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CSO Meeting. March, 2011. Agenda. 9:00-9:30Welcome and District Support Program Update 9:30-9:40Communications: Discuss state initiatives and effective practices 9:40-9:50Communications: District presentation 9:50-10:25Communications: Facilitated breakout 10:25-10:35 Break

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Cso meeting

CSO Meeting

March, 2011


Agenda

Agenda

9:00-9:30Welcome andDistrict Support Program Update

9:30-9:40Communications: Discuss state initiatives and effective practices

9:40-9:50Communications: District presentation

9:50-10:25Communications: Facilitated breakout

10:25-10:35Break

10:35-11:15Resource allocation: Discuss effective practices

11:15-11:50Resource allocation: Facilitated breakout

11:50-12:00Wrap-up

12:00-1:00Optional meeting for data coach liaisons


Objectives for today

Objectives for today

Discuss Support Program updates

Understand effective practices for communications and work on the “communications and stakeholder engagement” part of your plan

Understand effective practices for resource allocation and work on the “activities to remove” part of your plan


Support program updates 1 4 common guidance

Support Program Updates (1/4) – Common Guidance

  • All districts received a “Common Guidance” document based on the February 28 submissions

  • A few additional themes emerged from last week’s phone calls with Chiefs:

    • Districts need to have one plan

    • Plans need to be focused and comprehensive

    • Plans should be specific, not long-winded

    • Consider having a community member read your full draft planfor clarity and understanding


Support program updates 2 4 may meetings

Support Program Updates (2/4) – May meetings

DRAFT Agenda:90 minutes

Welcome and agenda overview 5 minutes

District presentation on the plan 10 minutes

Q&A on the plan development and success factors 20 minutes

Q&A specific to the individual district’s plan 40 minutes

Wrap-up and agree on next steps 15 minutes

Scheduling: All districts received dates and times from Margie

Participants: Teams must include the Chief, teacher representation and board representation – districts are invited to bring other team members as desired

Preparation: All districts will receive a detailed agenda three weeks in advance, including guidance for the presentation and specific questions


Support program updates 3 4 resources

Support Program Updates (3/4) – Resources

  • All visit materials are online

  • Please let us know how we can support districts in incorporating the lessons from visits

Visits

April Chiefs’ Meeting

Resources

  • The April Chiefs meeting has been cancelled due to the substantial amount of plan work

  • Please use the time to prepare for the May meetings

  • Please also use that time to complete a brief survey on the LEA Support Program

  • DOE has compiled a “resource index” handout aligning all resources to the plan components

  • Please contact your facilitator or liaison if you have any questions


Support program updates 4 4 program calendar

December 14

Chief meeting

County workshop

Chief meeting

September 23

November 16

May 20 - 27

October 11, 12, or13

County workshop

December 6, 7, or 8

Chief meeting

Chief meeting

January 27

Chief meeting

February 7, 8, or 9

County workshop

February 24

October 28

Early June

March 7, 8, or 9

May 4 - 11

Chief meeting

Completed

Support Program Updates (4/4) – Program Calendar

Date

Activity

Participants will receive up to 30 clock hours, based on attendance

County workshop

March 24

Chief meeting

April 11

Submit full draft of plan

In-person meetings with Secretary Lowery

Submit final draft of plan

Receive funding decision from DOE


Agenda1

Agenda

9:00-9:30Welcome andDistrict Support Program Update

9:30-9:40Communications: Discuss state initiatives and effective practices

9:40-9:50Communications: District presentation

9:50-10:25Communications: Facilitated breakout

10:25-10:35Break

10:35-11:15Resource allocation: Discuss effective practices

11:15-11:50Resource allocation: Facilitated breakout

11:50-12:00Wrap-up

12:00-1:00Optional meeting for data coach liaisons


State communications initiatives

State Communications Initiatives

  • Initiative

  • Update

  • Recently completed one- to two-page backgrounders on each major initiative

  • Soon to be posted on DOE website, updated regularly

Program overviews

  • New outlet to communicate directly on a regular basis with teachers, so as to share updates on RTTT and other initiatives

Teacher

e-blasts

  • State public information officer meeting with district communications staff to share information, get feedback on how DOE can better coordinate with LEAs

LEA PIO meetings

  • Early stages of planning to revamp state’s website, making it easier to navigate and more useful to the public, with an RTTT-specific webpage

Website redesign

  • Daily media inquiry summaries sent from the state to all districts/ charters to keep LEAs informed of potential news stories before they appear in print

Media coordination

  • Workshop on April 12thfor districts and charters without public information officers to discuss effective practices for engaging the media

Media training workshop


District expectations for communications

District Expectations for Communications

1) Stakeholder engagement to develop your plan (past)

At a minimum, all districts should share their draft plans after the April 11 submission

  • From the plan rubric:

  • LEA should:

  • Ensure that all stakeholders understand the plan and that representatives from all stakeholder groups have had an opportunity to provide input into the plan

From the plan template:

How did you engage stakeholders in the process of developing this plan?

