loudoun county public schools fy18 board of supervisor ... · secretary ii, middle gns 2.00 60...

Loudoun County Public Schools FY18 Board of Supervisor Questions

Item Board Date of Staff Number Member Request Assignment

1 Volpe 2/22/2017 Lewis

What is the number and percentage of households with registered LCPS students in each election district?

LCPS does not track student data with regard to election districts. Staff is developing the data and will provide the information as soon as it is available.

2 Volpe 2/22/2017 Burden

Can the positions reflected on Slide 17 of Dr. Williams’s presentation be sorted to show the schools that will receive the positions?

No because school staffing is not budgeted by school location no document exists to sort as requested. Staffing is allocated by Elementary School, Middle School and High School levels based on enrollment projections and staffing standards. The following position list contains the position title, category that correlates to Dr. William’s presentation, the number of FTEs and the page number where more information can be found in the Superintendent’s Proposed Budget book. At the bottom of each page a legend is provided noting the position category.

See attached.

1

FY18 School Board's Proposed Budget

Position Change List by Level and Category

Position Title Category FTE Page #

ElementaryTeacher, Grades 1‐5 GSS 5.00 48

Teacher, Grade 1‐5 Contingency GSS 4.50 48

Teacher, Grade 1‐5 Differentiated GSS 3.00 48

Teacher ‐ Art ‐ Elementary GSS 1.40 48

Teacher ‐ Music ‐ Elementary GSS 6.30 48

Teacher ‐ PE ‐ Elementary GSS (0.20) 48

Teacher, Reading ‐ Elementary GSS (2.20) 48

Teacher, Gifted‐ES GSS (2.10) 56

Teacher, ELL ‐ ES GSS 26.50 68

Teacher Assistant ‐ Grade 1‐5 GSS (4.00) 48

Technology Assistant ‐ ES GSS 1.00 56

Library Assistant‐ES GSS (0.50) 56

Dean GSS 2.00 48

Secretary II GSS (0.30) 48

Secretary II GNS 1.00 48

Head Custodian II, Elementary GNS 0.50 110

Dean ESS 4.00 48

Secretary II ESS 2.50 48

Teacher, Grade 1‐5 Differentiated ESS 1.00 48

Teacher, FDK EO 86.00 48

Teacher, HDK EO (30.49) 48

Teacher, Art ‐ Elementary EO 1.60 48

Teacher, Music ‐ Elementary EO 2.60 48

Teacher, PE ‐ Elementary EO 5.70 48

Teacher Assistant EO 86.00 48

Teacher Assistant, HDK EO (30.00) 48

Subtotal Elementary 170.81

MiddleTeacher, Grade 6‐8 GSS 32.40 60



Teacher, Gifted ‐ MS GSS 0.40 56

Teacher, ELL ‐ MS GSS 4.50 68

Teacher, School Counselor ‐ Middle GSS 1.00 92

MS Boundary Adjustment Placeholder GSS 3.00 60

Secretary I, Middle GSS (1.00) 60

Category Description Category Description

GSS Growth ‐ Staffing Standard ESS Enhancement ‐ Staffing Standard

GNS Growth ‐ New School EO Enhancement ‐ Other

GOG Growth ‐ Other Growth RC Restoration ‐ Cut

REA Reallocation

2




Technology Assistant ‐ MS GSS (2.00) 56

Nurse, Middle GSS (7.00) 92

Technology Assistant ‐ MS GNS 1.00 56

Technical Resource Teacher‐MS GNS 1.00 56

Teacher, Gifted ‐ MS GNS 1.00 56

Teacher, Reading ‐ Middle GNS 1.00 60

Librarian‐MS GNS 1.00 56

Library Assistant‐MS GNS 1.00 56

Nurse, Middle GNS 1.00 92

Assistant Principal, Middle GNS 2.00 60

Dean, Middle GNS 3.00 60

Principal, Middle GNS 1.00 60

Secretary I, Middle GNS 4.00 60

Secretary II, Middle GNS 2.00 60

Teacher Assistant, In School Restriction GNS 1.00 60

Teacher, Assistant, Study Hall ‐ Middle GNS 2.00 60

Custodian, Middle GNS 6.00 110

Custodian, Middle GNS 1.75 110

Head Custodian III, Middle GNS 1.25 110

Assistant Principal, MS ESS 1.00 N/A

