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A ROADMAP TO SUSTAINABLE LOCAL CONTROL February 15, 2008. Team #1 Paul Blanchfield Andrew Davis Jimmy Henderson Ash Solar. Agenda. Executive Summary Key Findings Action Plan. Executive Summary (I) Current Context For Education.

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a roadmap to sustainable local control february 15 2008

A ROADMAP TO SUSTAINABLELOCAL CONTROLFebruary 15, 2008

Team #1

Paul Blanchfield

Andrew Davis

Jimmy Henderson

Ash Solar

agenda
Agenda

Executive Summary

Key Findings

Action Plan

executive summary i current context for education
Executive Summary (I)Current Context For Education

There are many positive forces working in New Orleans today, and many reasons for hope…

  • Student achievement is improving across the city
    • RSD students @ gr. level 2007: +5% ELA, +15% Math vs. 2006 (LEAP)
    • OPSB gains even larger, though for a smaller set of schools
  • Infrastructure and affordable family housing development pace quickening
    • LRA approved $500MM repair grant; 4 libraries recently reopened
  • Local business community beginning to invest in school transformation (School Facilities Master Plan)
  • Unemployment rate at lowest level since Katrina (3.4%), and job creation continues on a positive trajectory

…but much work remains to be done, and some stumbling blocks have slowed the pace of reform

  • School facilities and operations still in disrepair
    • 57 sites remained vacant in Jan. ’08; 80% of open sites require renovation
    • Problems with transportation, food service, textbooks, etc. persist
  • Re-population of city slowing in many places, uneven across wards
  • History of corruption and apparent lack of cohesion keeping national donors from funding significant reform projects
  • Aversion to change among Parish residents is a speed bump to rapid progress (e.g., response to millage rates)

Next 12-18 months a critical time for education in the city. Imperative to invest strategically for transformation to succeed.

executive summary ii strategic objectives
Executive Summary (II)Strategic Objectives

Sustainability:

RSD must reform

while anticipating

the welcome

transition to

OPSB control

Student

Achievement:

The heart of every

successful school

district…NOLA

is no different

Transparency:

Critical to

enable change

and restore

credibility

executive summary iii key levers and proposed actions
Executive Summary (III)Key Levers and Proposed Actions

Governance & Organization

Facilities

  • Adopt metrics-based criteria for return to OPSB control
  • Align district according to shared services organization model
  • Embrace collaboration with OPSB; approach as a strategic partner
  • Aggressively prioritize renovation efforts based on demand and cost, weighted by community considerations
  • Re-purpose low demand sites for community use
    • In partnership with experienced non-profits

Sustain-

ability

Student

Achievement

Trans-

par-

ency

Financial Management

Talent Pipeline

  • Call/Reissue $250 MM of outstanding bonds - Feb/Mar 08
  • Implement School-Based Budgeting (SBB)
  • Merge and renegotiate joint services (transportation, food services, etc)
  • Localize new recruiting efforts; lean on national partnerships to supplement
  • Enable informed HR decisions with performance tracking
  • Invest heavily in retention to keep top talent, reduce churn costs
agenda1
Agenda

Executive Summary

Key Findings

Action Plan

research favors a shared services model increase support collaboration and school level autonomy

Governance &

Organization

Research Favors A Shared Services ModelIncrease Support, Collaboration and School-Level Autonomy

Four Key

Governance Principles

Organizational Model: Shared Services

Two Sources of Research

  • Support and services
    • Infrastructure
    • Scale cost reductions
    • School-site field support
  • Quality Management
    • Measurable compliance
    • School site, educator licensing & certification
    • Curriculum & PD supplier level control
  • Innovation
    • Propagate local success throughout network
    • New curriculum/ed. materials tested and distributed
    • Site level able to meet unique student needs

1

  • Support and technical assistance rather than control
  • Collaboration and resource clearing house
  • Transparent, data-driven quality assessments
  • Increased school level autonomy: focus on teaching and learning

District best practices

  • Compton Unified: metrics driven return criteria
  • Hartford, CT: senior staff accountability
  • Logan County, WV: strong relationship with local board

2

Scholarly research

  • Specialized talent filling key roles (Wong & Shen)
  • Collaboration with business, non-profits & community (Inst. of Ed. Law & Policy)
  • Provide educational services and develop local capacity (Education Leadership)

3

Source: ERIC lit review

slide8

Governance &

Organization

Shared Services in Action: Focus on Special EducationFranchises Serve as Powerful Analogs in the Business World

Shared Services Component

Deep Dive: How It Would Work In Special Education

Franchise Analogs

Support & Services

  • Electronic records management allows faster, accurate needs assessment and services at start of year.
  • Project started by Public Consulting Group.

