Strategic Plan and reorganization PowerPoint presentation
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Transcript of Strategic Plan and reorganization PowerPoint presentation
BUFFALO PUBLIC SCHOOLS:
A World-Class
Education for Every Child
Board of Education Meeting August 21, 2013
Blueprint for District-Wide Improvement
Overview
Vision: “A World-Class Education for Every Child”
Core beliefs
Findings from strategic reviews
Approach
Early outcomes:
2013 11TH Grade Regents Exams
August
ELA
Math
June
2013 Overall Attendance
2013 Short-Term Suspensions
Dropout Rate
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
2011 2012 2013
30.4%
23.4%
28.9%
2013 Graduation Rate
Graduation Rates: 2009-2013
2013-18 Strategic Plan
Strategic Planning Process
Final Plan Delivered August 2013
Strategy Development March – June 2013
Planning Finalized February 2013
Sharing Data & Planning January 2013
Reviewing & Analyzing the Data December 2012
Understanding BPS – Auditing Spring & Summer 2012
Phase I
Phase II
Strategic Planning Process
Stakeholder groups engaged in shaping the future of the District by assessing strengths, weaknesses, challenges, and opportunities
Participants collaborated in a Strategic Plan Steering Committee and Task Force Working Groups
Participants included parents, teachers, administrators, unions, the district central office, higher education, community-based organizations, and the religious, political, and business communities
Strategic Planning Process
Process of developing recommendations began in January
Consultant reports, Diagnostic Tool for District and School Effectiveness (DTDSE), and Distinguished Educator’s Action Plan utilized
Report to Board of Education in March
Final Working Draft presented to District on August 6
Vision
Strategic Plan formulated around BPS Vision:
“A World-Class Education for Every Child”
Mission
To ensure that every student will have the knowledge, confidence, analytical thinking skills, character and hope to assume responsibility for her/his life and contribute to the lives of others; and
We will champion excellence and innovative learning experiences in partnership with family and community; and
We will hold ourselves accountable for educating our students and for working to motivate all members of the community to actively participate in the accomplishment of our mission.
Goals
Core Beliefs, Theory of Change and Priority Areas established
From these, fundamental goals in the areas of: Student Achievement
Family & Community Engagement
Talent Management
Operations
Financial Planning
Structure of Document
Divided into 5 areas: Student Achievement, Family & Community Engagement, Talent Management, Operations, and Financial Planning
Each goal includes several objectives
Each objective includes numerous strategies and actions
Timelines established for each action
Establishes measurable targets to monitor progress
Structure of Document
Community Forum Schedule
Discovery 5:30 p.m., Thursday, Sept. 19
Waterfront 5:30 p.m., Thursday, Sept. 26
Bennett 5:30 p.m., Tuesday, Oct. 15
Makowski
5:30 p.m., Tuesday, Oct. 22
Moving Forward
Strategic Plan will be presented to the community during forums in September and October
Strategic Plan will guide district priorities, policies, and actions
Targeted outcomes will be monitored
DCIP and SCEPs will continue to be aligned with the Strategic Plan for district-wide improvement
District & School Improvement Plans
Support Documents
Tenets: Big Ideas
Central Office Reorganization
Reasons for Reorganization
Inefficiencies and potential for cost savings
A Central Office not structured to support student achievement
Ineffective support for schools
These conclusions reached by multiple reviews and studies:
MGT (July 2010): Proposed 83 recommendations for extensive systematic restructuring to improve efficiencies and effectiveness
Cross & Joftus (May 2012): Identified the dire need to establish a systemic plan for preparing all students for college and careers and to align resources, accountability structures, school and student supports, and district systems to advance student achievement goals
School House Partners (November 2012): Illustrated gaps between past investment, current planned investment, and priorities; recommend changes in investments going forward
Objectives of Reorganization
• Vastly improve supports for schools
• Achieve consistency with job titles and responsibilities assigned to those titles
• Realize cost savings
• Increase operational efficiency by increasing managers’ span of control and reducing excessive management positions
Phase I – March 2013
• Announced and implemented March 27
• Deputy Superintendent position reinstated
• Community Superintendents became Chiefs of School
Leadership with greatly expanded roles; fourth CSL position
created
• Added Chief of Public Relations and Executive Special Assistant
positions
• Combined the CFO and COO positions and eliminated the Chief
of Staff position
• Expanded the responsibilities of the Chief of Talent
Management
Phase II – June 2013
• Announced and implemented June 26
• Embedded Special Education and Professional Development within Curriculum & Instruction
• Moved Accountability under Technology
• Moved Central Registration to Student Support Services
• Added assistant superintendent and/or executive director positions where needed
• Eliminated other high- and mid-level management positions
• Made adjustments to eliminate staff overtime
Phase III – Ongoing
• Currently being implemented
• Existing staff is being assigned to departments
• Roles and responsibilities are being defined
• Reductions in staff being achieved
• Some 10-month positions may be converted to 12-month positions to improve efficiency and accountability
• All departments are completing action plans
• Work across departments is being streamlined
Cost Savings
• Intention of reorganization was not to reduce the size of cabinet-level and exempt staff
• Total cost savings from the reorganization expected to exceed $1 million
• Positions are being eliminated primarily through retirements and attrition and those will continue
Major Personnel Changes
• Chief Academic Officer now Chief of Curriculum, Assessment & Instruction (Dr. Yamilette Williams)
• CFO and COO positions combined (Barbara Smith)
• Rashondra Martin brought on board as new General Counsel
• Community Superintendents now Chiefs of School Leadership; Dr. Faith Alexander brought on board as fourth Chief of School Leadership
• Patrick Fanelli brought on board as new Executive Special Assistant; search continues for Chief of Public Relations
• Chief of Staff position eliminated
• Executive Director of HR now Chief of Talent Management; two new departments added (Darren Brown)
Salary Considerations
• Salaries increased for some exempt positions because of significantly expanded roles and responsibilities:
• CFO/COO
• Chief of Talent Management
• Chiefs of School Leadership
• Deputy CFO/Financial Comptroller
• Salaries decreased for three exempt positions because of reduction in role/responsibilities
• Five exempt positions received cost of living adjustments; five remained unchanged
• Salaries determined with consideration given to comparable positions at Rochester, Syracuse and Yonkers (other Big 5 Districts minus NYC)
• In 75% of instances where side-by-side comparisons were possible, BPS salaries are lower or equal to those comparable salaries