Alliance Banda Briefing Book

2. 3.
1.
4.
ACCOMPLISHMENTS a. 2011 Accomplishments
STRATEGIC PLAN a. Alliance for Education: Strategic Plan 2011 2013 b. Alliance for Education: Mission, Programs and Accomplishments c. 2011 Financials d. 2012 Roadmap TRANSITION PLANNING a. Memo from Sara Morris to Michael De Bell
MOU a. 2012 MOU Between Alliance for Education and SPS b. Memo to School Board Executive Committee Regarding MOU
TABLE OF CONTENTS 2012
5.
6.
7.
PROGRAM OVERVIEW a. School Board Leadership Development Support Phase II Planning b. Seattle Urban Teacher Residency Overview c. Our Schools Coalition: 2011 2013 Project Plan d. SCAN Overview e. ISP Overview f. PPPE Fund IV Memo g. Schools Account Listing AWARDS ROSTERS a. Board of Directors b. Staff c. Emeritus Board d. PPPE e. OSC f. SCAN
On a mission to ensure every child in Seattle Public Schools is prepared for success in college, career, and life.
Memorandum of Understanding Between Alliance for Education and Seattle Public Schools
I. PARTIES AND PURPOSE The parties to this agreement are Seattle Public Schools (SPS), a public school district incorporated under RCW 28A, and the Alliance for Education (AFE), a private nonprofit, tax exempt corporation incorporated in the state of Washington. This document is a Memorandum of Understanding ("MOU") between AFE and SPS. The purpose is to describe the general framework for the relationship between the parties as well as general agreements related to sponsorship of grants, the oversight and management of subgrants and fiscal services for school accounts. The term of this agreement is from January 1, 2012 through August 31, 2014. II.BACKGROUND The parties are committed to improving academic outcomes for children attending public schools in Seattle. Toward this shared goal, AFE and SPS maintain a collaborative relationship that includes securing funds for system-wide or school-specific projects, community engagement, policy development and advocacy, and other activities. In addition, AFE provides fiscal services for school accounts (as described in section V below) and various other technical and professional supports. A. Alliance for Education In 1995, AFE was formed from the merger of three education-related organizations with the similar goal of supporting SPS. The objective of AFE is to serve as a catalyst for change, a convener of community leadership, and a conduit for directing private resources (both monetary and expertise) toward critical needs within SPS. In its 2011 strategic plan, AFE recommitted to its mission to ensure every child in Seattle Public Schools is prepared for success in college, career and life". In service to this mission, AFE identified three domains of work: Fundraising: Securing seed capital for innovations in learning Advocacy: Acting as an independent voice and external catalyst for change Community Engagement: Fostering city-wide support for excellence in schools
Under this umbrella, AFE outlined three core investment priorities: 1 Leadership Development: Supporting and developing strong effective leaders throughout SPS, including the School Board, Superintendent and principal corps Effective teaching: Supporting evidence-based contract reform and new teacher training and support initiatives
Academic rigor: Investing in curricula and programs that set a high bar for all students and making college-ready a reality
III. A.
GENERAL AGREEMENTS AFE Board of Directors positions for SPS There shall be non-voting Ex Officio positions on AFE's Board of Directors for: The President of the SPS School Board The SPS Superintendent or Interim Superintendent, should one be assigned
B.
Annual Report Key AFE and SPS staff will make an annual report to the SPS Board at or near the end of each academic year. The report will include a broad summary of the collaborative work between the parties during the prior year and a report of financial transactions between the parties. COLLABORATION AND ROLES IN EDUCATIONAL INVESTMENTS General AFE and SPS will collaborate in identifying private education investors and securing corporate and foundation support consistent with district goals and priorities. These activities may include: 1. Brokering relationships with funders and advocating on behalf of SPS 2. Establishing grant sponsorship relationships as defined in Section B below
IV. A.
B.
Grant Sponsorship SPS and AFE will co-develop grant proposals consistent with the funders application requirements. Acceptance of grants requiring grant sponsorship is subject to the mutual agreement of both parties. The sponsorship relationship entails responsibilities for each party as described below. 1. SPS Responsibilities a) Provide to AFE the content required by the funder, for example, detailed narrative descriptions of the projects, documentation of need, measurable goals and intended outcomes, benchmarks, metrics, timelines, budgets, evaluation plans, historical and baseline data, and other information. b) Upon the award of any grant sponsored by AFE, assign a manager who shall: i. Take responsibility for project leadership and accountability ii. Keep the Alliance apprised of progress iii. Participate in communications with the funding source as requested iv. Monitor the project budget c) Identify the SPS manager(s) responsible for the development of interim and final programmatic and fiscal reports. d) In coordination with AFE and the SPS Office of Grants & Fiscal Compliance, the manager will lead the development of required interim and final reports as well as requests for revisions/changes to the original grant terms and conditions. Reports and change requests will be processed through the Office of Grants & Fiscal Compliance
e)
prior to their submission, in draft form, to AFE for final completion and submission as appropriate. SPS agrees to operate in compliance with SPS Policy 6114 (Gifts, Grants & Donations), which requires that each grant or subgrant that is greater than $250,000 shall be approved by the SPS Board of Directors prior to acceptance and prior to the obligation of any funds
2. AFE Responsibilities a) Serve as grant sponsor and accept responsibilities of the grantee b) Edit and submit proposals to funders c) Coordinate with SPS grant and project managers at project launch to confirm project objectives, reporting schedules and requirements. Outline the individual funders expectations regarding reports (interim and final as required), timeline and requests for revisions/changes to original grant terms and conditions. d) Submit all reports and change requests to the funder . e) For each grant award to AFE that includes a subgrant to SPS, prepare a specific written agreement to be executed by both parties that at a minimum shall: i. Identify the original source of the funding ii. Describe the work to be undertaken iii. State the reporting requirements and deadlines iv. Describe invoicing procedures v. Describe procedures for requesting changes to original terms and conditions vi. Identify mutual performance expectations; and describe other provisions related to the roles, responsibilities and expectations of the parties f) Review, process and pay subgrant invoices consistent with grant budget approved by the funder g) Manage and account for grant funds consistent with Generally Accepted Accounting Principles (GAAP) h) Commission annual independent audits by a reputable public accounting firm i) Hold grant funds intended for SPS projects in secure accounts so that they are available to be paid promptly after subgrant invoices and related documentation are submitted and approved j) Maintain communication with project managers to stay current with progress and providing problem-solving assistance as needed k) Provide support to project managers on report development to assure substantive, responsive and transparent content in complying with funders expectations l) Package and submit interim and final reports to funders and respond to questions after submission m) Conduct grant and project closing procedures C. Cost Recovery The parties agree that AFE is entitled to reasonable recovery of the costs associated with collaboration on educational investments and grant sponsorship activities identified above, subject to the following: 1. In general, the costs that AFE may recover from a grant budget are subject to agreement between AFE and the funder, or the funders policy on indirect or administrative costs 2. The agreement for each subgrant shall identify the percentage or amount of the grant award that the Alliance is retaining to recover its costs
3. In any grant budget, AFE may include the maximum amount allowed by the funder for recovering AFE costs, except that AFE will not include more than 15% without consultation with SPS 4. AFE may decline to sponsor or manage a grant for which associated costs cannot be recovered V. Fiscal Services for School Accounts A. Description AFE offers robust fiscal sponsorship services that enable individual schools and educationrelated organizations (for example, booster clubs and PTSAs) to expand their base of charitable support. AFE provides a consistent level of fiscal accountability and expertise to each school and its donors that continues regardless of a schools staff or volunteer turnover. This MOU does not supersede any agreements between AFE and the individual school accounts. Fiscal services provided include: Gift & Donor Management Secure cash handling and management Support for an array of donation methods including check, credit card, on-line gifts (via a secure website), stock and in-kind donations Support for recurring gifts, pledges and installment payments, including regular payment reminders and status updates to donors Maintenance of donors and gift records in a robust database Process acknowledgments of donor gifts and provide tax-deductibility information per Internal Revenue Service regulations Process matching gift requests Accounting and Payables Services Timely payment of invoices and expense reimbursements as requested by account advisors Compliance with Washington State and IRS regulations and reporting for vendor payments, Including 1099 reporting and collection and remittance of use tax. Provide quarterly financial reports on account activities and status to account advisor Respond to account advisor inquiries and requests regarding account information, compliance, best practices and general fundraising inquiries B. Reimbursement For providing the above services, AFE will be reimbursed by SPS for payroll and payroll related expenses based on approved time sheets and for other direct school account management expenses including postage and supplies. Indirect expenses including rent and depreciation will not be reimbursed. AFE will invoice SPS on a quarterly basis. The total annual charge to SPS shall not exceed 7.5% of the total school account activity for the calendar year. Account activity is defined as the average of total revenue and disbursements. That is, Account Activity = (Total Account Revenue + Total Account Disbursements) /2.
AFE will provide SPS with a summary level accounting of revenues and disbursements for each calendar year no later than the following December 1. VI. Signatures/Authorizations
For Alliance for Education: ___________________________________ Sara Morris, President & CEO
_____________________ Date
For Seattle School District: ___________________________________ Susan Enfield, Interim Superintendent
_____________________ Date
TO: FROM: DATE: RE: cc:
School Board Executive Committee Directors DeBell, Patu, Smith-Blum Sara Morris, President & CEO, Alliance for Education April 5, 2012 Follow up to March 14, 2012 Executive Committee meeting RE: AFE/SPS MOU Enfield, Ferguson, Treat, MacEwan, Taylor, Ward, Schafer
MEMORANDUM
This memo responds to the Executive Committees request on March 14, 2012 for additional information related to discussion of the Memorandum of Understanding (MOU) between Seattle Public Schools and the Alliance for Education. The Alliance for Education is Seattles local education fund whose mission is to ensure that all students in Seattle Public Schools are prepared for college, career and life. Since 1995, the Alliance and SPS have had a close working relationship typical of Local Education Funds (LEFs) and their partner school districts. In 2008, the leaders of both institutions expressed an interest in codifying the essential elements of the partnership in a Memorandum of Understanding. The 2009 MOU reflects their agreement. A renewal of that MOU is required in 2012. The purpose of the MOU is to document the agreement between the Alliance and the district regarding: Our relationship and relationships with outside funders that results in significant private resources being directed to support district needs; The shared costs of this work, including fees paid by the district to the Alliance for managing individual school accounts (beginning in 1998).
About Local Education Funds (LEFs) LEFs are community-based organizations dedicated to the improvement of public education within a particular geographic area. The Alliance is one of 77 LEFs across the U.S. which are members of the Public Education Network (www.publiceducation.org). Though independent of their partner school districts, LEFs typically have long-term relationships with public school administrators, teachers, and boards. Each LEF is unique, yet nearly all work to generate resources for public education from local governments, businesses, and/or private philanthropies.
About the Alliance for Education The Alliance was formed in 1995 through a merger of three groups with similar missions. Since inception, the Alliance has raised more than $140M in support of Seattle Public Schools. The Alliance focuses on identifying and investing in systemic improvements to the district that will positively impact student academic achievement. We also serve as an independent guardian of considerable community-raised funds that support individual schools and their programs. The Alliance supports public education in Seattle in three specific and interconnected ways: Funding: Directing private resources into system-wide investments aimed at improving student outcomes and closing the achievement gap. Advocacy: Acting as an independent voice and external catalyst for change. Community Engagement: Convening community leaders to facilitate action-oriented conversations around education issues.
Within that construct, we focus on three core investment priorities:
Academic Rigor to set a high bar and support the transformation of the district into a college and career ready culture;
509 Olive Way Suite 500 Seattle WA 98101 ph 206.343.0449 www.alliance4ed.org
The Alliance also grants significant cash awards and recognition annually to exemplary principals, teachers and students through the Thomas B. Foster Award, the Philip B. Swain Excellence in Education Award and Comcasts Leaders & Achievers Awards, respectively. Finally, the Alliance hosts and facilitates a collaborative of local funders known as the Philanthropic Partnership for Public Education (PPPE). Members include the Bill & Melinda Gates Foundation, the Nesholm Family Foundation, the Raikes Foundation, the Seattle Foundation, the Stuart Foundation and others. Securing and leveraging private philanthropic investments in specific district projects; Operating independent programs that are closely aligned with district priorities; Managing School Accounts The Alliance for Educations Board of Directors includes senior executives from Bank of America, Ben Bridge Jewelers, Boeing, City Year, El Centro de la Raza, Eli Lilly, Foster Pepper, Group Health Cooperative, JP Morgan Chase, Microsoft, Swedish, the University of Washington and others.
Effective Teaching, supporting greater accountability and opportunity within the teaching corps and developing new pathways for high quality teaching talent to enter SPS; and Leadership Development, including support for School Board, Superintendent, Cabinet and principal corps.
Recent Alliance Activities
The Alliances partnership with SPS supports the district in three ways:
Since 2008, a primary focus of our partnership with SPS has been the five year strategic plan, Excellence for All. 1 The Alliance has generated over $9 million in philanthropic support for the plan. We have also participated in developing solutions to implementation challenges. By securing funds to support performance management, school segmentation, MAP, the Academic Data Warehouse, leadership development for school leaders, and other strategic plan-related projects, the Alliance contributed to these and other 2011 milestones:
Investments in District Projects
Most private foundations and corporations will not make major grants to school districts directly; they will only support projects when a 501(c)(3) organization is capable of serving as fiscal sponsor. Different grantmakers have different expectations of fiscal sponsors. With respect to sponsorship of public education projects, grantmakers rely on the Alliances well-established subgrant system to assure that funds are disbursed only when there is documentation of project-related expenses. Funders also expect us to hold the district accountable by monitoring projects to assure fidelity with the project plans they approved and by participating in the development of clear, timely and transparent reports. Since 2007, the Alliance has managed over 30 grants on behalf of SPS; these grants have a total value exceeding $11 million. The Alliance has allocated 99% of these funds to the district. While the amounts the Alliance receives from the funder for sponsoring and managing the grants vary, it has averaged just 1% of total grants since 2007. The amount that funders allow for grant management is added above the districts direct project expenses, and is not taken from the projects budgets. Whatever the amount, it covers only a
The high school graduation rate reached 73% after stagnating in the mid-60% range for several years. 2 The percentage of students achieving proficiency on state assessments increased in nearly every subject and grade, and SPS students as a whole exceed the state average in grades 3 to 8. 3 Five formerly low-performing elementary schools 4 for the first time achieved Adequate Yearly Progress, a benchmark in the federal No Child Left Behind legislation.
1 2 3
See SPS Strategic Plan Data in this section is from 2011 State of the District, SPS Performance Page, District Scorecard, and High Schools Report. Based on Washingtons annual assessment of learning in the states public schools, the Measures of Student Progress. 4 Dearborn Park, West Seattle, Sanislo, Greenwood and Blaine K-8.
Memo from Alliance to Executive Committee of SPS Board, April 2012
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fraction of the Alliances true costs of grant management and oversight. These responsibilities vary depending on the size and nature of the project and the specifications of the funder. Some of the most common activities include:
Alliance Programs In addition to sponsoring and managing grants for district projects, the Alliance operates its own programs, each of which is closely aligned with district priorities. In fact, district staff members are actively involved in nearly all of them.
Engaging the funders interest and soliciting the RFP Co-developing the formal proposal and budget Negotiating the grant agreement Helping the district negotiate with major contractors (e.g., for the Academic Data Warehouse) Drafting a customized agreement detailing the districts responsibilities and deliverables under each subgrant Maintaining a system to receive and pay SPSs monthly invoices requesting reimbursement for allowable expenses of each subgrant Monitoring subgrant budgets Co-drafting grant amendment requests and negotiating budget amendments and no-cost extensions with the grantmaker Monitoring implementation of certain projects and participating in trouble shooting Maintaining fidelity with funders expectations which includes working with SPS staff on development of interim and final reports
School Fiscal Management Services or School Accounts
5 6
Co-leaders of the coalition are the League of Education Voters and the Technology Alliance. See www.ourschoolscoalition.org Our partner in the school board development work is the Center for Reform of School Systems, http://www.crss.org/.
Background In 1996, the Alliance was asked by the district to become the custodian of what are commonly known as school accounts. Community fundraising was recognized as important to the district, however, with funds spread across volunteer organizations, oversight and procedures were variable. The district was vulnerable to involvement in financial fraud and mishaps; indeed, there were two incidents of embezzlement. It was apparent that professional fiscal and donor management services were needed to provide oversight and
Intensive School Partnerships: We collaborate with SPS partnership staff on the launch of the new partnership framework at Denny Middle, and Emerson and West Seattle Elementary schools. This grant followed prior support for planning improved coordination, alignment and evaluation of school-based service providers. Seattle College Access Network: We organized 40 independent providers and are now facilitating implementation of a collaborative plan to increase post-secondary enrollment of low income and students of color. In 2011, the Alliance led the effort that enrolled 95% of eligible 8th graders in the College Bound scholarship program. This year we aim to facilitate enrollment of 25% more students in the FAFSA college aid program than last year. Quality Teaching & Learning: Through the Our Schools Coalition 5 we engage and educate the community on the connection between quality teaching and student learning, then organize around strategies such as contract reform in order to improve student achievement district-wide. Influenced by the Coalitions advocacy in 2010, evaluations of teachers now take into account student learning and teachers have increased opportunities for career advancement. School Board Leadership Support and Development: The Alliance arranges professionally facilitated school board retreats and trainings to reinforce best practices in governance 6. Teacher Residency Program (TRP): This partnership with SPS and the UW College of Ed will apply the medical residency model to prepare teachers for placement in high-need schools. A year of formal collaborative planning of this innovative, high-impact project will begin in July, 2012, and the first cohort of residents and mentors will begin in August, 2013.
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In 2008, as part of comprehensive strategic planning, the Alliance re-evaluated this component of our work. The unpredictable and unsustainable nature of the work led the Alliances Board to consider terminating these services. Feedback from school account advisors was unequivocal: there was no support for transferring oversight of funds to SPS. Poor customer service, fear of funds being repurposed and a general lack of trust in the fiscal oversight of the district were sighted as primary concerns.
stability to these critical volunteer-based fundraising efforts. It was agreed that the Alliance would undertake management of the funds and the District would reimburse the Alliance for the direct costs of administering the accounts.
For additional detail see http://www.alliance4ed.org/whatwedo/school-services.asp.
Accounting and Payables Services Timely payment of invoices and expense reimbursements as requested by account advisors Compliance with Washington State and IRS regulations and reporting for vendor payments, including 1099 reporting and collection and remittance of use tax Timely/on-demand access to account balance and donation information by advisors and comprehensive quarterly financial reports on account activities and status Fiscal Sponsorship Fees The previous MOU established that the Alliance would be reimbursed for direct costs 7 in an amount up to 5% of school account activity. 8 The cap was set with the mutual understanding that it would cover direct
Gift & Donor Management Secure cash handling and management Support for an array of donation methods including check, credit card, on-line gifts (via a secure website), stock and in-kind donations, and matching gifts Support for recurring gifts, pledges and installment payments, including regular payment reminders and status updates to donors Maintenance of donors and gift records in a versatile database Acknowledgement of donor gifts and tax-deductibility information per Internal Revenue Service regulations
Our services provide a consistent level of fiscal accountability and expertise to each school and its donors. We currently manage 200 individual accounts ranging from PTAs to booster clubs and school foundations. Gifts made through the Alliance qualify for tax-deductibility based on the Alliances status as a 501(c)3 nonprofit organization; community groups do not need to obtain their own non-profit status. Our financial statements are maintained according to Generally Accepted Accounting Principles (GAAP) and have received a clean audit each year by an independent CPA firm. We provide general consultation and guidance on regulations and best-practices. Back-office services include but are not limited to:
Description of Services The Alliance now offers robust fiscal administration and management that is far more than simple oversight or pass-through sponsorships. Our comprehensive donor management and accounting services enable individual schools and educationrelated organizations to expand their base of charitable support by focusing on direct, grass-roots fundraising.
Furthermore, due to the unique requirements and cost structure of the work, no other organization was willing to accept responsibility for managing the accounts. It was acknowledged that the schools that would be most impacted by lack of services would be those with the greatest financial need and the least resources to create independent systems. Therefore, the Alliance agreed to continue the school account work under the terms of the 2009 MOU.
Direct costs include payroll expenses and other direct account management expenses including postage and supplies. Indirect expenses including rent and telecommunications are explicitly excluded from reimbursement. 8 In an acknowledgment of the unpredictable volume of the work and variability of expenses and revenues across periods, Activity was defined as an average of expenses and revenue. Specifically, Activity = (Total Revenue + Total Expenses)/2.
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costs and that the work would be sustainable over the long term. The fee arrangement quickly proved inadequate. Direct costs of administering the services exceeded the cap. Before 2009, interest which we retained on the first $25,000 of each account helped to defray the shortfall between the fee and what it costs to provide the service. However, the Alliances ability to defray the shortfall evaporated with the impact of the recession and the decline of interest rates on government insured investments. U.S. Treasury rates fell from near 3% in mid-2008 to below .3% by 2009 9. They remain near that low level today. Though the Alliance is committed to supporting fiscal services efficiently and effectively, the 5% cap on reimbursement for our costs has proven to be unsustainable. The updated MOU proposes a fee cap for our direct costs not to exceed 7.5% -- a rate that both the Alliance and district staff deem reasonable given costs and comparables. Comparable Sponsor Fees As stated above, each LEF is unique and operates differently. Only limited information is available about fiscal sponsorships or related services provided by other LEFs to individual schools, PTSAs and school support groups. We have not identified any that provide support to anything close to the number of schools we do. Of the 8 LEFs who sponsor any, the fees are as follows: 1 charges 5% 1 charges 6% 1 charges 8% 4 charge 10% 1 charges 15%
Due to the unique nature of the work, a direct comparison of services and fees is difficult to find. The 2003 study, Fiscal Sponsorship: The State Of A Growing Service 10 found, There is enormous variance in the level of fees charged by fiscal sponsors. Standard sponsorship fees range from 5% to 14% of total revenue, with sponsors employing a number of different fee structures.
Next Steps We hope this memo is helpful as you prepare for the April Executive Committee meeting. Director Smith-Blums comment in her March 20, 2012 email to me (My hope is we can create an agreement that covers your costs) are appreciated, as are her broader comments of support and partnership (I believe the work you do on behalf of the Alliance is critical to our success.) We look forward to the April 11th meeting.
Shunpike, a Seattle non-profit, provides fiscal sponsorship services to arts organizations that are relatively similar in nature to the fiscal services to schools provided by the Alliance. Shunpike charges a fee of 7% of all contributions for basic fiscal sponsorship and 10% plus a $100 annual fee per organization for its Partner Artists program that includes bookkeeping and financial reporting services. 11
http://www.treasury.gov/resource-cneter/data-chart-center/interest-rates/Pages/historic Page 5, Trust for Conservation Innovation, San Francisco, www.trustforconservationinnovation.org 11 Shunpike: http://www.shunpike.org/programs-services/
9 10
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STRATEGIC PLAN
2011-2013
A LLI A NCE FOR EDUCATION STRATEGIC PLAN

