ANNUAL
BUDGET
2027
Student Financial Operational
Success Transparency Efficiency
DeKalb County School District
FY 2026
1701 Mountain Industrial Blvd
Stone Mountain, GA 30083
(678)676-1200
DeKalb County Budget Book — 2
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
DeKalb County School District
Georgia
For the Fiscal Year Beginning
July 01, 2025
Executive Director
Government Finance Ofϐicers Association of the United States and Canada (GFOA)
presented a Distinguished Budget Presentation Award to DeKalb County School District,
for its FY2026 Budget for the ϐiscal year beginning July 1, 2025. In order to receive this award, a
governmental unit must publish a budget document that meets program criteria as a policy
document, as a ϐinancial plan, as an operations guide, and as a communications device.
This award is valid for a period of FY2025-2026 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.
Ms. Allyson Gevertz, Board Chair, District 4
Mr. Awet Eyasu, Vice Chair, District 7
Mr. Andrew B. Ziffer, District 1
Ms. Whitney McGinniss, District 2
Mrs. Deirdre P. Pierce, District 3
Dr. Norman C. Sauce III Tiffany Hogan, Ph.D., District 5
Interim Superintendent of Schools Mr. Diijon DaCosta, Sr., District 6
Dear Members of the DeKalb Board of Education, Staff, Families, Students, and Citizens of DeKalb County,
I am pleased to present the FY2027 Annual Budget Book for the DeKalb County School District (DCSD). This
budget reflects a disciplined and strategic approach to managing change while remaining committed to student
success, operational excellence, and fiscal responsibility.
As student enrollment declines, we have made thoughtful adjustments to align resources with current needs while
protecting classroom instruction and student support services. To maximize impact in schools, we chose not to
backfill many Central Office vacancies for 2026–27 and have initiated an independent third-party review of all
Central Office positions to help guide future implementation decisions. Our focus remains ensuring that every
dollar supports student achievement. As such, this budget includes the recommendation to maintain FY2026's
millage rate of 22.78 for FY2027, to demonstrate our fiscal stewardship and accountability to DeKalb County’s
taxpayers.
A key priority in this budget is the implementation of our Unified Literacy Plan: elevating early literacy to launch
lifelong learning across the district. This budget also seeks to honor our employees by way of step increases and
earlier matching retirement annuity contributions for those eligible.
Highlights include:
• Expanded literacy support through reading specialists in kindergarten through third grade, ensuring
strong foundational reading skills for every student
• A Kindergarten paraprofessional allotted to each elementary school to better support early literacy
• Strategic resource alignment to maintain high-quality instruction despite enrollment shifts
• Step increases for eligible employees, reinforcing our commitment to attracting and retaining a high-
quality workforce
• Set the vesting period at two years for all employees to qualify for the 2% 403(b) matching contribution
The FY2027 budget was guided by our commitment to meeting students’ academic, social, and emotional needs;
supporting high-quality teaching and learning; expanding access and opportunity; and preparing students for
success in a changing world. This work reflects collaboration among district leadership, school administrators,
staff, and community stakeholders.
A budget is more than a financial plan. It reflects our values and priorities. Even as we adapt to changing
enrollment patterns, we remain steadfast in our mission to ensure every DeKalb scholar has the tools and
opportunities to succeed.
Thank you for your continued support of the DeKalb County School District as we move forward together.
Dr. Norman C. Sauce III
Interim Superintendent of Schools
Robert R. Freeman Administrative Complex
1701 Mountain Industrial Blvd. | Stone Mountain, GA 30083
678.676.1200 | dekalbschoolsga.org
Robert R. Freeman Administrative Complex
1701 Mountain Industrial Blvd. | Stone Mountain, GA 30083
678.676.1200 | dekalbschoolsga.org
Table of Contents
Introduction & Overview
Executive Summary 11
Organizational Overview 12
DeKalb County Board of Education 14
About the Superintendent 16
Budgeting Process 18
District Budget Policies and Procedures 21
FY 2026 Budget Calendar 25
Strategic Goals & Performance
Mission & Vision 29
Statement of Strategic Goals & Objectives Alignment 31
of Budget to Goals 34
Financial Structure, Policy & Process
Fund Structure Overview 38
Basis of Budgeting vs. Accounting 38
Budget Amendment Process 38
Long-Range Financial Planning 39
Revenue Forecasting Assumptions 39
District Budget Policies and Procedures
41
FY26 Budget Survey Results
45
Financial Summaries
Revenue & Expenditure by Major Source/Category 61
Consolidated Budget Summary 68
General Fund Year Over Year Comparison 69
5-Year History 73
DeKalb County Budget Book — 7
Organizational Structure & Personnel
Organizational Charts 75
Staffing Summary (FTE by department) 96
Compensation & Benefits Overview 128
Department / Program Budgets
Description for Each Department 130
Division Budget Summary 132
Detailed Departmental Budgets & YOY FTE Changes 133
FY27 School Allotment Guidelines: Resource
Allocation Methodology Plan 147
School Allotments
Elementary School Area 1 188
Elementary School Area 2 206
Elementary School Area 3 224
Middle School Area 242
High School Area 261
Specialty Area 284
Horizon School Area 301
DeKalb County Budget Book —8
Informational & Statistical Section
Demographics & Community Information 319
Enrollment Trends 321
DeKalb County Budget Book — 9
Introduction &
Overview
Executive Summary
DeKalb County Board of Education was established in 1873 and is the third largest
school district in the state of Georgia. DeKalb County School District serves over
90,265 students in 138 schools and programs and employs approximately 14,000
faculty and staff.
The budget enclosed is a representation of the Interim Superintendent and Board
of Education’s commitment to meet every student’s academic, social, and
emotional needs while supporting quality teaching and learning. The fiscal year
2027 budget for DeKalb County Board of Education, as proposed by Interim
Superintendent, Dr. Norman C. Sauce III is presented in this document and is
aligned to the mission, vision, and strategic goals of the Board of Education.
The proposed total budget for FY2027 is approximately $2.27 billion for all funds
including the General Fund. The proposed General Fund budget (operating
budget) is $1.69 billion reflecting an increase of 3.64% from the FY2026 budget.
DeKalb County Budget Book —11
Organizational Overview
1. Governance & Strategic Leadership
• Board of Education: A seven-member governing body responsible for
policymaking and oversight.
• Interim Superintendent (CEO): Dr. Norman C. Sauce III leads daily
operations and implements board policy.
2. Superintendent’s Cabinet
Dr. Norman C. Sauce III’s executive leadership team includes:
• Chief of Staff
• Chief Information Officer (CIO)
• Chief Operations Officer (COO)
• Chief Financial Officer (CFO)
• Chief Academic Officer (CAO)
• Chief of Wraparound Services
• Chief Legal Officer
• Chief of Schools
• Chief of Accountability & Research
• Chief Human Resources Officer
• Chief of Community Engagement, Innovation & Partnerships
• Chief of Student Services
• Chief of Access and Opportunity
These roles guide major district functions from academics and operations to
community partnerships and legal affairs. Supporting these, a team of Deputy Chiefs
ensures operational continuity and oversight, covering domains like operations, HR,
finance, communications, and information technology.
3. Area Assistant Superintendents
DCSD is organized across seven areas, each overseen by an Area Assistant
Superintendent, focused on: elementary (Areas 1–4), secondary schools (Areas 5-6),
and specialty (Area 7).
DeKalb County Budget Book — 12
4. Key Divisions & Departments
The district comprises several key operational areas, each aligned with divisional
leadership:
• Teaching & Learning
• Access and Opportunity
• Accountability and Research
• Human Resources
• Finance
• Operations (includes transportation, and facilities)
• Information & Instructional Technology
• Legal Services
• Community Engagement & Innovative Partnerships
• Student Services
• Wraparound Services
• Schools & Leadership (which includes area teams and PD
departments)
5. Division of Schools & Leadership
This division is central to operationalizing academic goals through:
• Area Teams: Each with Area Superintendent, Culture & Climate
Coordinators, Lead Content Coordinators, and specialists in special
education, English learners, and mental health.
• Leadership & Professional Development Departments: Focused on
the instructional and leadership growth of adult learners across the
district.
DeKalb County Budget Book — 13
DEKALB COUNTY BOARD OF EDUCATION
Andrew Ziffer
District 1
Whitney McGinniss
District 2
Deirdre P. Pierce
District 3
Allyson Gevertz
District 4 (Board Chair)
Tiffany Hogan
District 5
Diijon DaCosta Sr.
District 6
Awet Eyasu
District 7 (Vice Board Chair)
DeKalb County Budget Book — 14
Ms. Allyson Gevertz Mr. Awet Eyasu
678.676.0722 678.676.0722
Board Chair | District 4 Vice Chair | District 7
allyson_gevertz@dekalbschoolsga.org awet_eyasu@dekalbschoolsga.org
Mr. Andrew B. Ziffer Ms. Whitney McGinniss Mrs. Deirdre P. Pierce
678.676.0722 678.676.0722 678.676.0722
District 1 District 2 District 3
andrew_b_ziffer@dekalbschoolsga.org whitney_mcginniss@dekalbschoolsga.org deirdre_pierce@dekalbschoolsga.org
Tiffany Hogan, Ph.D. Mr. Diijon DaCosta, Sr.
678.676.0722 678.676.0722
District 5 District 6
tiffany_e_hogan@dekalbschoolsga.org diijon_dacosta@dekalbschoolsga.org
DeKalb County Schools Interim Superintendent
Dr. Norman C. Sauce III was appointed by the DeKalb
County Board of Education to serve as Interim
Superintendent of the DeKalb County School District
in November 2025.
He recently served the DeKalb County School District
(DCSD) as Chief of Student Services in February 2024.
In this role, he supported and supervised the District’s
Departments of Exceptional Education, English
Language Learners, Gifted Education, and Early
Learning and Pre-K.
Dr. Sauce also served DCSD as Area Superintendent
for High Schools. In that role, he supervised a team of
academic and climate support personnel and principals
for 22 of DeKalb County’s high schools.
He also served DCSD as Region IV Superintendent. In that position, he supervised and supported
the 17 schools and centers which then comprised DCSD’s Region IV, and their principals. This
role included supervision and responsibility for a Micro-Cabinet team, in their pursuits to facilitate
success within Region IV schools and centers.
Before returning to DCSD in November 2022, Dr. Sauce served the Griffin-Spalding County
School System (GSCS) in the position of Executive Director of Student Support Services and as
Executive Director of Elementary Education.
Dr. Sauce also served as principal of Chamblee High School within DCSD and as an elementary
principal within Fulton County Schools. He served as an assistant principal and social studies
teacher at schools in his native Southern California before moving to Georgia.
Dr. Sauce currently serves on the Board of Directors for Communities in Schools Georgia: one of
the most important non-profit connectors of families in need of wrap around services in the State.
He previously served on the Board of Directors for The Lee Thompson Young Foundation: a
leading non-profit in the national conversation around destigmatizing mental health.
He earned his Doctor of Education degree from the University of Southern California, his Master
of Education degree from the University of California Los Angeles, and his Bachelor of Arts
degree in History from California State University Long Beach. Dr. Sauce is the proud husband
and father to his wife and twin boys.
The foundations of Dr. Sauce’s leadership are relationships, receptiveness, and responsiveness. He
embraces Connors and Smith’s (2011) Results Pyramid, which posits that desired outcomes begin
with ensuring stakeholders participate in desired experiences, which shape their beliefs, which
influence their actions, which ultimately leads to our results.
DeKalb County Schools Superintendent’s Cabinet
Chief of Staff Mr. Ennis Harvey
Chief of Schools Vacant
Chief of Community Engagement & Innovative Partnership Dr. Cherisse Campbell
Chief of Accountability & Continuous Improvement Dr. Candace Alexander
Chief of Teaching and Learning Vacant
Chief of Facilities & Operation Mr. Erick Hofstetter
Chief Financial Officer Mr. Byron Schueneman
Chief Human Resources Officer Mrs. Tasha Davis-Mills
Chief of Information & Instructional Technology Dr. Kermit Belcher
Chief of Legal Services Mr. H. Eric Hilton
Chief of Student Support & Intervention Dr. Kishia Towns
Chief of Access & Opportunity Dr. Triscilla Weaver
Interim Chief of Student Services Mrs. Kiana King
BUDGETING PROCESS
BUDGET PLANNING
Budget planning activities include identifying, categorizing and prioritizing
educational needs and forecasting resources to meet those needs. This step in the
budgeting process incorporates goals and initiatives with input from the
community, the Board, and multiple internal and external stakeholders.
BUDGET PREPARATION
DeKalb County Schools uses forecasted FTE data in its funding formula to develop
school budgets. All organizational units formulate their budgets in the winter and
spring each year. The primary sources of funding include:
■ State Revenue – Anticipated QBE Allocations provided by the Georgia
Department of Education (GaDOE) with considerations for the Governor’s
State of the State address and proposed budget
■ Local Revenue – Approved DeKalb County School District property tax digest
values provided by the DeKalb Tax Commissioner’s Office
ANALYSIS & REVIEW
The Budget Oversight committee meets twice monthly throughout the budget
development process to ensure compliance and adherence to the Board approved
budget development calendar. Budget requests for the central departments and
divisions are developed using the Munis/Touchpoint budget development software.
The requests are reviewed by the Budget Department for completeness, accuracy
and compliance with established budget assumptions. School budgets and
departmental requests are combined to create a consolidated General Fund
budget.
DeKalb County Budget Book —18
The consolidated General Fund Budget is presented to the Superintendent for
review and edit prior to Board review. The considerations for the Consolidated
General Fund budget include:
■ Actual and Projected Student Enrollment – The Planning Dept. provides an
estimate for student enrollment for the upcoming year.
■ Resource Allocation/Methodology Plan (RAMP) – Preliminary allotments
and staffing are determined based on actual enrollment as of October 2025.
Projected enrollment for the next school year are taken into consideration in
February 2026 to develop school budgets.
■ Department Budgets - Departments developed budgets using their adopted
FY26 budgets as a baseline and make incremental changes to support the
District’s strategic goals and initiatives.
ADOPTION & APPROVAL
Once the consolidated General Fund budget is accepted by the Superintendent, it is
drafted for Board review and approval. The tentative budget reflects the results of an
internal review of the budget requests conducted by the Superintendent, Chief
Financial Officer, and Deputy Chief Financial Officer. After the Board’s approval of
the tentative budget, and before the approval and adoption of the final budget, the
DeKalb Board of Education shall hold at least two public hearings to allow the public
to have input on the proposed budget prior to adoption. After the budget hearings
have been conducted, revisions can be made to reflect the inclusion of public input.
Budget adoption is the final step.
IMPLEMENTATION
DeKalb County School District’s fiscal year begins July 1st and concludes on June
30th of each year.
DeKalb County Budget Book —19
BUDGET MANAGEMENT
TRANSFERS OF APPROPRIATIONS (BUDGET TRANSFERS)
Budget transfers are permitted and managed through the Touchpoint accounting
software system. Budget appropriation can be transferred in the following instances:
■ Transfers from line item to line item within the same fund.
■ Transfers from line item to line item within the same location/division.
These budget transfers are entered into the Touchpoint accounting system and
approved through the identified approval workflow.
*Budget transfers between functions are limited and shall not result in an increase to
any functional category greater than 10%. This limitation is laid out in board policy
DC: Annual Operating Budget.
MONTHLY REVIEW & VARIANCES
Adequate budget appropriation authority is required prior to acquisition of goods or
services to minimize negative variances. Upon completion of the monthly financial
statements, appropriations are compared with month to date actual spending to
determine year-to-date percentage of budget appropriation consumed.
MONTHLY FINANCIAL STATEMENTS
Monthly financial statements shall be prepared and provided to facilitate
management control of financial operations and to provide full disclosure of the
financial position of the school district.
FINANCIAL & COMPLIANCE AUDIT
In accordance with Georgia state law, and Board Policy DID: Audits, the Board shall
have an annual independent audit of the financial records of DeKalb County School
District (DCSD).
PURCHASING
Board Policy DJE: Purchasing guides all purchasing activity in the district and is the
primary source of reference based upon DeKalb County Board of Education (“Board
of Education”) governance.
FINANCIAL RECORDS
In accordance with Board Policy DI: Accounting and Reporting, financial records are
stored securely and maintained in compliance with mandatory records retention
policies. Current and historical budgets are available on the DCSD website,
www.dekalbschoolsga.org
DeKalb County Budget Book —20
DISTRICT BUDGET POLICIES & PROCEDURES
ORIGINAL ADOPTED DATE: 09/11/2000
LAST REVISED DATE: 12/14/2011 Status:
ADOPTED
LAST REVIEWED DATE: 12/14/2011
In accordance with Georgia law and State Board of Education policy, a budget for
the DeKalb County School District shall be prepared annually and submitted to the
DeKalb County Board of Education for approval. In keeping with sound fiscal
operation, the school budget should be based on tax revenues to be received during
the fiscal year of the proposed budget.
The Board shall adopt budgets for all fund types for the fiscal year. The fiscal year
shall be the period corresponding to the fiscal year for the State Department of
Education, which is the calendar period July 1 through June 30 of the succeeding
calendar year.
The Superintendent shall annually prepare and submit to the Board a draft budget
for the coming fiscal year. The draft budget shall be submitted to the Board in
sufficient time to allow thorough review and discussion of estimated
revenues and proposed expenditures and to complete the steps necessary to assure
adoption of a final budget prior to July 1 of the fiscal year in question.
Each year, the Chief Financial Officer (“CFO”) shall inform the Superintendent of the
estimated increase or decrease in the tax digest, including information such as the
current digest, estimated new digest, current tax dollars, estimated tax dollars, and
percent of increase or decrease in digest and tax dollars.
In April of each year, the Superintendent shall present to the Board the estimated
budgeted expenditures for special revenue, debt service, capital outlay, enterprise,
and trust and agency funds and the preliminary operating budget.
The Superintendent shall make a prioritized list of new or expanded programs to be
considered by the Board should the Board believe there is adequate financing to
implement any or all of the suggested programs. During its budget work sessions,
the Board may offer suggested changes, which the Superintendent may or may not
consider in the proposed budget.
The Superintendent shall be authorized to operate the District under the financial
provisions of the budget. The Superintendent shall present a financial statement to
the Board for each calendar month showing a comparison between the actual
receipts and expenditures and the budgeted receipts and expenditures.
DeKalb County Budget Book —21
The Superintendent may approve adjustments of less than ten percent of the
amount budgeted for expenditures in any budget function for any fund. The
Superintendent shall report to the Board concerning such adjustments not later
than the next regular meeting of the Board. If at any time during the budget year
expenditure of funds in any budget function for any fund is anticipated to exceed by
ten percent or more the amount budgeted for that function in the Board-approved
budget, the Superintendent must request a budget amendment by the Board to
authorize the additional anticipated expenditures.
The CFO is responsible for the development and preparation of the annual school
budget and its presentation in orderly form to the Superintendent, in keeping with
the dates and schedule as required by the DeKalb County Board of Education and
the Georgia Department of Education. The CFO also is responsible to the
Superintendent for the preparation and submission of all necessary monthly, annual,
and periodic financial reports.
Public hearings on the budget will be held during the month prior to the formal
adoption of the budget to receive feedback from citizens on the proposed budget.
There shall be at least fifteen days between the initial presentation of the proposed
budget to the Board of Education and the formal adoption of the budget. Two
public hearings are to be held between the initial presentation and formal adoption
of the budget.
Policy Reference Disclaimer: These references are not intended to be part of the
policy itself, nor do they indicate the basis or authority for the board to enact this
policy. Instead, they are provided as additional resources for those interested in the
subject matter of the policy.
Note: To access the policy references, click here State of Georgia Terms and
Conditions (https://simbli.eboardsolutions.com/SU/amIgTZiB9plushNjl6WXhfiOQ==)
and close the LexisNexis tab, which will return you to the policy. Click on the links
below to be taken to each specific code. You should only have to do this one time
per session.
DeKalb County Budget Book —22
State References Description
O.C.G.A. 20-02-0067 Local school system or school subject to corrective
action plan for budget
deficit; financial operations form; publication;
mailing to Department of
Education and local governing body. -
https://simbli.eboardsolutions.com/SU/8S288Dg4fW
KVxu5eWe05Xw==
O.C.G.A. 20-02-0164 Local five mill share funds -
https://simbli.eboardsolutions.com/SU/uLAYykb5psy
FqbLwSBv5LA==
O.C.G.A. 20-02-0167 Funding for direct instructional, media center and
staff development costs;
computerized uniform budget and accounting
system; submission of local
budget to state board; provision of certain
information by local boards -
https://simbli.eboardsolutions.com/SU/EcSlASBMxsls
hGESw2ngJMTfg==
O.C.G.A. 20-02-0167.1 Public meetings on proposed annual budget;
notice; electronic copies;
exceptions for certain nonprofits -
https://simbli.eboardsolutions.com/SU/bjujGvgZUCY
xz0qls9tFig==
O.C.G.A. 20-02-0171 Minimum direct classroom expenditures; waivers;
sanctions for
noncompliance; submission of budget and
expenditure information; rules and
regulations -
https://simbli.eboardsolutions.com/SU/qnJ82GsGGK
YrtVnSneaUXA==
O.C.G.A. 20-02-0243 Withholding funds for failure to comply with QBE
requirements -
DeKalb County Budget Book —23
https://simbli.eboardsolutions.com/SU/wz2fVyVRY1T
uTldEdQGgBg==
O.C.G.A. 20-14-0049.10 Legislative intent-transparency and accuracy of
financial information of
school systems and schools -
https://simbli.eboardsolutions.com/SU/CVF12lu7v0u
G9LeTf8MSqQ==
O.C.G.A. 20-14-0049.11 Financial information available on websites -
https://simbli.eboardsolutions.com/SU/HHYCPEASBj
i6bkCcVvDzoQ==
O.C.G.A. 20-14-0049.12 Rules and regulations; deadline for publication of
information required by
Code Section 20-14-49.11 -
https://simbli.eboardsolutions.com/SU/slsh9e0mgki
NKcuXC2plusEZ9A3w==
O.C.G.A. 48-05-0032.1 Millage rate hearing notice -
https://simbli.eboardsolutions.com/SU/K1slshoEDeil6
4plusGaj3ey5Q5Q==
Rule 160-5-2-.21 Annual Financial and Budget Reports -
https://simbli.eboardsolutions.com/SU/6plusUCkjfq9
deMkT6eqCdWgQ==
Rule 160-5-2-.02 Withholding of Funds From Local Units of
Administration -
https://simbli.eboardsolutions.com/SU/0GcM8twPv5
vPFBc0IiUQsg==
Rule 160-4-9-.06 Charter Authorizers, Financing, Management, and
Governance Training -
https://simbli.eboardsolutions.com/SU/plusvFSzbBT
wYICbVum419KoQ==
DeKalb County Budget Book —24
APPROVED FY2027 BUDGET CALENDAR
The DeKalb County School District budget is a plan for the upcoming year. The budget outlines projected revenues and expenditures and
provide District leaders the opportunity to share with the community how they will collect and distribute public funds for the students of
DeKalb county. The DeKalb County School District budget calendar helps to ensure that the District adhere to all legal deadlines for
developing, submitting, and adopting its budget. The calendar includes changes to the budget development process.
ACTIVITY CONCENTRATION DATE
FY2027 budget development calendar drafted District May 1, 2025
FY2027 budget development calendar presented at
District June 9, 2025
board retreat. Discuss millage rate goals & HB 581
District June 9, 2025
Board adopts FY2027 budget developement calendar
Community and stakeholder surveys are released for
District July 2025
input on FY2027 budget development
Introduction to Touchpoint Budget Platform District July 2025
Training on Touchpoint Budget Platform District August 2025
Make Up Sessions Touchpoint Budget Platform District September 2025
Biweekly budget development meetings commence for
District October 8, 2025
FY2027 Budget
Student count date for FTE funding District October 8, 2025
Distribute budget development instructions to
District October 8 - January 16, 2026
divisions & schedule budget work sessions
FY2027 school-based funding allotment drafts are
Allotments November 1, 2025 - December 19, 2025
prepared
Superintendent Report -shares preliminary initiatives
District November 10, 2025
for FY2027 budget with Finance
FTE forecast is presented to the Board District No later than November 30, 2025
Pre Allotment Meetings with Principals - Initial Allotments December 2025
Deadline for divisions to submit budgets within
District December 2025
Allovue
Advertise "Intent to Opt Out of the Homestead
District December 2025 - January 2026
Exemption" and hold three public hearings
Community and stakeholder survey results collected
District January 17, 2026
for input on FY2027 budget priorities
Finance and Division leaders meet to discuss division
District January 2026
FY2027 Budget requests
Adopt resolution to opt out of the homestead
District February 2026
exemption
Divisions finalize FY2027 Budget Requests District February 2026
RAMP finalization & Final Allotment Meeting Allotments February 2026
Superintendent reviews final Division requests District March 2026
Preparation of Superintendent's Recommended
District March 2026
FY2026 Budget
FY26 Master Scheduling 90% complete Allotments April 4, 2026
FY2026 Budget presentation - Board Retreat District April 2026
ACTIVITY CONCENTRATION DATE
Board adopts FY2026 Tentative Budget/Revenue
District May 2026
projections, and Millage Rate
FY2026 Budget is advertised and shared on district’s
District Late May 2026
website
District Late May 2026
DeKalb County Board of Assessors certifies tax digest
Tax Digest and Five-Year History of Levy is
District Early June 2026
advertised
1st Public Budget Hearing is held to solicit feedback
District Early June 2026
regarding the FY2027 Budget
2nd Public Budget Hearing is held to solicit feedback
District Mid June 2026
regarding the FY2027 Budget
1st & 2nd Millage Hearings are held District Mid/Late June 2026
3rd Millage Hearing is held (If necessary) District Late June 2026 - Called Meeting
District Late June 2026 - Called Meeting
Board adopts Final FY2027 Budget and Millage Rate
Finance transmits final budget documents to County,
Carl Vinson Institute Of Government (CVIOG) and District by June 30th, 2026
State Department of Education
EDUCATION BUDGETING IN GEORGIA
The Georgia Department of Education (GaDOE) serves Georgia’s 180+ kindergarten -
12th (K-12) grade public school districts. Led by State School Superintendent Richard
Woods, GaDOE develops and governs the K-12 learning standards and currently
serves 1.7 million students.
The FY 2027 budget proposal provides Georgia’s public schools $14.2 billion.
Some programs saw an increase in funds and others experienced a decrease that
led to a net increase of $369 million. The proposal includes a $43.5 million increase
for QBE with a notable change to the employer contribution share of the Teachers
Retirement System (TRS) percentage, and State Health Benefit Plan (SHBP).
DeKalb County School District will absorb the difference between program
increases and state funding through local property tax earnings. The proposed
budget changes will be administered by the Georgia Department of
Education’s Budget Services department.
The Budget Services department prepares allocations for funding of the Quality
Basic Education Formula based on data collected from local school systems
regarding students and staffing, as well as for many of the state funded grant
programs. The FY27 initial allotments for DeKalb County Schools are included herein.