1

  • Centralized bookkeeping
  • Merchandising assistance
  • Optional payroll services

Quality Management

  • Compliance metrics including:
    • percentage of students with needs served
    • test scores
    • special needs mix

2

  • Unambiguous, measurable compliance standards
  • Enforcement plans

Innovation

3

  • Innovative strategies for reaching special needs students spread throughout district
  • Allows Professional Development to spread best ideas
  • Product innovations developed in corporate-owned stores and pushed to franchisees
  • Local best practices shared within Yum network

Source: web research

slide9

Facilities

Schools in use

Vacant schools

Almost Half of Facilities Still Vacant Across the City~67% of All Sites Need At Least Major Renovations

Preliminary Building Assessment, Jan. ‘08

Area Map of New Orleans Public Schools, Jan. ‘08

Sites (#)

Renovation

Source: RSD/OPSB Facilities Master Plan website, Google Earth

slide10

Facilities

Prioritize Renovation Efforts Using Re-Population TrendsPotential Opportunity To Re-Purpose Low Demand Facilities

Re-population: School Vacancies by Zip, Jan. ‘08

One Possibility: KaBOOM Community Center Partnership

= 1 vacant school

Focus renovation efforts

3 month repopulation CAGR 8/07-11/07

(%)

  • KaBOOM is national non-profit organization that develops community recreation and play areas
  • Work in conjunction with local business and national funding partners
  • More than 600 play spaces built since 2002
  • KaBOOM partnership can create a rallying point for the community and build goodwill

Selectively invest

Explore re-purposing sites

Wait and re-evaluate

11/07 population as percent of pre-Katrina population (%)

Divestiture could could yield ~$5MM;

Opportunity to invest in community, build goodwill likely more valuable

Source: RSD/OPSB Facilities Master Plan, Greater New Orleans Community Data Center, Zillow.com

area map of potential sites to re purpose

Facilities

Schools in use currently

Potential re-purpose sites

Area Map of Potential Sites to Re-Purpose

Source: RSD/OPSB Facilities Master Plan, Greater New Orleans Community Data Center, Zillow.com

recruitment retention keys to a good teacher in every classroom

Talent

Pipeline

Recruitment & Retention: Keys to a Good Teacherin Every Classroom

Recruiting

Human Capital Management Systems

Retention

Thesis

Localize and Partner

Thesis

Enable Informed HR Decisions

Thesis

Invest Heavily

  • Develop sustainable local talent pipelines
    • Partnerships with local universities
    • MS/HS recruiting programs with incentives
  • Leverage partnerships to sustain national talent pipelines
    • TFA alumni from other regions, unaccepted applicants for NO
  • Maintain current financial incentives
  • Implement high-quality performance tracking immediately
    • High-performers for retention, low-performers for removal
  • Incentives for school leaders around human capital
  • Develop district human capital market
    • Provide schools with ample info about all teachers, and vice versa
  • Leverage tracking systems to identify high-quality teachers early
  • Incorporate the employee value proposition into the on-boarding and evaluation process
  • Personalize retention discussions to the specific needs of each high-quality employee
slide13

Talent

Pipeline

Work Environment

Personal Growth

Financial Incentives

Career Ladder

Recognition

Retention is Top Priority in New Talent Pipeline StrategyFive Step Approach to Strengthening Local Talent Pool
  • Graduate school partnerships, i.e. Rice Business School Education Entrepreneurs
  • Summer personal/professional development
  • Mentors
  • Professional Learning Community
  • Relationship with school leader
  • Relationships with co-workers
  • Targeted salary increases, i.e. 3rd year
  • Home ownership incentives
  • Tax credits
  • Front-loaded benefits i.e. portable 401-K
  • Multiple tracks based on skill set and interest
    • As a teacher, school leader, district employee
  • Early ID and clear communication
  • Community mentors
  • High Performance Appreciation Events
  • Invitation to Community Events

Source: Corporate Executive Board

financial responsibility enables student achievement simple steps to financial accountability

Financial

Management

Financial Responsibility Enables Student Achievement Simple Steps to Financial Accountability
  • Ensures equity across schools and wards
  • Alignment with school-based service model
  • Permits schools to reward top-performers
  • Successful implementation in Oakland, Houston & SF
    • Less successful in Seattle, SD, Hawaii

School Based Budgeting

  • Finalize 2007-08 detailed budget
  • Decentralize financial decisions
  • Push service decisions to schools

Manageable Debt Obligations

  • “Debt service > educational services” is unsustainable
  • Enables RSD/OPSB to focus on achievement
  • Restructuring can create big near-term savings
    • Call/Reissue $250 MM in outstanding bonds
    • Saves $60 MM over next 5 years – tax neutral
  • Instruction should be #1 expense
  • Delay obligations until tax base improves
  • Remove appearance of impropriety and corruption
  • Prepare for return to OPSB control
  • OPSB procure and manage joint services
    • 10% discount on transportation through joint negotiation ~ $2 MM savings per year

