Lesley Ann Noel CGCS Strategic Marketing Plan UWI ACEM submission 2009
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Transcript of Council Great City Schools CFO Conference › sites › default › files › CGCS-KCS_11 8...
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Council of Great City Schools CFO Conference
November 12, 2014
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Knox County Schools
About the District:
• Schools: 90• Staff: ~7,900• Students: ~59,000• % Low Income: 47%• Annual Budget: $420
million• Smarter School Spending
Technical Assistance Partner: Parthenon Group
"Our willingness to make hard financial decisions, evaluate programs, reallocate dollars from administrative to instructional areas, and develop the extensive ‘return on investment’ report in 2012 were tremendous assets ."
—Dr. Jim McIntyre, Superintendent
Hear from the District:
• Why Smarter School Spending?
• What were the best highlights from the process?
• What were the biggest challenges you faced?
• What were the outcomes for your district?
New standards and tests
Educator evaluation and supports
Personalized learning
Flat Revenue and Budget Constraints
IS FOR YOU
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Education leaders want to do this work
99% said a stronger teacher evaluation system
93% said Common Core (or a similar program)
99% said increasing professional development
90% cited financial challenges in implementing their district reform strategy
Only 16% know how much extra money will be needed to
implement the reform strategy
And 8% can compare investments based on their
impact on student achievement
Districts are committed to implementing a number of key reforms:
However…
Source: American Institutes for Research (AIR), “Gates Education Finance Portfolio Evaluation: Budget Decision Markers Survey,
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Districts have made it clear: They are looking for support
Source: American Institutes for Research (AIR), “Gates Education Finance Portfolio Evaluation: Budget Decision Markers Survey,
Can districts identify cost savings & efficiency in the budget to fund priorities?
Is there support from the community or the ability to engage stakeholders?
Only 21% have the ability to project revenue and expenditures
Only 9% have a budget that reflects decisions based on cost effectiveness
Only 14% have access to affordable technical assistance to help the district identify cost savings and alignment opportunities
6% have support from principals and teachers to shift resources for reform
19%have a school board that is engaged in aligning resources to improve student achievement
And 20% are equipped to address push‐back from stakeholders about cost savings initiatives
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Students: 41,110 2010‐2011 Expenditures: $337m Budget Process: Centrally coordinated
The good news: 4 districts already have made progress
Lake County, Florida
Fayette County, Kentucky
Knox County, Tennessee
Rochester, New York
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Students: 37,819 2010‐2011 Expenditures: $401m Budget Process: School autonomy through councils
Students: 57,847 2010‐2011 Expenditures: $411m Budget Process: School staffing formula calculated
based on student need
Students: 32,223 2010‐2011 Expenditures: $568m Budget Process: Central office‐managed master schedule
and staffing process
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Encouraging early results
Lake County Schools
Sample Priorities:1. Effective supports to
educators2. Effective staff3. Personalized learning
experience
Knox County Schools
Savings:
Identified
$46m in potential cost
savings
Sample Priorities:1. Investment in
struggling students2. System and capacity
building
Savings:
Identified
$40m in realignments over 3 years
Sample Priorities:1. Reading on Grade Level
by Third Grade2. More and Better
Learning3. Instructional Excellence
Rochester Central School District
Savings:
$51.8m In operational efficiencies; will close budget gap
by 2018
Fayette County Schools
Sample Priorities:1. Providing more coaches
and reading teachers2. Formalizing curriculum3. Sustaining resources
for band and ESL programs
Savings:
Closed budget gap of
$20m
Identify and gain support for your instructional priorities
Allocate resources more effectively
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Practical tools that will allow your district to:
Identify and gain support for your instructional priorities
Allocate resources more effectively
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Practical tools that will allow your district to:
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Districts face a set of challenges when trying to identify resource allocation opportunities
Pay for Priorities: Overview
No clear road map for freeing up needed funds
Focus only on cost‐savings strategies used in the past
Deep analysis of all possible options not reasonable or feasible
Strategies used in other districts do not appear to be relevant
Lack of benchmarking can normalize outlier patterns or spending
Districts face multiple challenges when trying to allocate resources differently
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To fund your instructional priorities, your district will want to identify savings options with the highest potential, then
conduct a full analysis of that opportunity
Look for savings
strategically
Identify and prioritize options for cost savings
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A list of 31 opportunities could reveal overlooked savings options
From SmarterSchoolSpending.org: List of Savings Options
Can the district free up funds from general education transportation?