These allocations along with the Resource Allocation Methodology Plan (RAMP) will
be used to provide staffing to all DeKalb County schools and centers.
DeKalb County Budget Book —27
Strategic Goals
& Performance
MISSION & VISION
VISION
To prepare students for success as lifelong learners and
responsible global citizens
MISSION
To promote the academic, social, and emotional growth of each
student by fostering a safe, supportive, and engaging learning
environment
CORE BELIEFS
We believe in:
■ Meeting each student’s academic, social, and emotional needs
■ Supporting quality teaching and learning
■ Creating equitable educational opportunities for all students
■ Embracing cultural diversity
GOAL AREAS
■ Student Academic Success with Equity and Access
■ School, Family, and Community Engagement
■ Recruit, Develop, and Retain Talent
■ Culture and Climate
■ Mental Health and Wellness
■ Organizational Excellence
DeKalb County Budget Book —29
PORTRAIT OF A GRADUATE
■ Reflective & Resilient Learner
■ Globally Engaged Citizen
■ Creative & Dynamic Learner
■ Effective Collaborator
■ Effective Communicator
DeKalb County Budget Book —30
STRATEGIC PLAN
CORE BELIEFS
We believe in:
● Meeting each student’s academic, social, and emotional needs
● Supporting quality teaching and learning
● Creating equitable educational opportunities for all students
● Embracing cultural diversity
VISION STATEMENT
To prepare students for success as lifelong learners and
responsible global citizens
MISSION STATEMENT
To promote the academic, social, and emotional growth of each
student by fostering a safe, supportive, and engaging learning
environment
PORTRAIT OF A GRADUATE
● Reflective & Resilient Learner
● Globally Engaged Citizen
● Creative & Dynamic Learner
● Effective Collaborator
● Effective Communicator
Reflective & Resilient Learner
● I can demonstrate knowledge of content skills and standards.
● I can evaluate potential outcomes of my actions by reflecting on successes,
challenges, and make the appropriate shifts to accomplish personal and academic
goals.
● I can hold myself accountable by utilizing organization and project
management to achieve growth.
● I can persevere through productive failures and challenges to improve.
● I can demonstrate readiness through active civic engagement, enrollment,
employment, entrepreneurship, or enlistment
Globally Engaged Citizen
● I can respect different cultures, perspectives, and beliefs.
● I can exercise compassion and empathy towards others.
● I can explore community and global issues from the perspectives of those most
impacted and
develop plausible solutions.
● I can employ a neutral and democratic process to arrive at decisions.
DeKalb County Budget Book —31
Creative & Dynamic Learner
● I can demonstrate curiosity, originality, inventiveness, and innovative problem-
solving to create new things.
● I can dive deeply into an issue and consider multiple perspectives when
addressing problems and developing new processes.
● I can take the appropriate risks and make adjustments based on lessons learned.
● I can evaluate information and challenge both my peers’ thinking and my own.
● I can generate questions and elaborate on ideas to identify new solutions.
Effective Collaborator
● I can work with a diverse group to accomplish a common goal.
● I can give and receive meaningful feedback
● I can own personal responsibility for team outcomes.
● I can value and appreciate varying opinions and viewpoints of others
Effective Communicator
● I can articulate and share ideas clearly with respect.
● I can utilize different platforms to express ideas and thoughts.
● I can use technology effectively and responsibly.
● I can actively listen with an open mind and respect other ideas.
GOAL AREAS
● Student Academic Success with Equity and Access
● School, Family, and Community Engagement
● Recruit, Develop, and Retain Talent
● Culture and Climate
● Mental Health and Wellness
● Organizational Excellence
Goal Area 1:
Student Academic Success with Equity and Access
Performance Objectives:
1.1 Increase proficiency rates in literacy on district and state assessments for all
students.
1.2 Increase proficiency rates in numeracy on district and state assessments for all
students.
1.3 Increase the 4- and 5-year cohort graduation rates.
1.4 Ensure all students have equitable access to and support for academic programs
and career pathways.
1.5 Improve student academic growth as measured by the College and Career
Readiness Performance Index (CCRPI).
1.6 Enhance student proficiency in digital literacy skills using innovative technology.
DeKalb County Budget Book —32
Goal Area 2:
School, Family, and Community Engagement
Performance Objectives:
2.1 Strengthen family, school, and community engagement to establish clear,
accessible, and relevant communication tailored to meet stakeholders’ preferences.
2.2 Create opportunities for collaboration between the district, families, community
partners, and businesses to foster partnerships to support district-wide initiatives.
2.3 Improve communication processes for stakeholders to ensure the flow of clear,
timely, and relevant information.
2.4 Establish clear communication channels to effectively engage with multilingual
families and provide equitable access to district and school information.
Goal Area 3:
Recruit, Develop, and Retain Talent
Performance Objectives:
3.1 Recruit and hire a diverse and highly qualified workforce that reflects a world-
class, innovative talent pool.
3.2 Develop high performing staff to ensure quality teaching and learning outcomes,
an innovative workforce, and visionary leaders.
3.3 Retain highly effective staff in critical needs positions to ensure the sustainability
and efficiency of integral district programs and services.
3.4 Develop employee pipelines for key staff positions to ensure the long-term
viability of essential programs and services.
Goal Area 4:
Culture and Climate
Performance Objectives:
4.1 Ensure all schools provide a safe, orderly, and supportive learning environment for
all students and staff.
4.2 Implement restorative practice structures in all schools and increase the number
of schools using Positive Behavioral Interventions and Supports (PBIS) programs
each year.
4.3 Improve student attendance by creating a positive and engaging school
experience.
4.4 Ensure all schools have staff trained in de-escalation techniques and Crisis
Prevention Intervention (CPI) strategies.
Goal Area 5:
Mental Health and Wellness
Performance Objectives:
5.1 Create safe and supportive environments that promote positive mental health
and wellness.
DeKalb County Budget Book —33
5.2 Increased awareness of factors that can impact mental health to foster well
managed learning environments.
5.3 Increase mental health support staff to improve classroom behavior and peer
relationships.
5.4 Expand staff participation in mental health professional learning opportunities.
Goal Area 6:
Organizational Excellence
Performance Objectives:
6.1 Provide clean, safe, and efficient school facilities for all students.
6.2 Deliver safe and efficient transportation services to all students.
6.3 Deliver efficient school nutrition services and healthy meals to all students.
6.4 Improve and maintain a secure, accessible, and equitable digital learning
environment for all students.
6.5 Ensure excellent financial management of district resources
ALIGNMENT OF BUDGET TO GOALS
The alignment of our budget to the established goals of the school district is a
critical aspect of ensuring that financial resources are allocated efficiently and
effectively. This alignment is essential to fostering academic excellence, enhancing
student support systems, and preparing students for successful futures. Below, we
outline how our budget is directly connected to our strategic objectives,
demonstrating a clear link between financial investments and our core educational
priorities.
1. Academic Achievement and Excellence
Our primary goal is to enhance academic performance across all grade levels,
ensuring that every student meets or exceeds state and national standards. The
budget is designed to support this goal by allocating substantial resources to:
• Instructional Materials and Technology: A portion of the budget is directed
toward purchasing up-to-date textbooks, digital learning tools, and other
instructional materials. This ensures that teachers have access to the
resources they need to deliver high-quality lessons and that students benefit
from modern, interactive learning experiences.
• Professional Development: Funds are earmarked for ongoing professional
development programs aimed at improving instructional practices. Teacher
training in the use of differentiated instruction, technology integration, and
formative assessments is vital for boosting student achievement.
• Curriculum Development: A portion of the budget supports curriculum
design and updates, ensuring that it reflects best practices and aligns with
state standards.
DeKalb County Budget Book —34
2. Student Progress and Growth
One of the most critical goals is to foster student growth, especially for students who
are behind grade level or face learning challenges. Our budget reflects this goal by
prioritizing:
• Intervention Programs: Significant funding is allocated to remedial and
enrichment programs that cater to students who need additional support in
subjects like reading, math, and science.
• Special Education Services: The budget provides for specialized instructional
support for students with disabilities, ensuring they have access to resources
such as paraprofessionals, assistive technology, and individualized learning
plans.
• Tutoring and After-School Programs: Resources are also dedicated to
providing tutoring services and after-school programs that support students’
academic growth outside of regular school hours.
3. Closing the Achievement Gaps
Our district is committed to addressing and reducing achievement gaps among
different student subgroups, including students from economically disadvantaged
backgrounds, English Language Learners (ELL), and students with disabilities. The
budget is strategically aligned to this goal through:
• Equitable Distribution of Resources: A portion of the budget is specifically
targeted to schools and programs that serve at-risk students. This ensures
that all students, regardless of their background, have the resources and
support they need to succeed.
• Cultural and Linguistic Support: To support our ELL students, the budget
funds language acquisition programs, professional development for teachers
on culturally responsive pedagogy, and the hiring of bilingual staff members.
• Support for Family Engagement: We recognize the importance of family
involvement in student success. The budget includes funds for community
outreach programs and family engagement activities, designed to strengthen
the partnership between home and school.
DeKalb County Budget Book —35
4. College and Career Readiness
Preparing students for college and careers is a central focus of our district's mission.
The budget is aligned to this goal by funding:
• Advanced Placement (AP) and Dual Enrollment Programs: A significant
portion of the budget supports the expansion of AP courses and dual
enrollment opportunities, allowing high school students to earn college
credits while still in school.
• Career Pathways and Vocational Education: We are investing in vocational
training programs and partnerships with local businesses to create clear
pathways for students interested in careers that do not require a four-year
degree.
• Guidance and Counseling Services: To assist students in making informed
decisions about their futures, the budget allocates resources for college and
career counselors, as well as standardized test preparation services (SAT, ACT,
etc.).
5. School Climate and Safety
A positive and safe school climate is foundational to student success. The budget
reflects our commitment to fostering an environment where students feel safe,
respected, and motivated to learn. Key areas of investment include:
• Mental Health and Counseling Services: The budget includes funding for
additional counselors, social workers, and mental health programs to support
students' emotional well-being and ensure they have the support they need
to succeed academically and personally.
• School Safety Initiatives: Significant funding is directed toward improving
school security measures, including investments in surveillance technology,
safety drills, and staff training on emergency protocols.
6. Operational Efficiency and Sustainability
The district is committed to ensuring that financial resources are used efficiently,
with a focus on operational sustainability. The budget includes funds for:
• Energy Efficiency and Sustainability Projects: We are investing in energy-
efficient buildings and technologies, reducing long-term operational costs
while contributing to environmental sustainability.
• Technology Infrastructure: With the increasing reliance on technology in
education, the budget prioritizes investments in infrastructure that supports
digital learning platforms, cybersecurity, and equitable access to devices for all
students.
DeKalb County Budget Book —36
Financial Structure,
Policy & Process
Fund Structure Overview
DeKalb County School District fund structure is categorized into:
General Fund: Operates day-to-day expenditures — covering salaries, instruction,
administration, and core programs. For FY 2027, DCSD’s general fund (its operating
budget) is approximately $1.69 billion, part of a larger $2.28 billion all‑funds budget
Capital Projects Funds: Facilitates construction, renovation, and major capital
purchases. Funded by E‑SPLOST sales tax, Georgia Department of Education capital
outlay reimbursements (COP), internal Capital Improvement Fund, and selective
donations
Debt Service Funds: Manage tax revenues or sales taxes legally restricted for
servicing long‑term debt (e.g., bonds) used for capital projects
Special Revenue Funds: Support specific purposes like federal Title I or other
restricted grants (e.g., federal programs)
Basis of Budgeting vs Accounting
BUDGETING
DeKalb County School District primarily uses the modified accrual basis for its
budgeting process — especially for its Governmental Funds such as:
• General Fund (daily operations)
• Capital Projects Fund
• Debt Service Fund
• Special Revenue Funds
Some characteristics of modified accrual basis in budgeting include:
• Revenues are recognized when they are measurable and available (usually
within 60 days of year-end).
• Expenditures are recognized when the obligation is incurred, except for:
• Debt service (recognized when due)
• Capital outlay (recognized when contractually obligated)
ACCOUNTING
DeKalb County School District also uses the modified accrual basis for accounting
activity. For any enterprise-type activities (e.g., internal service funds, nutrition
services if applicable) and fiduciary activities (e.g., student activity funds):
• Revenues are recognized when earned, regardless of when received.
• Expenses are recognized when incurred, regardless of when paid.
Budget Amendment Process
A budget amendment is a formal reallocation or adjustment within DeKalb County
School District’s adopted budget. The process for approving a budget amendment
includes:
1. District staff (Budget Department/Chief Finance Officer and Superintendent)
identify the need for adjustments to the district’s budget due to economic
variables —such as changes in expenditures, reallocation of funding, or
responding to cost increases.
DeKalb County Budget Book —38
2. A formal amendment proposal is drafted detailing intended reallocations.
3. The proposal is presented during a scheduled Board meeting. The DeKalb
County School District Board of Education votes to approve, modify, or reject
the amendment.
4. Consent by the board formally authorizes the change to the budget.
Long-Range Financial Planning
DeKalb County School District (DCSD) engages in structured longrange financial
and capital planning to align projected enrollment, facility needs, programmatic
goals, and funding sources.
1. Funding Structure – ESPLOST Capital Plan - To finance longterm facility and
capital projects, DCSD relies heavily on the Education Special Purpose Local
Option Sales Tax (ESPLOST): ESPLOST VI, approved in November 2021 by 81%
of voters, provides about $743 million for projects. Projects funded include
new schools, security enhancements, technology updates, HVAC/roof
upgrades, and school contingencies and program management.
2. Program Management & Oversight - Recently, DCSD contracted HPM, with
partners Ameresco and Johnson Construction Services, to lead planning and
program management for a $1.5 billion capital improvement portfolio. Their
responsibilities include:
a. Demographic and facility evaluations.
b. Budgeting and cost analyses.
c. Coordination of design/construction teams.
d. Ensuring projects stay on budget and on schedule across all phases
This integrated long‑range planning approach allows DCSD to:
• Anticipate future needs rather than react.
• Spread capital investments over multiple years through voter‑approved
E‑SPLOST revenues.
• Maintain public transparency via hearings and published drafts.
• Ensure that facility and operating budgets advance agreed-upon educational
goals.
Revenue Forecasting Assumptions
The FY2027 budget aims to prioritize student services while exercising a
thoughtful approach to forecasting in these uncertain financial times, ensuring
the long-term sustainability of DeKalb County School District. The following
assumptions were the guiding force behind the FY2027 revenue forecasting:
DeKalb County Budget Book —39
Property Tax Revenue
• Base Millage Rate: DCSD assumes adoption of a millage rate of 22.78 mills for
FY2027, consistent with the FY2026 rate but still above the rollback rate of
level (~22.780 mills), which legally triggers a required public hearing and is
classified as a tax increase under Georgia law.
• Tax Digest Growth: Projected revenue assumes that the county’s property
tax digest will rise no greater than 3%, due to reassessments and new growth
—meaning even with a lower millage rate, total tax revenue is expected to
increase.
Inflation & Tax Digest Growth
• Property Values: DCSD modeling recognizes that increases in property values
slightly outpace inflation.
• Millage Rollback: The millage rollback mechanism is calculated off last year’s
digest; the difference between rollback and adopted millage rates (even if
decreasing) still yields an effective tax increase based on higher valuations.
Increase in Fixed Cost
• DCSD projects external cost increases for the following expenses:
■ Georgia Teacher Retirement - $3.5 million
■ State Health Benefits - $8 million
Fund Balance
• DCSD will draw approximately $49 million from fund balance (reserves)
to balance the FY2027 budget gaps.
DeKalb County Budget Book —40
DISTRICT BUDGET POLICIES & PROCEDURES
ORIGINAL ADOPTED DATE: 09/11/2000
LAST REVISED DATE: 12/14/2011 Status:
ADOPTED
LAST REVIEWED DATE: 12/14/2011
In accordance with Georgia law and State Board of Education policy, a budget for
the DeKalb County School District shall be prepared annually and submitted to the
DeKalb County Board of Education for approval. In keeping with sound fiscal
operation, the school budget should be based on tax revenues to be received during
the fiscal year of the proposed budget.
The Board shall adopt budgets for all fund types for the fiscal year. The fiscal year
shall be the period corresponding to the fiscal year for the State Department of
Education, which is the calendar period July 1 through June 30 of the succeeding
calendar year.
The Superintendent shall annually prepare and submit to the Board a draft budget
for the coming fiscal year. The draft budget shall be submitted to the Board in
sufficient time to allow thorough review and discussion of estimated
revenues and proposed expenditures and to complete the steps necessary to assure
adoption of a final budget prior to July 1 of the fiscal year in question.
Each year, the Chief Financial Officer (“CFO”) shall inform the Superintendent of the
estimated increase or decrease in the tax digest, including information such as the
current digest, estimated new digest, current tax dollars, estimated tax dollars, and
percent of increase or decrease in digest and tax dollars.
In April of each year, the Superintendent shall present to the Board the estimated
budgeted expenditures for special revenue, debt service, capital outlay, enterprise,
and trust and agency funds and the preliminary operating budget.
The Superintendent shall make a prioritized list of new or expanded programs to be
considered by the Board should the Board believe there is adequate financing to
implement any or all of the suggested programs. During its budget work sessions,
the Board may offer suggested changes, which the Superintendent may or may not
consider in the proposed budget.
The Superintendent shall be authorized to operate the District under the financial
provisions of the budget. The Superintendent shall present a financial statement the
Board for each calendar month showing a comparison between the actual receipts
and expenditures and the budgeted receipts and expenditures.
DeKalb County Budget Book —41
The Superintendent may approve adjustments of less than ten percent of the
amount budgeted for expenditures in any budget function for any fund. The
Superintendent shall report to the Board concerning such adjustments not later
than the next regular meeting of the Board. If at any time during the budget year
expenditure of funds in any budget function for any fund is anticipated to exceed by
ten percent or more the amount budgeted for that function in the Board-approved
budget, the Superintendent must request a budget amendment by the Board to
authorize the additional anticipated expenditures.
The CFO is responsible for the development and preparation of the annual school
budget and its presentation in orderly form to the Superintendent, in keeping with
the dates and schedule as required by the DeKalb County Board of Education and
the Georgia Department of Education. The CFO also is responsible to the
Superintendent for the preparation and submission of all necessary monthly, annual,
and periodic financial reports.
Public hearings on the budget will be held during the month prior to the formal
adoption of the budget to receive feedback from citizens on the proposed budget.
There shall be at least fifteen days between the initial presentation of the proposed
budget to the Board of Education and the formal adoption of the budget. Two
public hearings are to be held between the initial presentation and formal adoption
of the budget.
Policy Reference Disclaimer: These references are not intended to be part of the
policy itself, nor do they indicate the basis or authority for the board to enact this
policy. Instead, they are provided as additional resources for those interested in the
subject matter of the policy.
Note: To access the policy references, click here State of Georgia Terms and
Conditions (https://simbli.eboardsolutions.com/SU/amIgTZiB9plushNjl6WXhfiOQ==)
and close the LexisNexis tab, which will return you to the policy. Click on the links
below to be taken to each specific code. You should only have to do this one time
per session.
DeKalb County Budget Book —42
State Description
Referenc
es
O.C.G.A. Local school system or school subject to corrective action plan for
20-02- budget
0067 deficit; financial operations form; publication; mailing to
Department of
Education and local governing body. -
https://simbli.eboardsolutions.com/SU/8S288Dg4fWKVxu5eWe05
Xw==
O.C.G.A. Local five mill share funds -
20-02- https://simbli.eboardsolutions.com/SU/uLAYykb5psyFqbLwSBv5L
0164 A==
O.C.G.A. Funding for direct instructional, media center and staff
20-02- development costs;
0167 computerized uniform budget and accounting system;
submission of local
budget to state board; provision of certain information by local
boards -
https://simbli.eboardsolutions.com/SU/EcSlASBMxslshGESw2ngJ
MTfg==
O.C.G.A. Public meetings on proposed annual budget; notice; electronic
20-02- copies;
0167.1 exceptions for certain nonprofits -
https://simbli.eboardsolutions.com/SU/bjujGvgZUCYxz0qls9tFig=
=
O.C.G.A. Minimum direct classroom expenditures; waivers; sanctions for
20-02- noncompliance; submission of budget and expenditure
0171 information; rules and
regulations -
https://simbli.eboardsolutions.com/SU/qnJ82GsGGKYrtVnSneaUX
A==
DeKalb County Budget Book —43
O.C.G.A. Withholding funds for failure to comply with QBE requirements -
20-02- https://simbli.eboardsolutions.com/SU/wz2fVyVRY1TuTldEdQGgB
0243 g==
O.C.G.A. Legislative intent-transparency and accuracy of financial
20-14- information of
0049.10 school systems and schools -
https://simbli.eboardsolutions.com/SU/CVF12lu7v0uG9LeTf8MSq
Q==
O.C.G.A. Financial information available on websites -
20-14- https://simbli.eboardsolutions.com/SU/HHYCPEASBji6bkCcVvDzo
0049.11 Q==
O.C.G.A. Rules and regulations; deadline for publication of information
20-14- required by
0049.12 Code Section 20-14-49.11 -
https://simbli.eboardsolutions.com/SU/slsh9e0mgkiNKcuXC2plus
EZ9A3w==
O.C.G.A. Millage rate hearing notice -
48-05- https://simbli.eboardsolutions.com/SU/K1slshoEDeil64plusGaj3ey5
0032.1 Q5Q==
Rule 160- Annual Financial and Budget Reports -
5-2-.21 https://simbli.eboardsolutions.com/SU/6plusUCkjfq9deMkT6eqCd
WgQ==
Rule 160- Withholding of Funds From Local Units of Administration -
5-2-.02 https://simbli.eboardsolutions.com/SU/0GcM8twPv5vPFBc0IiUQs
g==
Rule 160- Charter Authorizers, Financing, Management, and Governance
4-9-.06 Training -
https://simbli.eboardsolutions.com/SU/plusvFSzbBTwYICbVum41
9KoQ==
DeKalb County Budget Book —44
FY 27 Budget Survey
December - 2025
© 2026
Select your level of agreement with the statement below.: DCSD is moving forward in the direction of the stated...
Vision 9% 12% 21% 33% 24%
Mission 9% 12% 21% 33% 25%
Core Beliefs 10% 12% 22% 32% 25%
0% 20% 40% 60% 80% 100%
Strongly Disagree Somewhat Disagree Neutral Somewhat Agree Strongly Agree
2 © 2026
How much should DCSD continue investing in these programs?
(N = 2,490)
Allocating the same level of funding to 62%
Innovative Education Opportunities (IEOs)
Allocate more funding to IEOs 22%
Allocate less funding to IEOs 15%
0% 20% 40% 60% 80% 100%
3 © 2026
Select your level agreement with the above statement.
(N = 2,490)
Strongly agree 69%
Somewhat agree 13%
Strongly disagree 8%
Neutral 7%
Somewhat disagree 3%
0% 20% 40% 60% 80% 100%
4 © 2026
If DCSD can allocate additional staff to schools, how should we prioritize?
(N = 2,490)
More teachers (smaller class sizes) 58%
More paraprofessionals and related classroom support 20%
More school counselors, school social workers, school psychologists,
16%
and mental health professionals
More safety personnel 6%
0% 20% 40% 60% 80% 100%
5 © 2026
If DCSD can allocate additional resources to instructional programs / priorities, from the list, what should be the top
priority?
(N = 2,490)
Expand early intervention programs at the elementary level to close
37%
academic gaps sooner
Increase resources for learners who are behind or challenged
28%
academically
Provide more resources to schools with high poverty levels 19%
Strengthen support for gifted students 12%
Increase resources for English Learners 5%
0% 20% 40% 60% 80% 100%
6 © 2026
DCSD should consider revising its funding model to give school leaders
more autonomy, even if it results in less uniformity across the district.
(N = 2,490)
Somewhat agree 29%
Strongly agree 28%
Neutral 21%
Somewhat disagree 12%
Strongly disagree 11%
0% 20% 40% 60% 80% 100%
7 © 2026
Select your level of agreement with the statement above.
(N = 2,490)
Neutral 29%
Strongly agree 23%
Somewhat agree 23%
Strongly disagree 17%
Somewhat disagree 8%
0% 20% 40% 60% 80% 100%
8 © 2026
If DCSD can allocate resources to provide a cost-of-living increase, COLA, how should the increase be distributed?
(N = 2,490)
Give all employees the same cost-of-living adjustment (COLA), e.g.,
42%
everyone gets 2%
Focus on increasing teacher salaries more, e.g., teachers get 3%,
23%
others get 1%
Use a compensation study to identify positions below market rate
20%
and give them larger increases
0% 20% 40% 60% 80% 100%
9 © 2026
If DCSD can allocate resources to provide a cost-of-living increase, COLA, how should the increase be distributed?
(Continued)
(N = 2,490)
Focus on increasing pay for classified staff (custodians,
paraprofessionals, transportation staff and other operations 10%
employees)
Focus on increasing pay for support services (school counselors,
4%
school psychologists, school nurses, school social workers)
0% 20% 40% 60% 80% 100%
10 © 2026
If DCSD can invest more in retirement benefits, which option is most important to you?
(N = 2,490)
Increase the match from 2% to 3%, but require employees to be
vested for at least 2 years before receiving the benefit. This rewards 51%
long-term employees.
Automatically enroll new employees in a 403(b) plan with a 2%
district match starting from their first paycheck. This helps
27%
employees begin saving early and grow their retirement funds over
time.
0% 20% 40% 60% 80% 100%
11 © 2026
If DCSD can invest more in retirement benefits, which option is most important to you? (Continued)
(N = 2,490)
Increase contributions for employees not covered by the Teachers
Retirement System (TRS)—such as transportation staff, custodians,
22%
and food service assistants—while keeping the current match for
other employees.
0% 20% 40% 60% 80% 100%
12 © 2026
How much future funding should be dedicated to these valuable
programs?
(N = 2,490)
Allocate the same level of funding to these programs 62%
Allocate more funding to these programs 25%
Allocate less funding to these programs 14%
0% 20% 40% 60% 80% 100%
13 © 2026
Given this level of investment, which statement do you agree with
most?
(N = 2,490)
Maintain current approach: Continue investing in public safety at the
43%
current level to keep students and staff safe
Increase safety investment: Expand resources for public safety to
30%
further protect students and staff
Focus on support and wellness: Reduce emphasis on security
measures and prioritize de-escalation strategies, mental health, and 27%
student support
0% 20% 40% 60% 80% 100%
14 © 2026
Considering the context above, which statement do you agree with the most.
(N = 2,490)
Keep property tax increases below inflation, but reduce non-
mandated services to provide larger cost-of-living raises for 54%
employees.
Do not cut non-mandated services and provide larger cost-of-living
34%
raises, even if it requires higher property taxes.
Keep property tax increases below inflation, even if employee cost-
12%
of-living raises are less than inflation.