2011-2013
1.
P R E FAC E
In 1995, through a merger of three educa on-related organiza ons with similar goals, The Alliance for Educa on was formed. The objec ve of this new organiza on was to serve as a catalyst for change, a convener of community leadership, and a conduit for direc ng private resources both dollars and exper se toward cri cal needs in Sea le Public Schools. Sixteen years later, the Alliance remains dedicated to suppor ng and improving public educa on in Sea le, opera ng independently of the school district. As an independent non-prot, the Alliance supports public educa on in Sea le in three specic and interconnected ways:
Funding
Direc ng private resources into system-wide investments aimed at improving student outcomes and closing the achievement gap.
Advocacy
Ac ng as an independent voice and external catalyst for change.
Community Engagement
Convening community leaders to facilitate ac on-oriented conversa ons around educa on issues. The Alliance for Educa on has and will con nue to cul vate the prac ce of charitable giving to educa on causes in Sea le and build public support for educa on as a ma er of social jus ce and economic prosperity.
2.
MISSION
The mission statement of the Alliance for Educa on will be updated slightly to reduce ambiguity and to be er align with the goals of Sea le Public Schools:
Original
To help every child in Sea le Public Schools achieve academic success.
Updated
To ensure every child in Sea le Public Schools is prepared for success in college, career and life.

2011-2013
3.
S W O T (S T R E N G T H S , W E A K N E S S E S , O P P O RT U N I T I E S & T H R E AT S)
INTERNAL EXTERNAL
Opportuni es Na onal focus on educa on reform Momentum aorded by role in 2010 contract nego a ons; new alchemy of community partnerships Statewide actors looking to Sea le as leading example Strength of EMT (Execu ve Management Team; Superintendents Direct Reports) Threats Slow pace of change in educa on Lack of natural milestones Economic climate Lack of awareness, mispercep ons Tenuous rela onship with labor Uncertainty around con nuity of SPS leadership
Strengths Rela onships with district, key partners Involved and engaged Board of Directors Track record of scal stewardship (trusted) Convener of disparate voices
Weaknesses Grant funding inherently unstable business model Telling our story (how what we do impacts academic outcomes) Overly iden ed with business (posi ve/ nega ve)

2011-2013
4.
T H E O RY O F AC T ION
Of the many levers to pull in pursuit of improved educa onal opportuni es for children, we will focus on three. Our organiza onal theory of ac on is that leadership, teacher eec veness and establishing a college-bound culture are the three highest-leverage investments we can make to aect systemic change in Sea le Public Schools. Holding this focus, with an overlay of evidencebased decision-making and inclusive community partnerships, leverages our organiza onal strength and posi ons the Alliance to have its greatest poten al impact.

