FY22 Budget Development Guide

Additional Information

Comprehensive School Planning Process

Purpose 

To enable authentic and fluid school planning and support around the DCPS Strategic Priorities and OSSE’s STAR Framework, the Comprehensive School Plan (CSP) will build on the analysis and planning already required for budgeting and staffing decisions. Similar to SY2020-21, the CSP process will start in January and will ensure that the later stages are logical extensions of key decisions made at each juncture. The process for SY2021-22 is outlined in the five steps below:

Step 1: Budget Planning & Development*

Step 2: MOY Data Review & Needs Assessment*

Step 3: SY21-22 Goal Setting and CSP Draft

Step 4: EOY Data Review & Finalize CSP

Step 5: CSP Signature Page

The initial phase, School Budget Planning and Development, is designed to prepare schools to complete the required budget narratives for each budget category. It supports the strategic alignment of fiscal investments to the achievement of school-wide performance outcomes outlined in the CSP. Throughout the process, schools are supported by the Continuous Improvement (CI) team, part of the School Performance and Continuous Improvement (SPCI) Division of the Office of School Improvement and Supports, as well as the Data Specialists in the Office of Data, Systems, and Strategy (ODSS), and other relevant teams in Central Office including Cluster Support Team Content Leads.

*Although the MOY data and formal needs assessments are completed later in the calendar than the budget window, schools are expected to consider available data when making strategic budget decisions.

Points of Contact:

  • Tiphanie Scroggins, Director, School Performance & Continuous Improvement, Office of School Improvement and Supports, TScroggins1@k12.dc.gov
  • Kirsten James, Manager, School Data and School Performance, Office of Data and Strategy, KGood@k12.dc.gov

School Health Services (School Nurses)

Purpose

The School Health Services Program (SHSP) is responsible for promoting health and wellness and actively collaborating with students, family members, school personnel, and community-based organizations to ensure that the health needs of the students are being met.

Program Guidance

Staffing (Personnel Services)

All DCPS schools receive full-time school health services coverage at no charge to the school. Staffing is provided through a blended model of nurses and allied health professionals through a contract between DC Health and Children’s School Services (CSS).

Because these nurses and allied health professionals are not DCPS employees, CSS maintains all employer rights and responsibilities for these staff (some specialized schools may receive additional nursing services). If a nurse or allied health professional at a participating school is unable to continue employment, DC Health will provide replacement staffing for that school as soon as possible. Principals may work with the appropriate CSS supervisor to evaluate staffing and request any kind of disciplinary action or removal.

Some schools have students with low-incidence disabilities that require nursing services beyond the capacity of DC Health’s school health services program. The Office of Teaching and Learning’s Division of Specialized Instruction will provide supplemental nursing services to schools serving these students at no cost to the school.

Additional Staffing Recommendations

When a nurse or allied health professional is not in the building, either due to scheduled or unexpected circumstances, schools are still responsible for meeting student health needs. To this end, schools should ensure at least three staff members are trained and prepared to provide medication and first aid as needed. The Office of School Improvement and Supports offers multiple medication administration and CPR/first aid trainings every school year at no charge for school staff.

Goods & Services (Non-Personnel Services)

School Responsibility

It is the school’s financial responsibility to maintain functioning technology for its school nurse(s), including a desktop computer, dedicated printer, phone, and a functioning fax/e-fax line. Health suites must have direct 911 and long-distance access.

Provided to Schools

Medical supplies (bandages, gloves, linens, etc.) for Health Suites are paid for by DCPS through an agreement with DC Health. Schools are not responsible to stock medical supplies within the Health Suite.

Helpful Resources

For additional information on School Based Health centers please reference section 4.1.7.