0% 20% 40% 60% 80% 100%
15 © 2026
Financial
Summaries
REVENUES
Revenue Source Amount Percentage
Property Taxes $1,027,750,638 50.3%
Sales Taxes 163,500,000 8.0%
State Funds 619,046,452 30.3%
Federal Funds 188,036,383 9.1%
Charges for Services 1,000,000 .1%
Investment Earnings 38,275,000 1.9%
Miscellaneous 6,635,251 .3%
$2,044,243,724 100%
PROPERTY TAXES - $1.03 BILLION
The proposed FY2027 budget for Property Taxes was developed in consideration of
approved DeKalb County School District, property tax values for calendar year
2026, as well other projections based off historical collections. Highlights include:
• General fund revenues of $35.5 million are anticipated from automobile, Title
Ad Valorem Taxes (TAVT). This amount has been increasing annually as the
“birthday tax,” or traditional ad valorem automobile tax gets phased out.
• Local Property Taxes are scheduled to bring in $989.0 million to the general
fund. This amount is based on 3.1% growth in the overall digest value (1.6%
from revaluations and 1.1% attributable to new growth from the construction
of new homes and other properties within DeKalb) and maintaining the
assessed millage rate of 22.78 mills.
• An additional $3.25 million from local alcohol excise taxes are anticipated to
benefit the general fund in the upcoming fiscal year.
SALES TAXES - $163.5 MILLION
The proposed FY2027 budget for Sales Taxes was estimated using historical
collections as well as known and anticipated conditions in the real estate market
and national, state and local economy. Highlights include:
• General fund revenues from transfer and intangible taxes of $7.5M. This area
has declined steeply from historical collections but has stablized over the last
two years as the volume of real estate transactions continues to remain
stagnant. Stubborn inflation and high interest rates have kept home values
high, but homeowners are less likely to sell.
• Capital Project fund revenue from Special Purpose Local Option Sales Tax
(SPLOST) of $156 million.
DeKalb County Budget Book —61
STATE FUNDS - $619.1 MILLION
The proposed FY2027 budget for State Funds was developed in consideration of
anticipated Quality Basic Education (QBE) funds as reported by Georgia Department
of Education (GaDOE) as well as the Governors proposed budget. Highlights include:
• Net general fund revenues from QBE of $596.5 million representing an
increase of $8.3 million compared to the current fiscal year. The additional
funding supports the increase cost associated with the State Health Benefit
Plan (SHBP), adjusts for changes in student counts by program within the
district, provides an additional $4.4 million for literacy coaches, and raises the
employer’s contribution rate to the Teacher’s Retirement System (TRS) from
21.91% to 22.32%.
• The district projects state revenues totaling $22.6 million from Bright from the
Start, the Pre-K program, and additional state initiatives. These funds are
categorized within the district’s non-major governmental funds.
FEDERAL FUNDS - $188.0 MILLION
The FY2027 Federal Funds budget has been formulated based on federal awards
received in the current fiscal year. Despite ongoing uncertainty at the federal level,
the district’s projected budget for FY2027 assumes funding levels comparable to
those of the present year. As federal programs are allocated during FY2027,
preliminary budgets will be adjusted to reflect the actual program budgets
awarded after the fiscal year's commencement. Key highlights include:
• School Nutrition Fund revenue of $89 million from the national school
breakfast, lunch and snack programs.
• Non-Major Fund revenue of $99 million from programs such as Title I, II,
and IV, as well as IDEA.
INVESTMENT EARNINGS - $38.3 MILLION
DeKalb County Schools has a formal treasury management strategy. Funds not
needed to meet immediate cash flow requirements are invested in Georgia Fund
1, a local government investment pool administered by the State of Georgia, Office
of the State Treasurer. For the month of March 2026, Georgia Fund 1 participants
earned 3.7%. While this yield has gradually declined since June 2024, the District
anticipates meaningful investment earnings throughout FY2027. Highlights
include:
• General Fund earnings of $20.0 million.
• Capital Project Fund earnings of $18.3 million, which primarily benefits the
two active SPLOST programs.
ALL OTHER REVENUE - $7.6 MILLION
The proposed FY2027 budget for Charges for Services and Miscellaneous revenue
are based solely on historical collections. Highlights include:
• Total Charges for Services of $1.0 million, and
• Miscellaneous Revenue of $6.6 million.
DeKalb County Budget Book —62
EXPENDITURES
SUMMARY OF FUNDS
Fund Group Budgeted Description
Expense
General Fund $1,705,147,144 74.6% The primary operating fund for
the District. The focus of this
budget is to support teaching
and learning activities.
Capital Projects 356,967,681 15.6% Used for the acquisition or
Fund construction of capital facilities.
This fund also includes tax
proceeds from the (voter
approved) education special
purpose local option sales tax
(SPLOST).
Debt Service Fund 0 0.0% Used for the payment of principal
and interest on general long-term
debt.
School Nutrition 90,793,581 4.0% Used for good as services
required for the School
Nutrition program.
Non-Major 133,347,856 5.8% Accounts for specific revenue
Governmental sources that are legally restricted
Funds to expenditures for specific
purposes. This fund reflects
categorical grants like Title and
vocational grants.
Total $2,265,778,881 100%
GENERAL FUND
The FY2027 DeKalb County Schools budget includes planned, general fund expenses and
transfers out to support other programs of $1.71 billion. A few key initiatives are:
• State Health Benefit Plan (SHBP) Increase – The Georgia Department of
Community Health increased the employer contribution rate for the State
Health Benefit Plan from $1,885 to $1,935 per month for each participating
employee. As a result, the district’s annual health insurance cost is projected
to total $23,220 per participating employee in FY2027. This rate change adds
more than $8 million to the district's budget. In addition, expected growth in
employee participation is projected to increase costs by approximately $4.5
million.
DeKalb County Budget Book —63
• Teachers Retirement System (TRS) Increase – The employer contribution rate
for the Teacher Retirement System will increase from 21.91% in FY2026 to 22.32%
in FY2027. This required rate change will add approximately $3.5 million to the
district's budget. Contribution rates are established through actuarial analysis
and approved by the TRS Board of Trustees.
• Step Advancement – Although this budget does not include a cost-of-living
adjustment to the salary schedule, it does fund step increases for eligible
employees. Employees are placed on salary schedules based on their position
and experience and may advance one step each year if they remain eligible. The
projected cost of step advancement is $5.0 million, and that amount is included
in the FY2027 budget.
• Horizon Area Support - The FY2027 budget includes $10.0 million to support
the district’s highest-need schools through additional staffing, professional
learning, student support, and targeted programs beyond the district’s
Resource Allocation Method/Plan (RAMP). These schools are identified using the
following categories:
o Comprehensive Support and Improvement (CSI): Title I schools identified
every three years as the lowest performing based on Content Mastery,
Progress, Closing Gaps, Readiness, and Graduation Rate.
o CSI- Graduation Rate: High schools identified every three years with a
four-year adjusted cohort graduation rate of 67% or less.
o Additional Targeted Support and Improvement (ATSI): Schools that
move from Targeted Support and Improvement status to Additional
Targeted Support and Improvement status because subgroup
performance falls below the threshold used for CSI identification. Schools
are identified every three years.
o Targeted Support and Improvement (TSI): Schools identified annually
based on the lowest subgroup performance in Content Mastery,
Progress, Closing Gaps, Readiness, and Graduation Rate.
o Horizon Plus: Schools that have exited the Georgia Department of
Education’s state-identified list but continue to receive ongoing support
and resources from DCSD.
• Additional Special Education Lead Teacher Specialists (LTSE) and Special
Education Teachers – Following the identification of Horizon schools in FY2025,
the district updated its Resource Allocation Method/Plan (RAMP) to provide one
Lead Teacher Specialist for Exceptional Children (LTSE) at each Horizon school.
In FY2026, that staffing model was expanded districtwide to all schools. In
addition, nearly 50 special education teaching positions were added in FY2026
and will continue in FY2027. The combined ongoing cost for the additional
LTSEs and special education teachers is $9.6 million, which is included in the
FY2027 budget.
DeKalb County Budget Book —64
• Multi-Tiered Student Support (MTSS) – During the COVID-19 pandemic, the
district used federal relief funds to place one MTSS specialist in each school.
That temporary federal funding ended early in FY2025 on September 30, 2024.
Beginning in FY2026, these positions were transferred to the General Fund to
maintain student support services. The FY2027 budget continues this
investment at an estimated cost of $15.5 million.
• Literacy Coaches – House Bill 1193, passed during the 2026 legislative session,
provides funding to ensure that each school serving kindergarten through
third grade has one literacy coach. This initiative is expected to increase both
revenue and expenditures by approximately $4.4 million, and that amount is
included in the FY2027 budget.
• Kindergarten Paraprofessionals – To further strengthen the district’s
commitment to literacy, the FY2027 budget includes one additional general
fund-supported paraprofessional at every school that serves kindergarten, at a
cost of $4.1 million.
The top three functional categories of planned expenditures for the General Fund
are as follows:
CAPITAL PROJECTS
The FY2027 DeKalb County Schools budget allocates $357.0 million to Capital
Projects Fund expenditures. These funds are multi-year and project-based, with
budgets approved by the Board for each project spanning several years. The $357.0
million outlined in the FY2027 budget reflects the projected annual expenditure for
projects previously authorized by the Board. This annual figure will serve solely for
reporting purposes and will not act as an expenditure control measure. Expenditure
control for the Capital Projects Fund will be governed by the primary, multi-year,
project-specific budgets. Most planned expenditures are expected to fall within the
Facilities Acquisition & Construction functional category.
DEBT SERVICE FUND
At this time, the Board finances projects from existing cash flow and does not hold
any general obligation bond debt or other types of long-term financing. This fund
group is not applicable for FY2027.
SCHOOL NUTRITION FUND
The FY2027 DeKalb County Schools budget includes planned School Nutrition Fund
expenses of
$90.8 million. This fund operates similarly to a business, meaning program revenue
must support program expenses. These planned expenditures reflect routine costs
for food, contracted services, and salaries and benefits for staff. All expenditures are
expected to support the School Nutrition functional category.
NON-MAJOR GOVERNMENTAL FUND
The FY2027 DeKalb County Schools budget allocates $133.3 million to Non-Major
Governmental Fund expenditures. This fund group encompasses a range of state
and federal grants, including Bright from the Start, the District’s After School
Program, Title I, II, III, IV, and IDEA. Predominantly, these programs operate on a
reimbursement basis; the district incurs costs for designated purposes and
subsequently seeks reimbursement from the respective granting agencies.
Expenditures should not exceed revenues for the fiscal year, and both the initial and
final fund balances are expected to be zero. Any deficit spending must be
addressed through a transfer from the General Fund. The principal three functional
categories within this fund group are:
Non-Major Funds by Function Amount Percentage
Instruction $58,608,176 44.0%
Instructional Staff Training 33,014,865 24.8%
Pupil Services 20,183,389 15.1%
All Other Functions 21,541,426 16.1%
Total $133,347,856 100%
Non-Major Funds by Program Amount Percent
120 - State Grants $ 12,644,545 9.48%
402 - Title I 50,070,239 37.55%
404 - Special Education 32,558,480 24.42%
406 - Vocational Education-Federal 1,223,505 0.92%
Funded
414 - Title II 4,776,013 3.58%
432 Education Of Homeless Children 87,141 0.07%
460 - TITLE III Sunset 0.00%
462 - TITLE IV 6,214,671 4.66%
482 - Jr. ROTC 4,395,504 3.30%
532 - GNETS - State And Federal Grants 2,282,562 1.71%
560 - Pre-Kindergarten (Lottery) 12,296,996 9.22%
580 - All Other Special Revenue 0 0.00%
581 - Undesignated 168,200 0.13%
582 - Local Grants 0 0.00%
589 - Governmental Funds _ ADESP 0 0.00%
607 - Athletics 6,630,000 4.96%
Total $133,347,856 100%
DeKalb County Budget Book —67
DEKALB COUNTY BOARD OF EDUCATION
FY27 Initial Budget
Governmental Funds
NONMAJOR TOTAL GOVERNMENTAL
GENERAL FUND CAPITAL PROJECTS FUND DEBT SERVICE FUND SCHOOL NUTRITION FUND GOVERNMENTAL FUND FUNDS
REVENUES
Property Taxes 1,027,750,637.76 - - - - 1,027,750,637.76
Sales Taxes 7,500,000.00 156,000,000.00 - - - 163,500,000.00
State Funds 596,452,349.00 - - - 22,594,103.00 619,046,452.00
Federal Funds - - - 89,080,830.16 98,955,552.70 188,036,382.86
Charges for Services 1,000,000.00 - - - - 1,000,000.00
Investment Earnings 20,000,000.00 18,275,000.00 - - - 38,275,000.00
Miscellaneous 3,300,000.00 325,000.00 - 1,612,751.00 1,397,500.00 6,635,251.00
Total revenues 1,656,002,986.76 174,600,000.00 - 90,693,581.16 122,947,155.70 2,044,243,723.62
EXPENDITURES
Current
Instruction 933,513,238.31 40,462,750.81 - - 58,608,175.79 1,032,584,164.91
Pupil Services 136,279,420.91 - - - 20,183,389.32 156,462,810.23
Improvement of Instructional Services 43,731,363.93 939,625.82 - - 469,412.00 45,140,401.75
Instructional Staff Training 716,151.27 - - - 33,014,864.72 33,731,015.99
Educational Media Services 22,515,753.32 - - - 25,012.54 22,540,765.86
Federal Grant Administration - - - - 5,365,639.77 5,365,639.77
General Administration 48,900,626.80 - - - 1,194,919.00 50,095,545.80
School Administration 86,282,494.59 - - - 186,079.00 86,468,573.59
Support Services - Business 22,290,347.35 - - 154,630.33 10,500.00 22,455,477.68
Maintenance And Operation 223,498,187.66 - - - 816,481.45 224,314,669.11
School Safety And Security 33,378,205.39 - - - 6,132,450.00 39,510,655.39
Student Transportation Service 92,741,050.29 2,141,357.46 - - 691,232.11 95,573,639.86
Support Services - Central 50,185,277.68 3,442,002.48 - - 19,700.00 53,646,980.16
Other Support Services 250,026.16 - - - - 250,026.16
School Nutrition Program - - - 90,638,950.83 - 90,638,950.83
Enterprise Operations 55,000.00 - - - 6,630,000.00 6,685,000.00
Capital Outlays - - - -
Facilities Acquistion & Construction 380,000.00 309,981,944.43 - - - 310,361,944.43
Total expenditures 1,694,717,143.66 356,967,681.00 - 90,793,581.16 133,347,855.70 2,275,826,261.52
Excess (deficiency) of revenues over expenditures (38,714,156.90) (182,367,681.00) - (100,000.00) (10,400,700.00) (231,582,537.90)
OTHER FINANCING SOURCES (USES)
Operating Transfers From Other Funds - - - 100,000.00 10,330,000.00 10,430,000.00
Operating Transfers To Other Funds (10,430,000.00) - - - - (10,430,000.00)
Sale or Compensation for the Loss of Capital Assets 100,000.00 - - - - 100,000.00
Total other financing sources (uses) (10,330,000.00) - - 100,000.00 10,330,000.00 100,000.00
Net change in fund balances (49,044,156.90) (182,367,681.00) - (0.00) (70,700.00) (231,482,537.90)
Fund balances - beginning 400,000,000.00 422,205,709.88 - 21,000,000.00 70,700.00 843,276,409.88
Fund balances - ending 350,955,843.10 239,838,028.88 - 21,000,000.00 (0.00) 611,793,871.98
GENERAL FUND
YEAR OVER YEAR COMPARISON
FY2027 FY2026 Difference % Change
Instruction 933,513,238 884,871,875 48,641,363 5.5%
Pupil Services 136,279,421 124,417,404 11,862,017 9.5%
Improvement of Instructional
Services 716,151 581,584 134,567 23.1%
Instructional Staff Training 43,731,364 44,946,378 (1,215,014) -2.7%
Educational Media Services
22,515,753 19,374,968 3,140,785 16.2%
Federal Grant
- - - 0.0%
Administration
General Administration 48,900,627 45,379,092 3,521,535 7.8%
School Administration 86,282,495 92,663,642 (6,381,147) -6.9%
Support Services - Business 22,290,347 9,733,473 12,556,874 129.0%
Maintenance and
Operations 223,498,188 258,426,622 (34,928,434) -13.5%
School Safety And Security 33,378,205 33,378,205 100.0%
Student Transportation
Service 92,741,050 91,918,519 822,531 0.9%
Support Services - Central 50,185,278 59,456,001 (9,270,723) -15.6%
Other Support Services 250,026 1,734,444 (1,484,418) -85.6%
School Nutrition Program - 336,368 (336,368) -100.0%
Enterprise Operations 55,000 1,290,576 (1,235,576) -95.7%
Facilities Acquisition &
Construction 380,000
TOTAL: 1,694,717,144 1,635,130,946 59,586,198 3.6%
DESCRIPTION OF FUNCTIONS
INSTRUCTION: Instruction includes activities dealing directly with the interaction
between teachers and students. Included here are the activities of aides or
classroom assistants of any type (clerks, graders, teaching machines, etc.) which
assist in the instructional process.
PUPIL SERVICES: Activities designed to assess and improve the well-being of
students and to supplement the teaching process. Activities include guidance,
counseling, testing, attendance, social work, health services, etc. Also include
supplemental payments for additional duties such as coaching or supervising
extracurricular activities.
IMPROVEMENT OF INSTRUCTIONAL SERVICES: Technical and logistical support
activities designed to aid teachers in developing the curriculum, preparing and
using special curriculum materials, and understanding the various techniques that
stimulate and motivate students. These services facilitate, sustain, and enhance
instruction techniques. Includes costs associated with technology personnel
(Technology Specialists), contracted support services, systems planning and analysis,
systems application development, network support services, and other technology-
related costs that relate to the support of instructional activities.
INSTRUCTIONAL STAFF TRAINING: Activities associated with the professional
development and training of instructional personnel. These include such activities
as in-service training (including mentor teachers), workshops, conferences,
demonstrations, courses for college credit (tuition reimbursement), and other
activities related to the ongoing growth and development of instructional personnel.
EDUCATIONAL MEDIA SERVICES: Activities concerned with directing, managing
and operating educational media centers. Included are school libraries, audio-visual
services and educational television.
FEDERAL GRANT ADMINISTRATION: Activities concerned with the demands of
Federal Programs grant management.
DeKalb County Budget Book —70
GENERAL ADMINISTRATION: Activities concerned with establishing and
administering policy for operating the district. These include the activities of the
members of the Board of Education. Local activities in interpretation of the laws and
statutes and general liability situations are charged here, as are the activities of
external auditors. Also recorded here are activities performed by the
superintendent, administrative support personnel and deputy, associate, or assistant
superintendent having overall administrative responsibility.
SCHOOL ADMINISTRATION: Activities concerned with overall administrative
responsibility for school operations. Included are activities of principals, assistant
principals, full time department chairpersons and clerical staff.
SUPPORT SERVICES - BUSINESS: Activities concerned with the fiscal operation of
the district, including budgeting, financial and property accounting, payroll,
inventory control, internal auditing and managing funds. Also included are
purchasing, warehouse and distribution operations, and printing, publishing and
duplicating operations.
MAINTENANCE AND OPERATION OF PLANT SERVICES: Activities concerned with
keeping the physical plant open, comfortable, and safe for use, and keeping the
grounds, buildings, and equipment in effective working condition and state of repair.
This includes the activities of maintaining safety in buildings, on the grounds, and in
the vicinity of schools. Property insurance expenditures are recorded in this
function.
SCHOOL SAFETY AND SECURITY: Activities concerned with maintaining a safe and
secure environment for students and staff. Include costs associated with security
plan development and implementation, security monitoring devices, security
personnel, security equipment, school crossing guards, school fire alarm and other
monitors, and other costs incurred in an effort to ensure the basic security and safety
of students and staff. Effective beginning FY 2025.
STUDENT TRANSPORTATION SERVICE: Activities concerned with the conveyance
of students to and from school and trips to school activities. These activities include
supervision of student transportation, vehicle operation, servicing and maintenance,
bus monitoring and traffic direction. Transportation insurance expenditures are
charged to this function.
DeKalb County Budget Book —71
SUPPORT SERVICES - CENTRAL: Central Office activities other than general
administration and business services. Included are personnel services, data
processing services, strategic planning including research, development and
evaluation on a system-wide basis; and public relations activities, such as writing,
editing and other preparation necessary to disseminate information to students,
staff and the general public.
OTHER SUPPORT SERVICES: All other support services not properly classified
elsewhere.
SCHOOL NUTRITION PROGRAM: Activities concerned with providing food to
students and staff in a school or district. This service area includes the preparation
and serving of regular and incidental meals or snacks in connection with school
activities and delivery of food.
FACILITIES ACQUISITION AND CONSTRUCTION SERVICES: Activities concerned
with the acquisition of land and buildings; renovating buildings; the construction of
buildings and additions to buildings, initial installation or extension of service
systems and other build-in equipment; and improvements to sites.
TRANSFERS TO OTHER FUNDS: Outlays which cannot be properly classified as
expenditures, but require budgetary or accounting control, including transfers to
other funds.
DeKalb County Budget Book —72
GENERAL FUND 5-YEAR HISTORY
FY2022-2023 FY2023-2024 FY2024-2025 FY2025-2026 FY2026-2027
Adopted Adopted Adopted Adopted Tentative
Instruction 762,174,883 824,704,604 856,172,655 884,871,875 933,513,238
Pupil Services 82,850,304 93,918,050 133,775,471 124,417,404 136,279,421
Improvement of Instructional Services
24,645,600 17,841,605 755,059 581,584 43,731,364
Instructional Staff Training 1,189,464 1,087,907 23,240,100 44,946,378 716,151
Educational Media Services 16,636,615 16,806,176 15,480,913 19,374,968 22,515,753
Federal Grant Administration - -
General Administration 44,956,616 63,485,320 63,266,946 45,379,092 48,900,627
School Administration 74,210,444 83,936,113 68,643,198 92,663,642 86,282,495
Support Services - Central 18,471,466 27,492,239 20,163,199 9,733,473 22,290,347
Maintenance and Operations 180,982,269 223,415,061 256,444,012 258,426,622 223,498,188
School Safety And Security - 33,378,205
Student Transportation Service 80,348,868 79,184,601 93,076,964 91,918,519 92,741,050
Support Services - Central 28,807,215 33,173,661 42,274,559 59,456,001 50,185,278
Other Support Services 1,932,772 3,431,416 1,450,974 1,734,444 250,026
School Nutrition Program 1,005,000 335,000 335,000 336,368 -
Enterprise Operations 1,346,246 61,672 1,502,100 1,290,576 55,000
Facilities Acquisition & Construction - 380,000
Operating Transfers 7,837,334 8,341,294 29,354,843 8,100,000 10,430,000
Total: 1,327,395,096 1,477,214,719 1,605,935,993 1,643,230,946 1,705,147,144
$ Change 131,290,951 149,819,623 128,721,274 37,294,953 61,916,198
% Change 10.98% 11.29% 8.71% 2.32% 3.77%
Organizational
Structure &
Personnel
ORGANIZATIONAL STRUCTURE
Dr. Norman C. Sauce
Interim Superintendent
INSPIRE * ACHIEVE * EXCEL
Information contained within this document only summarizes the Organizational
Structure for interested individuals. If there is a discrepancy between the
information in this document and the current Organizational Structure, the
documents obtained in the Superintendent's Office will always govern. The DeKalb
County School District reserves the right to modify, alter or discontinue these
reference materials for any reason.
DeKalb County Budget Book —75
Superintendent’s
Office BOARD OF EDUCATION
2026-2027
Superintendent
A dministr at ive Office
Chief Manager
Chief Information Officer Chief of Staff Chief Student Services
Financial Officer
Administrative Assistant
Superintendent
Chief o f Wrap Arou nd Chief of Schools and Leadership Chief Academic Officer
Support and Access and Opportunity
Intervention
Chief Chief Human Reso urces Chief o f Accou ntabilit y an d
Chief of CEIP
Legal Officer Officer Continuous Improvement
Chief Operating Officer C
Chief of Capital
Improvements
Chief of Staff Office Chief of Staff Office
Specialist
2026-2027
Coor dinat or of Dire ct or E xe c utive Direc tor
E xe c utive Direc tor
Org aniza tiona l Strategic Planning to the Board of Educationn Director, Audits and Compliance
Public Safety
Effectiveness
Major
Senior Busine ss
Public Safety BOE Log istics Suppor t Operations Auditor
Manager
Fingerprint Records Ci vilian Staff E xe c utive As sist ant to Fina nce Senior S chool
Commander ERT Training Lieutenant Public Saf ety (2) the BOE Auditor
Secur ity BOE Adm inist ra tive
Superintendent Assistant Internal Auditor
Crossing Guard Coordinator Safe Schools Coo rdinator (3)
Gang Sergeant
Safety As sociates (3) Administrative Assistant
School Crossing Guards
(112)
Criminal Investigations Sergeant
Data S pecialist
Campus S upervisor Coordinator Office of Pr ofessiona l Sta ndar ds /
Internal Affairs
Regional Sergeant (7)
Campus Supervisors (143)
Office R eceptionist
E xe c utive Adm inist r ative
Detectives and SRO (92)
Assistant
Office of Accountability
Chief of
and Continuous Office of Accountability and O ffice
Specialist
Continuous Improvement
Improvement
E xe c utive Direc tor
2026-2027
Executive Assistant
Federal Programs
Dir e ct or Dire ct or Senior Coordina tor Feder al
Ti tle I Programs Dire ct or
Equitable Services Programs (3)
Assessment
Coor dinat or I I
Ti tle I
Dire ct or R ese ar c h Dat a a nd
(12) Coordinator II Evaluation
Title IV Coor dinat or I I
A sse ssm ent
(3)
Senior Coordina tor
Coor dinat or I I R esearch & Data
Ti tle I (3)
Supe rvi sor W a re house
and Testing (2)
Coor dinat or I I
Ti tle II
Administrative Assistant Data Analyst (3)
Specialist III
Budget Specialist II Specialist II
Administrative Assistant
Administrative Assistant
Specialist II
Administrative Assistant
Parent Center Facilitators
(7)
Secretary
Accou nting Associate
(4)
Division of Community
Empowerment, Innovation, Office
and Partnerships 2026-2027
Specialist to CEIP
Chief Community E nga gement,
Innovation, and Partnership
De puty Ch ie f Comm unic at io ns
Officer
Manager Family Engagement Dire ct or G ra nts a nd DeKalb Schools Foundation
Manager I, S trategi c Partners
Partnerships Coordinator
Press Secretary Dr.
