

PROGRAM DESCRIPTION

Starting Towards Excellence in Pre-School (STEP) is a program that serves children who are four by September 30.The curriculum is aligned with Virginia's Foundation Blocks for Early Learning and focuses on early literacy and earlymath instruction, as well as developmentally appropriate social and behavioral expectations. The goal is to close theachievement gap that might exist between the STEP students, who may be referred to as at-risk, and enable them toperform on a level consistent with their more advantaged peers. Criteria for enrollment include residing in a family atthe poverty level or with income levels within guidelines for free and reduced price lunch, having a single or anunemployed parent, having a suspected or identified disability or being an English language learner. Students mustreside in a geographical area served by STEP. STEP has a three hour program with a.m. and p.m. sessions. Thereare a maximum of 15 students per session. Twenty STEP classes (2012-2013) are located at eight sites: EvergreenMill (2 classes), Frederick Douglass (2 classes), Meadowland (4 classes), Rolling Ridge (4 classes), SterlingElementary (2 classes), Steuart Weller (2 classes), Sully (2 classes), and Sycolin Creek (2 classes).


STARTING TOWARD EXCELLENCE IN PRE-SCHOOL


156

BUDGET OVERVIEW

PERSONNEL

The personnel line includes salaries and all fringe benefits for fourteen employees: seven teachers and seven teacherassistants.


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

Continued to work on School Board Goals 1 and 6:

Implemented the Second Step Early Learning Program to increase school readiness and social success,decrease behavior problems, and promote social and emotional competence and self-regulation skills, andshared strategies with parents.

•

Awarded a Virginia Preschool Initiative (VPI) grant which was used to fund curriculum work, purchase materials,provide for enrichment experiences, pay for staff development, and pay the salary and benefits for three teachersand three instructional assistants.

•

Increased inclusive opportunities for all preschool students in schools where Head Start and Early ChildhoodSpecial Education programs are co-located with STEP.

•

Participated in professional development opportunities with Head Start and Early Childhood Special Educationteachers to better understand the needs of all preschool students.

•



Continue to work on School Board Goal 1:

Maintain the current program with twenty (20) classes. •Increase the number of STEP classes, as funding permits and classroom space becomes available, for at riskstudents in areas where there is a waiting list for enrollment.

•

Apply for the Virginia Preschool Initiative (VPI) grant to provide additional funding for STEP. •Continue to work on inclusive opportunities for preschool students and professional development for teacherswith Head Start and Early Childhood Special Education classrooms.

•




STARTING TOWARD EXCELLENCE IN PRE-SCHOOL


157



Total $189,034 $147,307 $167,553 $187,284 $187,634

Positions 0.0 0.0 0.0 0.0 0.0


Total

PROGRAM DESCRIPTION

Summer in the Arts is a dynamic summer experience in the visual, performing, literary, world language, culinary, andtechnical arts. During this summer program, students in rising 6-12 grades are provided opportunities to explore newexperiences in the arts or continue to practice and improve skills they have previously learned at home. Classes will be held for two weeks. The instructional day totals five hours and provides opportunities to take up to fourdifferent classes. Transportation is provided. The two week experience will conclude with the Arts Explosion wherestudents may showcase their experiences and performances for their parents, friends, and the public. The cost is $425per student. This program is 100% self-funded by the tuition charged to participants.


SUMMER IN THE ARTS


158

BUDGET OVERVIEW

PERSONNEL

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


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

Continued to support School Board Goals 1 and 6 through the following:

Added classes to address the different skill and age levels of the students. •Refined the online registration. •




Provide level three classes to meet the needs and requests of the students, parents, and teachers. •Continue the student intern program for high school students. •


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


SUMMER IN THE ARTS


159



Total $628,901 $614,798 $652,186 $725,644 $697,275

Positions 3.0 3.0 3.0 3.0 3.0


Supervisor 1.0 1.0

Support 1.0 1.0

Specialist 1.0 1.0

Total 3.0 3.0

PROGRAM DESCRIPTION

The World Language Division of the Department of Instruction affords students from elementary through high schoolthe opportunity to study an array of world languages. The World Languages program includes Foreign Language inthe Elementary Schools (FLES), Spanish at the Middle Schools (SAMS), and Secondary World Language instruction. In the FY 13 School Board adopted budget, the Foreign Language in the Elementary School (FLES) program providesstudents with Spanish instruction in grades 4 & 5. The current goals of the FLES program are to expose students tosecond language study and to encourage awareness of cultural differences at a preadolescent age. This content-based program revisits the Standards of Learning of select content areas and is designed to develop listeningproficiency. Students build their novice Spanish language skills through the Spanish at the Middle School (SAMS)program in grade 6. As an extension of the FLES program, SAMS is designed to serve as a stepping stone to thesecondary world language program. The secondary world language program begins in grade 7. Choices of languages include French, German, Latin,Spanish or Spanish for Fluent Speakers. Throughout high school, students may continue the study of these languagesto the Advanced Placement Level or begin a three-year program of American Sign Language or Mandarin Chinese.Through these programs, the LCPS World Languages and Cultures Office provides the skills and preparation forstudents to have a broad understanding of the world, proficiency in other languages, and knowledge of other cultures.


WORLD LANGUAGES AND CULTURES


160

BUDGET OVERVIEW

PERSONNEL

The personnel line includes salaries for three employees, overtime for peak workloads, and all related fringe benefits.


Operations and maintenance expenditures provide materials and supplies needed to support the World Languages andCultures Office and departments at schools which includes daily office activities, district meetings, mileage for itinerantteachers, instructional resources, teacher education, curriculum and staff development. Support the opening of newschools and the growth in students enrolling in world language classes at the middle school and high school is included.There is also an anticipated increase in the number of students attending the Governor's Summer Foreign LanguageAcademies and STARTALK.


Work with teacher committees to create, revise and/or expand curricula and lesson plans for all languages andnew programs.

•

Increase the number of students enrolled in World Language Advanced Placement classes. •Increase the number of students accepted to attend the Governor's Foreign Language Academies andSTARTALK.

•

Expand Spanish for Fluent Speakers program at schools as needed. •Work with teacher committees to expand the use of electronic instructional resources for all languages. •Maintain active participation in state and national organizations of World Language curricula and instruction tostay informed of current practices.

•




Continue to work with teacher committees to create, revise and/or expand curricula and lesson plans for alllanguages and new programs.

•

Increase the number of students enrolled in World Language Advanced Placement classes. •Increase the number of students accepted to attend the Governor's Foreign Language Academies andSTARTALK.

•

Continue to expand Spanish for Fluent Speakers program at schools as needed. •Continue to work with teacher committees to expand the use of electronic instructional resources for alllanguages.

•


Suzette F. WyhsWorld Languages and Cultures Supervisor


WORLD LANGUAGES AND CULTURES


161



Total $18,112,210 $17,639,605 $19,133,947 $20,766,081 $21,489,367

Positions 199.0 199.8 204.4 213.4 215.9


Director 1.0 1.0

Supervisor 1.0 1.0

Principal 53.0 53.5


Support 113.4 113.4

Total 213.4 215.9


ELEMENTARY EDUCATION


162

PROGRAM DESCRIPTION

The Elementary Education Division works to promote academic excellence in an inclusive environment, to enhanceeducational opportunities and equity for all elementary students, and to improve the quality of teaching through high-caliber educational leadership. The Director and Supervisor of Elementary Education are responsible for thesupervision and evaluation of elementary principals. The Director provides principals with ongoing, research-basedprofessional development to strengthen the connection between vision and action. This division works with principalsto ensure that school improvement plans are developed collaboratively with members of the school community andthat decisions are based on student achievement data along with other specific school-level indicators. The Supervisorof Elementary Education provides direct support to assistant principals in the areas of building leadership capacity andreporting student disciplinary data. The Elementary Education Division makes staffing projections and allocates K-5 classroom teachers to maximizestudent success through the equitable distribution of human and financial resources. The selection process for theAgnes Meyer Outstanding Teacher Award is coordinated by this division to recognize and honor educators possessingthe finest attributes of their profession. This division also oversees the regional summer school programs located atlocal schools. When elementary parents raise policy or procedural issues related to local schools, this division is responsible forclarifying the issues and taking appropriate action to assist the parents and school in establishing a productive,working relationship focused on increased student satisfaction and success.




163

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries for the Director, Supervisor, and secretary in the Elementary Education office as well aselementary principals, assistant principals, and secretaries and all related fringes. The new positions requested in FY14 are:

an additional .50 Principal position for the opening of ES 21. •2.0 Assistant Principals for Discovery and Moorefield Station elementary schools. •


In addition to materials and supplies needed to support the regular office functions, Operations and Maintenanceincludes postage for all elementary schools based on an allocation of $3.06 per student.

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

All 52 elementary schools received full accreditation status with 30 (58%) meeting Federal Annual MeasurableObjectives (FAMO).

•

Set focused expectations for consistency and quality during the creation of 52 annual School Improvement Plans.Assisted principals in analyzing subgroup achievement and establishing appropriate intervention strategies forthe 2011-2012 school year.

•

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

•

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

•



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

Provide administrative support and give priority in the allocation of resources to elementary schools that mayneed assistance in making Annual Measurable Objectives (AMO). This goal addresses not only necessaryremediation strategies, but also expanded learning opportunities.

•

Provide administrative support to result in the successful opening of one new elementary school in Fall 2014 (ES21 - Dulles South Area).

•

Provide administrative support for the continued implementation of the elementary assessment and gradinginitiative in conjunction with CLARITY (instructional management system).

•

Increase by 10% the number (22) of nominees submitted for recognition in the Agnes Meyer OutstandingTeacher Award program.

•

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

•




164


Dr. W. Michael MartinDirector of Elementary Education




165



Total $1,978,297 $1,564,086 $2,159,582 $2,377,897 $2,229,866

Positions 0.0 0.0 0.0 0.0 0.0


Total


SUMMER SCHOOL


166

PROGRAM DESCRIPTION

Summer school provides students the opportunity to participate in intensive, academic instruction in specific contentareas. Elementary students who require additional opportunities for direct instruction in a small class setting participateat the recommendation of their classroom teachers. The instruction at the elementary level is geared towardstrengthening the skills needed to meet federal, state, and local expectations for grade level achievement. Teachersprovide individualized instruction in reading and math. Middle school students may be encouraged by their counselorsto repeat a course during the summer; however, many of them enroll in summer courses to accelerate their academicprogram. Summer school is a critical component of the total instructional program. In the elementary program, the intendedoutcome is that students gain new skills and strategies in reading and math, become more proficient at problemsolving, and develop the greater confidence that will assist them in the academic challenges they may face. At themiddle school level, students are working toward developing skills, gaining knowledge, and increasing confidence. The 2012 Summer School Program included 1,167 elementary students, 372 middle school students, and 1,164 highschool students enrolled. 2013-14 tuition rates will remain: Elementary $325 Middle School $500 High School $650 There will be six summer school sites for elementary, one middle school summer site and two high school sites.


SUMMER SCHOOL


167

BUDGET OVERVIEW

PERSONNEL

Personnel includes part-time salaries for summer school principals, deans, secretaries, librarians, and teachers(including TRTs). Teacher assistants are employed as needed for Special Education and ELL classes. Guidancecounselors are employed at the secondary level. Funding is also included to provide the four Title I Focus Schools witha 20-day summer remediation program that is specifically designed to meet the unique needs of targeted students atthose sites.


The operations and maintenance costs provide materials for summer school.

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

Successfully placed students eligible for the elementary summer school program in the areas of generaleducation, special education, and English Language Learners.

•

Acquired teaching staff for an increasingly diverse summer school population. The 2012 Summer SchoolProgram included 1,167 elementary students, 372 middle school students, and 1,164 high school studentsenrolled.

•

Implemented remediation efforts to increase student fluency with math facts through the use of an engaging,interactive software program at the elementary level.

•

Processed student registrations for each of the nine (9) sites, coordinating efforts with other departments in theschool division and acquiring interpreters when needed to facilitate the registration process. Enhanced the onlineregistration and information management for elementary students.

•




Plan and deliver specific preparation for Standards of Learning (SOL) tests for students in grades 3-8. •Allocate summer school staffing to accommodate enrollment growth in LCPS as well as to support enrollmentgrowth related to SOL test preparation and additional remediation activities.

•

Strengthen primary grade students’ achievement in language arts and math. •Provide the four Title I Schools with funding to provide a 20-day summer remediation program in reading andmath for targeted students within their schools. Teaching staff would be recruited from within each school'sfaculty. Arrangements would be made to serve breakfast and lunch daily.

•


Dr. W. Michael MartinDirector of Elementary Education


SUMMER SCHOOL


168




169



Capital Outlay $38,112 $0 $0 $0 $0

Total $259,386,722 $260,042,284 $284,467,105 $318,327,030 $324,231,264

Positions 3,255.7 3,370.9 3,635.7 3,718.6 3,870.8


Teacher 3,460.7 3,600.8


Total 3,718.6 3,870.8

PROGRAM DESCRIPTION

Programs in General Education include Art, English, Health, Mathematics, Music, Physical Education, Reading,Science, Social Science and Global Studies, and World Languages and Cultures. Additional areas under GeneralEducation are co-curricular stipends (not related to athletics), textbooks, and per-pupil allotments for instructionalprogram costs. General Education provides funding for all salaries for school-level personnel (teachers and support staff) exceptthose assigned by Pupil Services. The budget funds local school teacher stipends for in-school and after-schoolintervention programs and summer enrichment programs.


GENERAL EDUCATION


170

BUDGET OVERVIEW

PERSONNEL

The personnel line includes salaries and all related fringe benefits for 3,870.8 employees.

151.4 positions are added for FY14 to respond to the projected growth in enrollments of 2,566 additionalstudents. Class size averages have been held constant at the 2010-11 levels of 24.0 in elementary, 23.6 inmiddle, and 27.9 in the high school level.

•

Due to the distribution of 2012-13 enrollment growth, a total of .80 FTEs were added outside the budget process inGeneral Education for FY13 which is reflected as an increase in FY14.


Operations and maintenance expenditures provide equipment, materials, and supplies needed to support theinstructional programs at 84 campuses. In addition, contract services provide for installation and maintenance ofhardware, software, and consultation services.

Supported School Board Goals 1, 2, and 3 and the efforts of the divisions in the Department of Instruction and localschools to produce:

An increase in the scope of summer programs to include a variety of models in regional and individual schoolsites:

2817 students participated in all summer schools for repeat and new courses ◦182 students took online courses for summer school ◦43 students participated in AP Scope – a jump start class for first-time Advanced Placement students ◦482 students attended STEM, career, and computer camps ◦519 students participated in the Summer-in-the-Arts program ◦

•

Continued strong participation (79%) of middle school students in high school credit foreign language classes. •An increase of 11.3% in participation in AP classes for all students. •An increase of 13.1% in participation in AP classes for black students. •An increase of 21.7% in participation in AP classes for Hispanic students. •An increase of 11.3% in participation in AP classes for Multi-Racial students. •




Continue to achieve the Virginia “Fully Accredited” rating for all LCPS schools. •Continue to provide professional development focused on school improvement strategies and targetedinterventions for all schools to meet the federal Annual Measurable Objectives (FAMO).

•

Increase by 25% the number of minority students taking honors and AP classes (MSAAC goal). •Close the gap between minority and white students completing Algebra I in grade 8. •Continue to provide professional development on assessment, grading, and differentiation of instruction for allteachers.

•


GENERAL EDUCATION


171




GENERAL EDUCATION


172




173



Capital Outlay $10,000 $0 $0 $0 $0

Total $9,443,060 $9,691,219 $10,824,696 $12,143,757 $12,846,724

Positions 101.0 111.0 116.0 120.0 126.5


Director 1.0 1.0

Principal 13.0 14.0


Dean 0.0 2.0

Counselor 1.0 1.0

Support 66.0 69.0

Total 120.0 126.5

PROGRAM DESCRIPTION

The Office of High School Education supports School Board Goals 1) Student Achievement, 2) CurriculumDevelopment, 3) Class Size, and 7) Health, Safety and Wellness. The Director of High School Education providesdirect support and feedback to all high school administrators on the development of school improvement efforts basedon effective use of data, collaborative processes that include all stakeholder groups, and research based strategies.One of the greatest challenges facing the office is staffing high schools with teacher resources needed to offer acomprehensive program inclusive to individual student interests.


HIGH SCHOOL EDUCATION


174

BUDGET OVERVIEW

PERSONNEL

Personnel include salaries and all fringe benefits for 126.5 administrators and support staff.

New staffing for FY14:

One administrator and three support positions are being added to support growth at John Champe High Schooland over enrollment at Broad Run and Briar Woods High Schools.

•

Staffing for HS-6 includes 1.0 Principal, 1.0 Secretary, and .50 Assistant Principal. •


Materials and supplies needed to support office functions are included as well as postage for all high schools. Thisincludes funding for alternative placement of specified students, debate team costs, principal training and accreditationcosts, training and related costs for the AVID program, and materials and supplies for high school graduations.

Supported School Board Goals 1 and 2 in attaining:

9 of 12 high schools achieved Annual Measureable Objective (AMO). •13 high schools Fully Accredited in Virginia. •LCPS achieved an overall graduation rate of 95.1% for 2012. •SAT scores remained above the state and national averages. •11% overall increase in Advanced Placement course participation (2012-2013). •2012 Graduates earned $28.8 Million in various post secondary scholarships. •



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

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

•

Promote alternatives to and monitor data regarding responses to student mis/conduct. •Investigate and promote viable approaches towards increased virtual/blended learning opportunities. •Provide research based and individualized leadership development for High School administrators. •


David A. SpageDirector of High School Education


HIGH SCHOOL EDUCATION


175


Operations & Maintenance $1,715 $724 $1,461 $1,313 $4,524

Total $412,403 $340,930 $411,033 $376,894 $416,691

Positions 3.0 3.0 3.0 3.0 3.5


Director 1.0 1.0

Supervisor 0.0 1.0

Analyst 1.0 0.0

Support 1.0 1.5

Total 3.0 3.5

PROGRAM DESCRIPTION

The Director of Instructional Services provides leadership and coordination in developing programs for the Office ofInstructional Services. Program supervision and responsibilities include administration of Federal Programs (No ChildLeft Behind), Head Start, Outreach, Technology Resource/ Library Services, English Language Learners, and GiftedEducation.


INSTRUCTIONAL SERVICES


176

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries for 3.5 Instructional Services positions and all related fringe benefits. For FY14, 1.0 Supervisor and .50 Support position was moved from the Title I grant to Instructional Services and 1.0Analyst position was transferred to the Staff Development Office.


Operations and maintenance expenditures provide funding for materials, office supplies, training and continuingeducation for the Office of Instructional Services.

Supported School Board Goals 1, 2, 5, and 6 through the following:

Oversight of all federal programs (Title I, Title III, and Head Start).•Supported Phase IV of the implementation of CLARITY instructional management system by adding assessment,curriculum and implementing at all grade levels and provided parent access.

•

Provided professional development across all curricular areas through TRT conducted workshops, collaboration,planning meetings, conducting model lessons that supported student achievement.

•

Continue Implementation of Pathways to Literacy Program as LCPS' primary reading program by adding fiveadditional schools.

•

Provided professional development meeting individual, school-site, and division goals. •Outreach Office and the Staff Development Office expanded and enhanced equity training for all LCPS staff. •




Provide Leadership and support to ensure compliance and improvement with all Federal Grants, Head Start, TitleI schools, identified Focus Schools, and all schools identified for improvement.

•

Support the implementation of the adopted LCPS plan for Gifted Education. •Enhance the capacity of instruction and support for English Language Learners. •Provide outreach to parents increasing awareness of school and community services to identify and reduceachievement gaps and increase academic achievement.

•

Provide professional development and a robust infrastructure with Technology Resources and InstructionalTechnology to support student achievement and the LCPS technology plan.

•


Timothy FlynnDirector of Instructional Services


INSTRUCTIONAL SERVICES


177



Total $15,188,778 $15,232,316 $17,278,131 $19,278,508 $19,551,176

Positions 281.5 293.0 311.0 318.0 308.0


Supervisor 1.0 1.0


Teacher 159.0 159.0


Support 1.0 1.0

Language Assessor 1.0 1.0

Total 318.0 308.0


ENGLISH LANGUAGE LEARNERS


178

PROGRAM DESCRIPTION

The Office of English Language Learners (ELL) provides a multi-faceted English language program for non-Englishspeaking students in grades K-12. Eligibility for ELL services is determined through the use of the WIDA Consortium'sscreening component; the W-APT. This assessment measures the students' level of English language proficiency. The goal of the ELL program is to provide ELL students with instruction in the English language by emphasizinglistening, speaking, reading and writing skills through the use of a structured English language approach. ELL studentsare provided services in models that best fit the grade level content and linguistic level of each student. Servicemodels are differentiated to best meet individual student needs in the least restrictive environment. A blend of age-appropriate, research based instructional strategies allows ELL to participate in activities with fluent English languagespeakers. ELL services are available at the student's home school or a nearby ELL Center. The ELL program has developed and aligned mathematics and language arts curriculum with both the WIDA ELPStandards and the Virginia Standards of Learning. Additionally, to best monitor the progress of the ELL students theELL Department has developed a Mapping Academic Progress (MAP) program, which teachers use to setindividualized language goals for their ELL students Current ELL enrollment is 6,915 students at proficiency levels 1-6. New state mandates require that counties maintainrecords on and monitor on a regular basis the progress of Former LEP (FLEP) students (proficiency level 6) for twoyears.




179

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries and benefits for the ELL Supervisor, Specialist, instructional materials technician, andinstructional staff. The Office of English Language Learners' instructional staff consists of highly qualified ELL teachersand teacher assistants. Throughout the year, ELL staff provides professional development support to other LCPS staffon research based techniques for working with ELL students. Additionally, the Office for ELL works cooperatively withthe Office of Testing to prepare ELL students to take the federally required end-of-year assessments and to participatein Virginia's various assessments. Joint projects have also taken place with the Outreach Office regarding effectivemeans by which to provide services to parents as they learn how to become more involved in their children'seducation. These projects include but are not limited to the placement of Parent Liaisons in high needs schools and theimplementation of the Parents as Educational Partners (PEP) programs. 10.0 ELL Teacher Assistant positions were reduced during budget reconciliation.


Operations and maintenance includes instructional materials for the ELL program. The Office of English LanguageLearners coordinates services for ELL students. Each year curriculum is reviewed to ensure that it is consistent withstate and national trends. Teachers are prepared to deliver the curricula and are also prepared to administer new andalternate assessments as required by state guidelines and federal mandates. Staffing is provided to schools to ensurethat eligible students receive appropriate instruction relative to their English language proficiency levels. Teachers areprovided with opportunities for professional growth by attending local, regional and national conferences with workshopsrelated to their students' learning. Materials that are age and proficiency level appropriate are provided. During thesummer, English language learning for ELLs continues through the availability of ELL summer school. The summerschool experiences for elementary age students emphasize continued support of literacy and math skills for all gradesincluding kindergarten, while the middle school components continue to provide instruction in reading and mathematics.Last summer 231 kindergarten-5th grade students, 76 6th-8th grade students, and 46 9th-12th grade students at thelowest English proficiency levels participated in the ELL summer school program. In addition to the regular ELL highschool summer school program, a Gateway section was offered to students in all Gateway programs.

Continued to support School Board Goals 1, 2, 4, and 6 through the following:

ELL students met the ESEA required English language proficiency (ELP) performance targets for AnnualMeasurable Achievement Objectives (AMAO) 1 (progress 66%).

•

ELL students met the ESEA required English language proficiency (ELP) performance targets for AnnualMeasurable Achievement Objectives (AMAO) 2 (proficiency 17%).

•

Curriculum was developed and implemented that was aligned with the Virginia Standards and the WIDA EnglishLanguage Development Standards.

•

Common mathematics benchmarks were developed and implemented at select kindergarten ELL sites in order tomeasure the progress of ELL kindergarten students.

•

Reading A-Z was purchased for all ELL teachers to bring consistency to the to the elementary, middle, and highschool ELL programs ELL programs.

•





180



Continue to meet the ESEA required English language proficiency (ELP) performance targets for AnnualMeasurable Achievement Objectives (AMAO) 1 (progress 67%).

•

Continue to meet the ESEA required English language proficiency (ELP) performance targets for AnnualMeasurable Achievement Objectives (AMAO) 2 (proficiency 18%).

•

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

•

Continue to place and support highly qualified candidates at all ELL sites and centers in order to maintaincaseloads of approximately 32:1.

•

Provide ELL Summer School to eligible ELL students in the content areas of reading and mathematics. •

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYTimothy FlynnDirector of Instructional Services

Teresa VignaroliEnglish Language Learners Supervisor




181



Total $7,916,741 $7,988,300 $8,622,332 $9,751,423 $10,028,341

Positions 72.0 70.0 72.0 70.6 70.6


Supervisor 1.0 1.0

Teacher 68.6 68.6

Support 1.0 1.0

Total 70.6 70.6


GIFTED EDUCATION


182

PROGRAM DESCRIPTION

The Gifted Education Program provides appropriate instructional services for identified students grades K-12. AllLCPS students receive enrichment and complex thinking lessons in grades K-3 through the SEARCH Program.SEARCH teachers also provide the screening and identification of gifted students at the elementary level. Participationin the EDGE program which provides additional academic challenges to culturally, economically, or linguisticallydisadvantaged students who exhibit academic potential, is increasing. The program served over 450 students in 18elementary schools. Students identified for gifted services receive high quality differentiated instruction throughDifferentiated Classroom Instruction (DCI) K-5, and the center-based services of FUTURA Program in grades 4 and 5.Opportunities for FUTURA students include the Jason Project and Renzulli Learning. The FUTURA program currentlyprovides services 1,200 students in centers located in Algonkian ES, Arcola ES, Belmont Station ES, Buffalo Trail ES,Countryside ES, Culbert ES, Emerick ES, Frances Hazel Reid ES, Frederick Douglass ES, Guilford ES, MeadowlandES, Potowmack ES, Round Hill ES, Sanders Corner ES, and Sycolin Creek ES. In middle school, 2,300 identified gifted students participate in the SPECTRUM program offered during the resourceblock and are supported by the honors level classes as well. SPECTRUM teachers provide preparation classes for allstudents interested in special academic programs in high school. SPECTRUM teachers also provide for theidentification of gifted students in middle school. Gifted Education Resource teachers and Signet representatives provide opportunities such as the ScholasticChallenge, seminars, and field trips for high school gifted students. Participation in the Regional Governor's School,Thomas Jefferson High School for Science and Technology was 191 students in grades 9-12. Participation in theSummer Residential Governor's School which offers quality academic challenges for selected high school students,included 32 students in the academic programs, and 15 students in the visual arts programs. Increases in the FY14 budget (that are not related to personnel) are attributable to projected costs for summerenrichment opportunities for students and a summer professional training institute for teachers. Increases in thenumber of students attending Thomas Jefferson High School for Science and Technology, and costs for students toattend the Residential Governor's School program have also increased the FY14 budget.


GIFTED EDUCATION


183

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries and related fringes for 51.4 elementary, 15.0 middle school, and 2.2 high school giftededucation resource teachers. It also includes the salaries and fringes of the Supervisor and one Instructional MaterialsTechnician.


Operations and Maintenance expenditures provide instructional materials and supplies needed by the giftedprograms. It provides for the tuition and fees for the LCPS students attending the Regional Governor's School and theSummer Residential Governor's School, Thomas Jefferson High School for Science and Technology, and staffdevelopment and training opportunities for the staff. Participation in Thomas Jefferson High School for Science and Technology is expected to increase from 204 to 213, andthe summer Governor's Schools will reach 85 students.

From School Board Goals 1, 2, and 6:

Enrollment at Thomas Jefferson High School for Science and Technology has increased to 204 for the 2012-2013 school year.

•

Gifted services for twice-exceptional gifted students has increased by 5%. •Increased participation by minority students in the test and application preparation courses for Thomas JeffersonHigh School for Technology and Science resulted in more minority students accepted this year.

•

The new Local Plan for the Education of the Gifted was approved. •



From School Board Goals 1, 2, and 6:

Develop and enhance the delivery of services for identified gifted students grades K-3 with new school level GIAprogram; DCI, Differentiated Classroom Instruction.

•

Review, modify, and enhance delivery of services for identified gifted students grades 4-8. Provide trainingopportunities for administrators and teachers in the identification process in grades K-12.

•

Increase the membership of the Superintendent's Gifted Advisory Board to include parent, professional, andcommunity representatives from each high school cluster.

•


Julia KellyGifted Program Supervisor


GIFTED EDUCATION


184




185



Capital Outlay $0 $0 $5,495 $0 $140,000

Total $13,996,295 $13,174,913 $13,836,752 $15,387,127 $16,172,105

Positions 180.0 173.5 178.0 185.5 194.0



Librarian 101.5 107.0

Library Assistant 76.0 79.0

Support 6.0 6.0

Total 185.5 194.0

PROGRAM DESCRIPTION

Library Services supports the school libraries by providing librarians and library assistants, who as a team, in additionto managing a book (print and electronic) and media collection, also provide a range of services and activitiesdesigned to support instruction, promote a love of reading, and develop ICT (information, communication,technology) literacy. Library Services also operates the Instructional Resource Center (IRC) which maintains the professional library, MediaProduction Center, and PD/meeting areas. Additionally, Library Services administers SAFARI Montage (video-on-demand system in all schools), provides and supports multiple online resource subscriptions with access from schooland home, and supports school library program development. Library Central Services, operating from the Round Hill Center, is responsible for the acquisition, processing andcataloging of new materials for all existing and new school libraries.


LIBRARY/MEDIA SERVICES


186

BUDGET OVERVIEW

PERSONNEL

Library Services funds salaries and benefits for two Instructional Specialists, one Acquisition Librarian, 106 Librarians,79 Library Assistants, and six support positions. New staffing for FY14 include:

2.0 elementary librarians and 2.0 library assistants for Discovery and Moorefield Station elementary schools. •1.5 FTE elementary librarian positions to provide a 0.5 additional librarian at three elementary schools withprojected enrollments of over 1,000 students

•

2.0 FTE to provide an additional librarian at two middle schools with projected enrollments of over 1,000 students. •1.0 FTE library assistant for John Champe High School. •


Operation and maintenance expenditures include books (print and electronic), periodicals, AV items, online resourcesubscriptions, video-on-demand system, and supplies for all school libraries, Monroe Technology Center, InstructionalResource Center (IRC) and Round Hill Center (RHC). This includes maintaining the equipment and supplies for twoproduction centers. Increase in FY14 is due to replacement of the integrated library management system, furniturereplacement, and increased allotment due to enrollment growth.

CAPITAL OUTLAY

Capital outlay provides for the replacement of Horizon (the current library system).

Supported School Board Goals 1 and 2, Department of Instruction, and all schools as follows:

Developed new Library Program Guide that reflects 21st century instruction and learning goals as articulated inLCPS Technology Plan and American Association of School Librarians (AASL) 21st Century Standards.

•

Replaced all legacy Safari Montage servers that then allowed for upgraded software and additionalmore current video content on all servers.

•

Redesigned Instructional Resource Center (IRC) to provide a 21st century professional library with meeting/PDarea, expanded production area, and small video production studio.

•

Developed and provided Math, Science, and Reading Make-N-Take workshops for elementary teachers. •Increased the use of the IRC by teachers and other staff by over 300%. •Increased circulation of books to students and teachers. •Piloted the use of eReader devices in school libraries and expanded eBook collection. •Saved over $120,000 by using a primary vendor for ordering books and materials for all schools. •





187



In coordination with Loudoun County Public Library, deploy a new K-12 integrated library management system toreplace current legacy system.

•

Continue to build eBook collection and circulation that supports digital rights management through both unlimitedaccess and one-to-one electronic “checkout".

•

Enhance online resource subscriptions collection to provide multimedia resources to support replacement of printtextbooks; in addition, work with Department of Instruction to map these resources to curriculum.

•

Deploy use of new 21st century library program guide and performance standards for K-12 librarians in allschools.

•

Enhance Round Hill Production Center to reflect a 21st century professional library. •Working with Curriculum and Instruction Office, continue to develop and deliver a series of Instructional ResourceCenter (IRC) Make-N-Take workshops to support STEM and Humanities curriculum and resources.

•


Lynn G. McNallyTechnology Resource Supervisor




188




189



Total $734,445 $785,768 $944,799 $1,029,195 $1,062,883

Positions 2.0 2.0 2.0 2.0 2.0


Supervisor 1.0 1.0

Support 1.0 1.0

Total 2.0 2.0


OUTREACH PROGRAM


190

PROGRAM DESCRIPTION

The Outreach Office provides management, supervision and training for 82 Parent Liaisons and 176 interpretersproviding translation services for the 95 different languages spoken within the Loudoun County Public School System.The Parent Liaison Program meets 9 times a year and are briefed by specialists in childcare, communityorganizations, health, business and education, to ensure program quality. The Interpreter Programs have one trainingper year but information is continually updated electronically on new procedures and disciplines pertaining to oralinterpretation. The Outreach Office provides training and support to schools and administative staff on Equity, Diversity Training andCultural Proficiency in order to build and support the school improvement plan, and school equity teams. Parent Liaisons work in conjunction with county, community organizations, churches, civic agencies and privatebusinesses to provide support to students and families in need. The Outreach Office connects the needs of ourstudents and families by partnering with local businesses and community organizations to support student educationwithin the schools. The "Neediest Kids Bridge to Success" program provides resources, new clothing, eye glasses,medical examinations, and food cards to students and their families who have been identified through the ParentLiaison Program. The Office of Outreach also manages the United Way Campaign for all of LCPS. Coordinators andschool events are organized for over 10,000 staff to support the United Way. The Outreach Office provides office facilitation and logistical support to the Minority Student Achievement AdvisoryCommittee (MSAAC), a Loudoun County School Board Advisory Committee. The Books For Babies Program providesfour books to every child born at Loudoun Inova Hospital. Reading to your child from the beginning advances theireducational success and understanding. The Department of Instruction has an Equity Committee similar to the ones inour schools. The Equity Committee is a part of the Outreach Office that assists and communicates the equity vision forthe Equity Committee to the DOI staff. Workshops, book readings and presentations are some of the ways that theEquity Committee presents and encourages the equity vision.


OUTREACH PROGRAM


191

BUDGET OVERVIEW

PERSONNEL

Personnel include salaries for two full-time employees and for part-time employees (parent liaisons and interpreters).


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

Continued to support School Board Goals 1, 2, 4, 5, 6, and 7 through the following:

Increased Material and Resource Analysis reports by two to support Equity Teams within all Loudoun CountySchools. 2013-2014

•

Developed a presentation training for Equity Teams and AdministrativeStaff using the book "The CulturallyProficient Model.

•

Successfully supported the efforts of The Minority Student Achievement Advisory Committee, with the election ofa new board and Chair. (MSAAC). 2012-2013

•

Created new venues of awareness for the Books For Babies Programs with business collaboration with LoudounInova Health Care. Merge giving with LIH with the Neediest Kids Program.

•

Maintained budget modification protocol to assist principals in tracking their wage cost pertaining to the ParentLiaison Program. 2013.

•

Continued administrative protocol for hiring, payroll, managing, and mileage logistics for the Interpreter Program. •Instituted professional development for the Interpreter Program. •Collaborated with the Personnel Department, English Language Learners Department, Budget and Finance andtwo regional public school districts to develop and start the Interpreters Program for school year 2011-2012.

•

Collaborated with the Departments of Social Science and Global Studies, Gifted, English LanguageLearners (ELL), Personnel, Department of Instruction to achieve initiatives to present training and informationalstudies.

•

Collaborated with the Department of (ELL) English Language Learners to facilitate a course called "Teaching in aMulticultural Environment".

•

Established community connectors, Neediest Kids/Bridges to Success, Virginia Regional Transit, Loudoun InovaHospital, Mckinney Vinto Program.

•

Served on Loudoun County School Health Advisory Board, Loudoun County Reclassification Committee, DOIEquity Team Committee, Loudoun County United Way Board.

•

Increased Public speaking engagements by 4 to support school initatives Advid, Aspirations, Decca CampusAspiring Principals.

•



OUTREACH PROGRAM


192


Continue to support School Board Goals 1, 2, 4, 5, 6, and 7 through the following:

To further enhance Equity Training for LCPS staff in cooperation with the Office of Staff Development andconsultants by three departments. (Department of Instruction, Personnel, and Middle School Principals).

•

Support the Equity Committee to present two more presentations on Equity, Cultural Diversity and CulturalProficiency by May 2014.

•

Develop a translation word document bank of generic documents for LCPS that may be used system wide bySeptember 2014.

•

Develop evaluations for the trainers of new Interpreters. •Create two Equity and Cultural Proficiency Professional Development Workshops for Classified Staff andAdministrative Staff.

•

Continue to increase the awareness for the Books For Babies Program by having events and collaborate witharea business.

•

Form 2 new business partnerships for the 2013-2014 school year. •Add two trainings for the Interperters Program for 2014. •Develop new ways to enhance participation in the DOI Equity Team. •Increase the number of schools for staff development for Equity and cultural Proficiency Presentations, by 3. •Connect with area college professors to present workshops for Interpreters and Parent Laisions. •


Wendall T. FisherOutreach Programs Supervisor


OUTREACH PROGRAM


193



Total $10,447,412 $10,612,877 $11,432,787 $12,664,004 $12,732,766

Positions 175.0 183.0 186.0 190.0 180.0


Supervisor 1.0 1.0


Teacher 80.0 82.0


Total 190.0 180.0

PROGRAM DESCRIPTION

Technology Resource Services supports teaching and learning by providing Technology Resource Teachers (TRTs)and Technology Assistants (TAs) to all schools. They provide professional development and technical assistance toteachers and students as they use digital resources to support learning with 21st century skills. TRTs also serve assite administrators for some building level, mission-critical applications (Web CMS, CLARITY, SME, VISION, etc.). Technology Resource Services supports VISION and CLARITY. These learning management systems provide a web-delivered, virtual classroom with Web 2.0 tools that is available to all teachers and students, anywhere, any time. Loudoun's technology leadership program - Loudoun VITAL - supports the Department of Instruction by providingprofessional development and assistance for building administrators in the use of technology by administrators,teachers, and students for instruction and communication. In addition, Technology Resource Services provides district-wide professional development through workshops (face-to-face and online) and an annual teacher-led technology conference.


TECHNOLOGY RESOURCE


194

BUDGET OVERVIEW

PERSONNEL

Technology Resource Services funds salaries and benefits for 1.0 Supervisor, 1.0 Specialist, 2.0 Program Managers, 80Technology Resource Teachers (TRTs) and 96 Technology Assistants (TAs). New Staffing for FY14 include:

2.0 TRTs and 2.0 TAs due to the openings of Discovery ES (1.0 TRT and 1.0 TA) and Moorefield Station ES (1.0TRT and 1.0 TA) in the Fall 2013.

•

14.0 Middle School Technology Assistants were reduced during budget reconciliation resulting in a net decrease of 10.0positions.


Operations and Maintenance expenditures support the operation of Technology Resource Services to include learningmanagement system (Loudoun VISION), continued professional development of the TRTs and TAs, district-wideprofessional development to include one-day ActivLoudoun Conference, and through Loudoun VITAL, the professionaldevelopment of building administrators.

Supported School Board Goals 1 and 2, Department of Instruction, and all schools as follows:

Expanded administrator, teacher, and student use of Loudoun VISION, a course-centered learning managementsystem, to provide teacher and students with “virtual classrooms” and safe Web 2.0 tools through web-hosted,open source solutions.

•

Extended Active Directory authentication service to Loudoun VISION. •Facilitated ActivLoudoun, a one-day teacher-led technology conference attended by over 350 teachers,expanding its focus to include multiple technology applications and instructional initiatives.

•

Loudoun VITAL, a technology leadership professional development program, inceased face-to-face workshops tosupport instruction, assessment, and communication to principals, assistant principals, guidance directorsby 57%.

•

Extended Loudoun's participation in state and national instructional technology initiatives through electedrepresentation on the Virginia Society for Technology in Education (VSTE) and Consortium for SchoolNetworking (CoSN) Boards of Directors.

•

Established partnership with the Global Education Conference (online conference held in multiple time zones andlanguages) providing 15 presenters and free registrations for all Loudoun participants.

•

Technology Resource Teachers (TRTs) completed over 2,000 formal planning meetings, workshops, andintroductory or model lesson with teachers and students in 21st Century skills across all subject areas.

•



TECHNOLOGY RESOURCE


195



Support the use of technology resources and the creation of digital content in all curricular areas throughTechnology Resource Teacher-conducted workshops (face to face and online) at the district, cluster, and schoollevels; and additionally at the school level, through planning meetings, and introductory or model lessons thatsupport student achievement through 21st Century skills.

•

Support leadership in instruction with and through technology, as articulated in the Loudoun Technology Plan,with principals, assistant principals, and guidance directors through the Loudoun VITAL program.

•

Continue expansion of Loudoun VISION, a course-centered learning management system, to provide greatercapacity and additional communication and ePortfolio tools.

•

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

•

Expand Loudoun's videoconference-based instructional initiative Power of Everyone. •


Lynn G. McNallyTechnology Resource Supervisor


TECHNOLOGY RESOURCE


196




197



Total $13,171,522 $12,861,231 $13,846,412 $14,870,435 $15,109,485

Positions 163.0 165.0 175.0 175.0 177.0


Director 1.0 1.0

Principal 15.0 16.0


Dean 43.0 43.0

Support 87.0 88.0

Total 175.0 177.0

PROGRAM DESCRIPTION

The Office of Middle School Education promotes high academic achievement, developmental responsiveness andequitable practices for all students. The Director of Middle School Education is responsible for the supervision andevaluation of school principals and direction regarding the assessment of their performance and accomplishments.The Director supports and counsels principals as they provide management and leadership for their schools inalignment with division goals and research based best practices. The Director provides assistance in the developmentof the school improvement plan and monitors progress towards established goals. The Director assists principals inmonitoring school operations and provides advice on implementation of discipline policies, responds to communityinquiries about school operations, and investigates parental complaints. The Director of Middle School Education analyzes enrollment projections and available class space and preparesbudget proposals for regular education staffing including administrators, teachers, teacher assistants and support staff.The Director prepares and administers the budgeted per pupil allotments for instructional materials and postage. Thisoffice also plans and implements the intensive instructional programs held during the summer to remediate and enrichstudents based on identified needs, including middle school summer school and Early Back programs. The selectionprocess for the Washington Post Distinguished Educational Leadership Award is coordinated through this office, aswell as the annual division Discipline, Crime, and Violence Report to the Virginia Department of Education.


MIDDLE SCHOOL EDUCATION


198

BUDGET OVERVIEW

PERSONNEL

The personnel line includes salaries for one hundred seventy-seven employees and all related fringe benefits. New staffing for FY14 includes:

One additional principal and one secretary for the planning year prior to opening Trailside Middle School. •


Operations and maintenance expenditures provide materials and supplies needed to support the Office of Middle SchoolEducation, as well as postage for middle schools.


All middle schools received full accreditation status in Virginia. •Eighty-one percent of all middle school students participate in Algebra 1 or higher by the end of grade 8. •Eightly-two percent of all middle school students participate in honors courses. •More than 4,000 grade 6 students visited a college or university as part of the College in Six initiative. •Ten LCPS middle schools are designated as Virginia Schools to Watch by providing organizational structures thatsupport high academic achievement, developmental responsiveness, and equitable access for all students.

•




Assist in monitoring the implementation of quality assessment and grading practices in all middle schools. •Assist middle school principals to achieve AMO targets in each subgroup and remain Fully Accredited in Virginia. •Assist middle school staff in identifying and incorporating strategies to reduce by 10% the number of studentdiscipline referrals, and the number of days of out-of-school suspension.

•

Increase the number of middle school students demonstrating high levels of academic achievement as measuredby a 10% increase in overall participation in honors courses, completion of Algebra 1 by the end of eighth grade,and pass advanced on SOL testing, and a 15% increase for minority students in each of these areas.

•

Assist all middle school principals in hiring licensed staff that is reflective demographically of the studentpopulation by increasing the percentage of minority teachers hired by 10%.

•

Provide professional development for middle school principals, assistant principals and deans to improveleadership capacity in facilitating the school improvement process.

•

Provide college knowledge and access to all sixth - eighth grade students through the College in Six initiative. •


Barbara P. NicholsDirector of Middle School Education


MIDDLE SCHOOL EDUCATION


199



Capital Outlay $0 $0 $0 $206,732 $245,000

Total $710,280 $687,301 $789,313 $1,073,242 $1,063,394

Positions 5.0 5.0 6.0 6.0 6.0


Director 1.0 1.0

Analyst 2.0 2.0

Assistant 1.0 1.0

Coordinator 2.0 2.0

Total 6.0 6.0


RESEARCH


200

PROGRAM DESCRIPTION

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

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

•

Developing, administering and analyzing data from surveys to serve the needs of school and central office staff,teachers, students and parents;

•

Distributing and interpreting data for accountability purposes throughout the school division, including SOLs,PSAT, SAT, and AP scores;

•

Providing leadership for the technical implementation and roll out of CLARITY - the LCPS web-based curriculum, instruction, assessment, gradebook, report card system and parent portal;

•

Utilizing common school improvement planning (SIP) processes (Plan, Do, Study, Act) and the web-basedapplication (Indistar and SkoVision) for plan development for Focus Schools and Schools in Improvementstatus;

•

Developing and conducting program evaluations to guide ongoing planning (Responsive Intervention, PositiveBehavioral Intervention System, Sheltered Instructional Observational Program, etc.);

•

Ongoing professional development and supports related to processes and data driven decision making (LCPSData Warehouse, supporting formative and summative practices (CLARITY), SIP workshops, etc.); and

•

Summarizing and sharing findings from educational research through the STRIDE newsletter and the e-Newsletter publications.

•


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BUDGET OVERVIEW

PERSONNEL

The Research Office includes six full time staff members: a Data Analyst, Director of Research, Program Analyst,Research Assistant, School Improvement and Student Achievement Program Coordinator, and Systems IntegrationCoordinator.


Operations and Maintenance expenditures reflect the cost of license and maintenance agreements for softwareapplications used by school and central office staff. Licenses include: Oracle for the data warehouse and the publiclyaccessed web-based school profiles; SkoVision for improvement planning; TeleForms for survey instruments; and IBMSPSS for statistical analysis of data. Also included in operations and maintenance are funds used to develop customized reports for teachers, subscriptioncosts for professional research journals and publications, and professional development and training for Research Officestaff.

CAPITAL OUTLAY

The Research Office capital outlay budget includes the estimated cost to replace application, database and web serversfor the LCPS Data Warehouse that are at the end of their life cycle. The servers were purchased in 2005. Themaintenance agreement for the servers has been extended three times and ends in June 2013. Replacement costs include the purchase of servers and memory as well as technical support to configure and load theoperating system and the new Oracle Business Intelligence Enterprise Edition software on all machines.

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

Expanded CLARITY into secondary schools and expanded the pilot of the Parent Portal. Deployed onlinebenchmark assessments in Science and Social Science using CLARITY.

•

Published digital e-Newsletter, literature reviews, and issue briefs; all maintained and distributed via the LCPSwebsite.

•

Completed program evaluation for Responsive Instruction (RI) and provided interim reports for PositiveBehavioral Interventions and Supports (PBIS), Foreign Language for Elementary Schools (FLES),Comprehensive English Language Learner (ELL) Program Review and Sheltered Instruction ObservationProtocol (SIOP).

•

Administered division-wide school climate survey and integrated program recommendations. Results were usedin the development of school improvement plans.

•

Integrated SIF data standards for the development of e-Transcripts in collaboration with Pupil Services. •Collaborated with program managers and administrators to expand the implementation of curriculum, instruction,assessment, gradebook and report card functions of CLARITY.

•

Automated manual processes which cut down the time required to run the Extract Transform Load process toimprove efficiency and accuracy of data management.

•

Assisted in providing the LCPS departments with new extract requests, case studies, creating reports, andincorporating the changing requirements into our standard process.

•



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Collaborate with program managers and administrators to conduct evaluations of school-based and central officeprograms and services, and communicate and/or publish results as appropriate to stakeholders.