2011-2013
5. G O A L S
To deliver on our mission and to opera onalize our theory of ac on, our work will center on the following:
ORGANIZATIONAL GOALS
Domain Funding Long-Range Outcome To stand as a wellresourced non-prot mee ng the needs of students in Sea le Public Schools 2011 Annual Goal Raise $1.47M in unrestricted revenue; Raise an addi onal $0.96M in donor-directed grant dollars for programs (this excludes the $1.2M in already recognized Gates grant funding and $1.84M in school accounts); Lay the groundwork with funders to launch an Urban Teacher Residency Program and poten ally a corollary Principal Leadership Academy. Build on successful advocacy campaign around 2010-2013 CBA to support implementa on; Leverage leadership of Our Schools Coali on to catalyze change in districts heading into spring/summer 2011 nego a ons; Establish posi ons on selec ve public policy issues at the local and state level. Maintain and deepen exis ng rela onships with District leadership, funders, policy makers and community groups; Strengthen rela onships with teachers, parents and communi es of color; Rene the charter and work of the Community Engagement Task Force.
Advocacy
To be a thought leader and inuen al voice in educa on policy
Community Engagement
To eec vely catalyze strong, inclusive community partnerships
OPERATIONAL GOALS
Area Board of Directors Long-Range Outcome Establish the Alliance board as one of the most desirable civic boards on which to serve A ract and retain top talent 2011 Annual Goal Brand Iden ty Crystallize brand iden ty in the minds of colleagues and partners Make eec ve investments Develop board candidate criteria; Selec vely grow our board by 2-4 new members. Address pending (2012) changes to grant-funded posi ons; Assess organiza onal structure, roles and responsibili es. Redesign website; Evaluate value of upda ng logo; Enhance social media presence. Determine appropriate eec veness metrics for each of our programs.
Sta
Programs
A LLI A NCE FOR EDUCATION STAFF WORKPLAN 2011
1. P R O G R A M M I N G
The Districts ve-year strategic plan, Excellence for All, sets forth specic goals for increases in student achievement. The focus on 3rd grade reading prociency, 7th grade math prociency, and on- me, college-ready high school gradua on extends from a wide body of research iden fying those metrics as key indicators of academic success.1 These outcomes are to be achieved through improvements in ve core areas of system work (building blocks): talent acquisi on and reten on, teaching quality, curriculum, infrastructure and family engagement. As per the Memorandum of Understanding between the Alliance and Sea le Public School, AFE will invest in priori es set by SPS. (See appendix A) Our ac vi es are intended to align with and add value to District needs and priori es. We achieve this by ac ng as a trusted, cri cal friend to the district; fundamentally suppor ve but willing to challenge conven onal thinking when necessary. Excellence for All 5-year Strategic Plan 2008-2013
Annie E. Casey Founda on: Learning to Read, Early Warning! Why reading by the End of Third Grade Ma ers, 2010; Center for Labor Market Studies, April 2009 Le Behind in America: The Na ons Dropout Crisis; Oce of the Superintendent of Public Instruc on, h p://k12.wa.us/
Our programma c work exists at the intersec on of SPS building blocks and the Alliance theory-of-ac on:

PROGR AM DE TAIL
Leadership Development
School Board Superintendent Principals EMT
Quarterly retreats for school board members to enhance their understanding and prac ce of governance responsibili es. Ongoing partnership with the Superintendent to support and increase visibility with key business and civic leaders. [Future Ini a ve] Developing proposal to create Principal Leadership Academy in conjunc on with Urban Teacher Residency Program (see below). [Future Ini a ve] Evalua ng poten al to create new leadership development program for the Superintendents Execu ve Management Team, modeled a er the School Board Leadership Development program. Support implementa on of the groundbreaking 2010-2013 Collec ve Bargaining agreement on both the technical side (via PPPE) and the culture change side (via Our Schools Coali on, including augmen ng teacher voice in policy-making). [Future Ini a ve] Plan and launch (date TBD) an Urban Teacher Residency Program modeled a er the Boston Teacher Residency (h p://bostonteacherresidency.org/). Directly fund (through the Stanford Endowment) Readers/Writers Workshop, an innova ve and intensive instruc onal method aimed at drama cally improving literacy. (SCAN) Coordinate the eorts of independent college access providers to increase the number of low-income, students of color and rst-in family who enroll and success in college. Conduct founda onal planning to establish a system of wrap-around school-based support services to decrease barriers to student achievement. [Future Ini a ve] Assess opportuni es to scale up successes in math and science at the middle school level.
Teacher Eec veness
CBA Pipeline
College Ready
Readers/Writers Workshop Sea le College Access Network Community Schools Math/science scale-up
Performance Management
Stakeholder Summit Consor um-style Partnership
Annualize the Superintendents Stakeholder Summit to provide educa on leaders around the city a progress report on progress rela ve to goals. [Future Ini a ve] Assess need and value of replica ng (through partnership) the Chicago Consor um, a research and informa on organiza on that provides sophis cated analysis specic to Chicago Public Schools to inform and assess policy and prac ce.
Community Engagement Community engagement is not a separate, dis nct program but is integral to much of our work and therefore threaded throughout. Successful advocacy and fundraising on behalf of Sea le Public Schools can only be achieved by making meaningful, numerous connec ons with the vast array of educa on stakeholders in Sea le. A concerted eort towards ac onable, issue-based community engagement drives policy changes and provides a mechanism for an authen c feedback loop between various communi es and the school district. It is important to note here the prole of the Alliance as a grasstops convener of community leaders as opposed to a grassroots organizer of community members.
2. F I NA N C I A L S
In 2011, the Alliance will manage $5.0M in program ac vity. To sustain this work, we will raise funds from founda ons (grant management), and corpora ons & individuals (development). The goal of the Alliance is to present an annual budget that maintains or increases the net balance of unrestricted net assets while providing the resources to successfully conduct our programs. In 2011, we project a break-even budget that maintains the current level of unrestricted net assets. As planned, signicant grant funding received in prior years will be distributed in 2011, which results in an expected reduc on of our temporarily restricted net asset balance.
Alliance for Education Statement of Activities - 2011 Budget In Thousands of Dollars
a. Budget
Unrestricted Operating Public Support and Revenue Educational Investment Management and General Fundraising-General Fundraising-Special Events School Accounts Total Public Support and Revenue Net Assets Released from Restrictions Total Public Support and Revenue
Permanently Temporarily Restricted Restricted Endowment
Total
120 161 365 635 1,281 3,721 5,002
955 185 1,840 2,980 (3,721) (741)
1,075 161 365 820 1,840 4,261 4,261
Expenses Educational Investment Direct Expenses p Indirect Expenses Total Programs Management and General Fundraising-General Fundraising-Special Events School Accounts Total Expenses Change in Net Assets - Operating Non-operating Endowment contributions Endowment investment returns Endowment expenses Transfers from Endowments Gain / (Loss) on Endowments Change in Net Assets - Non-operating Total Change in Net Assets
1,458 318 1,776 642 317 427 1,840 5,002 -
(741)
1,458 318 1,776 642 317 427 1,840 5,002 (741)
415 415
344 (64) (280) (741) 9,612 8,871
157 157
344 (64) (280) (741.00) 10,184 9,443
Beginning Net Assets - January 1, 2011 Ending Net Assets - December 31, 2011
b. Grant Management
The Alliance for Educa on manages and oversees grants in two categories: 1. Sub-grants to Sea le Public Schools (donor-directed dollars): The Alliance works with funders and SPS partners to align priori es, develop proposals and secure funding. We then serve as a scal sponsor, working with district sta to ensure delity of implementa on. Most sub-grants are annual grants, with occasional mul -year grants.
FUNDER
Bill & Melinda Gates Founda on Broad Founda on Nesholm Family Founda on
PURPOSE
YEAR
TOTAL AWARD
SUBGR ANT
SPS Strategic plan support (performance mgmnt, data, talent dev., communica ons) 2008-11 (36 months) Performance Management 2009-10 (21 months) 2011 (12 months) 2009-11 (14 months) 2009-10 (18 months) 2009-11 (24 months) 2010-11 (12 months) 2010-11 (12 months) 2010-11 Total
$6,929,430 $1,250,000 $493,768 $420,000 $380,000 $200,000 $20,000 $8,000 $$9,701,198
$5,747,680 $1,250,000 $493,768 $411,775 $372,549 $200,000 $18,000 $8,000 $85,600 $8,587,372
Middle School Literacy Leadership development at SPS-Cohort 2 Stuart Founda on Leadership development at Stuart Founda on SPS-Cohort 1 Bill & Melinda Gates Denny M.S. coordina on Founda on and partnerships Amgen Science Coach Pre-K to 12 Science Commonweal/Renschler support China Hanban Confucius Ins tute
2. Alliance-Specic Grants: The Alliance also pursues support for programs the Alliance, not the district, own and operate. These grants fund projects such as the Sea le College Access Network (SCAN), Community Engagement, Community Schools Planning, School Board Leadership Development, and Teacher Quality. These vary between mul -year grants and annual ini a ves.
FUNDER
Bill & Melinda Gates Founda on Bill & Melinda Gates Founda on College Spark JPMorgan Chase Bill & Melinda Gates Founda on United Student Aid Funds (NELA) PEN/Lumina founda on What Kids Can Do
PURPOSE
Community Engagement & School Board Leadership Community Schools Planning - Phase 2 College Access and Success Community Schools Planning Teacher Quality (supplement to $553,695) College Access and Success College Access and Success Hear Us Out College Access and Success
YEAR
2008-2011 (36 months) 2010-11 (12 months) 2010-2012 (24 months) 2010 (12 months) 2010-11 (12 months) 2010-11 (12 months) 2009-11 (27 months) 2010-11 (12 months) Total
TOTAL AWARD
$553,695 $150,000 $150,000 $57,500 $30,000 $25,000 $20,000 $5,000 $991,195
10
NOTES ON SCHOOL ACCOUNTS:

In 2011, the Alliance will manage $1.84M in school accounts as part of our eorts to provide high-quality, costeec ve solu ons that enable individual schools to expand their base of charitable support. The Alliance currently provides support to approximately 200 groups, including PTSAs, booster clubs, parent groups and others. These groups are established to raise funds for needed classroom supplies, and programs as well as teacher, counselor and sta me not covered by exis ng school budgets. The Alliances work in this area provides a consistent level of scal accountability and long-term support to groups with a con nuously changing volunteer structure. Services provided to these groups include: dona on receipt, tracking and acknowledgment, pledge management, accounts payable services, compliance and repor ng. The services are provided at no cost to the groups or individual schools. The Sea le School District recognizes the value the Alliance provides in managing these accounts and is under agreement to compensate the Alliance for direct costs associated with these ac vi es.
c. Development
Because sta expenses and overhead are only frac onally covered by the grants themselves, the Alliance must run a robust development program to raise incremental revenue to sustain opera ons. In 2011, we will raise $1.19M in unrestricted revenue. We will do so by employing a mul pronged development plan that spans individual giving, major gi s, corporate giving and founda on support. Included in this are two major annual events: the Community Breakfast and the Black & Orange Ball.
2011 Development Revenue $1.19M
Annual Giving 6%

Major Giving 7%
Other 3%
Corp./Fdn. Giving 17%

Community Bfast 18%
Black & Orange Ball 49%
Tac cally, the development calendar of ac vi es will include: Jan Direct Mail Phonathon Email Community Breakfast Black & Orange Ball Holiday Card Major Giving Corp/Fdn Giving Feb X Mar X X X X X Apr May Jun X Jul Aug Sept X Oct Nov Dec X X
11
d. Accoun ng
Accoun ng works closely with the Finance and Audit Commi ee, a commi ee formed by the Alliances Board of Directors. The Finance and Audit Commi ee is charged with monitoring the overall nancial aairs of the organiza on and has other oversight responsibili es as described in its charter. Accoun ng is responsible for ensuring that the Alliance for Educa on follows United States generally accepted accoun ng principles for not-for-prot organiza ons. The Alliance undergoes an annual audit by an outside CPA rm to verify that our nancial statements conform to those principles. Accoun ng also ensures that the Alliance is in compliance with federal, state, county and city policies and regula ons for repor ng. For the size of the organiza on, the nance and accoun ng ac vity at the Alliance is rather complex. It is responsible for: General Opera ng funds (includes unrestricted dollars raised at special events and grants awarded for general opera ng support) Donor Restricted Funds (temporarily restricted for specic purpose or me) Endowments and quasi endowments (permanently and temporarily restricted funds) Accoun ng monitors opera ng expenditure and revenues and works closely with Development and Grants Management to ensure that all donor restricted funds are spent in a manner consistent with the restric ons and any agreements. A signicant por on of Accoun ng eorts are spent working with Development and other sta to provide Direct School Related Fundraising and Fiscal Support services (detailed above.) Accoun ng is also responsible for providing accurate, mely and useful informa on for grant repor ng, opera onal budgets and management decisions. The vast majority of transac ons by number both receipts and disbursements involve school accounts described above.
12
3. O T H E R O P E R A T I O N S
AREA
Communica ons PPPE (Philanthropic Partnership for Public Educa on) Educa onal Investments Task Force Community Engagement Task Force
DESCRIP TION
We will redesign our website, explore the value of upda ng the Alliance logo, and enhance our social media presence through Facebook, Twi er and other vehicles. We will con nue to convene this powerful funders collabora ve on a quarterly basis, leveraging the group to direct high-impact, me-limited investments into SPS. 2011 investment considera ons will focus on HR and Communica ons transforma on eorts at central oce. The advisory role of the Educa onal Investments Task Force will con nue to be rened. The work and charter of the Community Engagement Task Force will be rened in 2011, ensuring appropriate integra on with the Our Schools Coali on and other convening eorts focused on bringing together a representa ve set of community leaders. The Alliance will con nue to administer several awards, including the Foster and Swain Awards. We will also assess the feasibility of crea ng and endowing new awards, including, but not limited to, a Teacher Leader Award and a Teacher Impact Award.
Awards
4. O R G A N I Z AT I O N A L S T R U C T U R E
A L L I A NC E F O R E DUC AT ION
ORG ANIZ ATIONAL STRUCTURE
B OA R D O F DIRECTORS
Execu ve Assistant Sara Circelli
President & CEO
Sara Morris
CFO & Director of Opera ons Chuck Schafer
Director of Development TBH
Director of Grants Management Mark Taylor
VP of Programs Karen Tollenaar Demorest