Points of Contact

Whitney Carrington, Manager, Student Health Services, Office of School Improvement and Supports. Whitney.Carrington@k12.dc.gov


School-Based Health Centers

Purpose

Seven schools (Anacostia High School, Ballou High School, Cardozo Education Campus, Coolidge High School, Dunbar High School, Roosevelt High School, and Woodson High School) host school-based health centers (SBHCs) that provide a full spectrum of primary care services to students attending the school and children of the school’s students, including behavioral, oral, and reproductive health care services.

Allocation Guidance

Staffing (Personnel Services)

SBHC services are provided at no charge to the school. The centers are operated through grants from the DC Department of Health (DC Health) to local providers (Children’s National Medical Center, MedStar Georgetown, and Unity Health Care). As these are not DCPS employees, the SBHC operator maintains all employer rights and responsibilities for these providers and DOH maintains all selection and oversight responsibility.

Principals may work with Whitney Carrington when there are questions or concerns about actions taken by the SBHC team.

Goods & Services (Non-Personnel Services)

It is the school’s financial responsibility to clean and maintain the physical space of the SBHC, including provision of restroom paper products. The school must also ensure the SBHC has functioning technology, internet access, and dedicated telephone and fax lines for the SBHC. In addition, there must be dedicated telephone lines for health service providers and SBHC offices must have direct 911 and long-distance access.

Point of Contact

Whitney Carrington, Manager, Student Health Services. Office of School Improvement and Supports, Whitney.Carrington@k12.dc.gov


Extra Duty Pay and DCPS Employee Stipends

Extra Duty Pay is provided only to ET 15- (including ET 15/12-month, ET 15/11-month, and ET 15/10-month) and EG 9-classified employees in WTU positions. No other employee of DCPS, or non-employee providing services for the benefit of DCPS, is eligible to receive ED. Usually, ED is authorized for services performed beyond the normal tour of duty. See more information on the types of stipends for SY20-21 at https://dcps.dc.gov/publication/additional-compensation-procedures.

The following activities are centrally budgeted:

  • Tech POC stipends
  • Athletic coaches
  • Home visits
  • Reading clinic (small set of teachers)
  • TLI stipends
  • We the Girls leads

Substitute Teachers

Purpose

DCPS substitutes ensure that students receive continuous instruction throughout the school year. Substitutes provide coverage when teachers and educational aides are out on sick leave, administrative leave, extended leave, professional development opportunities, or if there are vacancies.

Budgeting Recommendations

Schools do not specifically budget for substitute teachers during budget development. Substitutes are budgeted for centrally through an “add-on” on the average teacher salary. To ensure that all DCPS students have access to high-quality substitute coverage, schools will receive a DCPS centrally budgeted annual substitute allocation.

Each school will receive a fixed amount of substitute requests to use throughout the school year based on the number of budgeted teachers and educational aides and the size of special education and at-risk populations.

Schools will utilize the DCPS Substitute Reporting tracker in QuickBase to track their substitute usage. Schools that exceed their projected allocation throughout the year will be notified by the Office of Resource Strategy, and a member of Strategic Staffing will follow up with both the Principal and instructional superintendent directly to determine a course of action.

Process and Restrictions

  • To secure a substitute, schools are required to submit requests to fill assignments for sick leave, administrative leave, extended leave, professional development opportunities, and vacancies into SmartFind Express for teachers and educational aides.
  • If schools are not able to secure a substitute teacher, they will enact internal coverage plans, which typically include internal staff coverage of classrooms paid by administrative premium.
  • Schools can create a maximum assignment of 90 days for a substitute. Assignments can be renewed after a 90-day period if coverage is still required.
  • Substitute Staffing has collaborated with the Office of Teaching and Learning to offer self-paced training courses for substitute teachers on Canvas and Microsoft Streams.