Dean, Middle RC 3.00 60

Assistant Principal, Alternative Education (1.00) 60

Dean, MS (1.00) 60

Principal, Alternative Education (1.00) 60

Secretary II, Instructional Center ‐ Douglass (2.00) 60

Teacher Assistant, Douglass (5.00) 60

Teacher, Douglass (17.50) 60

Subtotal Middle 49.00

HighTeacher, Grade 9‐12 GSS 37.30 52



Teacher, ELL ‐ HS GSS 8.00 68

Teacher, Reading ‐ High GSS 1.00 52

Teacher, School Counselor ‐ High GSS 2.00 92

Technology Assistant‐HS GSS 2.00 56

Teacher Assistant, Study Hall GSS 3.00 52





REA Reallocation

3




Secretary I‐High GSS (1.00) 52

Teacher, Academies of Loudoun GNS 6.00 52

Teacher, School Counselor ‐ Academy GNS 1.00 92

Director, Academies of Loudoun GNS 1.00 52

Secretary II, Academies of Loudoun GNS 1.00 52

Head Custodian IV, High GNS 0.50 110

Teacher, School Counselor ‐ High ESS 8.00 92

Teacher, Reading ‐ Douglass GOG 1.00 52

Assistant Principal, Douglass 1.00 52

Dean, Douglass 1.00 52

Principal, Douglass 1.00 52

Secretary II, Instructional Center ‐ Douglass 2.00 52

Teacher Assistant, Douglass 5.00 52

Teacher, Douglass 17.50 52

School Counselor, Monroe Tech 1.00 92

School Counselor, Monroe Tech (1.00) 52

Subtotal High 105.20

DepartmentsBusiness & Financial ServicesERP Reporting Specialist GOG 1.00 160

ERP System Administrator GOG 1.00 160

Retirement & Disability Specialist III GOG 1.00 166

Supervisor, Purchasing GOG 1.00 174

Benefits Assistant REA (1.00) 166

Benefits Specialist REA (2.00) 166

Retirement & Disability Specialist II REA (0.50) 166

Retirement & Disability Specialist III REA (1.00) 166

Retirement & Disability Specialist III REA (0.50) 166

Secretary II REA (1.00) 166

Senior Benefits Specialist REA (1.00) 166

Supervisor, Health Wellness & Benefits REA (0.50) 166

Supervisor, Retirement & Disability REA (0.50) 166

Coordinator, Procurement REA (1.00) 174

Senior Contract Specialist REA 1.00 174

Benefits/Retirement Staff to Self‐Insurance Fund REA (8.00) 166





REA Reallocation

4




InstructionSecretary II (Young Adult Ed) REA 1.00 56

Supervisor, Career & Technical Education REA (1.00) 56

Acquisition and Digital Resource Specialist REA 1.00 56

Acquisition and Online Resources Librarian REA (1.00) 56

Clerical position REA (3.00) 56

REA 1.00 56

Supervisor, Project Management REA (1.00) 56

Specialist, English REA (1.00) 68

Specialist, Performing Arts REA 1.00 68

Human Resources and Talent DevelopmentCoordinator, HRTD GOG 2.00 153

Instructional Coach, HRTD GOG 2.00 153

Recruiter GOG 1.00 153

Supervisor, Reclassification EO 1.00 N/A

Director, Talent Development REA 1.00 153

Recruiter REA (1.00) 153

Supervisor, Leadership Development REA (1.00) 153

Supervisor, Recruiter REA 1.00 153

Non‐DepartmentalGrant Specialist REA (1.00) 180

Pupil ServicesTeacher, Special Education GSS 40.00 86

Teacher, Special Education Contingency GSS 6.00 86

Educational Diagnostician GSS 1.20 80

Teacher Assistant, Special Education GSS 38.00 86

Health Clinic Specialist GSS 8.00 92

School Nurse Assistant GSS (0.40) 92

School Social Worker GSS 0.10 92

Psychologist ESS 5.00 80

School Social Worker ESS 8.00 92

Dean, Special Education ESS 6.00 86

Supervisor, Special Education ESS 2.00 86

Supervisor, Special Education‐Autism ESS 1.00 86

Specialist, Student Assistance Programs ESS 2.00 92

Secretary III ‐ Special Education GOG 1.00 86





REA Reallocation

Specialist, Textbooks/Digital Resources and

Student Publications

5




Assistive Technology Trainers REA (9.00) 86