Specialist II, Family
Engagement
Com muni ca tions Coordinator II L
Specialist II(2)
Graphi c Design Analyst
Specialist Career
Transition
Manager M
Production
Contractors Gr aphi c Designer
(6 -10) (2)
Family Engagement
Liaison (7)
Administrative Assistant
Video Production Manager Adminis trative
Assistant
PROJE CT SPE CIA L IST IV
(2)
Video Production Specialist 1
Technician II
Communi cations Coo rdinator
Receptionist
Office Specialist
Chief Academic Officer
Division of Curriculum Deputy Chief C& I Budget Specialist
and Instruction Assistant Superintendent K-5
Curriculum and Instruction
A ssist ant Supe rint ende nt 6 -
2026-2027
Executive Assistant 12 Curriculum and Instruction
Dire ct or
Dire ct or Academic Coach Director Director of F LEX Gr adua tion I nnovat ions
Dire ct or Dire ct or Cur riculum and I nstr uc tion
Fernbank Science Center CTAE Directo r Coordinator
Senior Coordinators Of MTSS Of Literacy Ed. Media and Inst. Materials K-12
;ϴͿ
K-12 ELA
Coordinator II Flex Program Manager
FSC Co ordinator II EIP Coordinators Coordinator III
MTSS Coordinator CTAE
(2)
(2) (6)
K-12 Math
Coordinator II Coordinator III (2) 6-12 Science Instructional Staff (15)
Administrative Assistant Educational Media Coordinator III (2)
(1) K-12 Science
Coordinator III (2)
School Media
Administration Assistant
Coordinator II Coordinator II
Bookkeeper (1)
K-12 Social Studies STEM
(1) Coordinator III (2)
Instructional Materials
Coordinator
FSC K-12 Health/PE Administrative Assistant
Staff & Instructional Coordinator III (1)
Specialist Inst. Materials Technician (3)
(15)
K-12 World
Languages Accounti ng Associate
Administrative Assistant Coordinator III
(1)
K-12 Visual Arts
Coordinator III (1)
Secretary
K-12 Music
Coordinator III (1)
Secretary (2)
IB/AP
Coordinator II
6-12 Math
World Languages Administrative Coordinator III (2)
Coordinator III Assistant
(1)
K-12 Visual Arts
Coordinator III Secretary
(2)
K-12 Music
Coordinator III
(1)
Division of Access and
Opportunity Chief of Access and Opportunity Office Specialist
2026-2027
E xe c utive Direc tor of Student E xe c utive Dir ec tor St udent
Execu tive Director of
Athletics E xe c utive Adm inist r ative
Mentorships and Partnerships Coor dinat or I I A c ce ss a nd Assignment Dire ct or of I nnovat ion
Assistant
Opportunity Governance, Flexibility, C harter
Student Eng age me nt E xe c utive As sist ant Ma nage r III School
Student Assignmen t Manager I- Project Athletics Director
Coordinator III Innovations
Coor dinat or I I A c ce ss a nd Coor dinat or I II , School
Opportunity Redesign
Budget Specialist II
Dir e ct or Athletics Coordinator III
School Choice (7)
Coor dinat or of Me ntor ing and Coor dinat or I II - School
School Support Govern
Administrative Assistant Athletics
Coordinator
(2)
Coor dinat or I I S/E Auditor, Senior Charters
FACE Advocates Charters
(45)
Coordinator Pr ogra m Mana ge r O nline A thletics Spe c ialist
School Choice (2) Registration Technici an II, Innovation ( 3)
LTSE
(5)
Ti tle IV Mentoring Liaison
Online Registration
Administrative Assistant
Technici an II (7)
Administrative Assistant
Bookkeeper
Technici an I
Secretary School Choice
Chief Financial
Office Specialist to the Chief
Division of Finance Officer
Senior System
2026-2027
Engineer
Depu ty Ch ief Financial Executive Assistant
Officer
Comptroller E xe c . Direc t or V endo r Dire ct or
Director Budget Director of Allotments Director of Payrol l Risk Management
Services and Payables
Accounti ng Manager III Director of Financial Manager I
Budget Manager II Reporting
Coordinator II Pr ocur em e nt M angr . I II Payroll Manager III
Procurement Manager IIIn AP Manager III
Construction
Accountant III Clams Adjuster Liability
A cc ounta nt I II
Gudget Analyst III (2)
B (3)
Procurement Manager I Procurement Manager I A cc ounts Payable dŝŵĞΘƚƚĞŶĚĂŶĐĞ
;ϯͿ Specialist II Manager I//
Claims Adjuster (5)
Grants Analyst
A cc ounta nt I I Pur cha sing Buye r
Payr oll Spe c ialist II
(2) (2)
WŽƐŝƚŝŽŶŽŶƚƌŽů (3) Brentwood Contractors (4)
ŶĂůLJƐƚ;ϮͿ Deferred Workers Comp
Compensation Procurement. Spec. II (2) Accounts Payable Clerk III (5)
Claims
Manager I
Position Control Specialist II (2) Accounti ng Specialist A uditor , Pur ch. Suppor t Administrative Assistant
(2) Payroll Analyst I (3)
Ma nage r , L oca l School
Accounti ng
Vendor Registration
Capital Asset Clerk III , Payr oll
Manager I (2)
Specialist II, Local S chool Accountants
(ϳ) Purchasing Assistant
Cap ital A ss et s Inve ntor y
A uditor
(2)
Title I Specialist
Capital Outlay
Accountant III
L oca l School Ac c ounta nts
Analyst III
Division of Human Chief Human Resources
Officer
Office Specialist
Resources Budget Analyst III
Depu ty Ch ief Human 2026-2027
Resources
Administrative E mploye e Rel ations
Director of Total Rewards Assistant
Director of Talent Dire ct or Administrative Senior Investigator
Director of HRIS
Acquisition IGNITE Teacher Residency Assistant
Administrative
Compensation Manager Benefits Manager I Emp loyee Relations
Assistant
Coor dinat or I II Ignite HR IS Internal Inv estigator
Senior Rec r uitm en t (3)
DeKalb Residency Manager II
Manager III E mploye e Expe rience Co mp ensation
Manager III Analyst II
Talent Acquisition Managers Benefits Specialis t
(8) (4)
Recruitment Traini ng Development
Specialist Coordi nators II Ignite De Kal b HRIS Speci alist II E mploye e Rel ations
(2) Resi de nc y
(5) Specialist II
Benefi ts Techni ci an
(2)
Busi ness Solutions
Manager III Comp Specialist II Staffing
Sourci ng Specialist Technici an / Admi n Asst.
Retirement Spec ial is t
Ignite DeKalb Residents
Onboarding Assistants (8) (2)
(100) Business Solutions Specialist
E valuat ions Se nior
HR/Finance Classificat ion & Coordinator
Receptionist Compliance Manager
Payroll Assistant
Specialist II Data Control Audit
Evaluations Coordinator
ADA Specialist II
Cal l Center Manager I Wel lness Specialist
Subst itut e M ana ge rs
V er ificat ions
(1)
(2)
Cal l Center Associates
;ϯͿ Leaves Specialist
Certification Manager ;ϯͿ
HR Records Clerk s (4)
Certi fic ation Spe cia lis t
(3)
Leaves Assistant
Title I Staffing
Specialist
Division of Information and Office Specialist Chief Information Officer
Instructional Technology
2026-2027
Executive Director, Executive Director, Deputy Chief Technology
Manager III, IT Business Executive
Information and Executive Enterprise App & Data Manager III, Project Director, Information & Operations Officer
Innovation Assistant Services Management Office Network Security Assistant
Manager III, Director, IT Support
IT Project Manager Systems Engineer Custodian Manager III, Physical Manager III, Data
Manager III, Manager III, Student Applications Services
(5) Security Center & Cloud Services
Instructional Technology Information Development
Information
Plant Engineer Physical Security
Unit Manager, Business Project Specialist Security Analyst (2) Manager III, Technical Engineer Systems Engineer (3)
Instructional Systems
Unit Mgr, SIS Support Services
Technology Specialist Campus
(7) Project Liaison Supervisor Network Liaison
Systems Analyst (2) Supervisor, HelpDesk/ Specialist (4) Computer Operator (2)
Computer Svc
Technician (3) Budget Specialist Call Center
Instructional
Technology Liaison (2) Business Specialist (2) Computer Programmer
(2) Manager III, Enterprise
Records Technician Call Center Agent (3)
Program Liaison Telecom
Unit Manager, Specialist Manager III, Network
Learning Systems Services
Network Liaison
Unit Mgr, Scheduling System Engineer
Specialist (4)
System Analyst (2) System Engineer
Computer Svc IT Tech Supervisor (3) Network Liaison
Technician (3) Specialist
Applications Network Engineer
Specialist (2)
Unit Mgr, State IT Technicians (87)
Reporting Application Manager III, Asset &
Integration Analyst End-User Computing
(1)
Computer Svc
Technician (2) Information Security
System Analyst (2) Systems Engineer (2) Unit Manager,
Officer (AIC)
Technology Assets
SIS Specialist
Network Liaison Technology Assets
Web Developer (2)
Specialist (7) Technician (2)
Division of Legal
Services
Chief Legal Officer
Office Specialist
Legal Affairs
2026-2027
L eg al Dire ct or E xe c utive Le ga l Direc tor
Risk Mana ge me nt & Wor ke rs Employee Relation s & Title IX
L eg al Counse l
Compensation Se nior Le gal C ounsel
Contract Administrati on
Employee and Student Relations
L eg al Counse l Executive Assistant
Exceptional Education
Cont ra ct Spe cialist I I
(2) Coordinator Open Records
Manager I Title IX Manager I
Administrative
Assistant
Claims A djus te r L iabi lity Open R ec or ds
(3) Spe cialist II
(2)
Dist r ict Com plaint
Officer
Claims Adjuster (5)
Brentwood Contractors
(5) Workers Comp
Claims
Division of Operations Chief Operating Officer Office Specialist
Department of Facilities,
Design & Construction, Planning Depu ty Ch ief Operatio ns
Executive Assistant 2026-2027
Officer
and E-SPLOST Programming
E xe c utive Dir ec tor
Dire ct or, Planning/ SPLOST
Cap ital Imp rovements
Programming
and Maintenanceh
Analyst SPLOST Director of F acilities Design a nd Const ruc tion
Director
Facilities Facilities Facilities Facilities Facilities Facilities Facilities
State Reimbursement Maintenance Maintenance Maintenance Maintenance Maintenance Manager III
Maintenance Maintenance Senior Project Manager
Officer Manager I Manager I Manager I Manager I Manager I Manager I Manager I (2)
Operator, Light Equipment- 12 HVAC Manager
Laborer, Grounds (2)
Plumber (11) Design Manager
GIS Manager Athletics Fields Mechanic (1)
Technician, Mechanical Control (4)
General Maintenance (4)
Locksmith (5)
Hazmat Technician (1)
Pest Control (2)
Fire Alarm Technician (4) IAQ Manager
Brick Mason (2)
Audio Visual Technician (5)
Glazier (5)
Landscaper (1)
Plant Engineer (1) Regional Project
Welder (1) Assistant Project
Planning Manager Custodians (11) Manager
Roofer (4) Manager
Carpenter (13) Custodial Manager
Preventative Maintenance- HVAC (3)
Operator, Heavy Equipment (12)
(5)
HVAC Mechanic (23)
Lead Painter (1)
Fire/Life Safety Specialist (1)
Painters (4) Design Assurance
Mechanical Shop Technician (1) AECOM
Electrician (15) Specialist II
Skill Trade Supervisor
ESPLOST Accounting
Analyst Operations
GIS/ Planning Analyst
(4)
Chief Operating Officer
Division of Operations
Department of
Transportation & Fleet Services Depu ty Ch ief Operatio ns
Officer
2026-2027
Execu tive Director
Transportation and Fleet
ndo
Director of Transportation Services Director Fleet Services
Fle et Shop Ope ra tions
Transportation Manager (7) Transportation Manager Fleet Operation Manager Ma nage r Service Advisor
Safety and Training Manager Transportation Supervisor
Special Needs (2) (2) (2)
Routing Supervisor Computer Database Spec. Fleet Shop Supe r visor Electronics Tech
Trans Dist Supervisor Safety and Training Supervisor
(2)
(2)
Transportation Supervisors Budget Specialist
Routing Technicians
(7) Assistant Transportation Driver Training Fleet Data C lerk
(9) Lead Bus Mechanic
Manager (12)
(2)
Technici an-Records
Assistant Transportation Dispatch Supervisor Bus Mechanic
Manager Routing Clerk (30)
(7) (2)
Dispatch Clerks Head Custodian
(8)
Automotive Mechanic
844 School Bus Driver Customer Service Clerks
160 School Bus Monitors
Division of Operations Chief Operating Officer
Department of
Business Services Depu ty Ch ief Operatio ns
Officer 2026-2027
Administrative Assistant Director of Business Serv ices Manager III Operations Employee Manager II Board Management
Engagement and Operations Communication
Copy Center Supervisor Payroll& Field Trip Manager Project ESPLOST Specialist Supply Chain Manager III
Accounting
Payroll and Field
Printer/Binders (4)
Trip Supervisor Accounting Analyst (3) Logistics Supervisor Warehouse Supervisor
Mail Clerk II Transportation Specialist (6) Project Specialist (3) Logistics Technician Warehouse Delivery
(8) Driver (8)
Warehouse Delivery
Payroll Clerk Receptionist Helper (8)
Campus Supervisor (2)
Custodian Train Crew
Head Custodian
Division of Operations Chief Operating Officer
Department of School
Nutrition Services 2026-2027
Deputy Chief Operations Officer
Execu tive Director of S choo l
Nutrition Services
Regional Compliance Manager III Business
Executive Assistant School Nutrition/Manager III Technology Special Projects Manager
Supervisor
(8)
Claims & Revenue Free & Reduced
Operations Manager Technology Lead Specialist Specialist Supervisor Lead
Marketing Menu Compliance Procurement Distribution
Spec. Manager
Skills Trade Supervisor Lead Data Accounting Free/Reduced Technician
Technology Specialist
Vacant Technician II I
Regional Compliance Manger SNS Procurement Compliance
(2) Specialist
Kitchen Equipment Technology Support Technician II Kitchen Equipment
Specialist Free/Reduced Secretary
Mechanics (8)
Purchasing Tech
Manager Trainer
SNS Clerk
Logistics Tech (Lead)
Training Specialist III
SNS Drivers (6)
Division of Schools and Leadership
Chief of Schools and Office
Leadership Specialist
2026-2027
Area Su perin tendent Area Su perin tendent Area Su perin tendent Area Su perin tendent Area Su perin tendent
Elementary Area 1 Elementary Area 2 Elementary Area 3 Middle Schools High Schools
Executive Administrators Executive Administrators Executive Executive Administrators
EExecutive Administrators ( 2 ) (2) (2) Administrators ( 2 ) (2)
Culture and Climate Coordinators Culture and Climate Coordinators Culture and Climate Coordinators Culture and Climate Coordinators Culture and Climate Coordinators
(2) (2) (2) (2) (3)
Early Literacy Coordinator Early Literacy Coordinator Early Literacy Coordinator
Early Literacy Coordinator Early Literacy Coordinator
(2) (1) (1)
(2) (2)
Math Coordinator
Math Coordinator Math Coordinator Math Coordinator Math Coordinator (1)
(1) (1) (1) (2)
Exceptional Education
Exceptional Education Exceptional Education Exceptional Education Coordinator
Exceptional Education Coordinator (1)
Coordinator Coordinator Coordinator
(1)
(1) (1) (1)
English Language Learners
Coordinator (1)
English Language Learners English Language Learners English Language Learners English Language Learners
Coordinator (1) Coordinator (1) Coordinator (1) Coordinator (1)
Mental Health Coordinator
(1)
Mental Health Coordinator Mental Health Coordinator Mental Health Coordinator Mental Health Coordinator
(1) (1) (1) (1) Executive Administrative
Assistant (1)
Executive Administrative Executive Administrative Assistant Executive Administrative Executive Administrative
Assistant (1) (1) Assistant (1) Assistant (1)
Regional Transportation
Manager
Regional Transportation Manager Regional Transportation Manager Regional Transportation Manager Regional Transportation Manager
Facilities Maintenance
Manager I
Facilities Maintenance
Facilities Maintenance Facilities Maintenance Facilities Maintenance Manager I
Manager I Manager I Manager I Post Secondary Transition
Division of Schools and Leadership
Continued
Chief of Schools & Office
Leadership Specialist
2026-2027
Area Superintendent Area Superintendent Executive Director Senior Coordinator III
Specialty Professional Learning Coordinator III
Horizon Leadership Development
Leadership Development
Executive Administrators Executive
(3) Regional Transportation Manager Administrators ( 2 ) Coordinator II
Coordinator II
Prof Learning
Leadership Development
(3)
Facilities Maintenance
Culture and Climate Coordinators
Manager I
Culture and Climate Coordinators (1) Teacher Quality Facilitators Performance Coaches
(3) (24) 2FT - 9PT
Post Secondary Transition Early Literacy Coordinator
Early Literacy Coordinator (2) (1)
(3) Specialist II- Title IIA
Administrative Assistant
Math Coordinator
(1)
Math Coordinator
(3)
Exceptional Education Coordinator Administrative Assistant
(1)
Exceptional Education Coordinator
(2)
Mental Health Coordinator
(1) Secretary, Professional
Learning
English Language Learners
Coordinator (2) Executive Administrative
Assistant (1)
Professional Learning
Assistant
Mental Health Coordinator
(1) Regional Transportation Manager
Executive Administrative
Facilities Maintenance
Assistant (1)
Manager I
Division of Student Services
Chief of Student Services
Office
Specialist 2026-2027
Administrative
Assistant
Director Dire ct or E nglish L ang uage E xe c utive Direc tor Par e nt Me nt or
Dire ct or Exceptional Ed
GLRS Learners Coordinators III(Gifted) (2)
Early Learning and Pre K
(3)
Dire ct or Spe c ial Director Coor dinat or I II Senior Coordina tor
Coor dinat or I I Coordinator III
Counselor/Transcript Director GNETS SPED/HR/ Budget Dispute Resolution
Early Childhood(2) Academic Coaches ELL Coordinators 504/HHB
Evaluator
(7)
Coordinator II Ti tle III ELL Coordinator (3) Coor dinat or I I Coordinator III Coordinator II
Administrative Assistant Bilingual Instructional Budget Specialist Lead Psychologist
Early Childhood 504/HHB (4)
Liaisons (5)
(2)
Coordinator II Secretary
(12)
ESOL Interpreters Psychologist School
Pre-K Data Technician ESOL Screener (2) Secretary
Media Assistant
504 Liaison Based
Coordinator III
Psychologist (2)
Media Assistant
LTSE
Secretary Psychological
Data Analyst M 504/HHB Clerk II Liaisons (6)
Services
Compliance
Department
Counselors
ELL Success Facilitators LTSE Coordinator III
(3) HHB Teacher (6)
Nurse
Administrative Coordinator II
Assistant
Secretary Behavioral
Administrative
Assistant Interventionist
Secretary (9)
GNETS Teachers
For Centers
Related Services
SLP (3) Bookkeeper
OT (28)
PT (9)
Nurses (24) Registrar
Interpreters (DHH)
(18)
Division Wrap Around Services
Chief Wrap Around Support a nd
Intervention
Office Specialist 2026-2027
E xec utive Di re c to r
Student Advancement Dire ct or of W r ap - A round
Senio r Coo rdin ator , Stu den t
Advancement Director Student Relations Student Support Servi ces
Se nio r Co ordinator, Coordinator Counselor III
Student Engagement Student Advancement St udent Re la ti ons Coord i n at or II , S tuden t
Coaches (24) Coordinator II Coordinat or of Health Services
Hearing Officer (4) Title IV Social Work Services
PBIS Co ordinato r II ASEDP Site Monitor
Post Secondary Transition Counselor Coordinator II (3)
Senior Advisors
Specialists (7) Ho me le ss Soc ia l Wor ke r
(55) Consulting Nurses (7)
(2) Lead So cial Wo rker
Bu dget A nalyst
Prevention Liaison JD Hearing Specialist
Secretary, Counseling Social Worker Liaison ( 6)
Executive Admin Assistant
PBIS Specialist (7) K
Admin istrative Assistan t
Clerk III, Co unselin g Data Bu dget Specialist
Prevention Liaison Title IV Social Workers
School Based
Secretary Student Relations T itl e I V At te ndance
Specialist (7)
Secretary Social Work
DIVISION DESCRIPTION
010 - Office of the Superintendent
• Central coordination and strategic alignment across divisions.
• Supports cross-functional initiatives and high-level planning.
• Home to Internal Audits and Public Safety.
015 – Board Executive Office
• Executive Office for the DeKalb County Board of Education
020 - Schools & Leadership
• Oversees geographic clusters of schools via seven area teams.
• Includes Area Superintendents, Culture & Climate Coordinators, Content
Coordinators, and specialists in special education, English learners, and
mental health.
• Also incorporates Leadership and Professional Development Departments,
which support ongoing growth for school leaders and instructional staff.
026 – Community Engagement & Innovative Partnerships
• Grants & Partnerships: Secures funding and builds strategic partnerships to
support school initiatives and programs.
• Family Engagement: Works to involve families in their children’s education,
providing resources and support to foster strong home-school connections.
• Communications: Manages internal and external communications to keep
the community informed and engaged with the school district’s activities and
goals.
• DeKalb Schools Educational Foundation: Raises funds and provides financial
support for various educational programs and initiatives within the district.
030 – Accountability & Continuous Improvement
• Supports data analysis, assessment oversight, performance benchmarking,
and strategic evaluation
035 - Teaching and Learning
• Designs and oversees academic programming including core curriculum,
STEAM, choice programs, and instructional standards.
040 – Facilities & Operations
• Designs and oversees academic programming including core curriculum,
STEAM, choice programs, and instructional standards.
DeKalb County Budget Book —94
050 – Finance
• Manages budgeting, accounting, treasury, and financial planning across all
funds.
060 – Human Resources
• Handles staffing, recruitment, benefits, compensation, and classification
systems.
070 - Information and Instructional Technology
• Deploys technology platforms for instruction and operations, including digital
tools and infrastructure.
080 – Legal Services
• Advises on legal matters, compliance, policy, contracts, and litigation.
090 – Wrap Around Services (Student Support & Intervention)
• Implements comprehensive support including health services, social
supports, and community partnerships.
092 – Access & Opportunity
• Ensures equitable access to programs and resources across the student
population.
094 - Student Services
• Provides support programs such as counseling, mental health services, special
education coordination, and English learner services.