Point of Contact

Charelle Jeffries, Manager, Temporary Instructional Staffing, Charelle.Jeffries@k12.dc.gov 

Helpful Resources

DCPS Substitute Page


Washington Teachers Union (WTU) Contract and Classroom Requirements

Individualized Education Programs (IEP) Caseloads

The IEP caseload should not exceed 15 IEPs per teacher. In cases where a special education teacher is required or agrees to act as case manager for more than 15 students with IEPs, the WTU Contract provides that the teacher will receive three hours of administrative premium per year for each additional student (WTU Contract 23.13.2.4, 24.5.5). The current administrative premium rate is $40/hour (WTU Contract 36.8.2). For example, if a special education teacher acts as case manager for 16 students with IEPs he/she will receive $120 per year (3 hours of administrative premium pay); for 17 students with IEPs, he/she will receive $240 per year (6 hours of administrative premium pay), and so on.

Acceptable Reasons for Altering Class Sizes

Schools should make a reasonable effort to meet the classroom size requirements set forth in 23.13 of the WTU Contract. However, schools may need to alter class sizes for the following reasons (WTU Contract 23.13.3):

  • Lack of sufficient funds for equipment, supplies or rental of classroom space.
  • Lack of classroom space and/or personnel available to permit scheduling of any additional class or classes in order to reduce class size.
  • Conformity to the class size objective because it would result in the organization of half or part-time classes.
  • A class larger than the above is necessary and desirable to provide for specialized or experimental instruction.
  • Placement of pupils in a subject class for which there is only one on a grade level; or
  • Size of specific classroom space is inadequate.

Early childhood classrooms cannot exceed the ratios and group sizes listed in the Early Childhood section (4.1.2) for any reason.

Helpful Resources

Washington Teachers Union Contract


LSAT Recommendation Departure Form

Rationale Template for Departing from LSAT or Personnel Committee (PC) Recommendation as to a RIF, Abolishment, or Furlough

Instructions

Principals, please list below your reason(s) for departing from:

  1. The Local School Advisory Team’s (LSAT) recommendation as to the area of certification to be affected by an excessing division, and/or
  2. The Personnel Committee’s (PC) recommendation as to the individual employee to be affected by an excessing decision

Complete one form for each instance in which you have deviated from an LSAT or PC recommendation as it relates to an excessing decision.

LSAT or PC Recommendation





Principal’s Final Decision





Reason(s) for Departure





Click Here To Download


Principal Name: ____________________________________________

Principal Signature: _________________________________________                             Date: ______________

Upon completion by the Principal, this form should be submitted to the Strategic Staffing team by emailing your staffing coordinator or dcps.staffing@k12.dc.gov.

FY22 Item Catalog

School Leadership

Unit Cost

Assistant Principal - English Language Arts (ELA)

$156,529

Assistant Principal - Intervention (API)

$156,529

Assistant Principal - Literacy (APL)

$156,529

Assistant Principal - Math

$156,529

Assistant Principal - Ninth Grade Academy

$156,529

Assistant Principal - Other

$156,529

Assistant Principal - Science

$156,529

Assistant Principal - Social Studies

$156,529

Assistant Principal - Special Education

$156,529

Dean of Students

$117,742

Principal

$195,277

Early Childhood + General Education

Unit Cost

Aide - Early Childhood

$37,488

Aide - Instructional - (10mo)

$37,488

Aide - Instructional - Year Round (80hr)

$43,787

Aide - Kindergarten

$37,488

Instructional Coach

$112,569

Instructional Coach - English Language Arts (ELA)

$112,569

Instructional Coach - Math

$112,569

Intervention Coach

$112,569

Relay Teacher Resident

$36,674

Teacher - Career/Tech Ed (CTE)

$112,569

Teacher - Computer

$112,569

Teacher - English

$112,569

Teacher - K-5

$112,569

Teacher - Math

$112,569

Teacher - PK3/PK4

$112,569

Teacher - Reading

$112,569

Teacher - Resource

$112,569

Teacher - Schoolwide Enrichment Model (SEM)

$112,569

Teacher - Science (Biology)

$112,569

Teacher - Science (Chemistry)

$112,569

Teacher - Science (General)

$112,569

Teacher - Science (Physics)

