Board of Education Meeting August 21, 2013

A World-Class Education for Every Child

Blueprint for District-Wide Improvement

 Vision: “A World-Class Education for

Every Child”
 Core beliefs

 Findings from strategic reviews
 Approach  Early outcomes:


TH 11 Grade

Regents Exams

Math ELA



2013 Overall Attendance

2013 Short-Term Suspensions

Dropout Rate
35.0% 30.0% 25.0% 20.0% 15.0% 10.0%

30.4% 28.9%

0.0% 2011 2012 2013

2013 Graduation Rate

Graduation Rates: 2009-2013

2013-18 Strategic Plan

Strategic Planning Process
Understanding BPS – Auditing
Spring & Summer 2012

Reviewing & Analyzing the Data

Phase I

December 2012

Sharing Data & Planning
January 2013

Planning Finalized
February 2013

Strategy Development

Phase II

March – June 2013 August 2013

Final Plan Delivered

Strategic Planning Process
 Stakeholder groups engaged in shaping the future of

the District by assessing strengths, weaknesses, challenges, and opportunities
 Participants collaborated in a Strategic Plan Steering

Committee and Task Force Working Groups
 Participants included parents, teachers,

administrators, unions, the district central office, higher education, community-based organizations, and the religious, political, and business communities

Strategic Planning Process
 Process of developing recommendations

began in January
 Consultant reports, Diagnostic Tool for District

and School Effectiveness (DTDSE), and Distinguished Educator’s Action Plan utilized
 Report to Board of Education in March

 Final Working Draft presented to District on

August 6

Strategic Plan formulated around BPS Vision:

“A World-Class Education for Every Child”

 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.

 Core Beliefs, Theory of Change and

Priority Areas established
 From these, fundamental goals in the

areas of:
    

Student Achievement Family & Community Engagement Talent Management Operations Financial Planning

Structure of Document
 Divided into 5 areas: Student Achievement, Family &

Community Engagement, Talent Management, Operations, and Financial Planning
 Each goal includes several objectives  Each objective includes numerous strategies and

 Timelines established for each action  Establishes measurable targets to monitor progress

Structure of Document

Community Forum Schedule
 Discovery  5:30 p.m., Thursday, Sept. 19  Waterfront  5:30 p.m., Thursday, Sept. 26  Bennett  5:30 p.m., Tuesday, Oct. 15
 Makowski  5:30 p.m., Tuesday, Oct. 22

Moving Forward
 Strategic Plan will be presented to the

community during forums in September and October policies, and actions

 Strategic Plan will guide district priorities,  Targeted outcomes will be monitored  DCIP and SCEPs will continue to be

aligned with the Strategic Plan for districtwide improvement

District & School Improvement Plans

Support Documents

Tenets: Big Ideas

Central Office Reorganization

Reasons for Reorganization
 Inefficiencies and potential for cost savings

 A Central Office not structured to support student achievement
 Ineffective support for schools  These conclusions reached by multiple reviews and studies:
  MGT (July 2010): Proposed 83 recommendations for extensive systematic restructuring to improve efficiencies and effectiveness Cross & Joftus (May 2012): Identified the dire need to establish a systemic plan for preparing all students for college and careers and to align resources, accountability structures, school and student supports, and district systems to advance student achievement goals School House Partners (November 2012): Illustrated gaps between past investment, current planned investment, and priorities; recommend changes in investments going forward

Objectives of Reorganization
• Vastly improve supports for schools • Achieve consistency with job titles and responsibilities assigned to those titles

• Realize cost savings
• Increase operational efficiency by increasing managers’ span of control and reducing excessive management positions

Phase I – March 2013
• Announced and implemented March 27 • Deputy Superintendent position reinstated • Community Superintendents became Chiefs of School Leadership with greatly expanded roles; fourth CSL position created • Added Chief of Public Relations and Executive Special Assistant positions • Combined the CFO and COO positions and eliminated the Chief of Staff position • Expanded the responsibilities of the Chief of Talent Management

Phase II – June 2013
• Announced and implemented June 26

• Embedded Special Education and Professional Development within Curriculum & Instruction
• Moved Accountability under Technology

• Moved Central Registration to Student Support Services
• Added assistant superintendent and/or executive director positions where needed

• Eliminated other high- and mid-level management positions
• Made adjustments to eliminate staff overtime

Phase III – Ongoing
• Currently being implemented

• Existing staff is being assigned to departments
• Roles and responsibilities are being defined • Reductions in staff being achieved • Some 10-month positions may be converted to 12month positions to improve efficiency and accountability • All departments are completing action plans • Work across departments is being streamlined

Cost Savings
• Intention of reorganization was not to reduce the size of cabinet-level and exempt staff • Total cost savings from the reorganization expected to exceed $1 million • Positions are being eliminated primarily through retirements and attrition and those will continue

Major Personnel Changes
• Chief Academic Officer now Chief of Curriculum, Assessment & Instruction (Dr. Yamilette Williams) • CFO and COO positions combined (Barbara Smith) • Rashondra Martin brought on board as new General Counsel • Community Superintendents now Chiefs of School Leadership; Dr. Faith Alexander brought on board as fourth Chief of School Leadership • Patrick Fanelli brought on board as new Executive Special Assistant; search continues for Chief of Public Relations • Chief of Staff position eliminated

• Executive Director of HR now Chief of Talent Management; two new departments added (Darren Brown)

Salary Considerations
• Salaries increased for some exempt positions because of significantly expanded roles and responsibilities: • • • • CFO/COO Chief of Talent Management Chiefs of School Leadership Deputy CFO/Financial Comptroller

• Salaries decreased for three exempt positions because of reduction in role/responsibilities • Five exempt positions received cost of living adjustments; five remained unchanged

• Salaries determined with consideration given to comparable positions at Rochester, Syracuse and Yonkers (other Big 5 Districts minus NYC)
• In 75% of instances where side-by-side comparisons were possible, BPS salaries are lower or equal to those comparable salaries

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