DeKalb County Budget Book —95
Staffing Summary (FTE by Division)
Division FTE
010 - SUPERINTENDENT'S OFFICE (Includes Chief of Staff, Internal Audit, Public Safety,
437
Stategic Management)
ADMIN. ASSISTANT AUDIT/COMPLI 1
ADMINISTRATIVE OFFICE MANAGER TO THE SUPERINTENDENT 1
ANALYST I PAYROLL 1
ASSOCIATE ELEMENTARY SCHOOLS 116
AUDITOR II INTERNAL 4
AUDITOR INTERNAL 2
AUDITOR SENIOR BUSINESS OPERATIONS 1
AUDITOR SENIOR FINANCIAL 1
CAMPUS SUPERVISOR 17
CAMPUS SUPERVISOR 10 M ONTH 1
CAMPUS SUPERVISOR 10 MO 1
CAMPUS SUPERVISOR 10 MONTH 10
CAMPUS SUPERVISOR 10-MONTH 3
CAMPUS SUPERVISOR 12 MO CENTRA 2
CAMPUS SUPERVISOR 12 MONTH 3
CAMPUS SUPERVISOR HS 10 MO 65
CAMPUS SUPERVISOR HS 10 MONTH 7
CAMPUS SUPERVISOR HS 12 MONTH 1
CAMPUS SUPERVISOR MIDDLE SCHL 27
CAMPUS SUPERVISOR MIDDLE SCHOOL 6
DeKalb County Budget Book — 96
CAMPUS SUPERVISOR MS 12 MONTH 1
CHIEF OF STAFF 1
DIRECTOR ORGANIZATIONAL EFFECTIVENESS 1
Director, Strategic Planning 1
ENGINEER I PUBLIC SAFETY 1
EXEC. ASST. PUBLIC SAFETY 1
EXECUTIVE DIRECTOR AUDITS & COMPLIANCE 1
EXECUTIVE DIRECTOR PUBLIC SAFETY 1
LIEUTENANT PUBLIC SAFETY 2
MAJOR PUBLIC SAFETY 2
OFFICE SPECIALIST 1
OFFICER SCHOOL RESOURCE 30
OFFICER SCHOOL RESOURCE MS 7
OFFICER SCHOOL RESOURCE ( HS) 16
OFFICER SCHOOL RESOURCE (HS) 2
OFFICER SCHOOL RESOURCE (MS) 2
OFFICER SCHOOL RESOURCE 12 MONTH 9
OFFICER SCHOOL RESOURCE 12MTH 7
OFFICER SCHOOL RESOURCE ES 1
OFFICER SCHOOL RESOURCES (HS) 1
RECEPTIONIST 1
SCHOOL CROSSING GUARD 57
SCHOOL CROSSING GUARD SUPV 1
SCHOOL RESOURCE OFFICER SERGEANT 1
DeKalb County Budget Book — 97
SECURITY LEAD CAMPUS 1
SECURITY RAPID RESPONSE 3
SENIOR ASSISTANT TO THE SUPERINTENDENT 1
SENIOR COORDINATOR ORGANIZATIONAL EFFECTIVENESS 1
SERGEANT 12 MONTH 1
SERGEANT GANG 1
SERGEANT SCHOOL RES TRUANCY 3
SERGEANT SCHOOL RESOURCE 4
SPECIAL FIELD ASSISTANT TO SUPERINTENDENT 1
SPECIALIST DATA CONTROL AUDIT 1
SPECIALIST III SAFE SCHOOLS 1
SUPERINTENDENT OF SCHOOLS 1
015 BOARD OFFICE 10
BOARD MEMBER SCHOOL 7
EXECUTIVE DIRECTOR BOARD OPERATIONS 1
EXECUTIVE SPECIALIST TO BOE 1
SENIOR ASSISTANT BOARD OF EDUCATION 1
020 SCHOOL LEADERSHIP 114.5
ADMIN ASST. LEADERSHIP 1
AREA SUPERINTENDENT 7
CHIEF OF SCHOOLS 1
COACH, PERFORMANCE 2.5
COORDINATOR I CULTURE AND CLIMATE 16
DeKalb County Budget Book —98
COORDINATOR I ELA 15
COORDINATOR I ELL 8
COORDINATOR I EXCEPTIONAL EDUCATION 8
COORDINATOR I MATH 10
COORDINATOR I MENTAL HEALTH 7
EXECUTIVE ADMINISTRATOR 14
EXECUTIVE ASSISTANT 1
EXECUTIVE ASSISTANT AREA 7
EXECUTIVE DIRECTOR, SCHOOL LEADERSHIP 2
FACILITATOR PROFESSIONAL LEARNING 2
MANAGER I REG FACILITIES 1
MANAGER I REGIONAL TRANSPORTA 1
OFFICE SPECIALIST TO CHIEF OF SCHOOLS 1
SECRETARY 12 MONTH 1
SENIOR COORDINATOR PROFESSIONAL LEARNING 3
SENIOR COORDINATOR SCHOOL LEADERSHIP 2
SPEC POST SECONDARY TRANS 3
SPECIALIST I BUDGET PROFESSIONAL LEARNING 1
026 COMMUNITY ENGAGEMENT AND INNOVATIVE PARTNERSHIPS 31.2
ADMIN. ASSISTANT GRANTS AND PARTNERSHIP 1
ADMINISTRATOR ON SPECIAL ASSIGNMENT 1
ANALYST III GRAPHIC DESIGNER 1
CHIEF OF COMMUNITY ENGAGEMENT AND INNOVATIVE PARTNERSHIPS 1
COORDINATOR I MARKET/COMMUNICATIONS 1
DeKalb County Budget Book —99
COORDINATOR II ASSESSMENT 1.2
DEPUTY CHIEF COMMUNICATIONS OFFICER 1
DIRECTOR GRANTS & PARTNERSHIP 1
FOUNDATION OVERSIGNT EXECUTIVE FOR C.E.I.P 1
LIAISON FAMILY ENGAGEMENT 2
LIAISON FAMILY OUTREACH 1
LIAISON, FAMILY ENGAGEMENT 3
MANAGER I FAMILY ENGAGEMENT 1
MANAGER I STRATEGIC PARTNERSHIPS 1
MANAGER III VIDEO PRODUCTION 1
OFFICE SPECIALIST 1
OFFICE SPECIALIST TO CEIP 1
PRESS SECRETARY 1
RECEPTIONIST 1
SPECIALIST II VIDEO PRODUCTION 2
SPECIALIST II, FAMILY ENGAGEMENT 1
SPECIALIST III BILINGUAL COMMUNICATIONS 1
SPECIALIST III COMMUNICATIONS 1
SPECIALIST III GRAPHIC DESIGN 1
SPECIALIST III ONLINE CONTENT 1
SPECIALIST III PROJECT 1
TECHNICIAN II, FAMILY ENGAGEMENT 1
030 ACCOUNTABILITY & CONTINUOUS IMPROVEMENT 21
ADMINISTRATIVE ASSISTANT ACCOUNTABILITY 1
DeKalb County Budget Book —100
ADMINISTRATIVE ASSISTANT RESEARCH DATA & EVAL 1
ANALYST III RESEARCH/DATA 3
CHIEF CONTINUOUS IMPROVEMENT AND ACCOUNTABILITY 1
COORDINATOR II ASSESSMENT 3
COORDINATOR II RESEARCH/DATA 3
DIRECTOR ASSESSMENT 1
DIRECTOR RESEARCH/DATA 1
EXECUTIVE ASSISTANT 1
EXECUTIVE DIRECTOR FEDERAL PROGRAMS 1
OFFICE SPECIALIST TO DEPUTY/CHIEF 1
SENIOR COORDINATOR SCHOOL IMPROVEMENT DATA ANALYTICS 1
SPECIALIST III ASSESSMENT 1
SUPERVISOR WAREHOUSE/TEST 2
035 CURRICULUM & INSTRUCTION 143.5
ADMIN. ASST. CAREER TECH. 1
ADMIN. ASST. ED. MEDIA 1
ADMIN. ASST. FERNBANK SCI CTR 1
ADMIN. ASST. VIRTUAL 1
ADMINISTRATIVE ASSISTANT 1
ADMINISTRATOR ON SPECIAL ASSIGNMENT 1
ASSISTANT LIBRARY MEDIA 1
ASSISTANT SUPERINTENDENT - CURRICULUM & INSTRUCTION ELEMENTARTY P-5 1
ASSISTANT SUPERINTENDENT - CURRICULUM & INSTRUCTION SECONDARY 6-12 1
ASSOCIATE ACCOUNTING I 2
DeKalb County Budget Book —101
BOOKKEEPER 12 MONTH 1
CHIEF ACADEMIC OFFICER 1
CLERK III DATA ENTRY 1
COORDINATOR II APPRENTICESHIP 1
COORDINATOR II CTAE/INSTRUCTION 5
COORDINATOR II EIP - ELA/READING 1
COORDINATOR II EIP MATH 1
COORDINATOR II FSC 1
COORDINATOR II IB AND AP 1
COORDINATOR II INST. MATERIAL 2
COORDINATOR II SCHOOL MEDIA 1
COORDINATOR II STEM 1
COUNSELOR VIRTUAL LEARNING 2
DEPUTY CHIEF CURRICULUM & INSTRUCTION 1
DIRECTOR CTAE 1
DIRECTOR ED. MEDIA/INST. 1
DIRECTOR FERNBANK 1
DIRECTOR K12 TEACHING & LEARNING 1
DIRECTOR MTSS FOR CURRICILUM & INSTRUCTION 1
DIRECTOR OF LITERACY FOR CURRICULUM & INSTRUCTION 1
DIRECTOR VIRTUAL LEARNING 1
EXECUTIVE ASSISSTANT CURRICULUM & INSTRUCTION 1
MANAGER I VLA PROGRAM 1
MEDIA SPECIALIST 1
DeKalb County Budget Book —102
MEDIA SPECIALIST P/T 1
OFFICE SPECIALIST 1
PARAPROFESSIONAL FERNBANK SCIENCE 1
PARAPROFESSIONAL-INSTRUCTIONAL 1
RECEPTIONIST 1
ROTC AIR FORCE ENLISTED HS 4
ROTC AIR FORCE OFFICER 6
ROTC ARMY ENLISTED HS 3
ROTC ARMY OFFICER HS 2
ROTC NAVY ENLISTED 12.5
ROTC NAVY OFFICER HS 5
SECRETARY 1
SECRETARY CURR./INSTRUCTION 1
SECRETARY CURRICULUM INSTRUCTION 1
SECRETARY ED MEDIA 2
SECRETARY II (FSC) 1
SENIOR COORDINATOR ELA 2
SENIOR COORDINATOR K12 HEALTH/PE 1
SENIOR COORDINATOR K-12 MUSIC 1
SENIOR COORDINATOR MATH 2
SENIOR COORDINATOR RTI 1
SENIOR COORDINATOR SCIENCE 2
SENIOR COORDINATOR SOCIAL STUDIES 2
SENIOR COORDINATOR VISUAL ARTS/THEATER 1
DeKalb County Budget Book —103
SENIOR COORDINATOR WORLD LANGUAGE 1
SPECIALIST II CURRICULUM & INSTRUCTION BUDGET 1
SPECIALIST II EXHIBIT SUPPORT FSC 4
SPECIALIST INSTRUCTIONAL FSC 10M 17
SPECIALIST INSTRUCTIONAL FSC 11 MONTH 3
SPECIALIST INSTRUCTIONAL FSC 12 MONTH 2
SPECIALIST VIRTUAL LEARNING 8
TEACHER ENGLISH 1
TEACHER ESOL 1
TEACHER HEALTH AND P.E. MS 1
TEACHER INTERRELATED 1
TECHNICIAN I PLANETARIUM SUPPORT 1
TECHNICIAN I FSC BUILDING SUPPORT 2
TECHNICIAN I INST. MATERIALS 2
TECHNICIAN II PLANETARIUM SUPPORT 1
TECHNICIAN II FSC BUILDING SUPPORT 1
040 FACILITIES & OPERATIONS 2,824.5
ADMINISTRATIVE ASSISTANT FACILITY DIRECTOR 1
ADMINISTRATIVE ASSISTANT 2
ADMINISTRATIVE ASSISTANT BUSINESS SERVICE 1
ADMINISTRATIVE ASSISTANT DESIGN & CONSTRUCTION 1
ADMINISTRATIVE ASSISTANT PLANNING 1
ADMINISTRATOR ON SPECIAL ASSIGNMENT 1
ANALYST I ACCOUNTING 4
DeKalb County Budget Book —104
ANALYST II OPERATIONS 2
ANALYST III ACCOUNTING 1
ANALYST III COMPENSATION 1
ANALYST III PLANNING/GIS 2
ASSISTANT FOOD SERVICE SUB 15
ASSISTANT I FOOD SERVICE P/T 2
ATTENDANT PEST CONTROL 3
BODY REPAIR TECHNICIAN 2
BUS DRIVER 656
BUS MONITOR 85
BUS MONITOR SPECIAL ED 61
CARPENTER 16
CHIEF OPERATING OFFICER 1
CLERK II MAIL 1
CLERK II RECORDS & ACCOUNTABILITY 1
CLERK III DATA ENTRY 1
CLERK III DISPATCH 4
CLERK III FACILTIES PURCHASE CARD 2
CLERK III RECORD & MATERIAL 1
CLERK III ROUTING 2
CLERK III SAFETY AND TRAINING 1
CLERK III TRANSPORTATION 1
CLERK III, DISPATCH 1
CUSTODIAN 12 M 600
DeKalb County Budget Book —105
CUSTODIAN 12 M - TRAIN CREW 6
CUSTODIAN 12 M TRAIN CREW 2
CUSTODIAN 12 MONTH - TRAIN CREW 3
CUSTODIAN 12 MONTH TRAIN CREW 5
CUSTODIAN HEAD 135
CUSTODIAN PART TIME 39
CUSTODIAN TECH - TRAIN CREW 1
CUSTODIAN TRAIN CREW 1
CUSTODIAN12 MONTH - TRAIN CREW 1
CUSTOMER SERVICE REPRESENTATIVE TRANSPORTATION 2
DEPUTY CHIEF OPERATIONS OFFICER 1
DIRECTOR BUSINESS SERVICES 1
DIRECTOR DESIGN & CONSTRUCTION 1.5
DIRECTOR FACILITIES / MAINTENANCE 1
DIRECTOR FLEET & SPECIAL TRANSPORTATION 1
DIRECTOR OF STUDENT TRANSPORTATION 1
DIRECTOR PLANNING/SPLOST PROGRAM 1
DRIVER/OPERATOR DELIVERY TRUCK 14
ELECTRICIAN 15
ENGINEER PLANT 3
EXECUTIVE ASSISTANT S/N 1
EXECUTIVE DIRECTOR CAPITAL IMPROVEMENT & FACILITIES 1
EXECUTIVE DIRECTOR SCHOOL NUTRITION 1
EXECUTIVE DIRECTOR TRANSPORTATION & FLEET OPERATIONS 1
DeKalb County Budget Book —106
GLAZIER 4
HELPER DELIVERY/WAREHOUSING 9
HELPER FLEET MAINTENANCE 4
HVAC MECHANIC/TECHNICIAN 20
HVAC MECHANIC/TECHNICIAN 50-50 5
HVAC PM MECHANIC/TECHNICIAN 2
HVAC PREVENTIVE MAINTENANCE MECHANIC/TECHNICIAN 3
HVAC TECHNICIAN 1
LABORER GROUNDS 1
LANDSCAPER 1
LIFE SAFETY MANAGER 1
LOCKSMITH 3
MANAGER ASSISTANT SCHOOL NUTR 30
MANAGER ASSISTANT SCHOOL NUTR 6HRS 1
MANAGER ASSISTANT SCHOOL NUTR 7.5 HR 1
MANAGER ASSISTANT SCHOOL NUTR 7.5HRS 1
MANAGER ASSISTANT SCHOOL NUTR 7HRS 1
MANAGER ASSISTANT SCHOOL NUTRITION 2
MANAGER ASSISTANT SCHOOL NUTRITION 7HRS 1
MANAGER I BUSINESS OPERATIONS 1
MANAGER I CALL CENTER 1
MANAGER I CUSTODIAL SERVICES 2
MANAGER I FACILITIES 3
MANAGER I FLEET/OPERATIONS 2
DeKalb County Budget Book —107
MANAGER I GIS 1
MANAGER I MAINTENANCE/INDOOR AIR 1
MANAGER I OPERATIONS 1
MANAGER I PROCUREMENT AND DISTRIBUTION 1
MANAGER I REG FACILITIES 7
MANAGER I REGIONAL TRANSPORTA 5
MANAGER I REGIONAL TRANSPORTATION 2
MANAGER I SCHOOL NUTRITION HS 1
MANAGER I TECHNOLOGY AND SPECIAL PROJECTS 1
MANAGER I TRANSPORTATION 2
MANAGER II CAPITAL PROJECTS/OUTLAY 1
MANAGER II DESIGN 1
MANAGER II HVAC 2
MANAGER II PLANNING 1
MANAGER II REGIONAL PROJECT 4
MANAGER II SCHOOL NUTRITION 1
MANAGER III ASSISTANT DIRECTOR 1
MANAGER III COMPLIANCE SNS 1
MANAGER III CUSTODIAL MAINTENANCE 2
MANAGER III FACILITIES MAINTE 3
MANAGER III HVAC 1
MANAGER III OPERATIONS 1
MANAGER III SCHOOL NUTRITION 1
MANAGER III SUPPLY CHAIN 1
DeKalb County Budget Book —108
MANAGER III SUSTAINABILITY PROGRAM 1
MANAGER ON SPECIAL ASSIGNMENT 1
MANAGER PAYROLL OPERATIONS 1
MANAGER SCHOOL NUTRITION 89
MANAGER SCHOOL NUTRITION MS 2
MANAGER SENIOR PROJECT 2
MASON BRICK 2
MASTER PLUMBER 1
MECHANIC ATHLETIC FIELDS 1
MECHANIC AUTO 2
MECHANIC BUS 33
MECHANIC BUS (CERTIFIED) 2
MECHANIC KITCHEN EQUIPMENT 3
MECHANIC LEAD AUTO/BUSES 3
OFFICE SPECIALIST TO COO 1
OPERATIONS SPLOST 1
OPERATOR HEAVY EQUIPMENT 2
OPERATOR LIGHT EQUIPMENT 9
PAINTER 17
PAINTER LEAD FACILITIES 1
Plant Engineer 44
PLUMBER 7
PREVENTIVE MAINTENANCE - HVAC 2
PRINTER/BINDER 4
DeKalb County Budget Book —109
PROCUREMENT TECHNICIAN I 1
RECEPTIONIST 1
REGIONAL COMPLIANCE MANAGER 2
REGIONAL COMPLIANCE SUPERVISOR 6
ROOFER 6
SCHOOL NUTRITION ASSISTANT 6 HR 1
SCHOOL NUTRITION ASSISTANT 6 HRS 2
SCHOOL NUTRITION ASSISTANT 6.5HRS 9
SCHOOL NUTRITION ASSISTANT 6HRS 470
SCHOOL NUTRITION ASSISTANT 7 HRS 1.5
SCHOOL NUTRITION ASSISTANT 7.5HRS 1
SCHOOL NUTRITION ASSISTANT 7HRS 61.5
SCHOOL NUTRITION ASSISTANT P/T 3
SECRETARY 1
SECRETARY WAREHOUSE STAFF 1
SERVICE ADVISOR 4
SPECIALIST I BUDGET 1
SPECIALIST I NUTRITION CLAIMS/REVENUE 1
SPECIALIST I PROCUREMENT 1
SPECIALIST I PROJECT SPLOST 1
SPECIALIST I REGIONAL TRANSPORATION 1
SPECIALIST I REGIONAL TRANSPORTATION 6
SPECIALIST II FIRE/EQUIPMENT 1
SPECIALIST II MARKETING/MENU COMPLIANCE 1
DeKalb County Budget Book —110
SPECIALIST II PROJECT 3
SPECIALIST II SENIOR RECRUITING 1
SPECIALIST II SOURCING 1
SPECIALIST III COMP & DATA 1
SPECIALIST KITCHEN EQUIPMENT 1
SPECIALIST TECHNOLOGY SNS 2
STAFFING ASSISTANT 2
SUPERVISOR ASSISTANT TRANSPORTATION 3
SUPERVISOR COORDINATE TRANSPORTATION 1
SUPERVISOR COPIER 1
SUPERVISOR DISPATCH 1
SUPERVISOR HVAC 3
SUPERVISOR I MANAGER/TRAINER 1
SUPERVISOR II FLEET OPERATION 3
SUPERVISOR II FREE/REDUCED SN 1
SUPERVISOR II LOGISTICS INVENTORY 1
SUPERVISOR III SKILLED TRADE 10
SUPERVISOR III SKILLED TRADE HVAC 1
SUPERVISOR PAYROLL/FIELD TRIP 1
SUPERVISOR ROUTING 1
SUPERVISOR SAFETY & TRAINING 1
SUPERVISOR TRANSPORTATION DISTRICT 20
SUPERVISOR WAREHOUSING SERVICES 1
SUPERVISOR, ASSISTANT TRANSPORTATION 14
DeKalb County Budget Book —111
SYSTEMWIDE ARCHITECT / ENGINEER 1
TALENT ACQUISITION MANAGER 2
TEACHER CERTIFIED LTD 3
TEACHER ON SPECIAL ASSIGNMENT 1
TECHNICIAN I COMMUNICATION E-SPLOST 1
TECHNICIAN I FREE & REDUCED 1
TECHNICIAN I LOGISTICS 9
TECHNICIAN I PURCHASING 1
TECHNICIAN I RECORDS 1
TECHNICIAN II ABATEMENT 2
TECHNICIAN II AUDIO/VISUAL 6
TECHNICIAN II DATA ACCOUNTING 1
TECHNICIAN II ELEC & TECH 2
TECHNICIAN II FIRE ALARM 1
TECHNICIAN II GENERATOR 2
TECHNICIAN II MECHANICAL CTRL 5
TECHNICIAN II ROUTING 10
TECHNICIAN II SN MNG SUPPORT 1
TECHNICIAN MASTER HVAC 1
TRAINER FIELD 4
WORKER GENERAL MAINTENANCE 23
WORKER SMALL EQUIPMENT REPAIR 2
050 FINANCE 80.0
Accountant II 1
DeKalb County Budget Book —112
ACCOUNTANT III 3
ACCOUNTANT III FINANCIAL REPORTING 2
ACCOUNTANT III, SCHOOL NUTRITION 1
ANALYST I PAYROLL 3
ANALYST III ACCOUNTS PAYABLE 1
ANALYST III BUDGET 2
ANALYST III BUDGET / POSITION CONTROL 2
ANALYST III LOCAL SCHOOL ACCOUNTING 1
ASSISTANT PURCHASING 1
ASSOCIATE P-CARD AUDIT 2
AUDITOR ACCOUNTS PAYABLE SUPPORT 1
AUDITOR II CAPITAL INVENTORY 2
AUDITOR PURCHASING SUPPORT 2
AUDITOR PURCHASING SUPPORT TRAVEL 1
AUDITOR, PAYROLL 1
BUYER 1
BUYER FURNITURE/FIXTURE/EQUIPMENT 1
CHIEF FINANCIAL OFFICER 1
CLERK III ACCOUNTS PAYABLE 5
CLERK III PAYROLL 2
COMPTROLLER 1
DEPUTY CHIEF FINANCIAL OFFICER 1
DIRECTOR ACCOUNTING/FINANCIAL REPORTING 1
DIRECTOR OF ALLOTMENTS 1
DeKalb County Budget Book —113
DIRECTOR OF BUDGET 1
DIRECTOR, PAYROLL 1
ENGINEER I SYSTEMS/FINANCIAL REPORTING/ERP SUPPORT 1
ENGINEER SENIOR SYSTEMS (FIN) 1
EXECUTIVE DIRECTOR VENDOR SERVICES AND PAYABLES 1
MANAGER I CAPITAL ASSETS 1
MANAGER I DEFERRED COMPENSATION 1
MANAGER I GRANTS 1
MANAGER I PROCUREMENT 2
MANAGER I PROCUREMENT CAPITAL 1
MANAGER I TREASURY 1
MANAGER II ALLOTMENTS 1
MANAGER II BUDGET 1
MANAGER III ACCOUNTING 1
MANAGER III ACCOUNTS PAYABLE 1
MANAGER III LOCAL SCHOOL ACCOUNTING 1
MANAGER III PAYROLL 1
MANAGER III PROCUREMENT 2
MANAGER III TIME & ATTENDANCE 1
OFFICE SPECIALIST 1
SENIOR COORDINATOR ALLOTMENTS 1
SPECIALIST I VENDOR REGISTRATION 1
SPECIALIST II ACCOUNTING 1
SPECIALIST II FINANCE TITLE I 1
DeKalb County Budget Book —114
SPECIALIST II LOCAL SCHOOL ACCOUNTING 7
SPECIALIST II PAYROLL 2
SPECIALIST II PAYROLL (LEGAL) 1
SPECIALIST II POSITION CONTROL 2
SPECIALIST II PROCUREMENT 1
SPECIALIST II PROCUREMENT CAPITAL PROJECTS 1
060 HUMAN RESOURCES 161
ADMINISTRATIVE ASSISTANT 2
ANALYST II COMPENSATION 5
ANALYST II DATA HUMAN CAPITAL 1
ANALYST III HR BUSINESS 1
ASSISTANT HUMAN RESOURCES 1
ASSISTANT HUMAN RESOURCES PAYROLL 1
ASSISTANT LEAVES ADMIN 1
ASSISTANT PRINCIPAL (MS) 1
ASSISTANT VERIFICATION HR 3
ASSOCIATE EMPLOYEE SERVICES 2
BUS STAFF LTD 2
CERTIFIED STAFF Z SCHEDULE LTD 2
CHIEF HUMAN RESOURCE OFFICER 1
CLERK II, HRIS 3
COORDINATOR I, IGNITE TEACHER RESIDENCY 5
COORDINATOR II EVALUATIONS 1
DEPUTY CHIEF HUMAN RESOURCE OFFICER 1
DeKalb County Budget Book —115
DIRECTOR EMPLOYMENT SERVICES 1
DIRECTOR OF IGNITE DEKALB TEACHER RESIDENCY 1
DIRECTOR TOTAL REWARDS 1
HUMAN RESOURCES DIRECTOR OF HRIS 1
INVESTIGATOR INTERNAL 3
INVESTIGATOR SENIOR 1
MANAGER I BENEFITS 1
MANAGER I CALL CENTER 1
MANAGER I CERTIFICATION 1
MANAGER I LEAVES 1
MANAGER I SUBSTITUTES 1
MANAGER I TOTAL REWARD 1
MANAGER II HRIS 1
MANAGER III COMP & INSURANCE 1
MANAGER III EMPLOYEE EXPERIENCE 1
MANAGER III HR BUSINESS SOLUTIONS 1
OFFICE SPECIALIST 1
SENIOR COORDINATOR EVALUATIONS 1
SENIOR COORDINATOR IGNITE DEKALB TEACHER RESIDENCY 1
SENIOR RECRUITING MANAGER III 1
SPECIALIST DATA CONTROL AUDIT 1
SPECIALIST II ADA 1
SPECIALIST II BUSINESS IMPLEMENTATION 2
SPECIALIST II CERTIFICATION 2
DeKalb County Budget Book —116
SPECIALIST II COMPENSATION 1
SPECIALIST II GRIEVANCE 1
SPECIALIST II INSURANCE 1
SPECIALIST II LEAVES 1
SPECIALIST II LEAVES ADMINIST 2
SPECIALIST II RECRUITMENT 1
SPECIALIST II RETIREMENT SERVICE 2
SPECIALIST II SOURCING 1
STAFFING ASSISTANT 8
TALENT ACQUISITION MANAGER 7
TALENT ACQUISITION MANAGER P/T 1
TEACHER, IGNITE 71
TECHNICIAN I BENEFITS 1
TECHNICIAN I INSURANCE 1
TECHNICIAN I STAFFING 1
070 INFORMATION & INSTRUCTIONAL TECHNOLOGY 209
ADMINISTRATIVE ASSISTANT 1
ANALYST I FACILIATOR IT 1
ANALYST I INFORMATION SECURITY 1
ANALYST II ERP SUPPORT 1
ANALYST II SYSTEMS 2
ANALYST II, APPLICATION INTEGRATION 1
ASSISTANT PROJECT 1
CALL CENTER AGENT 3
DeKalb County Budget Book — 117
CAMPUS SUPERVISOR 12 MONTH CENTRAL 1
CHIEF INFORMATION OFFICER 1
COORDINATOR II TECHNOLOGY INNOVATION 1
CUSTODIAN 12 MONTH - TRAIN CREW 1
DEPUTY CHIEF TECHNOLOGY OFFICER 1
DIRECTOR INFORAMTION AND IT SECURITY 1
DIRECTOR TECHNOLOGY SUPPORT SERVICES 1
ENGINEER I NETWORK 2
ENGINEER I SYSTEMS 7
ENGINEER I SYSTEMS TELECOMMUNICATION 1
ENGINEER I WIRELESS NETWORK 1
ENGINEER PHYSICAL SECURITY 1
ENGINEER PLANT 1
EXECUTIVE ASSISTANT INNOVATION/INFORMATION 1
EXECUTIVE ASSISTANT IT 1
EXECUTIVE DIRECTOR ENTERPRISE APPLICATIONS AND DATA SERVICES 1
EXECUTIVE DIRECTOR INFORMATION/INNOVATION 1
INTERIM MANAGER III NETWORK SERVICES 1
LIAISON INSTRUCTIONAL TECHNOLOGY 2
LIAISON PROJECT 1
MANAGER I SPECIAL PROJECTS 1
MANAGER II INFORMATION SECURITY 1
MANAGER II SECURTIY AWARENESS & ENGAGEMENT LEAD 1
MANAGER II SIS SCHEDULING 1
DeKalb County Budget Book — 118
MANAGER II UNIT ENTERPRISE SERVICES 1
MANAGER II UNIT LEARNING SYSTEMS 1
MANAGER II UNIT TECH ASSETS 1
MANAGER II UNIT-STATE REPORTING 1
MANAGER III APPLICATION DEVELOPMENT 1
MANAGER III ASSET END USER 1
MANAGER III DATA CENTER & CLOUD SERVICES 1
MANAGER III ENTERPRISE SYSTEM 1
MANAGER III INSTRUCTIONAL TECHNOLOGY 1
MANAGER III IT BUSINESS 1
MANAGER III PHYSICAL SECURITY 1
MANAGER III STUDENT INFORMATION SYSTEM 1
MANAGER III TECH SUPPORT 1
MANAGER IT PMO 1
MANAGER IT PROJECT 5
MANAGER UNIT-STUDENT INFO SYS 1
OFFICE SPECIALIST 1
OPERATOR COMPUTER 1
OPERATOR LEAD COMPUTER 1
PROGRAMMER 1
SPECIALIST I BUDGET (IT) 2
SPECIALIST I BUSINESS SYSTEMS 2
SPECIALIST I NETWORK LIAISON 2
SPECIALIST II DATA MANAGEMENT 1
DeKalb County Budget Book — 119
SPECIALIST II INSTRUCTIONAL TECHNOLOGY 9
SPECIALIST II NETWORK LIAISON 14
SPECIALIST II PROJECT MANAGEMENT 1
SPECIALIST II, PROGRAM LIAISON 1
SPECIALIST III STUDENT INFORMATION 1
SPECIALIST RECORDS RETENTION 1
SUPERVISOR TECHNOLOGY INTERGRATION 3
TECHNICIAN I COMPUTER SERVICES 10
TECHNICIAN I RECORDS 1
TECHNICIAN II, TECH ASSETS 2
TECHNICIAN INFORMATION TECHNOLOGY 90
WEB DEVELOPER 1
WEB DEVELOPER SENIOR 1
080 LEGAL SERVICES 20
ADJUSTER WORKERS' COMP CASE 3
ADMIN ASSISTANT RISK MGMT 1
CHIEF OF LEGAL 1
CLAIMS ADJUST ALL LINES 2
DIRECTOR RISK MANAGEMENT 1
EXEC. DIR. EMPLOYEE RELATIONS and Title IX 1
EXECUTIVE ASSISTANT EMPLOYEE RELATIONS 1
LEGAL COUNSEL CONTRACT ADMINISTRATION 2
LEGAL COUNSEL EXCEPTIONAL EDUCATION 1
MANAGER I RECORDS 1
DeKalb County Budget Book —120
MANAGER I RISK MANAGEMENT 1
OFFICE SPECIALIST 1
SPECIALIST II COMPLIANCE 2
SPECIALIST II EMPLOYEE RELATIONS 2
090 STUDENT SUPPORT & INTERVENTION 112
ADMINISTRATIVE ASSISTANT 1
ADMINISTRATIVE ASSISTANT OF SAFE SCHOOLS AND STUDENT RELATIONS 1
ANALYST III BUDGET 1
CHIEF WRAP AROUND SERVICES 1
Clerk III, Counseling 1
COACH LEAD STUDENT ENGAGEMENT LIAISON- TITLE IV 1
COACH PBIS 7
COCH STUDENT ENGAGEMENT- TITLE IV 21
COORDINATOR II ASEDP 1
COORDINATOR II COUNSELING 3
COORDINATOR II FEDERAL PROGRAMS 1
COORDINATOR II PBIS 1
DATA CLERK COUNSELING HS 20
DIRECTOR OF WRAP AROUND & SUPPORT SERVICES 1
DIRECTOR STUDENT RELATIONS 1
EXECUTIVE ASSISTANT STUDENT ADVANCEMENT 1
EXECUTIVE DIRECTOR STUDENT ADVANCEMENT 1
FACILITATOR EL SUCCESS 2
HEARING OFFICER STUDENT RELATIONS 4
DeKalb County Budget Book — 121
LIAISON MENTORING TITLE IV 1
LIAISON PREVENTION TITLE IV 1
LIAISON, LEAD PREVENTION INTERVENTION 1
NURSE SCHOOL CONSULTING 7
OFFICE SPECIALIST TO DEPUTY/CHIEF 1
SECRETARY 1
SECRETARY COUNSELING 1
SECRETARY HOMELESS EDUCATION 1
SECRETARY SOCIAL WORK 1
SENIOR COORDINATOR 2
SENIOR COORDINATOR SOCIAL WORK 1
SENIOR COORDINATOR STUDENT ADVANCEMENT 1
SOCIAL WORKER LEAD 1
SOCIAL WORKER LIAISON 6
SPECIALIST I BUDGET 1
SPECIALIST II ATTENDANCE 7
SPECIALIST II HEARING 1
SPECIALIST POST SECONDARY TRANSITION 7
092 ACCESS & OPPORTUNITY 48
ADMIN ASSISTANT, ATHLETICS 1
ADMINISTRATIVE ASSISTANT 0.5
ADMINISTRATOR ON SPECIAL ASSIGNMENT 1
BOOKKEEPER 12 MONTH 1
CHIEF OF EQUITY 1
DeKalb County Budget Book —122
COORDINATOR I ATHLETICS 2
COORDINATOR I, MENTORING AND SCHOOL SUPPORT 1
COORDINATOR II SCHOOL CHOICE 2
COORDINATOR II, DIVERSITY, EQUITY & INCLUSION 2
DIRECTOR ATHLETICS 1
DIRECTOR SCHOOL CHOICE 1
DIRECTOR SCHOOL INNOVATION 0.5
EXECUTIVE ASSISTANT 3
EXECUTIVE DIRECTOR ATHLETICS 1
EXECUTIVE DIRECTOR OF STUDENT ASSIGNMENTS 1
EXECUTIVE DIRECTOR STUDENT MENTORSHIP & PARTNERSHIP 1
MANAGER I PROJECT-GRANT FUND 1
MANAGER-ONLINE REGISTRATION/RECORDS 1
OFFICE SPECIALIST TO CHIEF OF DIVERSITY, EQUITY & INCLUSION 1
ONLINE REGISTRAR 7
SECRETARY SCHOOL CHOICE 1
SENIOR COORDINATOR ATHLETICS 7
SENIOR COORDINATOR SCHOOL GOVERNANCE 1
SENIOR COORDINATOR SCHOOL REDESIGN 1
SENIOR COORDINATOR STUDENT ADVANCEMENT 1
SENIOR COORDINATOR STUDENT ENGAGEMENT 1
SPECIALIST II ATHLETICS 3
TECHNICIAN I SCHOOL OPTIONS 1
TECHNICIAN II SCHOOL CHOICE 1
DeKalb County Budget Book —123
TECHNICIAN II SCHOOL INNOVATION 0.5
094 STUDENT SERVICES 218
ADMINISTRATIVE ASSISTANT ELL 1
ADMINISTRATIVE ASSISTANT EXEPTIONAL EDUCATION 1
ANALYST ELL DATA (077101) 1
ANALYST III BUDGET 1
ASSISTANT PRINCIPAL (ES) 1
ASSOCIATE ACCOUNTING I 1
BOOKKEEPER (ELEMENTARY) 12 MO 1
CHIEF OF STUDENT SERVICES AND INTERVENTION 1
CLERK II PSYCH SERVICES 1
COORDINATOR II 504/HHB 2
COORDINATOR II EARLY CHILDHOOD 2
COORDINATOR II ENGLISH LEARNERS 5
COORDINATOR II GNETS 1
COORDINATOR II PROFESSIONAL LEARNING TITLE III 1
COORDINATOR II SPECIAL/EXCEPTION 5
COUNSELOR I 1
COUNSELOR II TRANSCRIPT EVALU 1.5
CUSTODIAN 12 MONTH (ELEM) 2
CUSTODIAN HEAD 1
DIAGNOSTICIAN NO PTS 1
DIRECTOR - EARLY LEARNING CENTER 1
DIRECTOR SPECIAL EDUCATION 1
DeKalb County Budget Book —124
EXECUTIVE ASSISTANT EXCEPTION EDUCATION 1
EXECUTIVE DIRECTOR EARLY LEARNING PROGRAMS 1
EXECUTIVE DIRECTOR ENGLISH LEARNERS 1
EXECUTIVE DIRECTOR SPECIAL EDUCATION 1