2) Communications and stakeholder engagement (ongoing)

From the plan template:

What stakeholders will you need to engage in your implementation efforts? What mechanisms will you use to effectively engage with them on an ongoing basis? What are the key messages that will need to be delivered, and how do these differ by stakeholder?

  • From the plan rubric:

  • LEA should:

  • Have a plan for ensuring that all stakeholders understand their roles in ensuring the plan’s success

  • Develop a communications plan for ongoing dialogue with stakeholders

Today’s breakout will give districts time to make progress on this part of their plans


Framework for communications and guiding questions

Framework for Communications and Guiding Questions

1

Identify the stakeholder groups

Which “groups” do we need to engage? Which groups do we need to inform?

2

Determine the objectives

What does each group need in terms of communication? What are we trying to achieve with each group?

3

Develop the messages

Why are we changing? How are we changing? What does this mean for each group?

4

Select the channels

How will the messages be delivered - written or face-to-face, and through what venue?

5

Establish the timing

When will the messages be delivered, and how frequently?

6

Provide feedback mechanisms

How will we get feedback? How will we know whether our objectives have been achieved?


Agenda2

Agenda

9:00-9:30Welcome andDistrict Support Program Update

9:30-9:40Communications: Discuss state initiatives and effective practices

9:40-9:50Communications: District presentation

9:50-10:25Communications: Facilitated breakout

10:25-10:35Break

10:35-11:15Resource allocation: Discuss effective practices

11:15-11:50Resource allocation: Facilitated breakout

11:50-12:00Wrap-up

12:00-1:00Optional meeting for data coach liaisons


Caesar rodney school district newsletter

Caesar Rodney School District Newsletter

What is Race to the Top?

How is the Department of Education leading the change?

What are the state requirements for Race to the Top?

What are some Race to the Top terms?

How does all of this change affect me and my students?

Why a Success Academy and Freshman Academy at CRHS?

What is a Success Academy?

What is a Freshman Academy?

For more information:


Caesar rodney school district race to the top implementation priorities

Professional Learning Communities

Teams as a basic Unit

Learning, Collaboration and RESULTS

District Team/Principals Team/

Building Leaders Team/Content or Grade

Caesar Rodney School District Race to the Top Implementation Priorities

State Standards

Guaranteed and Viable Curriculum

SMART Goals

Data to Compare

Data Coaches

Using Data

Reportable Timelines

What data?

Learning Focused

Unit and Lesson Planning

Common Assessments

Triangle of Interventions

Professional Development

Matches Needs/Effective

Learning Focused/Assessment of/for

Solution Tree/Stetson

Time Studies/SAMS

Intervention Programs

Literacy and Numeracy

In School and Out of School

Expand Rigorous Coursework

Master Schedule

Culture of Learning

Vision/Mission

Norms/Loose/Tight Culture

Instructional Feedbacks

Effective Teacher and Leaders

Instructional Monitoring

DPAS II/Development Coaches

Teacher & Leader Surveys

Communicate and Engage

Families and Community

Student Achievement

Recruit, Train, Promote, Retain, Remove


Agenda3

Agenda

9:00-9:30Welcome andDistrict Support Program Update

9:30-9:40Communications: Discuss state initiatives and effective practices

9:40-9:50Communications: District presentation

9:50-10:25Communications: Facilitated breakout

10:25-10:35Break

10:35-11:15Resource allocation: Discuss effective practices

11:15-11:50Resource allocation: Facilitated breakout

11:50-12:00Wrap-up

12:00-1:00Optional meeting for data coach liaisons


Cso meeting

Facilitated breakout on communications

What

How

Materials

Time

  • Discuss your communication and engagement plan for one stakeholder group

  • Share the above, as well as your district’s effective practices for communications

