FY17 B UDGET P ROPOSAL B UDGET H EARING March 7 th , 2016 BOSTON - - PowerPoint PPT Presentation

BOSTON PUBLIC SCHOOLS

FY17 BUDGET PROPOSAL BUDGET HEARING

March 7th, 2016

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Agenda FY17 Overview Values reflected in FY17 proposal Detail on specific central proposals Next Steps

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FY17 Overview

• Costs are rising by $38M, though we have already begun taking steps to

realize $8M in savings, which brings our maintenance budget to $30M

• We have a number of investments to honor past commitments and support

core operations, totaling $3M

• We are also proposing $11M of strategic investments which we believe are

critical to closing the opportunity and achievement gap

• $13.5M in additional appropriations from the City will help pay for these

expenses, but federal and net state education aid are declining

• In order to fully fund our investments and reach a balanced budget in FY17,

we will need $38M in total reductions (including the $8M in efficiencies already underway)

• Two thirds of these cuts would be shouldered by central departments ($26M)

and the remainder directly on school budgets ($13M)

• Our recommendations today are based off of a multi-month process that

included a line-by-line review of the entire BPS budget

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Agenda FY17 Overview Values reflected in FY17 proposal Detail on specific central proposals Next Steps

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Equity

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The School Committee approved a strategic plan last year with six priority areas

1. BPS will provide rigorous, effective, and engaging curriculum, instruction, and enrichment. 2. BPS will continue to foster an environment of high expectations combined with targeted interventions and support in order to meet the learning needs of all students. 3. BPS will provide equitable access to quality facilities and highly effective programs. 4. BPS will implement strategies to ensure every school will have highly effective school leaders, teachers, and staff. The workforce will reflect the rich diversity of the students BPS serves. 5. BPS will continue to increase school autonomy and support to schools while also strengthening clear systems of accountability for both central office and schools. 6. BPS will empower, support, and hold accountable school leaders, teachers, and staff to effectively engage with families, partners, and the community to foster shared responsibility for student achievement.

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1. Early Childhood Education: The key to closing [the achievement gap] is to start with

• ur youngest children. One way to do this is to close the experience, opportunity, and

readiness gaps that lead to the achievement gap in the earliest years 2. Facilities: The BPS’s facility problem is growing and impacting its ability to close achievement gaps 3. High school reform: BPS [will continue to] reduce the dropout rate and increase the number of students prepared for success in college and careers 4. Special education: Recognizing that all students are capable of learning, and each student is capable of maximizing his or her potential within the school setting, it is essential that barriers that interfere with a student’s success in school be removed 5. Charter schools: Mayor Walsh’s vision for Boston is that all of Boston’s schools are high quality schools

In April 2014, the Mayor’s education working group transition team report identified five focus areas

http://www.cityofboston.gov/images_documents/Education%20reduced_tcm3-44445.pdf 7

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These priority areas guided the work of the transition team in developing the 100 day plan and 5 key values

School Committee Priority 2: an environment of high expectations combined with targeted interventions and support School Committee Priority 4: ensure every school will have highly effective school leaders, teachers, and staff Mayor’s Focus Area 1: early childhood education Mayor’s Focus Area 4: special Education

All youth can and must achieve at high levels We innovate and transform teaching and learning to inspire excellence. Those closest to students must be empowered and be held accountable for making the most critical decisions that lead to student achievement. Every child should have access to a high quality school of their choice close to home School Committee priorities and Mayor’s focus areas 100 day plan key values

School Committee Priority 1: rigorous, effective, and engaging curriculum, instruction, and enrichment Mayor’s Focus Area 3: high school reform School Committee Priority 5: increase school autonomy and support to schools School Committee Priority 3: equitable access to quality facilities and highly effective programs Mayor’s Focus Area 2: facilities Mayor’s Focus Area 5: charter schools

We must build a “Culture of We” that is embraced by students, staff, families, and community.

School Committee Priority 6: empower, support, and hold accountable school leaders, teachers, and staff to effectively engage with families, partners, and the community to foster shared responsibility 8

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How did we embed these values into our decision- making process?

All youth can and must achieve at high levels We innovate and transform teaching and learning to inspire excellence. Those closest to students must be empowered and be held accountable for making the most critical decisions that lead to student achievement. Every child should have access to a high quality school of their choice close to home

100 day plan key values

We must build a “Culture of We” that is embraced by students, staff, families, and community.