•

Improve data integration processes between LCPS Data Warehouse and school improvement plans, externalvendor data and information systems throughout LCPS.

•

Improve efficiency of SIP development and implementation by establishing protocols, professional developmentand ongoing supports to schools in improvement status.

•

Redesign LCPS data warehouse reports for school and central office staff using new report software from Oracle. •Collaborate with federal programs supervisor to provide supports to the three LCPS Focus Schools. •Collaborate with program managers and administrators to implement curriculum, instruction, assessment,gradebook, report card and Parent Portal functions of CLARITY.

•


Dr. Ryan TylerDirector of Research


RESEARCH


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204

DEPARTMENT SUMMARY

The Assistant Superintendent for Pupil Services provides leadership and coordination for the offices of specialeducation, diagnostic and prevention services, and student services and the related programs that support studentperformance through specialized instruction, guidance, health, counseling, social work, prevention, attendance,homebound, and diagnostic and psychological services. Additionally, the Assistant Superintendent of Pupil Servicesprovides oversight for the implementation of policies and procedures for special permission, home instruction, religiousexemptions, and tuition requests; and interprets federal and state laws and regulations for administrative and schoolstaff to ensure compliance. Pupil Services staff focus on prevention and intervention approaches in the schools and are committed to the "Educationof the Whole Child" to ensure safe, healthy, and supportive learning environments for all students. The FY14 budget isfocused on several initiatives that continue to support these goals for addressing academic, behavioral, social/emotionaland health needs of LCPS students. These continuous initiatives include: Positive Behavioral Interventions andSupports (PBIS), Responsive Instruction (RI), Safe School Ambassadors, Bullying Prevention, academic and careerplanning, standards-based IEPs, universal design for learning, and behavior assessment and intervention teamplanning. The Assistant Superintendent provides leadership and direction for the development and implementation of countywideinitiatives for children, youth, and families, and promotes interagency collaboration with departments and agency headsrepresenting Loudoun County Community Services Board (Mental Health, Substance Abuse & DevelopmentalServices), Juvenile Court Services, Health Department, Family Services, and the Community Policy and ManagementTeam. Liaison support is also provided to the Health, Safety, Wellness and Transportation Committee of the SchoolBoard. The Assistant Superintendent continues to strengthen partnerships with colleges and universities, such as NorthernVirginia Community College and George Mason University (GMU) to promote academic and transition programs forstudents and professional development for teachers. As an appointed member of the Advisory Committee for theCollege of Education and Human Development at GMU, the Assistant Superintendent provides input for mutuallybeneficial initiatives for LCPS students and staff.

FY14 CHANGES

Personnel expenditures account for about 97% of the total budget for the Department of Pupil Services. The Operationsand Maintenance expenditures account for 3%. There are no Capital Outlay expenditures. All positions requested are for staff for new schools and enrollment growth related to mandated services to providedirect support to students and staff in all 84 schools.

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BUDGET HISTORYDivision FY10 Actual FY11 Actual FY12 Actual FY13 Budget FY14 BudgetAssistant Superintendent for Pupil Services 553,094 544,219 527,002 593,778 606,481

Diagnostic and Prevention Services 6,207,513 5,973,851 6,590,738 7,340,103 7,721,994

Special Education 89,450,922 82,669,337 97,723,255 107,791,242 113,287,229

Student Services 27,498,906 26,724,292 28,321,484 31,849,116 33,193,033

Young Adults Program 388,760 380,526 312,894 433,889 361,945

Total $124,099,197 $116,292,225 $133,475,373 $148,008,128 $155,170,681

Positions 1,788.4 1,769.6 1,928.1 2,027.7 2,128.2



206



Capital Outlay 6,195 267,443 157,898 0 0

Total $124,099,197 $116,292,225 $133,475,373 $148,008,128 $155,170,681

Positions 1,788.4 1,769.6 1,928.1 2,027.7 2,128.2



207



Total $553,094 $544,219 $527,002 $593,778 $606,481

Positions 5.0 5.0 5.0 5.0 5.0



1.0 1.0

Support 3.0 3.0

Coordinator 1.0 1.0

Total 5.0 5.0

PROGRAM DESCRIPTION

The Assistant Superintendent for Pupil Services provides leadership and coordination for the offices of specialeducation, diagnostic and prevention services, and student services that support student performance throughspecialized instruction, guidance, health, counseling, diagnostic, psychological, social work, prevention, attendance,and homebound. The Office of the Assistant Superintendent for Pupil Services includes operations such as inter andintra-departmental communication and coordination, bookkeeping and accounting, collaboration and coordination withLoudoun County human services agencies, preparation of School Board and Health, Safety, Wellness andTransportation Committee agenda items, the processing of special permission, home instruction, religious exemption,and tuition requests and conducting related appeals.


ASSISTANT SUPERINTENDENT FOR PUPIL SERVICES


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BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries for staff in the Office of the Assistant Superintendent for Pupil Services consisting of:

Assistant Superintendent for Pupil Services •Pupil Services Coordinator •Administrative Assistant •Program Assistant •Secretary III/Bookkeeper •


Operations and maintenance expenditures provide the materials and supplies needed in the Office of the AssistantSuperintendent for Pupil Services. This expenditure also includes professional association fees, continuing education,professional development, publication subscriptions, and mileage.

Facilitated the strategic planning process for Department of Pupil Services administrative team with a focus oncollaborative goals, activities/strategies and effectiveness measures for all DPS initiatives.

•

Provided leadership and direction for the implementation of academic and behavioral multi-tiered systems ofsupport in several schools to support the implementation of Responsive Instruction (RI) and Positive BehavioralInterventions and Supports (PBIS) frameworks to improve student achievement and school climate, and promotestudent success.

•

Provided leadership to interagency collaboration efforts with Family Services, Court Services, CommunityServices Board and the Health Department to promote Safe Schools initiatives, through the coordination ofresources with county agencies as an active member of the Community Policy and Management Team, JuvenileJustice Group and Loudoun Health Council.

•

Managed and processed 2,330 special permission requests, 1,611 Notice of Intents for Home Instruction, 1,149test results for home Instruction and 45 religious exemptions: expanded communication to parents of homeschooled students by providing additional information about resources such as PSAT, AP, driver's educationcorrespondence courses and GED testing via a new LCPS website section.

•

Strengthened community college and university partnerships through advisory committee roles and projects topromote the capacity of LCPS to recruit, retain and train special education personnel, expand opportunities forinternships and field experiences for future leaders and expand course opportunities for students.

•





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Continue to provide direction and support for implementing research based academic RI and PBIS frameworks tosupport student success and continue to evaluate outcomes for effectiveness.

•

Promote the implementation of Safe Schools initiatives to include a positive framework to promote studentsuccess. These include: bullying prevention, threat assessment, suicide prevention, positive behavioralintervention and supports, Safe School Ambassadors, behavior intervention plans, food allergy safety andprevention, crisis intervention, and safe practices for the use of seclusion and restraint.

•

Promote leadership development for current and aspiring leaders to achieve a highly qualified workforce andviable succession plan in collaboration with LCPS and university programs to include: special education teacherlicensure, educational leadership endorsement, special education leadership certificate, psychology, social workand counseling internships and practicum experiences for educational diagnosticians.

•

Strengthen interagency collaboration to coordinate services for students and families with the county departmentsof Family Services, Public Health, Juvenile Court, and the Community Services Board, Mental Health, MentalRetardation and Substance Abuse Programs, and other community agencies and partners, such as INOVA.

•

Increase timely communication to parents by posting status tables regarding receipt of academic progress andthe status of electronically submitted Notices of Intent for Home Instruction and special permission requests;complete electronic document storage of records.

•


Dr. Mary V. KealyAssistant Superintendent for Pupil Services




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211



Total $6,207,513 $5,973,851 $6,590,738 $7,340,103 $7,721,994

Positions 60.0 59.5 63.0 65.0 69.5


Director 1.0 1.0

Supervisor 1.0 1.0

Support 5.0 5.0

Coordinator 5.0 6.0


Total 65.0 69.5


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PROGRAM DESCRIPTION

The Office of Diagnostic and Prevention Services is responsible for the leadership, management, and provision ofeligibility services, school psychology services, and educational diagnostic services for students in all schools. Thisoffice manages, supports, and trains all schools in the implementation of mandated services, such as Section 504 ofthe Rehabilitation Act, Americans with Disabilities (ADA), and Individuals with Disabilities Education Act (IDEA) as itrelates to child study, referral, evaluation, reevaluation, and eligibility. This office also provides leadership andprofessional supervision to school psychologists and educational diagnosticians and coordinates and managesvarious programs: Responsive Instruction (RI), School-Wide Positive Behavioral Interventions and Supports (PBIS),threat assessment, behavior intervention, suicide prevention, crisis intervention, and guidelines for the safe use ofrestraint and seclusion. School psychologists are school-based staff who provide mandated psychological services to children, families, andschool staff that support the learning and development of students. School psychologists conduct psychological andbehavioral assessments, provide behavioral consultation to teachers and parents, counsel general education andspecial education students, provide crisis intervention, teach psycho-educational skills to children, and serve ascoaches for PBIS and RI. Educational diagnosticians are school-based staff who provide mandated educational services to children, parents,and school staff. Educational diagnosticians conduct educational evaluations and classroom observations, provideacademic consultation to teachers and parents, train and support special education teachers in student progressmonitoring, and serve as coaches for PBIS and RI. Eligibility coordinators are administrative staff who train, support, and manage the school-based implementation ofIDEA, ADA, and Section 504 regulations in all schools related to child study, referral, evaluation, eligibility,reevaluation, and placement to ensure compliance with state and federal requirements.




213

BUDGET OVERVIEW

PERSONNEL

The Office of Diagnostic and Prevention Services includes personnel salaries for 70 employees including administrators,support staff, school psychologists, and educational diagnosticians who support students, parents, teachers, and schooladministrators in all schools. The FY14 budget includes the addition of the following positions: 2.0 School Psychologists Rationale: 2.0 additional school psychologists are needed to meet the increase in mandated services related to theopening of Moorefield Station Elementary School and Discovery Elementary School and to the expected division-widestudent enrollment growth of 2,555 students maintaining the student to psychologist ratio at 2,180:1. Mandates: These school-based positions are needed to provide mandated services to students, parents, and schoolsunder the IDEA (34 CFR Part 300), Regulations Governing Special Education Programs for Students with Disabilities inVirginia (8VAC20-81), Suicide Prevention (§22.1-272.1), Violence Prevention (§22.1-279.9), and Crisis Management(§22.1-279.8). Specifically, these mandated services include:

Administering and interpreting psychological tests and other assessment procedures to identify childrensuspected of an educational disability

•

Assisting parents in understanding the individual social-emotional needs of their child through the evaluation andeligibility process and making recommendations to parents that will allow them to support the implementation oftheir child's IEP

•

Psychological counseling •Developing positive behavioral intervention strategies through behavioral assessment, consultation, and support •Providing suicide prevention, crisis management and response, and threat assessment services •Serving on the school-based Child Study Team to make recommendations to meet the educational needs of at-risk students and to provide early identification of disabilities

•

Providing coordinated early intervening services for students who need additional behavioral evaluations,services, and support to succeed in a general education environment, e.g., behavior consultation and PBIS

•

1.0 Educational Diagnostician Rationale: 1.0 additional educational diagnostician is needed to meet the increase in mandated services related to theopening of Moorefield Station Elementary School and Discovery Elementary School and to the expected division-widestudent enrollment growth of 2,555 students maintaining the student to diagnostician ratio at 2,952:1. Mandates: This school-based position is needed to provide mandated services to students, parents, and schools underthe IDEA (34 CFR Part 300) and Regulations Governing Special Education Programs for Students with Disabilities inVirginia (8VAC20-81). Specifically, these mandated services include:

Administering and interpreting educational tests and other assessment procedures to identify children suspectedof an educational disability

•

Testing to determine a child's present level of academic needs and achievement including the IEP read aloudaccommodation

•

Assisting parents in understanding the individual academic needs of their child through the evaluation andeligibility process and making recommendations to parents that will allow them to support the implementation oftheir child's IEP

•

Serving on the school-based Child Study Team to make academic recommendations to meet the educationalneeds of at-risk students and to provide early identification of disabilities

•

Providing coordinated early intervening services for students who need additional academic evaluation, services,and support to succeed in a general education environment, e.g., Responsive Instruction

•




214

1.0 Eligibility Coordinator Rationale: The need for this additional position is directly related to past and expected division-wide enrollment growthand the opening of new schools. An eligibility coordinator has not been added since the 2004-2005 school year. LCPShas since grown by 26,830 students and opened 20 new schools. Mandates: Because of this growth, an eligibility coordinator is needed to coordinate school-based mandated servicesunder the IDEA (34 CFR Part 300), Regulations Governing Special Education Programs for Students with Disabilities inVirginia (8VAC20-81), Americans with Disabilities Act of 1990 as amended (28 CFR Part 35), and Section 504 of theRehabilitation Act (34 CFR Part 104). Specifically, these mandates include:

Managing and coordinating an active and continuing child find program for the identification, evaluation, andplacement of disabled students

•

Facilitating and chairing eligibility committee meetings •Documenting prior written notice requirements and indicators for the Special Education State Performance Plan •Coordinating the implementation of the procedural requirements of IDEA and Section 504 •Chairing administrative dispute resolution hearings and Section 504 Manifestation Determination Reviewmeetings

•

0.5 FY13 Supplemental School Psychologist Rationale: This supplemental position was added in FY13 by converting a half-time 248-day contract psychologistvacancy to a full-time 208-day position. The increased cost of the position was offset by converting two full-time 248-daycontracts to 208-day contracts.


Operations and maintenance expenditures for the Office of Diagnostic and Prevention Services include individuallyadministered educational and psychological tests and test record forms needed for special education evaluations,mileage reimbursement for inter-school travel, intervention resources, and professional development to maintain ourtrain-the-trainer models. The operations and maintenance request has increased to address the change in the LCPSmileage reimbursement rate and more accurately reflect current spending.

The following outcomes of Office of Diagnostic and Prevention Services supported School Board Goals 1 and 7:

Eligibility services managed 2,068 preschool and school age students referred for evaluation and eligibilitydetermination for special education and Section 504 services resulting in 1,528 children evaluated and identifiedwith an educational disability.

•

The school-based Child Study Teams supported the individual needs of 3,326 general education students havinglearning difficulties in school. Among these students, 70% or 2,286 students had their educational needsappropriately met through the child study process and subsequent classroom interventions.

•

All (>800) special education teachers were trained in student progress monitoring resulting in significantimprovements in teacher knowledge in assessing and documenting student progress in basic skill areas,evaluating the effectiveness of instruction, and accessing online intervention and progress monitoring resources.

•

School psychologists conducted 285 group and 304 individual counseling sessions for general educationstudents with emotional and behavioral difficulties, provided behavioral consultation on 788 students, andconducted functional behavior assessments on 345 students to help identify the function of problem behaviorsand develop plans for teachers to improve the students' classroom performance.

•

Training on the revised LCPS Suicide Prevention Guidelines was provided to all school counselors,psychologists, and social workers resulting in improved suicide risk screening and better management and follow-up care to at-risk students.

•





215


The Office of Diagnostic and Prevention Services plans to support School Board Goals 1 and 7 through the following:

Provide increased support to schools related to the identification, evaluation, and placement of special educationand Section 504 students and the implementation of the Phoenix software for managing Section 504 studentinformation.

•

Expand the support provided to general education students in the Child Study process through theimplementation of Responsive Instruction practices in collaboration with the Office of Special Education andDepartment of Instruction.

•

Enhance counseling and consultation models to support school staff in meeting the academic, social, emotional,and behavioral needs of both at-risk general education and special education students.

•

Increase the coaching support to the system-wide expansion of schools implementing research-based programsPositive Behavior Interventions and Supports and Responsive Instruction.

•

Expand our current research-based, nondiscriminatory assessment approach used to evaluate English LanguageLearners for special education services.

•

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYDr. Mary V. KealyAssistant Superintendent for Pupil Services

John J. LodyDirector of Diagnostic and Prevention Services




216




217



Capital Outlay $6,195 $267,443 $157,898 $0 $0

Total $89,450,922 $82,669,337 $97,723,255 $107,791,242 $113,287,229

Positions 1,368.1 1,339.8 1,491.3 1,578.3 1,666.3


Director 1.0 1.0

Supervisor 11.0 11.0

Dean 4.0 4.0

Teacher 796.3 839.3


Support 8.0 8.0

Coordinator 1.0 1.0


Specialist 6.0 7.0

Total 1,578.3 1,666.3

PROGRAM DESCRIPTION

The Office of Special Education is responsible for the planning, development, and implementation of programs andservices for students with disabilities, as outlined in the Individuals with Disabilities Education Improvement Act (IDEA2004) and the No Child Left Behind (NCLB) Act and regulations. IDEA mandates for school districts include theprovision of a free and appropriate education for children with disabilities who are age 2 through 21 inclusive. Further,IDEA mandates that school districts provide services to students in the least restrictive environment in a location thatis as close to the student's home as possible, as well as a continuum of alternative placements. Requirements forservices include that special education and related services be designed to meet the unique educational needs ofchildren with disabilities, provide educational opportunity in the general curriculum to the extent possible with eachchild's individualized education program (IEP), and prepare children with disabilities for opportunities in post-secondary education, employment, and independent living. Special education services are provided to more than 7,000 students, ages 2 through 22. Services include the referral,evaluation, and identification of services through the Child Find screening process from preschool age throughgraduation or program completion. Services for preschool age students (ages 2-5) may be provided in the home,school, or a community setting. Related services include speech-language therapy, occupational therapy, physicaltherapy, adapted physical education, assistive technology, counseling, orientation and mobility services, and parent


SPECIAL EDUCATION


218

counseling and training. Assistance with parent counseling and training is provided by the Parent Resource Center. LCPS provides services to more than 600 preschool age students who have been identified as developmentallydelayed or in other disability categories, according to IDEA regulations. Other disabilities identified under IDEA includeautism, deaf and hard of hearing, emotional disability, learning disability, intellectual disability, multiple disabilities,orthopedic impairment, other health impairment, speech-language impairment, traumatic brain injury, or visualimpairment. The student to teacher ratio for special education is lower than the ratio for students without disabilities and is basedon the Virginia Department of Education Special Education staffing requirements. For students who receive services ina specialized special education environment, the ratio is no more than eight to ten students; and for students receivingresource services, the maximum caseload is twenty to twenty-four students. Student services are described as Level 1(a student who receives services less than 50% of the instructional day) or Level 2 (a student who receives servicesmore than 50% of the instructional day). In addition to maintaining staffing ratios, school districts are required to recruitand employ highly qualified staff. To maintain highly qualified staff, school districts provide professional developmentopportunities for staff to continue to meet these requirements. To ensure that students receive appropriate and effective services, ongoing professional development is provided forgeneral and special education staff as well as collaboration and coordination of services among the service providers.The professional development is focused on a variety of topics such as inclusive practices, instructional andbehavioral strategies, universal design for learning, and technology applications. For new or struggling teachers, anew teacher course and support through a mentoring program are provided. Training opportunities through thepartnership with George Mason University also include special education licensure cohorts for teachers and teacherassistants and cohorts for an Autism certificate for teachers and an administrative leadership certificate or master'sdegree. Further, training and support are provided to schools in the implementation of the Positive BehavioralInterventions and Supports (PBIS) framework in more than 52 schools and components of Responsive Instruction (RI),such as progress monitoring, is currently being implemented in 14 elementary schools. Also, approximately 17 schoolshave been trained in the Stetson Inclusive Practices framework, designed to support educational programming for allstudents. These initiatives require ongoing training and support to school-based staff provided by existing PupilServices staff and will continue in the FY14 budget. It should be noted that school districts must comply with IDEA and NCLB requirements, which are very complex. InVirginia, implementation of the regulations is documented in the State Performance Plan. Data is collected on 20indicators which emphasize high expectations for students with disabilities similar to those for students withoutdisabilities. These expectations include graduation, reduction and prevention of student dropout, reduction in thenumber of suspensions and expulsions, participation in general education curriculum (inclusion), participation in theState Assessment (Standards of Learning) program, completion of referrals and eligibility within establishedtimeliness, and a smooth transition for students from one level to the next, as well as transition from high school intopostsecondary opportunities. Failure to comply with these 20 performance indicators results in corrective actionagainst the school division. The Virginia Special Education regulations mandates: A Free Appropriate Public Education (8VAC20-81-100) Eligibility and the Response to Scientific Research-Based Intervention (RI) (8VAC 20-81-80) Individualized Education Program (8 VAC 20-81-110) Least Restrictive Environment and Participation in General Education (8 VAC 20-81-130) Student Participation in District and State Assessments (8 VAC 20-81-110-G6) Transition Services (8 VAc 20-81-110-GP and G10) Discipline Procedures and Use of Positive Behavioral Interventions (8 VAC 20-81-160) Special Education Staffing Requirements and Highly Qualified Staff (8 VAC 20-41-40) Parent Participation (8 VAC 20-81-110C & E; 8 VAC 20-81-170 Alb)


SPECIAL EDUCATION


219

BUDGET OVERVIEW

PERSONNEL

For staffing preparations, consideration must be given to both the unduplicated count and the duplicated count ofservices for students with disabilities. Staffing is based on services to students rather than the actual number of studentsreceiving special education services. Students may receive more than one service and, therefore, this needs to beaccounted for in calculating staffing. Also, staffing for special education is based on students receiving Level 1 (less than50% of the instructional day) services or Level 2 (50% or more of the instructional day) services. Level 2 studentsrequire a higher level of support. The projected enrollment for FY14 is approximately 7,500; compared to an anticipated student count of 7,239 for FY13(this represents an anticipated growth of 260 students). If staffing is only based on the unduplicated count, it is likely thatadequate staffing to meet student IEP needs would not be available. Other considerations used for staffing are:opportunities for students' participation in general education curriculum (inclusion), grade level distribution, growth in thenumber of students, mandated state staffing standards, and program locations within clusters. For FY14, the Office of Special Education increases by 88 positions. Staffing for Special Education is calculated basedon the Virginia Special Education Caseload Staffing Requirements. (8VAC20-81-340) 9 Teachers (New Schools) Rationale: Positions needed for the new schools include 4 positions for Discovery Elementary (Cross-Categorical (2) andEmotional Disabilities (2)) and 4 positions for Moorefield Elementary (Cross-Categorical (2) and Autism (2)) and 1speech-language pathologist - Discovery Elementary (.5) and Moorefield Elementary (.5). Mandates: These school-based positions are needed to provide mandated services to identified students with disabilities asrequired by the Individuals with Disabilities Education Act (IDEA). LCPS is required to provide students with disabilities afree appropriate public education (FAPE) (8VAC20-81-100) in the least restrictive environment (LRE) as well as for theimplementation of services outlined in the students' Individualized Education Program (IEP) (8 VAC 20-81-110). 8 Teacher Assistants (New Schools) Rationale: A total of 8 teacher assistant positions are needed for the new schools, Discovery Elementary (4) and MoorefieldElementary (4), for support of students and programs and to ensure that LCPS is in compliance with the regulations. Mandates: The positions requested are necessary to provide students with disabilities a free appropriate public education (FAPE)(8VAC20-81-100) in the least restrictive environment (LRE) and the opportunity for participation in the general educationcurriculum (8 VAC 20-81-130) as well as for the implementation of services outlined in the students' IndividualizedEducation Program (IEP) (8 VAC 20-81-110). Further, LCPS is required to maintain compliance with State SpecialEducation Staffing Requirements (8VAC20-81-40). 34 Teachers (Enrollment Growth) Rationale: Positions requested for growth include: 2 speech-language pathologists for anticipated growth county-wide of more than 100 students.


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17.5 teachers, elementary level 1.0 FTE each for Arcola, Buffalo Trail, Countryside, Creighton's Corner, Dominion Trail, Frederick Douglass, KennethCulbert, Leesburg, Legacy, Lowes Island, Lucketts, Mill Run, Newton-Lee, Rolling Ridge, Rosa Lee Carter, SycolinCreek, and 0.5 FTE each for Emerick, Mountain View, and Sanders Corner. 8.5 teachers, middle school level 1.0 FTE each for Blue Ridge, J. L. Simpson, J. M. Lunsford, River Bend, Seneca Ridge, Smart's Mill, Sterling Middle,and 1.5 FTEs for Belmont Ridge. 7.0 teachers, high school level, 1.0 FTE each for Briar Woods, Freedom, Park View, Stone Bridge, Woodgrove, and 2.0 FTEs for Dominion. Increases offset by teacher position moved to Title VIB in FY13 as there were sufficient funds in the grant. Mandates: These school-based positions are needed to provide mandated services to identified students withdisabilities as required by the Individuals with Disabilities Education Act (IDEA). LCPS is required to provide studentswith disabilities a free appropriate public education (FAPE) (8VAC20-81-100) in the least restrictive environment (LRE)as well as for the implementation of services outlined in the students' Individualized Education Program (IEP) (8 VAC 20-81-110). In addition, LCPS is required to maintain compliance with State Special Education Staffing Requirements(8VAC20-81-40). 34 Teacher Assistants (Enrollment Growth) Rationale: The teacher assistant positions requested are for support of individual students, classroom support, and student supportin inclusive classroom settings to ensure that LCPS is in compliance with the regulations. The positions include: 22.0 teacher assistants, elementary level 1.0 FTE each for Buffalo Trail, Cool Spring, Countryside, Creighton's Corner, Dominion Trail, Evergreen Mill, FrederickDouglass, Guilford, Hutchison Farm, Leesburg, Legacy, Liberty, Lovettsville, Lowes Island, Lucketts, Mill Run, MountainView, Rosa Lee Carter, Sanders Corner, Sterling Elementary, Steuart Weller, and Sycolin Creek. 5.0 teacher assistants, middle school level 1.0 FTE each for Belmont Ridge, Blue Ridge, J.L. Simpson, River Bend, and Seneca Ridge 7.0 teacher assistants, high school level 1.0 FTE each for Briar Woods, C.S. Monroe, Freedom, John Champe, Stone Bridge, and 2.0 FTEs for Dominion. Mandates: The positions requested are necessary to provide students with disabilities a free appropriate publiceducation (FAPE) (8VAC20-81-100) in the least restrictive environment (LRE) and the opportunity for participation in thegeneral education curriculum (8 VAC 20-81-130) as well as for the implementation of services outlined in the students'individualized education program (IEP) (8 VAC 20-81-110). Further, LCPS is required to maintain compliance with StateSpecial Education Staffing Requirements (8VAC20-81-40). 2 School-based Support Positions include: 1.0 Occupational Therapist 1.0 Behavioral Specialist Plus, in FY13 a 1.0 position was reclassed to a school-based support position from within Special Education. Rationale: The occupational therapy position is needed to provide coverage for the anticipated growth in students requiring thisrelated service. At this time, OT staff averages a caseload of 40 students and provides support to at least five schools.


SPECIAL EDUCATION


221

This position is needed to assist with keeping the caseloads and staff travel manageable. The Behavioral Specialistposition is needed to provide support to students and schools to address students social, emotional, and behavioralneeds. At this time, LCPS employs one specialist and this one position is insufficient to cover the 84 schools. The behavior specialist is responsible for:

providing oversight of the MANDT training for all administrators and school staff •continuous training of the Behavior Intervention teams at each school •ensuring proper implementation of Seclusion and Restraint •assisting with the management of student behavioral crises •assisting teachers with the management and implementation of classroom behavior management systems, and •conducting parent training in behavior management. •

LCPS is required to use Positive Behavioral Interventions (8 VAC 20-81-160) in managing students' behavior. Theprofessional development for staff in the management of behavior to achieve positive outcomes is conducted on anongoing basis. Mandates: These school-based positions are needed to provide mandated services to identified students withdisabilities as required by the Individuals with Disabilities Education Act (IDEA). LCPS is required to provide studentswith disabilities a free appropriate public education (FAPE) (8VAC20-81-100) in the least restrictive environment (LRE)as well as for the implementation of services outlined in the students' Individualized Education Program (IEP) (8 VAC 20-81-110).


Operations and maintenance expenditures provide funding for materials and equipment to support the needs of studentsand staff responsible for the provision of special education services. These costs include funding for health services forstudents with disabilities, costs for litigation to resolve disputes, contractual services for independent educationalevaluations and the costs to contract outside staff for related services of speech, occupational therapy, and signlanguage services, when needed. Other operation and maintenance expenditures include funding for instructionalsupplies, minor equipment, test protocols, mileage reimbursement, and professional development for staff. Funding alsoincludes costs for maintenance and general repair of audiometers as well as repair and replacement of assistivetechnology equipment. The increase of $5,165 in funding for FY14 is related to nominal increases in instructional materials, minor equipment,software, and costs for staff mileage reimbursements to reflect actual spending.


SPECIAL EDUCATION


222

Students with disabilities achieved an on-time graduation rate of 95.6% compared to the State rate of 82.6%. Thedropout rate for all LCPS students is .46% compared to the State rate of 1.47%; the dropout rate for students withdisabilities remains low at less than 1% (.43).

•

The rate of office referrals has decreased by approximately 30% for the 46 schools implementing the PositiveBehavior Interventions and Supports (PBIS). This has resulted in a cumulative gain of approximately 91 hours or14 days of instructional time for students. This has provided time for administrators to focus their attention oninstructional support for students and staff rather than dealing with behavioral issues.

•

Twenty schools implemented the Responsive Instruction (RI) framework with a focus on integrating universalscreening and progress monitoring assessment with high quality instruction and targeted interventions matchedto student need. In the seven RI elementary schools, 3,803 students in grades one through five were screened inreading.

•

RI data collected for first graders indicate that 93% of the students are performing at or above grade level onnational norms. Ninety seven percent of second graders are performing on grade level.

•

More than 60 special education teachers, new to LCPS, successfully completed a year long course, "What EveryNew Special Education Teacher Must Know". Through participation in this course, LCPS has been able to retain100% of the teachers. Twenty-six coaches provided in-class observation, modeling, consultation and feedback tonew and struggling teachers. A survey completed by the participants noted that the information provided in thecourse was delivered in a timely manner for them to fulfill their teacher responsibilities as well as provided anopportunity for them to receive valuable information about the resources and supports for them to be successfulin LCPS.

•



Provide strategies and supports to staff to increase special education student achievement for the AnnualMeasurable Objectives (AMOs).

•

Continue to support school-wide frameworks through the use of research based practices (PBIS, RI) for a tieredapproach to address students' academic and behavioral need in the least restrictive environment.

•

Continue to provice professional development for staff in the data collection, data analysis and the use ofprogress monitoring to make educational decisions to promote student success.

•

Conduct ongoing training on assistive technology devices and the application and integration of Universal Designfor Learning (UDL) programs that will assist teachers and students at all instructional levels to access the generaleducation curriculum.

•

Provide continued program support to increase transition outcomes for students with disabilities in the areas ofpost-secondary education, employment, adult services and independent living to ensure a seamless transitionfrom high school to post-secondary environments.

•


Mary M. KearneyDirector of Special Education


SPECIAL EDUCATION


223



Total $27,498,906 $26,724,292 $28,321,484 $31,849,116 $33,193,033

Positions 350.3 360.3 363.8 374.4 382.4


Director 1.0 1.0

Supervisor 4.0 4.0

Attendance Officer 5.0 5.0

Teacher 1.0 1.0

Counselor 195.0 199.0

Nurse 48.0 48.0

Health Clinic Specialist 40.0 42.0

School Nurse Assistant 2.4 2.4

Analyst 1.0 1.0

Support 45.0 45.0

Coordinator 1.0 1.0


Specialist 1.0 1.0

Total 374.4 382.4

PROGRAM DESCRIPTION

The Office of Student Services provides students with the mandated counseling, attendance, student health, andsocial services necessary to ensure an educational program that is tailored to individual needs. A full range of servicesis offered to students including school counseling services and programs, school social work services, substanceabuse prevention services, attendance monitoring, homebound and home-based instruction, residency determinationand verification, McKinney-Vento eligibility and support, and school-based student health services. The annualrevision of the Program of Studies and the Student Rights and Responsibilities are also essential services of theoffice.


STUDENT SERVICES


224

BUDGET OVERVIEW

PERSONNEL

The Office of Student Services includes personnel salaries for 382.4 employees including administrators, schoolcounselors, school social workers, attendance officers, school nurses, school health clinic specialists, and office supportstaff to support 84 schools. Student Support: 2 FTEs: 1 School Social Worker position and 1 Substance Abuse Prevention Specialist position Rationale: School social workers provide a variety of services which meet state and federal mandates. The increase inthe number of students across the school division, particularly at Briar Woods High School and John Champe HighSchool, in addition to the opening of two new elementary schools requires services from a School Social worker. Onemandated service is the completion of social histories as part of the evaluation for students in the special educationeligibility process. The number of required social histories has increased 20% in the past two years. In addition, thedemand for individual student counseling for the needs experienced by children in situations of homelessness, domesticviolence, and parental substance abuse or mental health issues has contributed to the 24% increase in the last twoyears. Other services provided by School Social Workers include:

Conduct small group counseling for students in all grade levels including the substance abuse groups(Concerned Student, Pre-Recovery and Recovery); students with coping, anger management, and personaldevelopment needs; and follow up from alternative placements/disciplinary action.

•

Facilitate Young Men and Young Women's groups for Violence Prevention groups (Exploring healthyrelationships and recognizing relational aggression).

•

Provide individual student support and counseling (IEP driven). •Collaborate with teams to facilitate and support the Safe School Ambassadors (SSA) program, the PEER Helperprogram, the Positive Behavior Intervention and Support (PBIS) framework and crisis management.

•

Conduct social histories as part of assessment for special education eligibility. •

Rationale: Substance Abuse Prevention Specialists are also needed to provide mandated services. These school-basedprofessionals work directly with students for identification and intervention related to drugs or alcohol. The most recentaddition to the specialist staff was in 2009. Currently three specialists serve the needs of all LCPS students. The needfor additional staffing is supported by the increased numbers of students attending the three day Insight drug andalcohol program. In the past three years, the number of students assigned to the program has increased 59%. Inaddition to the services at the Insight program, specialists provide the following at all schools:

Provide case management for students with substance abuse violations. •Conduct intakes meetings with parents and students upon entry to the Substance Abuse Education Program. •Interview and assess the needs of students referred for substance abuse concerns. •Facilitate Substance Abuse Prevention groups (Concerned Student, Pre-Recovery, Recovery). •Facilitate SSA Family Groups in assigned schools. •Provide training and support for ISR monitors under the Tobacco Education Program. •Serve as primary facilitators for Insight Class and the Insight Parent Meeting and student follow-up. •Coordinate substance abuse services for assigned schools as needed in guidance meetings and clinical teamswith administrators and faculty.

•

Provide substance abuse presentations for secondary students and staff. •

Mandates: Federal laws PL 110-351 (Fostering Connections), IDEA 33 CFR Parts 300 & 301.34 (Individuals withDisabilities Education Act, Related Services Provision) and Virginia SB 1038, Chap. 154 Foster Care) Code of VirginiaCrisis Management §22.1-279.8 and Suicide Prevention 22.1-272.1.


STUDENT SERVICES


225

School Counseling: 4 FTEs: 2 Elementary School Counselors and 2 Secondary School Counselors Rationale: The number of students who require school counseling services in accordance with the Virginia Standards ofQuality has increased. Services provided by school counselors are mandated by state legislation. School counselorsperform mandated services for students across instructional levels. Examples of these activities include:

Provide academic support including organization, study, and test-taking skills. •Conduct individual student academic planning. •Facilitate post-secondary planning and application process. •Provide programs/support for Bullying Prevention, Character Education, and screening/management for suicidalconcerns.

•

Teach communication, problem-solving, decision-making, conflict resolution, and study skills. •Conduct career awareness and the world of work/career planning activities. •Provide education in understanding of self, including strengths and weaknesses. •Conduct individual and small-group counseling and individual/family/school crisis intervention. •

Mandate: Virginia Regulations (Standards of Quality and Standards of Accreditation): 8 VAC 20-131-240 C and DAdministrative and support staff; staffing requirements for school counselors; 20-542-560; Competencies for SchoolCounselors §22.1-208.01; Character education required; §22.1-279.9 Development of programs to prevent crime andviolence; §9.1-184 Anti-Bullying Training, Code of Virginia Crisis Management §22.1-279.8 and Suicide Prevention 22.1-272.1. The ratio set by the Standards of Quality requires one counselor for 500 students at the elementary level, one counselorfor 400 at middle school, and one for 350 students at high school. Each of the two new elementary schools, Discovery and Moorefield Station, will require a full-time counselor. The two secondary school counselors will be split with one at middle and one at the high school level. Schools to beserved by additional staffing include: Stone Hill Middle School: .5 counselor. Projected enrollment 1493. J. Michael Lunsford Middle School: .5 counselor. Projected enrollment 1413 Briar Woods High School: .5 counselor. Projected enrollment 2206 John Champe High School: .5 counselor. Projected enrollment 942. Student Health Services: 2 FTEs to provide Health Clinic Specialists at two new elementary schools. Rationale: The opening of two new elementary schools will require staffing in the clinic to provide health services forstudents. The anticipated enrollment will require a full-time health clinic assistant. Mandate: Code of Virginia f§ 22.1-274 School health services


STUDENT SERVICES


226


Operations and maintenance expenditures for the Office of Student Services include counseling services to classes,individuals, and groups; instructional materials; software; costs of the LCPS College and Career event; CAMPUS, SafeSchool Ambassadors, and PEER Helper program expenses; health clinic equipment and supplies, mileagereimbursement; and intervention resources used by instructional support staff in the provision of services to students,families, and schools. Additionally, professional development funding is needed to provide support to staff in schools.The office is also responsible for the annual release of the LCPS Student Rights and Responsibilities, LCPS middle andhigh school Programs of Studies, and LCPS Financial Aid Handbook. The increase in cost for Operations & Maintenance is $23,814. In FY14 the school counseling office will continue theuse of Naviance software for use with 6-year Academic and Career Plan and for electronic course selection survey andcollege and career information. Mandate: Code of Virginia (§§8.01-225, 22.1-274.2, and 54.1-3408).

Counseling services were provided to 4,102 high school seniors who completed high school in 2012. LCPS has a95% graduation rate. Of those who graduated, 71.4% received advanced studies diplomas and 25% receivedstandard diplomas; 92.1% planned further education, 2.2% planned on military service, and 4.2% planned toenter fields of employment.

•

Implemented new school board policy to provide epinephrine auto-injectors on each school site for students withallergic reactions.

•

Completed comprehensive preparation for transition of student information system and initiated immediateresponse to dynamic business model impacting the LCPS system.

•

Collaborated with the Department of Instruction to develop and implement an expanded model of onlineinstruction availability for students on homebound instruction.

•

Completed adoption of the framework from the Recognized ASCA Model Program designation. •Expanded implementation of the Safe School initiatives, including the Safe School Ambassadors program,resulted in decreased incidences of bullying, harassment, and a decrease in reported threats/intimidation.

•



Collaborate with the Office of Technology Services to identify and implement a new student information systemfor management of student data and report production.

•

Expand Safe Schools initiatives with Learning Support Teams (School Counselors, School Social Workers, andSubstance Abuse Prevention Specialists) in collaboration with other school staff to expand implementation ofBullying Prevention, Safe School Ambassadors, PEERS, and Positive Behavior Intervention Supports (PBIS) atall instructional levels.

•

Increase the amount and type of courses available for students who require homebound/home-based instructionwith the expanded use of an online format.

•

Provide full implementation of the new requirements for health and safety, including communication in all schoolclinics, with qualified personnel using current technology.

•

Begin the comprehensive process for the American School Counselors Association Recognized Model Programdesignation in selected schools including data collection and outcome analysis for school counseling programs.

•

Enhance opportunities for post-secondary information sharing through expanded resources, including aconsolidated college and career fair and exploration of virtual events.

•


STUDENT SERVICES


227


Suzanne JimenezDirector of Student Services


STUDENT SERVICES


228




229


Total $388,760 $380,526 $312,894 $433,889 $361,945

Positions 5.0 5.0 5.0 5.0 5.0


Teacher 4.0 4.0


Total 5.0 5.0

PROGRAM DESCRIPTION

The Young Adults Project (YAP) is a collaborative program between the Department of Family Services and LoudounCounty Public Schools. YAP is an alternative educational program for students, grades 9 through 12, that may need amore behaviorally controlled environment and one-on-one instruction at the student's own pace. This programprovides specialized instruction in an accredited academic curriculum, provides transitional services to both generaland special education students, and is designed to prevent students from dropping out of school. The ultimate goal forstudents who participate in this program is to be able to complete high school graduation requirements successfully.


YOUNG ADULTS PROGRAM


230

BUDGET OVERVIEW

PERSONNEL

Loudoun County Public Schools provides funding for content specialists, a special educator, and a teaching assistant tosupport the students who require an alternative education experience. The County of Loudoun provides funding andsupport for the administrator of this program as well as the operational and maintenance costs.


Funds for the Operations and Maintenance of the Young Adults Program are provided by the Department of FamilyServices.

Loudoun County Public Schools and Loudoun County Department of Family Services collaborated to provideYoung Adults Project students access to alternative education options and a wide array of educational softwareprograms.

•

Eight students were successful in completing the requirements for high school graduation in the Spring of 2012. •All students were provided SOL remediation to prepare for each SOL end-of-course test and the studentsparticipated in the testing for the specified SOL courses.

•



Provide all students the opportunity to earn a minimum of two credits toward graduation. •Enable students to graduate or successfully transition back to their home high schools. •

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYMary M. KearneyDirector of Special Education

Heather ClearySpecial Education Supervisor


YOUNG ADULTS PROGRAM


231




232

DEPARTMENT SUMMARY

Grants included in this section are:

Adult Education •Adult Jail Education •ARRA - State Stabilization Funds •Career & Technical Education Equipment •Carl Perkins •Head Start •Howard Hughes Medical Institution •Individual Student Alternative Education Program (ISAEP) •Junior Navy ROTC Program •Juvenile Detention Center •Mentor Teacher Program •PAVAN •PEP (Carol White) •Phonological Awareness Literacy Screening (PALS) •Project Graduation •Teaching American History •Teaching in Loudoun County •Technology Grant •Title I Part A •Title I Part D - JDC •Title II Part A •Title III A - ELL •Title VIB IDEA (Education of the Handicapped) •Title VIB IDEA (Pre-School Incentive Grant) •Title X Part C (McKinney-Vento Homeless Assistance Act) •Virginia Pre-School Initiative •

FY14 CHANGES

Changes were made to reflect expected revenue levels. The grants included in this section are funded by federal, state,and locally contributed funds.

DEPARTMENT OF GRANTS


233

BUDGET HISTORYDivision FY10 Actual FY11 Actual FY12 Actual FY13 Budget FY14 BudgetAdult Education 129,491 30,154 148,791 148,940 150,782

Adult Jail Education 99,717 98,806 97,286 112,278 123,358

ARRA-State Stabilization Funds 10,725,360 4,117,914 925,868 0 0

Career & Technical Education Equipment 61,049 64,528 67,855 67,885 71,203

Carl Perkins Grant 363,786 391,565 171,748 390,000 431,559

Federal Education Jobs Fund Grant 0 4,407,386 5,040,827 0 0

Head Start 1,431,488 1,278,362 1,333,530 1,495,552 1,485,525

Howard Hughes Medical Institute 680,305 833,233 1,122,014 1,000,000 1,000,000

Individual Student Alt Ed Program (ISAEP) 31,434 31,434 31,434 31,434 31,434

Junior Navy ROTC Program 67,650 77,890 97,438 18,000 18,000

Juvenile Detention Center 433,448 480,428 525,370 641,447 678,915

Mentor Teacher Program 62,429 109,478 60,531 70,917 79,904

PAVAN 79,812 127,380 54,782 84,900 50,000

PEP (Carol White) 346,657 439,613 439,971 0 0

Phonological Awareness Literacy Screening (PALS)

269,378 287,201 241,896 527,576 448,811

Previous Grants - No Continued Funding 653,701 308,134 130,879 0 0

Project Graduation 5,489 8,009 19,097 8,141 40,776

Teaching American History 1,183 65,485 273,181 0 0

Teaching in Loudoun County 0 0 45,177 50,000 50,000

Technology Grant 2,000,000 2,026,000 269,916 2,104,000 2,150,000

Title I Part A 1,261,999 1,302,660 1,292,776 1,444,966 1,330,153

Title I Part D - JDC 54,041 14,656 19,409 11,000 11,000

Title II Part A 562,721 631,456 639,696 640,643 551,095

Title III A - ELL 775,508 629,495 578,863 576,869 532,876

Title VIB IDEA (Education of the Handicapped) 13,556,722 16,541,435 9,954,710 8,887,445 9,312,526

Title VIB IDEA (Pre-School Incentive) 285,219 410,995 144,176 144,001 143,672

Title X Part C (McKinney-Vento Homeless Assistance Act)

23,046 36,642 50,980 35,000 34,698

Unanticipated Grant Funding 41,680 25 38,217 782,440 750,000

Virginia Pre-School Initiative 359,310 404,835 450,283 450,000 450,000

Total $34,362,624 $35,155,198 $24,266,700 $19,723,435 $19,926,287

Positions 360.7 306.6 160.0 157.0 153.8



234



Capital Outlay 110,307 9,420 76,327 355,000 361,559

Total $34,362,624 $35,155,198 $24,266,700 $19,723,435 $19,926,287

Positions 360.7 306.6 160.0 157.0 153.8



235


Total $129,491 $30,154 $148,791 $148,940 $150,782

Positions 0.0 0.0 0.0 0.0 0.0


Total

PROGRAM DESCRIPTION

The Race to GED Grant is used to promote the GED Testing Program. The funds support the personnel to organizeintake and assessment of GED candidates, schedule post testing sessions, organize rosters for class instructors,administer the Official Practice Test and follow up with candidates after they have tested. The Adult Basic Education Grant Funds are used to support 48 Adult ESOL classes at 4 different locations throughoutthe academic year. There are approximately 850 to 900 registrations in these classes each year. Students arepretested and posted to assure proper placement and measure student achievement. The General Adult Education Grant Funds are used to support Adult Basic Education Classes and GED PreparatoryClasses. There are 8 sessions offered for each class each year. Between 150-170 students register each year andattend 70 hours of instruction. Students are pre-tested for placement and post-tested for progress and achievement.


ADULT EDUCATION


236

BUDGET OVERVIEW

PERSONNEL

Race To GED Grant All part-time personnel:

Administrative support person - 15-20 hours a week •2 Tutors - 80 hours each (annually) •

Adult Basic Education Grant

25 Part-time instructors - 2 semester classes, 14 week semesters, 6 hours a week •1 Part-time lead teacher •

General Adult Education Grant

4 Part-time instructors for ABE and GED classes, 11-12 week sessions - 6 hours a week Classes meet from August through June

•


There are no Operations and Maintenance expenditures funded in FY14.

Continued to Support School Board Goals 1, 2, and 6 through the following:

856 Adult ESOL registrations in 46 classes during the academic year. •Implemented the GAIN Assessment for GED and ABE candidates and administered 225 tests. •147 GED and ABE students enrolled in 20 classes. •Administered the GED Test to 270 candidates and 141 GED Certificates issued. •Promoted the use of technological resources and distance learning options to expand and promote learning in theAdult Classes.

•

Devised and implemented new computer testing and intake process for ABE and GED candidates for classplacement.

•

Expanded tutoring programs for GED candidates needing work in individual subject areas. (41 students tutoredfor total of 619 hours)

•



ADULT EDUCATION


237


Suppport School Board Goals 1, 2, and 6 through the following:

Broaden opportunities for Loudoun County Adult ESOL students by expanding offerings in the General AdultEducation classes to provides additional English language development.

•

Continue to expand the use of technology resources and distance learning programs in ALL adult educationclasses.

•

Move to the GED 2014 Computerized Version of the GED Test. •Encourage all non-passers and incomplete GED candidates to retest on the 2002 Version to avoid starting overon the new 2014 test.

•

Encourage GED recipients to pursue post-secondary educational opportunities to be better prepared for theworkforce.

•

Offer support and cooperation to the ISAEP and Gateway programs to assure that students are directed towardadult education programs.