Can the district free up funds from energy expenditures?
Can the district free up funds from maintenance services?
Can the district free up funds from custodial services?
Can the district free up funds from food services?
Can the district free up funds from classroom and other instructional technology?
Reducing operational costs
Can the district address mild special needs differently?
Can the district free up funds from paraprofessional positions?
Can the district free up funds by increasing the impact of intervention teaching positions?
Can the district free up funds from special education teaching positions?
Can the district free up funds from speech and language therapist positions?
Can the district increase the impact of Title I spending?
Can the district free up funds by reducing reliance on out‐of‐district special education placements?
Can the district free up funds by reducing its reliance on alternative schools for students with behavioral challenges?
Rethinking service delivery models for students who
struggle
Can the district increase state and federal funding by maximizing free and reduced‐priced meals enrollment?
Can the district increase federal Medicaid reimbursement for health‐related student services?
Maximizing revenue
Can the district free up funds from professional development expenditures?
Can the district provide more professional development opportunities for core teachers at little or no additional cost?
Can the district increase the impact of the coaching model at little to no additional cost?
Can the district free up funds from instructional coaching positions?
Boosting the impact and cost‐effectiveness of professional development for teachers
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A list of 31 opportunities could reveal overlooked savings options
From SmarterSchoolSpending.org: List of Savings Options
Can the district free up funds from central office spending?
Can the district free up funds from school‐based administrator positions and/or increase the impact of existing positions?
Can the district free up funds from clerical support positions?
Can the district free up funds from library/media specialist positions and/or increase the impact of existing positions?
Can the district free up funds from guidance counselor positions?
Examining staffing levels of non‐instructional staff
Can the district free up funds associated with teacher absences?
Can the district free up funds from extended school day and/or year programs?
Can the district free up funds from blended learning and/or online classes and/or increase the impact at little or no additional cost?
Using instructional time more cost‐effectively
Can the district free up funds by managing class sizes differently at the elementary schools?
Can the district free up funds by managing class sizes differently at the middle schools?
Can the district free up funds by managing class sizes differently at the high schools?
Managing class size
This list is not meant to be comprehensive, but these 31 ideas can help your district identify opportunities that may have otherwise not been considered.
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Identify and prioritize options for cost savings
From SmarterSchoolSpending.org: Screening and Sizing Tools
Use the screening and sizing tool to narrow the list of savings opportunities to those that have the highest potential
SCREENING TOOL
Can speech and language services be managed more effectively and
efficiently?
Speech and language pathologists (SLPs) play an important role in serving students with special needs. In some cases, districts may be able to provide the same or higher levels of service with fewer therapists by clarifying staffing guidelines, service delivery models, and/or entrance and exit criteria for services.
This image cannot currently be displayed.
The screening tool uses basic data to give
you an assessment of
how high potential each
priority is
InstructionsSelect the screening tool of greatest interest to you. Answer the questions and fill out the
scores. Use the scoring rubric to make sense of your score. If you do not have district data to use, data for “Sampleton” has been provided in the handout.