How is this value reflected in FY17 budget proposal?

Relied on research-backed practices to prioritize as we work to close the achievement and opportunity gap Prioritized small but critical investments in innovation that will fuel future growth and change Prioritized central efficiencies first in order to protect school budgets as much as possible Continued commitment to long term Facilities Master Plan Maintained BPS’ deep commitment to equity and transparency in budget development

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As a result of our process and applying these values, we developed a proposal with the following recommendations for action

1. Maximize possible efficiencies at Central and in Transportation (including aggressive $10M goal for transportation) 2. Look to school budgets last (limited to one third of reductions) 3. Spread out change so that none

• f our most important work is

paralyzed (including central supports and Early Hiring) 4. Avoid inefficiencies or disruption due to upcoming FMP decisions (e.g. honoring classroom expansions, no school closures)

Our proposed reductions:

1. Honor past commitments and core

• perations ($3M)

2. Invest in excellent instruction: More school, better school (K1, ELT, summer: $6M) 3. Support long term innovation in instruction and equity (Excellence for All, SPED support teams, Personalized learning: $3M) 4. Build data, technology & systems to enable long term structural change (SPED, trans, and financial systems: $2M)

Our proposed investments:

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Summary of largest reductions and investments – including those considered and not proposed

Major Reductions

1. Push for $10M in Transportation efficiencies 2. Don't dismantle central supports, but do pursue some further efficiencies ($1M) 3. Sped class sizes ($5M) 4. Reduction to HS weights ($7M) 5. Cut back centrally funded supports (e.g. partnerships and acceleration academies) 6. School closures 7. Deep across-the-board cuts to school budgets (up to $25M) 8. Ending the Early Hiring Initiative ($8M)

Major Investments

1. Early childhood ($4M in K1) 2. SPED and transportation data systems to enable long term improvements ($2M) 3. Excellence for All ($1M) 4. SPED supports ($1M) 5. Universal Pre-K 6. Further investment in 100 Day Plan ($2M) * 7. Deferred maintenance ($2.5M) 8. 1:1 computers for all students ($3M) 9. MBTA passes for all 7-12th graders ($2.9M) 10. Full roll-out of ELL coordinators (up to $6M) 11. Food & nutrition improvements ($2M) 12. Breakfast in the classroom ($1.5M) 13. Curriculum materials ($1M+) 14. Library books ($0.3M) Included in

• ur proposal

Considered but not proposed

* Including more for AWC, MassCore, Central Office Redesign, Long Term Financial Plan, and Communications

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How does the FY17 budget proposal reflect our values?

All youth can and must achieve at high levels. We innovate and transform teaching and learning to inspire excellence. Those closest to students must be empowered and be held accountable for making the most critical decisions that lead to student achievement. Every child should have access to a high quality school of their choice close to home.

100 day plan key values

We must build a “Culture

• f We” that is embraced

by students, staff, families, and community.

Where we have succeeded in reflecting this value in our budget Remaining challenges and areas for future investment

• Ensuring smooth transitions for our high need

students

• Affect of reduction of centrally-funded services

such as Acceleration Academies

• Excellence for All will not yet reach all 4th graders
• Always more that we want to do to innovate

and improve our instruction

• Many of our schools are facing pressures,

particularly HSs, of shifting enrollment and the challenges of adjusting their programs

• Deferred maintenance
• WSF is our attempt to be transparent and

equitable, yet there are improvements that can still be made in future years

• Largely protecting Early Hiring
• Movement towards new SPED delivery

models

• K1 expansion ($4M)
• Continuing investment in personalized

learning and HS redesign ($0.6M)

• Restructuring central supports
• School budgets shouldering only one third of

the reductions, even after being almost entirely protected in last two budget cycles

• Considered but did not pursue deeper

across-the-board school cuts

• Hold on school closures until necessary data

is available

• Line-by-line budget proposal produced by

February 3rd

• Every school allocation published

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Agenda FY17 Overview Values reflected in FY17 proposal Detail on specific central proposals Next Steps

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We propose adding 200-300 new K1 seats, a significant investment in a research-based, proven strategy that can help close the achievement and opportunity gap

3rd Graders who attended BPS K1 % Prof / Adv. 3rd Graders who did not attend BPS K1 - % Prof / Adv.