FACILITATOR PROFESSIONAL LEARNING SPEC ED 1
INTERPRETER 10 MONTH ESOL 1
INTERPRETER 12 MONTH ESOL 1
INTERPRETER ESOL 11
INTERPRETER ESOL 10 MONTH 1
INTERPRETER ESOL 10 MONTH 12
INTERPRETER ESOL 12 MONTH 13
INTERPRETER FOR THE DEAF NP 3
LEAD TEACHER - SPEC ED 734 5
LIAISON 504 HHB 2
LIAISON BILINGUAL INSTRUCTION 2
LIAISON SPECIAL EDUCATION NP 1
MEDIA ASSISTANT - GLRS 1
MEDIA SPECIALIST (ES) 1
NURSE SCHOOL S/E LOCAL PTS 1
OFFICE SPECIALIST TO CHIEF OF STUDENT SERVICES 1
PARA SPEECH/LANGUAGE 734 2
PARAPROFESSIONAL COMMUNICATION 1
PARAPROFESSIONAL PRE K LOCAL 13
Paraprofessional PREK 3 LOCAL 10
DeKalb County Budget Book —125
PARAPROFESSIONAL SPECIAL EDUCATION 1
PARAPROFESSIONAL-PSE (126) 2
PHYSICAL THERAPIST 1
PHYSICAL THERAPIST NP 2
PSYCHOLOGIST LEAD 1
SCHOOL PSYCHOLOGIST 0.5
SECRETARY 1
SECRETARY SPEC ED 8
SECRETARY 12 MONTH 1
SECRETARY HOMEBOUND 1
SECRETARY PSYCHOLOGICAL SERVICES 1
SENIOR COORDINATOR 504/HHB 1
SENIOR COORDINATOR EXCEPTIONAL EDUCATION 4
SENIOR COORDINATOR GIFTED & TALENT 2
SENIOR COORDINATOR GNETS 2
SENIOR COORDINATOR SCHOOL PSYCH 1
SENIOR COORDINATOR SPECIAL EDUCATION 1
SPECIAL EDUCATION LIAISON TRANSITION 1
SPECIALIST ESOL 5
SPECIALIST ESOL BUDGET 1
SPECIALIST TRANSLATION & INTERPRETATION 1
SPEECH LANGUAGE PATHOLOGIST 2
SPEECH LANGUAGE PATHOLOGIST 734 1
TEACHER ART 1
DeKalb County Budget Book — 126
TEACHER ASSISTANT 1
TEACHER ESOL INTERNATIONAL CT 1
TEACHER GERMAN HS 1
TEACHER HEALTH AND PHYS. ED. 1
TEACHER HOSPITAL HOMEBOUND 2
TEACHER PRE SCH S/E 126201 NP 3
TEACHER PREK 3 LOCAL 10
TEACHER PRE-K CERTIFIED 17
TEACHER PREK SPEC ED 1
TEACHER PREK SPECIAL ED. 2
TEACHER PRESCHOOL SPECIAL ED 1
TEACHER PRESCHOOL SPECIAL ED. 6
TEACHER PRESCHOOL SPED NO PT. 8
TECHNICIAN II PREK 1
DeKalb County Budget Book — 127
Compensation & Benefits Overview
Compensation & Benefits in the DeKalb County School District (DCSD) highlights the
latest enhancements in staff compensation, retirement benefits, and support
programs.
Teacher Compensation (FY2026–27)
• 2026–27 Teacher Salary Schedule (Slot E02 – base scale):
■ Starting salary (Step 1): $60,110
■ Step increases continue annually, with Step 30 reaching $79,114
• 2026–27 Teacher Salary Schedule (Slot E04–E07 – degrees):
■ Salaries vary by degree:
✓ Bachelor’s degree Example Step 9: $67,800
✓ Progressively increasing with degrees and steps—Up to $113,300
at upper levels
FY2026–27 Continuing Incentives
• Supplemental Retirement Match:
■ District offers a 2% match on employee 403(b) contributions for those
meeting tenure requirements (5 years for TRS, 2 years for PSERS).
• Full Step:
■ Full step for all eligible DCSD employees.
DeKalb County Budget Book — 128
Department /
Program Budgets
DIVISION DESCRIPTION
010 - Office of the Superintendent
• Central coordination and strategic alignment across divisions.
• Supports cross-functional initiatives and high-level planning.
• Home to Internal Audits and Public Safety.
015 – Board Executive Office
• Executive Office for the DeKalb County Board of Education
020 - Schools & Leadership
• Oversees geographic clusters of schools via seven area teams.
• Includes Area Superintendents, Culture & Climate Coordinators, Content
Coordinators, and specialists in special education, English learners, and
mental health.
• Also incorporates Leadership and Professional Development Departments,
which support ongoing growth for school leaders and instructional staff.
026 – Community Engagement & Innovative Partnership
• Grants & Partnerships: Secures funding and builds strategic partnerships to
support school initiatives and programs.
• Family Engagement: Works to involve families in their children’s education,
providing resources and support to foster strong home-school connections.
• Communications: Manages internal and external communications to keep
the community informed and engaged with the school district’s activities and
goals.
• DeKalb Schools Educational Foundation: Raises funds and provides financial
support for various educational programs and initiatives within the district.
030 – Accountability & Continuous Improvement
• Supports data analysis, assessment oversight, performance benchmarking,
and strategic evaluation
035 – Teaching & Learning
• Designs and oversees academic programming including core curriculum,
STEAM, choice programs, and instructional standards.
040 – Facilities & Operations
• Designs and oversees academic programming including core curriculum,
STEAM, choice programs, and instructional standards.
050 – Finance
• Manages budgeting, accounting, treasury, and financial planning across all
funds.
060 – Human Resources
• Handles staffing, recruitment, benefits, compensation, and classification
systems.
070 - Information and Instructional Technology
• Deploys technology platforms for instruction and operations, including digital
tools and infrastructure.
080 – Legal Services
• Advises on legal matters, compliance, policy, contracts, and litigation.
090 – Wrap Around Services (Student Support & Intervention)
• Implements comprehensive support including health services, social
supports, and community partnerships.
092 – Access & Opportunity
• Ensures equitable access to programs and resources across the student
population.
094 - Student Services
• Provides support programs such as counseling, mental health services, special
education coordination, and English learner services.
BUDGET SUMMARIES BY DIVISION
% Change
FY2027 FY2026 Difference FY26 to
FY27
Accountability & Continuous
Improvement 9,115,801 6,343,215 2,772,586 43.7%
BOE Executive Office 1,038,676 1,036,295 2,381 0.2%
Community Engagement &
Innovative Partnerships 6,820,513 5,844,376 976,137 16.7%
Teaching & Learning 75,884,623 38,732,168 37,152,455 95.9%
Access & Opportunity 15,533,297 10,059,309 5,473,988 54.4%
Facilities & Operations 271,298,716 304,995,217
(33,696,501) -11.0%
Finance 11,481,179 13,371,992 (1,890,813) -14.1%
Human Resources 20,886,657 19,995,789 890,868 4.5%
Instruction & Information
Technology 46,049,424 45,580,542 468,882 1.0%
Legal Services 21,208,050 22,470,185 (1,262,135) -5.6%
School Leadership &
Development 24,509,750 19,496,330 5,013,420 25.7%
Student Services 35,358,283 26,351,785 9,006,498 34.2%
Wrap Around Services 15,117,581 13,279,545 1,838,036 13.8%
Superintendent's Office
(includes Public Safety, Strategic Mgmt, and
Internal Audit) 20,180,538 33,971,314 (13,790,776) -40.6%
TOTAL: 574,483,088 561,528,062 12,955,026 2.3%
SUPT. OFFICE DIVISION NUMBER: 010
FY2026 / FY2027 COMPARISON
FY2026 Approved Budget FY2027 Budget Request
# of Employees 260 Amount Requested Impact of Change
Total # of New
Salaries/Benefits 21,469,653 # of Employees 260 Position (s) -
Requested
Total Total
Cost of Position
Discretionary 12,447,661 Salaries/Benefits 17,792,038 (3,677,615)
(s) Requested
Funds
Total Amount of
Discretionary 6,443,778 Discretionary (6,003,883)
Total Division Funds Increase
33,917,314
Budget
Total Requested Total Cost of
24,235,816 (9,681,498)
Budget Change
ADDITIONAL DISCRETIONARY DIVISION REDUCTION
$2,388,500
REVISED BUDGET:
Total Salaries/Benefit: $17,792,03
Total Discretionary Funds: $4,055,278
TOTAL REQUESTED BUDGET: $20,180,538
DeKalb County Budget Book —133
BOE EXECUTIVE OFFICE DIVISION NUMBER: 015
FY2026 / FY2027 COMPARISON
FY2026 Approved Budget FY2027 Budget Request
# of Employees 10 Amount Requested Impact of Change
Total # of New
Salaries/Benefits 773,273 # of Employees 10 Position (s) -
Requested
Total Total
Cost of Position
Discretionary 263,201 Salaries/Benefits 762,969 (10,304)
(s) Requested
Funds
Total Amount of
Discretionary 289,276 Discretionary 26,075
Total Division Funds Increase
1,036,295
Budget
Total Requested Total Cost of
1,052,245 15,771
Budget Change
ADDITIONAL DISCRETIONARY DIVISION REDUCTION
$13,569
REVISED BUDGET:
Total Salaries/Benefit: $762,969
Total Discretionary Funds: $275,707
TOTAL REQUESTED BUDGET: $1,038,676
DeKalb County Budget Book — 134
SCHOOL LEADERSHIP DIVISION NUMBER: 020
FY2026 / FY2027 COMPARISON
FY2026 Approved Budget FY2027 Budget Request
# of Employees 115 Amount Requested Impact of Change
Total # of New
Salaries/Benefits 17,151,367 # of Employees 115 Position (s) -
Requested
Total Total
Cost of Position
Discretionary 2,344,962 Salaries/Benefits 21,192,339 4,040,972
(s) Requested
Funds
Total Amount of
Discretionary 3,455,882 Discretionary 1,110,920
Total Division Funds Increase
19,496,330
Budget
Total Requested Total Cost of
24,648,221 5,151,892
Budget Change
ADDITIONAL DISCRETIONARY DIVISION REDUCTION
$138,471
REVISED BUDGET:
Total Salaries/Benefit: $21,192,339 (Horizon Support)
Total Discretionary Funds: $3,317,411
TOTAL REQUESTED BUDGET: $24,509,750
DeKalb County Budget Book —135
COMMUNITY ENGAGEMNT &
DIVISION NUMBER: 026
INNOVATIVE PARTNERSHIPS
FY2026 / FY2027 COMPARISON
FY2026 Approved Budget FY2027 Budget Request
# of Employees 35 Amount Requested Impact of Change
Total # of New
Salaries/Benefits 4,213,450 # of Employees 35 Position (s) -
Requested
Total Total
Cost of Position
Discretionary 1,630,926 Salaries/Benefits 5,095,366 881,916
(s) Requested
Funds
Total Amount of
Discretionary 1,952,299 Discretionary 321,373
Total Division Funds Increase
5,844,376
Budget
Total Requested Total Cost of
7,047,665 1,203,289
Budget Change
ADDITIONAL DISCRETIONARY DIVISION REDUCTION
$227,152
REVISED BUDGET:
Total Salaries/Benefit: $5,095,366
Total Discretionary Funds: $1,725,147
TOTAL REQUESTED BUDGET: $6,820,513
DeKalb County Budget Book —136
ACCOUNTABILITY &
DIVISION NUMBER: 030
CONTINUOUS IMPROVEMENT
FY2026 / FY2027 COMPARISON
FY2026 Approved Budget FY2027 Budget Request
# of Employees 21 Amount Requested Impact of Change
Total # of New
Salaries/Benefits 2,994,443 # of Employees 21 Position (s) -
Requested
Total Total
Cost of Position
Discretionary 3,348,772 Salaries/Benefits 4,421,594 1,427,151
(s) Requested
Funds
Total Amount of
Discretionary 4,721,575 Discretionary 1,372,803
Total Division Funds Increase
6,343,215
Budget
Total Requested Total Cost of
9,143,169 2,799,954
Budget Change
ADDITIONAL DISCRETIONARY DIVISION REDUCTION
$27,36
REVISED BUDGET:
Total Salaries/Benefit: $4,421,594
Total Discretionary Funds: $4,694,207
TOTAL REQUESTED BUDGET: $9,115,801
DeKalb County Budget Book — 137
TEACHING &
DIVISION NUMBER: 035
LEARNING
FY2026 / FY2027 COMPARISON
FY2026 Approved Budget FY2027 Budget Request
# of Employees 143 Amount Requested Impact of Change
Total # of New
Salaries/Benefits 17,125,113 # of Employees 143 Position (s) -
Requested
Total Total
Cost of Position
Discretionary 21,607,055 Salaries/Benefits 19,613,425 2,488,312
(s) Requested
Funds
Total Amount of
Discretionary 57,440,878 Discretionary 35,833,823
Total Division Funds Increase
38,732,168
Budget
Total Requested Total Cost of
77,054,303 38,322,135
Budget Change
ADDITIONAL DISCRETIONARY DIVISION REDUCTION
$1,169,680
REVISED BUDGET:
Total Salaries/Benefit: $19,613,425
Total Discretionary Funds: $56,271,198 (Curriculum refresh)
TOTAL REQUESTED BUDGET: $75,884,623
DeKalb County Budget Book — 138
FACILITIES &
DIVISION NUMBER: 040
OPERATIONS
FY2026 / FY2027 COMPARISON
FY2026 Approved Budget FY2027 Budget Request
# of Employees 2,168 Amount Requested Impact of Change
Total # of New
Salaries/Benefits 133,741,348 # of Employees 1303 Position (s) -864
Requested
Total Total
Cost of Position
Discretionary 171,253,869 Salaries/Benefits 96,983,583 (36,757,765)
(s) Requested
Funds
Total Amount of
Discretionary 181,309,088 Discretionary 10,055,219
Total Division Funds Increase
304,995,217
Budget
Total Requested Total Cost of
278,292,671 (26,702,546)
Budget Change
ADDITIONAL DISCRETIONARY DIVISION REDUCTION $6,993,955
REVISED BUDGET:
Total Salaries/Benefit: $96,983,583 (-864 Custodian positions moved back to school budgets)
Total Discretionary Funds: $174,315,133
TOTAL REQUESTED BUDGET: $271,298,716
DeKalb County Budget Book — 139
FINANCE DIVISION NUMBER: 050
FY2026 / FY2027 COMPARISON
FY2026 Approved Budget FY2027 Budget Request
# of Employees 78 (typo s/b 87) Amount Requested Impact of Change
Total # of New
Salaries/Benefit 9,594,524 # of Employees 91 Position (s) 4
s: Requested
Total Total
Cost of Position
Discretionary 3,777,468 Salaries/Benefit 8,664,842 (929,682)
(s) Requested
Funds s
Total Amount of
Discretionary 2,841,000 Discretionary (936,468)
Total Division Funds Increase
13,371,992
Budget
Total Requested Total Cost of
11,505,842 (1,866,150)
Budget Change
ADDITIONAL DISCRETIONARY DIVISION REDUCTION
$24,663
REVISED BUDGET:
Total Salaries/Benefit: $8,664,842 (Less assigned employees)
Total Discretionary Funds: $2,816,337
TOTAL REQUESTED BUDGET: $11,481,179
DeKalb County Budget Book —140
HUMAN RESOURCES DIVISION NUMBER: 060
FY2026 / FY2027 COMPARISON
FY2026 Approved Budget FY2027 Budget Request
# of Employees 162 Amount Requested Impact of Change
Total # of New
Salaries/Benefits 15,411,233 # of Employees 162 Position (s) -
Requested
Total Total
Cost of Position
Discretionary 4,584,556 Salaries/Benefits 18,819,902 3,408,669
(s) Requested
Funds
Total Amount of
Discretionary 2,103,517 Discretionary (2,481,039)
Total Division Funds Increase
19,995,789
Budget
Total Requested Total Cost of
20,923,419 927,630
Budget Change
ADDITIONAL DISCRETIONARY DIVISION REDUCTION
$36,862
REVISED BUDGET:
Total Salaries/Benefit: $18,819,902
Total Discretionary Funds: $2,066,655
TOTAL REQUESTED BUDGET: $20,886,657
DeKalb County Budget Book — 141
INFORMATION
DIVISION NUMBER: 070
TECHNOLOGY
FY2026 / FY2027 COMPARISON
FY2026 Approved Budget FY2027 Budget Request
# of Employees 209 Amount Requested Impact of Change
Total # of New
Salaries/Benefits 22,590,976 # of Employees 209 Position (s) -
Requested
Total Total
Cost of Position
Discretionary 22,989,357 Salaries/Benefits 24,011,079 1,420,103
(s) Requested
Funds
Total Amount of
Discretionary 22,622,798 Discretionary (366,559)
Total Division Funds Increase
45,580,333
Budget
Total Requested Total Cost of
46,633,877 1,053,544
Budget Change
ADDITIONAL DISCRETIONARY DIVISION REDUCTION
$584,453
REVISED BUDGET:
Total Salaries/Benefit: $24,011,079
Total Discretionary Funds: $22,038,345
TOTAL REQUESTED BUDGET: $46,049,424
DeKalb County Budget Book —142
LEGAL SERVICES DIVISION NUMBER: 080
FY2026 / FY2027 COMPARISON
FY2026 Approved Budget FY2027 Budget Request
# of Employees 21 Amount Requested Impact of Change
Total # of New
Salaries/Benefits 13,945,348 # of Employees 21 Position (s) -
Requested
Total Total
Cost of Position
Discretionary 8,615,335 Salaries/Benefits 11,274,756 (2,670,592)
(s) Requested
Funds
Total Amount of
Discretionary 9,945,737 Discretionary 1,330,402
Total Division Funds Increase
22,560,683
Budget
Total Requested Total Cost of
21,220,493 (1,340,190)
Budget Change
ADDITIONAL DISCRETIONARY DIVISION REDUCTION
$12,443
REVISED BUDGET:
Total Salaries/Benefit: $11,274,756
Total Discretionary Funds: $9,945,737
TOTAL REQUESTED BUDGET: $21,208,050
DeKalb County Budget Book —143
WRAP AROUND
DIVISION NUMBER: 090
SERVICES
FY2026 / FY2027 COMPARISON
FY2026 Approved Budget FY2027 Budget Request
# of Employees 77 Amount Requested Impact of Change
Total # of New
Salaries/Benefits 9,503,872 # of Employees 77 Position (s) -
Requested
Total Total
Cost of Position
Discretionary 3,775,673 Salaries/Benefits 11,104,548 1,600,676
(s) Requested
Funds
Total Amount of
Discretionary 4,220,621 Discretionary 444,948
Total Division Funds Increase
13,279,545
Budget
Total Requested Total Cost of
15,325,169 2,045,624
Budget Change
ADDITIONAL DISCRETIONARY DIVISION REDUCTION
$207,588
REVISED BUDGET:
Total Salaries/Benefit: $11,104,548
Total Discretionary Funds: $4,013,033
TOTAL REQUESTED BUDGET: $15,117,581
DeKalb County Budget Book — 144
ACCESS &
DIVISION NUMBER: 092
OPPORTUNITY
FY2025 / FY2026 COMPARISON
FY2025 Approved Budget FY2026 Budget Request
# of Employees 48 Amount Requested Impact of Change
Total # of New
Salaries/Benefits 6,543,346 # of Employees 48 Position (s) -
Requested
Total Total
Cost of Position
Discretionary 3,515,963 Salaries/Benefits 9,506,159 2,965,813
(s) Requested
Funds
Total Amount of
Discretionary 6,365,026 Discretionary 2,849,063
Total Division Funds Increase
10,059,309
Budget
Total Requested 15,871,185 Total Cost of
5,811,876
Budget Change
ADDITIONAL DISCRETIONARY DIVISION REDUCTION
$337,888
REVISED BUDGET:
Total Salaries/Benefit: $9,506,159
Total Discretionary Funds: $6,027,138
TOTAL REQUESTED BUDGET: $15,533,297
DeKalb County Budget Book — 145
STUDENT SERVICES DIVISION NUMBER: 094
FY2026 / FY2027 COMPARISON
FY2026 Approved Budget FY2027 Budget Request
# of Employees 164 Amount Requested Impact of Change
Total # of New
Salaries/Benefits 17,527,334 # of Employees 164 Position (s) -
Requested
Total Total
Cost of Position
Discretionary 8,824,450 Salaries/Benefits 26,124,956 8,597,622
(s) Requested
Funds
Total Amount of
Discretionary 10,105,414 Discretionary 1,280,964
Total Division Funds Increase
26,351,785
Budget
Total Requested Total Cost of
36,230,370 9,878,585
Budget Change
ADDITIONAL DISCRETIONARY DIVISION REDUCTION
$872,087
REVISED BUDGET:
Total Salaries/Benefit: $26,124,956
Total Discretionary Funds: $9,233,327
TOTAL REQUESTED BUDGET: $35,358,283
DeKalb County Budget Book —146
Provided by: The Division of Finance
FY27 School Allotment Guidelines
1
Provided by: The Division of Finance
TABLE OF CONTENTS
About the School Allotment Guidelines .......................................................................................... 4
Budget Basics.................................................................................................................................. 5
Schools Based Budgets ....................................................................................................... 5
Staffing Flexibility................................................................................................................ 5
Principal Accountability ...................................................................................................... 6
Principal’s Advisory Council (PAC) ....................................................................................... 6
Title I Comparability............................................................................................................ 7
Average Salary & Benefits ................................................................................................... 9
The School Allotment Sheet ................................................................................................ 9
Additional District Support.................................................................................................. 9
Student Enrollment........................................................................................................... 10
Supplements ..................................................................................................................... 10
Substitutes ........................................................................................................................ 10
Non-Personnel Funds........................................................................................................ 10
Personnel Staffing ............................................................................................................. 10
Charter Schools................................................................................................................. 10
Per Pupil Allocation........................................................................................................... 11
Non-traditional Course Offerings................................................................................................. 11
Flex Academy of Excellence Virtual School Allocation ...................................................... 12
Teacher Allocations (ES/MS/HS) .................................................................................................. 12
Support Staff ................................................................................................................................ 15
Special Programs - Personnel ....................................................................................................... 20
Special Programs - CTAE .............................................................................................................. 22
Special Education Allocation......................................................................................................... 29
Lead Teacher Special Education (LTSE) Allocation Formula ........................................................ 32
2
Provided by: The Division of Finance
Charter School Statutory Formula ................................................................................................ 32
Glossary ........................................................................................................................................ 36
Appendix A (Elementary Area I, II, and III Allotment Sheets) ..................................................... 42
Appendix B (Middle School Area Allotment Sheets) ................................................................... 96
Appendix C (High School Allotment Sheets) .............................................................................. 115
Appendix D (Specialty Area Allotment Sheets).......................................................................... 138
Appendix E (Horizon Area Allotment Sheets) ............................................................................ 155
3
Provided by: The Division of Finance
ABOUT THE SCHOOL ALLOTMENT GUIDELINES
The School Allotment Guidelines (SAG) is a document that houses all of DeKalb County School
District (DCSD) staff allotment formulas. Formulas for earning positions are contained in this
document. These positions include all teaching, support positions and special programs
funded with the general budget. This document allows DCSD to manage and protect public
funds through efficient and effective use of available resources.