•

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYShirley BazdarDirector of Career & Technical Education and Adult Education

Irene C. RiordanAdult Education Coordinator


ADULT EDUCATION


238




239


Operations & Maintenance $974 $325 $1,908 $1,373 $1,373

Total $99,717 $98,806 $97,286 $112,278 $123,358

Positions 1.0 1.0 1.0 1.0 1.0


Teacher 1.0 1.0

Total 1.0 1.0

PROGRAM DESCRIPTION

The Loudoun County Jail Program serves eligible special education students who are incarcerated in the local jail. TheVirginia Department of Education reimburses local school divisions for the instructional costs of providing requiredspecial education and related services to eligible inmates with disabilities in the local jail.


ADULT JAIL EDUCATION


240

BUDGET OVERVIEW

PERSONNEL

The grant provides funding for one full-time teacher at the Adult Detention Center.


The grant provides funding to support mileage, materials and supplies, small equipment, travel, and staff developmentfor the Adult Detention Center teacher.

Loudoun County Public School special education students who were detained at the ADC passed therequirements for graduation and received high school diplomas.

•

Loudoun County Public School special education students who were detained at the ADC passed the GEDexaminations and received GED certificates.

•

Loudoun County Public School special education students who were detained at the ADC participated in classesoffered in various aspects of basic life skills.

•



Increase the number of special education students receiving high shool diplomas. •Increase the number of special education students receiving GED certificates each year. •Further improve the working relationship between Loudoun County Public Schools and the Loudoun CountySheriff's Department.

•

Further enhance the range and scope of transition services provided to special education students upon releasefrom the Loudoun County ADC.

•


Toni Deluca-StraussSpecial Education Supervisor


ADULT JAIL EDUCATION


241

BUDGET HISTORY BY OBJECT OF EXPENDITURETitle FY10 Actual FY11 Actual FY12 Actual FY13 Budget FY14 BudgetPersonnel $10,687,710 $4,105,364 $925,868 $0 $0

Operations & Maintenance $37,650 $12,550 $0 $0 $0

Total $10,725,360 $4,117,914 $925,868 $0 $0

Positions 167.0 64.0 0.0 0.0 0.0


Total

PROGRAM DESCRIPTION

The American Recovery and Reinvestment Act (ARRA) of 2009 provided state stimulus funds directed to publiceducation. These funds were available for FY10 and FY11 only.


ARRA-STATE STABILIZATION FUNDS


242

BUDGET OVERVIEW

PERSONNEL

ARRA funds are not available for FY14. The salary and benefits for the 64 employees previously funded by thegrant were moved to Regular Education in the Department of Instruction beginning in FY12.


ARRA State Stabilization Funds were not available for Operations and Maintenance.

The ARRA funds provided $925.,868 in employee salaries in FY12. •



The ARRA funds are not available for FY14. •




ARRA-STATE STABILIZATION FUNDS


243

BUDGET HISTORY BY OBJECT OF EXPENDITURETitle FY10 Actual FY11 Actual FY12 Actual FY13 Budget FY14 BudgetOperations & Maintenance $61,049 $64,528 $67,855 $67,885 $71,203

Total $61,049 $64,528 $67,855 $67,885 $71,203

Positions 0.0 0.0 0.0 0.0 0.0


Total

PROGRAM DESCRIPTION

State equipment grant to be used for equipment specific to career and technical education programs.


CAREER & TECHNICAL EDUCATION EQUIPMENT


244

BUDGET OVERVIEW

PERSONNEL

There are no personnel expenses associated with this grant.


Funds are used to purchase state-approved equipment specific to career and technical education programs.

Updated career and technical education equipment within all LCPS middle and high school programs, the MonroeTechnology Center, and the Loudoun Governor's Career and Technical STEM Academy.



To continue a cycle of replacement and upgrade of career and technical education program equipment.

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYSharon D. AckermanAssistant Superintendent of Instruction

Shirley L. BazdarDirector of Career and Technical Education


CAREER & TECHNICAL EDUCATION EQUIPMENT


245

BUDGET HISTORY BY OBJECT OF EXPENDITURETitle FY10 Actual FY11 Actual FY12 Actual FY13 Budget FY14 BudgetOperations & Maintenance $363,786 $391,565 $171,748 $35,000 $70,000

Capital Outlay $0 $0 $0 $355,000 $361,559

Total $363,786 $391,565 $171,748 $390,000 $431,559

Positions 0.0 0.0 0.0 0.0 0.0


Total

PROGRAM DESCRIPTION

The Carl D. Perkins Federal Grant program designates funds to each state to disburse to localities to improve careerand technical education programs. The state disburses these funds based on enrollment.


CARL PERKINS GRANT


246

BUDGET OVERVIEW

PERSONNEL

Support for NVCC Loudoun Campus to provide career coaching services for Monroe Technology Center and theLoudoun Governnor's Career and Technical Academy.


Carl D. Perkins Grant requires the partial use of funds for professional staff development and activities for specialpopulations within LCPS.

CAPITAL OUTLAY

Assist with the costs of updating computer learning module upgrades for middle and high school technology educationprograms. Funds are also used to update program equipment at Monroe Technology Center.

Supported School Board Goal 2:

Provided career coaching services to Monroe Technology Center and Loudoun Governor's Career and TechnicalSTEM Academy students.

•

Professional development activities were provided to career and technical education staff. •Equipment upgrades were made at Monroe Technology Center and secondary career and technical educationprograms.

•



Support School Board Goal 2:

Sustain quality staff development and enrichment opportunities for career and technical education staff. •Upgrade career and technical education technology and classroom laboratory facilities. •




CARL PERKINS GRANT


247



Capital Outlay $110,307 $0 $0 $0 $0

Total $1,431,488 $1,278,362 $1,333,530 $1,495,552 $1,485,525

Positions 17.6 17.5 18.2 18.2 18.5


Teacher 5.7 5.7


Assistant 0.7 0.8

Support 1.0 1.0

Coordinator 2.8 2.8


Total 18.2 18.5

PROGRAM DESCRIPTION

The Loudoun County Public Schools Head Start program is a federally funded, comprehensive preschool program forchildren who live in poverty. The program serves children who are four years old by September 30 from all over thecounty and children who are three by September 30 who live in the Sterling area. Children must meet both age andincome requirements to enroll. The preschool classes meet Monday through Thursday for four hours a day, with breakfast and lunch served. Thereare seventeen students in a class. Each class is taught by a team consisting of a certified teacher and an assistantteacher using the HighScope Curriculum which is aligned with Virginia’s Foundation Blocks for Early Learning:Comprehensive Standards for Four Year Olds (Virginia Department of Education, 2007). In addition, the students aregiven developmental, speech, language, vision and hearing screenings, a mental health observation, and the PALSPreK© assessment. Ten percent of the students enrolled are expected to have a disability. Family participation is an important component. The teacher and assistant make two home visits and conferences areheld twice a year. Parents are encouraged to volunteer four hours a month. Head Start’s nurse and social workersprovide health, nutrition, social services, and mental health support to families and teaching teams and serve as linksto community services and support agencies.


HEAD START


248

BUDGET OVERVIEW

PERSONNEL

Personnel costs include salaries for three full-time and 15.5 part-time positions and all related fringe benefits. No newpositions have been added for FY14. A 0.3 FTE supplemental was received in FY13.


Operations and maintenance expenditures provide materials and supplies to support 100 students in their classroomsand the health, nutrition, mental health, and social work operations of the program.

Supported School Board Goals 1, 6, and 7 and the Head Start Program Stratigic Plan for Goals and Improvement toproduce:

Professional development and additional mathematics manipulatives to the education staff to support theirintentional planning for activities which stimulate the development of number concepts and numeral recognition instudents.

•

Increased numbers of community resource people invited into classrooms to provide authentic experiences forthe students.

•

Increased percent of gains on Pre-K Pals in the areas of Alphabet Recognition and Letter/Sound correlation. •Reinforced implementation of Second Step, the violence prevention-empathy building program, with literature tobe used to follow up and extend the weekly classroom lesson.

•

Support for families as they helped their preschoolers transition into kindergarten, kindergarten with ELL or full-day kindergarten.

•



Continue to Support School Board Goals and Program Stratigic Plan for Goals and Improvement through the following:

Continued social work support to meet the greatest family needs. They will provide resources to support parents'efforts to gain independence.

•

Embrace fully the implementation of the Conscious Discipline philosophy, a violence prevention-empathy buildingprogram, and integrate the Second Step concepts and tools when they support the specific reasons for holding aSchool Family Meeting.

•

Continued implementation of the Child Plus record keeping platform to track data and run reports to better ensurecompliance with the Federal Performance Standards.

•

Target one goal for students from each of the five Early Learning Framework Domains: Social and EmotionalDevelopment, Cognition and Knowledge, Physical Development and Health, Approaches to Learning andLanguage and Literacy.

•

Continued work toward the completion of a handbook which will support the Head Start and FACS teachers asthey work together to support the growth of preschoolers and young adults.

•


Carol M. BashamHead Start Coordinator


HEAD START


249



Capital Outlay $0 $9,420 $66,327 $0 $0

Total $680,305 $833,233 $1,122,014 $1,000,000 $1,000,000

Positions 2.6 2.6 3.0 3.0 3.0


Teacher 3.0 3.0

Total 3.0 3.0


HOWARD HUGHES MEDICAL INSTITUTE


250

PROGRAM DESCRIPTION

Loudoun County Public Schools receives a grant of $1,000,000.00 annually as part of Howard Hughes MedicalInstitute's (HHMI) commitment to support science education and the local community. LCPS has six initiatives fundedthrough its HHMI grant. They consist of a scholarship program which awards a $7,000 scholarship to two seniors ateach of Loudoun County’s 13 high schools; support for LCPS Academy of Science (AOS) programs, including astudent exchange program with the Hwa Chong Institution in Singapore, and staff positions at the AOS; a MiddleSchool Science initiative consisting of classroom lessons (Core Experiences-CE) and extensive teacher staffdevelopment; an Elementary Science initiative with salary support for an Elementary Science Resource Teacher andextensive curriculum development (Core Experiences-CE) as well as teacher staff development; a STEM summerenrichment experience for students and teacher staff development in the STEM fields; and a county-wide ScienceResearch initiative with salary support for a Science Outreach Teacher, teacher professional development and supportfor student and teacher scientific research. LCPS HHMI grant funded programs are designed to:

Deliver innovative science education programs. •Incorporate scientific inquiry and the use of experimental design into student classroom experiences. •Support student and teacher science research. •Develop the scientific independence of students. •Encourage scientific collaboration. •Increase student performance in the sciences. •Encourage positive student attitudes toward science. •Incorporate knowledge, skills and habits of mind of science and STEM fields into student and teacherbehaviors.

•

Promote science literacy for students. •Develop scientifically talented students. •Encourage student interest in science and STEM. •Prepare students for science and STEM related university studies and careers. •




251

BUDGET OVERVIEW

PERSONNEL

Personnel includes the salary for one Elementary Science Resource Teacher, one Science Outreach Teacher, oneAcademy of Science Teacher, and part-time funding for the middle school science initiative. It also includes all fringecosts.


The HHMI operations and maintenance funds are used to support student scholarships, programs at the Academy ofScience, scientific research, teacher professional development, curriculum development, summer STEM camp andinstructional materials.


Trained all middle school science teachers (including Special Education and ELL teachers) in Core Experiences(CE) and continued curriculum development of middle school CEs.

•

Implemented first phase of Science Research Initiative (SRI) by providing extensive professional development forhigh school science teachers.

•

Supported Singapore Science Research partnership at the Academy of Science (AOS) and students attendingthe International Space Olympics in Russia.

•

Conducted summer STEM camp for rising fourth, fifth, and sixth grade students at two sites (Sterling andLeesburg areas).

•

Awarded HHMI scholarships to 20 graduating seniors. •



Continue to support School Board Goals 1, 2, and 4 by:

Continuing the implementation of, and professional development for, the middle school science initiative. •Supporting student research at the Academy of Science and LCPS high schools. •Expanding STEM camp for LCPS students and providing STEM curriculum for elementary schools. •Providing authentic science research experiences for students and teachers. •Offering professional development programs for teachers so that they may become more skilled in mentoringstudents in science research.

•


Eric L. StewartDirector of Curriculum and Instruction




252




253


Operations & Maintenance $1,000 $795 $800 $0 $0

Total $31,434 $31,434 $31,434 $31,434 $31,434

Positions 0.0 0.0 0.0 0.0 0.0


Total

PROGRAM DESCRIPTION

The Virginia Department of Education provides supplemental grant funding for students pursuing a GED that areunder 18 years of age and currently enrolled in Loudoun County Public Schools as an Individual Student AlternativeEducation Plan (ISAEP) status.


INDIVIDUAL STUDENT ALT ED PROGRAM (ISAEP)


254

BUDGET OVERVIEW

PERSONNEL

Personnel reflects partial funding for an ISAEP Counselor.


There are no Operations and Maintenances expenditures funded in FY14.

Suppported School Board Goal 2:

Over 50 students participated in the ISAEP/GED program with a 70% success rate of program completion andGED credential.

•




To sustain the ISAEP program opportunities for qualified high school students. •

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYShirley L. BazdarDirector Career and Technical Education

Dr. John H. RobinsonPrincipal, Douglass School


INDIVIDUAL STUDENT ALT ED PROGRAM (ISAEP)


255

BUDGET HISTORY BY OBJECT OF EXPENDITURETitle FY10 Actual FY11 Actual FY12 Actual FY13 Budget FY14 BudgetPersonnel $52,461 $61,862 $88,012 $0 $0


Total $67,650 $77,890 $97,438 $18,000 $18,000

Positions 0.0 0.0 0.0 0.0 0.0


Total

PROGRAM DESCRIPTION

The Navy JROTC program provides students the opportunity to enhance their academic, athletic, and leadershipskills.


JUNIOR NAVY ROTC PROGRAM


256

BUDGET OVERVIEW

PERSONNEL

There are no personnel costs included in the NJROTC grant.


These funds support the materials and supplies for the NJROTC program.


187 students enrolled in the fourth year of the program during the FY12 school year. •




To sustain the NJROTC program and related activities. •




JUNIOR NAVY ROTC PROGRAM


257



Total $433,448 $480,428 $525,370 $641,447 $678,915

Positions 4.0 4.5 5.3 5.3 5.3


Literacy Coaching 1.0 1.0

Teacher 3.5 3.5

Support 0.8 0.8

Total 5.3 5.3

PROGRAM DESCRIPTION

The Loudoun County Detention Center Education Program, fully funded through a state grant, provides instruction toincarcerated youths, ages 12-17, who are either awaiting adjudication or serving a sentence. Five certified educatorsprovide services to pre-dispositional students whose detention stay averages five weeks and to post-dispositionalstudents who serve a minimum of 7 months.


JUVENILE DETENTION CENTER


258

BUDGET OVERVIEW

PERSONNEL

The grant provides funding for four and a half full-time teaching positions and a .80 secretary at the Juvenile DetentionCenter.


The grant provides funding to support mileage, materials and supplies, small equipment, travel, and staff developmentfor the teachers at the Juvenile Detention Center.

Provided continuous integration of technology into instruction through the use of laptops, SMART documentscameras, iPods, Internet and software.

•

Participated in the One Book One Community Program and other library programs as a way to connect studentswith their community and increase literacy.

•

Increased parental involvement through letter writing, data sharing, and phone calls. •Provided a range of progressional development aimed at increasing teacher effectiveness and improvinginstruction, including content literacy strategies.

•

Every student in the education program received a STAR math and reading assessment upon enrollment, andevery 30 days thereafter, while enrolled.

•



Implement a standard format of lesson planning using the Before-During-After model to improve instruction. •Continue with the Professional Learning Community (PLC), focusing on planning lessons and measuring studentacademic progress.

•

Design and implement a standardized system for teachers to document student performance for the purpose ofevaluation.

•




JUVENILE DETENTION CENTER


259



Total $62,429 $109,478 $60,531 $70,917 $79,904

Positions 0.0 0.0 0.0 0.0 0.0


Total

PROGRAM DESCRIPTION

T.L.C., Teaching in Loudoun County, is the teacher induction, mentor, and coaching program that provides ongoingsupport to novice teachers, teachers new to LCPS, teachers changing their field of teaching, and teachers identified bytheir principals as needing additional assistance. Two grants are awarded from VDOE to support district mentorprograms: the Career Switcher Grant and the Teacher Mentor Grant. VDOE eliminated the Hard-to-Staff Grant for the2012-2013 school year.


MENTOR TEACHER PROGRAM


260

BUDGET OVERVIEW

PERSONNEL

The Mentor Teacher Grant funding supplements Loudoun County funding in the following areas: work of lead mentorsoutside of contract time, pay for teachers to develop and conduct professional development for new teachers, and payfor a Loudoun County retired teacher to support novice teachers.


Expenditures for materials, equipment, and professional development for new teachers and mentors.


Provided a trained mentor to all teachers new to LCPS and teachers entering a new teaching field. •Conducted the Beginning Teacher Institute, a two day event of professional development, as part of theinduction of novice teachers.

•

Conducted a mini Beginning Teacher Institute for teachers who were late hires. •Offered a series of “Best Practices for Best Teachers” workshops focusing on classroom management. •Provided classroom visitations by instructional coaches to all novice, general education teachers. •Worked collaboratively with principals to provide intensive instruction to teachers not meeting LCPSexpectations.

•

Selected to present the LCPS Mentor Program at Learning Forward Conference. •Secured a $55,000 grant from the Apple Federal Credit Union Education Foundation to expand the professionaldevelopment of new teachers.

•

Provided professional development workshops for new and returning mentors and lead mentors. •




Examine the retention data of the first five years of teaching in LCPS in order to identify and addressthe critical years experiencing the greatest attrition.

•

Support principals and teachers in the implementation of a revised teacher evaluation process. •

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYMargaret HuckabyDirector of Empoyee Relations

Ginger KaveTeacher Mentor Specialist


MENTOR TEACHER PROGRAM


261



Total $79,812 $127,380 $54,782 $84,900 $50,000

Positions 0.0 0.0 0.0 0.0 0.0


Total

PROGRAM DESCRIPTION

Performing and Visual Arts Northwest (PAVAN) is a consortium of three school districts (Frederick County,Shenandoah County, and Loudoun County), a private university (Shenandoah University), and the VirginiaDepartment of Education (specifically, the division of Gifted Education). PAVAN was founded in 1984. The consortiumstrives to augment and enrich public school arts curriculum through the Arts in the Classroom Grant (AICG). The prestigious Summer Regional Governor's School program is available, through audition, to rising ninth throughtwelfth grade students PAVAN also offers a wide variety of after-school arts classes, clubs, Saturday classes, and workshops during theacademic school year.


PAVAN


262

BUDGET OVERVIEW

PERSONNEL

No personnel costs are included in the PAVAN grant.


Operation and maintenance expenditures provide materials, contractual staff, and resources to supplement all summerprograms; and various classes offered during the school year. Other expenditures include telecommunications, webpage design and maintenance, liability insurance, printing, and office supplies.

Continued to serve students in all participating jurisdictions. •Refined focus on quality of experience for participants. •Two week Summer Regional Governor's School. •



Refine the relationship between PAVAN and the Shenandoah Conservatory Arts Academy in order to provideadditional services for students.

•

Provide staff development opportunities for arts teachers in the consortium school districts. •Expand marketing and increase quality of course offerings. •Increase number of students who audition for the program. •Refine curriculum to meet needs of participants. •

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYMichael PiersonMusic Supervisor

Jennifer GreenPAVAN Director


PAVAN


263


Operations & Maintenance $298,604 $423,484 $433,591 $0 $0

Total $346,657 $439,613 $439,971 $0 $0

Positions 0.0 0.0 0.0 0.0 0.0


Total

PROGRAM DESCRIPTION

The Carol M. White Physical Education Program (PEP) provides grants to LEAs and community-based organizations(CBOs) to initiate, expand, or enhance physical education programs, including after-school programs, for students inkindergarten through twelfth grade. Grant recipients must implement programs that help students make progresstoward meeting state standards.


PEP (CAROL WHITE)


264

BUDGET OVERVIEW

PERSONNEL

The PEP grant was a three year grant. Therefore, this grant is no longer funded.


This grant is no longer funded.

MVPA (moderate to vigorous physical activity) data collection is a requirement by U.S. Department of Education(DOE), in order to be re-funded each of the three years in the PEP Grant period. This included the collection ofactivity logs four times during the second year (fifth through tenth grade students); administration of theFitnessgram® pre and post-tests; and pre and post-tests in Energy In, Energy Out (nutrition) and the FiveComponents of Fitness.

•

As recommended by the U.S. DOE, physical activity targets for elementary students are 150 minutes per weekand 225 minutes per week for secondary students. The target goal for LCPS was 40% of students reachingMVPA for the schools in year two of the grant implementation. Based on the activity log data, the elementaryMVPA actual value was 53%, and the secondary MVPA was 43%, resulting in both levels exceeding the 40%goal for MVPA.

•

Data was collected for the Fitnessgram® with a target of a 5% increase from the post-test in year two to the post-test in year three of grant implementation. Cognitive measurements on the Five Components of Fitnessincreased from a combined average of 69% passing (passing = assessment score of 70% or higher) on the pre-test to 85% passing the post-test, and Nutrition measurements increased from 43% passing the pre-test and 78%passing the post-test. In particular, the nutrition pass rate is significant, with an increase of more than 30percentage points!

•



This grant is no longer funded.


Sheila JonesHealth, Physical Education, and Driver Education

Supervisor


PEP (CAROL WHITE)


265



Total $269,378 $287,201 $241,896 $527,576 $448,811

Positions 0.0 0.0 0.0 0.0 0.0


Total

PROGRAM DESCRIPTION

The Virginia State Department of Education provides assessment materials and funding for the Early InterventionReading Initiative. The assessment tool is the Phonological Awareness Literacy Screening (PALS) which can beadministered to designated students in grades kindergarten through third grade. The Phonological Awareness Literacy Screening (PALS) grant supports School Board Goals 1) Student Achievementand 2) Curriculum Development. One of the greatest challenges facing the implementation of the PALS readinginitiative is the growth and expansion of schools.


PHONOLOGICAL AWARENESS LITERACY SCREENING (PALS)


266

BUDGET OVERVIEW

PERSONNEL

The personnel line includes part-time salaries and all related fringe costs for Phonological Awareness LiteracyScreening (PALS) tutors who provide intervention to students who are below the PALS benchmarks. The number oftutors varies by school.


Phonological Awareness Literacy Screening (PALS) operations and maintenance funds provide software andinstructional materials to be used for intervention with students who do not meet the PALS benchmark.

Supported School Board Goals 1 and 2, and the efforts of the divisions in the Department of Instruction and the localschools:

Assessed all students in grades kindergarten, first grade, and selected students in grades two and three in the falland spring with the Phonological Awareness Literacy Screening (PALS).

•

Provided interventions to students in kindergarten through third grade who scored below the establishedbenchmark scores.

•

Reassessed students who scored below the fall benchmark in January to measure growth in literacy, andprovided PALS tutor support to strengthen reading skills and strategies.

•

Created and published a PALS Handbook describing the procedures and resources. •Provided a workshop for PALS tutors to acquaint them with the PALS assessment, review scheduling andreports, and model intervention strategies.

•




Assess all students in grades kindergarten, first grade, and selected students in grades two and three in the falland spring with the Phonological Awareness Literacy Screening (PALS).

•

Provide interventions to students in kindergarten through third grade who score below the established benchmarkscores.

•

Reassess students who scored below the fall benchmark in January to measure growth in literacy. •Continue to provide a workshop for PALS tutors to acquaint them with the PALS assessment, review schedulingand reports, and model intervention strategies.

•


Dr. Lori RileyPathways to Reading and Writing Supervisor


PHONOLOGICAL AWARENESS LITERACY SCREENING (PALS)


267



Total $5,489 $8,009 $19,097 $8,141 $40,776

Positions 0.0 0.0 0.0 0.0 0.0


Total

PROGRAM DESCRIPTION

Project Graduation is funded through the Virginia Department of Education to provide remedial instruction andassessment opportunities for students at risk of not meeting the commonwealth’s diploma requirements. ProjectGraduation funds support additional instruction for high school students in preparation for Standards of Learning testsin all content areas, including assessments required to earn verified credit toward the Modified Standard Diploma. The Project Graduation Academic Year Academy provides for before and after school instruction throughout theschool year. The Project Graduation Summer Academy provides for a two week session during summer school toprepare students for the WorkKeys writing assessment, an alternative assessment to the Virginia SOL Writing exam.


PROJECT GRADUATION


268

BUDGET OVERVIEW

PERSONNEL

Project Graduation funds provide support for teachers to assist students in before and after school remediation sessionsduring the school year and a two week session during summer school.


Expenditures include mailing and expedited scoring of WorkKeys writing test.

Provided instructional support for 49 seniors and 8 juniors to fulfill the requirements for graduation by taking andpassing the WorkKeys writing assessment during the 2011-2012 academic year.

•

Provided instructional support to 19 seniors and 2 juniors to take and pass the WorkKeys writing assessmentduring the summer of 2012.

•



Expand the use of Project Graduation funds beyond WorkKeys writing tests to include instructional materials andsupplies and student incentives as provided for in the grant.

•

Increase the number of students taking and passing the WorkKeys writing test during the academic year. •Add to the digital bank of WorkKeys writing test preparation materials that teachers throughout LCPS may utilize.•

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYRyan TylerDirector of Research

Derek KaufmanSchool Improvement and Student Achievement Program

Coordinator


PROJECT GRADUATION


269

BUDGET HISTORY BY OBJECT OF EXPENDITURETitle FY10 Actual FY11 Actual FY12 Actual FY13 Budget FY14 BudgetPersonnel $0 $58,607 $152,682 $0 $0

Operations & Maintenance $1,183 $6,877 $120,499 $0 $0

Total $1,183 $65,485 $273,181 $0 $0

Positions 0.0 1.0 1.0 1.0 1.0


Teacher 1.0 1.0

Total 1.0 1.0

PROGRAM DESCRIPTION

The Teaching American History Grant program was instituted by the U.S. Congress to improve and enhance theteaching of U.S. History in kindergarten through twelfth grade across the United States. In partnership with GeorgeMason University, LCPS has proposed and won a five year grant from the U.S. DOE. The program is designed toincrease teachers’ knowledge of traditional American history, strengthen teachers’ ability to analyze primary sourcesand think historically, and increase teachers’ ability to integrate content and historical thinking skills into the teaching ofAmerican history. The project also aims to increase students’ knowledge of American history and students’ ability toanalyze primary sources and think historically.


TEACHING AMERICAN HISTORY


270

BUDGET OVERVIEW

PERSONNEL

The personnel approved for the grant program at LCPS are a full-time coordinator and a part-time (no benefits) clericalassistant. The positions are funded by previously appropriated grant funds.


Operations and maintenance expenditures provide materials, supplies, and staff needed to support the professionaldevelopment of U.S. History teachers through summer and school-year programs. These expenditures cover daily officeactivities, program design and implementation for kindergarten through twelfth grade educators, workshoptraining supplies, fees for university credit and for site visits to historical libraries and museums, and evaluation servicesrequired by the grant provisions.

The Teaching American History Grant successfully reached 49 teachers in the county. The program was dividedinto two groups, 31 teachers were enrolled in the America on the World Stage program while 18 teachers wereenrolled in the elementary program, U.S. History: A Regional Approach. The teachers that participated in bothgroups were primarily classroom teachers (elementary, middle, and high school), three ELL teachers and threespecial education teachers.

•

The teachers in the America on the World Stage program participated in a two-week institute in June and July2012. The Regional Approach program was held throughout the 2012-2013 school year and the teachersparticipated in six workshop days and followed the same schedule as the America on the World Stage program,in that each morning consisted of learning content, while each afternoon consisted of studying methods to applyof the content with primary sources.

•

In each program, participants created two primary source activities. One of the two primary source activities thatthey created had to be observed by the project coordinator, Kevin Briscoe, during the academic year. Theprimary source activity that was to be observed had to be approved by Mr. Briscoe and Dr. Hamner after reviewwith the teacher, in order to check for mastery of the use of primary sources and instructional techniques to use.

•

All 49 teachers in the Teaching American History program were observed throughout the school year teachingtheir primary source-based lessons. The program coordinator observed each teacher and submitted data to theLead Evaluator, Karen Kortecamp, Associate Professor of Curriculum and Pedagogy at the George WashingtonUniversity, for evaluation. At the end of year, with objective supporting data, all teachers improved their use ofprimary sources in the classroom through effective lesson instruction, and all teachers, with the exception of onewho noted the same confidence level for both surveys, felt more confident on teaching history in the classroom.

•



Maintain a website with GMU containing primary documents, lesson plans and strategies, and teacher blogs andfeedback on U.S. History material.

•

Train 50 teachers per year on “historical thinking skills” and the use of primary sources in instruction, therebyincreasing teacher mastery of content knowledge and "historical thinking" instruction.

•

Increase the use of primary sources in U.S. History instruction in grades four through seven and grade eleven. •Increase student performance in U.S. History through enhanced student engagement with authentic historicalmaterial.

•




271


William F. BrazierSocial Sciences Supervisor




272




273

BUDGET HISTORY BY OBJECT OF EXPENDITURETitle FY10 Actual FY11 Actual FY12 Actual FY13 Budget FY14 BudgetPersonnel $0 $0 $27,085 $37,462 $33,372

Operations & Maintenance $0 $0 $18,092 $12,538 $16,628

Total $0 $0 $45,177 $50,000 $50,000

Positions 0.0 0.0 0.0 0.0 0.0


Total

PROGRAM DESCRIPTION

T.L.C., Teaching in Loudoun County, the teacher induction, mentoring, and coaching program, was awarded a$55,000 grant from the Apple Federal Credit Union Education Foundation. This grant is part of a five-year commitmentfrom Apple FCU's Foundation to support the professional development of new teachers in LCPS. The grant helpedsupport the Beginning Teacher Institute (BTI), a two day event designed for novice teachers. Additional funding fromthe grant is being used to conduct a late hire institute for novice teachers and seminars in November and March whichwill further support individual, professional goals of new teachers.


TEACHING IN LOUDOUN COUNTY


274

BUDGET OVERVIEW

PERSONNEL

Funding from Teaching in Loudoun County supplements Loudoun County funding in the following areas: pay forteachers to develop and present professional development at 1) the Beginning Teacher Institute, 2) the two NewTeacher Seminars, and 3) the late hire Beginning Teacher Institute. Funding also is used to pay novice teachers toattend the seminars.


Expenditures for materials and food for 1) one of the days of the Beginning Teacher Institute in August, 2) two NewTeacher Seminars (November and March), and 3) food for the late-hire mini Beginning Teacher Institute.

Supported School Board Goals 4 and 6:

Secured a $55,000 grant from the Apple Federal Credit Union Education Foundation as part of a five-yearcommitment to support the professional development of new teachers in LCPS.

•

Developed two New Teacher Seminars and one late-hire Beginning Teacher Institute that provide professionaldevelopment that are aligned with the new teacher performance standards.

•



Support School Board Goals 4 and 6:

Work collaboratively with the Apple Federal Credit Union, Arroyo Research, and neighboring school districts todevelop a community of learning in the field of teacher induction and mentoring.

•

Secure future grants from the AFCU Education Foundation to further support individual, professional goals of newteachers.

•

Examine the retention data of the first five years of teaching in LCPS in order to identify and address the criticalyears experiencing the greatest amount of attrition.

•

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYMargaret HuckabyDirector of Employee Relations

Ginger KaveTeacher Mentor Specialist


TEACHING IN LOUDOUN COUNTY


275

BUDGET HISTORY BY OBJECT OF EXPENDITURETitle FY10 Actual FY11 Actual FY12 Actual FY13 Budget FY14 BudgetOperations & Maintenance $2,000,000 $2,026,000 $269,916 $2,104,000 $2,150,000

Total $2,000,000 $2,026,000 $269,916 $2,104,000 $2,150,000

Positions 0.0 0.0 0.0 0.0 0.0


Total

PROGRAM DESCRIPTION

The State Department of Education (DOE) provides funding to be used for instructional technology, in support ofonline SOL testing. The Department of Instructional Technology Services is mandated to use these funds to directlysupport the DOE online SOL testing program. Funds offset the cost of the computer technology replacement cycle andare expended for the purchase of instructional classroom computers, servers, and network electronics.


TECHNOLOGY GRANT


276

BUDGET OVERVIEW

PERSONNEL

There are no personnel costs funded for this grant.


The operations and maintenance expenditures provide an offset to the cost of the computer technology replacementcycle. The FY14 cycle includes 31 elementary, 8 middle, and 8 high schools.

Offset the cost of computers for the computer technology replacement cycle. •



Offset the cost of the FY14 computer technology replacement cycle.•

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYDr. Richard ContartesiAssistant Superintendent for Technology Services

Michael D. LarsonInstructional Technology Supervisor


TECHNOLOGY GRANT


277

BUDGET HISTORY BY OBJECT OF EXPENDITURETitle FY10 Actual FY11 Actual FY12 Actual FY13 Budget FY14 BudgetPersonnel $1,066,057 $1,148,584 $1,065,615 $1,136,680 $967,624


Total $1,261,999 $1,302,660 $1,292,776 $1,444,966 $1,330,153

Positions 10.3 10.3 10.3 9.3 7.8


Supervisor 1.0 0.0

Teacher 7.0 7.0

Support 1.3 0.8

Total 9.3 7.8

PROGRAM DESCRIPTION

Title I Part A, Improving Basic Programs, is a federally funded program that provides supplemental instruction toimprove academic achievement for identified students in grades kindergarten through five in schoolwide programmaticschools. Each spring Loudoun County Public Schools must determine "eligible school attendance areas" utilizing thefederal ranking and serving requirements. Any school that has a percentage of low income families at or above 35%becomes eligible to receive Title I funds. The Title I program will serve four elementary schools, which are staffed byhighly qualified teachers who will provide supplemental instruction to small groups of children (four-six) for blocks of 30to 40 minutes. The purpose of the Title I program is to help the neediest students reach the same challenging standards expected ofall children in Loudoun County Public Schools. The students not meeting AMO, DRA2, and PALS benchmarks will beassessed and monitored with interventions planned accordingly. As parents are the child's first teacher, Title Ipromotes parental involvement by sending home helpful newsletters, organizing family events, and trainings.


TITLE I PART A


278

BUDGET OVERVIEW

PERSONNEL

Title I Part A funds will be utilized to provide seven highly qualified Reading Teachers to the four Title I schools. Inaddition, a Homeless Liaison will provide support services for students identified under McKinney-Vento. Reduction of1.5 positions due to an anticipated loss of grant funding and program requirements.


The Title I Program goal is to provide supplemental instruction to improve academic achievement for identified studentsin grades kindergarten through five in school wide programmatic schools. The Title I program supports this goal byproviding highly-qualified teachers in the four Title I Schools. In addition, schools participate in ongoing professionaldevelopment in the SIOP Model of instruction and Formative Assessment. The Title I program also supports the Parentsas Educational Partners (PEP) parent outreach program, and other parenting workshops that promote parental, family,and community participation. These Title funds are used in a manner that supplement the level of local, state, andfederal funds; and that in no case supplant the federal, state, and local funds.

Continued to support School Board goals 1, 2, 4, and 6 through the following:

100% of staff in each of the four Title I schools are Highly Qualified Teachers (HQT). •100% of all Title I students' made gains in their reading performances, as evidenced by PALS/DRA2.Supplemental reading instruction included the implementation and utilization of Pathways, Literacy Framework,and literacy groups K-5.

•

School wide professional development occurred in each of the four Title I schools. •Parental involvement increased as evidenced by the 2011-2012 Total Expenditures, workshop/training sign-insheets and parent survey.

•

100% of staff in each of the Title I schools were provided sustained, on-going, research-based professionaldevelopment on Formative Assessment, SIOP, and Progress Monitoring.

•



Support School Board goals 1, 2, 4, and 6 through the following:

100% of staff in each of the four Title I schools will be highly qualified and effective teachers, as evidenced by theIPAL Report and Teacher Evaluations.

•

100% of all Title I students' will make gains in their reading performances, as evidenced by PALS/DRA2.Supplemental reading instruction included the implementation and utilization of Pathways, Literacy Framework,and literacy groups K-5.

•

100% of staff in each of the Title I schools will be continue to be provided sustained, on-going, research-basedprofessional development on Differentiated Instruction and Formative Assessment. Parental involvement will increase when compared to 2012-2013, as evidenced by parental involvementregistration, the parental involvement survey and District Advisory Council, Parent Liasion and interpreterdocumentation.

•

School Improvement Plans will be developed to meet federal and state requirements. •


TITLE I PART A


279


Evonne C. IrondiFederal Programs Supervisor


TITLE I PART A


280




281

BUDGET HISTORY BY OBJECT OF EXPENDITURETitle FY10 Actual FY11 Actual FY12 Actual FY13 Budget FY14 BudgetPersonnel $48,158 $826 $0 $0 $0


Total $54,041 $14,656 $19,409 $11,000 $11,000

Positions 0.5 0.0 0.0 0.0 0.0


Total

PROGRAM DESCRIPTION

Title I Part D is a federally funded program used to support children and youth who are neglected, delinquent, or at riskof dropping out of school.


TITLE I PART D - JDC


282

BUDGET OVERVIEW

PERSONNEL

Salaries will not be funded through this grant in FY14.


The Grant provides funding for travel, materials, and technology to support the Literacy Coach at the Loudoun CountyJuvenile Detention Home. The position is funded through a Loudoun County State grant.

Established a Title I Remediation Program with a part-time teacher. •Pre and post tested every student enrolled in detention in Reading and Math. •Provided one-on-one remediation in all academic areas. •



Continue to build our focus on literacy through instructional coaching for all teachers in reading across curriculum. •Expand the implementation of strategies that increase the reading ability of students in detention. •




TITLE I PART D - JDC


283



Total $562,721 $631,456 $639,696 $640,643 $551,095

Positions 5.5 5.5 5.5 4.5 3.0


Supervisor 1.0 0.0

Teacher 3.0 3.0

Support 0.5 0.0

Total 4.5 3.0

PROGRAM DESCRIPTION

Title II Part A, Teacher Quality, is a federally funded program that provides funds to meet the criteria of highly qualifiedteachers as defined by ESEA legislation. Funds will be utilized to support the Instructional Coaches, provide training toLCPS teachers in instructional, best practices to enhance teaching and learning in the classroom, and supplement thecost of tuition for teachers to participate in graduate level courses at George Mason and Shenandoah Universities, soas to meet the 100% Highly Qualified Teacher requirement under ESEA. Instructional Coaches work with teachers who have been identified as needing additional services beyond themonitoring provided through LCPS funding, with a focus on teachers on a non-continuing contract (0-3 yearsexperience), and those identified by principals who need additional support. Through time-intensive and non-evaluative classroom visitations, observations, and conference; the Instructional Coach provides embedded,individualized professional development. Modeling, co-teaching, and problem solving in the collaborative coach-teacher relationship has demonstrated to have a positive impact on teacher efficacy and retention.


TITLE II PART A


284

BUDGET OVERVIEW

PERSONNEL

The Title II Part A Grant includes salaries and fringe benefits for three Instructional Services employees. Reduction of1.5 positions due to an anticipated loss of grant funding and program requirements.


Title II funding will be used to support LCPS’s endeavor to ensure 100% highly-qualified and effective teachers. LCPSwill develop and implement professional development initiatives surrounding the topics of formative assessment,differentiated instruction, sheltered instruction, and progress monitoring. These topics will enhance pedagogicalcompetencies and instructional practice in order to meet the needs of all students, especially those students containedwithin Gap Group 1- Economically Disadvantaged, Students with Disabilities, and English Language Learners. Theprivate schools, who have signed Letters of Intent to Participate, will be provided services in the areas of differentiatedinstruction, technology integration, classroom management, and teacher evaluation. LCPS will also work collaborativelywith the private schools to provide Title I and ELL services to any child found eligible.


Over $700,000 was allocated for professional development. •Title II A funding was used to support the following areas: 3 Instructional Coaches, .5 Pathways Specialist, and1.5 Pathways Facilitators; training in instructional best practices to enhance teaching and learning; andsupplement the cost of tuition for teachers to participate in graduate level courses.

•

Funds provided for nine graduate credit courses. •Funds provided embedded professional development for over 700 teachers in 46 Pathways schools. •



Support School Board Goals 1 and 6 through the following:

Utilize three instructional coaches to provide job-embedded professional development to 100% of all novicegeneral education teachers, and those teachers identified by an administrator, as not meeting the standards ofeffective teaching.

•

Provide job-embedded professional development to 100% of all teachers identified by the Department ofPersonal.

•

Sponsor course and workshop offerings for identified candidates in meeting the criteria of highly qualified. •Measure the professional development activities impact on student academic achievement and how the activitieswill be used to help eliminate the achievement gap.

•

Examine and analyze the data gathered from the teacher performance evaluation process to target professionaldevelopment initiatives.

•




TITLE II PART A


285



Total $775,508 $629,495 $578,863 $576,869 $532,876

Positions 6.0 6.0 6.0 4.0 3.0


Teacher 3.0 3.0


Total 4.0 3.0


TITLE III A - ELL


286

PROGRAM DESCRIPTION

Title III funds support programs to improve the education of limited English proficient (LEP) children and youths byhelping them learn English and meet challenging state content and achievement standards. Title III programs alsoprovide enhanced instructional opportunities for immigrant children and youths.

Title III also supports high-quality professional development for classroom teachers, principals, administrators,and other school or community-based organizational personnel to improve the instruction and assessment ofLEP children.

•

Title III funding will be used to supplement reading/language arts and mathematics instruction for ELL throughSheltered Instruction, which develops literacy skills and content knowledge. The Sheltered InstructionObservation Protocol Model (SIOP) will be expanded with professional development for teachers that will resultin increased student achievement. Staff members will be trained on Sheltered Instruction techniques andstrategies to ensure successful implementation of the model. SIOP coaches will further facilitate thisimplementation by providing resources and suggestions through classroom visitations and modeling of lessons.In addition, SIOP coaches will provide professional development to general education teachers during theschool year and in the summer to further expand the Sheltered Instruction Model.

•

The Title III will fund the Parents as Educational Partners (PEP) Program. The PEP program in LCPS meets therequirements of ELL parent participation as outlined by Title III Legislation of the No Child Left Behind Act. PEPparent classes are designed to increase ELL parents' knowledge about the school system as a whole, whiledeepening their understanding of ways they can impact their children's success in school.

•


TITLE III A - ELL


287

BUDGET OVERVIEW

PERSONNEL

Title III Part A funds wil be utilized to provide three highly qualified ELL SIOP Coaches. There is a reduction of 1.0position (1.0 Teacher Assistant) to be in compliance with Federal supplement/supplant requirements.


The Title III Program goal is to increase English proficiency and academic achievement in core academic subjects oflimited English proficient students by providing high-quality language instruction programs and content area teaching.The Title III program supports this goal by providing high-quality, ongoing professional development in the SIOP Modelof instruction at both the division and school level to enable classroom teachers to deliver effective sheltered content,English language instruction, and academic content instruction for limited English proficient students. The Title IIIprogram also offers Parents as Educational Partners (PEP) parent outreach program that promotes parental, family, andcommunity participation in programs for limited English proficient children, including immigrant children and youth.These Title III funds are used in a manner that supplements the level of local, state, and federal funds that, in theabsence of Title III funds would otherwise be expended for programs for LEP students and immigrant children andyouth, and in no case supplants the federal, state, and local funds.

Continued to support School Board Goals 1, 2, 4, and 6 through the following:

ELL students met the ESEA required English language proficiency (ELP) performance targets for AnnualMeasurable Achievement Objective (AMAO) 1 (progress 66%).

•

ELL students met the ESEA required English language proficiency (ELP) performance targets for AnnualMeasurable Achievement Objective (AMAO) 2 (proficiency 17%).

•

The language-based computer program, Lexia, was used to assist the ELL teachers to help students becomemore proficient in the English language.

•

Parents of English Language Learners received support in 22 schools through the Parents as EducationalPartners PEP Program

•

Title III funding was used to provide training in the SIOP Model of instruction to 45 LCPS content area teachersand specialists. Additionally, funds were used to provide school-wide training to four new schools and follow uptraining to five schools.

•




Continue to meet the ESEA required English language proficiency (ELP) performance targets for AnnualMeasurable Achievement Objective (AMAO) 1 (progress 67%).

•

Continue to meet the ESEA required English language proficiency (ELP) performance targets for AnnualMeasurable Achievement Objective (AMAO) 2 (proficiency 18%).

•

Meet the ESEA required performance targets on Annual Measurable Achievement Objective (AMAO) 3English/Language Arts and Mathematics.

•

Increase by 10% schools participating in the Parents as Educational Partners (PEP) Program. •Increase by 20% schools participating in the Sheltered Instruction Operational Protocol (SIOP) Model ofInstruction.

•


TITLE III A - ELL


288




TITLE III A - ELL


289


Operations & Maintenance $2,197,216 $577,942 $311,757 $506,250 $507,796

Total $13,556,722 $16,541,435 $9,954,710 $8,887,445 $9,312,526

Positions 139.0 179.0 101.5 102.5 103.0


Teacher 96.5 97.0

Support 1.0 1.0

Coordinator 2.0 2.0

Engineer 1.0 1.0

Specialist 2.0 2.0

Total 102.5 103.0

PROGRAM DESCRIPTION

Flow-through federal funds under the provision of the Individuals with Disabilities Education (IDEA) legislation. Thegrant funds special education plans, based on special education policies and procedures developed by LoudounCounty Public Schools and approved by the Virginia Department of Education.


TITLE VIB IDEA (EDUCATION OF THE HANDICAPPED)


290

BUDGET OVERVIEW

PERSONNEL

The grant provides funding for a number of full-time teaching positions, support staff, and the administrative positions forChild Find, Early Intervening Services, Early Childhood Special Education, and Positive Behavioral Interventions andSupports. A 0.5 Special Education Teacher was reclassified to the grant in FY13 as there was sufficient funds to supportit. Funding also includes a computer specialist to support the Office of Special Education's replacement of existingsoftware and the implementation of the replacement software (Phoenix) and the costs associated with the training andsupport of school based staff. The computer specialist assists with the review, analysis, and modification of theprogramming system and maintenance of the system.


The grant provides funding for the maintenance and update of the district's online special education software, costsassociated with professional development for more than a thousand users of the special education software, and someof the equipment costs for supporting the Phoenix program. In addition, LCPS is required to provide a 15% set-aside amount for Early Intervening Services (8VAC20-81-260 and 34CFR 300.226 and 34 CFR300.646). Based on the current grant, the school district set aside $1.3 million for the multi-tiered system of support for students. The set-aside funds are used for personnel, professional development, materials,and software to support tier 2 and tier 3 student interventions.

Provided training and support to more than 1,000 users for the implementation of the special education softwareproduct (PHOENIX) to continue the automation of the referral, eligibility, Individualized Education Program (IEP),and 504 processes.

•

Collaborated with the County's Department of Information Technology, the Office of Student Information, and theBusiness and Financial Services Department to transfer from an older software program to a new softwareprogram (Phoenix) for the 2012-2013 school year.

•

Provided funding for more than 90 special education staff positions. •



Continue to provide ongoing training and support for administrative and teaching staff for the implementation ofthe PHOENIX software.

•

Continue to provide funding for designated teaching positions and staff positions. The support staff positions areneeded to provide oversight of the IDEA requirements of Child Find, Early Intervention, Early Intervening, andPositive Behavior Interventions and Supports to support the needs of students with and without disabilities.

•

Continue to support multi-tiered system of support for students.•




TITLE VIB IDEA (EDUCATION OF THE HANDICAPPED)


291


Total $285,219 $410,995 $144,176 $144,001 $143,672

Positions 5.0 8.0 2.0 2.0 2.0


Teacher 2.0 2.0

Total 2.0 2.0

PROGRAM DESCRIPTION

The Section 619 Pre-School Grant is a federal grant that assists local districts in providing services to Early ChildhoodSpecial Education (preschool) students, which is a requirement of state and federal laws.


TITLE VIB IDEA (PRE-SCHOOL INCENTIVE)


292

BUDGET OVERVIEW

PERSONNEL

The Pre-School Grant funds two of the resource teachers who provide services to preschool students with disabilities.


