Download - Xenia Community Schools Board of Education
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Xenia Community SchoolsBoard of Education
State of the Schools
Expectations, Excellence, Extraordinary Students, Every Day
October, 2012
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Tell the Story of the Xenia Schools
State of the SchoolsOctober, 2012
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Under Construction; Transformation in Motion Agenda:
Visible Transformation (Business and Technology Updates)
Transformational Changes: Curriculum/Instruction (Strategic Plan)
Introducing the Office of School Improvement and Innovation
Financial Fast Facts
State of the SchoolsOctober, 2012
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Switched to Xerox Copiers
• Approximate savings of $40,000 per year
• Use of Local Business
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Public Computer At Every School…Helps Us Serve Our
Families
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HB 264 – Approx. $2MCost of project covered by energy
savings
11 McQuay units at XHS2 Trane units at Central Middle School New lights at Benner,
Warner and XHS
New Boiler at Benner
Building Automation
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New Bus Features and Buses
• GPS Units• Digital Cameras• Crossing Control
Arms• Child Check Mate
On Every Bus• 11 New Buses
Coming In October
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Roof Replacement – Approximate Value To The District $2.5M
McKinley, Central, Benner, Warner, and XHS
Project Paid For Through
Insurance Monies
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Solar Panels – Approximate value to the district $10M
ESA Renewables and Kastle ElectricSave approx. $70,000 in electric
Earn approx. $36,000 in lease arrangement
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Website Preview
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Fiber Network Build:
District-wide, High-Speed Internet
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5 New Elementary Buildings
Moving To New Buildings Over Holiday Break
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Strategic Plan: Vision 2015
Stakeholders have been asking…
“What’s the plan for our schools and our students?”
The district answered with a strategic plan in May,
2011
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Strategic Plan: Vision 2015
The Strategic Plan is designed to create a transformed school district.
The focus of our work together is about student achievement.
For a more effective school district we are under construction, we are experiencing
Transformational Change
State of the SchoolsUnder Construction; Transformation in Motion
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Transformational Change Defined
Radical Changes: Capable Of Altering
Entire Industries And Cultures…
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The Strategic Plan: Building Blocks of Transformational Change
Strategic Plan: A District Road Map
Six Objectives; Each With Multiple Action Steps
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Cultivate High Academic Expectations
Standards (CCSS, New Standards) Power Standards: teach what is important to teach Narrow the focus, teach concepts with greater depth
Reliable Assessments Periodic checks on student understanding
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Increase Access to Instructionally Driven Technology
1. Identify a list of all existing district technology programs and software to build a comprehensive inventory. Use the inventory list as the starting point for increasing student/teacher access and effective use.
2. Strengthen district hardware and software technology infrastructure to expand access (2013-2014…some items require additional funding)
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Provide Targeted, High Quality Professional Development
1. CCSS and New Standards
2. Peer Assistance and Review: strong, teacher-led professional development
3. OTES and OPES: framework for mandated evaluation procedures requiring student achievement/student growth measurements/HB 153
Each of these PD initiatives are paid for by RttT, SIG, and other grants
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Communication (Internal)
Administrative Team (all levels) taking the lead to promote and model communication at all levels-building productive relationships
Restructured administrative meetings: problem solving time
Weekly updates from Principals to Staff
Q and A with District Leaders (printed or in person)
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Communication (External)
Increase positive success stories in the media
Board of Education Members: Community Engagement Plan
State of the Schools: Information Nights
Key Communicator Team
Citizens Advisory Council
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Dynamically Strengthen Internal and External Communication
The work of communications falls to
everyone in the organization and everyone
connected to the organization.