Specialized Instructional Facilitator ‐ Autism REA 4.00 86

Specialized Instructional Facilitator ‐ Reading REA 9.00 86

REA 9.00 86

Supervisor, Specialized Instructional Facilitators REA 1.00 86

Teacher, Special Education ‐ Precision REA (9.00) 86



Coordinator, CSA REA 2.00 92

Social Worker REA (2.00) 92

Self‐Insurance FundBenefits Assistant REA 1.00 224

Benefits Specialist REA 2.00 224

Retirement & Disability Specialist II REA 0.50 224

Retirement & Disability Specialist III REA 1.00 224

Retirement & Disability Specialist III REA 0.50 224

Secretary II REA 1.00 224

Senior Benefits Specialist REA 1.00 224

Supervisor, Health Wellness & Benefits REA 0.50 224

Supervisor, Retirement & Disability REA 0.50 224

Support ServicesCustodial Services GSS 2.00 110

Maintenance Worker GSS 2.00 110

Custodial Services GNS 1.00 110

Crew Chief, Support Services ESS 1.00 116

Distribution Center Assistant ESS 1.00 116

Safety and Security Technician ESS 3.00 124

Maintenance Staffing ESS 8.00 110

Capital Project Specialist GOG 1.00 106

Custodial Services Warehouse Technician GOG 1.00 110

Lead Head Custodian GOG 1.00 110

Occupational Safety Specialist GOG 1.00 110

Communications Technician GOG 1.00 124

Safety Coordinator GOG 1.00 124

Team Leader Safety GOG 1.00 124

Director, Support Services REA 1.00 102

Coordinator, Support Services REA 1.00 116





REA Reallocation

Specialized Instructional Facilitators, Assistive

Technology

6




Information Systems Specialist REA 1.00 116

Area Transportation Supervisor REA 1.00 128

Information Systems Specialist REA 1.00 128

Lead Bus Driver REA 1.00 128

Payroll Specialist I REA 2.00 128

Coordinator, Transportation Operations REA 3.00 128

Transportation Operations Specialist REA 1.00 128

Bus Drivers REA (20.50) 128

TechnologyService Desk Technician ESS 1.00 134

Senior Systems Engineer GOG 1.00 134

Financial Analyst GOG 1.00 134

Senior Data Analyst GOG 1.00 134

Staff Development Specialist ‐ Gradebook REA 2.00 134

Technical Trainer, Information Management REA (2.00) 134

Subtotal Departments 135.40

FY18 Position Changes 460.41





REA Reallocation

7

Loudoun County Public Schools FY18 Board of Supervisor Questions Item Board Date of Staff Number Member Request Assignment

3 Letourneau 2/22/2017 Hough

Is there data to support the contention that LCPS is losing teachers in the specific experience cohorts where the LCPS targeted pay adjustments are proposed? Data is provided in the table and chart below. The chart shows the average resignation rate for FY15 and FY16.

Step FY15 FY16 Average

1 8.60% 5.51% 7.06%

2 9.00% 8.59% 8.78%

3 13.50% 11.84% 12.66%

4 10.37% 7.43% 8.91%

5 8.57% 8.68% 8.63%

6 9.14% 13.11% 11.34%

7 6.80% 8.63% 7.61%

8 7.78% 10.04% 8.84%

9 8.42% 7.95% 8.19%

10 5.88% 7.92% 6.92%

11 7.35% 9.31% 8.33%

12 6.44% 4.66% 5.48%

13 4.64% 6.35% 5.48%

14 3.98% 3.61% 3.80%

15 3.55% 3.57% 3.56%

16 4.25% 3.29% 3.76%

17 2.99% 4.57% 3.77%

18 1.62% 1.04% 1.32%

19 1.70% 1.16% 1.43%

20 1.21% 3.07% 2.13%

21 1.85% 4.38% 2.68%

22 1.88% 2.28% 2.14%

23 0.00% 1.39% 1.85%

24 0.00% 0.00% 0.00%

25 0.00% 1.89% 1.77%

26 2.86% 0.00% 1.20%

27 0.00% 0.00% 0.00%

28 0.00% 0.00% 0.00%

29 0.00% 2.70% 2.70%

30 0.00% 0.49% 0.48%

8


4 Letourneau 2/22/2017 Burden

On Slide 32 of the presentation, there is a row titled “One Week Supplemental Payment” that was referred to by Dr. Williams as an “ERP” change. What is the purpose of this $1.3 million payment?