Collective & Competitive Bidding

  • Ensure open bidding process
  • OPSB/RSD partnerships
slide15

Financial

Management

Current schedule

Proposed schedule

Call & Reissue Outstanding Bonds ~ $60 M SavingsReduces Near-Term Debt Burden; Enables Focus on Student Achievement

“Debt Obligations of OPSB

Must be Addressed”

Bond Re-issuance Scenario Comparison

$ 250 MM Outstanding Bonds

65 MM Notes Payable

10 MM Lease Obligations

200 MM Other LT debt

$ 525 MM Total Obligations

$MM

Restructuring Rationale

  • Tax Neutral over life of the bonds
    • Total interest/premium is unchanged
  • Reissue at lower rate and longer maturity
    • Bonds are callable in Feb/Mar 2008
    • Take advantage of lower rates and AA rating
  • Delay large payments until tax base improves
    • Continued repopulation throughout the city
    • Property assessments are at historical low

Annual Chg. ($MM)

6

8

11

16

21

29

40

(81)

(51)

Source: Bloomberg Financial

agenda2
Agenda

Executive Summary

Key Findings

Action Plan

metrics driven plan to transition district control 200 measures in five key categories

Community Relations

  • Metrics derived from CA’s FCMAT
  • Agreed to by RSD & OPSB
  • 2008: Initial assessment
  • 2009: External audit
  • 2010: Report to legislature
  • Beyond: continued internal and external audits until criteria met

1

Personnel Management

2

Timeline

Student Achievement

3

Financial Management

4

Facilities Management

5

Metrics-Driven Plan to Transition District Control200+ Measures in Five Key Categories
  • E.g., all relevant media sources made aware of press conferences
  • E.g., selection procedures are uniformly applied
  • E.g., PD provides knowledge and skills to improve instruction
  • E.g., budget development process includes input from all constituents
  • E.g., bus loading and unloading areas are monitored on a regular basis

Source: California Fiscal Crisis and Management Assistance Team

action plans governance organization and facilities timelines

Student Achievement

Transparency

Student Achievement

Sustainability

Action PlansGovernance & Organization and Facilities Timelines

Governance & Organization

Facilities

  • 0 – 6 months
  • Implement organization redesign
  • Establish provider relationships
  • Develop list of needed services with CMOs & principles
  • 6 – 12 months
  • SBB—service and provider fees
  • Finalize metrics for OPSB transition
  • Town Hall Meetings
  • 12 – 18 months
  • Recruit partners, refine services
  • Identify OPSB service crossovers
  • Friction Points
  • RSD central office: Disruption of organization structure
  • Community: Potential misunderstandings
  • Nonprofits: Perceived loss of autonomy
  • 0 – 6 months
  • Track repopulation and refine model
  • Continue renovations
  • Finalize investment targets
  • 6 – 12 months
  • Town Halls specific to neighborhood schools
  • Identify partnerships for alternative sites
  • 12 – 18 months
  • Reassess school placement model
  • Actively transition alternative sites
  • Friction Points
  • Residents: Neighborhood school sites
  • Legal: Facility “Ownership”
  • Nonprofits: Partnership
action plans talent pipeline and financial management timelines

Student Achievement

Transparency

Student Achievement

Sustainability

Action PlansTalent Pipeline and Financial Management Timelines

Talent Pipeline

Financial Management

  • 0 – 6 months
  • Identify key performance metrics
  • Town Hall meetings with teachers
  • Estimate costs & secure funding for initiatives
  • 6 – 12 months
  • Jointly develop process with educators
  • Establish partnerships
  • 12 – 18 months
  • Implement recruitment/retention plan
  • Establish internal marketplace
  • Friction Points
  • Union: Performance & tenure concerns
  • High Performing Schools: Loss of good teachers
  • Principals & CMOs: Competition for talent
  • 0 – 6 months
  • Finalize detailed 07-08 budget
  • Call/reissue $250 MM of outstanding bonds
  • Develop School Based Budgeting (SBB) structure
  • 6 – 12 months
  • Identify potential OPSB/RSD shared services
  • Procure/negotiate shared services
  • 12 – 18 months
  • Implement SBB structure
  • Friction Points
  • Taxpayers: Tax neutrality of reissue
  • OPSB & Charters: SBB and shared services
  • Legal Constraints: Reissue, joint-negotiation
the roadmap to sustainable local control
The Roadmap to Sustainable Local Control

Sustainability:

RSD must reform

while anticipating

the welcome

transition to

OPSB control

Student

Achievement:

The heart of every

successful school

district…NOLA

is no different

Transparency:

Critical to

enable change

and restore

credibility