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Fiscal Responsibility and Soundness
1. Balance the Budget: we are proud of balancing the budget each year; we are not proud of staff cuts or benefit cuts
2. Drastically reduced expenditures and the number of district staff
3. Pay freezes and benefit cuts have balanced the budget
4. (The only increase is through educational attainment)
5. Innovative methods utilized to create efficiencies and save dollars
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Financial Fast Facts
District Commitment to Sharing Quick, Transparent Financial Information
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Declining Revenues
• Fiscal Year 2011:$47,734,359 • Fiscal Year 2012:$44,911,462
• Fiscal Year 2013:$44,741,754 (projected)
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Declining State Revenues
2009 2010 2011 2012 2013*$16,500,000.00
$17,000,000.00
$17,500,000.00
$18,000,000.00
$18,500,000.00
$19,000,000.00
$19,500,000.00
$20,000,000.00
Ed JobsSFSFFoundation
* 2013 last estimated on May 2012 5 year forecast
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Actual/Projected Income Taxes
FY 2009 FY 2010 FY 2011 FY 2012 FY 2013*$2,900,000.00
$2,950,000.00
$3,000,000.00
$3,050,000.00
$3,100,000.00
$3,150,000.00
$3,200,000.00
$3,250,000.00
$3,300,000.00
Income Tax Collection
* FY 2013 is estimated from May 2012 5 year forecast
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New Information
• Possible 8.2% cut in all federal funds effective January, 2013
This equals $251,179.30 for Xenia
This money would be absorbed by the general fund
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Total Expenditures
FY 2009 FY 2010 FY 2011 FY 2012 FY 2013*40000000
42000000
44000000
46000000
48000000
50000000
52000000
* FY2013 Estimate based on May 2012 Five Year Forecast
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2013 Expenditures by Type
48%
17%
25%
2%
0%
1%
6%
FY13 Expenditures
SalariesBenefitsPurchase ServicesMaterials & SuppliesCapital DebtOther
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FY 2009 FY 2010 FY 2011 FY 2012 FY 2013*$0.00
$1,000,000.00
$2,000,000.00
$3,000,000.00
$4,000,000.00
$5,000,000.00
$6,000,000.00
Total Revenue
Special Ed Expenditures
*FY2013 is based on May 2012 Five Year Forecast Estimates
Special Education Revenue vs. Expenditures
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Major Expenditures Other Than
Salaries And Benefits
1. Community/Charter School payments = $1,815,192
2. Open Enrollment Charges (Other Districts) = $998,211
3. STEM Schools = $257,263
4. Utilities = $925,378
Total = $3,996,044
As of September 5, 2012
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Quick Review: How Did We Get Here?
Declining local and state revenueLoss of federal stimulus moneyUnfunded mandatesXenia’s dollars going to other schools and
communitiesConstantly changing school funding structuresIncreased costsDramatic Cuts and Realignment of Services
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Response of the Xenia Schools
• The school board and administration have responded with over $10 million in cuts during the last two years. This cut represents over 20% of our budget.
• Make no mistake; we are taking strong steps to manage every dollar in a wise and practical manner
*Financial information has been confirmed by an outside auditor.
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Household Budget Comparison
Household Budget : $36,000 (Yearly)
Take Home Pay: $504 (Weekly)
20% CUT
New Budget: $28,000New Take Home: $403 (Weekly)Weekly bills remain the same (bills exceed income)
What choices would remain for you???
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Foster a “Can-Do” Climate for Success
1. PBiS at all district buildings
2. Accountability for the Strategic Plan at all levels Superintendent Walk-Through Principal Walk-Through Collect other evidence Post the Key Objectives of the Plan Create The Office of School Improvement and
Innovation
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Creating the Office of School Improvement and Innovation
One of the key building blocks of
Transformational Change
*Substantial cost savings to the district
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The Office of School Improvement and Innovation: For Students and Staff
A support structure (fit for the 21st century) within a drastically reduced budget, to address a multiplicity of district needs:
CurriculumInstructionAssessment
Mandated School Improvement Initiatives Communication: Internal and External
Strategic PlanFederal Programs and Grants
SIGRttT
Like all other school districts in Ohio, there must be support services to the building and for the
classroom
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Office of School Improvement and Innovation…Quick Rationale (WHY?)
1. Realign and Define roles and responsibilities (many positions cut)
2. Team Approach for school improvement efforts, implementing the strategic plan, focusing on student achievement
3. Collaborative work environment for creativity, innovation and produces a high quality service for the students and families of the district
4. Dynamic work flow: accelerate transformational change, propel the district into the future, work the Strategic Plan
5. Savings to the district: The Office of School Improvement and Innovation means working smarter not harder
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Office of School Improvement and Innovation
The Facts:
Jobs Cut “New” Jobs (Office of School Improvement)
Assistant Superintendent for Curriculum K-12 Curriculum SupervisorSecondary Curriculum Supervisor Special Education Supervisor Elementary Curriculum Supervisor Administrative Specialist Special Education Supervisor Coordinator of Federal
Programs* Title I coordinator Improvement Specialist* Entry-Year Facilitator Community Relations Coordinator *fully funded by federal grants Secretary to the Superintendent
Bottom Line Annual Savings=$496,530
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Good News: State Report Card
4 out of 5 Elementary Schools EXCELLENT
Value Added: MET
Growth Gains at all levels
District MET 16 of 26 Indicators (up from 12)
XHS MET 10 of 12 indicators
Overall Rating: Effective
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Our Students, Our Community
State of the SchoolsTransformational changes
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Our Students, Our Community
State of the SchoolsTransformational Changes
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Our Schools, Our Community
State of the Schools
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Our Schools, Our Community
State of the Schools
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Our Schools, Our Community
State of the Schools
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Our Schools, Our Community
State of the Schools
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Our Schools, Our Community
State of the Schools
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Our Schools, Our Community
State of the Schools
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Our Schools, Our Community
State of the Schools
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Our Schools, Our Community
State of the Schools
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Our Schools, Our Community
State of the Schools
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Our Schools, Our Community
State of the Schools