Based on an Oracle recommendation to match industry standard, LCPS is changing from a 24 pay period cycle to a 26 pay period cycle with payments one-week in arrears. This change also reduces delayed manual calculations of overtime and is consistent with the County pay frequency. To provide continuity of pay for 12 month Classified employees, a one-week supplemental payment is included. While this also impacts 12-month Administrative employees, they are not included, rather the focus is on the Classified group that includes the lowest paid employees. 10 and 11 month employees (primarily teachers) are not affected by the one-week in arrears change. When the transition occurs, 12-month employees will have a three-week period between the last pay check of FY17 and the first paycheck of FY18. In addition, this paycheck will be less than what they were previously receiving due to the spread of pay over 26 pay periods vs. 24 pay periods.


What is the rationale for funding the eight (8) benefits staff positions in the Self-Insurance Fund?

The Self Insurance fund is made up of Healthcare, Workers Comp, Short Term Disability and Hybrid Long Term Disability. These 8.0 positions perform duties solely related to the Self Insurance fund. All activities related to the performance of the self-insurance fund should be budgeted and accounted for in the fund as it is a cost of doing that business. When these positions were in the general fund, the general fund was subsidizing the costs related to the self-insurance fund.

This practice is not unique to LCPS as surrounding school divisions budget in this manner as well. Fairfax County Public Schools and Prince William County Schools both have several positions in their self-insured plans.

9


6 Umstattd 2/22/2017 Burden

How do LCPS health benefits compare to other school divisions?

See attached for further information.

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11


7 Randall 2/22/2017 Ambrose

What is the average class size for elementary schools? For middle schools? For high schools? Per the WABE (Washington Area Boards of Education) guide: Elementary School: The average class size is 22.6 for grades 1-5. Middle School: The average class size is 22.3. High School: The average class size is 24.6.

8 Umstattd 2/22/2017 Contartesi

A lack of textbooks places strains on copier machines in a number of schools. Many of the copiers in the schools are not sufficient to make the number of copies that are needed for students. Does the School’s proposed budget address both of these needs, i.e., the need for more textbooks and the need for higher capacity copiers?

Yes. During FY17, the Department of Technology Services (DTS) analyzed the current Xerox copier model, deployment strategy, and leasing contract. Upon careful review, it was determined that changing the copier model, realigning deployment strategy, and updating the terms and conditions of the current contract would better serve the printing needs of the schools. The redeployment strategy will begin replacing less-durable high-speed copiers with high-durable mid-speed copiers requiring less maintenance, fewer breakdowns, and increasing uptime. The new model provides a cost deferential that will provide additional copiers to the schools without a cost increase. The FY18 budget begins a process of deploying and retrofitting this new model to division schools.

As for textbooks, the total amount budgeted in FY18 is $6.4 million, an increase of $2.2 million over FY17, or about $79 per student. Over the past several years, around $50 per student was budgeted. In FY08, $110 was budgeted per student. Once the textbook assessment is complete and a plan is in place, we would anticipate in future years seeking additional funds for textbooks.

9 Umstattd 2/22/2017 Ambrose

Will this budget provide new textbooks to every teacher who needs them?

No, the funding in the budget will not provide new textbooks or digital resources to every teacher who needs them. This funding will enable us to begin to address textbook and digital content needs, but to restore funding to previous levels will require a multi-year request.

Again, the total amount budgeted in FY18 is $6.4 million, an increase of 2.2 million over FY17, or about $79 per student. Over the past several years, around $50 per student was budgeted. In FY08, $110 was budgeted per student. Once the textbook assessment is complete and a plan is in place, we would anticipate in future years seeking additional funds for textbooks. 12



Regarding the proposed school renovations, when there are specific monetary numbers associated with each of the proposed facilities to be renovated, but the description states "School site identification will be determined by Fall, 20XX," I am concerned as to the methodology used to determine a monetary amount. Please provide a list of schools in consideration for renovation as it relates to the CIP and factors to determine prioritization of renovations. As an example, Middle School Renovation #1 is estimated at a cost of $98,064,000, which is a higher cost than construction of a brand new middle school. How was this estimated cost determined?