The grant will not fund operations and maintenance costs in FY14.

Continued to provide support for a portion of the salary of two Early Childhood Special Education teachers. •



Focus on the continuation of support for Early Childhood Special Education students in a variety of communitysettings.

•




TITLE VIB IDEA (PRE-SCHOOL INCENTIVE)


293



Total $23,046 $36,642 $50,980 $35,000 $34,698

Positions 0.3 0.3 0.3 0.3 0.3


Support 0.3 0.3

Total 0.3 0.3

PROGRAM DESCRIPTION

The McKinney-Vento Grant from Project HOPE of Virginia and Title I funds provide a staff member to respond to thequestions and concerns surrounding homelessness, link eligible students with services, support families and schools,work with agencies serving homeless children and families, make the arrangements necessary to quickly enrollhomeless students, and maintain the data and records necessary for required reporting and compliance monitoring. Asupplemental grant from Project HOPE allows for part-time assistance in working with schools to expediteidentification and enrollment of students eligible for services. The McKinney-Vento Act, a part of No Child Left Behind,requires that schools eliminate any barriers to the enrollment of homeless children and provide transportation from theschool of origin when feasible.


TITLE X PART C (MCKINNEY-VENTO HOMELESS ASSISTANCE ACT)


294

BUDGET OVERVIEW

PERSONNEL

The grant to LCPS from Project HOPE provides for 0.3 FTE, seven hours per day. The balance of the cost of thisposition is paid by Title I grant funding. Costs of part-time assistance were paid through the use of a supplemental grantfrom Project HOPE.


Project HOPE Grant and funds from Title I pays transportation for McKinney-Vento eligible students who live outsideLoudoun County. The grant also provides funding for part-time assistance in expediting enrollment of eligible studentsand verifying summer residency changes. Other costs are covered by the Office of Student Services.

Expedited the enrollment of 785 students who qualified for McKinney-Vento services by working with schools toprovide transportation, free school meals, and rapid registration.

•

Collaborated with INOVA-Loudoun to provide essential services to students eligible for McKinney-Vento servicesthrough the use of Mobile Hope.

•

Presented staff development sessions about McKinney-Vento eligibility and services to principals, attendancesecretaries, school counselors, parent liaisons, school nurses and health clinic assistants, and school socialworkers.

•

Collaborated with other offices and departments of LCPS and government and private organizations to addressthe needs of McKinney-Vento students and families.

•



Provide professional development to school staff members regarding McKinney-Vento identification andservices.

•

Communicate with parents/guardians, community organizations, and government agencies to address the needsof homeless students.

•

Provide information and support to schools regarding the enrollment and success of McKinney-Vento students. •Implement an electronic, paperless filing system for McKinney-Vento records. •Collaborate with other child-serving agencies to ensure understanding of McKinney-Vento services to students. •Maintain strong communication and working relationship with INOVA-Loudouns' Mobile Hope to meet essentialneeds of McKinney-Vento students.

•


Suzanne JimenezDirector of Student Services


TITLE X PART C (MCKINNEY-VENTO HOMELESS ASSISTANCE ACT)


295


Operations & Maintenance $51,380 $63,740 $27,456 $21,072 $0

Total $359,310 $404,835 $450,283 $450,000 $450,000

Positions 2.0 7.0 6.0 6.0 6.0


Teacher 3.0 3.0


Total 6.0 6.0

PROGRAM DESCRIPTION

The Virginia Pre-School Initiative (VPI) provides programs for at-risk four-year-old children that include qualitypreschool education, health services, social services, parental involvement, and transportation. Programs operatinghalf-day receive state funds prorated at 50 percent. Criteria for enrollment include residing in a family at the povertylevel or with income levels within guidelines for free and reduced price lunch, having a single or an unemployedparent, having a suspected or identified disability or being an English language learner. Students must reside in ageographical area served by STEP. Each class has morning and afternoon sessions of three hours each. There are amaximum of 15 students per session. Twenty STEP classes (2012-2013) are located at eight sites: Evergreen Mill,Frederick Douglass, Meadowland (4 classes), Rolling Ridge (4 classes), Sterling Elementary, Steuart Weller, Sully,and Sycolin Creek. The VPI Steering Committee composed of representatives from Curriculum & Instruction,Research, Head Start, Parent Outreach, Parks and Recreation, private preschools, and the community meet twice ayear to review VPI practices and gain additional information about the STEP preschool program.


VIRGINIA PRE-SCHOOL INITIATIVE


296

BUDGET OVERVIEW

PERSONNEL

The personnel line includes salaries and all fringe benefits for six employees: three teachers and three teachingassistants.


The grant will not fund operations and maintenance costs in FY14.


Awarded a Virginia Preschool Initiative (VPI) grant which was used to fund curriculum work, purchase materials,provide for enrichment experiences, pay for staff development, and pay the salary and benefits for three teachersand three instructional assistants.

•

Added families at the poverty level as one of the possible criteria for enrollment in STEP as a recommendationfrom the VPI Steering Committee.

•

Implemented the Second Step Early Learning Program to increase school readiness and social success,decrease behavior problems, and promote social and emotional competence and self-regulation skills, andshared strategies with parents.

•

Increased inclusive opportunities for all preschool students in schools where Head Start and Early ChildhoodSpecial Education programs are co-located with STEP.

•

Participated in professional development opportunities with Head Start and Early Childhood Special Educationteachers to better understand the needs of all preschool students.

•



Continue to support School Board Goal 1 through the following:

Maintain the current program with twenty (20) classes. •Apply for the Virginia Preschool Initiative (VPI) grant to provide additional funding for STEP. •Increase the number of STEP classes, as funding permits and classroom space becomes available, for at riskstudents in areas where there is a waiting list for enrollment.

•




VIRGINIA PRE-SCHOOL INITIATIVE


297




298

DEPARTMENT SUMMARY

The Department of Support Services comprises eight offices that oversee facilities, safety and security, transportation,construction, food services, energy management, telecommunications, and warehouse operations. The department supports the instructional program by providing quality, safe, comfortable, well-maintained educationalfacilities and grounds; safe student transportation; high quality, nutritious foods that students enjoy and areaffordable. All aspects of the school system - physical plant, furnishings in the classrooms, materials utilized inmaintaining our facilities, the nutritious meals served are provided with the desire to be most efficient and effective. Aseffective stewards of the public trust, we pride ourselves on our sustainability and energy conservation efforts as part ofour culture in Loudoun County Public Schools creating a "Climate for Success."

FY14 CHANGES

With the addition of Discovery and Moorefield elementary schools, Support Services will service and maintain 84schools and six support facilities for a total building area of 9,818,041 square feet and 2,870 acres of campus along withanticipated increased student enrollment. Many of the schools we consider new have already passed their ten yearanniversary of operation and are entering their equipment replacement cycle. The FY14 Operations and Maintenance budget for Support Services is below the FY13 level. This includes a decreasein the utilities budget, materials, supplies and equipment for routine maintenance, and new and replacement furnishingsand equipment for existing facilities. The custodial staffing formula has increased from 19,000 square feet to 20,000 square feet for a reduction of 32 custodial positions.

DEPARTMENT OF SUPPORT SERVICES


299

BUDGET HISTORYDivision FY10 Actual FY11 Actual FY12 Actual FY13 Budget FY14 BudgetAssistant Superintendent for Support Services 7,185,765 7,285,953 7,332,581 8,040,727 7,651,056

Construction Services 2,912,653 2,186,762 2,606,589 2,836,267 2,271,927

Facilities Services 48,928,423 50,592,680 53,139,560 58,194,153 61,046,266

Safety & Security 2,416,237 2,407,879 3,946,128 4,043,325 4,175,812

Transportation Services 47,269,978 45,209,036 50,171,391 49,946,672 53,100,940

Total $108,713,056 $107,682,311 $117,196,248 $123,061,144 $128,246,000

Positions 1,597.2 1,672.7 1,683.7 1,685.0 1,676.0



300



Capital Outlay 940,252 236,814 1,714,445 641,000 866,000

Total $108,713,056 $107,682,311 $117,196,248 $123,061,144 $128,246,000

Positions 1,597.2 1,672.7 1,683.7 1,685.0 1,676.0



301



Capital Outlay $292,782 $38,580 $12,529 $0 $0

Total $7,185,765 $7,285,953 $7,332,581 $8,040,727 $7,651,056

Positions 20.0 20.0 21.0 22.0 22.0



1.0 1.0

Manager 1.0 1.0

Analyst 1.0 1.0

Support 8.0 8.0

Coordinator 2.0 2.0

Driver 4.0 4.0

Specialist 4.0 4.0

Technician 1.0 1.0

Total 22.0 22.0

PROGRAM DESCRIPTION

The Office of Support Services provides administrative assistance to the divisions of Facilities Services,Transportation, Construction, Food Services, Energy Management, Safety and Security, Telecommunications, and theDistribution Center. The distribution of paper, furniture, equipment, and other school furnishings are managed throughthis office. In addition, the division purchases, installs, maintains, and repairs all telecommunications equipment andduplicating equipment for the school system. Facility use guidance is provided to administrators to ensure that policiesand procedures are followed accordingly for the community use of their facilities. The disposal of surplus and obsoleteequipment is also managed through this division.


ASSISTANT SUPERINTENDENT FOR SUPPORT SERVICES


302

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries and fringe benefits for 22 positions within the Office of the Assistant Superintendent and theDistribution Center.


Funding in this division includes new and replacement furniture and equipment for existing schools. Maintenancecontracts for all copiers and duplicating equipment throughout the system are a major portion of this division. Alsoincluded in this category are telecommunications service and equipment. The FY14 Operations and Maintenance budget for the Assistant Superintendent for Support Services represents adecrease over the FY13 appropriated budget of 7% for the purchase of new and replacement furniture and equipmentfor existing schools.

Supported School Board Goal 5A and the efforts of the divisions in the Department of Support Services:

Provided administrative leadership and guidance to the departments within Support Services to meet thechallenges of rapid growth, facility equity, expanded security needs, and changing constituency expectations.

•

Evaluated, ordered, and delivered furniture and equipment to meet the needs of additional student enrollmentand replacement of outdated or damaged items to maintain parity. This included the replacement of cafeteriatables at Cool Spring, Hillsboro, Lincoln, Evergreen Mill, Dominion Trail, Meadowland, Ashburn elementaryschools and the replacement of stage curtains at Round Hill Elementary School and Heritage High School.

•

Replaced Telecommunications UPS battery back-ups at 20 locations and upgraded phone system at six (6)locations to ensure undisrupted service.

•

Mailing machines were upgraded from analog to digital at 20 facilities. •Upgraded 277 copiers throughout the district, adding an additional 10 machines for increased enrollment. •Successfully completed 4,318 distribution operations work orders including the ordering, processing and deliveryof over 230,000 textbooks and 34 tractor trailer loads of paper.

•

Conducted 12 online auctions of surplus and obsolete equipment collecting $312,785. A total of 2,037 itemswere sold, including 58 vehicles.

•



Continue to Support School Board Goal 5A and 5E through the following:

Continue to provide administrative leadership to the Divisions of Support Services. •Administer the distribution of paper, furniture, equipment and other school furnishings as well astelecommunication services to all facilities in Loudoun County Public Schools.

•

Continue the administrative oversight, purchase and maintenance of equipment and supplies to meet the ongoingneeds for the duplication of instructional materials.

•

Continue to provide education, awareness and equipment training to reduce the use of paper in our schools andadministrative offices.

•

Continue the customary competency necessary to meet community expectations in supporting one of the fastestgrowing school districts in the nation.

•




303


Kevin LewisAssistant Superintendent for Support Services




304




305


Operations & Maintenance $1,396,201 $958,526 $1,305,508 $1,023,070 $843,000

Capital Outlay $279,606 $0 $0 $350,000 $375,000

Total $2,912,653 $2,186,762 $2,606,589 $2,836,267 $2,271,927

Positions 12.0 12.0 13.0 13.0 9.0


Director 1.0 1.0

Supervisor 1.0 1.0

Manager 3.0 0.0

Support 2.0 2.0

Coordinator 2.0 1.0

Specialist 3.0 3.0

Technician 1.0 1.0

Total 13.0 9.0

PROGRAM DESCRIPTION

The Construction Services Division provides management and oversight for the implementation of the CapitalImprovements Program. In ensuring the successful accomplishment of the CIP, the division assists in the evaluation ofsites for new schools, prepares plans and specifications for the construction/renovation of new and existing facilities,and implements a continuous evaluation process of existing plans and specifications to ensure parity of all schoolfacilities to provide a safe, secure, and appropriate physical environment in which the educational process can takeplace. Construction Services is responsible for incorporating sustainable design and construction methods into thedivision's prototypical schools and has helped LCPS become an EPA Energy Star partner by adopting design andcontrol methods that save energy and reduce the carbon footprint.


CONSTRUCTION SERVICES


306

BUDGET OVERVIEW

PERSONNEL

The personnel includes salaries and fringe benefits for nine employees in support of the construction program (areduction of four positions in FY14).


The operations and maintenance funds for FY14 represents anticipated costs for architectural and engineering fees andother contractual services. Actual expenditures in FY12 , school site due diligence evaluations and project requestsfrom the administration at specific school sites comprise the basis for the request.

CAPITAL OUTLAY

Alterations to existing buildings in support of principal requests.

Achieved the following in support of School Board Goals 4, 5, and 6:

Worked in teams to facilitate completion of assignments and improve project success. •Reached substantial completion of Frederick Douglass Elementary School, John Champe High School, CulinaryArts upgrades at Monroe Technology Center, and Park View High School Science Lab Renovations and TeamRoom Additions and Alterations.

•

Began construction of Trailside Middle School, and Discovery and Moorefield Station elementary schools. •Completed miscellaneous construction projects (pole light upgrades at various high schools; track installations atForest Grove and Newton-Lee elementary schools; Woodgrove HS turn lane and Mountain View ES waste watertreatment disposal system closure).

•

Collaborated with the Facilities Services Division to complete multiple projects (Ashburn ES ceilings, lights andfire alarm upgrades; tennis courts at Stone Bridge, Heritage, and Park View high schools; canopy ceilings andlintels at Freedom HS; stairs at Hamilton ES; windows at Banneker and Middleburg elementary schools; and firealarm at Middleburg Elementary School).

•

Selected architectural/engineering design firms and implemented the design process for new schools,renovations and additions.

•




Provide training and understanding of construction contract law, project management, and sustainable designand construction practices and processes to further empower construction staff.

•

Develop and maintain facility statistical information. •Refine educational and technical specifications. •Continue to develop CADD and BIM (Building Information Modeling) with major milestones to develop a smartmodel of all schools to enhance and improve facility management.

•

Improve the quality assurance program during school construction projects. •




307

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYKevin LewisAssistant Superintendent for Support Services

Ray Meeker Jr.Director of Construction




308




309



Capital Outlay $59,329 $51,361 $224,627 $41,000 $156,000

Total $48,928,423 $50,592,680 $53,139,560 $58,194,153 $61,046,266

Positions 636.7 673.2 682.2 701.5 684.5


Director 1.0 1.0

Supervisor 6.0 6.0

Manager 1.0 1.0

Support 5.0 5.0

Custodian 550.5 533.0

Driver 4.0 4.0

Maintenance 133.0 133.5

Specialist 1.0 1.0

Total 701.5 684.5

PROGRAM DESCRIPTION

The Facilities Services Division provides the maintenance and operations services to the 84 schools and six supportfacilities that will constitute Loudoun County Public Schools physical plant in Fiscal Year 2014. The total assets of ourschool division will comprise a total area of 9,818,041 square feet and 2,870 acres of campus. In addition to schoolsand support facilities, the Facilities Services Division operates six potable water wells and one sewage treatment plant.The services that this division provides include routine and emergency facility and equipment maintenance and repair;preventive maintenance; energy management; grounds maintenance; management of the CAPP program;management of custodial training and assignment; ordering and delivery of custodial consumable materials andequipment; collection of municipal solid waste; collection of recyclable materials; disposal of hazardous waste;managing the Indoor Air Quality Program; snow removal; and various other services as required for the efficientoperation and maintenance of Loudoun County Public Schools.


FACILITIES SERVICES


310

BUDGET OVERVIEW

PERSONNEL

The Facilities Services maintenance technician staff fill needs crucial to maintaining the increasing size of our schooldivision and provide the support services expected from Facilities Services. The Custodial Services staff performs daily cleaning of our schools and support facilities during the school year and themajor floor to ceiling cleaning of our schools during the summer break. For FY14, the custodial staffing will provide forDiscovery Elementary School, and Moorefield Elementary School. It will also accommodate John Champe High School,Douglass Elementary School as these schools begin to use all of their classrooms to provide their instructionalprograms, and prepare for the opening of Trailside Middle School, HS-6, and ES-21.


The facility maintenance and operation budget provides cleaning and maintenance equipment and supplies for all 84LCPS schools and 6 support facilities as well as utility costs. This budget also include the continuation of the OSHArequired Arc Flash Hazard Assessment and the Tri-annual Asbestos Hazard Emergency Response Act Inspection. The custodial staffing formula has been increased from 19,000 square feet to 20,000 square feet for a reduction of 32custodial positions.

CAPITAL OUTLAY

The 2014 capital outlay budget will replace mowers used by the grounds maintenance crew and high school athleticswhich have reached the end of their useful life. The budget will also replace aging kitchen equipment and custodialequipment.


FACILITIES SERVICES


311

Supported School Board Goals 4, 5, 6 and through the following:

Received the Energy Star Sustained Excellence Award. •Achieved Energy Star recognition for 38 schools. •Restored damage from derecho winds of June 30 •Increased quantity of recycled material over Fiscal Year 2011. •Replaced roof at Banneker Elementary School and trailer roofs at Broad Run High School. •Replaced roof flashing at Potomac Falls High School, Belmont Ridge Middle School, Farmwell Station MiddleSchool, Leesburg Elementary School. Loudoun Valley High School, and Ashburn Elementary School.

•

Replaced gym bleachers at Douglass School. •Installed pervious concrete parking at Belmont Station Elementary. •Replaced windows at Banneker Elementary and Middleburg Elementary. •Replaced carpeting throughout the school at John Tolbert Elementary. •Replaced floor tile at Sterling Elementary School, Loudoun County High School and Park View High School. •Resurfaced running track at Broad Run High School and Loudoun County High School. •Replaced stadium fence at Broad Run High School •Repaired damaged exterior soffits at Eagle Ridge Middle School, Ashburn Elementary School, Little RiverElementary, Lowes Island Elementary

•

Performed lead and asbestos abatement to windows at Douglass School. •Replaced walk-in refrigerator/freezer at Cool Spring Elementary School. •Replaced fire alarm systems at Ashburn Elementary School, Middleburg Elementary School, and Staff TrainingCenter.

•

Painted interiors of 17 schools. •Painted trailers at Broad Run High School and Douglass School. •Replaced ceilings and fluorescent lights at Ashburn Elementary School with energy efficient fluorescent and LEDlights.

•

Repaired tennis courts at Briar Woods High School, Park View High School, Dominion High School, Stone BridgeHigh School, and Heritage High School.

•

Replaced damaged retaining wall at Newton-Lee Elementary School. •Replaced HVAC units at Loudoun Valley High School, Seneca Ridge Middle School, and Catoctin ElementarySchool.

•

Screened and recoated 12 high and 13 middle school main and auxiliary gym floors. •Performed asphalt repairs and seal coating at Park View High School, Ashburn Elementary School, SeldensLanding Elementary School, Sanders Corner Elementary School, Emerick Elementary School, Eagle RidgeMiddle School, Douglass School, and Transportation.

•

Performed switch gear preventive maintenance at 13 schools. •Completed over 29,000 work orders. •



FACILITIES SERVICES


312


Continue to support School Board Goals 4, 5, 6 and through the following:

To maintain our school buildings and grounds to ensure a quality educational environment that will enableschools to achieve their instructional goals and meet the increasing expectations of staff, students, and parents.This goal will be achieved by making Facilities Services more proactive in maintaining mechanical, electrical,plumbing, kitchen, and structural systems in our schools.

•

Strive to recruit only the highest quality employees for maintenance and custodial positions. •Connect ten additional building automation systems to the division wide area network to achieve more efficientdata communication between Facilities Services and the individual schools.

•

Continually improve communications between Facilities Services and building principals to ensure that they areinformed, in advance, of maintenance services scheduled for their school.

•

Continue to refine syllabus for custodian training and develop a head custodian training program for custodiansdesiring to become head custodians.

•

Continue implementing a green cleaning program. •Expand the LCPS recycling program by increasing visibility of the program and collecting more recyclablematerial.

•


William G. KolsterDirector of Facilities Services


FACILITIES SERVICES


313


Operations & Maintenance $474,524 $444,326 $1,394,612 $922,238 $1,066,850

Capital Outlay $129,931 $12,559 $13,574 $250,000 $335,000

Total $2,416,237 $2,407,879 $3,946,128 $4,043,325 $4,175,812

Positions 21.0 22.0 28.0 30.0 30.0


Supervisor 1.0 1.0

Support 1.0 1.0

Coordinator 2.0 2.0

Coordinator 3.0 3.0

Specialist 15.0 15.0

Technician 8.0 8.0

Total 30.0 30.0


SAFETY & SECURITY


314

PROGRAM DESCRIPTION

The mission of the Department of Safety and Security (DSS) is to provide the security resources and to create andmaintain a safe school environment among the 82 schools in LCPS. The DSS coordinates the role of School Safetyand Security Specialists and the School Resource Officers within the schools; provides 24/7 security patrol andresponse to all alarms in the LCPS schools and buildings; develops and maintains up-to-date Emergency ResponsePlans for each school in the LCPS system; and responds to school emergencies. The department is also responsiblefor maintaining the radio communications infrastructure (7 Tower sites), mobile radios, repair and maintenanceof security cameras,digital recorders,AIPHONE video systems,wireless duress alarm systems,cell phones,and finally a9,000 member key card access system. This has been supported by a small, but highly energetic and innovative stafftotaling 28 FTE's. In addition the Safety and Security Department conducts annual safety audits of all schools which includes annualinspections of every LCPS playground by a nationally certified playground inspector. Beginning 2012 The Departmentof Safety and Security assumed responsibility for maintenance repair and inspection for all fire and security systems,with no additionally funded positions. The department also provides investigative support and coordination of incidentswith public safety to all principals and administrators. For the past 6 years business has quadrupled and requests for Technician and Safety Specialists positions have beenmade but denied due to budget constraints.


SAFETY & SECURITY


315

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries, part-time, and overtime required for peak workloads and all related fringes for thecurrent 30 Safety and Security staff members.


The Department of Safety and Security uses the funding in this category to support the maintenance and repair ofequipment necessary to provide a safer school environment. This includes: 2,000 security cameras, over 225 digitalvideo recorders, 90 AIPHONE video entry systems, and over 200 electronic card access systems in all LCPS schoolsand buildings. The Department of Safety and Security is also responsible for the maintenance, repair and inspection ofall fire and security alarm systems. These systems consist of; 420 annunciator, main, mini and keypad panels, 1925 pullstations, 80 dialers, 6300 strobes/horns, and 6450 smoke/heat detector. In addition, the repair, maintenance andprogramming of over 2500 campus two way radios, 85 alert radios, 920 cellular devices and the LCPS radio system"backbone" come under the purview of Safety and Security.

CAPITAL OUTLAY

The Radio communications system for LCPS is reaching the end of its useful life. Technology advancements havemade current equipment obsolete and repair parts are no longer available. To maintain the communications systemrequired for the safe and orderly conduct of business for school busses and schools the aging system mustbe replaced. In FY 2013 the School Board awarded Support Services $200,000.00 to begin a transition to a "two timeslot to one frequency" repeater system referred to as "TDMA". This upgrade will double the radio capacity and offerother capabilities such as running GPS on busses for no additional cost as well as moving to mobile data options formapping and dispatching as well as providing text messaging for alerts. Phase 1 is underway, with tower sites beingupgraded to support Digital Mobile Radio technology. In 2014, Phase 2 will begin with replacement of TransportationDispatch Consoles, the conversion of 300 school bus radios to the digital mobile radio standard and requiredinfrastructure including the replacement of 5 repeaters which are in excess of fifteen years old and past their life cycle. As part of the project to replace the aging radio system a five year plan has been developed to replace campus two wayradios used at schools to provide essential communication. This years request will replace radios that have surpassedtheir useful life time. Funding of this project is essential to continuing the ability of buses and schools to communicate with dispatch, andeach other to maintain a safe school environment.


SAFETY & SECURITY


316

Supported School Board Mission Statement and Goals 4, 6, and 7 through the following:

Provided leadership and support to all safety and security needs for LCPS. •Assist in maintaining a safe and secure environment in our schools and offices for students and staff. •Provided immediate maintenance and repair support for all safety and security equipment used by schools. •Coordinated the installation and maintenance of school security cameras. •Coordinated and conducted hiring process for Safety and Security Specialist positions. •Coordinated and conducted training for Safety and Security Specialists, School Resource Officers andAdministrative Staff.

•

Trained staff in the proper methods of the operation of fire and security alarms. •Ensured that fire drills, emergency response drills, and tornado drills are completed in all schools. (Per state law) •Conducted annual safety audits of all schools. (Per state law) •Responded to safety and security-related incidents in a timely manner. •Provided liaison with all County Public Safety Agencies and coordinate Emergency Response Plans for schooland County incidents.

•

Performed the installation of the electronic security card access systems. •Coordinated LCPS Playground Safety Program; by inspecting and coordinating repairs,when needed of allcurrent playgrounds and reviewing aplications for new/upgraded systems.

•

LCPS Security Patrols responded to 4399 calls for assistance, security alarms, and/or building checks for theyear.

•

LCPS Safety and Security staff (daytime during school) responded to over 1,500 calls for assistance, incidentsand/or investigations etc.

•

Coordinated and reviewed the up-date/revision of emergency response plans for the entire school district toinclude a Continuity of Operations Plan (COOP).

•



SAFETY & SECURITY


317


Continue to support School Board Mission Statement and Goals 4, 5, 6, and 7 through the following:

Provide leadership and support to all safety and security needs for LCPS. •Assist in maintaining a safe and secure environment in our schools and offices for students and staff. •Provide and coordinate maintenance and repair for all safety and security equipment used by schools. •Coordinate the installation and maintenance of school security cameras and related equipment. (2000 cameras,200 DVR’s, 200 Electronic locks, 90 AIPhone systems, 250 Fire Alarm panels, 1950 Pull Stations, 87 Dialers,6,300 Strobes/horns, 6,400 Smoke, heat and dust detectors, 1,000 power units).

•

Coordinate and conduct the upgrade of electronic security card access systems in existing elementary schools toequal new elementary schools.

•

Coordinate and conduct hiring process for Safety and Security Specialists, and Administrative Staff. •Train staff in the proper methods of the operation of fire and security alarms. •Ensure fire drills, emergency response drills and tornado and earthquake awareness drills are completed inall schools (per state law)

•

Respond to safety and security-related incidents in a timely manner. •Provide liaison with all County Public Safety Agencies and coordinate Emergency Response Plans for school andCounty incidents.

•

Conduct Emergency Response Training for all school staff. •Continue to implement and coordinate LCP Playground Safety Program. •Management and on-going sustainability of the REMS Grant for improved emergency responseplans for the entire school district to include a Continuity of Operations Plan. (COOP)

•

Continue to convert school radios from UHF-VHS. (2013 schools converted on $53,000.00 were Algonkian ES,Ashburn ES and Rolling Ridge ES)

•

Coordinate 200 cellular and blackberry transactions, including usage, repairs and transition of equipment amongthe users.

•

Continue with the transition of new radio system design away from Smart Link. (300 portables, 1,000 mobileunits, 50 repeater system, 7 tower sites) (Smart Link was designed specifically for Loudoun, and the plannedconversion will allow for doubling the current radio capacity. (TDMA) TWO TIME SLOT TO ONE REPEATERDOUBLING CHANNEL CAPACITIES. This is necessary to accommodate the new schools, equipmentand technology integration. (i.e. GPS on busses without use of a cellular modem, and a futures use ofmobile data.)

•


Suzanne G. DevlinSafety Supervisor


SAFETY & SECURITY


318




319



Capital Outlay $178,605 $134,314 $1,463,715 $0 $0

Total $47,269,978 $45,209,036 $50,171,391 $49,946,672 $53,100,940

Positions 907.5 945.5 939.5 918.5 930.5


Director 1.0 1.0

Supervisor 1.0 1.0

Manager 9.0 9.0

Bus Driver 708.5 715.5

Bus Attendant 168.0 173.0

Support 10.0 10.0

Specialist 7.0 7.0

Technician 14.0 14.0

Total 918.5 930.5

PROGRAM DESCRIPTION

The Division for Pupil Transportation provides safe, efficient, and effective transportation for all eligible LCPS publicschool students. Well-trained support personnel utilize a fleet of 854 school buses that travel nearly 9 million miles ayear. In addition to home to school bus service, transportation services are provided for field and athletic trips, specialneeds students, remedial education programs, and other such services needed by LCPS students. Traffic andpedestrian safety responsibilities for the school district are included in this division. The LCPS dispatch center islocated at the transportation office and operates 24 hours a day throughout the year. This division also manages theConsolidated Fleet Maintenance Facility which provides preventive maintenance services to 2,483 school and county-owned vehicles.


TRANSPORTATION SERVICES


320

BUDGET OVERVIEW

PERSONNEL

This section includes the salaries and benefits for all full-time transportation employees as well as overtime funds andpart-time employee funds. The following are position changes for FY14:

One (1) Lead Driver for John Champe High School •

A lead driver position is requested for John Champe High School that opened in Fall 2012. Currently, all eleven highschools have a lead driver assigned to their school that is responsible for not only the high school but all middle andelementary schools that are part of each high school’s cluster. This individual assists the Area Supervisor with day-to-day operations in the field and office and is responsible for evaluating bus stops, routes, and employee performance;coordinates with parents, principals, and citizens; investigates motor vehicle accidents and completes accident reports;and coordinates school bus availability and out of service tracking for their respective area. This position was requestedand unfunded in the FY13 budget.

One (1) Lead Driver for Special Needs •

An additional Special Needs Lead Driver position is requested for the 2013-2014 school year. This position will beutilized in the Special Needs Transportation department. The special needs population is growing every year andtherefore the workload for this department is ever increasing. This individual will assist the Area Supervisor for SpecialNeeds Transportation with the day to day operations of placing special needs students on bus runs, evaluating busstops, routes, and employee performance; coordinating with parents, assistant principals, and citizens; investigatingmotor vehicle accidents and completing accident reports.

Five (5) Bus Drivers •

Five bus drivers are requested for the new buses that are being requested in the lease purchase for 2013- 2014 schoolyear. Bus Driver positions were requested in FY12 and FY13 but were unfunded as funds through lease purchase foradditional school buses were not approved. Student population is projected to grow by approximately 2500 additionalstudents producing the need for additional buses and drivers.

Five (5) Bus Attendants •

Five bus attendant positions are requested as the growth in student population has also resulted in an increase in thespecial needs population. In addition, the number of attendant positions has remained at the current level of 170 sinceFY10 and an increasing number of buses are requiring two attendants for the safety of the students. Attendants providea required service as they oversee and care for special needs students. Bus Attendant positions have been requestedeach year since FY10 and have been unfunded.


Funding in this category supports the repair, maintenance, and fuel for all motor vehicles operated by LCPS, repairand maintenance for all video, GPS and other equipment. Funding also supports training requirements for employeeswithin the transportation division.




321

Supported School Board Goals 4, 5, and 7 and the efforts of the Department of Support Services to:

Provided safe and efficient transportation services to the students of LCPS. •Successfully trained 117 new bus drivers and 50 bus attendants. •Reviewed routes, bus stops, and walk zones for safety and effectiveness. •Expanded use of GPS to better audit times and dispatch vehicles. •Piloted time and attendance payroll for elimination of paper time sheets. •Expanded recycling efforts to include recycling oil, car seats, and other garage functions. •




Provide transportation services to the students of LCPS in a safe and efficient manner. •Expand use of data collection with GPS technology to include time and attendance, paperless payroll and studentidentification.

•

Continue to provide training and professional development opportunities to transportation staff. •Continue to evaluate alternative fuels for cost savings and environmental stewardship. •Continue to review and evaluate bus routes and walk zones for safety and efficiency of resources. •


Alvin E. Hampton IVDirector of Transportation




322

DEPARTMENT OF CENTRAL SUPPORT


DEPARTMENT SUMMARY Central Support includes the following Departments:

School Board Superintendent Deputy Superintendent Administrative Office Building Public Information Planning and Legislative Services

Detailed descriptions of the responsibilities and duties of each department and FY14 budget changes are outlined on the subsequent pages.

323



Total $386,025 $388,061 $422,085 $392,649 $394,294

Positions 1.0 1.0 1.0 1.0 1.0


Support 1.0 1.0

Total 1.0 1.0

PROGRAM DESCRIPTION

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

DEPARTMENT OF SCHOOL BOARD

SCHOOL BOARD


324

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries and benefits for School Board members and Clerk of the School Board.


The following expenses are covered by the School Board Budget: Supplies, subscriptions, and operation expenditures Conference, seminar and related expenditures Annual maintenance for "BoardDocs"

The School Board continues to work closely with students, families and the community to provide a superioreducation, safe schools, and a climate for success.

•



The School Board continues to address their goals and works with the County Board of Supervisors for thebenefit of all students.

•

Assists the Superintendent and professional staff in maintaining and enhancing a quality educational program toachieve the mission and long-term goals adopted by the School Board.

•

Directs the course of the school system through work on School Board committees such as Curriculum andInstruction, Legislative/Policy, Personnel Services, Finance and Facilities, Health, Safety, and Wellness.

•

Continues to estimate the amount of money necessary during the fiscal year to support the public school systemand administrative offices and to provide new facilities for the continuing enrollment growth.

•

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYCitizens of Loudoun County School Board Chairman

DEPARTMENT OF SCHOOL BOARD

SCHOOL BOARD


325



Total $755,375 $960,071 $907,323 $1,060,648 $1,057,504

Positions 3.8 4.0 4.0 4.0 4.0


Superintendent 1.0 1.0

Attorney 1.0 1.0

Support 2.0 2.0

Total 4.0 4.0

PROGRAM DESCRIPTION

To provide instructional leadership, executive management, and direction to the school division consistent with statelaw and School Board policy.

DEPARTMENT OF SUPERINTENDENT

SUPERINTENDENT


326

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries for four employees, overtime required for classified staff, and all related fringe benefit costs.


Operations and maintenance expenditures include materials and supplies needed throughout the year, as well asmemberships, dues, subscriptions, conference expenses and legal expenses.


SUPERINTENDENT


327

Supported School Board Mission Statement and Goals 1, 2, 3, 4, 5, 6, and 7 through the following:

Loudoun County opened a new middle school in 2011. This brought the total number of schools to 80, more thandouble the number of when the Superintendent took his post in 1991.

•

Loudoun County Public Schools (LCPS) now has an official enrollment of 65,653 as compared with 63,220 a yearago. Academic success has continued despite a shrinking per-pupil budget. The cost per pupil for the 2011-2012 school year is $11,014. That is far less than the $12,780 cost per pupil in2008-2009.

•

Despite budget difficulties during the past three years: Loudoun County Public Schools (LCPS) had the fifth-highest on-time graduation rate in Virginia (95.3percent) in 2011. The on-time graduation rate posted by LCPS in 2011 was the highest in the schooldivision’s history. LCPS’ graduation rate was 8.7 percent higher than the Virginia average of 86.6 percent.It also was higher than 94 percent rate posted by the LCPS Class of 2010. All 10 LCPS high schools witha graduating class exceeded the average state on-time graduation rate. Only four school divisions out ofthe 131 in the commonwealth had a higher on-time graduation rate. These school divisions had totalgraduating classes numbering 25, 142, 182 and 194, far fewer graduates than Loudoun County’s 4,046.

◦

LCPS was one of 388 school districts nationwide honored by the College Board with a place on its AP®Achievement List. LCPS is one of only three districts in Virginia to attain this honor (the others are FairfaxCounty and Chesapeake).The AP® Achievement List honors school districts for opening AdvancedPlacement (AP) classroom doors to a significantly broader pool of students, while maintaining or improvingthe percentage of students earning scores of 3 or higher. From 2008 to 2010, LCPS increased the numberof students participating in AP from 4,827 to 5,943 while improving the percentage of students earning APExam scores of 3 or higher, the score typically needed to earn college credit, from 59 percent in 2008 to62 percent in 2010.

◦

Eight of Loudoun County Public Schools’ 14 middle schools have been designated as a School to Watchby the National Forum to Accelerate Middle Grades Reform. Since the first four schools attained this honorduring the 1999-2000 school year, only 300 schools in 19 states have been named Schools to Watch.Twenty-five of these schools are in Virginia. Loudoun County has the most Schools to Watch – eight – ofany school divisions in America.

◦

SAT participation for Loudoun County Public Schools (LCPS) students rose 17 percent from 2010 to 2011.In 2011, 3,138 LCPS students took the SAT, a 17 percent increase from the 2,676 that took this test in2010. The increase exceeded a national trend that saw a 3.5 percent participation increase in Virginia anda 3.1 percent increase nationwide.

◦

•

In his role as one of Virginia’s longest-serving and honored superintendents, the Superintendent has become aleading resource in the formation of educational policy at the state level, including being a major proponent ofreform of federal No Child Left Behind legislation. He also was installed as president of the American Associationof School Administrators (AASA) in July 2010.

•



SUPERINTENDENT


328


Continue to support School Board Goals 1, 2, 3, 4, 5, 6, and 7 through the following:

Assists the School Board, professional staff, and support staff in maintaining and enhancing a quality educationalprogram to achieve the mission and long term goals adopted by the School Board.

•

Continues to emphasize safety preparations and initiatives. •Emphasizes character and values as foundations for student excellence. •Continues to encourage academic achievement through sound instructional strategies as well as developingprograms to improve SOL test through sound instructional strategies, and to improve SOL test results.

•

Maintains a progressive technology program for students to learn and expand their knowledge of all subjects andhave access to individualized computer-based instruction.

•

Represents Loudoun County Public Schools in the community by serving on the Loudoun County EconomicDevelopment Commission, Chamber of Commerce, Loudoun Education Foundation Board of Trustees, LoudounSchool-Business Partnership Executive Council, and the CEO Cabinet.

•

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYLoudoun County School Board Dr. Edgar B. Hatrick

Superintendent


SUPERINTENDENT


329



Total $283,984 $285,366 $313,768 $326,101 $335,122

Positions 2.0 2.0 2.0 2.0 2.0


Deputy Superintendent 1.0 1.0

Support 1.0 1.0

Total 2.0 2.0

PROGRAM DESCRIPTION

The Deputy Superintendent works directly with the Superintendent and cooperatively with other members of SeniorStaff to provide daily management of the school system.

DEPARTMENT OF DEPUTY SUPERINTENDENT

DEPUTY SUPERINTENDENT


330

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries for two employees and all related fringe benefit expenses.


Operations and maintenance expenditures include provision for materials and supplies as needed throughout the year.In addition, subscriptions provide for the annual renewal of the contract for VSBA Policy Services.

Supported School Board Mission Statement and Goals 1, 2, 3, 4, 5, 6, and 7 through the following:

The Deputy Superintendent reviewed all discipline cases forwarded to the Superintendent’s Office for processingduring the 2011-2012 school year. The Deputy Superintendent assisted staff and parents with questions resultingfrom these and other disciplinary situations.

•

The Deputy Superintendent also works as the staff liaison to the Legislative/Policy Committee. During the 2011-2012 school year, the Legislative/Policy Committee discussed and revised numerous items and existing policies.The committee also reviewed the 2012 Legislative Program. In addition, the Deputy Superintendent fieldsnumerous calls and e-mails from staff and the public regarding LCPS policies.

•

The Deputy Superintendent works as the staff liaison to the Discipline Hearing Committee and as such attendsdiscipline hearings held before the Committee.

•

The Deputy Superintendent acts as staff liaison for charter school applications. •When the Superintendent is not available, the Deputy Superintendent oversees the conduct of staff, representsthe Superintendent at School Board meetings, and acts as the effective head of the school system during its day-to-day operation.

•

The Deputy Superintendent continues to direct the daily operation of the Administration Building. •



Continue to support School Board Mission Statement and Goals 1, 2, 3, 4, 5, 6, and 7 through the following:

Continue to assist the Superintendent in the day-to-day administrative operations of the school system to achievethe mission and long-term goals adopted by the School Board.

•

Oversee the Administration Building Operations Department and assist with daily issues in order to maintain andpromote a work environment which facilitates the successful operation of departments whose services providesupport to all Loudoun County Public Schools.

•

Continue to coordinate the efforts of various departments and agencies to assure comprehensive school safety. •Continue to update and maintain the official School Board Policy Manual and provide website access. •Continue to work with the Directors of Elementary, Middle, and High School Education to assure properimplementation of the discipline policies of the School Board.

•

Continue to represent the Superintendent at various civic and school functions. •Continue to serve as liaison for the Charter School Application Process. •




331


Ned D. WaterhouseDeputy Superintendent




332




333



Total $618,063 $627,425 $655,144 $734,738 $763,355

Positions 7.0 7.0 7.0 7.0 7.0


Operations Assistant 1.0 1.0

Support 4.0 4.0

Coordinator 1.0 1.0

Operator 1.0 1.0

Total 7.0 7.0

PROGRAM DESCRIPTION

The Administration Building Coordinator is responsible for the operation and maintenance of the AdministrationBuilding. The Coordinator provides leadership and direction for the building custodians, receptionist, plant engineer,mail room, copy center, and switchboard staff.


ADMINISTRATION BUILDING


334

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries for seven employees, overtime required for classified staff, and all related fringe benefitcosts. Overtime funding is consistent with additional evening meeting requirements.


The FY14 budget for the Administration Building under the direction of the Deputy Superintendent representsa slight increase in operations and maintenance from the FY13 approved budget.

Supported School Board Goal 5 through the following:

Provided administrative leadership and guidance to the departments in the Administration Building in meeting thechallenges of growth and challenges of expectations, security for employees, and meeting space, while assuringhigh quality service to all employees and aid in accomplishing their daily goals.

•

Continued the program with Principal Neil Slevin of Michael Lunsford MS and Rodney Moore of Stone Hill MS, tosave on equipment costs (postage machine) by facilitating their mail requirements from the AdministrationBuilding mailroom.

•

Continued to work with the Benefits Department to enhance the Wellness Center for the Employee WellnessProgram.

•

Upgraded the functionality of the Board Room by adding a wireless microphone system. •



Continue to support School Board Goal 5 through the following:

Continue to provide outstanding customer service to administrative leadership and staff. •To administrate great service through our copy center, mail room, security services, custodial services,receptionists, and our administrative team.

•

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYNed D. WaterhouseDeputy Superintendent

Brenda L. AllenAdministration Building Coordinator


ADMINISTRATION BUILDING


335



Capital Outlay $0 $7,435 $0 $0 $0

Total $1,342,526 $1,111,719 $1,524,377 $1,353,912 $1,204,612

Positions 8.0 8.0 7.0 7.0 7.0


Executive Director 1.0 1.0

Supervisor 3.0 3.0

Analyst 1.0 1.0

Assistant 1.0 1.0

Support 1.0 1.0

Total 7.0 7.0

PROGRAM DESCRIPTION

The Department of Planning and Legislative Services is responsible for developing annual student enrollmentprojections, preparing the Capital Improvement Program budget document, facilitating school attendance boundaryrevisions, coordinating land development and school site acquisition, providing demographic and geographicinformation relating to Loudoun's public school population, and serving as legislative liaison for the Loudoun CountySchool Board to the Virginia General Assembly. Each fall, the department conducts the Federal Impact Aid survey, asrequired by Public Law 81-874.

DEPARTMENT OF PLANNING AND LEGISLATIVE SERVICES

PLANNING AND LEGISLATIVE SERVICES


336

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries and fringe for seven full-time Planning and Legislative Services employees, and one part-time Legislative Liaison. Planning will not add any new positions in FY14.


Operation and maintenance expenditures provide materials needed throughout the year to, develop annual studentenrollment projections and prepare the budget documents, facilitate attendance boundary adjustments, completenegotiations for school sites, prepare legislative applications for new schools, represent the legislative priorities of theLoudoun County School Board to the Virginia General Assembly, develop demographic and geographic information asneeded by the school system and conduct annual federal survey.

Supported School Board Goals 5 and 6 and the efforts of Loudoun County Public Schools to:

Forecast 2011-12 (September 30, 2011) division enrollment within 0.9% of the September 30, 2011 actualenrollment.

•

Facilitate the establishment of an attendance zone for Frederick Douglass Elementary School.•Initiate and facilitate legislative requirements for land acquisition and school construction (e.g., zoning changes,special exceptions, modifications, commission permits) for, Discovery Elementary School/ES-22, TrailsideElementary School/MS-6, unnamed Elementary School/ES-21 and unnamed High School/HS-8.

•

Implement system upgrades for Geographic Information System (GIS) data and software, utilizing newtechnology with improved resources and capabilities.

•

Develop a web-based building utilization application for middle and high schools which assists in calculatingbuilding program capacities.

•

Support Loudoun County School Board in the development of legislative positions on issues of local andstatewide concern, and convey said positions during the 2012 Virginia General Assembly session.

•





337



Disseminate and communicate public input regarding student enrollment projections, the Capital ImprovementProgram budget, school site acquisition, school attendance zones, the School Board's legislative program, andother planning related topics to School Board members.

•

Publish the five-year Capital Improvement Program (CIP) which helps guide the timing of land acquisition, capitalexpenditures, 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, but not limited to, unnamed Elementary School/ES-23, unnamed Middle School/MS-8, unnamed High School/HS-6 9, and unnamed Advanced TechnologyAcademy/MATA.

•

Further develop avenues of communication and cooperation between Loudoun County Public Schools and local,state, and federal regulatory to identify issues that impact Loudoun’s capital facility projects and/or landacquisition for future school sites.

•

Facilitate and maintain data integration between the Loudoun County Office of Mapping and GeographicInformation System, the Loudoun County Land Management Information System, and the StarWeb studentinformation system.

•

Continue service as legislative liaison representing the Loudoun County School Board on its positions ofproposed legislation during Virginia General Assembly sessions.

•


Dr. Sam C. AdamoExecutive Director of Planning and Legislative Services




338




339



Total $877,362 $945,792 $1,062,509 $1,256,099 $1,239,509

Positions 5.0 5.0 5.0 5.0 6.0


Supervisor 1.0 1.0

Assistant 1.0 1.0

Support 1.0 2.0

Coordinator 1.0 1.0

Technician 1.0 1.0

Total 5.0 6.0

PROGRAM DESCRIPTION

The Public Information Office provides for the accurate, timely and orderly dissemination of information about LCPS tothe citizens of Loudoun County and fosters positive community relations for the school system. The Public InformationOfficer is a member of the Senior Staff working with the Superintendent to carry out School Board goals, objectivesand policies in compliance with Virginia Department of Education regulations.

DEPARTMENT OF PUBLIC INFORMATION OFFICE

PUBLIC INFORMATION OFFICE


340

BUDGET OVERVIEW

PERSONNEL

The personnel line includes salaries and all related fringe benefits for six (6) Public Information Office (PIO)employees, two (2) part-time employees. In FY13, part-time funds were used to create a 1.0 position.


Operations and maintenance expenditures provide materials and services needed to support the following PIO activities:

Printing and binding, as well as graphic design services, for the annual Guide & Directory, Annual Report,and School Business Partnership Tab.

•

Photographic services for Excellence in Education Banquet, graduations, dedications, Annual Report, etc. •ECHO mailing services for Guide & Directory, bonds, etc. •Maintenance work on the school profiles on the Web. (Ardent) •Monthly Web streaming service fee. (Granicus) •Yearly service fee for telephone system that allows us to disseminate timely emergency and school information.(ConnectEd)

•

Support and maintenance for the LCPS-dedicated TV Channel (Comcast 18). (Empire Media) •Annual fee for the support of hosted Web environment. (Schoolwires) •Funding for district-wide polling. (K12 Insight) •

Supported all School Board Goals through the following:

The Public Information Office oversaw the implementation of an upgrade to Connect5 telephone system, whichgave timely emergency and school information to stakeholders. The system was expanded to send messages viaphone, e-mail, facebook, and twitter.