All Students 54.2% 43.7% F/R Lunch 47.6% 40.2% Asian 78.7% 75.9% Black 42.1% 34.7% Hispanic 46.5% 40.2% White 75.7% 67.3% We are evaluating the placement of new K1 classrooms using three main criteria:

• Equity: Ensure that new seats serve populations across the city
• Sustainability: Ensure that new K1 classrooms feed into K2 capacity and support high-quality

diverse programming.

• Demand: Ensure that classrooms serve the greatest number of children across the city.

Effects of K1: Grade 3 MCAS Math

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We plan to invest $4M in K1 Classrooms; the majority of the funding is going directly to classrooms $4M investment = 250-300 additional K1 seats

• Support the implementation of the revised K1 curriculum through PD and seminars
• Purchase additional materials for new classrooms
• Build capacity in partnership with community-based organizations

Category Budget Classroom Staff & Materials $ 2,569,202 Transportation $ 305,977 Program Capacity Building $ 604,821 Facilities Renovations $ 520,000 Total $ 4,000,000

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EECs and ELCs currently receive between $2200 and $4700 per pupil more than traditional schools serving the same grades

• Retain Surround Care services that provide early morning and afternoon programming for K0-

K2 families

• Reduce Surround Care availability for grades 1-3
• Provides greater access to core Early Childhood services
• Provides opportunity to work more closely with community partners to provide similar service

quality and coverage. School Supplement Students Extra Funding per pupil Ellison/Parks EES $ 946,104 198 $ 4,778 East Boston EEC $ 717,603 167 $ 4,297 Baldwin ELC $ 740,899 328 $ 2,259 Haynes EEC $ 850,121 180 $ 4,723 West Zone ELC $ 910,009 219 $ 4,155 Total $ 4,164,736 1092 $ 3,814

Proposed changes to surround care at EECs and ELCs would reduce the supplement by $1.3M with changes for grades 1-3

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Excellence for All pilot

The pilot would serve between 500 and 750 4th graders in the first year and would offer every 4th grader in the participating schools a rigorous and enriched experience. The components of the pilot include:

• Professional Development for Principals, Teachers, Paraprofessionals, and

Parent/Students that will build capacity to lead with rigor while understanding the diverse learning and social emotional needs of the classroom.

• Personalized learning that allows all students to access the Common Core

Standards at their level of readiness.

• Social Emotional Learning that assesses and teaches grit, executive

functioning skills and growth mindset.

• Enrichment Opportunities (in and out of school time ) for students possibly

including foreign language instruction, robotics, arts, advanced math, coding and programming etc.

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The budget for Opportunity and Achievement Gap Office represents both a significant reorganization and an investment in FY17 Reorganization

• In FY15 and FY16, the Achievement Gap budget included the Academic Response Teams,

central teams that work with level 3 and level 4 schools. This year, as part of the reorganization, the Academic Response Teams moved into the re-established Turnaround Office as part of a broader strategy to support and turn around underperforming schools. When viewing the budget, this appears as a 15 FTE reduction in the achievement gap office when it is actually a re-organization.

Investment

• Assigning a Project Manager to support implementation of strategy
• Added $100K budget for professional learning, consultation and materials to support strategy

FY2016 Budget FY2017 Original Rec. FY2017 Revised Rec. $ 1.5M $ 0.15M $ 0.35M

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Classroom expansions

• BPS has budgeted $700k for 33 new classrooms at 18 schools in FY17
• This includes the cost of curricular materials ($350 per pupil), furniture ($400 per

pupil), and a projector for each classroom ($500 per classroom)

• Teaching costs are covered through WSF
• These 33 programs break down as follows:

– 10 schools adding a new grade: Green Academy, Dearborn, Dudley St, Hennigan, Trotter, UP Dorchester, Mildred Ave, PA Shaw, and Umana – 3 schools growing up a SEI strand: Edwards, Fenway, and Irving – 2 schools growing up a new GenEd strand: Warren/Prescott and Eliot – 2 schools growing up an inclusion strand: Young Achievers and Edwards – 1 school growing up a substantially separate strand: S Greenwood