$112,569

Teacher - Social Studies

$112,569

Teacher - STEM

$112,569

TLI Teacher Leader - Culture

$112,569

TLI Teacher Leader - Early Childhood Education

$112,569

TLI Teacher Leader - English Language Arts (ELA)

$112,569

TLI Teacher Leader - Math

$112,569

TLI Teacher Leader - Science

$112,569

TLI Teacher Leader - Social Studies

$112,569

Urban Teacher Residency

$35,153

Special Education

Unit Cost

Aide - Special Education

$37,488

Behavior Technician (BES Classroom)

$55,015

Coordinator - Board Certified Behavior Analyst

$117,087

Coordinator - Special Education (CSE)

$117,087

Teacher - Behavior & Education Support Program

$112,569

Teacher - Communication & Education Support Program

$112,569

Teacher - Early Childhood Communication & Education Support Program

$112,569

Teacher - Early Learning Support Program

$112,569

Teacher - Inclusion/Resource Services

$112,569

Teacher - Inclusion/Resource Services (10:6)

$112,569

Teacher - Independence & Learning Support Program

$112,569

Teacher - Medical & Education Support Program

$112,569

Teacher - Non-Categorical Program

$112,569

Teacher - Sensory Support Program

$112,569

Teacher - Specific Learning Support Program

$112,569

TLI Teacher Leader - Special Education

$112,569

English Learners

Unit Cost

Aide - ELL

$37,488

Guidance Counselor - 10mo (Bilingual)

$112,569

Guidance Counselor - 11mo (Bilingual)

$127,248

Teacher - ELL

$112,569

Related Arts

Unit Cost

Aide - Library/Technology

$52,931

Recreation Specialist (Aquatics)

$69,396

School Librarian

$112,569

Specialist - Library/Media - 12 mo

$126,055

Teacher - Art

$112,569

Teacher - Health/Physical Education

$112,569

Teacher - Music

$112,569

Teacher - Performing Arts/Drama

$112,569

Teacher - World Language

$112,569

Teacher, Physical Education Aquatics

$112,569

Social Emotional Learning

Unit Cost

Attendance Counselor

$69,509

Behavior Technician

$55,015

Coordinator - In-School Suspension (ISS)

$67,580

Coordinator - Student Resource

$117,087

Psychologist

$112,569

Psychologist - 12mo

$126,055

Restorative Justice Coordinator

$104,158

School Counselor - 10mo

$112,569

School Counselor - 11mo

$127,248

School Counselor - 12mo

$126,055

Social Worker

$112,569

Additional Programming

Unit Cost

Afterschool Coordinator

$101,052

Afterschool Paraprofessional

$7,160

Afterschool Site Leader

$10,740

Afterschool Teacher

$7,160

Aide - Computer Lab

$61,952

Athletic Director

$144,306

Coordinator - Athletic and Activities

$117,087

Coordinator - Computer Lab/Technology

$58,896

Coordinator - Global Studies

$117,087

Coordinator - Intl Baccalaureate

$117,087

Coordinator - NAF Academy

$117,087

Coordinator - Program

$117,087

Director - Early College Academy

$144,306

Director - NAF Academy

$144,306

Manager - NAF Academy

$125,502

Specialist - Reading

$112,569

Specialist - Transition

$102,527

Technology Instructional Coach (TIC)

$112,569

Administrative and Custodial

Unit Cost

Administrative Officer

$104,158

Aide - Administrative

$67,876

Assistant - Strategy & Logistics (ASL)

$66,291

Business Manager

$90,879

Clerk

$50,639

Coordinator - Parent

$58,896

Coordinator - Strategy & Logistics (CSL)

$99,681

Custodial Foreman

$78,183

Custodian (RW-3)

$50,595

Custodian (RW-5)

$60,194

Director - Strategy & Logistics (DSL)

$144,306

Manager - School Administration and Operational Support

$125,502

Manager - Strategy & Logistics (MSL)

$116,130

Registrar

$56,854


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