•

LCPS now has more than 2,900 followers on Facebook and 933 on twitter. •

Media Relations

The Public Information works with local media outlets, such as The Washington Post, the Loudoun Times-Mirrorand Leesburg Today, to enhance media coverage of LCPS. The Public Information Office also works with thefour local television stations, usually dealing with breaking news.

•

During the past few weeks we also have worked with international news operations such as The New York Timesand French National Television.

•

In addition to working with the media, the Public Information Office creates press releases about school eventsand matters before the School Board. During the 2011-2012 school year, the Public Information Office created438 such releases.

•

Content Management System

Starting in 2005, the Public Information Office has overseen the content management system that houses allofficial websites connected to Loudoun County Public Schools.

•

The content management system vendor that LCPS uses is Schoolwires. •LCPS has seen a large increase in the number of visitors and pages viewed for the district and school websites•





341

during the past five years. The number of visitors grew from 2.5 million during the 2007-08 school year to morethan 8 million in 2011-2012. The number of web pages viewed has increased from 46 million during the 2010-2011 year to 48.65 millionduring 2011-2012 year (a 6 percent increase).

•

Through Schoolwires, LCPS hosts 86,756 pages of content. 4,561 surveys have been created throughSchoolwires with 442 active. LCPS hosts 4,144 photo galleries containing 80,361 images.

•

In March, Sunshine Review, a national nonprofit organization dedicated to government transparency, namedLCPS a winner of its third annual Sunny Award.

•

This award honors the most-transparent government websites in the nation. Sunny Awards were presented to214 government entities nationwide.

•

Blackboard ConnectEd

LCPS originally contracted with Blackboard ConnectEd in October 2007 at a cost of $2.72 per student. LCPS iscurrently negotiating the price of this service down from $1.99 per student to $1.50.

•

All of our 82 schools now use Blackboard ConnectEd to communicate with parents regarding upcoming events,to send electronic newsletters, to inform parents about late buses and provide attendance notifications. LCPS hasstarted to use Blackboard ConnectEd e-mails to direct specific groups to articles and videos on our website. Byencouraging people to view specific articles, we have seen a large increase in the number of people viewingarticles on our home page.

•

During emergencies, the district uses Blackboard ConnectEd to inform parents about closings and delays. ThePublic Information Office also helps principals craft messages about power outages, criminal activities in the areaand uncommon occurrences during the school.

•

LCPS-TV

In January 2008, LCPS took over operation of Public Access Channel 18 from Comcast. LCPS now programsthis channel with educational TV programs obtained through a cooperative agreement with Fairfax County,original programs and live coverage of School Board meetings and committees.

•

LCPS also provides some joint meeting coverage for the Loudoun County Board of Supervisors. •

Annual Report

A 32-page Annual Report, compiled by the Public Information Office and published by the Loudoun Times-Mirror,was distributed to 63,000 Loudoun homes; 2,000 enhanced copies of this report were reserved for use by theDepartment for Personnel Services.

•

Guide & Directory

Each year the Public Information Office compiles and distributes a 52-page Guide and Directory to each LoudounCounty household with a student in an LCPS school and to each staff member. This guide includes contactinformation for every LCPS school and administrative department, new programs for the upcoming school yearand basic information on transportation, the School Board, School Board policies and student records. 63,000copies of the Guide and Directory were distributed for the 2012-2013 school year.

•

Freedom of Information Act Requests

Working with the Division Counsel and the Department of Administrative Information Technology (AIT), the PublicInformation Office helped process 28 Freedom of Information requests totaling almost 20,000 pages ofdocuments during the 2011-2012 school year.

•

Liaison Duties




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The Public Information Office serves as the school division liaison to the Loudoun Education Alliance of Parents(LEAP); the Loudoun School-Business Partnership Executive Council; and the Loudoun Education Foundation(LEF). In conjunction with the LEF, the Public Information Office plans and stages the annual Excellence inEducation banquets.

•


Continue to support all School Board Goals through the following:

Establish/maintain sound and constructive working relationships with the news media, parent organizations, theSchool-Business Partnership Executive Council, the Loudoun Education Foundation, the Loudoun VocationalEducation Foundation, the Retired Teachers Association, and other community organizations and groups.

•

Effectively write, produce, and circulate a variety of informational materials; including the Guide & Directory toLoudoun County Public Schools, agendas and the Resume for School Board meetings, an Annual Report, aSchool-Business Partnership tabloid, the school bond referenda FACTs brochures and a multitude of pressreleases covering LCPS activities, and student and staff achievements.

•

Maintains and expands an informative LCPS’ presence on the World Wide Web through the school systemwebsite on the Internet.

•

Provide for the efficient and proper response to requests for information as provided under the Virginia Freedomof Information Act.

•

Organize and oversee special events such as the Excellence in Education Banquet, the American EducationWeek Celebration, and the dedications of new schools and facilities.

•

Supports and enhance the work of other LCPS departments such as the Department of Instruction, theDepartment of Pupil Services, the Department of Planning and Legislative Services and Support Services.

•

With the help of K12 Insight create the school division’s first overall communications plan. •Expand the use of social media. •


Wayde B. ByardPublic Information Officer




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DEPARTMENT SUMMARY

DPS Mission Statement: The Department of Personnel Services (DPS) is committed to recruiting and retaining the most qualified, highlymotivated staff to create a climate of success for students in Loudoun County Public Schools (LCPS). DPS provides and maintains a qualified and diverse workforce of over 9,500 full-time and nearly 3,500 part-timeemployees to accomplish the objectives of LCPS. The Department directs all phases of employment practices throughthe planning, organization, and management of the School Division's programs of recruitment, selection, staffing,placement, compensation, mentoring, evaluation, and separation of LCPS employees. DPS is also responsible for theoverall administration of compliance and equity issues as they relate to LCPS employees.

FY14 CHANGES

Personnel: The Department of Personnel Services is not requesting any new positions in personnel, having decreasedthe number of positions from the level of 44 FTEs in FY10 to 39 FTEs in FY11 - a 11% reduction in staffing for thedepartment. Note that two (2) FTEs now displayed in this budget are due to the transfer of the Coaching MentorProgram from the Department of Instruction to the Department of Personnel Services. Increases in the personnel lineare the result of system wide adjustments to reflect staff changes and increases in VRS, group health insurance, and thetransfer of mentor stipends from Staff Development to Personnel. Also included on the personnel line are projectedcosts for overtime needed for the implementation of the joint County/Schools Enterprise Resource Planning (ERP)system project. Operations and Maintenance: There are no increases on the operations and maintenance line. The proposed budget forFY14 on the operations and maintenance line for the Department of Personnel Services is below budget levels for FY13.

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BUDGET HISTORYDivision FY10 Actual FY11 Actual FY12 Actual FY13 Budget FY14 BudgetAssistant Superintendent for Personnel Services 1,432,114 915,494 787,352 871,564 1,693,036

Employee Relations 1,457,836 1,925,444 1,967,624 2,395,426 2,461,248

Recruiting & Staffing 1,165,192 1,433,936 1,565,412 1,879,734 1,894,100

Total $4,055,142 $4,274,874 $4,320,388 $5,146,724 $6,048,385

Positions 44.0 39.0 39.0 39.0 41.0



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Operations & Maintenance 938,776 1,212,218 941,107 1,239,276 1,185,326

Capital Outlay 29,389 0 47,224 0 0

Total $4,055,142 $4,274,874 $4,320,388 $5,146,724 $6,048,385

Positions 44.0 39.0 39.0 39.0 41.0



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BUDGET HISTORY BY OBJECT OF EXPENDITURETitle FY10 Actual FY11 Actual FY12 Actual FY13 Budget FY14 BudgetPersonnel $463,949 $312,365 $321,109 $360,064 $1,277,986


Capital Outlay $29,389 $0 $47,224 $0 $0

Total $1,432,114 $915,494 $787,352 $871,564 $1,693,036

Positions 4.0 3.0 3.0 3.0 5.0



1.0 1.0

Support 2.0 3.0

Specialist 0.0 1.0

Total 3.0 5.0

PROGRAM DESCRIPTION

The Assistant Superintendent for Personnel Services is responsible for the organization, operation, and coordinationof the personnel program for Loudoun County Public Schools and works with the Superintendent to carry out SchoolBoard goals, objectives, and policies in compliance with the Virginia Department of Education (VDOE) and Federalregulations as they relate to employees. In accordance with these responsibilities, the Assistant Superintendentguides the activities performed by the staff assigned to the Department of Personnel Services. The Office of theAssistant Superintendent for Personnel Services includes such operations as departmental coordination, bookkeepingand accounting. Additionally, direction is provided for recruitment, staffing, mentoring, and employee relations.


ASSISTANT SUPERINTENDENT FOR PERSONNEL SERVICES


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BUDGET OVERVIEW

PERSONNEL

The personnel line includes employee compensation and benefits for five (5) employees. There will be no newinitiatives requiring additional staff. Note that the increase of two (2) FTEs are due to the transfer of theCoaching/Mentor Program from the Department of Instruction to the Department of Personnel Services. As a result of moving the Mentor program from Department of Instructions to Department of Personnel Services$652,375 was transferred to the budget of the Assistant Superintendent for Personnel Services. These funds are usedfor mentor stipends and professional development.


There is a decrease to the budget for Operations and Maintenance for FY14, due to the completion of the FY13 salarystudy. Included on the operations and maintenance line are expenditures for contractual services, technology for thedepartment, materials, and supplies.

Continued to support School Board Goals 4, 5, and 6:

Provided leadership and direction to the two divisions in the Department of Personnel Services to meet thechallenges of rapid growth in an increasingly competitive job market.

•

Interpreted School Board policy, state laws, federal laws, and employment-related regulations and practices toensure compliance and equity.

•

Continued to implement and expand "paperless" technology for managing applicant, and employee information. •Refined recruitment practices. •Facilitated the review of LCPS Teacher Evaluation Process for alignment with Virginia Department of Education's(VDOE) Revised Guidelines for Uniform Performance Standards and Evaluation Criteria for Teachers andVirginia Standards for the Professional Practice of Teachers.

•

Established partnerships with local businesses to fund the New Employee Orientation (NEO) event for newlicensed hires.

•

Completed salary study. •Initiated new principal evaluation •Provided all new LCPS teachers and those entering a new teaching field with a trained mentor •Provided induction events for novice teachers: Beginning Teacher Institute (2-day event in August), BeginningTeacher Institute for late hires (one evening in October), two New Teacher Seminars (November and March), aseries of five workshops "Best Practices for Best Teachers" (October-November and January-February).

•

Provided novice general education teachers with observations and feedback by instructional coaches. •





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Continue to support School Board Goals 4, 5, and 6:

Refine and implement new principal evaluation. •Train work teams in the Department of Personnel Services in order to serve applicants, employees, and hiringmanagers more effectively.

•

Establish programs and procedures to build the capacity of the Department of Personnel Services to increaseoperational efficiency.

•

Continue to develop protocols to monitor operating efficiency and cost effectiveness. •Continue to implement and expand the use of "paperless practices" for managing applicant and employeeinformation.

•

Provide the School Board, the Superintendent, the State, other agencies, and citizens with periodic reports onpersonnel information related to programs or operations.

•

Promote strategies to recruit minority applicants for teaching and administrative/supervisory positions. •Work with hiring managers to hire and retain employees who reflect the diversity of LCPS's student population. •Continue to provide leadership and direction for the divisions in the Department of Personnel Services. •Work collaboratively with principals and the Director of Employee Relations to provide support to teacher who arenot meeting proficiency of the new teacher performance standards.

•

Examine retention data of the first five (5) years of teaching in LCPS in order to identify and address the criticalyears attrition.

•


Dr. Kimberly L. HoughAssistant Superintendent for Personnel Services




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351


Operations & Maintenance $0 $207,302 $158,123 $285,530 $356,530

Total $1,457,836 $1,925,444 $1,967,624 $2,395,426 $2,461,248

Positions 19.0 21.0 21.0 21.0 21.0


Director 1.0 1.0

Analyst 4.0 4.0

Support 8.0 8.0

Specialist 8.0 8.0

Total 21.0 21.0

PROGRAM DESCRIPTION

The Office of Employee Relations serves the needs of over 13,000 LCPS full and part-time employees assigned toadministrative, licensed, classified, auxiliary, and substitute positions. This responsibility is accomplished throughworking with employees to help, encourage, prepare, and support them in matters of licensure and professionaltraining, discipline, evaluation, career counseling, resignation/termination/retirement, and recognition of service. Theprimary function of Employee Relations is to support employees and hiring managers through the various activitiesthat take place due to changes in enrollment, the opening of new schools, or issues related to employee performance.


EMPLOYEE RELATIONS


352

BUDGET OVERVIEW

PERSONNEL

Employee Relations personnel expenditures include salaries and benefits for employees, overtime and part-time supportat peak work load periods. There are no new initiatives. No new FTEs are requested and Employee Relations willcontinue to operate with 21 FTEs.


The operations and maintenance expenditures for FY14 are to meet legal requirements for the employment of schoolpersonnel. Additional funds for FY14 is included to cover the cost of Observation 360, the teacher evaluation softwareand anticipated new principal evaluation procedures.

Supported School Board Goals 1, 4, 5, 6, and 7 through the following achievements:

Verified that 99.03% of Loudoun County Public Schools classes in core subject areas were taught by highlyqualified teachers, which involved the review of teaching endorsements in 13,673 class sections.

•

Recognized 1600 employees for completing milestones of service in five-year increments including 81 whocompleted 25, 30, 35, or 40 years of service to Loudoun County Public Schools.

•

Made on-site visits to 82 schools/facilities to provide personal counseling and the processing of 910 licenserenewals and upgrades for teachers and other licensed employees.

•

Facilitated transfers for 145 licensed teachers to new locations for the 2012-2013 school year, in addition toconducting 259 on-boarding sessions for new employees.

•

Developed and implemented a new Teacher Evaluation process to include new standards and multiple ratings inaddition to posting electronically Evaluation Handbooks for Other Licensed Personnel, Administrators, Principals,and Classified Employees.

•

Processed 4,336 employee evaluations and 774 requests for termination, resignations, or retirements. •Recognized and supported 105 highly experienced teachers as National Board Certified Teachers while placing293 college students in 353 learning opportunities as part of the Teacher-in-Training Program.

•

Facilitated the work of the inter-departmental Reclassfication Committee’s consideration of seven classifiedpositions.

•



Continue to support all School Board Goals through the following:

Continue to develop protocols to analyze employee related services for operating efficiency and costeffectiveness.

•

Provide updates for employees about issues related to school system expectations, job requirements, andperformance assessment.

•

Enhance career development opportunities for employees, specifically providing more extensive careercounseling for classified employees.

•

Expand efforts to develop teacher excellence through participation in National Board Certificationactivities, Teachers-in-Training (T-n-T), and substitute orientation.

•

Develop and implement a new Principal Evaluation system to incorporate new standards and rating system. •


EMPLOYEE RELATIONS


353

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYDr. Kimberly L. HoughAssistant Superintendent for Personnel Services

Margaret HuckabyDirector of Employee Relations


EMPLOYEE RELATIONS


354




355


Operations & Maintenance $0 $401,788 $363,966 $442,246 $413,746

Total $1,165,192 $1,433,936 $1,565,412 $1,879,734 $1,894,100

Positions 21.0 15.0 15.0 15.0 15.0


Director 1.0 1.0

Supervisor 2.0 2.0

Support 6.0 6.0

Investigator 4.0 4.0

Specialist 2.0 2.0

Total 15.0 15.0

PROGRAM DESCRIPTION

The Office of Recruiting & Staffing is responsible for recruiting and maintaining a highly-qualified and diversecandidate pool to meet the staffing needs of Loudoun County Public Schools. Support activities include recruitmentactivities, recruiter training, application processing, pre-employment background checks, licensure verification andhiring. The functions in this area relate to providing support for hiring managers as they make decisions about who tohire for vacant positions as well as ensuring that the selection process is a fair and open one. This area is alsoresponsible for recruitment, staffing, training, and management of the Substitute Program.


RECRUITING & STAFFING


356

BUDGET OVERVIEW

PERSONNEL

Recruiting & Staffing personnel expenditures include salaries and benefits for employees, overtime and part-timesupport at peak work load periods. There are no new initiatives. Recruiting and Staffing will operate with 15.0 FTEs.


The primary operations and maintenance expenditures for FY14 are for the recruitment of licensed, administrative, andclassified employees. The proposed Operations and Maintenance budget for FY14 is a 6.4% decrease from FY13.

Continued support of School Board Goals 4, 5, and 6:

Developed and administered a Recruiting and Staffing Program, which included sponsoring five licensedrecruitment fairs, and recruitment at 21 locations including regional and national sites.

•

Hired over 1,000 licensed, classified, administrative, and co-curricular staff. •Established partnerships with local businesses to fund the New Employee Orientation (NEO) event for newlicensed hires.

•

Recruited, trained, refreshed, and prepared 2,102 persons to serve as substitute teachers. •Conducted recruiter training and developed written materials about LCPS for new and veteran recruiters. •Implemented a Help Desk Module to assist non-licensed substitute applicants. •Fifty-four (54) schools participated in the Outstanding Substitute Recognition Program. •



Continue support of School Board Goals 4, 5, and 6:

Establish a competitive edge in the recruitment of highly qualified candidates needed to staff LCPS schoolsand programs.

•

Recruit a pool of highly qualified and motivated individuals from diverse backgrounds as candidates foremployment.

•

Continue to develop protocols to analyze recruiting efforts for operating efficiency and cost effectiveness. •Continue professional development for hiring managers in such methods of interviewing and screening asWinocular use, Managed Conversations, and panel review.

•

Continue to implement and expand "paperless" technology to manage recruitment and application information. •

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYDr. Kimberly L. HoughAssistant Superintendent for Personnel Services

Larry HopsonDirector of Recruiting & Staffing


RECRUITING & STAFFING


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358

DEPARTMENT SUMMARY

The Department of Business and Financial Services' mission is to provide support, leadership and direction to otherschool system departments, the Superintendent, and the School Board. The department administrators oversee theareas of accounting, budget, financial services, employee benefits, payroll, and purchasing. Financial affairs aremanaged 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 outlinedon the subsequent pages.

FY14 CHANGES

Personnel: Personnel changes reflect only the system wide compensation increases and healthcare changes. No New positionswere funded. Operations and Maintenance: The operations and maintenance expenditure remains nearly the same as FY13.

DEPARTMENT OF BUSINESS AND FINANCIAL SERVICES


359

BUDGET HISTORYDivision FY10 Actual FY11 Actual FY12 Actual FY13 Budget FY14 BudgetAssistant Superintendent for Business and Financial Services

398,269 382,540 386,203 472,255 452,778

Budget Services 438,733 428,428 462,317 508,940 535,538

Employee Benefits 1,210,077 1,078,913 1,184,629 1,256,294 1,307,450

Financial Services 1,985,495 1,917,043 2,008,528 2,345,657 2,364,475

Payroll Services 827,411 771,018 813,612 957,796 983,123

Purchasing Services 645,617 630,182 659,911 751,758 774,375

Total $5,505,602 $5,208,124 $5,515,199 $6,292,699 $6,417,738

Positions 57.0 56.0 56.0 56.0 56.0



360


Operations & Maintenance 508,916 410,021 484,106 493,122 503,938

Capital Outlay 0 0 0 0 0

Total $5,505,602 $5,208,124 $5,515,199 $6,292,699 $6,417,738

Positions 57.0 56.0 56.0 56.0 56.0



361



Total $398,269 $382,540 $386,203 $472,255 $452,778

Positions 3.0 3.0 3.0 3.0 3.0



1.0 1.0

Analyst 1.0 1.0

Support 1.0 1.0

Total 3.0 3.0

PROGRAM DESCRIPTION

The Assistant Superintendent of Business and Financial Services provides leadership, direction, and centralizedsupport to other school system departments, the Superintendent, and School Board in the areas of accounting,budget, employee benefits, payroll, purchasing, and risk management. Business and Financial Services providessupport in the areas of business operations and financial information used for administrative decision-making, andinterprets related laws to ensure full legal compliance.


ASSISTANT SUPERINTENDENT FOR BUSINESS AND FINANCIAL SERVICES


362

BUDGET OVERVIEW

PERSONNEL

The personnel line includes employee compensation and benefits for three employees. There are no additionalpositions for FY14.


This category includes expenditures for contracted services, professional membership fees, travel, materials, andsupplies.

Provided leadership and direction to the six divisions in Business and Financial Services. •Served as a resource to the Superintendent, School Board, and public on budgetary matters. •Maintained and provided timely and accurate information to the Superintendent, School Board, and citizens on aregular basis.

•

Interpreted accounting principles, state laws, federal laws, and School Board policy to guarantee full legalcompliance.

•

Oversaw the successful annual audit of appropriated funds and school activity funds by an independent auditingfirm.

•

Received a Meritorious Budget Award from the Association of School Business Officials International for the 2012-13 Annual Operating Budget.

•

Earned a Distinguished Budget Presentation Award from the Government Finance Officers Association for the2012-13 Annual Operating Budget.

•

Receive awards for excellence in financial reporting from both the Government Finance Officers Association(GFOA) and the Association of School Business Officials International (ASBO).

•



Continuing commitment to pursue innovative technology to improve daily operations of the department. •Implement cost effective operating processes. •Continue enhancements to the configuration of the LCPS operating budget document to ensure accuratefinancial reporting to the citizens of Loudoun County, the School Board, and the County Board of Supervisors.

•

Amplify the visibility of the budget to encourage citizen participation in the development and approval process. •Provide the School Board, the Superintendent, the state, external auditors, and citizens with periodic reports onfinancial information about programs or operations.

•

Provide leadership and direction to the divisions in the Department of Business and Financial Services. •


E. Leigh BurdenAssistant Superintendent for Business and Financial

Services


ASSISTANT SUPERINTENDENT FOR BUSINESS AND FINANCIAL SERVICES


363



Total $1,985,495 $1,917,043 $2,008,528 $2,345,657 $2,364,475

Positions 21.0 21.0 21.0 21.0 21.0


Director 1.0 1.0

Supervisor 1.0 1.0

Accountant 3.0 3.0

Analyst 2.0 2.0

Support 8.0 8.0

Coordinator 1.0 1.0

Specialist 1.0 1.0

Manager 1.0 1.0

Technician 3.0 3.0

Total 21.0 21.0

PROGRAM DESCRIPTION

The Office of Financial Services provides guidance and support to all departments, divisions, and schools throughoutLoudoun County Public Schools in the areas of Financial Reporting, Student Activity Fund Accounting, RiskManagement, and Internal Controls. In great part, this is accomplished by ensuring all transactions are recordedtimely and consistently in accordance with Generally Accepted Accounting Principles (GAAP), governmentalaccounting standards as promulgated by the Governmental Accounting Standards Board (GASB), guidelines providedthrough the Auditor of Public Accounts for the Commonwealth of Virginia (APA), and the United States Office ofManagement and Budget (OMB).


FINANCIAL SERVICES


364

BUDGET OVERVIEW

PERSONNEL

Financial Services staff provides information, projections, and support in the areas of the General Fund OperatingBudget, Grant Programs; Capital Improvement Program (CIP); Capital Asset Preservation Program (CAPP); FoodService fund; school-based Student Activity Funds; and the LCPS Self Insurance Funds; which includes the employer-sponsored Health Care Fund, the LCPS Workers’ Compensation Fund, and the LCPS Risk Management program.


The primary operations and maintenance expenditures for FY14 are to meet the Commonwealth’s requirement for anannual audit for school-based Student Activity Funds. An additional amount will support an annual independent audit ofLCPS financial statements and preparation of the Comprehensive Annual Financial Report. Other areas will meetcritical needs to maintain operations.

Supported School Board Goals 5, 6, and 7 and the efforts of the divisions in Financial Services and the local schools to:

Increase accounts receivable collections through collaborative efforts with other departments and agencies. •Enhance financial systems by implementing Oracle system through joint County/Schools initiative. •Provide consultation with school and central administration on insurance requirements and safety guidelines. •Automate processes for expenditure and revenue projections. •Process over 105,000 requests for payment, including mileage, conferences, payroll deductions, purchase orderpayments, and other financial transactions.

•

Provide financial management and reporting for 75 grants, representing $36 million in revenue. •Review and analyze CIP and CAPP account information. •Provide assistance to LCPS School bookkeepers with Student Activity Funds and software issues upgrade toweb based software of Bluebear.

•

Prepare a Comprehensive Annual Financial Report for the LCPS. •Receive awards for excellence in financial reporting from both the Government Finance Officers Association(GFOA) and the Association of School Business Officials International (ASBO).

•



FINANCIAL SERVICES


365



Continue to provide grant financial information to Grant Managers, and to invoice Grantors timely and accurately. •Continue the timely reporting to State and Federal Government regarding Stimulus funding. •Coordinate both internal and external audits to assure funds are accounted for within the policies of the SchoolBoard.

•

To provide resources for an independent audit of the LCPS financial statements and the Comprehensive AnnualFinancial Report.

•

Expand the internal review program to evaluate financial operations within the School District. •Continue development of a Risk Management Tracking System to provide data concerning school system riskexposure and loss experience.

•

Continue to accurately classify and record all financial transactions utilizing new technology to furtherautomate accounting processes.

•

Continue to provide financial information to management on CIP and CAPP projects. •Enhance payroll and benefits system by implementing Oracle system through joint County/Schools initiative. •Issue IRS Form 1099 to all LCPS vendors. •Initiate ACH payments to vendors. •

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYE. Leigh BurdenAssistant Superintendent for Business and Financial Services

Thomas C. YetterDirector of Financial Services


FINANCIAL SERVICES


366




367



Total $1,210,077 $1,078,913 $1,184,629 $1,256,294 $1,307,450

Positions 10.0 10.0 10.0 10.0 10.0


Supervisor 1.0 1.0

Assistant 2.0 2.0

Support 2.0 2.0

Coordinator 1.0 1.0

Specialist 4.0 4.0

Total 10.0 10.0

PROGRAM DESCRIPTION

The Division of Employee Benefits provides comprehensive benefit services and education to retain and recruitover 9,500 full-time employees. The division facilitates benefit orientations for all new hires, as well as enrolls andmaintains employee and retiree related benefits. The Division also coordinates districtwide governmentalcompliances, including Consolidated OmniBus Reconciliation Act (COBRA), Health Insurance PortabilityAccountability Act (HIPAA), Family Medical Leave Act (FMLA), Americans with Disability Act (ADA), Patient Protectionand Affordable Care Act (PPACA), and Workers' Compensation.


EMPLOYEE BENEFITS


368

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries for the Employee Benefits employees, overtime required for periods of peak workloads aswell as the implementation of the joint County/Schools Enterprise Resource Management (ERP) project, VirginiaRetirement System (VRS) Modernization Project, and all related employee benefits.


Operations and maintenance expenditures provide services, materials, and supplies in order to process and maintain afull array of health, leave, retirement benefits, other voluntary benefits, Worker Compensation, ADA, and blood bornepathogen training to almost 13,000 full and part-time employees.


Facilitated New Hire Orientations and education for approximately 1,000 new hires and rehires in English andSpanish and also accessible at employee in-services, job fairs and Staff Development workshops.

•

Facilitated 75 BenEvents, Wellness Challenges and Financial/Retirement Workshops, with 7,732 employees andretirees participating throughout the year.

•

Managed payroll deductions for over 9,500 employees; managed health plan for over 18,800 lives; reconciledand distributed payments to 17 benefit providers.

•

Organized and promoted “WELLNESS WORKS” employee wellness incentive program; received American HeartAssociation “Fit Friendly Workplace” Platinum Award; organized 15 flu shot clinics with 3,228 participants; Healthand Fitness Week, provided health screenings and monthly educational materials to employees; 774 participantsin the personal wellness incentive program for employees and retirees; and 851 participants in the healthassessment competition.

•

Processed 911 employee requests for FMLA, leave without pay or sick leave banks; implemented newmaternity/paternity group leave counseling workshops with 230 participants; 405 individual retirement counselingsessions and 367 participants in group workshops on the retirement process and planning; managed retireehealth insurance and Medicare coordination; 310 ASL interpreter requests by faculty and parents; and 784Worker Compensation claims.

•

PPACA required major changes to health care practices, that were successfully implemented and communicatedto staff within a short period of time.

•

Prepared and monitored ERRP health insurance reimbursement federal funding program. •Participated in the ERP evaluation process. •



EMPLOYEE BENEFITS


369



Continue to look for attractive benefits for recruitment and retention purposes. •Continue to give all our employees and retirees a “Caring about you…” outlook and customer service. •Continue to provide education on financial, health and retirement opportunities that are available to employees. •Continue with wellness incentive opportunities to expand employee participation, initiate a wellness progressreport and to receive Wellness awards.

•

Continue timely and accurate response to questions and employee training on a new self-serve system. •Continue to look for efficient methods to provide cost effective benefit enrollment systems and other benefit-related products.

•

Expand employee investment options by including an employer matching contribution into a tax-deferredprogram.

•

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYThomas C. YetterDirector of Financial Services

Carol EdwardsEmployee Benefits Supervisor


EMPLOYEE BENEFITS


370




371



Total $827,411 $771,018 $813,612 $957,796 $983,123

Positions 11.0 10.0 10.0 10.0 10.0


Supervisor 1.0 1.0

Accountant 2.0 2.0

Support 7.0 7.0

Total 10.0 10.0

PROGRAM DESCRIPTION

Payroll Services provides accurate and timely semi-monthly and monthly payments to approximately 9,500 full-timeemployees and 3,500 part-time employees, and reports earnings and deductions to the Internal Revenue Service,Social Security Administration, the states of Virginia, West Virginia, Maryland, and District of Columbia as required bylaw. The Division reports all eligible full-time employees to the Virginia Retirement System for retirement and lifeinsurance. Payroll Services ensures all schools' and departments' leave is recorded timely and accurately; andprocesses court-ordered deductions and other voluntary deductions.


PAYROLL SERVICES


372

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries and benefits for the Payroll Services employees, overtime and part-time support for peakwork load periods.


Operations and maintenance expenditures provide for the service contract and inspection of the Rotomat filingsystem. In addition it covers materials and supplies for W2's and paper stock for manually issued paychecks. Thiscategory also includes funding to provide staff training in the areas of federal and state payroll requirements.

Worked with Virginia Retirement System on the new Computer System that they are implementing. Was a betasite tester for one of the new processes.

•

Restructured the Virginia Retirement Benefits Component to allow for new mandated employee deduction. •Enhanced the payroll process for short term disability. •Continued support of the summer school and special education extended school year payroll process tostandardized all educational levels.

•

Trained the summer school principals, summer school clerical staff and elementary, middle and special educationdeans for instructional areas on the payroll process.

•

Continued support and training for the Electronic Pay Statement System. •Timely and accurate payment to full-time and part-time employees. •Timely and accurate submission of all federal and state withholding deductions. •Timely submissions of retirement data for all full-time employees. •Timely and accurate reporting of LEA, United Way, and Principal Dues payroll deductions. •Timely reporting of Virginia Employment Commission Information. •Continued support for Food Service, Maintenance, and Transportation on Time Entry System and Web BasedLeave System.

•

Provide reports on a monthly, quarterly and annual basis to the Department of Labor. •



PAYROLL SERVICES


373


To address School Board Goal # 4 Compensation, Recruitment, and Retention of Staff, the Payroll office willassist staff with understanding their paycheck, their leave balances, and their taxes for social security, federaland state withholding.

•

Take a lead role in Phase 2 of the Oracle project to prepare for the implementation of the Human Resource andPayroll functions of the System.

•

Assist with the new Virginia Retirement System Hybrid Defined Contribution Plan addressed in the 2012Legislative Program.

•

Continue to enhance the summer school payroll/extended school year process to assist all departments withpayment of staff based on feedback from administrators.

•

Continue training summer school principals, special education deans and clerical staff for summer school payrollprocess.

•

Continue to timely and accurately pay all employees. •Continue to timely and accurately submit all federal and state withholdings. •Continue to timely and accurately process all retirement data for all full-time employees. •Develop training materials to educate managers and staff on the new Oracle time/scheduling. •Develop training materials for all extra pay for the new Oracle system. •

REPORTING RELATIONSHIP BUDGET ACCOUNTABILITYThomas C. YetterDirector of Financial Services

Rhonda G. PhillipPayroll Supervisor


PAYROLL SERVICES


374




375



Total $438,733 $428,428 $462,317 $508,940 $535,538

Positions 5.0 5.0 5.0 5.0 5.0


Director 1.0 1.0

Analyst 4.0 4.0

Total 5.0 5.0

PROGRAM DESCRIPTION

The Budget Services Division provides primary support to the Superintendent in the development, analysis, andreview of Loudoun County Public Schools' operating budget. The division is also responsible for the preparation offinancial reports to the Virginia Department of Education as well as responses to financial and statisticalsurveys. Budget Services monitors revenue, disbursement, and staffing trends throughout the fiscal year to ensurethe solvency of the school system.


BUDGET SERVICES


376

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries for five Budget Services employees, overtime required for periods of peak work loads aswell as implementation of the joint County/Schools Oracle system, and all related employee benefit costs.


Operations and maintenance expenditures provide materials and supplies needed throughout the budget preparationand publication processes and contractual services for the professional design and publication of the budgetdocuments. In addition, operations and maintenance provides training opportunities for Budget Services Divisionstaff. The operations and maintenance costs decrease slightly compared to FY13.

Assist the Superintendent comply fully with Code of Virginia 22.1-93 and support School Board Goal 6:

Published three versions of the FY 2013 operating budget: Superintendent's Proposed Operating Budget, SchoolBoard's Proposed, and Annual Appropriated Budget.

•

Responded to numerous questions and surveys from surrounding jurisdictions, reporting agencies, School Boardmembers, Board of Supervisors' members, and concerned citizens.

•

Prepared Virginia Department of Education required reports such as the Annual State Report, Required LocalEffort, reports concerning ARRA funding, and others.

•

Ensured that current budget information was available on the LCPS website for parents and concerned citizens ofthe county.

•

Earned the Meritorious Budget Award from the Association of School Business Officials International (13thconsecutive year) and from the Government Finance Officers Association (12th consecutive year.)

•

Participated in the Oracle general ledger and budget preparation module implementation process. •



Continue to support the implementation of Virginia Code 22.1-93 and support School Board Goal 6:

Refine and improve the format of the LCPS operating budget document to present coherent, comprehensiveinformation to the citizens of Loudoun County, the School Board, and the County Board of Supervisors.

•

Enhance the visibility of the budget to encourage citizen participation in the development and approval process. •Continue timely and accurate response to questions and surveys. •Submit all Virginia Department of Education reports as required. •Perform more extensive revenue and expenditure analysis on a regular basis. •Improve the budget information posted on the Loudoun County Public Schools' website. •Continue to receive annual ASBO Meritorious Budget and GFOA Distinguished Budget awards. •Participate in implementation of general ledger, budget, human resource, and payroll phases of the Oraclesystem.

•


Janet E. GorskiBudget Director


BUDGET SERVICES


377



Total $645,617 $630,182 $659,911 $751,758 $774,375

Positions 7.0 7.0 7.0 7.0 7.0


Supervisor 1.0 1.0

Support 1.0 1.0

Coordinator 1.0 1.0

Specialist 4.0 4.0

Total 7.0 7.0

PROGRAM DESCRIPTION

Purchasing Services enables Loudoun County Public Schools to purchase required goods and services inconformance with the Virginia Public Procurement Act and School Board Policy. It is the purpose of the PurchasingOffice to obtain high quality goods and services at a reasonable cost, and to conduct purchasing procedures in a fairand impartial manner without impropriety or the appearance of impropriety. The Purchasing Office approves ordersfor encumbrance within a 24-hour turnaround time. All formal sealed invitations for bids and requests for proposalsare issued by Purchasing Services with the exception of those pertaining to construction.


PURCHASING SERVICES


378

BUDGET OVERVIEW

PERSONNEL

Personnel includes salaries for seven Purchasing Services' employees, overtime required for periods of peak workloadsas well as implementation of the joint County/Schools Oracle system, and all related employee benefit costs.


Operations and maintenance expenditures provide materials and supplies needed throughout the procurementprocess.

104 Invitations for Bids, Requests for Proposals, Contract Renewals, and Request for Quotes were issued for avariety of new and increased services. Cooperative agreements, sole sources, catalog discounts, andemergency postings also provided for the needs of the school system.

•

Turnkey goods and services were procured for the successful opening of one new middle school. •School-based and central office initiative contracts were reviewed for compliance with Virginia law. •State Corporation Commission numbers were retained from vendors prior to the awarding of contracts. •State-required vendor certifications for all contracts for services requiring contractors to be in the presence ofchildren on school property or during school sponsored activities were entered into an online database forcontracting and school use.

•

On-site training and move-in assistance was provided to new school bookkeeper. •Ongoing training of bookkeepers and account managers was provided for new school staff and refresherswere made available to existing staff.

•

A help desk was maintained to provide assistance to bookkeepers, account managers, vendors, and bidders. •Vendor cards were issued for school-based activities. •An interactive web site was maintained which allows vendors to register online, update information, bid online,and download solicitations. Vendors receive notification of opportunities to participate via e-mail. This sitealso provides vendors, LCPS staff, and the general public the capability of viewing awards and current contractsrequiring daily system wide vendor record maintenance, new vendor approval, and FAMIS interface.

•

System generated purchase orders were successfully faxed or e-mailed to vendors through a paperless OnlinePurchasing System (OLPS) process.

•

An Electronic Contract Ordering System (ECOS) streamlined the purchasing process by making an average of 83vendors and 94 bids available for school based and central office order creation in OLPS. In addition, aninstructional supply contract provided for teacher based orders using of the awarded vendor's catalog.

•

Cross-trained staff in order to be ready for the Oracle implementation. •Followed Oracle implementors' instructions in order to turn contracted requirements into production ready data forimplementation purposes.

•



PURCHASING SERVICES


379


To maximize the quality of goods and services purchased and minimize the cost to the taxpayers by seekingadditional opportunities for cooperative purchases including cooperative solicitations, as well as, using riders toother jurisdictions' bids and state contracts.

•

To maintain the Online Procurement System (OLPS) and the Electronic Contract Ordering System (ECOS). •To continue to provide new bookkeeper and account manager training sessions in the use of the OnlineProcurement System and the Electronic Contract Ordering System.

•

To customize, populate, and maintain a Contract Management System. •To conduct new school procurement training for new school bookkeepers and administrative staff. •To continue refresher courses in all procurement systems when needed. •To maintain a help desk for bookkeepers, account managers, and vendors. •To facilitate the opening of new buildings and renovations by providing accessibility to information to enable thedevelopment of instructional and capital budgets for the specification of equipment and furniture.

•

To expedite the bidding, ordering, and delivery process for furniture and equipment for the ongoing needs of theschool system, as well as for new buildings and renovations where needed.

•

To review all contracts for the schools and central offices using either School Board appropriated or schoolactivity funds.

•

To obtain annual contractor certifications prior to the awarding of contracts for services to be provided in thepresence of students, on school property, stating that none of the persons who will provide these services hasbeen convicted of a felony or any offense involving the sexual molestation or physical or sexual abuse or rape ofa child.

•

To obtain State Corporation Commission status of vendors prior to the awarding of contracts. •


Andrea PhilyawPurchasing Supervisor


PURCHASING SERVICES


380

DEPARTMENT SUMMARY

The Non-Departmental section of the budget request summarizes budgeted expenditures that are system wide in natureand not assignable to one particular department or program. Included in this section are employer costs associated withretiree health care, contributions to the self-insured workers compensation fund, property and liability insurance, and theself-funded costs related to unemployment claims. Payments to employees upon separation from service for unusedleave and payments to retiring employees are also included in the section. Also, funds for the OPEB liability are includedhere. Finally, a salary placeholder of $12 million has been included.

FY14 CHANGES

Increases are related to system-wide expenditures for employer costs associated with retiree health care, contributionsto the self insured workers' compensation fund, insurance, and the self funded costs related to unemployment claims.

DEPARTMENT OF NON-DEPARTMENTAL


381

BUDGET HISTORYDivision FY10 Actual FY11 Actual FY12 Actual FY13 Budget FY14 BudgetNon-Departmental 27,926,572 30,871,950 25,186,458 25,625,502 24,844,903

Total $27,926,572 $30,871,950 $25,186,458 $25,625,502 $24,844,903

Positions 0.0 0.0 0.0 0.0 0.0



382




383


Operations & Maintenance $803,555 $1,190,874 $1,225,403 $1,389,974 $1,395,600

Transfer Out $9,540,778 $7,434,609 $0 $0 $0

Total $27,926,572 $30,871,950 $25,186,458 $25,625,502 $24,844,903

Positions 0.0 0.0 0.0 0.0 0.0


Total

PROGRAM DESCRIPTION

The Non-Departmental section of the budget summarizes budgeted expenditures that are system wide in nature andnot assignable to one particular department or program. Included in this section are employer costs associated withretiree health care, contributions to the self-insured workers’ compensation fund, property and liability insurance, andthe self-funded costs related to unemployment claims. Payments to employees upon separation from service forunused leave and payments to retiring employees are also included in the section.


NON-DEPARTMENTAL


384

BUDGET OVERVIEW

PERSONNEL

Expenditures in this category include leave payments for terminating and retiring employees, self insured workers'compensation costs, and employer costs for retiree health care (including OPEB contributions). The Governmental Accounting Standards Board issued Statement #45, Accounting and Financial Reporting by Employers for Post-employment Benefits Other Than Pensions (OPEB), to address how governmental entities shouldaccount for and report their costs and obligations related to “other post-employment benefits” or “OPEB.” Generally, thiscovers retiree health insurance like medical insurance, dental, vision and prescription coverage. In past accounting standards, entities recognized the cost of these benefits as they were paid. This new standardrequires recognition of the cost of the benefits over the service period of the employee. Currently LCPS offers post-retirement health plan benefits which include a Medicare Advantage Plan with prescription drugs, dental and visioncoverage. GASB 45 requires that we recognize these future liabilities by setting funds aside now to reach a level called the AnnualRequired Contribution (ARC). The ARC is based on an actuarial analysis of our workforce and retiree health benefits.The actuarial analysis provides the allocated resources that would be sufficient to fund both the normal cost for eachyear and the amortized unfunded liability, if paid on an ongoing basis. That liability based on the current retiree healthcare plan results in an annual liability of $32 million. Recognizing the growing impact of LCPS OPEB liabilities, reforms have been implemented resulting in cost-saving tothe LCPS health care plan. We contracted an actuary to measure LCPS' current OPEB obligations and the impact of OPEB reform to mitigate futurecosts. The FY2014 budget includes reforms to reduce the current Annual Required Contribution (ARC) funding level to$12 million annually. OPEB reforms included in this budget –

Do not alter the employer contribution strategy for current retirees or those who are retired prior to June 30, 2014. •Provide that active employees who retire after June 30, 2014 will be provided the full retiree only rate towardstheir monthly retiree premium, with future increases capped at 150% of the June 30, 2014 retiree only rate.

•

Make available to all active employees hired on or after June 30, 2014 a tax deferred vehicle to provide fundingfor health care expenses during retirement. There is no employer contribution included in this component of theLCPS OPEB reform.

•


This category includes expenses related to system-wide property and liability insurance.

Avoided cost increases in group health insurance offered employees and retirees for over 3 years. •Limited current premium increases through implementation of effective plan design changes, while maintaining acompetitive and comprehensive health care program.

•



NON-DEPARTMENTAL


385


Continue to review the health care plan design offered to LCPS employees and retirees in order to minimize theimpact of escalating health care costs that are associated with current and post employment benefits.

•


E. Leigh BurdenAssistant Superintendent of Business and Financial

Services


NON-DEPARTMENTAL


386

DEPARTMENT SUMMARY

The Department of Technology Services (DTS) is responsible for coordinating the vision, development, standards,implementation and support of the district’s strategic technology plan aligning instruction, business and technology usingmeasurable key performance indicators that ensure effective, equitable and economical delivery of technology tosupport quality education. DTS is committed to building a transparent open organizational environment providingstudents, teachers, parents, administrators and the community with highly functional technology that is easy to use,reliable, and cost-effective to support a consistently superior level of instruction and student achievement.

FY14 CHANGES

No new positions were added.

DEPARTMENT OF TECHNOLOGY SERVICES


387

BUDGET HISTORYDivision FY10 Actual FY11 Actual FY12 Actual FY13 Budget FY14 BudgetTechnology Services 14,709,316 17,941,015 15,689,287 18,416,815 16,858,913

Total $14,709,316 $17,941,015 $15,689,287 $18,416,815 $16,858,913

Positions 87.0 86.0 86.0 90.0 90.0



388




389



Capital Outlay $1,136,024 $556,536 $270,511 $1,821,347 $86,000

Total $14,709,316 $17,941,015 $15,689,287 $18,416,815 $16,858,913

Positions 87.0 86.0 86.0 90.0 90.0



1.0 1.0

Director 2.0 2.0

Supervisor 5.0 5.0

Analyst 2.0 2.0

Support 7.0 7.0

Engineer 14.0 14.0

Specialist 8.0 8.0

Developer 3.0 3.0

Technician 48.0 48.0

Total 90.0 90.0

PROGRAM DESCRIPTION

DTS is a newly created department comprised of five functional support units which include:

Technology Operations: Responsible for direction, process, and operational business support •Technology Support: Responsible for decentralized user hardware and software support •Technology Systems & Infrastructure: Responsible for support of enterprise core systems and infrastructure toensure effective transmission of secure data and services

•

Application Development: Responsible for development, testing, and support of internal and purchasedapplications

•

Information Management: Responsible for enterprise application support, data management, and state andfederal reporting

•

The Department oversees the purchase, implementation, licensing, maintenance, and support of infrastructure,desktops, laptops, printers, audio visual devices, video conferencing, intercoms, interactive white boards, scanners,servers, software, and contractual services that support the students, teachers, parents, and staff of the LoudounCounty Public School system. The Department supports the Microsoft Server and Office environment, instructionalsoftware (e.g. CLARITY, Vision, etc.), the student information system, student records archival services, e-mail, anddata backup, technology management tools, application hosting, and maintenance.


TECHNOLOGY SERVICES


390

BUDGET OVERVIEW

PERSONNEL

The DTS personnel budget is comprised of salaries and fringe benefits for 90 full-time employees with additional staffaugmentation and overtime if required for periods of peak workloads and after hours support.


The DTS Operations and Maintenance budget supports the purchase, implementation, licensing, maintenance, andsupport of infrastructure, desktops, laptops, printers, audio visual devices, video conferencing, intercoms, interactivewhite boards, scanners, servers, software and contractual services that support the students, teachers, parents and staffof the Loudoun County Public School system. This section also includes the Microsoft Server and Office environment,instructional software (e.g. CLARITY, Vision, etc.), student information system, student records archival services, e-mailand data backup, technology management tools, and contracted vendor support costs for application hosting andmaintenance.

CAPITAL OUTLAY

The DTS budget for capital outlay consists of funds to purchase service desk software and additional video conferencingto support campus-to-campus virtual instruction, virtual field trips, distance learning and other instructional needs.

Supported the Technology Plan and School Board Goals 1 and 5 through the following:

Closed over 46,000 requests for service from school-based and central office customers.•Implemented a robust enterprise clustered SQL structure, with load balancing servers to support the “Phoenix”Individualized Educational Plan (IEP) application and future applications.

•

Updated computers, laptops, scanners, and printers in 11 schools identified in the LCPS technology refreshprogram.

•

Enhanced student learning opportunities by making the computer labs available for use after hours providingmore than 1,154 additional hours of lab time in 29 schools (16E/6M/7H).

•

Deployed distance learning systems in five high schools for Multivariable Calculus and Mandarin Chinesecourses. Over 400 additional video conferencing sessions were provided to support other distance learning,virtual learning, and virtual field trips for 31 schools (25E/1M/5H).

•

Ensured operability of intercoms, sound systems, cable TV service, interactive white boards, and other classroomAV technologies.

•

Installed or serviced over 250 data drops and wireless access points in classrooms and administrative offices. •Maintained networks, computer systems, peripheral devices, and user access in direct support of instruction, withminimal disruption and to ensure maximum availability.

