Office of the State Superintendent of Education FY2019

Agency Office of the State Superintendent of Education Agency Code GD0 Fiscal Year 2019

Mission The mission of the Office of the State Superintendent of Education (OSSE) is to remove barriers and create pathways so District residentsreceive an excellent education and are prepared to achieve success in college, careers, and life.

Summary ofServices

The Office of the State Superintendent of Education serves as the District of Columbia's State Education Agency (SEA). In this role, OSSEmanages and distributes federal funding to education providers and exercises oversight responsibility over federal education programsand related grants administered in the District to ensure quality and compliance. OSSE also serves as the standard-bearer in education forthe District of Columbia. OSSE develops state-level education policies and standards aligned with school, college, and workforcereadiness expectations. OSSE further ensures that the District collects and reports accurate and reliable data. OSSE provides technicalsupport to increase effectiveness among education providers, thereby improving outcomes for all students. OSSE also leads the SpecialEducation Transportation (Agency Code GO0), Non-public Tuition (Agency Code GN0), and administers the District of Columbia PublicCharter Schools Payments.

2019 Accomplishments

2019 Key Performance Indicators

The successful release of the STAR Framework and DC SchoolReport Card are intrinsically linked to the pillar of the OSSEStrategic Plan related to sharing and using actionable data.

Internally, the agency has worked to ensure that the criticalinformation from the STAR framework and report card and used toinform our own decision-making and priorities.  For example, wehave used the Report Card data to develop professionaldevelopment opportunities based on performance trends as wellas in the analysis of trends in leading and lagging data points.

The DC School Report Card provides parents, familymembers, and the public with clear and transparentinformation about all schools across the city, includingDCPS and DC public charter schools. Built in partnershipwith parents and families, the DC School Report Card is atool and a step toward a more transparent, equitableeducational system into the District of Columbia.

In addition to helping OSSE keep students at the center ofcritical decision-making, the Report Card provides familieswith a window into understanding how their child(ren)'sschool is doing and can lend perspective that helpsparents make informed decisions about school choice.Since launching in December 2018, more than 55,000people have visited the DC School Report Card and therehave been nearly 150,000 views of key videos on thereport card and the STAR Framework.

The 2019-2023 Strategic Plan has provided OSSE with anopportunity to reflect on the progress made over the last four yearsand realign around a common framework for excellence ineducation for the District. Setting concrete student outcome goalshas helped to create a new north star for our internal focus, bringadditional clarity to our agency’s work, and ensure that all of thework across the agency is aligned toward the ultimate vision ofimproving outcomes for students and families.

OSSE’s 2019-2023 Strategic Plan sets forth an ambitiousvision for the agency’s work over the next five years,publicly sharing our vision, mission, concrete goals forimproving student outcomes, and the strategic pillars wewill use to get there.

By 2023, OSSE aims to meet the following goals:• 1,500 more vulnerable infants and toddlers accessingquality care,• 4,100 more students in high-quality pre-K classrooms,• 6,700 more students meeting or exceedingexpectations on state assessments while closingachievement gaps, and • 1,100 more students enrolling in higher education andon a path to completion.

OSSE's Strategic Plan also set the goal of providing 1,500additional vulnerable infants and toddlers with access to highquality child care slots by 2023. OSSE will meet this goal bycreating new seats, improving the quality of existing seats, andhelping more vulnerable families access quality programs.

Moving forward, OSSE will expand the impact of the QualityImprovement Network (QIN), a comprehensive system of supportsfor infant and toddler providers and families; engage providers inthe continuous improvement of the Capital Quality process; andoffer providers quality supports to help improve the quality of careand learning. Finally, OSSE will also strengthen communicationand outreach to parents and families by promoting My Child CareDC and the Capital Quality designations to help ensure families,especially those from low-income backgrounds, have moreequitable access to high-quality care and learning.