Leadership Progamming (SB, PLA)
Accoun ng Manager Amy Ward (0.8 F TE)
O ce Manager Alma Romero
Events Manager Marleen Arenivar
Development Associate Jennifer Pan (0.5 F TE)
Communica ons Associate Rachel Hug
School Account Support Cynthia McKinney
13
APPENDICES
a. MOU with District
14
Excellence for All 5-year Strategic Plan 2008-2013
Annie E. Casey Founda on: Learning to Read, Early Warning! Why reading by the End of Third Grade Ma ers, 2010; Center for Labor Market Studies, April 2009 Le Behind in America: The Na ons Dropout Crisis; Oce of the Superintendent of Public Instruc on, h p://k12.wa.us/

Annual Giving 6%
Other 3%
Major Giving 7%
Corp./Fdn. Giving 17%

Community Bfast 18%
Black & Orange Ball 49%
The Alliance for Education is Seattles local education fund. 1 Our mission is to ensure that all students in Seattle Public Schools are prepared for college, career and life.
Alliance for Education Mission, Programs and Accomplishments
The Alliance supports public education in Seattle in three specific and interconnected ways:
The Alliance was formed in 1995 through a merger of three groups with similar missions. The objective was to serve as a catalyst for change, a convener of community leadership, and a conduit for directing private resources both dollars and expertise toward critical needs in Seattle Public Schools. 17 years later, the Alliance remains dedicated to supporting and improving public education in Seattle, operating independently of the school district. Funding: Directing private resources into system-wide investments aimed at improving student outcomes and closing the achievement gap. Advocacy: Acting as an independent voice and external catalyst for change. Community Engagement: Convening community leaders to facilitate action-oriented conversations around education issues.
Within that construct, we focus on three core priorities:
Since 2008, a primary focus of our partnership with SPS has been the 5 year strategic plan, Excellence for All. The plan sets ambitious academic goals for the district and describes how the targets will be achieved. To date, the Alliance has generated over $9 million to help SPS implement the plan. In addition, the Alliance provides trusted counsel to leadership, assistance with community engagement and policy development, and support with grant compliance and reporting. Our work is directly contributing to a performance management culture through these initiatives:
Academic Rigor to set a high bar and support the transformation of the district into a college and career ready culture; Effective Teaching, supporting greater accountability and opportunity within the teaching corps and developing new pathways for high quality teaching talent to enter SPS; and Leadership Development, including support for School Board, Superintendent, Cabinet and principals.
1 Local education funds (LEFs) are community-based organizations dedicated to improving education in a particular geographic area. While LEFs typically have long-term relationships with their districts and leverage resources for public schools, LEFs are independent and are not just school foundations. Many develop and promote policy, conduct advocacy campaigns, and operate their own programs. See www.publiceducation.org. 2 See page 6 of Segmentation Plan which describes how each school is assigned a level (1 through 5) based on growth and absolute performance. 3 The ADW provides school, classroom, and individual student performance data. Supported by central office training, school principals and staff create custom screen views and metrics reports disaggregated by ethnicity, FRL, SPED and other user-selected criteria. After pinpointing problem performance areas, they work with their assigned instructional specialists to develop and implement targeted interventions.
District and School Scorecards and the school segmentation plan;2 New assessment and data tools including the Measures of Academic Progress and the Academic Data Warehouse (ADW), along with the technical coaching needed to improve outcomes; 3 Redesign of the districts HR department to better support each schools performance goals; A teacher evaluation system that references student growth (among other criteria) and enriches career opportunities for teachers.
509 Olive Way Suite 500 Seattle WA 98101 ph 206.343.0449 www.alliance4ed.org
These and other changes across the system have resulted in:
In addition to serving as SPSs closest strategic partner, the Alliance operates its own programs pursuant to the three core priorities: Academic Rigor, Effective Teaching, and Leadership Development. Seattle College Access Network: We organized 40 independent providers and are now facilitating implementation of a collaborative plan to increase post-secondary enrollment of low income and students of color. In 2011, the Alliance-led network enrolled 95% of eligible 8th graders in the states College Bound scholarship program.
Alliance Programs
The high school graduation rate reaching 73% after stagnating in the mid-60% range for several years;4 Academic proficiency increasing in nearly every subject and grade on state assessments; 5 Proficiency of 3rd through 8th graders exceeding the state average; 6 and Five formerly low-performing schools 7 for the first time achieving Adequate Yearly Progress, a rigorous benchmark in the federal No Child Left Behind legislation.
Intensive School Partnerships: We collaborate with SPS on the launch of a new partnership framework at three pilot sites. The new framework strengthens coordination, alignment and evaluation of school-based service providers toward the goal of improving academic outcomes.
Quality Teaching & Learning: Co-leading the Our Schools Coalition8, we conduct research and organize issue-focused public campaigns to improve student achievement district-wide. Influenced by the Coalitions advocacy in 2010, evaluations of teachers now take into account students academic growth, and educators have more opportunities for career advancement. Teacher Residency Program: This partnership with SPS and the UW College of Education will apply the medical residency model to prepare teachers for placement in high-need schools. We begin a year of curriculum and program planning in July, 2012; the first cohort of residents and mentors will start in August, 2013. School Board Leadership Support and Development: The Alliance arranges professionally facilitated school board retreats and trainings to reinforce best practices in governance 9.
For further information about the Alliance for Education, contact CEO Sara Morris (sara@alliance4ed.org) or VP of Programs, Karen Tollenaar Demorest (Karen@alliance4ed.org).
4 5
Direct School Support: The Alliance provides fiscal services to over 200 individual schools and school support groups, including PTAs. Funds raised by these groups support enrichment programs in academics, the arts, languages, public service, technology, sports and other areas that cannot be supported by limited district revenues. Our service includes serving as their 501(c)(3) fiscal sponsor, and processing more than 5,000 donations totaling over $1.3 million annually.
Data in this section is from 2011 State of the District, SPS Performance Page, District Scorecard, and High Schools Report. Per Measurements of Student Progress, Washingtons annual assessment of student learning (http://www.k12.wa.us/assessment/default.aspx). 6 Based on Washingtons annual assessment of learning in the states public schools, the Measures of Student Progress. 7 Dearborn Park, West Seattle, Sanislo, Greenwood and Blaine K-8. 8 Co-leaders of the coalition are the League of Education Voters and the Technology Alliance. See www.ourschoolscoalition.org 9 Our partner in the school board development work is the Center for Reform of School Systems, http://www.crss.org/.
N:\SPS\Superintendent\Jose Banda\Briefings May-June 2012\2-Pager DRAFT 3.docx
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AllianceforEducation
2011Financials
SourceofFunds$4.9M
CostRecovery 3% SPSFiscal ServicesReimb 2% Fundraising 20% Program Grant/Support 47%
DirectSchool Support 28%
SourcesofFunds: ProgramGrantSupport(47%):Thesefundsarerestrictedforuseonlyfordirectprogramexpenditures(SeeUseofFunds: Programsbelow) DirectSchoolSupport(28%):TheseareSchoolAccountdonationsthatarerestrictedforuseentirelyatindividualschools.(See UseofFunds:DirectSchoolSupportbelow) Fundraising(20%):Fundsraisedthroughgivingcampaigns,atourCommunityBreakfastandothereventsforgeneraloperations. CostRecovery(3%):Costrecoveryfundsreceivedfromallgrantsadministeredduring2011.Supportforindirectcostsand overhead. ( %) SPSFiscalServicesReimbursement(2%):SPSreimbursementfordirectcostsassociatedwithadministrationofSchoolAccounts.
UseofFunds$4.9M
Administration 13% Fundraising 7%
DirectSchool Support 33% Programs 47%
UseofFunds: g g g g ResidencyPrograms,andsubgrantstotheDistrict(includesHumanResourcesRedesign,ScienceProfessionalDevelopment,College AccessandIntensiveSchoolPartnership/CommunitySchools) DirectSchoolSupport(33%):SchoolAccountexpenditures.Allfundsreceivedaredesignatedentirelytoschools.(Variance betweenSourceandUserelatestotimingofexpenditures.) Admin(13%):IncludesSchoolAccountManagement Fundraising(7%):
On a mission to ensure every child in Seattle Public Schools is prepared for success in college, career and life.
2012 Roadmap