INTRODUCTION
Each fiscal year as directed by the School Board, the DeKalb County School District (DCSD)
develops allotment formulas and guidelines for all schools. This approach allows DCSD to
continue to use an open budget development process, so school-based programs throughout
DCSD are efficiently and equitably funded.
The school allotment formulas and guidelines are the responsibility of the Superintendent.
In compiling the SAG, the Budget Department obtains necessary assistance and direct support
from the Department of Budgets, Allotments and Scheduling. This department uses the
Resource Allocation Methodology Plan (RAMP) as its foundational document, as well as
receiving feedback from Curriculum and Instruction, Federal Programs, Exceptional Education
and the Department of Facilities and Operation. A District-wide Allotment Meeting is held to
review and provide feedback to the SAG before releasing the document to the public.
RESOURCE ALLOCATION METHODOLOGY PLAN (RAMP)
What is the RAMP?
The RAMP is a local district and GaDOE approved document which outlines the
methodology and allotment formulas used to equitably distribute state and local funds to
all schools in the district regardless of Title I status.
4
Provided by: The Division of Finance
School Based Budgets:
Based on these allotment guidelines, the Division of Finance develops school-based budget
outputs. Principals and school leaders should understand the rationale behind the
development of the school budgets and be able to effectively communicate this rationale to
the public they serve. Each principal works with their leadership team, Area Superintendent,
and Principals Advisory Committee (PAC) to develop a budget that meets the needs of the
specific student population at their school that aligns with the SAG and initiatives of the 2024-
2029 Strategic Plan.
Teacher allocations for special programs, such as Special Education, ESOL and Career
Technical and Agriculture Education (CTAE) are based on needs as assessed by the various
District Program Leads, as defined by the allotment formula for each of those areas. All
formulas used in allotments are applied the same way to all schools regardless of a school’s
Title I status.
Staffing Flexibility:
DCSD uses site-based budgeting and site-based management through its “Bottom-Up”
budget development approach. Each principal is fully empowered through a budgeting
process that provides reasonable flexibility, high accountability, innovation, and results-
driven budget recommendations aligned with each school’s Allotment Sheet, strategic plan
and the initiatives of the 2024-2029 Strategic Plan. This flexibility, paired with accountability,
enables principals to deploy staff according to their schools’ needs. As part of this flexibility,
additional personnel allotments may be used for other positions as long as the students’
instructional goals and maximum class size are met.
BUDGET BASICS
The “Flexibility” icon is used throughout this document to help principals easily identify
where they have flexibility with their school budgets. Note: A Principal may still need to consult
with the Office of Allotments, their Area Leadership Team, and Scheduling to determine if a
position is flexible for their school.
5
Provided by: The Division of Finance
Principal Accountability:
The principal is responsible for the fiscal management of all funds included in the school
budgets. Principals will be provided with a School Allotment Sheet for their school. The final
School Allotments are distributed to principals in February prior to the next school year. The
School Allotment Sheet allows principals to plan for the upcoming school year. This is
especially important if the school must make personnel changes. Therefore, if a school loses
allotments, personnel must be displaced and reassigned to another location Principals should
work with their Talent Acquisition Manager on the displacement of personnel.
On the other hand, if a school gains allotments, the principal will have time to recruit and hire
new teachers. The Allotment Sheet provides principals with information relative to their most
recent October FTE reporting cycle. Information may include earnings, department and program
allotments, as well as historical data from the previous year for comparison purposes. The
financial stability of a school is reflected in the management of resources, expenditures,
accuracy of staffing records and overall judgment in the general management of all school
allotment funds. It is the responsibility of the principal to conclude the school year with the
school’s allotment showing a zero or positive balance. No expenditures should be made in
excess of the current budget and staff hired must correspond to the approved budgeted
positions.
Principal Advisory Council (PAC):
The Principal Advisory Council is an integral component of DeKalb County School District’s
Strategic Waiver. PACs are responsible for setting and monitoring the strategic direction of
the schools.
The PACs are responsible for the following:
• Approve the school’s Continuous School Improvement Plan (CSIP)
• Provide feedback on the principal’s performance
• Interface with the school’s Title I committee (where applicable)
• Roll out of the annual CSIP and implementation
6
Provided by: The Division of Finance
BUDGET BASICS
Title I Comparability:
Comparability is one indication that a school district is using its Title I funds to supplement and
not supplant other funding sources it uses to educate students. Meeting comparability means
that a school district provides services in its Title I schools which are at least comparable to
services the school district provides in its non-Title I schools. Schools should not count on
comparability allotments due to changes from year to year. All formulas used in allotments
are to be applied the same way to all schools regardless of a school’s Title I status.
Equitable application of the allotment formulas must result in school-based programs that
are sufficiently and equitably funded. This allows DCSD to meet its Title I comparability
requirements. Comparability is a requirement for receiving Title I funds. Meeting
comparability is a federal, Title I Part A, requirement.
• There are multiple ways to meet comparability:
o GaDOE has established the student/instructional staff ratio as the
method for districts to use to determine comparability.
o The number of students in a school is defined as the total enrollment in the
school minus the pre-kindergarten enrollment in the school. When using
student/instructional staff ratios to compare the average number of students
per instructional staff in each Title I school with the average number of students
per instructional staff in non-Title I schools, an LEA may consider a Title I school
comparable if its average does not exceed 15 percent of the average of non-
Title I schools (This was changed from 10% to 15% per GaDOE email dated
January 15, 2021).
o Resource Allocation Methodology Plan (RAMP)- A districtwide RAMP
describes the methodology used to demonstrate the equitable distribution of
state and local funds to all schools in the district regardless of Title I status.
Additional factors that may be included in a District’s RAM/P may be based on
student characteristics such as poverty, limited English proficiency, or
disability, etc. as is allowed through the section 1120A(c) of the Elementary
and Secondary Education Act of 1965 (ESEA) which provides that an LEA may
receive Title I, Part A funds only if it uses state and local funds to provide
services in Title I schools that, taken as a whole, are at least comparable to
the services provided in schools that are not receiving Title I funds.
7
Provided by: The Division of Finance
• There are no waivers for meeting comparability.
Comparability Timeline:
August-September
• DCSD Allotment/Staffing/Budget and Title I will obtain preliminary staff and
enrollment information from appropriate district staff. An early determination of
comparability would allow the district to make adjustments with the least amount
of disruption.
• DCSD Allotment/Staffing/Budget and Title I will decide which calculation
methodology to use in consultation with the GaDOE. Should there be a significant
difference in the enrollments of schools within a grade span DCSD Title I office will
consult with the GaDOE regarding the division enrollment to be used.
• DCSD will identify date and collection methodologies for gathering data needed to
complete calculations.
• DCSD will conduct quality assurance audits of the staff and enrollment data sources.
October-November
• DCSD will collect, audit, and submit final collections as of the date-certain.
• DCSD will confirm final Certified Personnel Index (CPI) and Enrollment data with
the GaDOE’s online application and GaDOE Title Program staff.
• DCSD Allotment/Staffing/Budget will make final Comparability calculations based
upon verified student enrollment and staff data (CPI).
• Where final determination indicates a need for additional staff at a Title I
school, the district will provide the instructional staff to the Title I school no later
than December 1.
• DCSD Allotment/Staffing/Budget will share final Comparability calculations with
Title I, Finance and HR as well as other departments as determined appropriate.
• DCSD Allotment/Staffing/Budget and Title I will maintain source documentation to
support the calculations and documentation to demonstrate that any needed
adjustments to staff assignments were made annually to ensure compliance.
December
• DCSD will make determination to achieve comparability by reassigning staff,
providing additional allotments or revising the RAMP.
• DCSD will notify Administrators of receiving and losing schools.
• DCSD will determine effective date of movement of staff.
8
Provided by: The Division of Finance
Average Salary & Benefits:
Salaries are calculated based on a district-wide average salary scale. Salaries are not adjusted
based on the actual person occupying the position. Therefore, schools are not penalized for
higher salaries, and schools cannot recoup funds for employees with salaries lower than the
average salary. In addition, benefits are calculated using a standard base rate for the district.
Schools will not recoup any portion of a position’s benefits including employees not receiving
benefits. Salary calculations are applied identically to all schools regardless of a school’s Title
I status.
The School Allotment Sheet:
DCSD annually develops a Consolidated Budget that reflects the Board of Education and
the Superintendent’s goals and priorities. To this end, the Finance Division annually develops a
Budget that incorporates such goals and priorities with input from multiple internal
and external stakeholders, while ensuring that all schools are equitably provided with the
necessary resources to meet the unique needs of their students and stakeholders. Under
State law, all final approved Budgets must be financially balanced and in place by July 1 to
commence the fiscal year. Regular education allocations are based on October FTE earnings.
Special education allotments are added to the allotment sheet in a separate section. This
department manages their own allotments. Special Education allotments are based on the
needs of students with disabilities at each school. Schools have the flexibility, with guidance
from their Area Leadership Team, Curriculum and Instruction and Schools have the flexibility,
with guidance from their Area Leadership Team, Curriculum and Instruction and Finance, to
use additional instructional allotments to reduce homeroom class size, hire
paraprofessionals or hire support teachers such as technology, foreign language and/or
STEM to best support the instructional needs of their students. Once schools have their
required number of teachers by grade, and/or course, Title I funds can be used to hire an
additional/supplemental teacher to implement an action step/intervention that is noted in
the local Continuous School Improvement Plan (CSIP).
Additional District Support:
The Board of Education and Superintendent approved the equitable provision of State and
Local Funds to aid schools in meeting the schools’ challenges. The greatest need was in
academic achievement based on standardized assessment (CCRPI Score). Based on each
school’s CCRPI Score, schools were awarded additional funds in the form of personnel
allotments to be added to the school’s base allotment.
9
Provided by: The Division of Finance
BUDGET BASICS
Student Enrollment:
The student enrollment and Full Time Equivalent (FTE) data will be used to determine the
appropriate staff allocation earned for each school as determined by the formulas contained
within both, the School Allotment Guidelines (SAG) as well as the Resource Allocation
Methodology Plan (RAMP). It is the responsibility of each school principal to ensure that all
student enrollment data is accurately reflected in Infinite Campus. This includes withdrawing
students (with correct withdrawal codes) from the count who are not enrolled in school.
Data accuracy and integrity is a critical component of the leveling process which allows the
District to adjust staff allocations for schools that are over enrolled or under enrolled.
Supplements:
Employees who perform extra duties (e.g., grade-level chairpersons, department
chairpersons, coaches, etc.) may be paid a supplement. The number of supplemented
positions and amount of the supplements are determined annually by Human
Resources/Total Rewards.
Substitutes:
Some positions are eligible for substitutes at a daily rate as determined by Human Resources.
A STAR Substitute is a special designation substitute assigned at one school. They are hired
by the principal and have a daily assignment at the school.
Non-Personnel Funds:
In addition to personnel earnings generated from the school allotment formulas and guidelines,
schools also receive non-personnel funds. These funds include, but are not limited to, Athletic
Services and per pupil allotments.
Personnel Staffing:
Teaching positions are non-flexible positions and cannot be converted for non-
instructional purposes.
Charter Schools:
Funding for a charter school’s instructional and administrative programs will comply with
the Georgia Charter Schools Act of 1998, Article 31 of the Official Code of Georgia
Annotated and applicable State Board of Education rules. DCSD start-up charter schools
receive a proportionate share of the district’s state and local revenue. The District shall
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fund charter schools pursuant to the funding formula provided by O.C.G.A.§20-2-
2068.1(a)-(c). Charter Schools are funded no less favorably than traditional DeKalb
County School District Schools. Charter Schools must comply with the District's Letter of
Assurances, local and state law.
The Charter School is responsible for the hiring of all personnel required to implement the
contract. The Charter School’s hiring decisions may not cause the District to fail to meet
federal comparability standards. The District will inform the Board each year if the Charter
School’s staffing practices need to be adjusted to meet federal comparability. Failure to
follow District guidance may result in a federal fine.
BUDGET BASICS
DeKalb County School District Charter Schools are listed below.
DeKalb Agriculture Technology and Environment Leadership Preparatory Academy
DeKalb PATH Academy Tapestry Public Charter School
DeKalb Preparatory Academy The Globe Academy
International Community School The Museum School of Avondale Estates
Per Pupil Allocation:
The per-pupil allocation is a base allocation provided for each student enrolled at a school.
The intent of the base is to provide an amount that is sufficient to cover essential needs
at a school. The accounts used in determining this base amount includes costs for classroom,
custodial, training, office supplies, library orders, materials, copier fees and maintenance, in-
system travel, and postage. While schools do spend more on other costs such as technology
and professional development, spending on these items vary significantly between schools, so
they are not included in the determination of the base amount.
NON-TRADITIONAL COURSE OFFERING
Flex Academy of Excellence Virtual School:
Flex Academy of Excellence is a virtual learning program offered to DCSD middle and high
school students to provide flexible options that meet diverse learning needs and promote
excellence, success, and innovation. FLEX Academy offers online courses that can be
scheduled both during the school day and after hours. This enables students to expand their
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learning day and gain credits that lead to graduation and college and career readiness.
Our course offerings include core academic and elective classes.
Currently, DCSD funds FLEX Academy enrollments through the Information Technology
Department with no impact to local school budgets.
DCSD uses preregistration to monitor and forecast the number of online enrollments per
semester. At the end of each year, the department of Information Technology updates its
budget to reflect sustainable growth of online learning within DCSD.
FLEX ACADEMY OF EXCELLENCE VIRTUAL SCHOOL ALLOCATION
Enrollment does not directly impact staffing. The instructors are not coded in the system
as teachers; they are listed as Virtual Learning Specialist. Flex Academy exist as a program
and not a separate school. Therefore, the teacher/student allocation does not apply.
TEACHER ALLOCATIONS
Min. Class Max. Class
Grades / Subjects
Size Size
Regular Kindergarten 21 26
Regular Kindergarten w/Paraprofessional 21 28
Regular Grades 1-3 23 29
Grades 4-5 25 30
Grades 6-8 25 30
Grades 9-12 25 34
Elementary Schools
Pupil/General Ed Classroom Teacher Ratios:
Kindergarten: 26 to 1 (Maximum Class Size to 1 Teacher)
Total general education FTE ÷ 21 = # Teachers (rounded up to the nearest whole)
Grades 1-3: 29 to 1 (Maximum Class Size to 1 Teacher)
Total general education FTE ÷ 23 = # Teachers (each grade level is calculated separately; rounded to nearest whole).
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Grades 4-5: 30 to 1 (Maximum Class Size to 1 Teacher)
Total general education FTE ÷ 29 = # Teachers (each grade level is calculated separately, rounded to nearest whole).
Middle Schools
Pupil/General Ed. Classroom Teacher Ratios:
Grades 6-8: 34 to 1 (Maximum Class Size to 1 Teacher)
Total general education FTE ÷ 25.5 = # Teachers (rounded to the nearest whole)
High Schools
Pupil/General Ed. Classroom Teacher Ratios:
Grades 9-12: 34 to 1 (Maximum Class Size to 1 Teacher)
Total general education FTE ÷ 27.5 = # Teachers (rounded to the nearest whole)
Area Leadership Teams and Principals should closely monitor the enrollment changes and the master
schedule for each high school to make the appropriate adjustments to the high school teaching
allocations based on various factors such as smaller AP classes, maximum class size, etc.
TEACHER ALLOCATIONS
Gifted Liaison Resource Teachers:
Grades K-5 Maximum Class Size: 25
Grades 6-8 Maximum Class Size: 29
Grades 9-12 Maximum Class Size: 29
All schools receive a base allocation of .50 for gifted students. If the gifted enrollment
is between 50-99, schools will receive a full-time gifted liaison teacher for a total of 1.00
allotment for gifted. Any number above 100 will receive an additional 1.0 allotment per 50
students not to exceed a maximum of 4.0 allotments to serve the additional gifted students.
The chart below provides gifted support based on the number of gifted students
served.
Gifted Student Support
0 – 49 Students .50
50 – 99 Students 1.00
100 – 149 Students 2.00
150 - 199 Students 3.00
200 & Above Students 4.00
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FY26 Funding and Maximum Class Size
Codes Grades Funding Size Max Class Size +2
A K 21 24
A K with Para 21 26
B 1-3 23 27
C 4-5 25 28
I K-5 Gifted (Resource) 18 23
A/B/C K-5 Fine Arts 21 37
EL=Y K-3 ESOL 11 13
EL=Y K-3 ESOL with Para 11 15
K-5 PE w/o Para Grade Level Class Size 46
K-5 PE with Para 58
9 6-8 Middle Grades Program (MGP) 25 28
H 6-8 Middle School Program (MSP) 25 28
I 6-8 Gifted (Advanced Content and 17.5 27
Resource)
J 6-8 Remedial (REP) 21 24
9/H 6-8 Instrumental Music (Band) 25 104
9/H 6-8 Choral Music 25 84
9/H 6-8 Physical Education 25 46
9/H 6-8 Fine Arts & World Language 25 37
(Taught as part of connections)
9/H 6-8 World Language for Carnegie Unit 25 36
Credit
EL=Y 4-8 ESOL 11 16
EL=Y 4-8 ESOL with Para 11 19
D 9-12 25 32
(GENERAL)
K 9-12 25 32
(VOCATIONAL)
I 9-12 Gifted 16.5 27
(Advanced Content and Resource)
J 9-12 Remedial / (REP) 21 24
EL=Y 9-12 ESOL 11 20
EL=Y 9-12 ESOL 11 22
with a Para
ALTERNATIVE EDUCATION 21 22
D 9-12 Instrumental Music (Band) 25 104
D 9-12 All Other Subjects 25 39
Example: Art
D 9-12 Choral Music 25 84
D 9-12 Physical Education 25 46
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Provided by: The Division of Finance
SUPPORT STAFF NON-FLEXIBLE
Position Elementary Middle High
Principal 1 per school 1 per school 1 per school
1 – 499 = 2.0 1 – 499 = 2.0
1 – 699 = 1.0 500 – 899 = 3.0 500 – 899 = 3.0
Asst. 700 – 1099 = 2.0 900 – 1299 = 3.0 900 – 1299 = 3.0
Principal 1100 - 1499 = 3.0 1300 – 1699 = 4.0 1300 – 1699 = 4.0
1500 + = 4.0 1700 - 2099 = 5.0 1700 – 2099 = 5.0
2100 + = 6.0 2100 + = 6.0
Bookkeeper 1 per school 1 per school 1 per school
Media Specialist 1 per school 1 per school 1 per school
Athletic Director 1 per school
(AD)
School Nurse 1 per school 1 per school 1 per school
In School
Suspension (ISS) 1 per school 1 per school
Elementary Security 0 – 799 Students = 1.0
Associate (ESA) N/A N/A
800 + Students= 2.0
0 – 999 Students = 3.0 0 – 1199 Students = 4.0
Campus Supervisor 1000 + Students = 4.0 1200 – 1799 Students = 5.0
N/A
1800 + Students = 6.0
School Resource N/A 1 per school 2 per school
Officer (SRO)
1 per school 1 per school 1 per school
Star Substitute
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Provided by: The Division of Finance
SUPPORT STAFF NON-FLEXIBLE
Position Elementary Middle High
0 –499 = 2.0 0 – 499 = 2.0
0 - 399 = 1.0 500 - 899 = 3.0 500 – 899 = 3.0
400 - 699 = 1.5 900 – 1299 = 3.0 900 – 1299 = 3.0
Counselor
700 – 1099 = 2.0 1300 - 1699 = 4.0 1300 – 1699 = 4.0
1100 + = 3.0 1700 – 2099 = 5.0 1700 – 2099 = 5.0
2100 + = 6.0 2100 + = 6.0
0-649 0-649
1.0 = 10M Secretary 1.0 = 10M Secretary
1.0 = 12M Registrar 1.0 = 12M Registrar
1.0 = 12M Bookkeeper 1.0 = 12M Bookkeeper
650-799 650-799
2.0 = 10M Secretaries 2.0 = 10M Secretaries
1.0 = 12M Bookkeeper 1.0 = 12M Bookkeeper
1.0 = 12M Registrar 1.0 = 12M Registrar
0-799 800-1199 800-1199
1.0 = 10M Secretary 4.0 = 10M Secretaries 4.0 = 10M Secretaries
1.00 = 12M Bookkeeper 1.0 = 12M Bookkeeper 1.0 = 12M Bookkeeper
Clerical/Secretary
1.0 = 12M Registrar 1.0 = 12M Registrar
800 + 1200-1649 1200-1649
2.0 = 10M Secretaries 5.0 = 10M Secretaries 5.0 = 10M Secretaries
1.0 = 12M Bookkeeper 1.0 = 12M Bookkeeper 1.0 = 12M Bookkeeper
1.0 = 12M Registrar 1.0 = 12M Registrar
1650-1999 1650-1999
6.0 = 10M Secretaries 6.0 = 10M Secretaries
1.0 = 12M Bookkeeper 1.0 = 12M Bookkeeper
1.0 = 12M Registrar 1.0 = 12M Registrar
2000 + 2000 +
7.0 = 10M Secretaries 7.0 = 10M Secretaries
1.0 = 12M Bookkeeper 1.0 = 12M Bookkeeper
1.0 12M Registrar 1.0 12M Registrar
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Provided by: The Division of Finance
SUPPORT STAFF CON’T… NON-FLEXIBLE
1/22,000 sq. ft. 1/22,000 sq. ft.
1/22,000 sq. ft.
1 Plant Engineer 1 Plant Engineer
• Large Elementary Schools above 128,000 Sq. Ft. will receive 1
Custodian
Plant Engineer.
• Schools with trailers receive an additional .50 allotment for
every 7 additional trailers. If the trailer is a modular classroom
with 4 classrooms and restrooms. Add .50 allotment for trailer
restrooms. Custodian allotments are rounded.
New school allotments are based on the Forecast Enrollment of
New School students from the sending schools and the square footage of the new
Allotment building. Custodial allotments are adjusted to support schools with
transition.
DeKalb County is a large school District with many unique schools.
Therefore, school overages can occur from a variety reasons:
Overages Additional Earned Allotments,
Administrative Transfers and/or Special Permission.
1 per school based on 1 per school based on 1 per school based on
Library Media Assistant the allocation the allocation the allocation
Lead Teacher for Special 1 per school based on 1 per school based on 1 per school based on
Education (LTSE) the allocation the allocation the allocation
Multi-Tiered System of 1 per school based on 1 per school based on 1 per school based on
Support (MTSS) the allocation the allocation the allocation
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Provided by: The Division of Finance
SPECIAL PROGRAMS-PERSONNEL NON-FLEXIBLE
Positions Allotment Formula
# of Students # of Teachers
Art Teachers
0 – 399 .50 Teacher
(ES)
400 + 1.00 Teacher
Art Teachers 0 – 1299 1.00 Teacher
(MS & HS) 1300 + 2.00 Teachers
EIP Self-Contained Grades K-5: 14 to 1 Teacher
Teachers
Grades K: 18 to 1 Teacher
EIP Augmented Grades K w/Para: 20 to 1 Teacher
Teachers Grades 1-3: 21 to 1 Teacher
Grades 4-5: 30 to 1 Teacher
Remedial REP
Grades 6-12: 21 to 1 Teacher
Teachers
Special Note: For FY26, the Office of Allotments reviewed the October 2024 FTE EIP earnings and compared it to the
RAMP allocation method above. The Office of Allotments awarded the higher of the two to the individual schools in
an effort to maximized IEP instruction and to better support student achievement.
Allocations are based on the number of students, model used to serve
ESOL Teachers students and the needs assessments in order to serve K-12 qualifying
Limited English Proficient students.
# of ES Students # of Teachers
0 – 799 1.00 Teacher
800 – 1199 2.00 Teacher
1200 + 3.00 Teachers
# of MS & HS Students # of Teachers
General Music/Chorus
0 – 499 1.00 Teachers
Teachers
500 – 899 2.00 Teachers
900 – 1299 2.50 Teachers
1300 – 1699 3.00 Teachers
1700 – 2099 3.50 Teachers
2100 + 4.00 Teachers
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Provided by: The Division of Finance
Positions Allotment Formula
• Elementary Schools participating in the IB Program will
receive 1.5 additional allotments to support the program.