Children under 5 years old currently make up 45,000 ofthe District’s 700,000 residents, and there is a shortage ofchild care for families across the city. We are in our secondyear of a three-year project to help address this challengeby creating 1000 new slots for infants and toddlers. By theend of FY19, we have funded the creation of 887 infantand toddler seats, through $5,062,386 in sub-grantawards, in Wards 1, 3, 4, 5, 6, 7, and 8.

OSSE’s focus on increasing access to early childhood carefor vulnerable infants and toddlers has great potential forpositive impact in addressing the shortage of child care forfamilies across the city.  To enable the creation of 887 newquality slots, we have provided grants that help to bothestablish new or renovate existing child developmentfacilities serving infants and toddlers and offer technicalassistance and training to child development facilityoperators to support compliance with the licensurerequirements for efficient and effective operations.

Accomplishment Impact on Agency Impact on Residents

1 - High quality and actionable data: OSSE will provide high-quality data and analysis that will empower Local Education Agencies (LEAs),Community-Based Organizations (CBOs), and providers to meet the needs of all learners and allow education partners to make informedpolicy decisions.  (4 Measures) 

Measure Frequency FY2017Actual

FY2018Actual

FY2019Target

FY2019Q1

FY2019Q2

FY2019Q3

FY2019Q4

FY2019Actual

KPIStatus

Explanation

Successful release ofthe DC School ReportCard

Development of2019-23 OSSEStrategic Plan

Expanded access toinfant and toddlerseats

OSSE FY19 POH - Q97 Attachment 1

Annually 77.5% 68.5% 85% AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

87.8% Met  

Annually Waitingon Data

Waitingon Data

79% AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

66% Unmet Graduationrates decreasedyear-over-year,mostly drivenby a lower ratewithin DCPS ascompared tocharters. DCPSsuggests this isthe result of theenactment of acredit recoverypolicy thatincreased therigor ofgraduationrequirements.

Annually 31% 33% 34% AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

37% Met  

Annually 28% 29% 32% AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

31% NearlyMet

While we sawimprovementoverall, therewas a decreasein performancein grades 5-8whichtempered thestatewideimprovements

2 - Quality and equity focus: OSSE will work with our education partners to set high expectations for program quality and align incentives toaccelerate achievement for those learners most in need.  (4 Measures) 

Measure Frequency FY2017Actual

FY2018Actual

FY2019Target

FY2019Q1

FY2019Q2

FY2019Q3

FY2019Q4

FY2019Actual

KPIStatus

Explanation

Percent of userrequests via theservices portalsolved andclosed withinfive days ofreceipt

Percent of allstudentsgraduating fromhigh school infour years

Percent of allstudents atcollege andcareer readylevel in readingon statewideassessment

Percent of allstudents atcollege andcareer readylevel inmathematics onstatewideassessment

OSSE FY19 POH - Q97 Attachment 1

Annually 49.5% 49.7% 55% AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

42.9% Unmet Themethodologyto compute thismetric haschanged inFY19 to reflectthe shi� from“Going for theGold” (previousQuality RatingandImprovementSystem (QRIS)based onaccreditation)to CapitalQuality, theredesignedQRIS (based onobservationalassessments).

FY19 data iscalculatedbased on therecentlyimplementedCapital Qualityprogram. Thenumerator isthe number offacilities havingQuality or High-Qualitydesignationand thedenominator isthe totalnumber ofsubsidyprovidingfacilitiesparticipating inthe CapitalQualityprogram.

Previous yearsused Going forthe Gold data,wherein thenumerator iscalculated withfacilities havingQuality tier(Goldpreviously) andthedenominator isthe totalnumber ofsubsidyprovidingfacilitiesincluded in theGoing for theGold QRISprogram.  