•

Fulfilled 139 requests for unanticipated equipment and software. •Replaced 519 administrative laptops and desktops. •Restructured and clustered the data storage area network (SAN) providing greater redundancy and stability. •Consolidated elementary transcripts by extracting, transferring and loading data to the SIS and Data Warehouse.•



TECHNOLOGY SERVICES


391


Continue to support the Technology Plan and School Board Goals 1 and 5 through the following:

Reorganize DTS personnel to increase efficiency, effectiveness and economy.•Increase infrastructure bandwidth at the high schools from 100mg to 1g to support increased utilization,enrollment and SOL testing.

•

Complete the implementation of Microsoft Exchange/Outlook, upgrading the district’s current e-mail system toinclude archiving, spam filtering, and “white listing” activities.

•

Implement a Virtual Desktop Infrastructure (VDI) pilot to increase the lifecycle of existing computers. •Select and implement a comprehensive student information system to replace the system being “sun-setted” (July 2014) by the vendor.

•

Continue to integrate existing district software applications into Active Directory consolidating User IDs,increasing security, and streamlining user access.

•

Define, evaluate and plan for teacher One-to-One initiative, as defined in the LCPS Technology Plan (4.1.2).•Implement a computer refresh of student instructional labs and AV computers in 47 schools FY13 budget. •Review and consolidate current asset management systems.•Review and consolidate technology management tools.•Review and support the implementation of the Enterprise Resource Planning, Student Information System &Library System.

•

Review all existing instructional and business software to ensure efficiency, effectiveness and economy.•Review and standardize print services.•


Dr. Richard ContartesiAssistant Superintedent for Technology Services


TECHNOLOGY SERVICES


392

FINANCIAL SECTION – CAPITAL IMPROVEMENT PROGRAM FUND


FINANCIAL SECTION - CAPITAL IMPROVEMENT PROGRAM FUND

This fund is used to account for the purchase and/or construction of major capital facilities, including buildings, land, major equipment, and other long-lived improvements for the school system. Financing is provided primarily by general obligation bond issues approved by the voters.

Section Contents Capital Improvement Program Fund

Capital Improvement Program Projects Capital Improvement Program Project Budgets

Projected Number of Schools Impact of Capital Improvement Program on Operating Budget

Capital Improvement Program Fund – Fund Statement

393


FY13 Appropriated

FY14 Appropriated

FY15 Projected

FY16 Projected

General Obligation (GO) Bonds $213,110,000 $10,755,000 $73,630,000 $0VPSA Bonds 0 0 0 0Other Debt Financing 0 0 0 0Local Tax Funding 6,800,000 1,195,000 8,180,000 0Fund Balance 13,660,000 0 0 0Sale of Land 0 0 0 0

Total CIP $233,570,000 $11,950,000 $81,810,000 $0

Elementary Schools $28,820,000 $0 $31,460,000 $0Middle Schools $0 $0 $50,350,000 $0High Schools $175,750,000 $0 $0 $0Advanced Technology Center $0 $0 $0 $0Renovations, Improvements & Additions $29,000,000 $11,950,000 $0 $0

Total CIP $233,570,000 $11,950,000 $81,810,000 $0


Projects


Revenue Sources

394


FY17 Projected

FY18 Projected

Future Years

General Obligation (GO) Bonds $49,490,000 $211,535,000 $40,895,000VPSA Bonds $0 $0 $0Other Debt Financing $0 $0 $0Local Tax Funding $5,500,000 $25,725,000 $4,500,000Fund Balance $0 $0 $0Sale of Land $0 $20,000,000 $0

Total CIP $54,990,000 $257,260,000 $45,395,000

Elementary Schools $0 $0 $0Middle Schools 54,990,000 35,910,000 0High Schools 0 112,330,000 0Advanced Technology Center 0 109,020,000 0Renovations, Improvements & Additions 0 0 45,395,000

Total CIP $54,990,000 $257,260,000 $45,395,000


Projects


Revenue Sources

395



Capital Improvement Program Projects

The Capital Improvement Program (CIP) Budget provides a forecast by which facilities required to support Loudoun County Public Schools are planned, financed, and constructed. As a planning tool, the CIP addresses needs for new schools, including necessary land acquisition, as well as renovations and/or additions to existing school facilities. The capital projects included in the CIP are based on educational program requirements, School Board approved educational policy standards, and the adequacy of existing facilities to accommodate present and proposed educational programs.

Loudoun County Public Schools is the fourth largest of 136 school divisions in Virginia and continues to be one of the fastest growing. In FY14, student enrollment is expected to be 70,855; this represents an increase of 2,566 students or 3.8 percent. Student membership growth is projected to slow somewhat but continue an average of 2.1 percent each of the five years of the CIP. By the fall of 2017 the enrollment is projected to reach 76,902.

The FY14 CIP funds additions for Mercer Middle School and Freedom High School as well as renovation of the Loudoun County High School stadium. In addition, the CIP includes two elementary schools, two middle schools, and one high school to be funded and built in fiscal years 2015 through 2018. All of the new school facilities will serve the Dulles North, Dulles South, and Ashburn areas of Loudoun County where the most immediate need for classrooms is located. Any delays in the construction of these schools will likely result in future operating budget changes that may range from increases in student-teacher ratios, school attendance boundary revisions, modification in student transportation service levels, and/or changes in facility usage.

The five year CIP also includes the Advanced Technology Academy and renovations to existing school facilities. The Advanced Technology Academy will be funded in FY18. The renovation projects include renovation of Loudoun Valley High School funded in FY13, additions to Mercer Middle School and Freedom High School and the renovation of the Loudoun County High School stadium funded in FY14 and the conversion of CS Monroe Technology Center to serve as an alternative school funded in FY18. All new schools in Loudoun County are constructed based on a prototypical design for each level of education. The following section provides a map of the LCPS geographic planning districts, a brief description of school designs, and a summary list of schools which are included in the CIP. The fiscal year in which the project will be funded, the projected construction start date, the projected opening date, and the operating costs associated with opening each school are also provided. Please note that operating impacts are forecast for FY14 through FY18 and not future fiscal years. The CIP is reviewed each year and future projects are subject to scheduling changes each year. Please see page 406 for operating budget impact calculations.

Also included are descriptions of renovations to current facilities and the Advanced Technology Center.

396



Discovery Elementary School (Open Fall 2013) Moorefield Station Elementary School (Open Fall 2013)

Map of Loudoun County Public Schools Planning Districts: Elementary Schools Projects: All elementary schools included in the CIP will be built using the prototypical design. They will have a planned program capacity of 875 students in kindergarten through grade five. The estimated 91,100 square feet of each school will include a media center, cafeteria, multipurpose room, classrooms, and two unlighted outdoor playing fields.

397



Trailside Middle School (to open Fall 2014)

The five elementary schools included in the FY14-FY18 CIP budget, the areas of the County they will serve, fiscal year of funding, projected construction start dates, projected opening dates, and associated operating costs are as follows:

School Area Served Fiscal Year

Funded

Projected Construction

Start

Projected Fall

Opening

Operating Cost to Open

Cardinal Ridge ES Grant-Perkins Site/Dulles South Area 2013 Spring 2013 2014 $1,061,030

ES-27 Dulles North Area 2015 Spring 2015 2016 $1,160,000

ES-28 John Champe HS Site/Dulles South Area 2018 Spring 2018 Future Not Available

Middle Schools Projects: One of the middle schools (MS-9) included in the CIP will have a planned program capacity of 1,350 students in grades six through eight. The other middle school (MS-7) will be built as prototypical middle schools and will have a planned program capacity of 1,184 students in grades six through eight. The estimated 168,780 square feet of each school will be designed to utilize the “house” concept for each grade and contain classrooms, a media center, cafeteria, auditorium, gymnasium, auxiliary gymnasium, and three unlighted outdoor playing fields. The two middle schools included in the FY14-FY18 CIP budget, the areas of the County they will serve, fiscal year of funding, projected construction start date, projected opening dates, and associated operating costs are as follows:


Funded


Start

Projected Fall

Opening


Trailside MS Newton-Lee Site/Ashburn Area 2012 Spring 2013 2014 $2,034,000 MS-7 Dulles South Area 2017 Spring 2018 Future Not Available

MS-9 Dulles North Area 2015 Spring 2016 2017 $2,223,000

Middle School Renovations: The Mercer Middle School addition will add classrooms to increase the program capacity to 1,350 students. Funding of this renovation is included in FY14 and the opening of the additional classrooms is planned for the fall of 2015.

398



Rock Ridge HS (open Fall 2014)

High Schools Projects: Two of the high schools (HS-6 and HS-11) included in the CIP will have a planned program capacity of 1,800 students in grades nine through twelve which is the prototypical design. One high school (HS-8) will have a planned program capacity of 1,600 students in grades nine through twelve. The estimated 279,000 square feet of each school will contain classrooms, a media center, cafeteria, auditorium, gymnasium, auxiliary gymnasium, outdoor playing fields, and other associated spaces to support the high school program.

The three high schools included in the FY14-FY18 CIP budget, the areas of the County they will serve, fiscal year of funding, projected construction start date, projected opening dates, and associated operating costs are as follows:


Funded


Start

Projected Fall

Opening


Rock Ridge HS Lansdowne Site/Ashburn Area 2013 Fall 2013 2014 $3,594,000

HS-6 LV Estates II Site/Dulles North Area 2013 Spring 2014 2015 $3,702,000

HS-11 Dulles North Area 2018 Spring 2019 Future N/A

High School Renovations: The Freedom High School addition will add classrooms to increase the program capacity to 1,800 students. Funding of this renovation is included in FY14 and the opening of the additional classrooms is planned for the fall of 2015.

399



Advanced Technology Academy: Currently the Charles S. Monroe Technology Center serves as an extension to all of Loudoun County’s high schools by providing career and technical programs for secondary school students. The Technology Center offers high school students advanced training in specialized fields of study and prepares students for both career entry and continuing education through advanced professional training, apprenticeships, associate degree programs, and/or bachelor degree studies. As a result of a program study of the Monroe Technology Center, a new Advanced Technology Academy is planned for funding to begin in FY18. The Advanced Technology Academy, which will continue to offer the current training in the specialized fields, will also add further enhancement and specialization in the information technology, and health and human services programs.

400

FINANCIAL SECTON - CAPITAL IMPROVEMENT PROGRAM FUND



401


Project Funding Source FY13 FY14 FY15 FY16 FY17 FY18 Future YearsFY14-Future Years

CIP Total

GO Bonds 28,820,000Local Tax Funding 28,820,000GO Bonds 28,315,000Local Tax Funding 3,145,000 31,460,000GO Bonds 32,320,000Local Tax Funding 3,590,000 35,910,000GO Bonds 49,490,000Local Tax Funding 5,500,000 54,990,000GO Bonds 45,315,000Local Tax Funding 5,035,000 50,350,000

GO Bonds 3,880,000Local Tax Funding 430,000 4,310,000GO Bonds 81,215,000Fund Balance 9,025,000 90,240,000GO Bonds 76,975,000Local Tax Funding 3,900,000Fund Balance 4,635,000 85,510,000GO Bonds 101,095,000Local Tax Funding 11,235,000 112,330,000GO Bonds 26,100,000Local Tax Funding 2,900,000

29,000,000GO Bonds 4,510,000Local Tax Funding 500,000 5,010,000GO Bonds 2,365,000Local Tax Funding 265,000

2,630,000GO Bonds 78,120,000Local Tax Funding 10,900,000

Sale of Land 20,000,000 109,020,000GO Bonds 40,895,000Local Tax Funding 4,500,000 45,395,000

Total CIP $233,570,000 $11,950,000 $81,810,000 $0 $54,990,000 $257,260,000 $45,395,000 $684,975,000


Advanced Technology Academy

CS Monroe Conversion

High School 6

High School 8

Loudoun County HS Stadium

Capital Improvement Program Budget Projects

Middle School 9

Elementary School 27

Freedom HS Addition


Loudoun Valley HS Renovation


Middle School 7

Mercer MS Addition

High School 11

402


FY13 FY14 FY15 FY16 FY17 FY18 Future YearsFY14-Future Years

CIP Total

General Obligation (GO) Bonds $213,110,000 $10,755,000 $73,630,000 $0 $49,490,000 $211,535,000 $40,895,000 $599,415,000VPSA Bonds 0 0 0 0 0 0 0 $0Other Debt Financing 0 0 0 0 0 0 0 $0Local Tax Funding 6,800,000 1,195,000 8,180,000 0 5,500,000 25,725,000 4,500,000 $51,900,000Fund Balance 13,660,000 0 0 0 0 0 0 $13,660,000Sale of Land 0 0 0 0 0 20,000,000 0 $20,000,000

Total CIP $233,570,000 $11,950,000 $81,810,000 $0 $54,990,000 $257,260,000 $45,395,000 $684,975,000


LCPS projected to have 90 schools operating by FY18Nearly Double the 48 schools in FY01

Funding Source

Dollars in Millions

Capital Improvement Program Funding Sources

0

10

20

30

40

50

60

70

80

90

100

FY01

FY02

FY03

FY04

FY05

FY06

FY07

FY08

FY09

FY10

FY11

FY12

FY13

FY14

FY15

FY16

FY17

FY18

403



Impact of FY14 – FY18 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 Librarian Assistant Principal Library Secretary School Secretary Health Clinic Specialist Custodians Technology Resource Teacher

Insurance and Utilities – property, casualty and liability insurance for the new building as well as the estimated utility costs.

Machinery, Supplies, and Equipment – Custodial uniforms, machinery and supplies Middle Schools:

Personnel – salaries and fringe benefits for staffing required by a new elementary school: Principal Library Secretary Assistant Principal School Nurse Deans In-School Restriction Aide School Secretary Technology Resource Teacher Custodians Computer Lab Aide Librarian

Insurance and Utilities – property, casualty and liability insurance for the new building as well as the estimated utility costs.

Machinery, Supplies, and Equipment – Custodial uniforms, machinery and supplies

404



High Schools:

Personnel – salaries and fringe benefits for staffing required by a new elementary school: Principal Librarian Assistant Principal Library Secretary Athletic Director School Nurse Guidance Director Study Hall Aide School Secretary In-School Restriction Aide Guidance Career Aide Technology Resource Teacher Custodians Computer Lab Aide Athletic Trainer School Plant Engineer Activity Coordinator

Insurance and Utilities – property, casualty and liability insurance for the new building as well as the

estimated utility costs. Machinery, Supplies, and Equipment – Custodial uniforms, machinery and supplies The chart on the next page shows the projected costs for each of expense categories and the educational levels as well as the number of schools opening at each level for FY13 – FY18. It also provides the total projected impact to the operating budget for each year and the total number of schools opening.

405


FY14 FY15 FY16 FY17 FY18

(fall 2013) (fall 2014) (fall 2015) (fall 2016) (fall 2017)

Elementary School

Personnel Costs $900,154 $928,000 $956,000 $985,000 $1,015,000

Insurance and Utilities 130,471 134,000 138,000 142,000 146,000

Machinery, Supplies, and Equipment 30,405 31,000 32,000 33,000 34,000

Total per Elementary School $1,061,030 $1,093,000 $1,126,000 $1,160,000 $1,195,000

Number of Schools Opening 2 1 0 1 0

Middle SchoolPersonnel Costs $1,648,655 $1,699,000 $1,750,000 $1,803,000 $1,858,000Insurance and Utilities 286,860 295,000 304,000 313,000 322,000Machinery, Supplies, and Equipment 39,096 40,000 41,000 42,000 43,000

Total per Middle School $1,974,611 $2,034,000 $2,095,000 $2,158,000 $2,223,000


High SchoolPersonnel Costs $3,064,168 $3,156,000 $3,250,000 $3,347,000 $3,447,000Insurance and Utilities 375,747 387,000 399,000 411,000 423,000Machinery, Supplies, and Equipment 49,518 51,000 53,000 55,000 57,000

Total per High School $3,489,433 $3,594,000 $3,702,000 $3,813,000 $3,927,000


$2,122,060 $6,721,000 $3,702,000 $1,160,000 $2,223,000

Total Number of Schools Opening 2 3 1 1 1


Total Estimated Operating Budget Impact of All School Openings

Impact of FY14 - FY18 Capital Improvement Program on Operating Budget

The following are the estimated operating costs generated by the opening of new schools.

406


FY10 FY11 FY12Actual Actual Actual

FUND SOURCES:Beginning Balance $187,050,207 $108,196,493 $90,457,050 $12,581,611 $12,581,611Revenue:

State $0 $0 $0 $0 $0Miscellaneous 0 0 0 0 0Insurance Recovery 3,476 0 0 0 0

Total Revenue $3,476 $0 $0 $0 $0

Transfers In:County General Fund $42,044,555 $56,193,515 $14,393,178 $204,750,000 $11,950,000

Total Transfers $42,044,555 $56,193,515 $14,393,178 $204,750,000 $11,950,000

EXPENDITURES: $120,901,745 $73,932,958 $92,268,617 $204,750,000 $11,950,000

ENDING BALANCE: $108,196,493 $90,457,050 $12,581,611 $12,581,611 $12,581,611

NOTE:


Capital Improvement Program FundFund Statement

Proceeds from bond issues approved by the citizens in a public election are authorized to cover capital expenditures incurred by Loudoun County Public Schools. The County of Loudoun sells the authorized bonds as they are required to cover cash flow and transfers the proceeds into the School System CIP.

FY13 Appropriated

FY14 Appropriated

407

FINANCIAL SECTON - CAPITAL IMPROVEMENT PROGRAM FUND



408

FINANCIAL SECTION – DEBT SERVICE FUND

Loudoun County Public Schools – FY14 Appropriated Budget

FINANCIAL SECTION - DEBT SERVICE FUND

This fund is used to account for the resources for, and the payment of general long-term debt principal, interest and related costs. Financing is provided primarily by transfers from the County’s General Fund.

Section Contents Debt Service Projections Related to LCPS Capital Projects

Bond Amortization Schedule Loudoun County Capital Improvement Program Impact of Future Debt Ratios

Debt Service Fund – Fund Statement

409


FY14 Appropriated

FY15 Projected FY16 Projected FY17 Projected FY18 Projected

Principal $79,424,584 $82,499,087 $87,075,086 $91,212,633 $90,595,368Interest 37,946,738 39,550,302 39,786,152 39,693,129 38,093,704Total $117,371,322 $122,049,389 $126,861,238 $130,905,762 $128,689,072

Transfers from County General Fund $117,371,322 $122,049,389 $126,861,238 $130,905,762 $128,689,072


Debt Service Fund

Debt Service Projections related to LCPS Capital Projects

Pursuant to the Constitution of the Commonwealth of Virginia and the Public Finance Act, a County in Virginia is authorized to issue general obligation bonds secured by a pledge of its full faith and credit. For the payment of principal and interest on such bonds, the governing body of the County is authorized and required to levy on all taxable property within the County such ad valorem taxes as may be necessary. The issuance of general obligation bonds must have been approved by public referendum, unless such bonds are issued to certain State authorities. In the Commonwealth of Virginia, there is no statutory limitation on the amount of debt the County may incur. It should be noted that the County is restricted (by its own policies) to borrowing no more than 3% of its assessed value of taxable real and personal property as well as other debt ratio guidelines through its Fiscal Policy. The Debt Ratios and the CIP impact on them in the future are on pages 412 through 413. The Debt Service fund is projected to be within all of the Board of Supervisors guidelines throughout the FY14 through FY18 period based on the capital projects approved in the FY14-FY18 CIP.

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's debt capacity is maintained within the ratios listed on pages 412 and 413.

Debt service expenditures result from total debt being issued by the County for both School and General Government capital projects in the Capital Improvement Program Fund, School Fund, and/or Capital Asset Preservation Program Fund. These expenditures are typically offset by interest earnings, proceeds from lease-purchase financing transferred from the School Fund or General Fund, and/or various fund balances. Debt service expenditures related to LCPS capital projects and the amount of local tax funding required to offset these expenditures for FY14 are projected to decrease by 2.3% from what were appropriated for FY13.

The debt expenditures for new schools range from a low of $117.4 million to a high of $130.9 million between fiscal years 2014 and 2018. Debt service declines beginning in 2018.

410


Principal Interest Principal Interest Principal Interest Total2014 0 1,039,125 79,424,584 36,907,613 79,424,584 37,946,738 117,371,3222015 6,740,000 6,217,625 75,759,087 33,332,677 82,499,087 39,550,302 122,049,3892016 14,090,000 9,895,875 72,985,086 29,890,277 87,075,086 39,786,152 126,861,2382017 19,955,000 12,951,000 71,257,633 26,742,129 91,212,633 39,693,129 130,905,7622018 27,090,000 14,751,875 63,505,368 23,341,829 90,595,368 38,093,704 128,689,0722019 31,410,000 16,459,000 61,959,750 20,300,323 93,369,750 36,759,323 130,129,0732020 29,670,000 14,890,000 59,020,050 17,395,460 88,690,050 32,285,460 120,975,5102021 27,915,000 13,407,500 54,814,950 14,818,371 82,729,950 28,225,871 110,955,8212022 25,637,000 12,016,200 46,727,350 12,433,087 72,364,350 24,449,287 96,813,6372023 21,556,500 10,764,150 40,545,200 10,402,893 62,101,700 21,167,043 83,268,7432024 20,016,000 9,699,300 41,857,050 8,524,906 61,873,050 18,224,206 80,097,2562025 16,605,000 8,767,275 37,467,100 6,724,116 54,072,100 15,491,391 69,563,4912026 15,255,000 7,950,775 28,922,500 5,075,929 44,177,500 13,026,704 57,204,2042027 15,290,000 7,188,525 25,381,650 3,796,971 40,671,650 10,985,496 51,657,1462028 15,250,000 6,426,150 17,548,350 2,779,040 32,798,350 9,205,190 42,003,5402029 15,285,000 5,664,025 17,323,500 1,971,595 32,608,500 7,635,620 40,244,1202030 15,255,000 4,901,775 11,055,900 1,325,024 26,310,900 6,226,799 32,537,6992031 15,285,000 4,139,525 8,463,900 787,969 23,748,900 4,927,494 28,676,3942032 15,255,000 3,377,275 5,927,000 370,021 21,182,000 3,747,296 24,929,2962033 15,285,000 2,615,025 3,308,819 165,441 18,593,819 2,780,466 21,374,2852034 15,255,000 1,852,775 0 0 15,255,000 1,852,775 17,107,7752035 10,788,000 1,141,825 0 0 10,788,000 1,141,825 11,929,8252036 7,528,500 657,125 0 0 7,528,500 657,125 8,185,6252037 4,944,000 324,850 0 0 4,944,000 324,850 5,268,8502038 3,000,000 118,750 0 0 3,000,000 118,750 3,118,7502039 0 0 0 0 0 0 02040 0 0 0 0 0 0 02041 0 0 0 0 0 0 0

404,360,000 177,217,325 823,254,827 257,085,671 1,227,614,827 434,302,996 1,661,917,823


SCHOOLS - BOND AMORTIZATION SCHEDULE

Schools - New Schools - Prior Combined

411


FY14 FY15 FY16

Beginning Net Tax Supported Debt $1,140,528,001 $1,252,939,211 $1,378,219,958

New Debt Issued 220,786,525 240,881,166 267,308,928

Retired Debt (Old) 108,375,315 102,705,418 98,882,268

Retired Debt (New) 0 12,895,000 28,205,000

Ending Net Tax Supported Debt $1,252,939,211 $1,378,219,958 $1,518,441,618

Population 349,932 360,135 369,859

Public School Enrollment 70,855 72,826 74,562

Estimated Property Value (in Millions) $65,076 $69,399 $72,468

Per Capita Income 62,978 66,563 69,887

Expenditures (in Thousands) 1,812,800 1,903,440 2,046,198

Debt Service 161,877,261 175,625,079 194,455,568

Ratios:

Debt to Estimated Property Value (3.0%) 1.93% 1.99% 2.10%

Debt to Per Capita Income (8.0%) 5.69% 5.75% 5.87%

Debt Service to Expenditures (10.0%) 8.93% 9.23% 9.50%

Ten-Year Debt Payout Ratio (> 60%) 72.72% 71.16% 70.76%

(Note: Numbers in parentheses represent Fiscal Policy target ratios)

Debt Issuance Permitted $200,000,000 $200,000,000 $200,000,000Debt issuance Projected $174,786,525 $191,881,166 $169,558,928

Affordability Index: (2)Outstanding Debt Permitted $1,670,556,490 $1,788,160,648 $1,887,000,906Projected Outstanding Debt $1,252,939,211 $1,378,219,958 $1,518,441,618

Overlapping Debt: (3)Overlapping Debt Permitted $650,760,000 $693,990,000 $724,680,000Projected Overlapping Debt $171,507,842 $174,409,360 $166,135,281

(1) Debt includes general obligation bond and appropriation based financing.(2)

(3)

Source: Loudoun County Department of Management and Financial Services


Affordability Index is weighted average of Debt Per Capita (20%) / Debt to Estimated Property Value (45%) / Debt to Per Capita Income (35%).

Maximum outstanding Overlapping Debt allowed per Fiscal Policy guidelines is 1% of estimated Property Value.

Impact on Future Debt Ratios (1)Loudoun County Capital Improvement Program

Debt Issuance Limit:

412


FY17 FY18

Beginning Net Tax Supported Debt $1,518,441,618 $1,678,192,952

New Debt Issued 299,370,000 315,324,700

Retired Debt (Old) 95,318,666 87,585,000

Retired Debt (New) 44,300,000 61,905,000

Ending Net Tax Supported Debt $1,678,192,952 $1,844,027,652

Population 379,128 388,193

Public School Enrollment 75,676 76,902

Estimated Property Value (in Millions) $75,247 $78,128

Per Capita Income 72,376 74,244

Expenditures (in Thousands) 2,199,663 2,364,638

Debt Service 214,525,781 232,521,427

Ratios:

Debt to Estimated Property Value (3.0%) 2.23% 2.36%

Debt to Per Capita Income (8.0%) 6.12% 6.40%

Debt Service to Expenditures (10.0%) 9.75% 9.83%

Ten-Year Debt Payout Ratio (> 60%) 69.63% 67.32%

(Note: Numbers in parentheses represent Fiscal Policy target ratios)

Debt Issuance Permitted $200,000,000 $200,000,000Debt issuance Projected $167,870 $182,164,700

Affordability Index: (2)Outstanding Debt Permitted $1,820,303,198 $1,906,168,341Projected Outstanding Debt $1,497,525,832 $1,645,639,832

Overlapping Debt: (3)Overlapping Debt Permitted $752,470,000 $781,280,000Projected Overlapping Debt $156,972,518 $147,352,223

(1) Debt includes general obligation bond and appropriation based financing.(2)

(3)

Source: Loudoun County Department of Management and Financial Services


Affordability Index is weighted average of Debt Per Capita (20%) / Debt to Estimated Property Value (45%) / Debt to Per Capita Income (35%).

Maximum outstanding Overlapping Debt allowed per Fiscal Policy guidelines is 1% of estimated Property Value.

Loudoun County Capital Improvement ProgramImpact on Future Debt Ratios (1)

Debt Issuance Limit:

413


FY10 FY11 FY12 FY13 FY14FUND SOURCES: Actual Actual Actual Appropriated Appropriated

Beginning Balance ($6,725,470) ($14,855,505) ($16,124,700) ($26,524,913) ($26,524,913)

Revenue:

Use of Money and Property $2,006,471 $8,144,000 $1,826,881 $1,360,804 $1,058,331

Total Revenue $2,006,471 $8,144,000 $1,826,881 $1,360,804 $1,058,331

Transfers In:

County General Fund $92,968,111 $109,139,788 $121,041,667 $106,568,856 $103,776,933

Transfers from Operating Fund 0 0 0 8,511,175 0

Use of Fund Balance 0 0 0 3,715,390 12,536,058

Total Transfers $92,968,111 $109,139,788 $121,041,667 $118,795,421 $116,312,991

EXPENDITURES:

Principal Retirement $92,179,785 $78,606,037 $94,730,767 $79,524,784 $79,424,584

Interest and Service Charges 5,550,208 39,946,946 38,537,994 40,631,441 37,946,738

Transfer out 5,374,624 0 0 0 0

Total Expenditures $103,104,617 $118,552,983 $133,268,761 $120,156,225 $117,371,322

ENDING BALANCE: ($14,855,505) ($16,124,700) ($26,524,913) ($26,524,913) ($26,524,913)

$16,680,990 $19,883,296 $29,093,927


Debt Service FundFund Statement

The School System Debt Service fund is combined with the County Debt Service fund in the Comprehensive Annual Report. The combined balances are noted above.

Fund Balance combined with County General Government Capital Projects

NOTE:

414

FINANCIAL SECTION – OTHER FUNDS


FINANCIAL SECTION - OTHER FUNDS

The Loudoun County Public Schools utilizes separate funds for the appropriate and accurate tracking of revenues and expenditures which are not directly linked to classroom instruction. The funds included within this section are the Food Services Fund, Capital Asset Preservation Program Fund, and the Central Vehicle Maintenance Fund. Each fund is represented with a narrative, which includes a description of the fund and any major changes anticipated in FY14, the budget data, and a fund statement.

Section Contents Food Services Fund

Capital Asset Preservation Program Fund Central Vehicle Maintenance Fund

415

DEPARTMENT SUMMARY

The Division of Food Services provides nutritious, safe, appealing, and affordable meals at all schools daily. Breakfast,lunch, and snacks meet Federal and State Guidelines. An annual total of 4,452,885 lunches, and 747,998 breakfastswere served during the 2011-2012 school year with increased numbers expected each year. Every cafeteria manager issanitation-certified. All employees are provided annual workshops to update and continue education in food safety,proper food handling, customer service, and accountability. All cafeteria managers are provided monthly leadershipdevelopment and annual management workshops in addition to the all staff workshops. The Division provides FoodSafety Training to all new employees, and a Manager Training Program provides upward mobility for qualifiedemployees. The Division also provides district-wide catering with a variety of menus and services offered in aprofessional and affordable manner. The central office and school cafeterias work together supporting the nutritionalneeds of students in the educational process to meet the Division’s goal of having no hungry child in Loudoun CountyPublic Schools.

FY14 CHANGES

8 new food service positions to open Discovery Elementary and Moorefield Station Elementary. No meal priceincreases are required for FY14.

DEPARTMENT OF FOOD SERVICES


416

BUDGET HISTORYDivision FY10 Actual FY11 Actual FY12 Actual FY13 Budget FY14 BudgetFood Services 20,490,724 20,205,676 22,207,178 25,081,623 26,482,361

Total $20,490,724 $20,205,676 $22,207,178 $25,081,623 $26,482,361

Positions 387.0 404.0 411.0 427.0 435.0



417



Capital Outlay $0 $0 $0 $25,000 $25,000

Transfer Out $900,000 $0 $0 $0 $0

Total $20,490,724 $20,205,676 $22,207,178 $25,081,623 $26,482,361

Positions 387.0 404.0 411.0 427.0 435.0


Supervisor 1.0 1.0

Manager 7.0 7.0

Support 5.0 5.0

Specialist 3.0 3.0

Cafeteria Staff 411.0 419.0

Total 427.0 435.0

PROGRAM DESCRIPTION

The Food Services Department provides nutritious meals and snacks at a reasonable price to Loudoun County PublicSchools' students and employees. Food Services served 4,452,885 lunches and 747,998 breakfasts in FY 2012.


FOOD SERVICES


418

BUDGET OVERVIEW

PERSONNEL

Includes compensation for all Food Services staff and the following new positions:

8 new food service positions to open Discovery Elementary and Moorefield Station. •


This includes food and food supplies to provide nutritious meals and snacks to the students and staff of Loudoun CountyPublic schools. No meal price increases were initiated for FY14. The FY14 meal prices are: Lunch Elementary $3.00 Secondary $3.10 Adult $4.00 Breakfast Elementary $2.00 Secondary $2.00 Adult $2.30

CAPITAL OUTLAY

Additional equipment remains at the FY13 Budget funding level.


Served a total of 4,452,885 lunches and 747,998 breakfasts to the students of Loudoun County Public Schools. •Achieved the following student meal daily average participation rates:

School Lunch 24,738 ◦School Breakfast 4,179 ◦

•

Provided the following training to food service employees: 6 participants - New Manager Orientation ◦29 participants - Food Safety Certification Training for New Manager ◦27 participants - Food Safety Certification Training for New Employees ◦318 participants - Employee Orientation Workshop ◦98 participants - Manager Orientation Workshop ◦

•

Received Healthier US School Challenge Bronze awards for the 52 Elementary Schools. •



FOOD SERVICES


419



Increase personnel to maintain current service levels due to increasing enrollment and the opening of newschools.

•

Provide increased training to new and existing personnel to encourage retention. •Provide technical assistance to school personnel. •Increase student meal participation and a la carte sales. •Increase nutritious offerings and choices to support the HealthierUS School Challenge and Loudoun CountyPublic Schools Health and Wellness Policy.

•

Provide manager training to cover positions vacated due to retirement and opening of new schools. •Continue to add local buying through current food vendors. •Expand the information available on the food services website. •Work with manufacturers to develop products to meet the new guidelines of Healthy Hunger Free Kids Act. •


Jinny S. DemastesFood Services Supervisor


FOOD SERVICES


420


FY10 FY11 FY12 FY13 FY14Actual Actual Actual Appropriated Appropriated

FUND SOURCES:

Beginning Balance $664,781 $476,654 $2,321,309 $4,264,087 $4,264,087

Revenue:

State $283,204 $297,907 $315,085 $336,000 $357,986

Federal 5,431,140 6,214,692 6,637,846 4,600,000 4,600,000

Local Fees and Miscellaneous 14,448,253 15,390,731 17,197,025 20,139,623 21,518,375

Interest Income 0 0 0 6,000 6,000

Transfer of Local Tax Funding 140,000 147,000 0 0

Total Revenue $20,302,597 $22,050,330 $24,149,956 $25,081,623 $26,482,361

Expenditures:

Expenditures $20,490,724 $20,205,676 $22,207,178 $25,081,623 $26,482,361

Transfers out $0 $0 $0 $0 $0

$20,490,724 $20,205,676 $22,207,178 $25,081,623 $26,482,361

ENDING BALANCE: $476,654 $2,321,309 $4,264,087 $4,264,087 $4,264,087


Food Services FundFund Statement

421

DEPARTMENT OF CAPITAL ASSET PRESERVATION PROGRAM

CAPITAL ASSET PRESERVATION PROGRAM

DEPARTMENT SUMMARY

FY14 BUDGET CHANGES


The Loudoun County Public Schools Capital Asset Preservation Program (CAPP) is designed to address and fund replacement and maintenance of major systems of the School Board owned facilities. These components are either structure related (i.e., roofs, walls, windows, foundations), site related (i.e., asphalt/concrete, fuel and water tanks, exterior/field lighting, storm water management structures, storm/sanitary sewer pipes), or mechanical/electrical related (i.e., water and sewer systems, mechanical systems, electrical systems, heating and ventilation). Project categories must have a minimum estimated replacement value of $10,000 and an expected life span of ten or more years. Furthermore, capital asset projects must be a portion of a major component to the building or site in order to qualify for CAPP funding.

The FY14 CAPP provides total funding of $5,577,000 distributed to all types of projects.

422


Asphalt $1,295,000 $955,000 $775,000 $780,000 $1,075,000

Electrical 410,000 145,000 225,000 335,000 435,000

Structure Repair 510,000 684,000 315,000 380,000 140,000

HVAC 298,000 430,000 395,000 220,000 165,000

Windows 600,000 0 450,000 300,000 0

Plumbing 84,000 1,250,000 80,000 50,000 100,000

Roofing 2,380,000 4,050,000 4,300,000 1,550,000 1,350,000

Total CAPP $5,577,000 $7,514,000 $6,540,000 $3,615,000 $3,265,000


Capital Asset Preservation Program Fund Projections

FY14 Appropriated

FY15 Projected

FY16 Projected

FY17 Projected

FY18 Projected

423


FacilityFY13

AppropriatedFY14

Appropriated

Schools:Ashburn ES $20,000 $38,000

Balls' Bluff ES $75,000 $28,000

Banneker ES $0 $150,000

Belmont Station ES $0 $30,000

Blue Ridge MS $1,200,000 $125,000

Briar Woods HS $0 $185,000

Broad Run HS $110,000 $1,555,000

Dominion HS $0 $215,000

Dominion Trail ES $0 $40,000

Douglass School $150,000 $0

Eagle Ridge MS $100,000 $135,000

Emerick ES $80,000 $0

Farmwell Station MS $0 $55,000

Guilford ES $0 $735,000

Harmony MS $0 $80,000

Harper Park MS $0 $130,000

Heritage HS $0 $150,000

Hutchison Farm ES $0 $40,000

J. L. Simpson MS $0 $110,000

J. W. Tolbert ES $60,000 $0

Leesburg ES $30,000 $45,000

Lincoln ES $375,000 $310,000

Loudoun County HS $0 $190,000

Loudoun Valley HS $165,000 $0

Lovettsville ES $0 $40,000

Lowes Island ES $0 $45,000

Lucketts ES $0 $90,000

Meadowland ES $0 $30,000

Mercer MS $45,000 $0

Monroe Technology Center $70,000 $60,000

Mountain View ES $45,000 $0



424


FacilityFY13

AppropriatedFY14

Appropriated

Park View HS $195,000 $155,000

Potomac Falls HS $50,000 $0

Potowmack ES $0 $133,000

River Bend MS $100,000 $0

Sanders Corner $0 $58,000

Seldens Landing ES $60,000 $0

Seneca Ridge MS $15,000 $0

Smart's Mill MS $45,000 $60,000

Waterford ES $185,000 $30,000

Other:Round Hill Center $0 $50,000

Staff Training Center $0 $450,000

Transportation $0 $30,000

Total $3,175,000 $5,577,000



Schools (continued):

425



AppropriatedFY14

Appropriated

FUND SOURCES:

Beginning Balance $8,098,879 $5,967,748 $3,708,990 $1,819,878 $1,819,878

Transfers In:

County General Fund $1,400,000 $13,222 $2,285,002 $3,175,000 $5,577,000

Proceeds from Bonds 0 0 0 0 0

Total Transfers $1,400,000 $13,222 $2,285,002 $3,175,000 $5,577,000

EXPENDITURES: $3,531,131 $2,271,980 $4,174,114 $3,175,000 $5,577,000

ENDING BALANCE: $5,967,748 $3,708,990 $1,819,878 $1,819,878 $1,819,878


Capital Asset Preservation Program FundFund Statement

426




427

DEPARTMENT SUMMARY

The Fleet Maintenance program serves 2,428 school and county-owned vehicles. The Central Fleet Maintenanceoperation provides a high level of availability of school and county vehicles through an efficient and effective repair andpreventive maintenance program. The operation is funded through charge-backs to maintain fiscal solvency. TheDirector of Transportation serves as the chief administrative officer of the operation which is located within theTransportation Division.

FY14 CHANGES

The Central Vehicle Maintenance operation only expends funds required to maintain the motor vehicle fleets operatedby Loudoun County Public Schools and the County of Loudoun. Both entities transfer funds to Central VehicleMaintenance for the fuel and services provided. The increase in operations and maintenance is due to increased fuelcosts.

DEPARTMENT OF CENTRAL VEHICLE MAINTENANCE


428

BUDGET HISTORYDivision FY10 Actual FY11 Actual FY12 Actual FY13 Budget FY14 BudgetCentral Vehicle Maintenance 14,967,421 16,890,427 19,110,315 21,353,168 23,039,040

Total $14,967,421 $16,890,427 $19,110,315 $21,353,168 $23,039,040

Positions 69.0 75.0 75.0 75.0 75.0



429



Capital Outlay $54,696 $136,931 $42,003 $29,926 $35,080

Total $14,967,421 $16,890,427 $19,110,315 $21,353,168 $23,039,040

Positions 69.0 75.0 75.0 75.0 75.0


Manager 1.0 1.0

Support 5.0 5.0

Vehicle Maintenance 69.0 69.0

Total 75.0 75.0

PROGRAM DESCRIPTION

The Central Fleet Maintenance operation provides a high level of availability of school and county vehicles through anefficient and effective repair and preventive maintenance program. The operation is funded through charge-backs tomaintain fiscal solvency. The Director of Transportation serves as the chief administrative officer of the operationwhich is located within the Transportation Division. The Fleet Maintenance program services nearly 2,500 school andcounty owned vehicles.


CENTRAL VEHICLE MAINTENANCE


430

BUDGET OVERVIEW

PERSONNEL

Central Vehicle Maintenance employees are hired as required to maintain adopted service levels as determined byLCPS and County of Loudoun fleet needs. Determining factors include age of fleet vehicles, alternative shifts, statemandated maintenance schedules and advanced technologies mandated by federal law. Additional employees are nothired until the need exists.


This category funds the repair, maintenance and fuel for all LCPS and County motor vehicles. Funding is obtainedthrough time & material charges to each vehicle serviced. The LCPS and County operational budgets are the sourcefunding for this activity. The FY14 operations and maintenance increase is due to higher fuel costs.

CAPITAL OUTLAY

This category funds large equipment needs for the Central Garage and Valley Service Center operations plusdepreciation for fixed assets.

Supported School Board Goals 4, 5, and 7 and the efforts of the Department of Support Services to:

Completed installation of GPS units in school bus fleet. •Trained and licensed two technicians for operation of an official state emissions inspection station. •Began performing in-house emissions inspections for affected motor vehicles and speedometer calibrations forthe Sheriff's patrol vehicles.

•

Completed retrofitting Digital Video Recorders in place of VCRs in school buses. •Participated in a financial and operational review of the Central Vehicle Maintenance project. •Participated in a rightsizing study of the LCPS non-bus fleet. •




Obtain heavy vehicle wheel lift to improve preventive maintenance program efficiency. •Enlarge parts room at Valley Service Center. •Train and license additional technical staff for emission inspection. •Develop in-house training program for technical staff. •Develop additional bay space for small engine repair. •


Alvin E. Hampton IVDirector of Transportation


CENTRAL VEHICLE MAINTENANCE


431


FY10 FY11 FY12Actual Actual Actual

School Transfer In $11,254,829 $10,219,106 $11,989,855 $12,515,797 $12,870,842

County Government Transfer In 3,712,592 6,671,321 7,120,460 8,837,371 10,168,198

Total Revenues $14,967,421 $16,890,427 $19,110,315 $21,353,168 $23,039,040


Central Vehicle Maintenance Revenues

FY13 Appropriated

FY14 Appropriated

432

INFORMATIONAL SECTION



The informational section contains information on past and future budgets as well as factors that influence the proposed budget.

Section Contents 2013 - 2014 School Calendar

Enrollment Projection Methodology Enrollment History

2013 - 2014 Enrollment Projections Revenue Sources, Assumptions, and Trends

Budget Expenditure Forecast and Fund Balance Assumptions Fund Balance Projections

Personnel Resource Allocations Average Class Size

“A Climate for Success” for Every Student Performance Measures

Impact of School and County Government Programs on Local Tax Funding Loudoun County Real Property Assessed Value

Impact of School and County Government Programs on Average Homeowner Bond Amortization Schedule

Past and Future Direction of the School System Future Challenges

433



September 3 First Day of School for Students

October 14 Holiday (Columbus Day) November 1 End of First Grading Period November 4-5 Student Holiday (Planning/Records/Conference Days)

November 27-29 Holiday (Thanksgiving) December 23 - January 1 Winter Break (Classes Resume January 2)

January 20 Holiday (Martin Luther King Jr. Day)

January 24 End of Second Grading Period

January 27 Moveable Student Holiday* (Planning/Records/Conference Day)

February 17 Holiday (Presidents’ Day) March 28 End of Third Grading Period March 31 Student Holiday (Planning/Records/Conference) April 14-18 Student Holiday (Spring Break) May 26 Holiday (Memorial Day) June 13 Last Day of School for Students

*NOTE: Dates of this MOVEABLE planning/records/conference day between first and second semesters may change if the school calendar must be changed due to school closings for inclement weather or other emergencies

2013 - 2014 SCHOOL CALENDAR For Students

434



Enrollment Analysis

Loudoun County Public Schools Department of Planning and Legislative Services annually forecasts 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 and administrative procedures 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 current 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 as 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. In recent past, one-year division projections have been within ± 1.0 percent of the actual September 30 enrollment.

September 30 of School Year

Actual September 30 Enrollment

Actual September 30 Enrollment as Percentage of the Projected September 30 Enrollment

2008 57,009 99.5%

2009 60,096 101.0%

2010 63,220 99.8%

2011 65,668 99.1%

2012 68,289 100.2%

LCPS projections provide the most up-to-date student enrollment trends based on current data for the county and metropolitan region. 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 and commercial building patterns, and birth rates. The formula 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 and census information are used to help project kindergarten enrollment.

435



Projection accuracy can be affected by a host 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 time lines 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 two and three percent annually. • Loudoun’s public school enrollment growth will continue, but at a slower rate than observed over the past decade. • Employment and housing availability in Loudoun will continue to attract families with children. • The economic recovery will remain modest in the metropolitan region. • Loudoun’s residential building activity will report around 3,000 issued permits per year. • The in-migration of families in prime childbearing years will be impacted by the metropolitan employment market. • The out-migration of families will influence Loudoun County Public Schools enrollment growth. • Loudoun County’s annual birth rate will stabilize. • Loudoun’s public school dropout rate will remain below the two percent level.

LOUDOUN COUNTY PUBLIC SCHOOLS SEPTEMBER 30 ENROLLMENT

On September 28, 2012, Loudoun County Public School enrollment was 68,289 students - an increase of four percent or 2,621 students from the 2011-12 (September 30, 2011) school year. Projections for this five-year CIP planning period indicate an on average annual increase of nearly two and one-half percent in student membership. By the 2017-18 school year, the final year of the CIP planning period, LCPS is projected to have an enrollment of 76,902 students.

FY 2014‐18 CIP PLANNING PERIOD09/28/12 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18ACTUAL PROJECTION PROJECTION PROJECTION PROJECTION PROJECTION

LOUDOUN COUNTY PUBLIC SCHOOLS 68,289 70,855 72,826 74,562 75,676 76,902PRESCHOOL ENROLLMENT 936 1,043 1,055 1,069 1,082 1,096ELEMENTARY SCHOOL (Gr K‐5) ENROLLMENT 32,750 33,425 33,692 33,781 33,792 33,744MIDDLE SCHOOL (Gr 6‐8) ENROLLMENT 15,623 16,427 17,151 17,787 18,132 18,466HIGH SCHOOL (Gr 9‐12) ENROLLMENT 18,980 19,960 20,928 21,925 22,670 23,596

436



Loudoun County Public Schools enrollment is forecast to grow throughout the planning period. Elementary school enrollment, children in kindergarten through grade five, will increase from 32,750 (September 28, 2012) to 33,744 students by September 2017. 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 17 percent to 1,096 students by Fall 2017. A total of 18,466 students are projected to be in Loudoun’s middle schools (grades six through eight) in September 2017, an increase of 2,843 students over the 15,623 students enrolled in September 2012. High school enrollment (grades nine through twelve) is projected to increase nearly 25 percent to 23,596 students by the 2017-18 school year.