Organizational Goals: Fundraising: To stand as a well-resourced non-profit meeting the needs of students in Seattle Public Schools; Advocacy: To be a thought leader and influential voice in education policy; Community Engagement: To effectively catalyze strong, inclusive community partnerships. 2012 Goals 1. Selectively expand Board of Directors by 1-2 members 2. Sustain Emeritus board engagement level 3. Achieve 100% board financial support 1.
Board of Directors Programs
2. 3.
Leadership Development School Board: Build and fund expanded 2012-2015 program in consultation with Superintendent and School Board president. Superintendent: Participate in Superintendent search. Serve as trusted advisor and critical friend to outgoing and incoming Superintendents. Principals: Explore opportunities to initiate principal pipeline work. Effective Teaching Contract Reform: Lead Our Schools Coalition to achieve contract reforms in 13. Human Resources: Steward PPPEs efforts investing in SPS HR Redesign. Urban Teacher Residency: Launch the Seattle Urban Teacher Residency.
Owner Sara Karen
Karen/TBH
Sara
Finance
Development
1. 2. 3. 1. 2. 3. 1. 2. 3. 1. 2. 3. 1. 2. 3.
Academic Rigor Readers/Writers Workshop: Co-design next wave of effective investment. SCAN: Sustain 100% college-bound scholarship sign-ups; drive 25% increase in FAFSA completion rates. Intensive School Partnerships: [Karen] STEM: Explore opportunities to expand STEM opportunities throughout SPS. Raise $1.1M in general operating revenue. Grow donor base by [% TBD; includes explicit retention goal] Significantly expand major giving, corporate support and individual giving through dedicated, data-driven stewardship and cultivation efforts. Double content output across channels with relevant, current editorial content. Increase readership by 20% across channels as identified in communications plan; Establish consistent practice for integrating comms, devo & school account efforts. Increase Raisers Edge proficiency. Research and implement upgrades to phone and computer systems. Lay groundwork necessary to launch successful 2014 office space search Create internal structures to promote improved cross-team communications. Streamline internal fiscal controls and external financial reporting. Expand and enhance School Account fiscal services. Update endowment investment and spending policies.
Sara Sara Sara/TBH
Chuck/Amy Amy Chuck Kristin
Karen Karen/TBH
Mark Karen
Grant Management Comms
Secure renewed grant support from at least 95% of current foundation supporters. Secure incremental general operating support from 2-3 new foundations. Steward existing programmatic grants faithfully.
Rachel Alma
Mark
Internal Ops
Other
The Alliance is: The Districts strategic partner for fundraising, advocacy and civic engagement.
Sara
Convene 3-5 mid-size community events with education stakeholders.
Sara
The Alliance is: The Districts strategic partner for fundraising, advocacy and civic engagement.
A SHARPENED FOCUS In January, 2011, the Alliance Board of Directors approved a new strategic plan that sharpened the organizations strategic focus. This plan commits us to three core investment priorities: leadership development, effective teaching and academic rigor in Seattle Public Schools. Of the many levers to pull in pursuit of improved educational outcomes for children, we believe these are the highestreturn investments we can make.
ACCOMPLISHMENTS 2011
2011 ACCOMPLISHMENTS In 2011, Seattle students achieved the greatest academic gains this city has seen in years. Our students now outpace the state i n all tested subjects in grades 38. Graduation rates broke through to73% after stagnating in the 60% rangefor years. And implementation of a transformative new teacher contract achieved in great measure through the advocacy efforts of the Alliance and the Our Schools Coalition is underway. Domain Program Effectiveness
Fiscal Health Board Development
New Initiatives
2012 PRIORITIES In 2012, we will continue to:
Act as a responsible steward of private funds that enhance the Districts work; Focus on a narrow set of highleverage investment priorities: leadership development, effecting teaching and acade mic rigor; Nurture relationships with community partners large and small; Use our voice to advocate for sound, evidencebased policies that serve students well; Serve as a critical friend to district leadership, pushing and challengingthem to be the best they can be; Always keep the interests of the 48,000 students in Seattle Public Schools at the center of our work.
Thank you for your ongoing support for high quality public education in Seattle.
FOUNDATIONS & CORPORATIONS AmgenBank of AmericaBen Bridge Jeweler, Inc Bill & Melinda Gates Foundation The Boeing Company College Spark Wa shington ComcastFirst Choice HealthFoster Pepper PLLCGroup Health Cooperative John C. &Karyl Kay Hughes Foundati on JP Morgan Chase KeyBankLumina FoundationMacys Inc. MetzlerNorth America Microsoft CorporationNesholm Fam ily FoundationPerkins Coie LLCThe Raikes FoundationThe Seattle FoundationThe Stuart FoundationUnited Student Aid Funds, Inc INDIVIDUALS Carl AlbrechtScott and Sarah Armstrong Jane I. Blodgett Jon and Bobbe BridgeChris Davies Pamela and Bob EshelmanVi ctor and Ellen Fung Ken Hamm Nicolas HanauerPamela MacEwan and John BurbankChase Morgan James and Jeanne Mo rrisShan and LeeMullin Blake and Molly NordstromBruce NordstromPeter J. Rose Judith and Jon RunstadBrian J. SmithC huck Swenson John WarnerCarl and Rachel Weissman
GENEROUS SUPPORTERS 2011
MEMORANDUM
TO: FROM: DATE: RE: Cc: School Board President Michael DeBell Sara Morris, President & CEO, Alliance for Education May 4, 2012 Transition Planning Pam MacEwan, Board Chair, Alliance for Education; Interim Superintendent Susan Enfield
Below please see an outline of the who, what, why and when of these gatherings in chronological order. Please advise on how to proceed. Thank you!
This memo seeks your assistance facilitating the scheduling of several start-up meetings with incoming Superintendent Banda. We look forward to welcoming him to our city and initiating connections with key district partners in the business, philanthropic and civic community.
Congratulations on the selection of Jose Banda as Seattles next Superintendent. The Alliance for Education looks forward to supporting his leadership in creating success stories for all of Seattles 48,500 public school students.
MEETING
DATE
Superintendent Briefing
Purpose: To familiarize Superintendent Banda with the history of the Alliance/SPS partnership, the role of a local education fund (as distinct from a schools foundation such as the Anaheim City School District Foundation), and our current program focus, all leading to a discussion of our future working partnership. Participants: Alliance leadership team, Alliance Board chair (SPS board president most welcome). School Board Retreat Facilitated by Washington State School Directors Association June 2 10- 4:30 pm JSCEE Auditorium
Immediately (prior to July 1)
TIME/DURATION
2 hours
LOCATION
Alliance for Education
Purpose: To welcome the incoming Superintendent, discuss upcoming issues, communications, board goals and governance. This will be followed by an overnight retreat in late August (see below). Welcome Reception Co-hosted by the Alliance for Education and El Centro de la Raza June 26 or 27* 5-7pm El Centro de la Raza
Participants: School Board members, incoming Superintendent Banda, facilitator, guests (open public meeting).
Purpose: To warmly welcome Superintendent
Participants: 75-100 business, community and philanthropic leaders. Seattle Urban Teacher Residency inaugural planning retreat Week of July 16
Purpose: To formally begin the year-long planning and design phase in preparation for fall 2013 launch. Alliance for Education Executive Committee July 11 30 minute block within 7:30 9:00am
Participants: Leadership from the Alliance, University of Washington, SPS, Urban Teacher Residency United. Purpose: To introduce Superintendent Banda to the Alliance for Education Executive Committee. Participants: Alliance for Education Executive Committee . Q3 PPPE (Philanthropic Partners in Public Education) July 18 30 minute block within 10:30 1:00pm (T) Alliance for Education
At least half a day (out of 2 days total)
TBD
Purpose: To introduce Superintendent Banda to the foundations supporting education efforts in Seattle. Participants: Senior program officers from the PPPE Funders Collaborative. 2012 School Board Retreat August TBD Overnight TBD
Bill & Melinda Gates Foundation
Purpose: To continue the school board leadership development support (provided by the Alliance since 2008) and create dedicated space for the Superintendent and School Board to solidify their common vision and shared goals. Participants: Seven elected school board members, Superintendent, facilitator, AFE and district senior staff. Community Roundtable September TBD 3:00 5:00pm with TBD reception following Purpose: Provide an opportunity for the Superintendent to engage with representatives from Community-based organizations serving and advocating for students, to build stakeholder support, learn more about organizational priorities, and share the Superintendents vision for Seattle Public Schools Participants: A facilitator, Superintendent Banda, 1-2 School Board members, Alliance staff, approximately 25 representatives from Community-based organizations. Alliance for Education Board Meeting Purpose: The Superintendent of Seattle Public Schools holds an Ex Officio seat on the Alliance for Education Board of Directors. Participants: Alliance for Education Board of Directors, staff. September 19 7:30 9:00am One Union Square
Our Schools Coalition
Purpose: To introduce Superintendent Banda to the 30+ community organizations affiliated with the Our Schools Coalition and familiarize him with the groups goals and activities. Participants: Leadership of Our Schools Coalition member organizations. A few other dates to put on his calendar include: Fall September TBD October 17-19 October 27 November 14 November 15
September TBD
1 hour
TBD (neighborhood-based)
Summer (I am unsure when he will be in town and when he expects to arrive permanently) June 14 School Board Thank You Reception, hosted by the Alliance, Seattle Aquarium, 5-7pm
December TBD`
* We strongly suggest one of these dates for two reasons: a) out of respect for departing Interim Superintendent Enfield, it will be after her last day and b) it precedes the dog days of July and August when it is exponentially more difficult to get people together for a party!
Alliance for Education Emeritus Board meeting & reception, Perkins Coie Chamber of Commerce 2012 Regional Leadership Conference, Suncadia Alliance for Education Auction & Gala, Fairmont Olympic Hotel, 5-11pm Alliance for Education Board of Directors meeting, One Union Square, 7:30 9:00am Seattle Public Schools Annual State of the District Address, hosted by the Alliance for Education (time and venue TBD; Superintendent Banda will be the featured speaker) School Board Retreat Saturday
Re:
Date:
From:
cc:
To:
March 13, 2012
Sara Morris, President & CEO, Alliance for Education Karen Demorest, VP of Programs, Alliance for Education
School Board Directors Carr, Martin-Morris, McLaren, Patu, Peaslee, Smith-Blum Holly Ferguson, Mark Taylor
School Board President Michael DeBell
MEMORANDUM
School Board Leadership Development Support Phase II Planning
BACKGROUND Beginning in 2008, in collaboration with the school board, the Alliance for Education developed and implemented a multi-year Leadership Development support program for Seattle Public Schools Board of Directors. The goal has been to provide professional development and other support which enable this group to operate as a stable and highly effective governing board by building norms and developing a continuity of process that sustains over time.
This memo reflects recent conversations with you and your board colleagues about how best the Alliance for Education can continue supporting the Seattle School Board in 2012 and beyond. Next steps are to finalize the scope of work for Phase II and seek funding.
This work has been guided in large part by the Center for Reform of School Systems (CRSS), a nationally recognized provider of comprehensive School Board training programs. According to CRSS, an effective board is defined by its results, specifically excellent schools and high academic achievement for all children. The essential elements of an effective board are unity, stability, good governance and a cohesive vision for high achievement for all children. Such a board: Works as a whole and does not push the agendas of individual members or constituents Hires an effective superintendent/CEO and establishes a close relationship of trust Governs by policy and eschews micromanagement Reaches out to its community to build public support and bring resources into the schools Has a coherent theory of action for change and advances an agenda consistent with its theory Focuses on what is happening in classrooms, specifically academic outcomes 1
Funding for this work has been provided by the Bill & Melinda Gates Foundation, totaling $172,922 over four years. Funding is set to expire on August 31, 2012. Pending the availability of new funding, Phase II would begin on September 1, 2012. ACTIVITIES Activities to date have included: Quarterly retreats: Quarterly retreats for school board members and the Superintendent, facilitated by local and national experts on school district governance and education reform. Topics covered have included governance (roles & responsibilities of board officers relative to management), policy development, communications and team building.
www.crss.org
Policy Development: A comprehensive policy audit was conducted, assessing compliance with Washington States RCWs. The process identified certain gaps, redundancies and inconsistencies in policy and resulted in recommendations for the development, consolidation and elimination of some existing policies.
Research: Research across six comparable school districts was conducted, focusing on board staffing, committee structure, compensation, training, and public meeting protocols. This resulted in recommendations for board office restructuring (see below).
PHASE II PLANNING We will work to gauge funder interest in an expanded body of work intended to address what we collaboratively have identified as the two most critical needs facing the board at this time: Specifically, through ongoing partnership with CRSS, WASDA, Puget Sound ESD and others: 1. Policy Governance: 1. 2.
RESULTS As a result of this work, the board has: Improved its document management and oversight protocols; Established a more streamlined process for policy development and review; Gained access to governance resources across the country, informing decision-making; Executed a cost-neutral restructuring of board office staff to provide a higher-level of support and strategic counsel to board members.
Peer Collaboration: Support was provided for board members to attend a conference organized by the Council for Great City Schools, during which the Alliance hosted a dinner for 20 board members from four large urban districts to share experiences and best practices.
Refining board directors expertise in policy governance; Increasing awareness amongst SPS stakeholders of the characteristics of a high-performing board and behaviors of highly effective board members. Quarterly Retreats: Continue conducting retreats to address content areas including, but not limited to: a. Establishing consensus around what constitutes best-practices governance (often utilizing a case study approach) including establishing and maintaining a highly effective committee structure; b. Long-range planning, i.e., re-thinking public educations service delivery model to reflect economic conditions and the changing demographics of SPS; c. Balancing the responsibilities of system governance and constituent relations; d. Becoming a discerning consumer of primary and secondary research; e. Building improved mechanisms for representative, actionable community input; f. Identifying other pain points for board members and how they can best be addressed.
2.
4.
3.
Research & Analytics: Expand services for board members, including: a. Research and analysis into specific areas of education policy; b. Documentation of local and national proof points demonstrating the effectiveness of specific policy or practice under consideration, including proven effective uses of technology; c. Other areas of inquiry as requested by the board appropriate to the governance framework within which they operate. Peer Collaboration: Create opportunities for school board members to meet with peers in neighboring districts to discuss regional issues and areas for collaboration. Conferences & Site Visits: Provide resources to support conference attendance and annual site visits to comparable districts.
5.
Orientation Module: Develop a robust orientation program for new board members; develop a suite of training tools for committee chairs.
Awareness Building Within the Community
2. Publications: Produce accessible reports and presentations on topics including but not limited to: a. Case studies of highly effective school boards in comparable districts; b. Seattle School Board member profiles (policy initiatives, voting records, etc.) 3. Other efforts: As determined by need NEXT STEPS March 30, 2012 April, 2012 Refinements to program scope (all board members); testimonials from board members to support funding proposals Budget development Pre-calls with funders to gauge interest Proposal development
1. Community Forums: Organize a range of community events and forums to raise awareness about best practices governance, such as: a. Steward a deliberate plan for ongoing SB member outreach to Legislative District meetings, PTAs, Neighborhood Community Councils, etc. b. Conduct regular School Board Community Roundtables, focused on specific issues facing the board, with two board members (rotating) and representatives of CBOs and advocacy groups;
We look forward to our continuing collaboration, supporting the School Board with the tools needed to govern effectively. Warmly, Sara Morris President & CEO Alliance for Education Karen Demorest VP of Programs Alliance for Education
April, May 2012
Demorest, Taylor Demorest, Taylor Demorest
Lead: DeBell, Bennett
Alliance for Education Seattle Public Schools University of Washington College of Education Urban teacher residency programs, pioneered between 2001-2004 in Boston, Chicago and Denver, apply the medical residency model to teacher preparation. By blending classroom apprenticeship with aligned, graduate-level course work and an intensive resident/mentor partnership, residencies aim to accelerate student achievement through the training, support and retention of excellent teachers. Seattle Public Schools, the University of Washington and the Alliance for Education are partnering to launch the Seattle Urban Teacher Residency in the 2013-2014 academic year.
SEATTLE URBAN TEACHER RESIDENCY Overview April 2012
RESULTS Residencies have proven effective across several dimensions, including: Gains in student achievement; 1 3-year teacher retention rates between 85%-98%, compared to the national average for urban educators of 50%; 2 Principal satisfaction rates over 90%; 3 Significant increases in the diversity of the teacher talent pool. 4 Sustainability and scale: one-third of all new teachers in Boston Public Schools come through the Boston Teacher Residency program. 5
THE URBAN TEACHER RESIDENCY MODEL Selective recruitment of mid-career professionals into the teaching profession, intensive preparation, cohort placement and post-residency induction support are the hallmarks of the residency model. This approach customizes teacher preparation to meet district-specific needs. As an example, residents recruited and trained through BTR (the Boston Teacher Residency) are prepared for and committed to Boston Public Schools.
MEETING A NEED The research is conclusive: teacher quality is the single most important factor in student learning. 6 Seattle Public Schools has a permanent need for a robust teacher pipeline. The average annual teacher mobility/vacancy rate at Seattle Public Schools is 12%. The residency program will become a central component of SPS human capital strategy. Done well, this effort will enable the district to far more effectively meet its teacher recruitment, preparation and retention needs, setting both students and teachers up for greater success.
1 2
Steady increases in ISAT for all AUSL schools; Sherman School posted ISAT gains 50% above district average; Dodge Academy posted largest ISAT gain of any Chicago public elementary; 93% of AUSLs first high school graduating class (2008) enrolled in college (www.ausl-chicago.org). BTR 2008 business plan; www.boettcherteachers.org. 3 BTR 2008 business plan. 4 In Boston, over 60% of residents are of color. Fmr Sup. Payzant has credited BTR for serving as the district's mechanism for diversifying its teaching pool. 5 The Boston Teacher Residency is now entering its 9th year, spanning three Superintendencies. It is funded through a combination of federal, district and private dollars. 6 National Commission on Teaching and Americas Future, What Matters Most: Teaching for Americas Future.
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TIMELINE & NEXT STEPS The leadership team has secured seed funding to support the planning and design year (academic year 2012-2013). The First Cohort will begin in academic year 2013-2014 (25 residents and 25 mentors in Cohort One, growing significantly over time). Actions commencing in Q2, 2012 will be to: Hire a Program Director (the management team will be incubated at the Alliance for Education and jointly selected by the Alliance, SPS, UW and other partners to be determined) Formally establish a three-tiered Planning Team: Steering Committee, Design Team, Advisory Council. Formally enroll in Urban Teacher Residency United (www.utrunited.com), the national network of the highest-quality urban residencies. UTRU accepts a limited number of planning teams each year and provides robust technical assistance on the path to launch. The Seattle team has been deemed highly qualified and ready by UTRU. Begin a series of Planning Institutes to guide the planning team through key program elements including, but not limited to: governance and management, cost modeling and sustainable funding, selection criteria and processes (for residents, mentors, site schools and management staff), curriculum development, and overall program evaluation.
Residencies have proven adept at surviving leadership changes over time, a dynamic endemic to large urban systems. They have done so by becoming an integral part of a districts infrastructure, an essential means of growing your own teachers and by earning the right to be championed by stakeholders across the city.
LEADING THE INITIATIVE Seattle shows a unique level of readiness to successfully launch this initiative. In any city, a firm commitment by the school district, a university partner and a non-profit partner is essential to success. Interim Superintendent Dr. Susan Enfield, Dean of the UW College of Education Tom Stritikus, and Alliance for Education CEO Sara Morris are so-leading the project. Their commitment is to a genuine tripartite collaboration that leverages national best practices while building something new, innovative, and right for Seattle.
OPPORTUNITY The Seattle Urban Teacher Residency program will be a flagship initiative for our city, providing meaningful benefits to teachers and students. Beyond our borders, it has the potential to make Seattle a national proof point in effective teacher preparation and support. Thank you for your interest.
Initial funding is being supplied by institutional funders and individual donors. A sustainable revenue model will be designed during the planning year. The leadership teams intent is to sustain the project over the long-term through a mix of revenue streams which could include federal dollars (as is the case in other cities), state funds (currently examining opportunities embedded within the just-passed HB2799), municipal funds (via the Families & Education Levy), District budget allocation, with a minority of funding coming from private philanthropy.
BUDGET The two year start-up budget is $1.4M; a detailed budget follows. This seed funding will support planning and the induction of 50 teachers (25 residents and 25 mentors) in Cohort One. Cohort size will grow over time and the per-resident spend will decline significantly (see chart).
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Teacher Residency Project Budget