Annually 36.6% 42.8% 40% AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

47.6% Met  

Measure Frequency FY2017Actual

FY2018Actual

FY2019Target

FY2019Q1

FY2019Q2

FY2019Q3

FY2019Q4

FY2019Actual

KPIStatus

Explanation

Percent ofchildhood anddevelopmentprograms thatmeet “Quality”and “High-Quality”designations

Percent ofresidentsenrolled in anadult and familyeducationprogram whocomplete atleast onefunctioninglevel

OSSE FY19 POH - Q97 Attachment 1

Annually Waitingon Data

Waitingon Data

37% AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

Waitingon Data

   

Annually Waitingon Data

Waitingon Data

65% AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

80% Met  

3 - Responsive & consistent service: OSSE will provide responsive, consistent, and considerate customer service to free up LEAs, CBOs, andproviders and allow them to focus on instruction and support for students.  (8 Measures) 

Annually 0 0 5 AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

0 Met  

Quarterly 135 16.8 30 19.3 26.5 23.2 29.9 24.7 Met System flaggingas unmetbecause isincorrectlyadding valuesfor Q1 - Q4;metric was met,as the averageof Q1 - Q4 is24.7.

Quarterly Waitingon Data

80% 70% 93% 93% 62% 62% 77.5% Met  

Annually 72 36 48 AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

37 Met  

Quarterly 98.3% 98.5% 95% 82.4% 96.6% 100% 100% 95.4% Met  

Quarterly 83.2% 85.8% 90% 96.2% 90.8% 96.6% 97.7% 95.6% Met  

Annually Waitingon Data

Waitingon Data

100% AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

Waitingon Data

   

Annually 100% 100% 100% AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

100% Met  

5 - Create and maintain a highly efficient, transparent and responsive District government.  (8 Measures) 

Measure Frequency FY2017Actual

FY2018Actual

FY2019Target

FY2019Q1

FY2019Q2

FY2019Q3

FY2019Q4

FY2019Actual

KPIStatus

Explanation

Percent of DCpublic andpublic charterschool studentscompleting apost-secondarydegree withinsix years ofcollegeenrollment

Percent of low-performingschools thatshow overallgrowth inacademicachievement

Number of A-133 auditfindings

Averagenumber of daystaken tocompletereviews ofeducatorlicensureapplications

Percent of IEPsreviewed thatcomply withsecondarytransitionrequirements

Averageresponse timefor complaintsfiled againstearly child carefacilities

Percent oftimelyIndividuals withDisabilities Act(IDEA) dueprocesshearings

Percent of grantfundsreimbursedwithin 30 daysof receipt

Percent ofeligible infantsand toddlersunder IDEA PartC (birth-3) forwhom anevaluation andassessment andan initial IFSPmeeting wereconductedwithin requiredtime period

Percent oftimelycompletion ofstate complaintinvestigations

OSSE FY19 POH - Q97 Attachment 1

Annually New in2019

New in2019

NotAvailable

AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

98.7% No TargetSet

 

Annually New in2019

New in2019

NotAvailable

AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

Waitingon Data

No TargetSet

 

Annually New in2019

New in2019

NotAvailable

AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

98.3% No TargetSet

 

Annually New in2019

New in2019

NotAvailable

AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

Waitingon Data

No TargetSet

 

Annually New in2019

New in2019

100% AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

Waitingon Data

   

Annually New in2019

New in2019

NotAvailable

AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

100% No TargetSet

 

Annually New in2019

New in2019

NotAvailable

AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

Waitingon Data

No TargetSet

 

Measure Frequency FY2017Actual

FY2018Actual

FY2019Target

FY2019Q1

FY2019Q2

FY2019Q3

FY2019Q4

FY2019Actual

KPIStatus

Explanation

HRMANAGEMENT- Percent ofeligibleemployeescompleting andfinalizing aperformanceplan inPeopleSo�(Updated byOCA)

HRMANAGEMENT- Percent ofeligibleemployeeperformanceevaluationscompleted andfinalized inPeopleSo�(Updated byOCA)

FINANCIALMANAGEMENT- Quick PaymentAct Compliance- Percent of QPAeligible invoicespaid within 30days (Updatedby OCA)