Find the Screening and Sizing Tool in Step 5
Screening and Sizing Tool
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After you’ve done a the screening process, your district will want to…
Estimate a rough size of each opportunity
Sizing Tools within the Screening and Sizing Tool
A sample sizing tool is included in your handout
Find the Screening and Sizing Tool in Step 5
Identify and prioritize options for cost savings
From SmarterSchoolSpending.org: Screening & Sizing Tools
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After sizing the opportunity, your district will want to…
Conduct a full analysis to assess full cost savings potential
SmarterSchoolSpending.org provides a set of resources, savings tactics, and processes to support your district through that analysis
Identify and prioritize options for cost savings
From SmarterSchoolSpending.org: Screening & Sizing Tools
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Analyze Cost Savings Opportunities
Time:• Instructional models• Effectiveness of instructional aides
Talent:• Instructional coaching model• Evaluation system• PD supports• Strategic compensation
Programs:• Special education model• Early grade intervention programs
• Personalized student learning
Overall resource allocation:• Central office• Per pupil equity analysis
Knox County Schools needed to find savings to cover a $9M budget gap plus $8–30M to cover instructional priorities. To do so, it completed an in depth analysis in the following areas
Smarter School Spending provides resources and guidance to help people complete the deep dive analysis
Examples from the Districts: Pay for Priorities
Identify and gain support for your instructional priorities
Allocate resources more effectively
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Practical tools that will allow your district to:
How will you improve student outcomes?
Develop Priorities Estimate Costs of Priorities
What are the district’s instructional priorities for increasing student achievement?
Could the district invest in successful existing programs?
Are there new programs the district could fund?
$ How much do those priorities cost?
Both financial and academic officers should work together to craft the details
of the instructional priorities and determine how much they will cost
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Knox County Schools focused on its strategic priorities
KCS has three goals to support improving student achievement:1. Goal 1: Focus on Every Student Guarantee Excellence in the Classroom Personalize Learning Facilitate High Quality Student Supports
2.Goal 2: Invest in Our People Build & Support Our Community of Learners Build & Support Our Community of Leaders Value Our Hardworking People
3.Goal 3: Partner with Our Stakeholders Build & Strengthen Our “One Big Team” Invite & Earn Stakeholder Feedback Improve Customer Service &
Communication
Examples from the Districts: Set Strategic Priorities
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Once you’ve identified your priorities, you will want to find a way to pay for them.
Before you can do that, do you know how much your priorities will cost?
Determine how much it will cost to implement priorities
From SmarterSchoolSpending.org: Cost Projection Tools
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Cost Projection: Feedback for Teachers
Cost Projection: Blended Learning
Cost Projection Template
The cost projection tools provide guidance for estimating the costs of each component of your instructional priorities
Use of the prepopulated tools for support for three specific types of priorities:
Or, use the blank template to estimate the costs for any initiative
Cost Projection: Common Core State Standards
Find the Cost Projection Tools in Step 4
Determine how much it will cost to implement priorities
From SmarterSchoolSpending.org: Cost Projection Tools
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A example completed tool and video tutorial is available in Step 5
Find the Cost Projection Tools in Step 4
What does a completed tool look like?
From SmarterSchoolSpending.org: Cost Projection Tools
Instructional Coaches Year 1 Year 2 Year 3 Year 4 Year 5
Do you plan to hire instructional coaches for teachers? Yes $ 1,525,476 $ 1,470,119 $ 1,470,119 $ 1,470,119 $ 1,470,119
Groups of Teachers Receiving Instructional Coaching
# of Teachers Receiving Coaches Teachers per CoachYear 1 Year 2 Year 3 Year 4 Year 5
Learning Coaches for New and low‐performing teachers ‐ existing teachers receive an additional stipend
800 770 770 770 770 4
Master Teachers for All teachers ‐ existing teachers receive an additional stipend 8450 8150 8150 8150 8150 42
PIT Crew for All teachers ‐ existing teachers receive an additional stipend 8450 8150 8150 8150 8150 420
Time for Collaboration Year 1 Year 2 Year 3 Year 3 Year 4Do you plan to designate common planning time within the school day for teachers to collaborate?
No $ ‐ $ ‐ $ ‐ $ ‐ $ ‐
PD Days Year 1 Year 2 Year 3 Year 4 Year 5Do you plan to provide additional PD days to teachers? No $ ‐ $ ‐ $ ‐ $ ‐ $ ‐
Additional Leadership Staff Year 1 Year 2 Year 3 Year 4 Year 5Do you plan to hire additional full time staff to oversee your new investments in PD?