2012-2013 Academic Year ("Year 1") = Planning & Design 2013-2014 Academic Year ("Year 2") = Cohort One
Year 1 Program Director Site Director Curriculum Director Fund Development $ 102,000.00 $ Yr 2 Yr 2 $ $ $ $ $ $ $ $ $ $ $ $ $ $ Year 2 107,100.00 $ $ $ $ $ $ $ TOTAL 209,100.00 Leads program. EXPLANATION Leverage UW resources to co-design, implement coursework.
MANAGEMENT TEAM All staff will be employees of AFE; includes benefits @ 20% of salary. Admissions/Recruit Dir 75,600.00 75,600.00 25,200.00 10,000.00 87,500.00
Research & Data Analyst (PT)
Mentor Stipends (25 @ $3,500)
Total Management $ 136,000.00 Yr 2 Yr 2
$ $
24,000.00 10,000.00
75,600.00 Co-manage recruitment, selection. 49,200.00 To secure support for 2013-18. 20,000.00 PT grad student for analytics. 87,500.00 Average of other TRPs
293,500.00 412,500.00
75,600.00 Manages mentors, residents onsite.
429,500.00
STIPENDS (RESIDENTS & MENTOR TEACHERS) Resident Stipends (25 @ 16,500) Residency for Residencies(RRP) TECHNICAL ASSISTANCE Local PD & Meeting Expenses To RRP Institutes Local Travel TRAVEL and LODGING
$ $ $
Total Stipend $ $
Yr 2 60,000.00 30,000.00
500,000.00 40,000.00 24,000.00
412,500.00 Average of other TRPs 500,000.00 100,000.00 Tuition for the 8 RRP Institutes[1] 106,745.00 54,000.00 Staff & planners: 8 trips in 2 years 57,200.00 3,200.00 Local travel by project staff. For recruitment of residents;
Total TA $ 61,800.00 $ 1,200.00
1,800.00
$ $
44,945.00 2,000.00
4,945.00
$ $ $ $ $ $
6,745.00 Venues, hospitality, Selection Day[2],etc.
Total Travel & Lodging $ 31,200.00
26,000.00
Website & Launch Communications Project-related office expense; MATERIALS & SUPPLIES Marketing Collateral Video Equipment Computers, licenses, set-up; Subgrants to UW and SPS COMPUTERS & EQUIPMENT
CONSULTING & PROFESSIONAL FEES
$ 25,000.00
4,000.00
29,000.00 build awareness among stakeholders 16,700.00
7,900.00
8,800.00
Printing, postage, supplies, including material to recruit residents, mentors. Computers for new staff as hired;
6,500.00
$ $ $ $
4,100.00 20,000.00 901,345.00 135,201.75
$ $
SUBGRANTS TO PARTNERS ($25K each in Yr 1; $10K each in Yr 2) $ 50,000.00 $ 318,400.00 $ 366,160.00
10,600.00 To record & improve teaching.
TOTAL DIRECT EXPENSES GRAND TOTAL
$ 1,219,745.00 $ $ 1,402,706.75
Indirect @ 15% $ 47,760.00
$ 1,036,546.75
182,961.75 Grant/fiscal mgmnt, overhead, etc.
70,000.00 For co-designing, implementing program, integrating policies, etc.[3]
Cost per resident

$80,000.00 $60,000.00 $40,000.00 $20,000.00 $2013-2014 2014-2015 2015-2016 2016 onward
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Our Schools Coalition 2011-2013 PROJECT PLAN

The Our Schools Coalition broke new ground in education advocacy shortly after its formation in Seattle in March, 2010. Founded by the Alliance for Education, the League of Education Voters, the Technology Alliance and more than 35 other citywide organizations and civic leaders (see reverse for full membership list), the Our Schools Coalition conducted the first public campaign of its kind to successfully advocate for specific changes to the Seattle Public School teachers collective bargaining agreement (CBA).
BACKGROUND
In pursuit of meaningful increases in student achievement, coalition members joined forces to advocate for changes in the ways Seattle Public School teachers are supported, compensated and evaluated. Prior to and during negotiations between April and September, 2010, the Coalition communicated its priorities to District and union leadership, parents, and community members. On September 2, 2010, the teachers union (Seattle Education Association) ratified a groundbreaking agreement which included nearly all the Coalitions proposals and connected student achievement to teacher performance for the first time. On September 15, 2010, the agreement was approved by the Seattle School Board. A case study of the effort can be found at www.ourschoolscoalition.org/casestudy. Leaders in Tacoma, Kent and Bellevue modeled advocacy and contract efforts after the Our Schools Coalition. Beyond our states borders, education leaders from Chicago, Minneapolis, Kansas City, Baltimore, Boston and Charlotte have reached out to better understand how Seattle successfully mobilized the community around the issue of teacher quality.
1. Actively supporting faithful implementation of the 2010-2013 teacher and principal contracts; 2. Conducting research to better understand which elements of the new contracts most closely correlate with student gains; 3. Informed by this research, preparing an advocacy platform to further improve the 2013-2016 CBA.
The Coalition continues to grow. Between 2011 and the next bargain in 2013, our work will expand in scope and reach. OSC membership will welcome an even broader array of collaborators and contributors to the effort to advocate for sound, effective contract reform that accelerates student achievement and supports great teaching. Specifically our work will center on:
WHATS NEXT?
Alliance for Education Central Area Motivation Program CEER (Coalition for Equal Education Rights) CCER (Community Center for Education Results) Cheryl Chow, former Seattle School Board President Council President Richard Conlin Councilmember Tim Burgess Councilmember Sally Clark Councilmember Bruce Harrell Councilmember Mike OBrien Democrats for Education Reform East African Community Services El Centro de la Raza Greater Seattle Chamber of Commerce Horn of Africa Services Kevin C. Washington, Chair, Tabor 100 Education Committee King County Hispanic Chamber of Commerce League of Education Voters Mona H. Bailey, Retired Seattle Public Schools District Administrator Partnership for Learning Powerful Schools Rainier Scholars Seattle Breakfast Group Somali Community Services of Seattle Stand for Children Steve Sundquist, former Seattle School Board President Teach for America Teachers United Technology Access Foundation Technology Alliance Urban Enterprise Center Urban Impact Urban League of Metropolitan Seattle Washington Policy Center WTIA (Washington Technology Industry Association) Youth Ambassadors
By 2018 it is expected that the United States will need 22 million new workers with college degrees and postsecondary credentials. Between 2008 and 2018 in Washington State alone, new jobs requiring postsecondary education and training will grow by 259,000 1. To address this issue, the Alliance for Education convenes the Seattle College Access Network (SCAN), a coalition of independent organizations collaborating to meet their shared objective: increasing the number of low-income and students of color who enroll and succeed in postsecondary education.
BACKGROUND
While SCAN serves all students attending Seattle Public Schools (SPS), the network prioritizes support for first-generation, low income, and students of color. For purposes of this work we define college as two- and four-year colleges, trade and technical schools, and apprenticeship programs.
SCAN also aligns its efforts with the Community Center for Education Results (CCER), a regional cradle-to-career initiative focused on doubling the number of students who successfully complete a postsecondary credential by 2020 (see attached for High School to College Completion Plan).
WHAT WE DO
What We Do Together
In a survey conducted in the spring of 2010, SPS students cited cost as the number one hurdle in getting to college. The College Bound Scholarship Program has the potential to remove that critical barrier for many of our students. Working closely with schools and communities in 2011, SCAN partners undertook an effort that resulted in 100% of SPS 8th graders meeting all requirements to enroll in the College Bound program. SCAN is committed to repeating that accomplishment in 2012. Building on that success, SCAN identified three areas of focus going forward: 1. Increase enrollment in the College Bound Scholarship; 2. Work with high school seniors to ensure FAFSA completion; and 3. Support seniors who are transitioning into postsecondary education.
Initially SCAN worked to align and coordinate college access services in the schools, reducing redundancies, addressing gaps, sharing best practices, and advocating as necessary. SCAN now also provides training, facilitates forums for understanding key policy issues that affect college access, and sets specific goals to accomplish as a network. One of the goals is to significantly increase the number of 7th and 8th grade students enrolling in the Washington State College Bound Scholarship Program, an early commitment scholarship offered to low-income families.
What We Do Individually
SCAN members serve at the intersection of community, and service providers, and schools so more students receive the help they need to access and succeed in higher education. Members provide
1
Help Wanted: Projections of Jobs and Education Requirements through 2018. http://www9.georgetown.edu/grad/gppi/hpi/cew/pdfs/washington.pdf
support for students and families throughout the K-12 continuum and into post-secondary environments.
Areas of focus: Enroll all eligible 8th graders in the College Bound Scholarship Program and increase the number of 7th graders who enroll. Significantly increase FAFSA completion rates for seniors. Create an information sharing system that provides teachers, counselors, and parents with access to relevant resources for college readiness. Increase the number of students who have access to a web-based college planning tool (SPS has just initiated a contract with Connect.Edu for all middle and high schools). Host community meetings aimed at the target populations to provide important information and resources for students and their families.
Big Brothers Big Sisters Bill & Melinda Gates Foundation Building Changes City Year College Access Now (CAN) College Bound Scholarship Program Higher Education Coordinating Board College Spark Washington College Success Foundation College Board Communities in Schools Community Center for Education Results (CCER) Do-It, University of Washington Independent Colleges of Washington Junior Achievement of Washington Life Enrichment Group: Young Queens of Seattle Neighborhood House Northwest Education Loan Association (NELA) North Seattle Community College Office for Education, City of Seattle Office of the Superintendent of Public Education SafeFutures Youth Center Seattle Central Community College Seattle Community College District Seattle Education District Seattle Jobs Initiative Seattle Public Libraries Seattle Public Schools Seattle Pacific University Seattle University Seattle Vocational Institute Seattle Youth Ambassadors SOAR South Seattle Community College Danna K. Johnston Foundation
In the coming years, SCAN will continue to focus on support for College Bound scholars, increasing the number of students completing the FAFSA (Free Application for Federal Student Aid), and providing middle and high school students with opportunities to explore careers and plan their future after high school.
2012 AND BEYOND
SCAN PARTNERS
The Seattle Foundation University of Washington University of Washington Office of Minority Affairs and Diversity Upward Bound The Scholars at Garfield Washington College Access Network Washington Scholarship Coalition Washington State GEAR UP Washington State University Washington Women in Trades Workforce Development Council of Seattle-King County YMCA
HIGH SCHOOL TO COLLEGE COMPLETION ACTION PLAN FRAMEWORK