FINANCIALMANAGEMENT- Percent oflocal budgetde-obligated tothe generalfund at the endof year(Updated byOCA)

CONTRACTSANDPROCUREMENT- Percent ofSmall BusinessEnterprise (SBE)annual goalspent (Updatedby OCA)

IT POLICY ANDFOIACOMPLIANCE -Percent of"open" datasets identifiedby the annualEnterpriseDatasetInventorypublished onthe Open DataPortal- (Updated byOCA)

IT POLICY ANDFOIACOMPLIANCE -Percent of FOIARequestsProcessed inmore than 25business days -statuterequirementsallow 15business daysand a 10 dayextension- (Updated byOCA)

OSSE FY19 POH - Q97 Attachment 1

*The HR management, financial Management, IT policy and FOIA compliance, and Contracts and Procurement measures were collected for all mayoralagencies in FY 2019. OCA calculates these measure based on summary-level data from various agencies, and cannot verify the accuracy of any calculationsthat were made to the source data prior to its receipt by OCA. The 2019 DC Enterprise Data Inventory (EDI), which contains data on "open" data setspublished on DC's Open Data Portal, is current as of March 9, 2019. Due to data lags, FY 2019 data for the following core business measures will bepublished in March 2020: Contracts and Procurement - Percent of Small Business Enterprise (SBE) annual goal spent; Financial Management - Percent oflocal budget de-obligated to the general fund at the end of year; Human Resource Management - Average number of days to fill vacancy from post to offeracceptance; Human Resource Management - Percent of eligible employee performance evaluations completed and finalized in PeopleSo�; and IT Policyand Freedom of Information Act (FOIA) Compliance - Percent of FOIA Requests Processed in more than 25 business days - statute requirements allow 15business days and a 10 day extension.

2019 Workload Measures

Annually New in2019

New in2019

New in2019

AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

Waitingon Data

No TargetSet

 

Measure Frequency FY2017Actual

FY2018Actual

FY2019Target

FY2019Q1

FY2019Q2

FY2019Q3

FY2019Q4

FY2019Actual

KPIStatus

Explanation

 1 - Federal Meal Programs  (3 Measures) 

Waiting onData

Waiting onData

AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

Waiting onData

Waiting onData

Waiting onData

AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

Waiting onData

Waiting onData

Waiting onData

AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

Waiting onData

2 - Adult Literacy  (2 Measures) 

350 388 AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

329

3032 1126 AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

1062

2 - Student Enrollment  (1 Measure)  

90,061 92,245 AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

93,016

3 - Administer DC Tuition Assistance Grant (DCTAG) and Mayor's Scholars Programs  (1 Measure)  

48.2% 49% AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

57.3%

3 - Child Care Facilities  (3 Measures) 

4213 7421 AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

7201

11,210 11,257 AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

Waiting onData

Waiting onData

Waiting onData

AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

1056

3 - Individuals with Disabilities Education Act   (2 Measures) 

$3,763,557 $4,823,383 AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

$7,731,612.2

12,811 12,596 AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

13,319

3 - Re-Engagement  (1 Measure)  

205 245 40 21 20 128 209

Measure FY 2017Actual

FY 2018Actual

FY2019Q1

FY2019Q2

FY2019Q3

FY2019Q4

FY 2019Actual

HRMANAGEMENT- Averagenumber of daysto fill vacancyfrom post toofferacceptance(Updated byOCA)

Average number of students participating daily in the NationalSchool Lunch Program

Average number of meals served in Child and Adult Care FoodProgram

Average number of students participating daily in the SchoolBreakfast Prorgram

Number of adults who receive a State Diploma (inclusive ofNational External Diploma Program or General EducationDevelopment)