Yes $ 1,716,000 $ 1,716,000 $ 1,716,000 $ 1,716,000 $ 1,716,000
Position Description Salary Number of EmployeesInstructional Facilitators $ 78,000 22 22 22 22 22
Training Year 1 Year 2 Year 3 Year 4 Year 5Do you plan to incur any additional training costs for your new PD investments?
Yes $ 375,000 $ 375,000 $ 375,000 $ 375,000 $ 375,000
Non‐PersonnelDescription Cost Units District‐wide Conference $ 150,000 1 1 1 1 1Professional Learning Community (PLC) Institute $ 500 250 250 250 250 250
PLC Training and Capacity Building $ 100,000 1 1 1 1 1
A snapshot of the costs involved in implementing a new instructional coaching program using the Feedback for Teachers Tool
None of the district’s work around resources or
instructional priorities would be possible without a
district‐wide effort to organize the leadership,
engage stakeholders, and effect lasting change
Smarter Schools spending offers a full suite of tools to help you throughout the process
…making a detailed work plan & committee structure
…assessing the budget and academic landscape
…beginning to bring stakeholders into the process
How can we inform the community?
How well are our students achieving?
What is our budget situation?
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Knox County engaged community stakeholders early on
KCS involved the whole community in “Knox2020”
through:
• 70 one‐on‐one interviews with elected officials, KCS senior staff, and community leaders
• 8 Insight Sessions; 800+ people
• 2 Feedback Sessions; 100+ people
• 20 Chatterboxes; 700+ people
• Surveys; 5000+ people
Examples from the Districts: Plan and Prepare
Your district will need to weigh tradeoffs and implement the plan
$$Make decisions…
…by weighing the budget tradeoffs
Implement those decisions……in a Strategic Finance Plan & Annual Budget
Investment in Instructional Priorities
Savings Options
3–5 year StrategicFinance Plan
Strategic Annual Budget
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Adopt Strategic Finance Plan
Districts have created Strategic Finance Plans reflecting the work done through Smarter School Spending
Examples from the Districts: Implement Plan
The process is not one‐and‐done. Rather, it is a shift in how districts do business. As such, the process must be sustained by…
… building internal capacity … continuing to improve the process
Can your districtHIRE new staff
TRAIN existing staffor PARTNER with an organization
to build the capacity of the district?
Make a plan to carry out the Smarter School Spending process
and refresh the Strategic Finance Plan each year
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All of this can be combined into a comprehensive process
SmarterSchoolSpending.org has resources organized into a step‐by‐step process that your district can follow
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But it is more than just a process …
Access a full library of resources from experts and districts across the country
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But it is more than just a process …
Find a list of technical assistance providerswho can support your district with this process
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But it is more than just a process …
Join a community of other districts to get support in the process through discussion boards
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For more information
GFOA is an association representing 18,000 public finance officials throughout the United States and Canada
The organization's mission is to enhance and promote the professional management of governmental financial resources by identifying, developing, and advancing fiscal strategies, policies, and practices for the public benefit
GFOA will lead ongoing management of the SmarterSchoolSpending.org website & resources
What is the GFOA?
Contact
The Government Finance Officers Association203 N. LaSalle Street ‐ Suite 2700Chicago, IL 60601‐1210(312) 977‐9700
Matt Bubness ‐[email protected]
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Link to Best Practices and Recognition Awards
Government Finance Officers Association (www.gfoa.org)
Best Practices in School Budgeting Award for Best Practices in School Budgeting (2016‐2017) Growing the Smarter School Spending resources Supporting organizations working with districts Training, Additional Resources, Networking, Professional Development
Keeping Informed
Review and comment on best practices through GFOA website• http://www.gfoa.org/pk12‐bestpractice‐draft
Complete interest sheet to be notified of new events and resources Tour the website Follow GFOA for updates and more information
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SmarterSchoolSpending.org