2020 GOAL
OUTCOMES
2017 interim targets 2014 interim targets

% of students signed up for the College Bound Scholarship th th % of students triggering Early Warning Indicator #1 (students with 6 or more absences and at least one course failure in the 8 /9 grade) th th % of students triggering Early Warning Indicator #2 (students with a Suspension and/or Expulsion in the 8 /9 grade) % of parents who believe a college degree is important and actively support their childs education (parent engagement) % of students graduating high school meeting Higher Education Coordinating (HEC) Board minimum entrance requirements % of high school graduates who completed a career/technical education (CTE) program % of students graduating from high school on-time (on-time grad rate) % of students graduating from high school by the age of 21 (extended grad rate) % of high school graduates attending 2-year community and technical colleges enrolling in pre-college coursework (developmental education) % of students who enroll in postsecondary education (enrollment) % of students who persist year to year (persistence) % of students who earn a postsecondary credential by age 26 (completion) Percent of students enrolled in postsecondary education who complete college-level English and math within one year of enrollment Percent of students who complete at least 30 credits within two years of postsecondary enrollment
INDICATORS
STRATEGY FOCUS AREAS
Keep students in school and help them graduate; help dropouts re-enter an education pathway
Academically prepare students to succeed in postsecondary
Support college access
Support student persistence and completion of a postsecondary degree or career credential
Engage, inform and support parents & families Build system data capability for continuous improvement Build stronger institutional commitment to college-readiness and postsecondary completion
Note: This High School to College Completion Action Plan includes strategies that begin in middle school in order to ensure all students are on track to graduate college and career ready.
High School to College Completion Draft Action Plan 4.19.12
Keep students in school and help them graduate; help dropouts re-enter an education pathway Use Early Warning (on-track) Systems in middle school and high school to identify at-risk students and provide the necessary supports, in school and out of school Inform parents of (or provide them access to) Early Warning information on their students ELL work group commissioning study on the predictiveness of EWIs for ELL students Create a learning network among districts that addresses dropout reengagement, credit retrieval and options for students to accelerate their progress towards graduation (i.e. competency based credits) Credit pathways for older ELL students Adopt and implement the policy and procedure to support students in earning competency-based credits in world languages.
Academically prepare students to succeed in postsecondary

Increase the number of students
Support college access and success Create a College Access Network for South King County to coordinate learning networks, the College Bound Sign-up, FAFSA campaign, and other supports to students, families, school districts, and community colleges, before and after college enrollment Outreach to parents/families is a primary component to all Access Network activities Provide information and resources to undocumented students that presents their postsecondary options, funding opportunities, and helps them plan for life post-high school Improve college awareness, advising, and preparation to help students navigate the collegegoing and career-exploration process, starting in middle school, both in and out of school Increase the number of students taking the PSAT th th or PLAN in 10th grade, and SAT/ACT in 11 or 12 grade, and provide advising to interpret results
Support student persistence and completion of a postsecondary degree or career credential Decrease the number of students entering developmental math. Approaches may include: 1. COMPASS test preparation 2. Use multiple measures for student placement 3. Align high school math course content with community college standards 4. Multiple math pathways based on student degree needs (e.g. modular math) 5. Use of formative math assessments to allow students to skip content theyve already mastered Provide academic advising, labor market information, and navigation supports for recent high school graduates entering Road Map Region community colleges to increase persistence and completion, and align each students course-taking with their education/career goals
taking and succeeding in AP/IB/Cambridge classes, and work to ensure that enrollment in these programs is reflective of the overall student body Provide a default college or careerready course sequences for all College Bound Scholarship students (HEC Board minimums +1 college-level th class), start in 8 grade when possible Inform parents of student coursetaking options/consequences prior to scheduling Align high school math course content with community college standards Increase the number of students th taking algebra in the 8 grade
SYMBOL KEY
Additional focus on
parents and families in strategy implementation
Highlights how the

strategy will address the needs of ELL and/or undocumented students Additional focus on College Bound students in strategy implementation
Engage, inform and support parents & families Star symbols in Action Plan denote additional focus on parents and families in strategy implementation Build system data capability for continuous improvement
Create a community college data partnership to develop the capacity to track the progress of recent high school graduates and College Bound scholars, and to help community colleges improve key interventions (e.g. 13th Year) Continue K-12 data partnership to track progress on Road Map indicators
Build stronger institutional commitment to college-readiness and postsecondary completion

Secure agreements with school board and community college trustees to double the number Develop regional agreements between Road Map community colleges and districts that outline multiple measures accepted for placement into college-level coursework Note: This High School to College Completion Action Plan includes strategies that begin in middle school in order to ensure all students are on track to graduate college and career ready.
INTENSIVE SCHOOL PARTNERSHIPS (ISP)

ISP Partner
ISP Partner
OUTCOMES
What Change Are We Trying To Affect?
ISP Partner
ISP Partner
This project is designed to advance academic success by addressing the multiple factors that impact student achievement. The model will be initially piloted in three schools: Denny International Middle, Emerson Elementary, and West Seattle Elementary. The project is funded by the Bill & Melinda Gates Foundation with support from the Alliance for Education.
BACKGROUND
The work reflects the fundamental principle that school systems alone cannot address the complex issues that affect academic performance. Although many services are available to students in Seattle Public Schools, without well-coordinated and managed services, gaps, redundancies, and inefficiencies increase. The purpose of this effort is to support students academic success through enhanced schoolbased support provided by a coordinated network of community-based organizations (CBOs). In an ISP:
ISP Core Components ISP partners are intentionally and strategically selected based on what change schools are trying to affect. Programs and services provided by ISP partners are aligned with school goals before, during, and after school. ISP partners are selected strategically based on the needs of the school and student population; providers must meet quality assurance criteria . A referral system is designed. Trust is built between school entities and partners.
Students receive strategic support, integrated assessments, case planning and services Providers deliver services consistent with the needs of the students and aligned with the goals of the school Services are tracked, and outcomes are evaluated and reported
How Schools and Partners are Supported A grant-funded staff person supports implementation of the pilot Regular technical support from the SPS Research and Assessment Department helps school staff and partners build capability for assessing and analyzing student data Training and professional development are available with some site visit and conference support System and infrastructure design exists School staff will have access to Community Partner data sources and expertise
Coordinated professional development and planning sessions are held with ISP Partners and school staff to assure academic alignment. Partners and school site teams regularly review data, assess tracking systems, and refine implementation consistent with the intended outcomes. Continuous communication and feedback about the project is shared among administration, teachers, staff, and partners. THE MODEL
Commitment of Participating Schools and Partners Criteria will be developed to select optimum partners and roles will be clearly defined. An RFI process will ensure the most appropriate partners are selected. A standard, uniform MOU will be developed that allows for customization consistent with the specific role of the partner. Tracking tools are being designed. Participation in regular face to face meetings will facilitate ongoing communication among all the stake holders. Planning teams will be determined by school leadership, a building point person, and the grant coordinator; they should include both school-based and community-based representatives. This team will identify indicators to be tracked and data to be reviewed. Participation in ongoing professional development; commitment to collaboration with the project coordinator and the Alliance for Education.
A brief history of PPPE: The Philanthropic Partnership for Public Education was formed in 2007 as a funders collaborative. The Seattle Foundation served as convener and fiscal sponsor. The group formed for the purpose of pooling and leveraging philanthropic resources to jump-start systemic improvements at Seattle Public Schools. In 2009, reflecting the Alliance for Educations renewed focus on aligning private investments with the Districts strategic priorities, management of PPPE shifted to the Alliance. Highlights of past fund investments include: Fund I: $1.57M fund raised in 2007-2008; managed by The Seattle Foundation. Funding supported a variety of grants and contracts (detail attached). Outcomes included funding the development of: A five year strategic plan for Seattle Public Schools, unanimously approved by the School Board on 6.4.08. A performance management system, ultimately chosen by OSPI to serve as a model for the state. A comprehensive leadership development program for SPS principals, assistant principals and central office leaders.
This memo serves as a proposal to establish PPPE Fund IV as requested by the group. Attached please find details on PPPE fund activity from 2007 to the present.
TO: FROM: Date: Re:
PPPE MEMBERS Sara Morris, Alliance for Education January 26, 2012 Fund IV
Fund II: $176.9K raised in 2009; managed by the Alliance for Education. Funding supported a suite of teacher quality initiatives (detail attached). Outcomes included: The publication and wide dissemination of a comprehensive, independent analysis (by NCTQ) of the 2004-2009 and 2009-2010 SPS/SEA Collective Bargaining Agreements. This touched off an 18-month citywide conversation about teacher quality and led to the formation of the Our Schools Coalition. Funding a trip to Denver for the SPS/SEA bargaining teams to jointly learn from Denver Public Schools innovative and nationally recognized ProComp system, established in 2005. 1 These combined efforts led to the passage of a groundbreaking 2010-2013 CBA that catapulted Seattle to the top of the list of urban reform districts.
The funding was intended to cover travel expenses for both SPS and SEA bargaining teams. Immediately prior to the trip, SEA made a decision to participate via teleconference rather than go in person.
Proposed Fund IV, to be raised in 2012: Each organization determines the level of its own contributions. Funding opportunities will be evaluated by PPPE on a case-by-case basis. Investment decisions are made collectively, though unanimity is not required. Investments are intended to be time-limited, high-impact initiatives that lead to systemic change and boost student achievement. Exceptions are allowed as determined by the group. Administrative expenses will be covered by an 8% management fee to the Alliance for Education. The fund will last until it is drawn down. Collective conversation will ensue regarding whether or not to establish Fund V. Today, each member organization is asked to determine the level of financial support it will offer Fund IV. Contributions will be accepted on a rolling basis. Please feel free to contact me should you wish to discuss anything. Thank you!
Fund III: $252.5K raised in 2010-2011; managed by the Alliance for Education. Funding supported the overhaul of SPS Human Resources department as a means of leveraging prior (Fund II) investments, particularly with regard to supporting faithful implementation of the 2010-2013 CBA. Initial outcomes will be better understood throughout 2012, upon the submission of status reports and presentations from the Deputy Superintendent and Director of HR.
Sara Morris President & CEO Alliance for Education
School Accounts
Adams Elementary School Aki Kurose Middle School Aki Kurose MS Academy Band Alki Elementary School APP Professional Development Arbor Heights Elem School Ballard Biotech Academy Ballard High School Ballard High School Foundation Ballard High School Robotics Ballard HS Video Production Club Ballard Maritime Academy Ballard Music Program Ballard-Molnes Helping Hand Fund Beacon Hill Elementary School Beacon Hill Int'l School Tech Beacon Hill Int'l Travel Booster Club Beacon Hill-Sandy Monroe Library Blaine Elementary School Brighton Elementary School Bryant Elementary PTSA Bryant Elementary School Catherine Blaine PTA Center School Chief Sealth HS PTSA Cleveland High School Cleveland High School Foundation Cleveland Memorial Forest Coe Elementary School Concord Elementary School Daniel Bagley Elementary School Daniel Bagley Library Fund Daniel Bagley Montessori Daniel Bagley PTA Day Elem Fnd - Unrestricted Day Elementary School Dearborn Park Elem School Debbie Yasuda Fund Denny Middle School Denny Music Department Dunlap Elementary School Eckstein Middle School Eckstein Middle School Band Eckstein Middle School Orchestra Emerson Elementary School Franklin Arts Festival Franklin Band Boosters Franklin Gridiron Club Franklin High School Franklin High School Grad Night
Franklin HS Mock Trial Franklin HS Sports Boosters Franklin Ultimate Frisbee Boosters Friends of Hawthorne PTA Friends of Old Hay Steering Committee Friends of SBOC Alumni Friends of Seattle World School Friends of the New School Garfield Celebration Garfield Gymnastics Booster Club Garfield High School Garfield High School Foundation Garfield HS Boys Track Garfield HS Football Boosters Garfield HS Jazz Foundation Garfield HS Orchestra Garfield HS Wrestling Boosters Garfield Mathematics Garfield Messenger Garfield Science Fund Garfield Technology Wish List Gatewood Elementary School Gatzert Elementary School Graham Hill Elementary School Graham Hill Montessori General Green Lake Elementary School Greenwood Elementary School Greenwood Preschool Hamilton Middle School Hawthorne Elementary School Highland Park Elem School Ingraham High Performing Arts Boosters Ingraham High School Ingraham HS Athletic Boosters Ingraham HS CBT Enrichment Program Ingraham HS Debate Club Boosters Ingraham HS Fdn - Auction Ingraham HS Foundation Ingraham HS PTSA Interagency Academy Interagency School Programs International Education International Schools - Intl Arts J.S. International School Jane Addams K-8 John Hay Foundation John Muir PTA JSIS / Hamilton Breakfast JSIS Direct Appeal JSIS International Summit
School Accounts continued
JSIS Kindergarten J. Amorranatasuchad Shlrshp - Ballard Kimball Elementary School KNHC Radio Lafayette Elementary Latino Achievers Academy Laurelhurst Elementary School Laurelhurst Friends Elem Foundation Laurelhurst Playground Lawton Elementary School Leschi Elementary School Lowell Elementary School Loyal Heights Elem School MacFund Fund - Garfield Science Madison Middle School Madison Parent Group Madrona Elementary School Maple Elementary Family Assistance Maple Elementary School Margaret Covey Award Matula Trust SPS McClure Middle School McGilvra Elementary PTA McGilvra Elementary School Men of Queen Ann Mercer Middle School Middle College HS - South Seattle CC Middle College HS-Northgate ML King Elementary ML King Robotics Montlake Elementary School MS Science Fair Muir Elementary School Naramore Arts Fund Nathan Hale Drama Boosters Nathan Hale Football Parent Group Nathan Hale High School Nathan Hale Music Boosters Nathan Hale Science Boosters Nathan Hale Senior Spree Nathan Hale Sports Booster North Beach Elementary School Northgate Elementary School NOVA Olympic Hills Elem School Olympic View Arts Council Olympic View Elementary School Olympic View PTA Ora P. Franklin Scholarship Fund Orca Elementary School
Orca Environmental Science Fund Palmer's Playground-Coe Elemetary Partners Program Public Service Academy Queen Anne Girls Scholarship Funds Queen Anne Elementary Rainier Beach Auction Rainier Beach High School Rainier Beach HS Foundation Rainier View RHS Artfund RHS Memorial Organ Fund Rogers Elementary School Rogers-Sacajawea Math Roosevelt High School Roosevelt High School PTSA Roosevelt HS Drama Booster Roosevelt Supplies Roxhill Elementary School S. Pacific Islander Ed. Svcs. Sacajawea Elementary Salmon Bay Sealth AP Summer Programs Sealth High School Seattle Music Partners South Lake @ South Shore Stevens Elementary Team Seattle Athletics Thorton Creek Elementary Thurgood Marshall Elem School TOPS Van Asselt Elementary School View Ridge Elementary School W Seattle HS Fndtn W Seattle HS Fndt Spec Events W Seattle HS Memorial Pavers Washington Middle School WAshington Middle School - Arts Wedgwood Elementary School West Seattle Elementary School West Seattle High School West Seattle High School PTSA West Seattle HS Foundation West Woodland Elemen School Whitman Middle School Whitman Middle School Band Boosters Whittier Developmental Preschool Whittier Elementary School XBOT - Workshops XBOT Robotics
Awards & Scholarships