Staff from LCPS and the County are working collaboratively as a Capital Improvement Program (CIP) task force to develop standards for recommending life-cycle renovations for all schools and plan to incorporate recommendations for the FY2019 CIP. All schools approaching, or have eclipsed their life-cycle expectancy, will be included in the schedule of renovations for short, medium and long-range capital projects. The FY2018 CIP was presented in a new format this year that extended the previous document from six (6) years to ten (10) years. The effort was partially to align with the County of Loudoun Capital Needs Assessment (CNA), but, also to enhance the School Board and the Board of Supervisors’ available Information when making long-range funding plans. As the work of the task force continues, the projects will be more specifically defined and staff anticipates some schools will be identified in the FY2019 CIP. The FY2019 CIP will also include a long-range planning section that will further enhance the capital expenditure forecasting. The cost values shown are simply industry standard rates per square foot for a full renovation and renewal and presented as “place holders” for a fiscal model. Once a specific project is identified, staff in the LCPS Division of Construction Services will evaluate the condition of the facility in conjunction with the LCPS Capital Asset Preservation Program (CAPP) and adjust the costs accordingly. As a project moves from year-to-year. In the CIP and approaches the six (6) year window, professional, system-by-system cost

estimates will replace the per square foot estimates and provide a more accurate description of the work and costs.

11 Volpe 2/24/2017 Burden

Please provide the average Cost-per-Pupil (CPP) by school.

LCPS does not budget by school location, and is therefore unable to provide a CPP by school.

13



Regarding Meadowland Elementary School, it currently does not have a fire suppression system. Please confirm if not having a fire suppression system is allowed in the Commonwealth of Virginia or is the school "grandfathered" as it was built in the 1970s. Additionally, please provide the full estimated cost for installation of a fire suppression system at Meadowland Elementary School.

Meadowland Elementary School was constructed prior to the Virginia Uniform Statewide Building Code requirements were established for a fire suppression system. Fire suppression systems (sprinkler systems) are not required until there is a significant renovation causing the entire building to be brought to current code. To date, such a significant renovation has not occurred. Installation costs of a fire suppression system at this facility have not been developed at this time. Sprinkler system installations involve an additional water service, demolition of ceilings and above-ceiling infrastructure and should be incorporated into a larger, more comprehensive renovation. LPCS and County staff are working collaboratively as a Capital Improvement Program (CIP) task force to develop standards for recommending life-cycle renovations for all schools and plan to incorporate recommendations for the FY2019 CIP. All schools approaching, or those having eclipsed their life-cycle expectancy, including Meadowland Elementary School, will be included in the recommendation.


Paygrade Steps 1-9 in Dr. Williams’s presentation appear to be very competitive in the region already. Why is LCPS proposing additional increases for this experience cohort of teachers?

As shown in the table and chart that follows, the resignation rate among teachers on steps 1-9 is higher than the later steps.

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On Slide 33 of the presentation, there seems to be a presentation of Plan Year 2018 rates for health care. Has LCPS already set Plan Year 2018 premium rates? Why does LCPS set these so far in advance?

Yes. LCPS follows the budget cycle to prepare and set Health Benefit Premiums and plan design changes for the following plan year. Aon Hewitt consulting provides actuarial forecasting to estimate the annual rate of increase for health care costs, health care trends and the projected claim experience to determine the minimum premium required to cover future costs. Aon Hewitt uses the most recent 12 months of claims experience and any proposed plan design changes to prepare an actuarial forecasting estimate. LCPS reviews initial rate forecasts fourteen months prior to the plan year effective date with an additional update 12 months prior to the effective date. As such, the initial base period of claims used by AON is for the fiscal year ending June 30 and is forecasted using 30 months of trend. It is not uncommon for actuarial forecasting to be done well in advance of the plan anniversary for large employers. Open enrollment takes about one month to complete for 11,000 employees eligible for healthcare and is conducted October 15-November 15. Additionally, required documents notifying employees of plan design changes take a significant amount of time to develop and are completed in the summer months.

15 Higgins 2/22/2017 Ambrose

What, if any, schools are losing full day kindergarten classes?

It is anticipated that nine schools will have fewer full day kindergarten (FDK) classes in 2017-2018 than in 2016-2017.

Five schools that currently have at least one FDK class would not be able to have any FDK classes next year. The five schools and the number of FDK classes that would be reduced are as follows: Arcola, 2; Buffalo Trail, 2; Hillside, 1; Liberty, 2; and Lucketts, 1.

Two schools (Creighton’s Corner and Pinebrook) that each currently offer both FDK and HDK classes would still have at least one FDK class, but would have a reduction of one FDK class.