• Please note: These figures include official program expansions approved by the

School Committee and in process from previous years; some additional expansion is likely to occur through natural annual shifts in enrollment between schools

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Partnerships

BPS centrally funds a wealth of high-quality partner organizations to provide learning opportunities that dramatically improve holistic student outcomes, and advance our collective efforts to close achievement and

• pportunity gaps in BPS. In FY2016, BPS Central Office provides 19 different partner organizations with a total of

$8,028,742 in funding. For FY17, BPS will reduce its overall central office partnership-funding amount by $1,400,000. As a result, the total proposed FY17 partnership funding allocation is $6,636,093.

Organization Name FY16 District Allocation Amount FY17 District Allocation Amount % Reduction The Achievement Network (ANet) $250,000 $0 100% Blueprint Schools $0 $0 100% Teach for America Inc. $78,000 $0 100% Generations, Inc. $10,000 $10,000 0% American Student & Assistance (ASA) $55,000 $48,400 12% BELL $60,000 $0 100% Alliance for Inclusion & Prevention (AIP) $65,000 $32,500 50% Boston Partners in Education $80,000 $70,400 12% EdVestors $100,000 $0 100% Talent Development (Johns Hopkins) $100,000 $88,000 12% KeyStepps $180,000 $158,400 12% Tenacity $200,000 $176,000 12% MassInsight $450,000 $350,000 22% UMASS Boston's TAG/Alerta Program $450,000 $337,500 25% Boston Debate League $455,000 $400,400 12% Citizen Schools $700,000 $700,000 0% City Connects (Boston College) $993,742 $874,493 12% Boston Private Industry Council (PIC) $1,222,000 $1,000,000 18% City Year $2,580,000 $2,390,000 7% Total FY16 Partnership Funding Total $8,028,742 $6,636,093 21%

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Changes in the Educational Options Budget

• The FY17 budget includes the proposed consolidation of three programs --

Freedom House Logon, St. Mary’s and Hyde Park Logon – into one location

– This proposal would allow Educational Options’ new high school, Boston Collaborative High School, to continue to serve the same number of students in these programs, approximately 90 students, but save on both staff salaries and leases – We have researched potential locations for the consolidated program and identified 515 Hyde Park, currently where the Educational Option offices and BPS’ Counseling and Intervention Center are located

• The Ed Options budget proposal also includes the following two reductions:

– Elimination of Community Field Coordinator ($59k): Requires closer collaboration between Educational Options and the Re-Engagement Center as staff is now split. That said, we are working with the PIC to ensure that our level of services for students does not decrease significantly – Reduction in Contract Services ($40k): Boston Collaborative High School partners with Northstar, ABCD and EDCO at the various satellite programs. The partners are aware of a future cut but exact dollar amounts have not yet been determined

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Agenda FY17 Overview Values reflected in FY17 proposal Detail on specific central proposals Next Steps

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Key dates

February 3: Preliminary FY17 Budget Presentation Tuesday, February 9: 6 p.m. Budget Hearing Lilla G. Frederick Middle School 270 Columbia Road, Dorchester Monday, March 7: 6 p.m. Budget Hearing The English High School 144 McBride Street, Jamaica Plain Wednesday, March 16: 5 p.m. – Budget Hearing 6 p.m. – Regular Meeting Wednesday, March 23: FY17 Budget Vote

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For more information…

A number of documents are available on our website:

• Presentations given to School Committee
• Budget memos
• FY16 WSF School-by-School comparison
• WSF Templates for all schools
• FY16 preliminary general fund account code budget

Website: bostonpublicschools.org/budget Email: budget@bostonpublicschools.org

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APPENDIX

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We are committed to significant savings in Transportation and are currently exploring a range of strategies to achieve our goals – we will report back to this group when we have ready more detailed plans

Operations Optimization

• Cut $1M of vehicle replacement
• Trip Changes & Optimization based on

ridership

– Student Attendance – Opt outs – After School Programs Transportation

• Charter School Transportation

modeling

• Review Service model for Students

with Disabilities

– Monitor review – D2D identification – Travel Training

Routing

• Length of ride for general education

students

• Maximize bus capacity/over assign
• Stop Consolidation to .25 miles
• Shared Schools/Community Stops
• New routing methods