Number of residents who enroll in an Adult and FamilyEducation funded program

Number of PK-12 students in public and public charter schools

Percent of high school seniors completing a DC TAG application

Number of affordable infant and toddler slots at childdevelopment centers

Number of children subsidized by child development programs

Number of infant/toddlers receiving IDEA Part C earlyintervention services

Amount of Medicaid reimbursement collected

Number of students with Individualized Education Programs(IEPs)

Number of disconnected youth that were re-enrolled in aneducational program through the reengagement center

OSSE FY19 POH - Q97 Attachment 1

2019 Operations

3 - Summer Food Service Program  (1 Measure)  

Waiting onData

Waiting onData

AnnualMeasure

AnnualMeasure

AnnualMeasure

AnnualMeasure

Waiting onData

Measure FY 2017Actual

FY 2018Actual

FY2019Q1

FY2019Q2

FY2019Q3

FY2019Q4

FY 2019Actual

 1 - High quality and actionable data: OSSE will provide high-quality data and analysis that will empower Local Education Agencies (LEAs),Community-Based Organizations (CBOs), and providers to meet the needs of all learners and allow education partners to make informedpolicy decisions.  (6 Activities) 

Key EducationIssues

Conduct research and data analysis for key education issues for the District e.g., StudentMobility Report, Equity Reports, evaluations of key programs/projects, next generationassessment results, and fulfillment of additional data requests

Key Project

ContinuousImprovement

Support accountability and continuous improvement across the District's educationlandscape. Manage state accountability system. Provide transparency on key educationdata

Daily Service

TechnicalAssistance andSupport to LEAs

Provide technical assistance, oversight, and support to improve performance of low-performing schools and boost college- and career-readiness of students and equitableaccess to effective educators.

Daily Service

Reporting to the USDepartment ofEducation

Collect, validate and aggregate data for federal reporting from LEAs. Key Project

Federal MealPrograms

Administer national school breakfast, national school lunch, and child and adult foodcare programs and federal meal programs designed to provide nutritious mealsthroughout the day, particularly for low income child and students.

Daily Service

Administer AnnualState AssessmentProgram

Successfully  administer the assessment portfolio (Partnership for Assessment ofReadiness for College and Career (PARCC), National Center and State Collaborative(NCSC), Science, Science Alt, Assessing Comprehension and Communication in EnglishState to State (ACCESS)) providing clear guidance and documentation to LEAs prior totest administration, and real time triage and comprehensive support to LEAs during testadministration. Provide meaningful distribution of results to the public, LEAs, schools,and families. www.osse.dc.gov/parcc

Key Project

2 - Quality and equity focus: OSSE will work with our education partners to set high expectations for program quality and align incentivesto accelerate achievement for those learners most in need.  (4 Activities) 

Access to Programs Support increased access to and participation in programs that promote academic,physical, and emotional health and well-being of students. Activities range fromimplementation of the Healthy Schools Act programs including school gardens toimplementation of the DC State Athletics Association.

Daily Service

Student Enrollment Manage annual student enrollment audit and ongoing student residency verification Key Project

Adult Literacy Provide adult literacy, occupational literacy, and postsecondary education training to DCresidents. Includes coordination with DOES and WIC.

Daily Service

Adminster Grants Administer federal and local grants to LEAs, CBOs, and other organizations on a varietyof topics e.g., Elementary and Secondary Education Act (ESEA), Individuals withDisabilities Education Act (IDEA), Perkins, Community Schools, environmental literacy,school gardens, McKinneyVento.

Daily Service

3 - Responsive & consistent service: OSSE will provide responsive, consistent, and considerate customer service to free up LEAs, CBOs,and providers and allow them to focus on instruction and support for students.  (8 Activities) 

Re-Engagement Provide a fair and equitable alternative dispute resolution process. Oversee the DC Re-Engagement Center and share learnings from its operations with other city agencies andnonprofits engaged in related work with youth.