Loudoun County Public Schools – September 30 Actual and Projected

437


2010-11 Actual

2011-12 Actual

2012-13 Actual

2013-14 Projected

Aldie ES 103 109 124 121

Algonkian ES 448 474 472 460

Arcola ES 589 652 762 872

Ashburn ES 667 681 675 670

Ball's Bluff ES 851 746 655 642

Banneker ES 196 201 185 170

Belmont Station ES 792 843 894 747

Buffalo Trail (ES-20) 471 555 713 875

Catoctin ES 512 502 531 539

Cedar Lane ES 763 753 731 729

Cool Spring ES 814 854 651 647

Countryside ES 673 694 686 710

Creighton's Corner ES 845 1,037 1,166 771

Discovery ES (ES-22) 0 0 0 673

Dominion Trail ES 735 714 709 638

Emerick ES 531 494 489 491

Evergreen Mill ES 644 780 667 659

Forest Grove ES 571 549 578 564

Frances Hazel Reid ES 860 848 763 747

Fredrick Douglass ES 0 0 646 668

Guilford ES 450 456 535 537

Hamilton ES 174 161 156 154

Hillsboro ES 94 75 66 59

Hillside ES 742 764 719 735

Horizon ES 773 742 713 685

Hutchison Farm ES 841 853 849 826

John W Tolbert, Jr ES 977 971 834 805

Kenneth W. Culbert ES 535 518 531 535

Leesburg ES 598 621 595 591

Legacy ES 987 1,091 1,199 1,023

Liberty ES 927 1,025 1,097 1,176

Lincoln ES 109 126 137 136

Little River ES 869 827 772 701

Loudoun County Public Schools - FY14 Appropriated Operating Budgets

Enrollment History

438


2010-11 Actual

2011-12 Actual

2012-13 Actual

2013-14 Projected

Lovettsville ES 547 528 548 541

Lowes Island ES 687 696 713 706

Lucketts ES 226 246 249 261

Meadowland ES 427 467 446 444

Middleburg ES 75 67 61 55

Mill Run ES 895 980 1,017 895

Moorefield Station ES (ES-16) 0 0 0 864

Mountain View ES 525 517 513 504

Newton-Lee ES 940 969 982 978

Pinebrook ES 813 917 1,054 1,203

Potowmack ES 634 599 621 599

Rolling Ridge ES 609 608 589 604

Rosa Lee Carter ES 790 891 1,022 883

Round Hill ES 559 533 542 539

Sanders Corner ES 647 630 614 606

Seldens Landing ES 1,040 1,046 1,036 885

Sterling ES 560 537 544 567

Steuart W. Weller ES 768 791 814 912

Sugarland ES 544 557 587 613

Sully ES 419 442 462 473

Sycolin Creek ES 727 719 718 726

Waterford ES 232 215 186 186

Belmont Ridge MS 1,299 1,413 1,468 1,501

Blue Ridge MS 866 907 933 913

Eagle Ridge MS 1,057 1,140 1,137 1,188

Farmwell Station MS 1,198 1,245 1,318 1,312

Harmony MS 1,073 1,094 1,088 1,051

Harper Park MS 960 979 1,020 1,114

J Lupton Simpson MS 986 998 1,023 1,017

J. Michael Lunsford MS 0 1,163 1,273 1,403

Mercer MS 1,326 742 856 1,060

River Bend MS 1,146 1,149 1,151 1,137

Seneca Ridge MS 979 1,011 989 1,027


Enrollment History

439


2010-11 Actual

2011-12 Actual

2012-13 Actual

2013-14 Projected

Smart's Mill MS 955 994 1,048 1,067

Sterling MS 860 896 950 1,044

Stone Hill MS 1,251 1,093 1,369 1,593

Briar Woods HS 1,600 1,762 1,998 2,206

Broad Run HS 1,683 1,786 1,838 1,886

Dominion HS 1,335 1,340 1,382 1,399

Freedom HS 1,816 1,908 1,544 1,489

Heritage HS 1,327 1,197 1,198 1,249

John Champe HS 0 0 609 982

Loudoun County HS 1,411 1,383 1,399 1,401

Loudoun Valley HS 1,338 1,082 1,145 1,229

Park View HS 1,327 1,303 1,284 1,323

Potomac Falls HS 1,504 1,522 1,551 1,599

Stone Bridge HS 1,917 1,854 1,824 1,788

Tuscarora HS 1,097 1,548 1,746 1,962

Woodgrove HS 1,104 1,488 1,530 1,515

Total 63,220 65,668 68,289 70,855


Enrollment History

440




441


K 1 2 3 4 5 PS ST HS TotalAldie ES 16 23 22 18 19 23 121Algonkian ES 65 84 86 80 72 69 4 460Arcola ES 112 156 129 142 156 153 24 872Ashburn ES 91 99 117 139 118 86 20 670Ball's Bluff ES 130 111 114 93 94 81 19 642Banneker ES 27 17 19 26 33 46 2 170Belmont Station ES 89 117 128 130 131 138 14 747Buffalo Trail (ES-20) 101 175 148 139 148 142 22 875Catoctin ES 81 95 109 86 75 80 13 539Cedar Lane ES 121 103 108 100 134 136 27 729Cool Spring ES 121 96 102 106 110 89 23 647Countryside ES 104 124 100 110 135 113 24 710Creighton's Corner ES 95 164 146 143 119 102 2 771Discovery ES (ES-22) 89 112 114 117 116 108 17 673Dominion Trail ES 88 106 118 100 120 102 4 638Emerick ES 80 76 65 89 99 82 491Evergreen Mill ES 94 104 110 97 87 122 15 30 659Forest Grove ES 94 90 94 100 76 109 1 564Frances Hazel Reid ES 98 115 138 116 129 124 27 747Fredrick Douglass ES 99 122 111 99 99 88 20 30 668Guilford ES 67 139 102 67 73 81 8 537Hamilton ES 27 22 24 37 23 21 154Hillsboro ES 13 8 7 16 6 9 59Hillside ES 115 112 119 125 140 121 3 735Horizon ES 105 99 92 105 132 133 19 685Hutchison Farm ES 135 139 126 155 138 128 5 826John W Tolbert, Jr ES 146 125 139 122 131 137 5 805Kenneth W. Culbert ES 72 70 74 80 111 92 36 535Leesburg ES 89 103 102 101 110 86 591Legacy ES 149 170 166 191 179 149 19 1,023Liberty ES 160 200 215 172 199 193 37 1,176Lincoln ES 19 26 20 21 24 26 136Little River ES 118 99 112 103 130 139 701Lovettsville ES 82 84 79 93 90 102 11 541Lowes Island ES 94 105 108 127 132 137 3 706Lucketts ES 42 47 41 41 51 39 261Meadowland ES 62 72 68 66 55 58 3 60 444Middleburg ES 13 8 8 9 9 8 55Mill Run ES 109 149 172 133 154 173 5 895Moorefield Station ES (ES-16) 115 144 149 150 152 140 14 864Mountain View ES 68 66 103 81 84 93 9 504Newton-Lee ES 136 134 145 187 184 176 16 978Pinebrook ES 147 266 222 187 203 170 8 1,203Potowmack ES 91 102 87 106 93 92 28 599Rolling Ridge ES 83 85 69 109 100 93 5 60 604Rosa Lee Carter ES 85 160 162 190 161 122 3 883


2013-2014 Enrollment Projections

442


K 1 2 3 4 5 PS ST HS TotalRound Hill ES 95 91 63 73 92 103 22 539Sanders Corner ES 91 82 109 97 112 114 1 606Seldens Landing ES 149 125 146 158 133 165 9 885Sterling ES 87 77 79 126 86 63 2 30 17 567Steuart W. Weller ES 120 152 135 136 177 142 20 30 912Sugarland ES 97 105 103 93 83 83 34 15 613Sully ES 95 77 75 72 48 59 17 30 473Sycolin Creek ES 103 111 127 98 108 126 23 30 726Waterford ES 33 20 18 34 38 43 186Total Elementary Schools 5,007 5,663 5,644 5,691 5,811 5,609 643 300 32 34,400

6 7 8 PS ST HS TotalBelmont Ridge MS 524 475 502 1,501Blue Ridge MS 284 299 330 913Eagle Ridge MS 398 400 390 1,188Farmwell Station MS 408 473 431 1,312Harmony MS 312 354 385 1,051Harper Park MS 400 377 337 1,114J Lupton Simpson MS 313 344 360 1,017J. Michael Lunsford MS 473 480 450 1,403Mercer MS 418 338 304 1,060River Bend MS 389 358 390 1,137Seneca Ridge MS 362 312 353 1,027Smart's Mill MS 316 399 352 1,067Sterling MS 380 323 341 1,044Stone Hill MS 572 559 462 1,593Total Middle Schools 5,549 5,491 5,387 0 0 0 16,427

9 10 11 12 PS ST HS TotalBriar Woods HS 632 583 505 486 2,206Broad Run HS 482 473 468 463 1,886Dominion HS 328 377 339 338 17 1,399Freedom HS 389 372 310 418 1,489Heritage HS 336 361 269 266 17 1,249John Champe HS 339 292 223 128 982Loudoun County HS 386 335 337 343 1,401

Loudoun Valley HS 319 310 311 289 1,229

Park View HS 316 329 332 346 1,323

Potomac Falls HS 397 395 419 388 1,599

Stone Bridge HS 527 419 380 462 1,788

Tuscarora HS 579 477 462 427 17 1,962

Woodgrove HS 382 391 401 324 17 1,515

Total High Schools 5,412 5,114 4,756 4,678 0 0 68 20,028

70,855


Total 2013-2014 Projected Enrollment

2013-2014 Enrollment Projections

443



Revenue Sources, Assumptions, and Trends

Loudoun County Public Schools (LCPS) are fiscally dependent upon the County of Loudoun and therefore

have no tax levying authority. The County’s Board of Supervisors appropriates the School’s budget, levies taxes (if necessary) and issues bonds for School capital projects and improvements.

Operating Budget Funding LCPS receives revenue for the Operating Budget from three sources: the transfer of funds from the Loudoun County Board of Supervisors, state aid, and federal aid. There is a small amount of revenue generated from summer school tuition, adult education tuition, driver education fees, student parking fees, athletic fees, and out-of-county tuition payments. Local Transfer:

Real property and personal property taxes are the primary revenue sources for the County. The Board of Supervisors approves a transfer to the school system to fund most of the Operating Budget. Assumptions:

The County will continue to provide local support for approximately 65% of the School Operating Budget.

State Aid:

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

The state will continue to provide support based on the Schools’ Average Daily Membership. Federal Aid:

Federal Aid is received for various entitlement programs, specific grants, and Impact Aid. The federal funds must be expended for the specific purpose of the grant. These programs include Head Start, Preschool Incentive Grant, Substance Abuse Prevention, and No Child Left Behind Grant.

Assumptions: The funding received for federal grants will remain constant.

444



Budget Projections

Operating Fund Revenue

FY13 Appropriated

FY14 Appropriated

FY15 Projected*

FY16 Projected*

FY17 Projected*

State Revenue $250,127,308 $258,126,932 $291,920,000 $309,070,000 $344,920,000

Federal Revenue 14,120,000 14,328,564 14,329,000 14,329,000 14,329,000

Local Transfer (Local Taxes) 541,954,435 553,615,482 592,271,000 629,011,000 653,991,000

Local Tuition and Fees 6,870,000 7,601,472 7,830,000 8,060,000 8,300,000

Local Fund Balance Carryover 10,000,000 10,000,000 5,000,000 5,000,000 5,000,000

$823,071,743 $843,672,450 $911,350,000 $965,470,000 $1,026,540,000

State Revenue 30.4% 30.6% 32.0% 32.0% 33.6%

Federal Revenue 1.8% 1.7% 1.6% 1.5% 1.4%

Local Transfer (Local Taxes) 65.8% 65.6% 65.0% 65.2% 63.7%

Local Tuition and Fees 0.8% 0.9% 0.9% 0.8% 0.8%

Local Fund Balance Carryover 1.2% 1.2% 0.5% 0.5% 0.5%

100.0% 100.0% 100.0% 100.0% 100.0%

*Standard methodologies were used to project FY15 through FY17. Economic conditions could cause significant variances from the projections.

FY14 Operating Fund Revenue Sources

Fund Balance 1.2%

State Revenue 30.6%

Local Tuition & Fees 0.9%

Federal 1.7%

Local Transfer 65.6%

445



Budget Projections

Capital Improvement Program Funding

The funding sources for the School’s Capital Improvement Program (CIP) projects is determined by the County Board of Supervisors. There are three sources of revenue for the CIP. Bond Financing:

General Obligation Bonds (GO) which requires voter approval and Virginia Public School Authority Bonds.

Other Debt Financing:

Includes other financing sources such as Virginia Resources Authority 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 Capital Improvement Program (in excess of proffers) from current financial resources. The County Board of Supervisors decides how much of the county’s revenue sources will be transferred to the School Division’s CIP.

Capital Improvement Program Revenue

FY13

Appropriated FY14

Appropriated FY15

Projected FY16 FY17

Projected Projected

General Obligation Bonds $213,110,000 $10,755,000 $73,630,000 $0 $49,490,000 Fund Balance 13,660,000 0 0 0 0

Local Tax Funding 6,800,000 1,195,000 8,180,000 0 5,500,000

Total CIP $233,570,000 $11,950,000 $81,810,000 $0 $54,990,000

446



Budget Projections

Debt Service Funding

Debt service payments are funded through local tax revenues generated by real and personal property

which are transferred from the County General Fund.

Debt Service Fund Revenue

FY13 Appropriated

FY14 Appropriated

FY15 Projected

FY16 FY17

Projected Projected


Capital Asset Preservation Program Funding

The funding source for the Capital Asset Preservation Program Fund is local tax revenues. The capital asset preservation budget provides for the structural, site, major mechanical/electrical rehabilitation or replacement of the County and School physical plant which requires a total expenditure of $10,000 or more and has a useful life of ten years or more. The amount of funding for the school system is proposed to equal at least one or two percent of the value of all buildings and additions. The FY13 through FY16 are the budgets for projects anticipated based on a facilities analysis.

Capital Asset Preservation Program Fund Revenue

FY13 Appropriated

FY14 Appropriated

FY15 Projected

FY16 FY17

Projected Projected


447



Budget Projections

Food Services Funding

The school’s food services program provides student and staff meals in all schools as well as catering for events. The funding sources for the food services program are: state revenues, federal revenues, and cafeteria sales. State Revenue:

The state provides funding specifically to support the food services program.

Assumptions: The state will continue to provide the same percentage support of the food services program.

Federal Revenue:

Federal revenue as well as food commodities are received specifically to support the food services program.

Assumptions: Federal revenues and commodities will continue to support the food services program at the current percentage share.

Cafeteria Sales:

The balance of the food services program is funded by cash sales to students and other adult patrons.

Assumptions: Cafeteria sales will be the primary funding source for the food services program.

Local Tax Funding:

There is no need for local tax funding support of the food services program in FY14.

Assumptions: Due to management action to improve the efficiency of the food services program, Local Tax Funding will not be needed in the future.

448



Budget Projections

Food Services Fund Revenue

FY13

Appropriated FY14

Appropriated FY15

Projected FY16 FY17

Projected Projected

State $336,000 $359,449 $388,000 $407,000 $427,000

Federal 4,600,000 4,600,000 4,827,000 5,058,000 5,301,000

Cafeteria Sales 20,139,623 21,522,912 22,529,000 23,606,000 24,739,000

Other Revenue 6,000 0 0 0 0

Local Tax Funding 0 0 0 0 0

Total Revenues $25,081,623 $26,482,361 $27,744,000 $29,071,000 $30,467,000

State 1.3% 1.4% 1.4% 1.4% 1.4%

Federal 18.3% 17.4% 17.4% 17.4% 17.4%

Cafeteria Sales 80.4% 81.2% 81.2% 81.2% 81.2%

Other Revenue 0.0% 0.0% 0.0% 0.0% 0.0%

Local Tax Funding 0.0% 0.0% 0.0% 0.0% 0.0%

100.0% 100.0% 100.0% 100.0% 100.0%

Central Vehicle Maintenance Funding

The Central Vehicle Maintenance operation is an enterprise fund supported by transfers from both the County’s general fund and the School’s operating fund.

Assumptions: The County and the Schools will continue to participate in the Central Vehicle Maintenance operation at the same rate as the historical trend.

449



Budget Projections

Central Vehicle Maintenance Funding Sources

FY13

Appropriated FY14

Appropriated FY15

Projected FY16 FY17

Projected Projected

School Transfer In $12,515,797 $12,870,842 $13,941,000 $15,091,000 $16,336,000

County Government Transfer In 8,837,371 10,168,198 10,998,000 11,905,000 12,888,000

Total Revenues $21,353,168 $23,039,040 $24,939,000 $26,996,000 $29,224,000

School Transfer In 58.6% 55.9% 55.9% 55.9% 55.9%

County Government Transfer In 41.4% 44.1% 44.1% 44.1% 44.1%

100.0% 100.0% 100.0% 100.0% 100.0%

School Transfer In 55.9%

County Transfer In 44.1%

450




451



Budget Expenditure Forecast and Fund Balance Assumptions

FY14 appropriated expenditures as well as forecasts for FY15 through FY17 for each of the Loudoun County Public School funds are found on the next three pages. This provides the spending trends for each of the funds. Since all LCPS budgets must be balanced (expenditures equal revenues), all fund balances will remain at the FY14 level. The assumptions and methodology for these forecasts are as follows:

Operating Budget

The three forecasted years are based on the following assumptions for both expenditures and revenues: The current CPI inflationary rate was applied to all materials, supplies, and capital equipment line items. Anticipated rate increases for fuel and utilities were applied to those line items. The assumed rate increase for these

three years was 5%. The compensation increase for each of the three years was projected as 3%. The assumed rate increase for group health insurance premiums was 10%. Operating Budget impact of opening a new school facility by instructional level was included for anticipated school

openings. Student membership increase trends were based on forecasts provided by the LCPS Planning Department. The

projections were that enrollment will increase by an average of 2.2% per year or nearly 2,000 students during the three year period projected.

The funding of grants will remain constant.

Capital Improvement Program

The five 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 CIP expenditures presented in the next pages are based on that resolution. Debt Service

Debt Service principal and interest payments are projected based on the approved schedule of capital projects and the financing of those projects. Food Services

Food Services expenditures are forecast using the same methodology as the Operating Budget above. Capital Asset Preservation Program

The major building maintenance projects funded by the Capital Asset Preservation Program (CAPP) and the year in which they are needed are based on a facilities study. The increase in FY14 is based on several fiscal years of project delays Central Vehicle Maintenance

Central Vehicle Maintenance expenditures are forecast using the same methodology as the Operating Budget above. The funding source is transfers from the Loudoun County Government general fund and Loudoun County Public Schools operating fund.

452


FY14 Appropriated FY15 Projected FY16 Projected FY17 ProjectedSalaries and Fringe Benefits $753,994,215 $817,480,000 $866,030,000 $920,810,000Supplies and Equipment 87,666,431 92,050,000 97,510,000 103,680,000Capital Outlay 2,011,804 1,820,000 1,930,000 2,050,000

Total Expenditures $843,672,450 $911,350,000 $965,470,000 $1,026,540,000

State Revenue $258,126,932 $291,920,000 $309,070,000 $344,920,000Federal Revenue 14,328,564 14,329,000 14,329,000 14,329,000Federal Stimulus 0 0 0 0Local Revenues and Fees 7,601,472 7,830,000 8,060,000 8,300,000Local Transfer (Local Taxes) 553,615,482 592,271,000 629,011,000 653,991,000Local Fund Balance Carryover 10,000,000 5,000,000 5,000,000 5,000,000

Total Revenues $843,672,450 $911,350,000 $965,470,000 $1,026,540,000

Projected Fund Balance $0 $0 $0 $0

NOTE: All fund balances revert to the funding body (Loudoun County Board of Supervisors) based on Virginia State Code.

FY14 Appropriated FY15 Projected FY16 Projected FY17 ProjectedGeneral Obligation Bonds $10,755,000 $73,630,000 $0 $49,490,000Local Tax Funding 0 0 0 0Fund Balance 1,195,000 8,180,000 0 5,500,000

Total Revenues $11,950,000 $81,810,000 $0 $54,990,000

Elementary Schools $0 $31,460,000 $0 $0Middle Schools 0 50,350,000 0 54,990,000High Schools 0 0 0 0Advanced Technology Center 0 0 0 0Building Design, Improvements & Additions 11,950,000 0 0 0

Total Expenditures $11,950,000 $81,810,000 $0 $54,990,000

Projected Fund Balance $12,581,611 $12,581,611 $12,581,611 $12,581,611


Fund Balance Projections

Operating Fund


453



FY14 Appropriated FY15 Projected FY16 Projected FY17 Projected

Asphalt $1,295,000 $955,000 $775,000 $780,000

Electrical 410,000 145,000 225,000 335,000

Structure Repair 510,000 684,000 315,000 380,000

HVAC 298,000 430,000 395,000 220,000

Windows 600,000 0 450,000 300,000

Plumbing 84,000 1,250,000 80,000 50,000

Roofing 2,380,000 4,050,000 4,300,000 1,550,000

Total Expenditures $5,577,000 $7,514,000 $6,540,000 $3,615,000

Local Tax Funding $5,577,000 $7,514,000 $6,540,000 $3,615,000



Expenditure:

Salaries And Fringe $15,889,233 $16,833,000 $17,833,000 $18,892,000

Supplies and Equipment 10,593,128 $10,911,000 $11,238,000 $11,575,000

Capital Outlay 0 $0 $0 $0


Revenue:

State $359,449 $388,000 $407,000 $427,000

Federal 4,600,000 4,827,000 5,058,000 5,301,000

Local Fees and Miscellaneous 21,522,912 22,529,000 23,606,000 24,739,000

Local Transfer 0 0 0 0

Total Revenue $26,482,361 $27,744,000 $29,071,000 $30,467,000



Food Services Fund


454




Expenditures:

Salaries And Fringe $5,722,212 $6,237,000 $6,798,000 $7,410,000

Supplies, Equipment, and Operating Costs 17,316,828 18,702,000 20,198,000 21,814,000


Revenue:

School Transfer In $12,870,842 $13,941,000 $15,091,000 $16,336,000

County Government Transfer In 10,168,198 10,998,000 11,905,000 12,888,000

Total Revenues $23,039,040 $24,939,000 $26,996,000 $29,224,000


Principal $79,424,584 $82,499,087 $87,075,086 $91,212,633

Interest 37,946,738 39,550,302 39,786,152 39,693,129

Total Debt Service $117,371,322 $122,049,389 $126,861,238 $130,905,762

Local Tax Funding $117,371,322 $122,049,389 $126,861,238 $130,905,762

Projected Fund Balance ($26,524,913) ($26,524,913) ($26,524,913) ($26,524,913)

*Note: The School Division Debt Service Fund is combined with the County Debt Service Fund in the Comprehensive Annual Report. The combined projected fund balance for FY12 is $29,093,927.


Central Vehicle Maintenance Fund

Debt Service Fund

455


FY10 FY11 FY12 FY13

FY14 Additional

Staff FY14

School Based

Instruction 4,811.6 4,829.5 5,041.3 5,188.6 193.8 5,382.4

Bus Drivers & Attendants 866.5 904.5 899.5 876.5 12.0 888.5

Teacher Assistants 1,116.2 1,142.7 1,213.3 1,255.6 30.1 1,285.7

Custodians 451.5 485.0 494.5 510.5 (17.5) 493.0

Other School Support 341.0 357.8 382.4 394.9 7.5 402.4

Administration 260.0 266.0 277.0 283.0 8.0 291.0

Instructional Support 151.5 154.0 187.7 191.1 8.0 199.1

Nurses & Health Clinic Specialists 83.8 86.8 87.8 90.4 2.0 92.4

Total School Based FTE's 8,082.1 8,226.3 8,583.5 8,790.6 243.9 9,034.5

Non-School Based

Secretarial/Clerical 154.2 150.2 144.5 140.0 1.5 141.5

Other Support Staff 316.3 314.3 324.7 338.2 (4.0) 334.2

Administration 147.5 142.7 124.7 128.0 0.0 128.0

Total Non-School Based FTE's 618.0 607.2 593.9 606.2 (2.5) 603.7

Total FTE's 8,700.1 8,833.5 9,177.4 9,396.8 241.4 9,638.2

2009 2010 2011 2012 2013 2014Elementary School 23.0 23.0 24.0 24.0 24.0 24.0

Middle School 22.6 22.6 23.6 23.6 23.6 23.6

High School 26.9 26.9 27.9 27.9 27.9 27.9


Personnel Resource Allocation

Full-Time Equivalents

Position

Average Class Size

456


2007-08 2008-09 2009-10 2010-11 2011-12

Attendance percentage 96.0% 96.2% 96.0% 96.1% 96.5%

Drop-out rate 0.72% 0.85% 0.46% 0.42% 0.50%

4,250 4,416 4,912 4,972 4,930

Financial Aid received by graduates $16,593,721 $20,635,763 $27,706,456 $23,490,561 $28,824,730

Graduates pursuing further education

Number of students 3,258 3,434 3,631 3,870 4,222

Percent of graduates 89.1% 89.8% 93.2% 92.4% 93.0%

Percent of staff that is school-based 93.0% 93.5% 93.0% 92.3% 92.6%

17 18 20 25 28

Gifted students served 5,260 5,647 5,950 6,359 6,352

NOTE: School year 2011-12 is the most recent data available. Data for school year 2012-13 will not be available

until after the printing of this document.


School Year

Loudoun County Public Schools provide "A Climate for Success" for every student…

English Language Learners students served

National Merit Scholarship Committee semifinalists

457



Performance Measures

Standards of Learning (SOL) Assessments The Standards of Learning (SOL) assessments are administered in grades three through eight. Additionally, high school students who are taking selected courses for which SOL assessments have been developed must take the SOL tests associated with those courses. The following are the Spring 2012 SOL test results for LCPS:

Grade 3 Tests, Spring 2012 LCPS Compared to Virginia

English:

Reading Mathematics

History & Social Science

Science

LCPS 88 71 93 95 Virginia 86 64 87 90


English: Reading Mathematics Virginia Studies

LCPS 90 76 93 Virginia 88 70 89


English:

Reading English: Writing

Mathematics Science

LCPS 88 94 75 92 Virginia 89 87 67 88

458




English: Reading Mathematics United States

History to 1865

LCPS 94 76 91 Virginia 89 74 81


English: Reading Mathematics United States

History:1865 to the Present

LCPS 92 71 92 Virginia 88 58 84


English:

Reading English: Writing Mathematics

Civics & Economics

Science

LCPS 93 94 33 93 96 Virginia 89 88 60 84 92

End of Course Tests, Spring 2012 LCPS Compared to Virginia

English:

Reading English: Writing

Algebra I Geometry Algebra II

LCPS 97 96 80 82 75 Virginia 94 93 75 74 69

Biology Chemistry Earth Science

VA & US History

World History I World History

II LCPS 95 92 95 89 92 87 Virginia 92 93 90 85 84 85

459



Accountability Pass rates for Loudoun County Public Schools on the 2012 Virginia Standards of Learning (SOL) tests remained the same for Reading, but decreased for Mathematics compared to 2011. In Reading, 92 percent of LCPS students passed the SOL tests, while 75 percent of students passed the Mathematics test. The pass rates for all students in Virginia were 89 percent for Reading and 68 percent for Mathematics. Determinations for federal accountability changed in 2012 with the approval of Virginia’s application for a flexibility waiver under the Elementary and Secondary Education Act. The waiver plan established an alternative to the Adequate Yearly Progress (AYP) rating system of No Child Left Behind. In previous years, schools were required to achieve one pass rate for all subgroups in Reading and one pass rate for all subgroups in Mathematics to achieve AYP. The flexibility waiver established different pass rates (Annual Measurable Objectives or “AMOs”) for each subgroup that will increase over time to close the achievement gap. In addition, at least 95 percent of all students must participate in the Reading and Mathematics SOL tests and high schools are expected to achieve an 80 percent graduation rate for all subgroups. The Virginia waiver also created three Proficiency Gap Groups to focus attention on traditionally underperforming populations: Gap Group 1 includes students with disabilities, English language learners, and economically disadvantaged students; Gap Group 2 includes Black students; and Gap Group 3 includes Hispanic students. There are a total of nine subgroups: the three Gap Groups, All Students, Asian students, Economically Disadvantaged, Limited English Proficient, Students with Disabilities, and White students. Elementary and middle schools have 36 AMOs, including the nine subgroups for Reading performance, Reading participation, Mathematics performance, and Mathematics participation. High schools have 45 AMOs – nine subgroups for three performance areas (Reading, Mathematics, and Graduation) and for Reading and Mathematics test participation. Overall, the 78 LCPS schools that administered SOLs in 2012 achieved 97 percent of all possible AMOs. Schools that meet or exceed all AMOs receive the designation of “Met All Federal AMOs.” Statewide, 68 percent of schools were classified as “Met All Federal AMOs.” Sixty percent of LCPS schools received that designation. Of the 31 Loudoun schools that did not meet the Federal AMOs, 17 missed the target pass rate in only one subgroup for one subject. As a district, Loudoun County Public Schools achieved the AMOs for all categories except for two: Limited English Proficient in Reading and Students with Disabilities in Graduation. The district received the designation “Did Not Meet All Federal AMOs.” Only 24 percent of districts in the state met all of the targets for Reading, Mathematics, and Graduation.

460



SAT In 2012, 80 percent of the senior class took the SAT for college entrance. Students’ test scores were among the highest in Virginia with a combined score of 1590.

LCPS Virginia United States Critical

Reading* Math Writing Combined

Critical Reading*

Math Writing Combined Critical

Reading* Math Writing Combined

2012 531 535 524 1590 510 512 495 1517 496 514 488 1498 2011 536 532 524 1592 512 509 495 1516 497 514 489 1500 2010 535 536 525 1596 511 511 496 1518 500 515 491 1506 2009 533 535 525 1593 511 512 498 1521 501 515 493 1509 2008 525 531 519 1575 511 512 499 1522 502 515 494 1511 2007 522 527 511 1560 511 511 498 1520 502 515 494 1511 2006 525 528 508 1561 512 513 500 1525 503 518 497 1518 2005 534 539 ** 1073 516 514 ** 1030 508 520 ** 1028 2004 533 526 ** 1059 515 509 ** 1024 508 518 ** 1026 2003 529 525 ** 1054 514 510 ** 1017 507 519 ** 1026

*Verbal prior to 2006; **Writing Test not administered prior to 2006.

461


Local Tax Funding % of Total



Schools

Operating $502,601,117 57.77% $452,331,173 52.64% $494,025,867 53.76%

Capital Projects 0 0.00% 0 0.00% 10,645,000 1.16%

Asset Replacement 1,400,000 0.16% 0 0.00% 2,285,000 0.25%

Debt Service 105,985,143 12.19% 112,184,321 13.06% 109,465,217 11.91%

Cafeteria 140,000 0.02% 147,000 0.02% 0 0.00%OPEB Trust1 10,500,000 1.21% 10,500,000 1.22% 14,000,000 1.52%LCPS VRS Reserve 0 0.00% 0 0.00% 0 0.00%

Schools Total $620,626,260 71.35% $575,162,494 66.94% $630,421,084 68.60%

County Government Services

Operating $208,539,668 23.98% $223,427,503 26.00% $224,786,205 24.47%

Fire/EMS Tax District Fund2, 3$0 0.00% 0 0.00% 0 0.00%

Capital Projects 5,913,165 0.68% 6,279,982 0.73% 9,945,573 1.08%

Other Funds 88,000 0.01% 3,045,812 0.35% 3,880,406 0.42%

Asset Replacement 2,000,000 0.23% 3,000,000 0.35% 2,300,000 0.25%

Debt Service 23,349,379 2.68% 39,065,889 4.55% 36,867,153 4.01%

OPEB Trust1 4,500,000 0.52% 4,500,000 0.52% 6,000,000 0.65%

County Government Total $244,390,212 28.10% $279,319,186 32.50% $283,779,337 30.88%

Comprehensive Services Act $4,771,542 0.55% $4,771,542 0.56% $4,771,542 0.52%

Local Tax Funding & Fund Balance $869,788,014 100.00% $859,253,222 100.00% $918,971,963 100.00%

*See page 464 for footnote explanation.


Impact of School and County Government Programs on Local Tax Funding (LTF)

Use of LTF

FY11 Use of LTF FY12 Use of LTFFY10 Use of LTF

462




Schools

Operating $517,954,435 53.11% $541,615,482 53.78%

Capital Projects 20,460,000 2.10% 1,195,000 0.12%

Asset Replacement 3,175,000 0.33% 5,577,000 0.55%

Debt Service 114,673,019 11.76% 103,776,933 10.30%

Cafeteria 0 0.00% 0 0.00%OPEB Trust1 14,000,000 1.44% 12,000,000 1.19%LCPS VRS Reserve 10,000,000 1.03% 0 0.00%

Schools Total $680,262,454 69.75% $664,164,415 65.95%


Operating $229,122,591 23.49% $234,378,940 23.27%

Fire/EMS Tax District Fund2, 30 0.00% 0 0.00%

Capital Projects 14,298,000 1.47% 47,196,116 4.69%

Other Funds 2,880,406 0.30% 3,464,309 0.34%

Asset Replacement 3,160,000 0.32% 6,090,000 0.60%

Debt Service 33,688,077 3.45% 42,143,618 4.18%

OPEB Trust1 7,500,000 0.77% 5,500,000 0.55%

County Government Total $290,649,074 29.80% $338,772,983 33.64%

Comprehensive Services Act $4,371,542 0.45% $4,171,542 0.41%

Local Tax Funding& Fund Balance $975,283,070 100.00% $1,007,108,940 100.00%



FY14 Use of LTF


Use of LTF

FY13 Use of LTF

463


FY10 Local Tax Rate

FY10 Local Tax Rate

FY12 Local Tax Rate

Schools

Operating $0.6001 $0.6689 $0.6905

Capital Projects 0.0000 0.0144 0.0273

Asset Replacement 0.0000 0.0031 0.0043

Debt Service 0.1489 0.1483 0.1529

Cafeteria Fund 0.0002 0.0000 0.0000OPEB Trust1 0.0139 0.0189 0.0187

LCPS VRS Reserve 0.0000 0.0000 0.0134

Schools Total $0.7631 $0.8536 $0.9071


Operating $0.2963 $0.3047 $0.3055

Fire/EMS Tax District Fund2, 30.0000 0.0000 0.0000

Capital Projects 0.0083 0.0134 0.0191

Purchase of Development Rights 0.0040 0.0052 0.0039

Asset Replacement 0.0040 0.0031 0.0042

Debt Service 0.0519 0.0499 0.0449OPEB Trust1 0.0059 0.0081 0.0100

County Government Total $0.3704 $0.3844 $0.3876

Comprehensive Services Act $0.0064 $0.0065 $0.0059

Tax Rate $1.1399 $1.2445 $1.3006

1 The OPEB (Other post-employment benefits) Trust was established in 2008 by the Board of Supervisors to recognize the total cost of promised other post-employment benefits, such as retiree health benefits, and to fund the annual required contribution (ARC), the portion of the present value of projected benefits earned by County and Schools employees attributable to the current budget year. million contribution ($7M for Schools, $3M for County) does not fully fund the estimated ARC, which is approximately $59 million.

2 The Fire/EMS Tax District Fund was established in 2007 to provide a dedicated source of funding for County fire and emergency services. The 2007 tax rate for the fund is $0.043, generating $40,869,083 in tax district revenue. In addition, the fund is supported by a local tax.

3 The Fire/EMS Tax District, established in 2007, was abolished in 2008 by the Board of Supervisors during the FY 09 budget process.

NOTE:Loudoun County Public Schools is fiscally dependent on the County of Loudoun and therefore does not set tax rates or collect taxes. This function is performed by the County of Loudoun government and the appropriated funds are transferred to LCPS.



Local Tax Rates

464


FY13 Local Tax Rate

FY14 Local Tax Rate

Schools

Operating $0.6642 $0.6470

Capital Projects 0.0015 0.0014

Asset Replacement 0.0068 0.0067

Debt Service 0.1273 0.1242

Cafeteria Fund 0.0000 0.0000OPEB Trust1 0.0147 0.0144

LCPS VRS Reserve 0.0000 0.0000

Schools Total $0.8145 $0.7947


Operating $0.2874 $0.2804

Fire/EMS Tax District Fund2, 30.0000 0.0000

Capital Projects 0.0579 0.0565

Purchase of Development Rights 0.0043 0.0041

Asset Replacement 0.0074 0.0073

Debt Service 0.0516 0.0504OPEB Trust1 0.0067 0.0066

County Government Total $0.4152 $0.4053

Comprehensive Services Act $0.0051 $0.0050

Tax Rate $1.2347 $1.2050




Local Tax Rates

465


Residential MultifamilyCommercial /

Industrial Agricultural Public Utilities Total

2004 25,653,516,650 1,032,548,200 5,901,616,500 3,179,350,500 766,808,100 36,533,839,950

2005 33,335,779,590 1,150,523,500 6,750,873,200 3,335,204,000 936,335,300 45,508,715,590

2006 47,318,885,230 1,151,456,200 8,487,078,200 3,937,053,100 890,762,900 61,785,235,630

2007 47,075,197,202 1,247,033,880 10,009,819,600 4,143,962,100 1,074,847,800 63,550,860,582

2008 44,319,772,669 1,472,169,580 11,362,447,600 4,794,833,700 1,230,597,200 63,179,820,749

2009 38,238,407,900 1,592,117,080 11,839,195,900 4,009,280,100 1,114,070,600 56,793,071,580

2010 37,617,284,300 1,400,033,500 10,945,844,400 3,195,328,500 1,139,802,800 54,298,293,500

2011 39,317,484,000 1,464,124,300 10,461,441,900 3,029,178,700 1,282,383,327 55,554,612,227

2012 41,225,557,250 1,651,986,440 10,812,733,170 2,946,034,850 1,195,855,000 57,832,166,710

2013 43,011,730,396 1,749,195,300 11,197,859,475 2,866,357,670 1,218,576,245 60,043,719,086

2014* 44,846,921,694 1,848,782,492 11,658,272,078 2,920,321,933 1,241,729,194 62,516,027,391

*Forecast

Source: Commissioner of Revenue; Department of Management & Financial Services


There were large increases in valuation from 2002 through 2006, reaching a peak growth of 36% from January 1, 2005 to January 1, 2006. The increase was primarily the result of increased residential and commercial/industrial valuation. Residential valuation decreased from 2007 through 2010, but has increased since 2011 and is now expected to grow through 2013.

Real Property Assessed Values by Land Use Category for Loudoun County: January 1, 2004-2013

Loudoun County Real Property Assessed Values

Residential 72%

Multifamily 3%

Commercial/Industrial 19%

Agricultural 4%

Public Utilities 2%

466


Adopted 2008 for FY09






Assessed value of $465,550 $395,480 $387,720 $397,300 $401,710 $405,977

average home

Adopted Tax Rate $1.1400 $1.2450 $1.3000 $1.2850 $1.2350 $1.2050

Tax Bill $5,307 $4,924 $5,040 $5,105 $4,961 $4,892


Real property taxes are levied on the assessed value of real estate owned by businesses, individuals and public service corporations. Personal property taxes are levied on the assessed market value of tangible property such as vehicles, mobile homes, heavy equipment, machinery and tools. Real property tax assessments are conducted by the County Assessor, while personal property assessments are conducted by the Commissioner of the Revenue. Both real and personal property taxes are levied on 100% of assessed market value. Rates are established per $100 of assessed value.

The average home in Loudoun was assessed at $401,710 in tax year 2012. That assessment increased to $ 405,977 in tax year 2013. With the adopted tax rate of $1.2050 for FY14, the tax bill will decrease from $4,961 to $4,892 or $69.

Impact of School and County Government Programs on Average Homeowner

$4,600

$4,700

$4,800

$4,900

$5,000

$5,100

$5,200

$5,300

$5,400


Ave

rage

Tax

Bill

467


Principal Interest Principal Interest Principal Interest Total2014 $0 $1,039,125 $79,424,584 $36,907,613 $79,424,584 $37,946,738 $117,371,3222015 6,740,000 6,217,625 75,759,087 33,332,677 82,499,087 39,550,302 122,049,3892016 14,090,000 9,895,875 72,985,086 29,890,277 87,075,086 39,786,152 126,861,2382017 19,955,000 12,951,000 71,257,633 26,742,129 91,212,633 39,693,129 130,905,7622018 27,090,000 14,751,875 63,505,368 23,341,829 90,595,368 38,093,704 128,689,0722019 31,410,000 16,459,000 61,959,750 20,300,323 93,369,750 36,759,323 130,129,0732020 29,670,000 14,890,000 59,020,050 17,395,460 88,690,050 32,285,460 120,975,5102021 27,915,000 13,407,500 54,814,950 14,818,371 82,729,950 28,225,871 110,955,8212022 25,637,000 12,016,200 46,727,350 12,433,087 72,364,350 24,449,287 96,813,6372023 21,556,500 10,764,150 40,545,200 10,402,893 62,101,700 21,167,043 83,268,7432024 20,016,000 9,699,300 41,857,050 8,524,906 61,873,050 18,224,206 80,097,2562025 16,605,000 8,767,275 37,467,100 6,724,116 54,072,100 15,491,391 69,563,4912026 15,255,000 7,950,775 28,922,500 5,075,929 44,177,500 13,026,704 57,204,2042027 15,290,000 7,188,525 25,381,650 3,796,971 40,671,650 10,985,496 51,657,1462028 15,250,000 6,426,150 17,548,350 2,779,040 32,798,350 9,205,190 42,003,5402029 15,285,000 5,664,025 17,323,500 1,971,595 32,608,500 7,635,620 40,244,1202030 15,255,000 4,901,775 11,055,900 1,325,024 26,310,900 6,226,799 32,537,6992031 15,285,000 4,139,525 8,463,900 787,969 23,748,900 4,927,494 28,676,3942032 15,255,000 3,377,275 5,927,000 370,021 21,182,000 3,747,296 24,929,2962033 15,285,000 2,615,025 3,308,819 165,441 18,593,819 2,780,466 21,374,2852034 15,255,000 1,852,775 0 0 15,255,000 1,852,775 17,107,7752035 10,788,000 1,141,825 0 0 10,788,000 1,141,825 11,929,8252036 7,528,500 657,125 0 0 7,528,500 657,125 8,185,6252037 4,944,000 324,850 0 0 4,944,000 324,850 5,268,8502038 3,000,000 118,750 0 0 3,000,000 118,750 3,118,7502039 0 0 0 0 0 0 02040 0 0 0 0 0 0 02041 0 0 0 0 0 0 0

$404,360,000 $177,217,325 $823,254,827 $257,085,671 $1,227,614,827 $434,302,996 $1,661,917,823


SCHOOLS - BOND AMORTIZATION SCHEDULE

Schools - New Schools - Prior Combined

468




469



Past and Future Direction of the School System

For more than two centuries, agriculture was the dominant way of life in Loudoun County. Now, the once rural farming community has become a noted employment center with scenic vistas, a rich history, and a high quality of life. Loudoun County, Virginia has become a significant regional, state, and national contender in both demographic and employment terms. Since the late 1990s, Loudoun County has been one of the fastest growing counties in the nation; between 2000 and 2010, Loudoun was recognized by the U.S. Bureau of Census as the fifth fastest growing county (with a population over 100,000) in America.1

POPULATION

A vibrant economy, a second baby boom fueled by children of the post-World War II era, and affordable housing opportunities fueled Loudoun’s growth in the latter decades of the twentieth century. Loudoun County’s population nearly doubled from the 86,129 residents in 1990 to 169,599 persons in 2000. With the release of 2010 U.S. Census data, Loudoun’s reported 312,311 residents (an 84 percent increase from 2000) has earned it the title of the fastest growing jurisdiction in Virginia.2 Long term forecasts estimate Loudoun’s population exceeding 480,000 residents by 2040.3

Loudoun County Population

Year Population Decennial Change 1910 21,167 1920 20,577 -2.8% 1930 19,852 -3.5% 1940 20,291 2.2% 1950 21,147 4.2% 1960 24,549 16.1% 1970 37,150 51.3% 1980 57,427 54.6% 1990 86,129 50.0% 2000 169,599 96.9% 2010 312,311 84.1%

Source: U.S. Bureau of Census

Loudoun County’s transformation from an agricultural community to an urban ‘suburb’ has been part of a national shift in population. In 1970, suburbs in the United States contained only 25 percent more families than cities; today these same areas contain more than 75 percent of the families residing in cities.4 Likewise in Virginia, the growth in the Commonwealth’s suburban areas continues to eclipse the rest of the state. Nearly one-third of Virginia’s population now lives in Northern Virginia, which serves as a suburb to the greater Washington area.5 Northern Virginia’s population growth was 54.9 percent of the total growth in the state over the last decade – and the fastest

1 County of Loudoun, Department of Management and Financial Services, “Loudoun County - 2010 Census Highlights,” 8 December 2011. 2 George Mason University Center for Regional Analysis, “Update from the 2010 Census - Population Change in Northern Virginia,” 2011. 3 County of Loudoun, Department of Management and Financial Services, “Population in Loudoun County,” 19 September 2011. 4 Julia H. Martin and Donna J. Tolson, "1999 Virginia Population Estimates," Spotlight on Virginia 4, Number 1 (January 2000). 5 Weldon Cooper Center for Public Service, Demographics and Workforce Group, “Regional Profile: Northern Virginia,” April 2011.

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growing jurisdiction in Northern Virginia (and also in the state) was Loudoun County, where the population swelled in the same ten year period by more than 84 percent.6 Population growth occurs by natural increase (births minus deaths) and/or by net migration (in migration minus out migration) and the patterns of growth vary considerable across states, regions, and localities. Over the past decade, 53 percent of Northern Virginia’s growth came from more births than deaths, while 47 percent was from migration into the region.7 Loudoun breaks the mold in that it reports among the highest birth rates and net migration rates of all Virginia counties. With the 5,068 residential births reported for Loudoun in 2010, the county represents 5 percent of all of Virginia’s births and 13 percent of the births in Northern Virginia.8

Births by Place of Residence, 1970-2000 Virginia and Loudoun County

Source: Commonwealth of Virginia, Department of Health

It is Loudoun’s young adult residents, with an estimated median age of 34.8 years and in their prime reproductive years, who comprises this most mobile segment of the population.9 The most recent American Community Survey estimates indicate 9.3 percent of Loudoun’s residents have moved to the county in the past year.10 Twenty-two percent of Loudoun residents are foreign-born, with more than one half of these persons coming from Asia.11 Loudoun’s population surge has also brought more racial and ethnic diversity to the county. Between 2000 and 2009, Loudoun County, Virginia was ranked as tenth in the nation for the greatest percent growth in immigrant population (235.1 percent).12 Data from the 2010 U.S. Census shows the gains in Loudoun’s minority population fueled most the county’s growth over the last decade. While over three-fifths (68.7 percent) of Loudoun’s

6 George Mason University Center for Regional Analysis, “Update from the 2010 Census - Population Change in Northern Virginia,” 2011 7 Weldon Cooper Center for Public Service, Demographics and Workforce Group, “Regional Profile: Northern Virginia,” April 2011. 8 Virginia Department of Health Division of Health Statistics, "Live Births – 2010." 9 County of Loudoun, Department of Management and Financial Services, “Loudoun County - 2010 Census Highlights,” 8 December 2011. 10 U.S. Bureau of Census, http://factfinder.census.gov, “2005-2009 American Community Survey 5-Year Estimates,” 9 June 2011. 11 County of Loudoun, Department of Economic Development, www.biz.loudoun.gov, “Education & Demographics,” 18 May 2012. 12 Jeanne Batalova and Aaron Terrazas, “Frequently Requested Statistics on Immigrants and Immigration in the United States, Migration Information Source, December 2010.