  • With your district

  • With your table

  • Flip charts, markers, and handouts

  • Flip chart with notes

  • 20

  • 15


Agenda4

Agenda

9:00-9:30Welcome andDistrict Support Program Update

9:30-9:40Communications: Discuss state initiatives and effective practices

9:40-9:50Communications: District presentation

9:50-10:25Communications: Facilitated breakout

10:25-10:35Break

10:35-11:15Resource allocation: Discuss effective practices

11:15-11:50Resource allocation: Facilitated breakout

11:50-12:00Wrap-up

12:00-1:00Optional meeting for data coach liaisons


Agenda5

Agenda

9:00-9:30Welcome andDistrict Support Program Update

9:30-9:40Communications: Discuss state initiatives and effective practices

9:40-9:50Communications: District presentation

9:50-10:25Communications: Facilitated breakout

10:25-10:35Break

10:35-11:15Resource allocation: Discuss effective practices

11:15-11:50Resource allocation: Facilitated breakout

11:50-12:00Wrap-up

12:00-1:00Optional meeting for data coach liaisons


Resource allocation and the relationship to district plans

Resource Allocation and the Relationship to District Plans

1) Activities to remove

  • From the plan template and rubric:

  • Background: Implementing new, more effective strategies/activities, by definition, means ceasing to do less effective ones. This section is intended to help LEAs think through what ineffective activities they will stop doing. In particular, LEAs are encouraged to identify those ineffective activities they are implementing that are using up significant monetary and non-monetary resources.

Districts should use the planning process to discuss strategic resource allocation – which activities will be prioritized or de-prioritized, to ensure the success and sustainability of the overall effort

DOE understands that these funds provide an opportunity for experimentation; sustainability should be approached from the perspective of how your district will evaluate program effectiveness and ensure that effective programs continue

2) Sustainability (per objective)

  • From the plan template and rubric:

  • How will LEA ensure that this is sustainable once RTTT funds are gone? Sustainability can be achieved through increased capacity or additional funds.


Cso meeting

The District Management Council

Strategic Resource Allocation

March 24, 2011


Agenda6

Agenda

Approach to Strategic Resource Allocation

Examples

Discussion


School district strategy execution

School District Strategy & Execution

Aspirational Vision

Theory of Action

Initiatives

Goals

Measures

Prioritization of Time and Money

Focus for Today

Action Plan

Responsibilities

Timelines


Developing strategic resource allocation step by step

Developing Strategic Resource Allocation Step-by-Step

Stakeholder Engagement

Assess Current

Strategy and Budget

Identify Misalignment

Assess Impact of potential opportunities

Prioritization

& Buy-in

Communication

  • What is the district’s theory of action?

  • What programs and initiatives support this theory?

    • Is this an effective program or initiative?

    • How do we know?

  • How are these prioritized?

  • Where are resources currently allocated?

  • What is the flexibility of these allocations (e.g., contractual, legal, political)?

  • Activities & Deliverables

  • What resources do not advance the strategy?

  • Where are we under-investing ?

  • What resources are not creating student learning?

  • Where can productivity be improved without impacting students?

  • Where are opportunities to shift resources from less effective efforts towards strategic priorities?

  • For each potential savings or investment opportunity, assess:

  • What is the forecasted impact on student achievement?

  • How else will the adjustment affect the system?

  • What impact will this adjustment have on the community?

  • How do we know this?

  • What additional data do we need to make an informed decision?

  • How will the district prioritize and rank the rationalization options?

  • How much buy-in exists from the staff and community?

  • Who will champion the change?

  • How will the final decisions be reached?

  • How will final decisions be shared?

  • How will the process be communicated?

    • Internally?

    • Externally?

  • Who will help deliver the message?

  • How will questions and concerns be addressed?

  • Facilitate Senior Team strategy session

  • Detailed budget review

  • Facilitate session of principals and senior administrators

  • Line item analysis & detailed benchmarking

  • Best practice comparison

  • Scenario development

  • Systems thinking framework

  • Facilitate session of principals and senior administrators

  • Software-based trade-off tools

  • Develop communication plans and feedback process

  • Develop implementation plans


Diagnostic areas general education

Diagnostic Areas: General Education

Targeted Study Areas

  • Management of available seats

  • Staff to student ratios and variance by school and subject

  • Course offerings

  • Use of partial FTEs

  • Adjustment procedure based on enrollment fluctuations

  • Enrollment projection, management

Class Size Management

Program Effectiveness

  • Assess effectiveness of current programs (e.g., reading, intervention, math, gifted and talented, college readiness)

  • Develop measure of “Return on Investment” (i.e. student learning/dollars spent)

  • Service delivery model for special education, ELL and other remediation and intervention efforts

  • Assignment of nurses, social workers, physiologists and other specialized staff

  • Teaching assistants

  • Administrative organizational structure

Non-classroom Staff


Diagnostic areas special education

Diagnostic Areas: Special Education

Targeted Study Areas

Related (Therapeutic) Services

  • Speech therapy (caseload, group size, use of assistants, variance)