Daily Service

Alternative DisputeResolution Process

Provide a fair and equitable alternative dispute resolution process. Daily Service

Operate SchoolsTechnology Fund

Distribute small grants to LEAs to support technology in schools. Key Project

Child Care Facilities License child care facilities and administer child care subsidies. Promote accountabilityand excellence; hold system accountable for results; provide high-quality, safe, andhealthy early care and education opportunities for children.

Daily Service

OperationsHeader

OperationsTitle

Operations Description Type ofOperations

Percent of low income students participating in the SummerFood Service Program

OFFICE OF THESTATESUPERINTENDENT

OFFICE OF THESTATESUPERINTENDENT

ELEM & SECONDASSTSUPERINTENDENT'SOFF

OFFICE OF THEENTERPRISE DATAMANAGEMENT

NUTRITIONSERVICES

OFFICE OF THEENTERPRISE DATAMANAGEMENT

NUTRITIONSERVICES

STUDENTENROLLMENT ANDRESIDENCY

ADULT AND FAMILYEDUCATION

GRANTS MGMTAND PROGRAMCOORDINATION

DCREENGAGEMENTCENTER

STUDENT HEARINGOFFICE

CHIEFINFORMATIONOFFICER

ECE CHILD CARESUBSIDY PROGRAM

OSSE FY19 POH - Q97 Attachment 1

2019 Strategic Initiatives

Administer DCTuition AssistanceGrant (DCTAG) andMayor's ScholarsPrograms

Administer DCTAG and Mayor's Scholars Programs to support college access for DChigh school seniors.

Key Project

ProfessionalDevelopment

Provide professional development to educators on a variety of topics that is high qualityand responsive to the needs of LEAs.

Daily Service

Summer FoodService Program

Oversee the Summer Food Service Program: federal meal program operated duringsummer months when school is out and ensures youth have access to nutritious meals allyear round.

Key Project

Individuals withDisabilitiesEducation Act

Provide oversight and support to LEAs with implementation of the Individuals withDisabilities Education Act. Ensure that children with qualifying developmental disabilities access and receive timely and high-quality services.

Daily Service

4 - Top notch talent: OSSE will attract, develop, and retain top-notch talent to build a highly effective state education agency that makes ameaningful contribution to DC education.  (1 Activity)  

Recruitment,ProfessionalDevelopment,ProgressiveDiscipline,Compliance, andLeave and Payrollfor OSSE and OSSEDOT employees

Quality design and effective implementation of Recruitment, Professional Development,Progressive Discipline, Compliance, and Leave and Payroll for OSSE and OSSE DOTemployees.

Daily Service

5 - Create and maintain a highly efficient, transparent and responsive District government.  (2 Activities) 

Transparent andResponsiveCommunications

Maintain transparent and responsive communications system to improve publicoutreach, inform the public and internal stakeholders about OSSE services, and provideaccess to critical data. osse.dc.govlearndc.orgresults.osse.dc.govmcff.osse.dc.gov

Daily Service

Implement PolicyAgenda

Implement policy agenda,including coordinating with program offices to dra�regulations and required reports. OSSE engages with LEAs and the public regardingproposed regulations through outreach and discussion with major stakeholder groupsthrough means such as working groups, meetings, and public hearings.  In addition,OSSE informs LEAs of new or updated regulations or policies through existing partnerlists and coalitions or consortia, as well as through OSSE’s weekly newsletter, the LEALook Forward.  OSSE provides a formal public comment period for proposedregulations (generally 30 days).

Daily Service

OperationsHeader

OperationsTitle

Operations Description Type ofOperations

 Adminster Grants  (1 Strategic Initiative)  

Maximize how OSSE grants support outcomes for students andfamilies. Internally, this includes implementing intentional andeffective systems and a new training initiative to support staff tomake, manage, and learn from our grants. Externally, thisincludes launching a forecast to enable strategic planning andengagement for upcoming FY20 grants.