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population identified themselves as white, Asians accounted for more than 16 percent of the county’s population and eight percent were self-identified black or African American. More than 12 percent of Loudoun County’s population also identified themselves as Hispanic or Latino, which can be associated with any race.13

ECONOMY

Northern Virginia’s extraordinary growth has a long history which dates back to both the expansion of the federal government during the Great Depression and the burst of activity associated with World War II. Up to the last decade of the twentieth century, it was difficult to imagine that the federal government and its civilian subsidiaries’ dominance of the local economy would ever be supplanted. However, during the 1990s, the information technology employment sector turned that traditional order upside down and did so in such a dramatic fashion that the Washington metropolitan region continues to compare favorably with Silicon Valley (San José, California), information technology’s birthplace.14 During the late 1990s, Loudoun County became the epicenter of the region’s technology expansion. Nearly half of Loudoun’s primary employers and a significant share of all the new jobs (associated with new firms) were representatives of the cutting-edge technology field. WorldCom/UUNet (restructured as MCI and subsequently merged with Verizon Communications), America Online (AOL), Orbital Sciences, and OSP all helped cement Loudoun’s high technology/telecommunications center reputation. It is this reputation which led to stellar employment growth in the 1990s. Between 1990 and 2000, Loudoun’s employment grew by more than 116 percent.15 Today, with the Commonwealth of Virginia reporting the highest concentration of tech workers in the United States, Loudoun County has the highest number of Internet, satellite and defense companies in America.16 Even with the economic downturn, the growth in the technology field, the expansion at Washington Dulles International Airport, and the increases in federal government contracts have continued to contribute to Loudoun’s employment base. Loudoun has been one of the fastest-growing job markets in the U.S. over the past decade, and today 9,500 plus businesses employ more than 137,000 people.17 This job growth has served as a significant contributing factor in regard to Loudoun’s relatively low unemployment rate – reported in February 2013 at 4.1 percent, compared to a Virginia rate of 5.2 percent and a national unemployment figure of 7.6 percent.18 Loudoun’s wages continue to exceed state and national averages. U.S. Census data indicate Loudoun’s median household income is $120,096, compared to the median income of $63,302 and $52,762 for Virginia and the U.S. respectively.19 According to Nielsen, a global consumer information company, Loudoun County is the top location in the nation for households aged 25-34 earning $100,000 a year or more. 20 Census data reports Loudoun County, Virginia as having the highest household income in the nation and is due in large part due to the County’s highly-

13 County of Loudoun, Department of Management and Financial Services, “Loudoun County - 2010 Census Highlights,” 8 December 2011. 14 Steven Levy, "The Hot New Tech Cities," Time, 9 November 1998, 45-50. 15 County of Loudoun, Department of Economic Development, 2000 Annual Growth Summary. 16 County of Loudoun, Department of Economic Development, http://www.internmatch.com/company/loudoun-county-businesses, 1 May 2013. 17 County of Loudoun, Department of Economic Development, www.biz.loudoun.gov, “Major Employers,” 18 May 2012. 18 U.S. Department of Labor, Bureau of Labor Statistics, www.bls.gov, 30 April 2013. 19 U.S. Bureau of Census, American Community Survey, 5-Year Estimates (2007-2011), “State and County QuickFacts,” 30 April 2013. 20 County of Loudoun, Department of Economic Development, Workforce & Demographics, 2011.

472



educated workforce, the availability of high-wage jobs in the region, the high percentage of working-age persons, and a low unemployment rate.21 While historically poverty in the United States has been concentrated in the cities of metropolitan areas, over the past decade poverty in suburban areas has increased significantly – including Loudoun County. Overall, Loudoun’s poverty rate is low when compared to the rest of Virginia and the United States; most recent estimates suggest 4.3 percent of Loudoun residents are living below the poverty level. Yet many low wage earners residing in Loudoun earn too much to qualify for assistance from poverty programs but not enough for self-sufficiency due to the county’s and region’s high cost of living.22 The share of Loudoun’s children (population under 18 years of age) has had the most significant changes. Three-year census data for the 2005-2007 time period estimated 18.6 percent of Loudoun residents living in poverty were children, compared to 34.2 percent for the 2008-2010 period.23

RESIDENTIAL CONSTRUCTION

In 1962, Loudoun residents witnessed the opening of Dulles International Airport and the approval of development plans to build Sterling Park on 1,777 acres of farmland in the eastern portion of the county. These two changes would forever alter Loudoun County’s history, transforming the predominately rural community to an extension of the Washington metropolitan area. The pace and speed of development picked up during the 1970s and 1980s. The county’s suburbanization began increasing in momentum as low interest rates spurred construction. Northern Virginia’s strong economy attracted young couples who located to Loudoun as a consequence of affordable housing in a more rural environment. The short but difficult recession of the early 1980s kept housing construction locked in a state of inactivity, but a dynamic local and national economic boom followed its aftermath. Optimism was apparent in the mid-1980s in the number of residential developments approved by Loudoun’s governing Board of Supervisors. The planned communities of Ashburn Farm, Ashburn Village, and Cascades typified the development activities of the decade. The market downturn of 1987 initiated a national economic recession that endured for nearly five years. The economic slowdown and double digit interest rates put many of these new developments, including Ashburn Village and Cascades, on hold and/or into receivership. With the start of the 1990s, these properties were being marketed not by land developers but by banking institutions. In addition, many large parcels of land came on the market at “bargain” prices. As the demand for corporate office space and retail stores decreased, developers petitioned the county to rezone vacant land for residential uses. By the mid-1990s, the recession was nothing but history as home construction resumed with a vengeance. Pent up demand and a booming national economy spearheaded an upward spiral in residential construction. Loudoun County added more than 3,000 new homes per year to the housing stock. Entering the twenty-first century, the number of residential building permits being issued in Loudoun dwarfed all residential construction evident in the early 1990s. The recent economic slowdown has most certainly impacted the building community in Loudoun County. During the latter half of the last decade, residential building permitting noted a marked decline. While in 2010, only 1,958 residential permits were issued in the county, the downward trend has reversed showing modest gains. In 2011,

21 County of Loudoun, Department of Economic Development, http://www.internmatch.com/company/loudoun-county-businesses, 1 May 2013.. 22 County of Loudoun, Department of Planning, “Loudoun County Income Highlights – American Community Survey, 2011 ACS Update,” 23 April 2013. 23 U.S. Bureau of Census, American Community Survey, Three-Year Estimates (2005-2007 and 2008-2010), April 2013.

473



Loudoun reported just under 3,000 issued residential permits, followed by a reported 3,872 permits for 2012.24 The cumulative number of residential building permits issued in Loudoun for the first three months of 2013 (January – March) totaled 1,302, compared to 760 for same first three months in 2012.25

Issued Residential Building Permits

Loudoun County, Virginia

Source: County of Loudoun, Department of Planning

24 County of Loudoun, Department of Planning, “Loudoun County Residential Building Permit Annual Summary – 2012 Permits Final,” 30 April 2013. 25 County of Loudoun, Department of Planning, “Loudoun County Residential Permit Monthly Update – 2013 Year-to-Date Through March 31, 2013,” 30 April 2013.

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FUTURE CHALLENGES The quickly changing community and ever-increasing student population creates challenges for LCPS as it focuses on sustaining its comprehensive educational programs. Some of the challenges facing LCPS are:

The continued enrollment growth of nearly 2,000 students per year for the foreseeable future. One of the primary budgetary increases each year is to provide sufficient staff to address the educational needs of the additional students. In addition, enrollment growth creates the need to continue building and opening new schools.

The continuous need for additional schools and the debt incurred in order to build those schools has a significant impact on the County’s debt capacity.

During the last several years, due to the economic conditions, class sizes have been increased. Significant financial resources will be required to reduce the class sizes to those included in the School Board’s Goals. Operating budget funds will be needed to fund additional staff and CIP funds will be needed to build additional class rooms.

Employee compensation will continue to be a challenge as LCPS tries to regain its competitive position relative to surrounding jurisdictions.

Over the next three years, LCPS will be required to continue the implementation of the Virginia Retirement System change to require employees to fund the employee contribution and offset that cost to employees with an equal raise. During FY14, LCPS will implement the second phase of 1%. Each of the next three years LCPS will be required to increase the raise and the employee contribution by 1% per year.

Educational program enhancement or the addition of new programs will be challenging since it will be competing with both class size reductions and employee compensation.

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476

SUPPLEMENTAL SECTION



The supplemental section of the FY14 Appropriated Budgets document contains various budget related information significant to the public and school system employees.

Section Contents FY14 Appropriated Teachers’ Salary Scale FY14 Appropriated Auxiliary Salary Scales

FY14 Appropriated Administrators’ Salary Scale FY14 Appropriated Administrators’ Salary Levels

FY14 Appropriated Classified Pay Scale FY14 Appropriated Classified Titles and Levels

FY14 Appropriated Co-Curricular Stipends FY14 Appropriated Daily or Hourly Substitute Pay Rates

FY14 Appropriated Fringe Costs Acronym Index

Glossary of Terms

477


Step Technical Bachelor's Bachelor's Bachelor's Master's Master's DoctoralProfessional Degree Plus 15 Plus 30 Plus 30

License

1 46,422 46,422 47,822 49,223 52,020 53,420 57,6182 46,522 46,522 47,922 49,323 52,120 53,520 57,7183 47,037 47,037 48,437 49,838 52,635 54,035 58,2334 47,141 47,141 48,541 49,942 52,739 54,139 58,3375 47,248 47,248 48,648 50,049 52,846 54,246 58,4446 47,705 47,705 49,104 50,504 53,303 54,703 58,9007 48,298 48,298 49,698 51,097 53,896 55,296 59,4948 48,890 48,890 50,289 51,688 54,488 55,888 60,0869 49,482 49,482 50,881 52,282 55,078 56,480 60,677

10 50,073 50,073 51,472 52,873 55,672 57,072 61,27011 51,819 51,819 53,219 54,620 57,417 58,817 63,01612 53,630 53,630 55,029 56,429 59,227 60,628 64,82513 55,504 55,504 56,902 58,303 61,102 62,502 66,70014 57,446 57,446 58,846 60,246 63,043 64,444 68,64215 59,459 59,459 60,858 62,257 65,056 66,457 70,65416 61,544 61,544 62,942 64,343 67,141 68,541 72,73917 63,702 63,702 65,102 66,502 69,300 70,701 74,89918 65,691 65,691 67,091 68,491 71,289 72,689 76,88719 67,744 67,744 69,144 70,544 73,342 74,742 78,94020 69,863 69,863 71,263 72,662 75,460 76,861 81,05921 72,050 72,050 73,447 74,847 77,646 79,046 83,24422 74,303 74,303 75,703 77,103 79,900 81,302 85,49923 76,631 76,631 78,030 79,431 82,229 83,629 87,82624 79,034 79,034 80,432 81,832 84,632 86,032 90,22925 81,512 81,512 82,912 84,312 87,110 88,510 92,70826 84,071 84,071 85,470 86,871 89,669 91,068 95,26827 86,712 86,712 88,110 89,510 92,310 93,709 97,90828 89,437 89,437 90,836 92,237 95,035 96,435 100,63229 91,195 89,635 91,059 94,048 96,904 98,332 102,61330 91,427 94,338 97,252 98,708 103,074

NOTE:


Degrees and hours beyond Degrees must be earned from a college or university

whose accreditation is recognized by the Commonwealth of Virginia.

FY14 Appropriated Teachers' Salary Scale

478


Psychologist Psychologist Substance Abuse

Social Worker Social Worker Prevention Specialist Athletic

STEP Visiting Teacher Educational Diagnostician Special Education Counselor Trainer

Educational Diagnostician (208 Days) Social Worker (208 DAYS)

(12 Months) Visiting Teacher

(198 DAYS)

1 56,287 51,414 48,978 45,176

2 56,387 51,514 49,078 45,276

3 56,902 52,029 49,593 45,791

4 57,006 52,133 49,698 45,895

5 57,114 52,241 49,805 46,002

6 57,669 52,747 50,286 46,447

7 60,005 54,878 52,315 48,314

8 62,443 57,102 54,429 50,264

9 65,027 59,460 56,676 52,331

10 67,568 61,777 58,883 54,365

11 70,208 64,185 61,174 56,478

12 72,952 66,689 63,560 58,675

13 75,810 69,296 66,038 60,957

14 78,407 71,665 68,292 63,036

15 81,097 74,120 70,631 65,190

16 83,878 76,658 73,049 67,416

17 86,761 79,287 75,552 69,720

18 89,317 81,619 77,773 71,766

19 91,952 84,023 80,058 73,873

20 94,661 86,493 82,410 76,041

21 96,989 88,618 84,432 77,904

22 99,374 90,793 86,507 79,813

23 101,574 92,802 88,418 81,573

24 103,576 94,628 90,156 83,175

25 104,055 94,928 90,368 83,246


FY14 Appropriated Auxiliary Salary Scales

These salary scales are shown together for presentation purposes only.The scales represent separate position responsibilities.

479


Step Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7

1 73,303 78,382 83,818 89,634 95,855 102,515 109,639

2 73,403 78,482 83,918 89,734 95,955 102,615 109,739

3 73,918 78,997 84,433 90,249 96,470 103,130 110,254

4 74,022 79,101 84,537 90,353 96,574 103,234 110,358

5 74,129 79,208 84,644 90,460 96,681 103,341 110,465

6 74,854 79,986 85,475 91,349 97,634 104,359 111,554

7 77,053 82,338 87,992 94,041 100,276 107,185 114,578

8 79,317 84,761 90,584 96,816 102,991 110,091 117,686

9 81,650 87,256 93,255 99,673 105,780 113,075 120,880

10 84,053 89,827 96,006 102,616 108,645 116,142 124,161

11 86,528 92,475 98,840 105,649 111,591 119,293 127,532

12 89,076 95,203 101,757 108,772 114,615 122,531 130,996

13 91,703 98,012 104,763 111,989 117,725 125,857 134,555

14 94,408 100,905 107,861 115,301 120,919 129,275 138,214

15 97,191 103,887 111,048 118,714 124,202 132,787 141,971

16 100,061 106,956 114,333 122,227 127,573 136,396 145,833

17 103,018 110,119 117,717 125,848 131,039 140,104 149,800

18 106,061 113,376 121,201 129,577 134,600 143,914 153,877

19 108,150 115,611 123,595 132,138 137,260 146,761 156,923

20 108,722 116,332 124,476 133,188 138,414 148,105 158,470


FY14 Appropriated Administrators' Salary Scale

480


Level 1 Level 2 (con't)Assistant Principal, Elementary Coordinator, Adult EducationCoordinator, Administration Building Coordinator, Civil Engineering*Coordinator, Behavior Support Title VIB Coordinator, Electrical Engineer*Coordinator, Business and Financial Services Coordinator, Head Start AdministrativeCoordinator, Childfind Title VIB Coordinator, Mechanical Engineering Design *Coordinator, Eligibility Coordinator, MentorCoordinator, Employee Benefits Coordinator, Pupil ServicesCoordinator, Financial Services Director, School Counseling - High SchoolCoordinator, Public Information Director, School Counseling - High School AcademyCoordinator, Purchasing Risk ManagerCoordinator, School Improvement and Achievement Supervisor, Site Building Plan *Coordinator, Special EducationCoordinator, Substance Abuse Prevention Level 3Coordinator, Support Services Assistant Principal, HighCoordinator, Systems Integration Director, AcademyFacility Contract Manager Fleet ManagerSpecialist, Early Intervention Title VIB Principal, Elementary - SmallSpecialist, Energy Education Supervisor, AccountingSpecialist, Instructional Supervisor, Application DevelopmentSpecialist, Media Services Supervisor, AthleticsSpecialist, Monitoring and Compliance Supervisor, Attendance & Homebound ServicesSpecialist, Personnel Supervisor, Employee BenefitsSpecialist, School Counseling Services Supervisor, Career & Technical EducationSpecialist, Special Education Supervisor, ConstructionSpecialist, Staff Development Supervisor, Custodial OperationsSpecialist, Technology Resource Supervisor, Diagnostic and Prevention ServicesSpecialist, Testing Supervisor, Facilities Services

Supervisor, Federal ProgramsLevel 2 Supervisor, Instructional

Assistant Principal (DCS) Supervisor, Outreach ProgramsAssistant Principal, Middle Supervisor, PayrollAssistant Principal (MTC) Supervisor, Pathways to Reading & WritingAthletic Director Supervisor, Personnel

*Funded by Capital Improvement Program Budget


FY14 Appropriated Administrative Salary Levels

481


Level 3 (con't) Level 5 (con't)Supervisor, Planning Director, Elementary EducationSupervisor, Purchasing Director, Employee RelationsSupervisor, Safety Director, Facilities ServicesSupervisor, School Counseling Services Director, Financial ServicesSupervisor, Special Education Director, Instructional ServicesSupervisor, Staff Development Director, Middle School EducationSupervisor, Student Health Services Director, Staffing ServicesSupervisor, Student Support Services Director, ResearchSupervisor, Technology Director, Special EducationSupervisor, Testing Director, Student ServicesSupervisor, Transportation Director, Technology

Director, TransportationLevel 4 Principal (DCS)

Architect * Principal, MiddlePrincipal, Elementary - Large Principal (MTC)Public Information OfficerSupervisor, Elementary Education Level 6Supervisor, Facilities Operations Director, High School EducationSupervisor, Food Services Principal, HighSupervisor, Information ManagementSupervisor, Kindergarten/Reading/STEPSupervisor, Land Management Level 7

Assistant SuperintendentLevel 5 Deputy Superintendent

Director, Budget Division CounselorDirector, Career, Technical & Adult Education Executive Director, Planning & Legislative ServicesDirector, ConstructionDirector, Curriculum & InstructionDirector, Diagnostic & Prevention Services

*Funded by Capital Improvement Program Budget


FY14 Appropriated Administrative Salary Levels

482




483


Step Level 5 Level 6 Level 7 Level 8 Level 9 Level 10

1 11.93 12.72 13.59 14.53 15.47 16.53

2 11.95 12.75 13.62 14.56 15.50 16.56

3 12.10 12.91 13.77 14.72 15.66 16.72

4 12.13 12.94 13.80 14.75 15.69 16.76

5 12.15 12.97 13.83 14.78 15.72 16.79

6 12.28 13.10 13.96 14.91 15.87 16.95

7 12.63 13.47 14.36 15.35 16.33 17.46

8 12.98 13.85 14.76 15.77 16.81 17.96

9 13.37 14.24 15.18 16.24 17.29 18.48

10 13.75 14.66 15.63 16.70 17.79 19.02

11 14.14 15.07 16.07 17.19 18.29 19.57

12 14.54 15.51 16.55 17.69 18.83 20.14

13 14.97 15.95 17.01 18.19 19.38 20.72

14 15.40 16.42 17.51 18.74 19.95 21.31

15 15.83 16.90 18.01 19.26 20.52 21.95

16 16.29 17.38 18.54 19.83 21.12 22.57

17 16.76 17.88 19.08 20.39 21.73 23.24

18 17.25 18.41 19.63 21.00 22.37 23.92

19 17.75 18.93 20.19 21.61 23.02 24.63

20 18.25 19.48 20.78 22.25 23.69 25.35

21 18.79 20.04 21.38 22.89 24.39 26.07

22 19.33 20.62 22.00 23.56 25.10 26.84

23 19.89 21.23 22.64 24.25 25.83 27.63

24 20.48 21.85 23.31 24.96 26.60 28.44

25 21.07 22.48 23.98 25.69 27.38 29.25

26 21.68 23.14 24.69 26.43 28.17 30.13

27 22.13 23.64 25.29 27.11 28.94 31.00

28 22.13 23.64 25.29 27.11 28.94 31.00

Calculation of Annual Salary: Hourly Rate X Hours per Day X Assignment Days

Note: Levels 1 - 4 were eliminated since they are no longer used for employee placement.


(Levels 5 through 10)FY14 Appropriated Classified Pay Scale - Hourly Rates

484


Step Level 11 Level 12 Level 13 Level 14 Level 15 Level 16 Level 17

1 17.65 18.87 20.18 21.53 22.99 24.57 26.26

2 17.69 18.91 20.22 21.57 23.04 24.62 26.31

3 17.84 19.07 20.37 21.72 23.20 24.77 26.46

4 17.88 19.11 20.41 21.77 23.25 24.82 26.53

5 17.91 19.15 20.46 21.82 23.29 24.87 26.58

6 18.09 19.33 20.64 22.03 23.53 25.12 26.83

7 18.61 19.89 21.24 22.67 24.22 25.85 27.62

8 19.15 20.48 21.86 23.34 24.91 26.63 28.42

9 19.71 21.07 22.50 24.03 25.65 27.40 29.24

10 20.29 21.68 23.15 24.72 26.39 28.19 30.12

11 20.89 22.32 23.82 25.45 27.15 29.04 31.00

12 21.49 22.97 24.51 26.20 27.95 29.88 31.92

13 22.12 23.62 25.24 26.97 28.77 30.76 32.85

14 22.77 24.33 25.97 27.77 29.61 31.65 33.81

15 23.44 25.04 26.73 28.57 30.48 32.58 34.81

16 24.11 25.77 27.51 29.41 31.38 33.55 35.83

17 24.80 26.55 28.29 30.28 32.30 34.54 36.89

18 25.54 27.32 29.15 31.17 33.25 35.56 38.00

19 26.29 28.12 30.00 32.08 34.23 36.61 39.12

20 27.05 28.94 30.88 33.03 35.24 37.68 40.26

21 27.85 29.81 31.80 33.99 36.28 38.79 41.45

22 28.68 30.67 32.72 35.00 37.34 39.92 42.67

23 29.50 31.57 33.69 36.03 38.44 41.11 43.91

24 30.35 32.51 34.69 37.09 39.56 42.33 45.22

25 31.27 33.46 35.71 38.20 40.73 43.57 46.58

26 32.18 34.45 36.76 39.32 41.94 44.86 47.96

27 33.14 35.46 37.85 40.47 43.19 46.17 49.36

28 33.17 35.52 37.99 40.63 43.41 46.46 49.72

Calculation of Annual Salary: Hourly Rate X Hours per Day X Assignment Days


FY14 Appropriated Classified Pay Scale - Hourly Rates(Levels 11 through 17)

485


Level 5 Level 10 (con't)

Custodian Secretary, Attendance

Secretary, School Counseling

Level 6 Teacher Assistant, Hearing Impaired

Cafeteria Worker Teacher Assistant, In-School Restriction

Custodian, Athletic Vehicle Transportation Specialist

Warehouse Technician

Level 7

Head Custodian I Level 11

Automotive Services Technician

Level 8 Bi-Lingual Family & Community Partnership Assistant

Bus Attendant Bus Driver

Head Custodian II Career Center Assistant

Maintenance Shop Helper Equipment Specialist - Food Services

Health Clinic Specialist

Level 9 Painter II

Behavioral Assistant Parts Inventory Clerk

Copy Center Assistant Personnel Secretary

Courier Preventive Maintenance Technician

Family & Community Partnership Assistant Project Assistant, Head Start

Grounds Maintenance Worker Refuse Equipment Operator

Head Custodian III Secretary II

Library Assistant Secretary, Administrative School Counseling

Media Services Clerk Test Materials Assistant

School Nurse Assistant Trip Scheduling Assistant

Secretary I

Teacher Assistant Level 12

Teacher Assistant, ELL Account Clerk

Technology Assistant Accounts Receivable Clerk

Warehouse Assistant Administrative Office Assistant

Building Automation Specialist

Level 10 Bus Driver Instructor

General Maintenance Worker I Cafeteria Manager, Elementary

Head Custodian IV Dispatcher

Receptionist HVAC Technician I

Records Archivist Instructional Materials Technician

Lead Head Custodian


FY14 Appropriated Classified Position Titles and Levels

486


Level 12 (con't) Level 13 (con't)

Maintenance Control Clerk Technical Support Coordinator

Payroll Specialist I Trip Specialist

Refrigeration Mechanic I

School Plant Engineer Level 14

Videographer Benefits Assistant

Warehouse Inventory Control Specialist Budget Technician

Water Works and Waste Water Technician Computer Technician II

Construction Project Manager

Level 13 Culinary Specialist

Applications Specialist Electrical Crew Chief

Audio Visual Technician Electronic Payment System Coordinator

Cabling Technician Field Manager Food Services

Cafeteria Manager, Secondary Fleet Maintenance Controller

Carpenter HVAC Crew Chief

Communications Technician Information Systems Specialist

Computer Technician Maintenance Crew Chief

Copy Center Operator Mechanic III

Driver Instructor, Transportation Parts Supervisor

Electrician Payroll Specialist III

Fleet Outsourcing Specialist Plumbing Crew Chief

General Maintenance Worker II Production Printing Specialist

HVAC Technician II Project Manager, Facilities

Internet Content and Video Production Assistant Secretary IV

Lead Bus Driver Team Leader

McKinney-Vento Liaison Transportation Specialist

Mechanic II

Operations Assistant Level 15

Payroll Specialist II Area Transportation Supervisor

Personnel Assistant Assessment Data Specialist

Plumber Bid Specialist

Program Assistant Clerk to the Board

Purchase Card System Technician Construction Project Specialist

Refrigeration Mechanic II Fleet Maintenance Supervisor-Production Control

Safety and Security Technician Garage Foreman

Secretary III Menu Writer/Nutritional Analyst

Service Desk Technician Network Specialist



487


Level 15 (con't) Level 16 (con't)

Operations Specialist Personnel Analyst

Pre-Employment Investigator Planning Assistant

Purchasing Expediter Program Analyst

Purchasing Systems Specialist Safety & Security Coordinator

Research Assistant Safety & Security Specialist

Transportation Business Specialist School Nurse (RN)

Transportation Operations Specialist Senior Project Manager

Testing Materials Manager Software Engineer

Voice Communications Specialist Systems Engineer

Technical Trainer

Level 16 Technology Specialist

Accountant Telecommunications Analyst

Accounting Specialist Traffic and Pedestrian Specialist

Administrative Assistant Transportation Operations Supervisor

Administrative Computer Specialist Web Developer

Audio Visual Coordinator

Benefits Specialist Level 17

Budget Analyst Advanced Interpreter for Deaf & Hard of Hearing

Communications Engineer Administrative Assistant to the Superintendent

Custodial Services Supervisor Computer Programming Specialist

Data Analyst Information Security Specialist

Engineering Technician Planning Analyst

Environmental Specialist Records Manager

Financial Analyst Resource Nurse (RN)

Fleet Maintenance Supervisor Senior Accountant

Head Start Health-Nutrition Coordinator Senior Budget Analyst

Internet Content Manager Senior Network Engineer

Licensure Specialist Senior Registrar

Maintenance Supervisor Senior Systems Engineer

Mechanical Engineering Technician* Senior Web Developer

Mechanical Trade Supervisor SQL Database Administrator

Network Engineer Telecommunications Manager

Permit and Code Construction Coordinator Warehouse Supply Coordinator

*Funded by Capital Improvements Program Budget



488




489


Baseball SoccerHead Coach 3,927$ Girls' Head Coach 3,927$ Assistant Coach 2,982$ Boys' Head Coach 3,927$ JV Head Coach 2,982$ Girls' Varsity Assistant Coach 2,982$ JV Assistant Coach 2,132$ Boys' Varsity Assistant Coach 2,982$

Basketball Girls' JV Head Coach 2,982$ Girls' Head Coach 4,978$ Boys' JV Head Coach 2,982$ Boys' Head Coach 4,978$ Girls' JV Assistant Coach 2,132$ Girls' Assistant Varsity Coach 3,730$ Boys' JV Assistant Coach 2,132$ Boys' Assistant Varsity Coach 3,730$ SoftballGirls' JV Head Coach 3,730$ Head Coach 3,927$ Boys' JV Head Coach 3,730$ Assistant Coach 2,982$ Girls' Freshman Head Coach 2,982$ JV Head Coach 2,982$ Boys' Freshman Head Coach 2,982$ JV Assistant Coach 2,132$

Cheerleading SwimmingFall Head Coach 3,138$ Head Coach 3,138$ Fall JV Head Coach 2,132$ Assistant Coach 2,132$ Fall Freshman Head Coach 2,132$ TennisWinter Head Coach 2,982$ Girls' Head Coach 2,287$ Winter JV Head Coach 2,132$ Boys' Head Coach 2,287$ Winter Freshman Head Coach 2,132$ Track

Girls' Head Coach 3,927$ Head Coach 3,138$ Boys' Head Coach 3,927$ Assistant Coach (2) 2,132$ Girls' Assistant Coach 2,132$

Football Boys' Assistant Coach 2,132$ Head Coach 5,235$ Assistant Coach 2,132$ Assistant Varsity Coach (2) 3,927$ VolleyballJV Head Coach 3,927$ Head Coach 3,927$ JV Assistant Coach 3,730$ Assistant Coach 2,982$ Freshman Head Coach 3,927$ JV Head Coach 2,982$ Freshman Assistant Coach (2) 3,730$ Freshman Head Coach 2,132$

WrestlingHead Coach 2,287$ Head Coach 3,927$

Assistant Coach 2,982$ Head Coach 3,927$ JV Head Coach 2,982$ Assistant Coach 2,982$

Girls' Head Coach 3,927$ Boys' Head Coach 3,927$ Girls' Varsity Assistant Coach 2,982$ Boys' Varsity Assistant Coach 2,982$ Girls' JV Coach 2,982$ Boys' JV Coach 2,982$ Girls' JV Assistant Coach 2,132$ Boys' JV Assistant Coach 2,132$


FY14 Appropriated Co-Curricular Stipends

ATHLETICS

Lacrosse

Golf

Gymnastics

Cross Country

490


750$ Activity Coordinator 3,600$

932$ Athletic Trainer 5,235$

932$ Band Director (HS) 5,235$ 750$ Band Director (MS) 1,865$

750$ Choral Director (HS) 3,730$

Choral Director (MS) 932$

Department Chair $ 1,800-3,600

2,287$

2,932$

2,982$ Elementary Contact Teacher 200$

5,235$ Lead Guidance Counselor (Middle) 1,200$

2,287$ Middle School Subject Area Lead Teacher (SALT) 1,150$

2,287$ Middle School Dean 1,200$

2,287$ High School Dean 1,200$

1,865$ National Board Certification 5,000$

2,932$ TV Production 3,966$

2,287$

2,616$

1,865$

2,616$

2,982$

2,982$

2,287$

2,616$


Newspaper

Peer Coaching

Guitar

Orchestra

CAMPUS Advisor

Debate

High School:

Middle School:

Guitar

Orchestra

Student Council Association

Yearbook

Winter Guard/Indoor Drumline

FY14 Appropriated Co-Curricular Stipends

Math/English/Science/Social Sciences/ ELL/Vocational/Spec Ed/World Lang./ Physical Education/Fine Arts (based on Department size)

Senior Class

Student Council Association

Yearbook

Forensics

Future Educators' Association

Junior Class

Magazine

Academic Competition Sponsor

Drama

Drill Team

OTHER SALARY STIPENDS

Drama

491



FY14 Appropriated

Daily or Hourly Substitute Salary Rates

Type Position Amount

Instructional Regular $108.15 per day Classified Nurses $108.15 per day Classified Teacher Assistants $15.47 per hour Classified Secretary $15.47 per hour Classified Health Aides $15.47 per hour

FY14 Appropriated Other Teaching Activities at Daily or Hourly Rates

Activity Courses Teacher Qualification Amount

Summer School Determined by Registration

Certificate $150.94 per day Elementary School $167.71 per day Middle School $184.48 per day High School

Driver Education Driver Education Certificate $195 per student

Homebound As Needed Certificate $30.16 per hour

Adult Education Determined by Registration

Certificate, License, or State Approval as appropriate

$30.16 per hour

Curriculum Development

Not Applicable Certificate $25.02 per hour

FY14 Appropriated Non-Teaching Activities at Daily or Hourly Rates

Activity Amount

Cafeteria Monitor Appropriate placement on Level 9

PALS $25.02 per hour for Licensed $15.30 per hour for Classified

Parent Liaison $16.32 per hour

Interpreter $25.02 per hour

492



FY14 Appropriated Fringe Costs

Retirement Virginia Retirement System (VRS) - All full-time employees are covered. The school system will pay 15.77% of the base salary for all full-time instructional/professional personnel and 11.73% of the base salary for all non-professional covered employees. 3% of the 5% employee’s share is covered for all employees starting before 7/1/2012 (the 3% is included in the school system rates). Employee’s starting on or after 7/1/2012 will pay the full 5%. Social Security The school system pays 7.65% of all taxable wages for each covered employee per calendar year. Group Life Insurance Each employee covered under the Virginia Retirement System receives life insurance protection equal to twice his or her annual salary with double indemnity provision. The school system will pay 1.19% of the base salary for all covered employees. Group Health Insurance All full-time employees are eligible to participate in the Point-of-Service (POS) plan. This single plan offers all employees the flexibility of using in-plan options (HMO) or out-of-plan options (INDEMNITY). The coverage includes dental, orthodontia, and vision benefits for all employees. 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.

493


AASA American Association of School Administrators FAMO Federal Annual Measurable ABE Adult Basic Education ObjectivesACCESS Accessing Comprehension and Communication FAPE Free Appropriate Public Educationfor ELLs in English State-to-State for English Language FLE Family Life Education

Learners FLES Foreign Language Elementary Spanish ACT American College Test FMLA Family Medical Leave Act ADA Americans with Disabilities Act FOIA Freedom of Information ActADC Adult Detention Center FTE Full-Time Equivalent ADM Average Daily Membership FY Fiscal Year AMAO Annual Measurable Achievement Objectives GED General Education DevelopmentAMO Annual Measurable Objectives GAAP Generally Accepted Accounting Principles AP Advanced Placement GASB Governmental Accounting StandardsARRA American Recovery and Reinvestment Act BoardASBO Association of School Business Officials GFOA Government Finance Officers Association

International GPS Global Positioning SystemAYP Adequate Yearly Progress HIPPA Health Insurance Portability AccountabilityBTW Behind-The-Wheel ActCAPP IEP Individual Education PlanCAST Community and Schools Together IDEA Individuals with Disabilities ActCE Core Experiences IRC Instructional Resource CenterCIP Capital Improvement Program ITBS Iowa Tests of Basic SkillsCOBRA Consolidated OmniBus Reconciliation Act JLARC Joint Legislative Audit and ReviewCogAT Cognitive Abilities Test CommissionCOOP Continuity of Operations Plan LAN Local Area Network CPI-U Consumer Price Index for All Urban Consumers LCI Local Composite IndexCTE Career and Technical Education LCPS Loudoun County Public Schools CVM Central Vehicle Maintenance LEP Limited English ProficientDIT Department of Information Technology LRE Least Restrictive EnvironmentDOE Department of Education MSAAC Minority Student Achievement

DOI Department of Instruction Advisory CommitteeDRA2 Developmental Reading Assessment 2nd NCLB No Child Left Behind Act of 2001

Addition NEO New Employee OrientationELL English Language Learners NSBA National School Boards Association ELP English Language Proficiency NVCC Northern Virginia Community CollegeERP Enterprise Resource Management OPEB Other Post-Employment BenefitsFAMIS Financial Accounting Management OSHA Occupational Safety and Health

Information System Administration


Capital Asset Preservation Program

ACRONYM INDEX

494


PALS Phonological Awareness Literacy ScreeningPBIS Positive Behavioral InterventionsPE Physical EducationPEP Parents as Educational PartnersPSAT Preliminary Scholastic Assessment TestPT Part-Time PTA Parent Teacher Association PTO Parent Teacher Organization PTSA Parent Teacher Student AssociationPTSO Parent Teacher Student OrganizationRFP Request for Proposal RI Responsive InstructionSACS Southern Association of Colleges and SchoolsSAMS Spanish at the Middle School

SAT Scholastic Assessment Test SIOP Sheltered Instruction Observation ProtocolSIP School Improvement PlanningSOL Standards of Learning SOQ Standards of QualitySRO School Resource OfficerSTEAM Science, Technology, Engineering, the Arts, MathSTEM Science, Technology, Engineering, MathSTEP Starting Towards Excellence in Pre-SchoolTDA Tax Deferred AnnuityTRT Technology Resource TeacherUDL Universal Design for LearningUSDA United States Department of AgricultureVAAP Virginia Alternate Assessment ProgramVDOE Virginia Department of EducationVGLA Virginia Grade Level AlternativeVHSL Virginia High School League VRS Virginia Retirement System VPSA Virginia Public School Authority VSBA Virginia School Board AssociationWAN Wide Area Network WABE Washington Area Boards of Education YAP Young Adults Program


ACRONYM INDEX

495



Glossary of Terms

This glossary includes definitions of terms used in this budget document and other terms as seen necessary for an understanding of financial accounting procedures for Loudoun County Public Schools. Accounts Payable—A short-term liability account reflecting amounts owed to private persons or organizations for goods and services received by a government. Accounts Receivable—An asset account reflecting amounts due from private persons or organizations for goods and services furnished by a government (but not including amounts due from other funds or other governments). Accrual Basis—The recording of the financial effects on a government of transactions, events, and circumstances that have cash consequences for the government in the periods in which those transactions, events, and circumstances occur; rather than only in the periods in which cash is received or paid by the government. Adequate Yearly Progress (AYP)-A measurement defined by the United States Federal No Child Left Behind Act that allows the U.S. Department of Education to determine how every public school and school district in the country is performing academically according to results on standardized test. Advanced Placement (AP) Program—An intensive program of college-level curricula and examinations that provides high school students with an opportunity to earn advanced placement, college credit, or both, at universities and colleges across the country. The AP program bridges the transition from secondary school to college by offering students an opportunity to develop their academic strengths through rigorous curricula and challenging national examinations and by exposing them to academic experiences usually reserved for college students. Allocation—The amount of funding appropriated to a school. Types of allocations include the per pupil allocation for instructional supplies, postage, library books, staff development, computer supplies, etc. American with Disabilities Act (ADA)—Prohibits discrimination against individuals with disabilities and requires employers to provide reasonable accommodations to help those with disabilities in performing their jobs. An individual with a disability is defined by the ADA as a person with a serious physical or mental impairment that substantially limits a major life activity. Amortization—(1) The portion of the cost of a limited-life or intangible asset charged as an expense during a particular period. (2) The reduction of debt by regular payments of principal and interest sufficient to retire the debt by maturity. Appropriation—An authorization granted by a legislative body to make expenditures and to incur obligations for specific purposes. An appropriation is usually limited in amounts and as to the time when it may be expended. Average Daily Membership (ADM)—The aggregate membership of a school division divided by the number of days school is in session. ADM is a factor in the state funding formula. Balance Sheet—A summarized statement, as of a given date, of the financial position of an entity by fund type presenting assets, liabilities, reserves, and fund balance.

496



Balanced Budget - A balanced budget is when there is neither a budget deficit nor a budget surplus. Total revenues equal total expenditures. Basis of Accounting—A term used to refer to when revenues, expenditures, expenses, and transfers—and the related assets and liabilities—are recognized in the accounts and reported in the financial statements. Specifically, it relates to the timing of the measurements made, regardless of the nature of the measurement, on either the cash or the accrual method. Bond—A written promise to pay a specific amount of money (face value) and interest over a specific period of time. Bonds for school purposes are either General Obligation Bonds or Virginia Public School Authority Bonds. Budget—A plan of financial operation embodying an estimate of proposed expenditures for a given period or purpose and the proposed financing sources. Budgetary Control—The control or management of a government or enterprise in accordance with an approved budget to keep expenditures within the limitations of available appropriations and available revenues. Capital Budget—A plan of proposed capital outlays and the means of financing them for the current fiscal period. Capital Outlay and Capital Acquisition—All expenditures for equipment, equity leases, purchases of land which result in acquisition of, or additions to, fixed assets, except outlays for Capital Construction. Capital Outlay includes the purchase of assets, both replacement and/or additions that cost more than $5,000, with a useful life of at least one year. Capital Improvement Plan—The six year plan for school division construction projects. Capital Projects Funds—A fund created to account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by proprietary funds and trust funds). Communication—All expenditures related to postal, messenger, and telecommunications services. Consumer Price Index (CPI)—Measure of the average change over time in the prices paid by urban consumers for a fixed market basket of consumer goods and services. The CPI provides a way for consumers to compare what the market basket of goods and services costs this month with what the same market basket cost a month or a year ago. Contractual Services—All expenditures for services acquired or purchased from sources outside the school system (i.e., private vendors, public authorities or other governmental entities). Purchase of the service must be on a fee basis or fixed time contract basis. Payments for leases and rentals, utilities, communications, and insurance are not included. Debt Limit—The maximum amount of outstanding gross or net debt legally permitted. Debt Ratios—Comparative statistics illustrating the relation between the issuer’s outstanding debt and such factors as its tax base, income, or population. These ratios often are used as part of the process of determining the credit ratings of an issue, especially with general obligation bonds. Debt Service (Lease Purchase)—All expenditures related to the repayment of debt, for example, vehicles purchased through lease agreements.

497



Debt Service Fund—A fund established to account for the accumulation of resources for, and the payment of, general long-term debt principal and interest. Sometimes referred to as a Sinking Fund. Deferred Revenue—Amounts for which asset recognition criteria have been met, but for which revenue recognition criteria have not been met. Under the modified accrual basis of accounting; amounts that are measurable, but not available, are one example of deferred revenue. English as a Second Language (ESL)—The ESL program helps limited-English-proficient students learn literacy and content concepts in order to function successfully in the regular school program. Expenditures—Total charges incurred, whether paid or unpaid, for current costs. Family Medical Leave Act (FMLA)—The FMLA of 1993 provides up to 12 weeks of unpaid leave to an employee who has worked for at least 750 hours and 12 months at a location where there is at least 50 employees employed by the employer within 75 miles. These 12 weeks of leave are provided for certain medical reasons such as pregnancy and birth of a child, caring for an immediate family member with a serious health condition or for an employee who has a serious health condition. Certain type of notice may need to be given to the employer for requesting such leave. FAMIS—The Financial Accounting Management Information System (FAMIS) is the financial accounting system used by LCPS. Fiscal Period—Any period of time at which the entity determines its financial position and the results of its operations. LCPS has a fiscal year of July 1 to June 30. Fiscal Year—A 12-month period to which the annual operating budget applies and at the end of which a government determines its financial position and the results of its operations. Fixed Assets—Long-lived tangible assets obtained or controlled as a result of past transactions, events, or circumstances. Fixed assets include buildings, equipment, or improvements other than buildings and land. In the private sector, these assets are referred to most often as property, plant, and equipment. Freedom of Information Act (FOIA)—The Freedom of Information Act establishes the right of the public to obtain information maintained by the federal or state government and their agencies. The FOIA creates a general mechanism designed to ensure that the process for getting that information will be simple, timely, and inexpensive. Fringe Costs—All expenditures for job-related costs provided to employees as part of their total compensation. Fringe costs include the employer’s portion of FICA, retirement, group insurance (health, dental, and life), unemployment, workers’ compensation, and direct educational assistance. Full-Time Equivalent (FTE)—Method of calculating hourly or part-time employees on a full-time position basis. 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.

498



Fund Statements—Financial statements that display receipts, expenditures, transfers in, transfers out, and changes in fund balance for each School Board fund. General Ledger—A record containing the accounts needed to reflect the financial position and the results of operations of a government. In double-entry bookkeeping, the debits and credits in the general ledger are equal (i.e., the debit balances equal the credit balances.) General Accepted Accounting Principals (GAAP)—Uniform minimum standards and guidelines for financial accounting and reporting. They govern the form and content of the financial statements of an entity. GAAP encompass the conventions, rules, and procedures necessary to define accepted accounting practice at a particular time. They include not only broad guidelines of general application, but also detailed practices and procedures. GAAP provide a standard by which to measure financial presentations. The primary authoritative body on the application of GAAP to state and local governments is the GASB. Grants—Contributions or gifts of cash or other assets from another government to be used or expended for a specified purpose, activity or facility. Individualized Education Program (IEP)—A written statement indicating the primary special education placement and related services a student with disabilities will receive. The IEP is developed mutually by the child’s parents and by a team of individuals representing the school system. Instruction—The activities dealing directly with the teaching of students or improving the quality of teaching. Insurance—All expenditures for insurance except those which are related to personal services and which are reflected under Fringe Costs (i.e., group health, group life, accident and health, unemployment compensation, worker’s compensation, etc.). Leases and Rentals—All expenditures for payments of non-equity leases and rentals. Includes leases, which are capitalized and rental of land, structures, and equipment. Payments made under equity type lease/purchase agreements are not included here, but under Capital Leases. Liabilities—Probable future sacrifices of economic benefits, arising from present obligations of a particular entity to transfer assets or provide services by other entities in the future as a result of past transactions or events. Local Composite Index (LCI)—The relative wealth index used by the state to equalize state aid to localities. Long Term Debt—In the context of the General Long Term Debt Account Group, any unmatured debt that is not a fund liability. Materials, Supplies, Minor Equipment—All expenditures for instructional materials, office supplies, other operating supplies, and minor equipment (defined as less than $5,000 in the Capitalization Policy) which are consumed or materially altered when used. 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.

499



Modified Accrual Basis—The accrual basis of accounting adapted to the governmental fund-type measurement focus. Under it, revenues and other financial resource increments (e.g. bond issue proceeds) are recognized when they become susceptible to accrual; that is when they become both “measurable” and “available to finance expenditures of the current period.” “Available” means collectible in the current period or soon enough thereafter to be used to pay liabilities of the current period. Expenditures are recognized when the fund liability is incurred except for (1) inventories of materials and supplies that may be considered expenditures either when purchased or when used, and (2) prepaid insurance and similar items that may be considered expenditures either when paid for or when consumed. All government funds, expendable trust funds, and agency funds are accounted for using the modified accrual basis of accounting. No Child Left Behind (NCLB) - federal legislation that enacts the theories of standards-based education reform, which is based on the belief that setting high standards and establishing measurable goals can improve individual outcomes in education. The Act requires states to develop assessments in basic skills to be given to all students in certain grades, if those states are to receive federal funding for schools. Object Code—Line item which denotes purpose of expenditures. Operating Budget—Plans of current expenditures and the proposed means of financing them. The annual operating budget (or, in the case of some state governments, the biennial operating budget) is the primary means by which most of the financing, acquisition, spending, and service delivery activities of a government are controlled. The use of annual operating budgets is usually required by law. Even when not required by law, annual operating budgets are essential to sound financial management and should be adopted by every government. Per Pupil Allocation—An allocation to a school based on the type and number of students enrolled. Personnel—All expenditures to compensate persons in the employment of the Loudoun County School System for direct labor including full-time and part-time employees. Property tax-An ad valorem tax that an owner is required to pay on the value of the property being taxed. The property tax rate is often given as a percentage. It may also be expressed as a permille (amount of tax per thousand currency units of property value), which is also known as a millage rate or mill levy. (A mill is also one-thousandth of a current unit.) Retainage Payable—A liability account reflecting amounts due on construction contracts not paid pending final inspection of the project or the lapse of a specified period, or both. The unpaid amount is usually a stated percentage of the contract price. Revenue—The income of a government agency from taxation and other sources. Risk Management—All the ways and means used to avoid accidental loss or to reduce its consequences if it does occur. Self Insurance—A term often used to describe the retention by an entity of a risk of loss arising out of the ownership of property or from some other cause, instead of transferring that risk to an independent third party through the purchase of an insurance policy. It is sometimes accompanied by the setting aside of assets to fund any related losses. Because no insurance is involved, the term self-insurance is a misnomer. 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.

500



Standards of Quality (SOQ)—The General Assembly and the Board of Education determine the SOQ for public schools in Virginia, as prescribed by the Code of Virginia. These standards are periodically revised and specify that each school division shall maintain schools that meet those requirements for accreditation prescribed by the Board of Education. State Category—The broad expenditure categories for school divisions determined by the State Board of Education. Current state categories are as follows: Instruction Pupil Transportation Administration Operation and Maintenance Instructional Program Food Services and Other Non-Facilities

Attendance and Health Debt Services

Subsidiary Ledger—A group of subsidiary accounts, the sum of the balances of which should equal the balance of the related control account. Taxes—Compulsory charges levied by a government to finance services performed for the common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits, such as special assessments. Neither does the term include charges for services rendered only to those paying such charges (e.g., sewer service charges.) Training and Continuing Education—All expenditures for payments made directly to employees, board members, and volunteers as a reimbursement for expenses incurred in conjunction with travel related to training and education sessions, conferences, and conventions. Trial Balance—A list of the balances of the accounts in a ledger kept by double entry, with the debit and credit balances shown in separate columns. If the totals of the debit and credit columns are equal, or if their net balances agree with a control account, the ledger from which the figures are taken is said to be in balance. Utilities—All expenditures for electrical, heating, water, and sewage services provided to school system owned and operated buildings, and facilities, regardless of whether the service is provided by a private enterprise, authority, or an enterprise fund operated by the school system. Virginia High School League (VHSL)—A non-profit organization composed of the public high schools in the Commonwealth of Virginia. The league is a service organization whose purpose is to build better citizens through interscholastic activities such as athletics, drama, debate, forensics, and publications for students throughout Virginia. Virginia Public School Authority (VPSA)—The purpose of the Virginia Public School Authority (the “Authority” or the “VPSA”) is to purchase local school bonds with any available funds including bonds issued by the Authority for such purpose. The bonds may be sold at public or private sale, and for such price and on such terms as the Authority shall determine. Washington Area Boards of Education (WABE) Guide—A statistical report comparing area school districts’ salaries, budget, cost per pupil, and class sizes.

501




502

Loudoun County Public SchoolsA Climate for Success

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