– School Innovation Models – DataKind modeling – Versatrans modeling/white paper

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Our Early Hiring Initiative remains a high priority and we are actively working now to lower costs for next year

Our goal: Ensuring that all BPS students have access to high-quality and diverse teachers by opening hiring on March 1 across all 127 schools Guardrails are similar to those in past years:

• Interview and application support for all permanent teachers

excessed from their positions

• Referrals to ensure that qualified permanent teachers are interviewed

and hired in BPS schools

• Support for current SPC teachers

– Observations and feedback from Professional Growth Specialists – Free Pathways program for teachers in SPC to earn special education or ESL license – Connecting teachers with schools as mid-year vacancies arise

• Continual monitoring of size of potential SPC pool

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SEI staffing changes

• Increase of 45 teachers coded to ESL
• Decrease of 26 teachers (~5%) coded to SEI programs, roughly even across SEI

programs, slightly higher reduction in Haitian Single-Language

– Corresponds to a 5% decrease in students projected for SEI

• Increase in “Sheltered English Immersion” code which largely identifies teachers
• f “Hybrid” SEI classrooms.
• We are in the process of making a new program code to transparently identify

“Hybrid” SEI classes which have existing in the district for at least 3-4 years, but not identified separately.

– These classes follow the lower SEI class size limit, but don’t restrict students by ELD levels and therefore require supplemental ESL teacher support.

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Responsibility Center (RC)

Equity Rebecca Shuster 101007 Human Capital Emily Qazilbash 101070

Data & Accountability Nicole Wagner 101069

Strategy* Marcela Mahecha [in 101029] Autonomy* [in 101029] Library Services

• D. Lang Froggett

[in 101029] Partnerships Jon Sproul 101026 ELT/Summer School TBD 101028 Turnaround* Liza Veto 101027 Welcome Services 101059 Engagement Monica Roberts 101049 Labor Relations Karen Glasgow 101086 Strategy* Donna Muncey 101029

• Prof. Learning*

Doannie Tran 101033 IR&D Subject Matter Specialists 101018

Dotted Lines indicate no RC

Opportunity & Achievement Gap Colin Rose 101009 Early Education Jason Sachs 101013 Arts Myran Parker-Brass [in 101018] Legal Advisor Alissa Ocasio 101014

• Sr. Deputy Supt.

B Deane-Williams [in 101010] Ed Options Freddy Fuentes 101043 High School Ryan Scallon 101032 Adult Education Maria Harris 101151 Innovation* Ross Wilson 101088 Finance Eleanor Laurans 101020 Student Support Svcs Karla Estrada [in 101170] Chief of Staff Makeeba McCreary [in 101010] Communications Rich Weir 101050 Budget David Bloom 101006 Business Services Ed Glora 101030 Grant Management Anu Medappa [in 101020] Ombudsperson* Carolyn MacNeill [in 101010] Advancement* [in 101010] Special Education Cindie Nielson 101170 English Lang. Learners Frances Esparza 101107 SEL & Wellness Amalio Nieves 101169 Contracted Ed Svcs

• J. Keville Mulkern

101188 Partner Funding 101016 Health & Wellness Jill Carter 101044 Health Services Maureen Starck 101180 CIC Jodie Elgee 101091 Behavioral Health Andria Amador 101182 Superintendent Tommy Chang 101010 School Committee 101840 Facilities Khadijah Brown 101040 Planning & Eng. 101046 Transportation Jonathan Steketee 101081 OIIT Mark Racine 101084 Enrollment Jerry Burrell 101089 Food & Nutrition Svcs TBD 101097 Safety Services Eric Weston 101095 Athletics Avery Esdaile 101105 Master Planning TBD [in 101068] Admin of Ops* Al Taylor Ed Lee Sam DePina Norm Townsend [In 101068} Teaching and Learning Teams* 101801 Principal Leaders M.Edouard- Vincent Christine Landry Mary Driscoll Kelly Hung

• A. Montes-McNeil

Tommy Welch Jonathan Landman Anthony Pope Operations Kim Rice 101068

Legend

* Indicates new RC or area of work

Intergovernmental Relations* [in 101010] Corporate Relations* [in 101010] School Committee* [in 101010]

Central Office Re-Org

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