  • Occupational therapy (caseload, group size, use of assistants, variance)

  • Applied Behavioral Analysis support

  • Scheduling efficiency

  • IEP development guidelines

Special Education Service Delivery Model

  • Push-in versus pull-out models

  • Role of special education teachers, testers and administrators

Severe Needs Classrooms

  • Class size by disability, variance

  • Staffing model

  • Non-teaching support staff

Paraprofessional Staffing

  • Assignment rules

  • Scheduling

  • Utilization


Diagnostic areas operations

Diagnostic Areas: Operations

Targeted Study Areas

  • Maintenance

  • Capital expenditures

  • Custodial

  • Revenue generation

Facilities

  • Purchasing

  • Contracting and outsourcing

  • Grants management

  • Compliance (e.g., lost revenue)

  • Reimbursement (e.g., Medicaid)

  • Expense management

Finance

Transportation

  • Contracting procedure

  • Routing procedure, scheduling efficiency

  • Special education transportation


Agenda7

Agenda

Approach to Strategic Resource Allocation

Examples

Discussion


New model shifting staffing as enrollment shifts

New Model: Shifting Staffing as Enrollment Shifts

Regular ed Pupils per Regular Ed Teacher

School 1

School 2

School 3

School 4

  • DMC has found savings opportunities ranging from 2-5% of total district budget, regardless of district size.

  • Research suggests that class sizes up to a point do not negatively impact student achievement.

School 5

School 6

School 7

School 8

School 9

School 10

School 11

School 12

School 13

School 14

School 15

School 16

School 17

School 18

School 19

School 20

School 21

School 22

School 23

School 24

School 25

School 26

School 27

School 28

School 29

School 30

School 31

20 student target


New model thoughtful grouping in building level master schedules

New Model: Thoughtful Grouping in Building-level Master Schedules

Current Average Caseload for Therapists

Target caseload

+35%

+22%

  • DMC has found opportunities to reduce therapist staffing by 20-25% to be typical, regardless of district size.

  • In this example, over 25% savings were realized while caseloads remained below the national average.

+36%

PT

OT

Speech


Cso meeting

New Model: Partial Day/Partial Week Paraprofessional Support

Ratio of Paraprofessionals to Students,

District versus Council of Great City Schools Median

  • DMC has found opportunities to reduce staffing needs by 30%+ are common, regardless of district size.

  • In this example, shifting paraprofessional staffing to the CGCS average would save almost 2% of district budget (gross)

+74%

CGCS Average

District

Note: District currently staffs paraprofessionals at a rate 74% higher than the average of the 31 member districts of the Council of the Great City Schools


New model strategic outsourcing

New Model: Strategic Outsourcing

Traditional View

on Outsourcing

Strategic View

on Outsourcing

  • Strategic value

  • Consider keeping control of all functions that are competitive differentiators

  • Relationship-driven vendor management

  • Alignment of external partners with district objectives

  • Cost cutting

  • Consider outsourcing all non-core functions

  • Contract-driven vendor management

  • Arms-length functional management

Pursuing outsourcing with the traditional view can create value for districts, but only in less critical areas such as food or custodial services.

Outsourcing arrangements can be formed with a long-term view, and should be designed to align the provider to achieve a strategic goal of the district.


Agenda8

Agenda

Approach to Strategic Resource Allocation

Examples

Discussion


Discussion tool prioritization matrix

Discussion Tool: Prioritization Matrix

EASY

(High Control)

“The Shiny Coins”

“First Priorities”

or

“Phantom Promises”?

  • Where would you place the tactics listed?

  • Which are your top priorities?

  • What else would you add?

  • What other high value opportunities can we compile?

Opportunities that used to be ignored in good times now look very attractive: pick these up quickly

Resist the urge to cut deep where long-term strategic value could be eroded

LOW VALUE

(Short Term)

HIGH VALUE

(Long Term)

“Distractions”

“Strategic Impact”

Tackle these high-impact issues by breaking down into manageable pieces

Low priorities: ignore until all other opportunities exhausted

HARD

(Low Control)


Pre brainstormed tactics list

Pre-brainstormed Tactics List

General Education

Special Education

Operations

  • Management of available seats

  • Management of staff to student ratios and variance by school and subject

  • Course offerings

  • Change use of partial FTEs

  • Adjustment procedure based on enrollment fluctuations

  • Enrollment projection, management

  • Assess effectiveness of current programs (e.g., reading, intervention, math, gifted and talented, college readiness)