• Middle Schools participating in the IB Program will
IB Teacher Allotments receive 4.0 additional allotments to support the
program.
• High Schools participating in the IB Program will receive 1.0
additional allotment to support the program.
# of ES Students # of Teachers # of Assistants
0 – 799 1.00 Teacher N/A
800 – 1199 2.00 Teacher N/A
1200 + 3.00 Teachers N/A
# of MS & HS # of Teachers # of Assistants
Physical Education Students
Teachers 0 – 499 2.00 Teachers N/A
500 – 899 3.00 Teachers N/A
900 – 1299 4.00 Teachers N/A
1300 - 1699 5.00 Teachers N/A
1700 - 2099 6.00 Teachers N/A
2100 + 7.00 Teachers N/A
0.50 allotments are awarded to every elementary school to support an
Band/Strings itinerant band (.25) and strings (.25) teacher. This allocation can vary
depending on the number of schools the itinerant teacher(s)serves.
Less than 150 Cadets 1 Officer and 1 Enlisted (NCO)
More than 150 Cadets 1 Officer and 2 Enlisted (NCOs)
JROTC Instructors (HS)
This does not include special schools and special programs (Elizabeth
Andrews HS, DECA, DSA, DeKalb Alternative or Warren Tech Program).
Special Note: JROTC only serves schools in attendance zones.
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Provided by: The Division of Finance
SPECIAL PROGRAMS – PRE-KINDERGARTEN (K4) NON-FLEXIBLE
The DeKalb County School District (DCSD) offers lottery funded Georgia Pre-Kindergarten
Program classes throughout the district. The Pre-Kindergarten program is funded by the
Georgia State Lottery, governed by Bright from the Start. Each class must contain one full-
time Lead Teacher and one full-time Paraprofessional. A 2:22 (lead teacher and
para/student) ratio requirement per class is expected with a minimum requirement for
funding of 2:18. Inclusion classrooms must contain one full-time Lead Teacher, one full-
time Paraprofessional, and one full-time Exceptional Education Teacher. Inclusion
classrooms have a ratio of 3:18 (lead teacher, para, and SE teacher/student) with 6 reserved
seats for students with special needs. The classroom allotment is not based upon student
enrollment.
SPECIAL PROGRAMS – PERSONNEL NON-FLEXIBLE
Positions Allotment Formula
School Social Workers are employed at the district level and assigned
School Social to schools based on identified needs. Social Workers are currently
Workers assigned based on an allotment scale ranging from. 25 to 1.0.
(All) Additionally, schools that demonstrated high social work referral rates
may be allotted more based on a 3-year trend data.
A school psychologist is assigned to each school, including District
charter locations and centers. Additionally, a school psychologist
may be assigned to support more than one school. The allocation
School
reflects the number of schools that school psychologist supports. These
Psychologists
are itinerant positions, and staff are assigned to support schools based
(All)
upon student need, allotted positions, and staff availability. The
Department of Exceptional Education is responsible for hiring,
assigning, supporting, and evaluating school psychologists.
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Provided by: The Division of Finance
Special Programs - Horizon Schools NON-FLEXIBLE
To support low-performing State-identified and sustainability schools, the District
continues to provide the following support for the Horizon Schools. Schools have the
autonomy to evaluate their instructional program and hire additional staff.
The following eligible positions are available:
Option #1
..........................................................................................................................................................
..........................................................................................................................................................
..........................................................................................................................................................
..........................................................................................................................................................
Option #2
1 Mental Health Counselor
..........................................................................................................................................................
..........................................................................................................................................................
..........................................................................................................................................................
1 Teacher of their choice
1 Behavior Support Interventionist
..........................................................................................................................................................
.......................................................................................................................................................... 2
Paraprofessionals
1 Reading Specialist
1 Math Specialist
*Support will be provided for two years for any Horizon School that recently exited the
state of Georgia’s identified list.
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Provided by: The Division of Finance
DCSD Horizon Schools
As of July 01, 2025
CSI ATSI TSI Plus
Lowest 5% SWD SWD Schools that have exited
Graduation Rate < GADOE’s State-Identified List.
67% However, DCSD will continue
to provide support and
resources for sustainability.
Graduation Rate Browns Mill ES Oakview ES Dresden ES
Cross Keys HS Hightower ES Stone Mill ES Flat Rock ES
Lithonia HS Towers HS Mary McLeod Bethune MS
Graduation Rate & Dr. Martin Luther Woodridge ES Ronald E. McNair MS
Lowest Performance King, Jr. HS Ronald E. McNair DLA Montclair ES
Elizabeth Andrews Murphey Candler ES *Chapel Hill ES Peachcrest ES
Rock Chapel ES *Indian Creek ES Fairington ES
Lowest Performance Snapfinger ES *Rowland ES Panola Way ES
(Tier IV) Stoneview ES *Toney ES Shadow Rock ES
Flat Shoals ES-CCRPI Salem MS
Stone Mtn ES-CCRPI Pine Ridge ES
*Note: New 2025 Ronald E. McNair HS
Clarkston HS
DeKalb Alternative Program
SPECIAL PROGRAMS – CTAE NON-FLEXIBLE
CTAE teachers are connected to industry and postsecondary through summer externships
and continuous professional learning. Students receive current technical, employability, and
critical thinking skills through their engagement and completion of career pathways. Career
pathways in DeKalb County School District are furnished with equipment and classroom
hands-on projects that expose and prepare students for relevant learning experiences
preparing students for careers and postsecondary education.
Career Technical and Agricultural Education Career Center Allotment
Sheet DeKalb High School of Technology North (Cross Keys Campus).
The following allocations have been developed to provide an adequate funding model to
serve the College Career Campus as approved by the Board.
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Provided by: The Division of Finance
Personnel Allocations
Principal 1.0
Assistant Principal 1.0
School Counselor 1.0
Career and Technical Education 8.0
Teachers
Administrative Assistant 2.0
Department Head Supplement 1.0
Special Education 1.0
Total 15.0
This space has been intentionally left blank.
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Provided by: The Division of Finance
Career Technical and Agricultural Education Career Center Allotment Sheet DeKalb High
School of Technology South.
The following allocations have been developed to provide an adequate funding model to
serve the College Career Campus.
Personnel Allocations
Principal 1.0
Assistant Principals 2.0
School Counselors 2.0
Career Technical Education Teachers 26.0
Star Substitute 0.25
Administrative Assistants 2.0
Bookkeeper 1.0
Campus Supervisor 1.0
Special Education Teachers 0.0
Custodians 3.0
Total 38.25
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Provided by: The Division of Finance
Career Technical and Agricultural Education Career Center Allotment
Sheet - Warren Technical School.
The following allocations were developed to provide an adequate funding model to serve the
College Career Campus as approved by the Board.
Personnel Allocations
Principal 1.0
Assistant Principal 1.0
Counselor 1.0
Lead Teacher Special Education 1.0
Work-Based Learning Coordinator 2.0
Bookkeeper 1.0
Administrator Assistant 1.0
Star Substitute 0.25
(CT) Agriculture 1.0
(CT) Automotive 2.0
(CT) Business Technology 1.0
(CT) Construction 1.0
(CT) Culinary Arts 2.0
(CT) Early Childhood Education 1.0
(CT) Graphic Communication 1.0
(CT) Health Careers 1.0
(CT) Hospitality 1.0
(CT) Marketing 1.0
Interrelated Teachers 6.0
Instructional Para educators 1.5
Interrelated Para educators 4.0
GNETS Teacher 1.0
Math Teacher 1..0
Media Specialist (Part-time) .5
Social Worker (Part-time) .4
Psychologist (Part-time) .5
Custodian 3.0
School Nutrition 2.5
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Provided by: The Division of Finance
Career Technical and Agricultural Education Career
Center Pathway Special Programs – Non-Personnel
Position Allotment Formula
A/V Technology & Film $7000
Accounting 2000
Allied Health and Medicine 2000
Auto Maintenance 7000
Barbering 2000
Building Maintenance 5000
Business and Technology 2000
Computer Science 2000
Construction 7000
Cosmetology 2000
Culinary Arts 7000
Cyber Security 2000
Dental Science 2000
Early Childhood Education 2000
Energy Systems 5000
Engineering and Technology 5000
Engineering Drafting 5000
Career Technical
Entrepreneurship 2000
and Agricultural
Fashion, Merchandising, and Retail Management 2000
Education
JROCT (Army, Navy, Air Force) 7000
Pathways (HS)
Graphic Arts/Communications 5000
Grounds Maintenance 5000
Health Science 2000
Human Resources 2000
Interiors, Fashion, and Textiles 2000
Law Enforcement 2000
Manufacturing 7000
Marketing and Management 2000
Nutrition and Food Science 5000
Patient Care 2000
Plant and Landscaping (Agriculture) 7000
Programming 2000
Sports Marketing 2000
Sports Medicine 2000
Teaching as a Profession 2000
Web and Digital Design 2000
Work-Based Learning 2000
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Provided by: The Division of Finance
Position Allotment Formula
Career Technical and Middle School - Business and Technology 5000
Agricultural Middle School - Engineering and Technology 5000
Education Pathways Middle School - Family and Consumer Science 5000
(MS)
MONTESSORI:
DeKalb County School District Schools with a Montessori Program with their
additional allotment are listed below.
School Allocation
Briar Vista Elementary 2.00
Huntley Hills Elementary 2.00
ALTERNATIVE / NON-TRADITIONAL HIGH SCHOOL STAFFING ALLOCATIONS
The following allocations were developed to provide an adequate funding model to serve
the alternative/open campus (Non-traditional) program as approved by the DeKalb
County Board of Education. No other schools or centers will receive the funding structure
as shown below unless such a school is designated as an alternative/open campus as
recommended by Curriculum and Instruction and approved by the DeKalb County Board
of Education. These allocations will not be adjusted if they stay within an acceptable range
as shown below:
Allocation
Category
DeKalb Alternative Elizabeth Andrews HS
General Education Allotments 30.75 29.75
Based on # of Students Based on # of Students
English Language Learners
and Delivery Model Used and Delivery Model Used
Special Education Based on IEP’s Based on IEP’s
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Provided by: The Division of Finance
NON_TRADITIONAL SCHOOLS CAMPUS STAFFING ALLOCATIONS
Allocation
Category
Independent HS
Principal 1.0
Assistant Principal 2.0 - 3.0
(Value is contingent upon grade levels served. Schools serving 5 or more grade levels
are assigned 3.0)
Counselor 2.0
Media Specialist 1.0
General Teacher Allotment 18.0
ESOL ESOL allotments are based on student needs as assessed by the department. These
allocations will be based on three major categories: number of students, the model
used to serve students, and the needs assessments used to serve K-12 qualifying
Limited English Proficient students. This allocation will vary based on the enrollment of
EL students.
In-School Suspension .50
Star Substitute .25
Art 1.0
Music/Chorus 1.0
Physical Education 1.0
CTAE 2.0
Total General Education Allotment 29.75
(Excluding allocations allotted through ELL calculation)
Other General Fund
School Psychologist 0.33
School Social Worker 0.60
School Nurse 1.0
LTSE 1.0
Special Education
Special Education allotments will be assigned to schools based on the needs identified
Interrelated
in the Students’ Individual Education Plans (IEP’s). This allocation will vary based on the
Paraprofessionals (0.50 each) enrollment of students with special needs.
Other
Clerical
Secretary 12M Bookkeeper 1.0
Secretary 12M Registrar 1.0
Secretary 10M 1.0
Library Media Assistant 1.0
Total Clerical 4.0
Custodial
Plant Engineer 1.0
Custodians (Includes Head Custodian) 6.0
Total Custodial 7.0
School Nutrition
SNS Manager/Assistant Manager 1.0
Food Service Asst. (6hr) 2.0 – 3.0 (Value is contingent upon student participation.)
Total School Nutrition 3.0 – 4.0 (Value is contingent upon student participation.)
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Provided by: The Division of Finance
SPECIAL EDUCATION ALLOCATION
Teachers Abbreviation Segments Funding
Size
Max (+2)
No Para
Max (+2)
w/Para
Allocation
Consideration must be given to service delivery models in IEPs ~ additional staff may need to be
allocated in order to address co-teaching and special ed setting requirements across
grade levels.
Group I
Specific Learning Disability LD-SC 4–6 8 14 18 1:12
Group II
Mild Intellectual Disability MID-R/SC 1-6 6.5 N/A 15 1:10
Group III
Severe Intellectual
SID-SC 1-6 5 N/A 9 1:7
Disability
Deaf Hard of Hearing D/HH-SC 4-6 5 8 10 1:6
Emotional and Behavioral
BD-R 1-3 5 9 12 1:7
Disorder
Emotional and Behavioral
BD-SC 4-6 5 10 13 1:8
Disorder
Specific Learning Disability LD-R 1-3 5 10 12 1:8
Moderate Intellectual
MOID-SC 1-6 5 N/A 13 1:11
Disability
Orthopedic Impairment OI-SC 4-6 5 N/A 13 1:11
Group IV
Deaf Hard of Hearing D/HH-R 1-3 3 5 6 1:3
Visual Impairment VI-R 1-3 3 5 6 1:3
Orthopedic Impairment OI-R 1-3 3 6 7 1:4
Visual Impairment-
VI(DB)-SC 1-6 3 N/A 8 1:6
Deaf/Blind
Profound Intellectual
PID-SC 1-6 3 N/A 8 1:6
Disability
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Provided by: The Division of Finance
Group V
Not applicable for teachers: Level V funding is earned when the SWD is placed in a GE class and
receives additional services through a paraprofessional, interpreter, job coach or other
assistive personnel.
Preschool/Kindergarten Special Education (ages 3-5, in Community [C], Full day, and Part day classes)
8 N/A
12 N/A
NA NA
R = Resource (1-3 segments of service no matter the environment)
SC = Self-Contained (4-6 segments of service no matter the environment)
Students with special education eligibilities of Autism (AU), Traumatic Brain Injury (TBI), and
Significantly Developmentally Delayed (SDD); are “served through” other designations, since
there is no state maximum class size established. School staff indicates if the student is
served as EBB, MID, or SLD, etc.
REGIONAL CLASSES:
The following guidelines are used to determine basic staffing allotments. Additional staff may
be required in order to meet specific student academic, behavioral or medical needs.
• MID-SC classrooms
o Elementary – 1 teacher and 1 paraprofessional allotment for every 7
students. A second para is added once 10 students are assigned to the class.
o Middle/High – 1 teacher and 1 paraprofessional allotment will be
provided per every 10 students. A second para will be added once 13
students are placed in the class.
• MID/MOID-SC classrooms
o Elementary – 1 teacher and 1 paraprofessional allotment will be provided
per every 5 students. A second para will be added once 10 students are
placed in the class.
o Middle/High – 1 teacher and 1 paraprofessional allotment will be
provided per every 10 students. A second para will be added once 11
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students are placed in the class.
• MOID/SID-SC classrooms
o Elementary – 1 teacher and 1 paraprofessional allotment will be provided
per every 5 students. A second para will be added once 10 students are
placed in the class.
o Middle/High – 1 teacher and 1 paraprofessional allotment will be
provided per every 10 students. A second para will be added once 11
students are placed in the class.
• S/PID-SC classrooms – 1 teacher and 1 paraprofessional allotment will be
provided per every 4 students
• PSE and Kindergarten Special Education – SC classrooms – 1 teacher and 1
paraprofessional allotment will be provided per every 8 students; a second para is
allotted once 10 students are in the class
Schools and Programs with Autism Spectrum Disorder Populations:
• Autism Program – For allocation of staff serving students with autism, the
following guidelines are used to determine additional staffing allotments to meet
the specific and unique academic, behavioral, or medical needs of students with
autism. In a core content co-teaching setting, one additional teacher is allocated
per a class size that exceeds 8 students. This allocation will only apply for schools
with 50% or more of the school’s population of students with disabilities who
have an identified disability of autism spectrum disorder.
Paraprofessionals for category I-IV students in inclusive placements will be allotted based
upon IEP team decisions and individual student needs.
Lead Teacher for Special Education (LTSE) Allotment:
LTSEs are assigned to schools using a weighted formula looking at 5 criteria from the
previous school year: number of students with disabilities, number of comprehensive
evaluations, number of transfer IEPs written, number of compliance cases in the building,
and number of self- contained programs. Each criterion is assigned a point value. The total
point value is determined by school, and the preliminary LTSE allocation is made. Because of
the unique and individualized nature of special education programs and services, other
factors may also have to be considered after the preliminary allocation is calculated before
final allocations are made.
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LTSE Allocation Formula:
Prior to FY26, LTSEs were assigned to schools using a weighted formula looking at 5 criteria
from the previous school year: number of students with disabilities, number of
comprehensive evaluations, number of transfer IEPs written, number of compliance cases in
the building, and number of self-contained programs. Each criterion was assigned a point
value. School determined the total point value, and the preliminary LTSE allocation was
made. Because of the unique and individualized nature of special education programs and
services, other factors may also have been considered after the preliminary allocation was
calculated before final allocations were made. Beginning FY26, one full-time LTSE will be
assigned to each school.
Charter School Statutory Formula:
Charter schools play a significant role in expanding educational options for families
throughout the State of Georgia. Within the DeKalb County School District, it is essential to
recognize the structural differences between local charter schools and traditional public
schools, particularly in terms of staffing, governance, and operational management.
Funding for charter schools in the DeKalb County School District (DCSD) adheres to the
requirements set forth by the Georgia Charter Schools act of 1998, Article 31 of the Official
Code of Georgia Annotated, and relevant State Board of Education (SBOE) regulations. The
District allocates funds to charter schools in accordance with the state funding formula
specified in O.C.G.A. § 20-2-2068.1 and applicable SBOE guidelines. DCSD start-up charter
schools receive a proportional share of both state and local revenues, ensuring that they
are funded on terms that are at least as favorable as those for traditional district schools.
Beyond the provision of state and local funding, the DeKalb County School District does not
dictate or guide local charter schools in matters relating to staffing allocation. These charter
schools operate with substantial autonomy and are legally distinct entities identified by
their own Employer Identification Number (EIN). Consistent with standard practice among
school districts, DeKalb does not exert authority over charter schools’ staffing decisions,
salary frameworks, instructional approaches, or daily operations. Accordingly, the district
does not influence how charter schools assign personnel, develop programs, or administer
educational facilities. As a result, it remains the district’s practice to request that the
Georgia Department of Education employ the Resource Allocation Methodology Plan
(RAMP), and the information described above, to assess comparability whenever a charter
school’s staffing and resource utilization impact the comparability of local schools under
Title I funding.
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Charter School Statutory Formula, Continued:
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FY27 School Alloment
Glossary
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GLOSSARY
A
Americans with A federal law, codified at 42 U.S.C. § 12101, et seq., that
Disabilities Act was enacted to provide a clear and comprehensive
Amendments Act national mandate for the elimination of discrimination
of 2008 (ADAAA) against individuals with disabilities
AD Athletic Director
AU Autism
B
BD-R Behavior Disorders Resource
BD-SC Behavior Disorders Self-Contained
C
CAO Chief Academic Officer
CFO Chief Financial Officer
D
D/HH-R Deaf/Hard of Hearing Resource
D/HH-SC Deaf/Hard of Hearing Self-Contained
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E
EIP Education Instruction Plan
ELA Athletic Director
ES Elementary School
ESSA Every Student Succeeds Act of 2015
ESOL English for Speakers of Other Languages
F
Family Educational The Family Educational Rights and Privacy Act 20 USC
Rights and Privacy §1232(g).
Act (FERPA)
Full-time A student count consisting of six state funded segments
per student authorized under O.C.G.A. §20 2 161.
Equivalent (FTE)
G
GaDOE Georgia Department of Education.
GE General Education
GNETS Georgia Network for Educational and Therapeutic Support
H
HS High School
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I
IB International Baccalaureate
IDEA – The federal law, codified at 20 U.S.C. §1400, et seq.,
Individuals with that was enacted to ensure that all students with
Disabilities disabilities have available to them a free
Education Act appropriate public education that emphasizes
special education and related services designed
to meet their unique needs and prepare them
for employment and independent living; to
ensure that the rights of students with
disabilities and their parents are protected; to
assist states, localities, educational service
agencies, and federal agencies to provide for
the education of students with disabilities; and
to assess and ensure the effectiveness of efforts
to educate students with disabilities.
IEP – A written statement for each student with a disability
Individualized that is developed, reviewed, and revised in accordance
with Individuals with Disabilities Education Act, ,20
Education
U.S.C. §1414(d).
Program
IRR Interrelated Resource
ISS In-School Suspension
IST Instructional Support Teacher
ITBS Iowa Test of Basic Skills
J
JAA/3DE Junior Achievement Academy
JROTC Junior Reserve Officer Training Corps
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K
KSE-SC Kindergarten Special Education Self Contained
L
LD Learning Disabled
LD-R Learning Disabled Resource
LD-SC Learning Disabled Self Contained
LTSE Lead Teacher Special Education
M
MID Mild Intellectual Disability Resource
MID-SC Mild Intellectual Disability Self Contained
MOID-SC Moderate Intellectual Disability Self Contained
MS Middle School
O
OI Orthopedically Impairment
OI-R Orthopedically Impairment Resource
OI-SC Orthopedically Impairment Self Contained
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P
Para Para-Professional
Parent A biological parent, legal guardian, custodian, or other
person with legal authority to act on behalf of a child
PE Physical Education
PID-SC Profound Intellectual Disability Self Contain
PSE-SC Pre-K Special Education Self Contained
Q
Quality Basic The State of Georgia funding
Education Formula formula used for determining the
QBE Formula amount of state education funds
a school district earns annually
as described in O.C.G.A. §20-2-
161.
R
RAMP Resource Allocation Methodology Plan
REP Remedial Education Program
S
SACS Southern Association for Colleges and Schools
SC Self-Contained
SDD Significantly Developmentally Delayed
SID-SC Severe Intellectual Disability Self Contained
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S/L Speech & Language
S/L-R Speech & Language Resource
S/L-SC Speech & Language Self Contained
SWD Student with Disabilities
V
VI Visual Impairment
VI (DB) SC Visual Impairment Deaf/Blind Self Contained
VI-R Visual Impairment Resource
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APPENDIX A (ELEMENTARY AREA I, II, AND III ALLOTMENT SHEETS):
ELEMENTARY AREA I
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ELEMENTARY AREA II
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ELEMENTARY AREA III
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APPENDIX B (MIDDLE SCHOOL AREA ALLOTMENT SHEETS):
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APPENDIX C (HIGH SCHOOL AREA ALLOTMENT SHEETS):
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APPENDIX D (SPECIALTY AREA ALLOTMENT SHEETS):
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APPENDIX E (HORIZON AREA ALLOTMENT SHEETS):
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Informational &
Statistical Section
DEMOGRAPHICS & COMMUNITY
INFORMATION
Student Population & Staffing
The district serves approximately 90,265 students across about 138
schools and centers, supported by around 14,000 employees, including
over 6,000 teachers.
Racial & Ethnic Composition
As of the 2026–27 school year, enrollment data shows:
• Black/African American students: 54%
• Hispanic students: 22%
• White students: 12%
• Native American: 1%
• Pacific Islander: 7%
• Other racial/ethnic groups: 4%
The district-wide minority enrollment totals 89%, significantly higher than Georgia's
average of 65%.
About DeKalb County, Georgia
DeKalb County, Georgia was established in 1822 and is approximately 269 square
miles. Located east of Fulton County, DeKalb County is the 4th largest county in the
state of Georgia with a population of more than 764,000. DeKalb County residents
represent over 30 different countries and 120 different languages. DeKalb County is
truly an "International City!" DeKalb County is also a leader in the biomedical
community with The Center for Disease Control and the American Cancer Society
headquartered here. Homes in DeKalb County range from $90,000 to 12 million.
DeKalb County School District derives 63% of its revenue from the property tax
digest.
Key Economic Indicator 2023 DeKalb Georgia USA
County
Per Capita Income $46,963 $39,685 $37,683
Median Household Income $77,861 $72,420 $69,021
Children Below Poverty Line (%) 22% 17% 14%
Based on AI generated data
DeKalb County, Georgia Population 2024
770,307
Growth Since 2020
+0.08% (+6,102)
DeKalb County Budget Book — 408
Free-and-Reduced Lunch Eligibility
October Full-Time Equivalent (FTE) Enrollment
81.50% 79.36%
77.52% 76.71%
71.82%
+5.70 -0.81 +4.79 -2.14
2021 2022 2023 2024 2025
District Enrollment
October Full-Time Equivalent (FTE) Enrollment
93,473
92,368
91,752
91,398
90,265
-1,105 -970 +354 -1,487
2021 2022 2023 2024 2025
District Enrollment by Race/Ethnicity
October Full-Time Equivalent (FTE) Enrollment
55,436
53,637
51,517
50,168 49,164
20,474 21,416 20,628
19,060 19,662
10,103 10,215 10,184 10,532 10,467
2021 2022 2023 2024 2025 2021 2022 2023 2024 2025 2021 2022 2023 2024 2025
Black Hispanic White
District Enrollment by Race/Ethnicity
October Full-Time Equivalent (FTE) Enrollment
6,458
6,215
6,062 6,034
5,824
2,941 3,023
2,802
2,638
2,441
480 525
371 392 387
2021 2022 2023 2024 2025 2021 2022 2023 2024 2025 2021 2022 2023 2024 2025
American Indian/ Alaskan Native Asian/ Pacific Islander Multi-Racial
Four-Year Graduation Rates
All Students
81.6
79.1
75.4 76.2 75.8
2021 2022 2023 2024 2025
Four-Year Graduation Rates
Economically Disadvantaged
80.9
77.3
73.9 73.6
70.3
2021 2022 2023 2024 2025
Four-Year Graduation Rates
English Language Learners
63.3
60.1 60.7
55.4 54.9
2021 2022 2023 2024 2025
Four-Year Graduation Rates
Students with Disability
72.3
67.3
62.6
60.3
57.8
2021 2022 2023 2024 2025
College and Career Ready Performance Index (CCRPI)
2025 Highlights
Five DCSD schools achieved a perfect score of 100.0 in Content Mastery, which assesses whether
students are achieving the level of understanding necessary to be prepared for the next grade,
college, or career. Additionally, 16 schools scored 80.0 or higher.
Three DCSD schools earned a maximum score of 100.0 in Progress, which evaluates students'
growth compared to their academically similar peers. An additional 30 schools achieved a score of
90.0 or higher.
Seventeen DCSD schools achieved a maximum score of 100.0 in Closing Gaps, which measures
improvements in achievement rates for all students and student subgroups. An additional 12 schools
scored 90.0 or higher.
One DCSD school achieved a perfect 100.0 score in Readiness, which measures whether students
are participating in activities that prepare them for and demonstrate readiness for the next level, such
as college or career. An additional 23 schools achieved a score of 90.0 or higher.
Three DCSD schools achieved a perfect 100.0 score in the Graduation Rate, which assesses
whether students graduate from high school with a regular diploma within four or five years.
Furthermore, 1 additional school scored higher than 90.0.