The Alliance administers awards & scholarships to acknowledge excellence among educators and students: Principal Awards & Scholarships The Thomas B. Foster Award for Excellence Teacher, Librarian, and Counselor Awards & Scholarships The Margaret Covey Award The Philip P. Swain Excellence in Education Award Student Awards & Scholarships The Linda Howard Scholarship The Nicholas Sherburne Scholarship The Philip P. Swain Student Scholarship PRINCIPAL AWARDS & SCHOLARSHIPS The Thomas B. Foster Award for Excellence Back to Top The Thomas B. Foster Award for Excellence was established by the Alliance for Education in honor of the late Thomas B. Foster, a prominent Seattle attorney and senior partner of the firm now known as Foster Pepper. Mr. Foster exemplified excellence in his profession during a career which spanned the last half of the 20th century. Mr. Foster also enthusiastically supported the vision of excellence for the Seattle Public Schools championed by the late Superintendent John Stanford.
The purpose of the Thomas B. Foster Award for Excellence is to annually recognize and honor an outstanding Seattle middle, K-8, or high school principal exemplifying excellence. The selection process considers principals commitment and effectiveness in the following areas: Improvement in student achievement, as measured by MAP (Measure of Academic Progress), other District standardized tests, additional District performance standards; or other measurements as they may be adopted from time to time; Leadership and team building, reflected in staff and student satisfaction; Innovation in educational and administrative techniques; Leadership participation in school-wide and district-wide initiatives; Prudent and creative use of resources.
Award Description
The recipient of the Thomas B. Foster Award for Excellence is surprised at his or her school by a prize patrol with a check of $50,000 for his or her school. In addition, he or she is formally honored at the Alliance for Educations Annual Community Breakfast in the spring.
Award Process
For more information on this award, please email marleen@alliance4ed.org or call 206-343-0449.
Past Recipients
Year 1999-2000: Stephanie Haskins, principal, Madison Middle School Year 2000-2001: Eric Benson, principal, Nathan Hale High School Year 2003-2004: Ruth Medsker, principal, Mercer Middle School Year 2005-2006: Princess Shareef, principal, Meany Middle School Year 2006-2007: John Boyd, principal, Chief Sealth High School Year 2007-2008: Kaaren Andrews, principal, Madrona K-8 Year 2008-2009: Phil Brockman, principal, Ballard High School Year 2009-2010: Ted Howard, principal, Garfield High School Year 2010-2011: Jeff Clark, principal, Denny International Middle School
TEACHER, LIBRARIAN, AND COUNSELOR AWARDS & SCHOLARSHIPS The Margaret Covey Award Back to Top The Margaret Covey Award, funded by family members through an endowment, has been established to honor Mrs. Covey, who was an outstanding teacher in the Seattle Public Schools for over 30 years. She spent her years as an educator at Gatzert, Gatewood and Brighton elementary schools and particularly enjoyed teaching reading and math. Margaret Covey had a passion for learning and a commitment to children that she maintained throughout her life.
The Margaret Covey Excellence in Teaching Award is given on an annual basis to a Seattle Public Schools library that exemplifies the qualities and values that distinguished Margaret Coveys teaching career. A stipend of $1,000 accompanies each award, and it can be used at the librarians discretion.
Award Description
Award Process
This award is issued at the Covey familys discretion.
Past Recipients
Year 2008-2009: Hawthorne Elementary Library Year 2009-2010: Van Asselt Elementary Library Year 2010-2011: Dearborn Park Elementary School The Philip P. Swain Excellence in Education Award Back to Top The Philip B. Swain Excellence in Education Award, funded by family and friends through an endowment, has been established to honor Mr. Swain, who was a passionate advocate for public education throughout his life. He devoted 20 years of public service to these efforts, including 14 years as a member of the Seattle School Board (1961-1975), helping to steer the Seattle School District through challenging times. The yearly award can be given to up to three educators in Seattle Public Schools who exemplify the qualities and values that distinguished Mr. Swains years of community stewardship. Teachers or
Award Description
counselors are nominated based on the following criteria: Teachers/counselors in grades 6-12 who have taught for at least three years; Teachers/counselors from schools where, for at least two of the past three years, the percentage of students eligible for free or reduced-lunch is 40% or higher; Teachers/counselors who inspire a love of learning in students while helping them reach their highest academic potential; Teachers/counselors who play a leadership role with their peers in fostering a professional learning community, in which teachers are encouraged to learn from one another through coaching, study groups, peer critique and collaborative problem-solving; Teachers/counselors nominated by colleagues, principals or other Seattle Public Schools administrators, with strong encouragement of collaboratively developed nominations.
A stipend of $1,000 accompanies each award, and may be used for continuing professional development, for travel associated with such development, for classroom projects or for personal purposes. The recipients are honored and presented with their awards at the Alliance for Educations Annual Community Breakfast [link] in the spring.
For more information on this award and the application process, please contact rachel@alliance4ed.org or 206-205-0322.
Award Process
Past Recipients
Year 2010-2011: Ken Geddes, counselor, Aki Kurose Middle School Robin Smith, teacher, Hamilton International Middle School Noah Zeichner, teacher, Chef Sealth International High School Year 2008-2009: Marcus Pimpleton, teacher, Denny Middle School Letta Steward Baker, teacher, Madrona K-8 Stephanie Poole, teacher, Madison Middle School Alisha Taylor, teacher, Madison Middle School STUDENT AWARDS & SCHOLARSHIPS The Linda Howard Scholarship Back to Top The Linda Howard Scholarship Fund was established in the memory of Linda Howard who provided many years of dedicated service to the Seattle School District. It is the wish of her family and friends that an award be made each year in the amount of $1,500 to a graduate of the Seattle School District who is satisfactorily progressing towards a degree at a college or university within the state of Washington.
Award Description
Award Process
Past Recipients
The Nicholas Sherburne Scholarship Back to Top The Nicholas Sherburne Scholarship Fund was established in the memory of Nicholas Sherburne whose life was cut short in 1995. Nicholas showed great promise at Franklin High School and was very involved with the Academy of Finance. It is the wish of his family and friends that an award be made each year in the amount of $1,000 to a graduate of Franklin High School who has been an active participant in the Academy of Finance program and plans to pursue a bachelors degree.
Award Description
For more information on this award and the application process, please contact rachel@alliance4ed.org or 206-205-0322. Year 2006-2007: Kristie Koda, Franklin High School Year 2008-2009: Amanda Tran, Franklin High School Year 2007-2008: Lisa Ly, Franklin High School Year 2009-2010: Jeffrey Lau, Franklin High School The Philip P. Swain Student Scholarship Back to Top The Philip B. Swain Student Scholarship, funded by family and friends through an endowment, honors Philip Swain, a passionate and lifelong advocate for public education. He devoted 20 years of public service to these efforts, including 14 years as a member of the Seattle School Board (1961-1975). On the School Board, he provided valuable leadership and guidance to the district. It is the wish of his family and friends that an award be made each year, subject to availability of endowment earnings, in the amount of $1,000 to a graduating senior in Seattle Public Schools. One $1,000 scholarship is awarded per year and is renewable for three additional years upon maintaining a minimum cumulative GPA of 2.5 and a one-half time class load.
Award Process
Past Recipients
Award Description
Award Process
Past Recipients
Year 2009-2010: Year 2008-2009: Mary Dunlap, School? Vinh Khanh Thi Hoang Florence Sum Minh-Thu N. Tran
Year 2007-2008:
Damon S. Arrao Marita Renee Phelps Amelmal Wondimhunengn Luong Dang, School? Riley Davis Ariel Evans Carlene Forbes Jennifer Gee Tafese Hora Halena Lam Sandy Sanh Ashley Marie Watson Hassan Adbifatah
Year 2006-2007:
Year 2005-2006: Year 1999-2000:

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2. 3.

ACCOMPLISHMENTS a. 2011 Accomplishments

TABLE OF CONTENTS 2012

For Seattle School District: ___________________________________ Susan Enfield, Interim Superintendent

TO: FROM: DATE: RE: cc:

Within that construct, we focus on three core investment priorities:

509 Olive Way Suite 500 Seattle WA 98101 ph 206.343.0449 www.alliance4ed.org

Recent Alliance Activities

Investments in District Projects

School Fiscal Management Services or School Accounts

For additional detail see http://www.alliance4ed.org/whatwedo/school-services.asp.

Memo from Alliance to Executive Committee of SPS Board, April 2012

A LLI A NCE FOR EDUCATION STRATEGIC PLAN

A LLI A NCE FOR EDUCATION STRATEGIC PLAN

A LLI A NCE FOR EDUCATION STRATEGIC PLAN

A LLI A NCE FOR EDUCATION STRATEGIC PLAN

To be a thought leader and inuen al voice in educa on policy

To eec vely catalyze strong, inclusive community partnerships

A LLI A NCE FOR EDUCATION STAFF WORKPLAN 2011

A LLI A NCE FOR EDUCATION STAFF WORKPLAN 2011

A LLI A NCE FOR EDUCATION STAFF WORKPLAN 2011

School Board Superintendent Principals EMT

Teacher Eec veness

Stakeholder Summit Consor um-style Partnership

A LLI A NCE FOR EDUCATION STAFF WORKPLAN 2011

Permanently Temporarily Restricted Restricted Endowment

120 161 365 635 1,281 3,721 5,002

955 185 1,840 2,980 (3,721) (741)

1,075 161 365 820 1,840 4,261 4,261

1,458 318 1,776 642 317 427 1,840 5,002 -

1,458 318 1,776 642 317 427 1,840 5,002 (741)

344 (64) (280) (741) 9,612 8,871

344 (64) (280) (741.00) 10,184 9,443

A LLI A NCE FOR EDUCATION STAFF WORKPLAN 2011

$6,929,430 $1,250,000 $493,768 $420,000 $380,000 $200,000 $20,000 $8,000 $$9,701,198

A LLI A NCE FOR EDUCATION STAFF WORKPLAN 2011

NOTES ON SCHOOL ACCOUNTS:

2011 Development Revenue $1.22M

Corp./Fdn. Giving 17%

Black & Orange Ball 49%

A LLI A NCE FOR EDUCATION STAFF WORKPLAN 2011

A LLI A NCE FOR EDUCATION STAFF WORKPLAN 2011

Execu ve Assistant Sara Circelli

President & CEO

CFO & Director of Opera ons Chuck Schafer

Director of Development TBH

Director of Grants Management Mark Taylor

VP of Programs Karen Tollenaar Demorest

Accoun ng Manager Amy Ward (0.8 F TE)

O ce Manager Alma Romero

Events Manager Marleen Arenivar

Development Associate Jennifer Pan (0.5 F TE)

Communica ons Associate Rachel Hug

School Account Support Cynthia McKinney

A LLI A NCE FOR EDUCATION STAFF WORKPLAN 2011

Excellence for All 5-year Strategic Plan 2008-2013

2011 Development Revenue $1.22M

Corp./Fdn. Giving 17%

Black & Orange Ball 49%

Alliance for Education Mission, Programs and Accomplishments

Within that construct, we focus on three core priorities:

509 Olive Way Suite 500 Seattle WA 98101 ph 206.343.0449 www.alliance4ed.org

N:\SPS\Superintendent\Jose Banda\Briefings May-June 2012\2-Pager DRAFT 3.docx

DirectSchool Support 28%