All seven of these schools are losing FDK classes in order to accommodate increased enrollment, given space limitations.

Two other schools (Forest Grove and Sugarland) would have one fewer FDK class, but would still have universal FDK (no half-day kindergarten classes.)

Two schools that would continue to have no FDK classes are Legacy and Mill Run.

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16 Higgins 2/22/2017 Lewis

What happened to the Lucketts Elementary School expansion capital project? It used to be in the Budget but appears to now be removed. The Lucketts Elementary School project appeared as a “replacement school” project in the FY2010-2014 School Board Adopted Capital Improvement Program (CIP). The scope included demolition of the existing, smaller facility and constructing the larger, two-story prototype on the campus. The project was proposed for funding in FY2013, at a cost of $36,420,000. It appeared again in the FY2011-2016 CIP with a funding date of FY2016, at a cost of $36,830,000.

The replacement school project was driven by the difficulty encountered in securing a site for ES-15 (ultimately, Frederick Douglass Elementary School) within the town limits of Leesburg. In order to address the growing student enrollments in all of the Leesburg area elementary schools, the only available option for relief was to construct a larger prototype school on the Lucketts Elementary School site. When the site for ES-15 was ultimately secured on the former Douglass site, off Plaza Street in Leesburg, the need for the Lucketts Elementary School replacement dissipated. Combined with subsequent attendance zone changes and the County of Loudoun Revised Comprehensive General Plan adoption, the project was removed from subsequent versions of the CIP.

Lucketts is projected to be at 104% capacity in the Fall of 2017 which is not unlike a number of other elementary schools in Loudoun. There are four elementary schools in both Dulles North and Dulles South that exceed 100% of their program capacity.

17 Umstattd 2/22/2017 Contartesi

As technology has become more prevalent in learning, what is done by LCPS to ensure that those students who do not have their own technology devices have a device to use in school and at home?

LCPS maintains a student to computer ratio of one windows-based computer for every 3.6 students. This ensures that every school has a baseline of available modern technology. In addition to providing at least one windows-based computer for every 3.6 students, LCPS also purchases iPads, tablets, and other mobile devices that are integrated in the classroom through initiatives such as Loudoun Creates and Personalized Learning.

Students also have an option to bring their own personal devices to school through the LCPS Bring Your Own Technology (BYOT) initiative. Even students who do not bring their own personal device to school are more likely to be able to directly access a school-owned device because BYOT decreases demand for school-owned devices.

Also, by providing a greater number of laptops and other devices rather than desktops, LCPS provides greater flexibility to schools to shift devices within the building to meet the needs of students.

By designing homework assignments with the recognition that not all students have access to technology outside of school and by providing options for students to develop and demonstrate knowledge, teachers can provide greater support to students who do not have easy access to technology outside of school.

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18 Buona 2/22/2017 Burden

How likely is it that additional funding from the Commonwealth’s Budget (specifically the 2% teacher raise and additional funds from the Virginia Lottery) will close the current $3.5 million budget gap between the School Board request and the County Administrator’s Proposed Budget?

At the time of the joint budget work session only the House and Senate versions were available, neither of which provided additional funds. Since then we have received new information that the budget sent to the Governor by the General Assembly on 2/25/17 provides an increase of $635,000 over the FY18 School Board Proposed Budget state revenue assumptions. This information is based on the calculations provided by the Department of Education on 2/28/17.

This would reduce the gap to $2.9 million at $1.135 and $0.4 million at $1.14.

19 Randall 2/22/2017 Ambrose

If LCPS desired to increase personalized learning, would there need to be an increase of teachers in the classroom?

While teachers are the most important aspect of student learning, our personalized learning initiative does not require an increase of teachers in the classrooms. LCPS recognizes that there is a link between appropriate class sizes and teachers meeting individual student needs, so class size is an important component of enabling and supporting teachers in those efforts.

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20 Higgins 2/24/2017 Burden

What percentage of LCPS employees live in Loudoun County? I would like to have all employees and then split by teachers, administrators and support or classified. 77% of LCPS employees live in Loudoun County. Data is provided as of September 2016.

69% of Administrative employees live in Loudoun County 69% of Licensed employees live in Loudoun County 79% of Classified employees live in Loudoun County 60% of Auxiliary employees live in Loudoun County 87% of Part time/hourly employees live in Loudoun County

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