Professional Documents
Culture Documents
Overview
Vision: A World-Class Education for
Every Child
Core beliefs
2013
TH 11 Grade
Regents Exams
Math ELA
August
June
Dropout Rate
35.0% 30.0% 25.0% 20.0% 15.0% 10.0%
30.4% 28.9%
23.4%
5.0%
0.0% 2011 2012 2013
Phase I
December 2012
Planning Finalized
February 2013
Strategy Development
Phase II
administrators, unions, the district central office, higher education, community-based organizations, and the religious, political, and business communities
began in January
Consultant reports, Diagnostic Tool for District
and School Effectiveness (DTDSE), and Distinguished Educators Action Plan utilized
Report to Board of Education in March
August 6
Vision
Strategic Plan formulated around BPS Vision:
Mission
To ensure that every student will have the knowledge,
confidence, analytical thinking skills, character and hope to assume responsibility for her/his life and contribute to the lives of others; and We will champion excellence and innovative learning experiences in partnership with family and community; and We will hold ourselves accountable for educating our students and for working to motivate all members of the community to actively participate in the accomplishment of our mission.
Goals
Core Beliefs, Theory of Change and
areas of:
Student Achievement Family & Community Engagement Talent Management Operations Financial Planning
Structure of Document
Divided into 5 areas: Student Achievement, Family &
actions
Timelines established for each action Establishes measurable targets to monitor progress
Structure of Document
Moving Forward
Strategic Plan will be presented to the
Strategic Plan will guide district priorities, Targeted outcomes will be monitored DCIP and SCEPs will continue to be
Support Documents
Objectives of Reorganization
Vastly improve supports for schools Achieve consistency with job titles and responsibilities assigned to those titles
Embedded Special Education and Professional Development within Curriculum & Instruction
Moved Accountability under Technology
Cost Savings
Intention of reorganization was not to reduce the size of cabinet-level and exempt staff Total cost savings from the reorganization expected to exceed $1 million Positions are being eliminated primarily through retirements and attrition and those will continue
Executive Director of HR now Chief of Talent Management; two new departments added (Darren Brown)
Salary Considerations
Salaries increased for some exempt positions because of significantly expanded roles and responsibilities: CFO/COO Chief of Talent Management Chiefs of School Leadership Deputy CFO/Financial Comptroller
Salaries decreased for three exempt positions because of reduction in role/responsibilities Five exempt positions received cost of living adjustments; five remained unchanged
Salaries determined with consideration given to comparable positions at Rochester, Syracuse and Yonkers (other Big 5 Districts minus NYC)
In 75% of instances where side-by-side comparisons were possible, BPS salaries are lower or equal to those comparable salaries