Office of Portfolio Management CEC 31 Meeting – July 8, 2013

1. Office of Portfolio Management CEC 31 Meeting – July 8, 2013 For discussion purposes

2. Portfolio Management • The Portfolio Management team plans and implements structural changes to the portfolio of New York City public schools in order to address systemic inequities in access to higher performing schools. • What are Structural Changes? • Significant changes in school utilization, including: • Siting of new district and charter schools • Efficiently using underutilized space for new programs and schools • Phasing out schools that are not serving the needs of students • Grade reconfigurations driven by performance and demand considerations • Zoning Changes • Improving access to programs that serve special populations, including G&T, programs for English Language Learners, District 75, ASD,UPK , and CTE • Implementing changes in enrollment/admissions policies For discussion purposes

3. The Public Review Process and Chancellor’s Regulation A-190 • Chancellor’s Regulation A-190 governs the public review process for proposals for significant changes in school utilization. • For every proposal for a significant change the NYCDOE is required to: • Publish an Educational Impact Statement (EIS) and Building Utilization Plan (BUP) where applicable; • Schedule and convene a Joint Public Hearing to discuss the proposal; • Produce and publish an Analysis of Public Comment at the Joint Public Hearing; • Arrange for the Panel for Educational Policy (PEP) to vote on it. • We communicate additional information to families in affected schools and solicit public comment throughout the proposal process. • Divisions across the NYCDOE support compliance with A-190. For discussion purposes

4. The Public Review Process and Chancellor’s Regulation A-190 • The DOE aims to: • Engage a broad range of community partners early and often—before, during, and after proposals are made • Use public feedback to inform proposals and gain a deeper understanding of the schools and communities these changes affect • Keep the public informed with more and improved communications, including websites dedicated to each proposal • Share documents that are informative and parent-friendly • Be responsive to individual questions and concerns For discussion purposes

5. The Public Review Process For discussion purposes

6. The Public Review Process LAUNCH EARLY ENGAGEMENT PUBLISH AND FILE EIS PRODUCE ANALYSIS OF PUBLIC COMMENT ISSUE PUBLIC NOTICE CONDUCT JOINT PUBLIC HEARING PEP VOTE ≥ 90 DAYS BEFORE PEP VOTE 24 HRS 30-45 DAYS For discussion purposes

7. Public Feedback For discussion purposes • How can the public provide feedback about proposals? • When the EIS is published, the formal public comment period commences. OPM has dedicated website, e-mail and voice mail boxes for this purpose. • Joint public hearings provide a targeted opportunity for feedback held at the school for comments. • How is that feedback handled? • In some cases, Portfolio Management responds directly to feedback received through e-mail and voicemail. • All feedback received on-line, through e-mail and voicemail, and at the hearing is included and responded to in the Analysis of Public Comment, posted the evening before the PEP votes on the proposal.

8. Strategic Priorities for 2014-2015 • To achieve our goal to improve access to quality schools and utilize seat capacity in the most efficient manner to create high-quality seats, we are proposing the following for District 31: • Targeted Enrollment Reductions and Co-locations: • P.S. 16 • I.S. 2 • Co-location in Under-utilized Building: • I.S. 49 For discussion purposes

9. Questions / Comments? • For further questions, please contact: Emily Ades, Associate Director of Staten Island Planning Office of Portfolio Management • D31proposals@schools.nyc.gov Savita Iyengar, Director of Staten Island Planning Office of Portfolio Management D31proposals@schools.nyc.gov For discussion purposes