Complete OSSE released the 19-20external forecast on time inJanuary 2019. In addition, theagency has developed aninternal planning calendar forFY20 grant development andcompleted all grantdevelopment that wasscheduled for release this fiscalyear. The training programcontinues to be expanded within-person sessions and ongoingupdates to our online Hub.

 

Child Care Facilities  (1 Strategic Initiative)  

StrategicInitiativeTitle

Strategic Initiative Description Completionto Date

Status Update ExplanationforIncompleteInitiative

HIGHER EDUCFINANCIAL SVCS &PREP PRGMS

ELEM & SECONDASSTSUPERINTENDENT'SOFF

NUTRITIONSERVICES

SPECIALEDUCATION ASSTSUPERINDENTENT'S

HUMANRESOURCES

OFFICE OF THECHIEF OF STAFF

OFFICE OF THECHIEF OF STAFF

Maximize theimpact ofOSSE’sgrantmaking

OSSE FY19 POH - Q97 Attachment 1

Maintaining the District’s investment, OSSE will continue toincentivize child development providers to increase the supplyof child care services for infants and toddlers throughout theDistrict, creating 1,000 quality new slots by 2020. OSSE willprovide grants that aid in the 1) establishment of new orrenovation of existing child development facilities servinginfants and toddlers and 2) offer technical assistance andtraining to child development facility operators to supportcompliance with the licensure requirements for efficient andeffective operations.

75-99% The Access to Quality Child CareExpansion Grant, which wasannounced in March of 2018, hasawarded $5,062,386 in sub-grant funding to date. Thesefunds will be used to create 887infant and toddler seats in Ward1, 3, 4, 5, 6, 7 and 8.

The deadlinefor creation of1,000 infantand toddlerslots isSeptember2020. This willbe completedahead ofschedule.

Continuous Improvement  (1 Strategic Initiative)  

Manage a smooth and effective launch of the school newreport cards and STAR accountability system to schools andparents by December 2018.  Support schools, parents, and thecommunity in understanding how to use the new tool bydeveloping tools and other resources.

Complete Complete as of FY19 Q1  

Recruitment, Professional Development, Progressive Discipline, Compliance, and Leave and Payroll for OSSE and OSSE DOT employees  (1Strategic Initiative)  

Develop new and strengthened supports for managers inresponse to manager and employee feedback, including amanager training on employee relations issues (employeediscipline, medical and disability-related benefits), regularmanager communities of practice, systematic coaching andmentoring opportunities, and a regular manager orientation.

75-99% The OSSE Talent team completedthe second cohort for theManager Coaching Program,offered systematic coachingopportunities, established aManager Community of Practice,introduced an annual managerdiscipline training, and a heldmanager retreat. The mentorshipprogram, formalized managerorientation, and employee leavetrainings are scheduled to launchin FY20.

This is a multi-year initiative.The mentorshipprogram pilot,formalizedmanagerorientation, andmanageremployee leavetrainings arescheduled tolaunch in FY20.

Student Enrollment  (1 Strategic Initiative)  

This initiative will include expanding and solidifying OSSE andOffice of Enrollment and Residency policies, leveragingMySchool DC for outreach and data insights, and rolling out afirst-ever case management system for end-to-endmanagement of residency work streams including tips,investigations, and tuition collection.

75-99% OSSE completed the digitalresidency requirement adcampaign in September. Inaddition, the OER Handbook,which compiles all policiesproduced by OER was alsoreleased in September. The onlyoutstanding item is the casemanagement system (CMS),which has not been fully rolledout. The CMS has an awardedcontract and is currently indevelopment.

Only itemoutstanding isthe CMS whichis indevelopmentand should beoperational inthe next twomonths.

StrategicInitiativeTitle

Strategic Initiative Description Completionto Date

Status Update ExplanationforIncompleteInitiative

Expandaccess toinfant andtoddler seats

AccountabilitySystem &School ReportCard

StrengthenRecruitment

Systems andData Supportfor DistrictResidencyFramework

OSSE FY19 POH - Q97 Attachment 1