  • Develop measure of “Return on Investment” (i.e. student learning/dollars spent) and prioritize spending accordingly

  • Change service delivery model for special education, ELL and other remediation and intervention efforts

  • Change assignment model of nurses, social workers, physiologists and other specialized staff

  • Teaching assistant staffing

  • Administrative organizational structure

  • Speech therapy management (caseload, group size, use of assistants, variance)

  • Occupational therapy management (caseload, group size, use of assistants, variance)

  • Applied Behavioral Analysis support

  • Improve scheduling efficiency

  • Change IEP development guidelines

  • Increase use of push-in versus pull-out models

  • Adjust role of special education teachers, testers and administrators

  • Manage class size by disability, variance

  • Adjust staffing models

  • Non-teaching support staff management

  • Modify paraprofessional assignment rules

  • Improve paraprofessional scheduling

  • Improve paraprofessional utilization

  • Management of :

  • Maintenance

  • Capital expenditures

  • Custodial

  • Revenue generation

  • Purchasing

  • Contracting and outsourcing

  • Grants management

  • Compliance (e.g., lost revenue)

  • Reimbursement (e.g., Medicaid)

  • Expense management

  • Contracting procedure

  • Routing procedure, scheduling efficiency

  • Special education transportation

What else would you add?


Looking for opportunities to do more with less activities

Looking for Opportunities to do More with Less: Activities

Staffing

Teaching & Learning

Operational Efficiency

  • Effective Scheduling & Staffing

  • Class size management

  • Therapeutic services (speech and language, OT and PT)

  • ELL

  • Paraprofessionals

  • Remediation and intervention staff

  • Staffing Guidelines

  • Targeted class size (core and non-core)

  • Special education case loads

  • Substantially separate classroom support

  • Student supports (nursing, guidance, social work)

  • Custodial & maintenance

  • Benefits Management

  • Part-time vs. Full-time

  • Certified vs. Non-certified

  • Academic Programs & Strategies

  • Assess full costs of each effort

  • Find what works

  • Curtail ineffective efforts

  • Calculate student achievement return on investment

  • Reduce duplicative programs

  • Professional Development

  • Audit current efforts

  • Align with priorities

  • Expand in-house experts

  • Monitor Effectiveness

  • Student growth increases

  • Common formative assessments

  • Teacher feedback

  • Maximize Resources

  • Control and alignment of state and federal grants

  • Medicaid reimbursement

  • Third-party funding

  • Operational Efficiency & Cost Effectiveness

  • Transportation routing (general education and special education)

  • Subcontracted services

  • Vendor review and competitive bidding

  • Track & Monitor Spending

  • Overtime

  • Program budgets

Where should your district look?


The district management council

The District Management Council

If you have any comments or questions about the content of this document, please contact Nick Morgan, Managing Director

[email protected]

Tel. 617-453-0718

Fax. 617.491.5266

70 Franklin St., Boston MA 02110

Web: www.dmcouncil.org


Agenda9

Agenda

9:00-9:30Welcome andDistrict Support Program Update

9:30-9:40Communications: Discuss state initiatives and effective practices

9:40-9:50Communications: District presentation

9:50-10:25Communications: Facilitated breakout

10:25-10:35Break

10:35-11:15Resource allocation: Discuss effective practices

11:15-11:50Resource allocation: Facilitated breakout

11:50-12:00Wrap-up

12:00-1:00Optional meeting for data coach liaisons


Wrap up how did we do

Wrap-up – how did we do?

Discuss Support Program updates

Understand effective practices for communications and work on the “communications and stakeholder engagement” part of your plan

Understand effective practices for resource allocation and work on the “activities to remove” part of your plan

Please complete the workshop surveys on your table

Remember to send your full draft plan by April 11


Agenda10

Agenda

9:00-9:30Welcome andDistrict Support Program Update

9:30-9:40Communications:Discuss statewide initiatives and effective practices

9:40-9:50Communications: District presentation

9:50-10:25Communications: Facilitated breakout

10:25-10:35Break

10:35-11:15Resource allocation: Discuss effective practices

11:15-11:50Resource allocation: Facilitated breakout

11:50-12:00Wrap-up

12:00-1:00Optional meeting for data coach liaisons


Optional meeting for data coach liaisons

Optional meeting for data coach liaisons

12:00-12:15Update on Data Coach ProjectAllocation Worksheet for Data CoachesPLCs & # of Core Teachers in each building12:15-12:30Instructional Improvement Systems12:30-12:40Additional TLEU Upcoming Initiatives Development CoachesSAMsVision Network12:40-1:00Q & A


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