seattle school district priorities for 2014-2015

Photos by Susie Fitzhugh

School Board Retreat

Priorities Discussion Document

This presentation provides an overview of the major initiatives the district planned to undertake in the next nine months. To ensure appropriate attention and support can be devoted to the important and complex bell time analysis work, we have also identified the previously planned initiatives that could be displaced (delayed, reduced in scope, or cancelled) while allowing us to maintain core operations and compliance.

Each departments initiatives are divided by category:

Strategic Plan/Governance Priorities: Initiatives needed to support the goals of the Strategic Plan or 2013-14 Governance Priorities

2013-14 Operations: Initiatives needed to support the districts day-to-day operations

2014-15 Planning: Initiatives that prepare the district for the 2014-15 school year

The following two slides Key: Alignment Column and Key: Complexity and Status Columns explain the information that will be provided for each initiative.

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Overview

Three Goals of the Strategic Plan

Goal 1: Ensure Educational Excellence and Equity for Every Student

Goal 2: Improve Systems District wide to Support Academic Outcomes and Meet

Students' Needs

Goal 3: Strengthen School, Family and Community Engagement

Governance Priorities for 2013-14 (from Sept. 2013 Retreat)

1. Implementation of Common Core State Standards (CCSS)

2. Budget Sustainability and Alignment to Strategic Plan

3. Capacity Management & Growth Boundaries

4. *Professional Growth & Evaluation Implementation and alignment to TPEP

5. *Multi-Tiered System of Supports (MTSS)

6. *Equitable Access Framework

* as budget allows

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Key: Alignment Column

High Complexity:

The work is complicated and/or is dependent on others work

Stakeholder involvement internally requires significant cross-coordination

Stakeholder involvement externally requires significant community engagement

Low Complexity:

Work is self-contained and well-understood; can be addressed independent of other work dependencies

Internal stakeholder coordination is more focused on awareness rather than consulting and integrating feedback

External stakeholder engagement is light or focused exclusively on a single or very few constituents

Status definitions

Red: Dates or success significantly at risk, immediate attention needed or initial

planning not completed

Yellow: Interim milestones missed but work remains on track, more of a warning

Green: Effort is on track, expected achievement of milestones, no foreseen issues

Bell: This effort has been identified as one that will be impacted by Bell Time analysis ( Two bells indicates a very high level of impact or cancelled initiative)

Y

G

R

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Key: Complexity & Status Columns

Teaching & Learning

Strategic Plan and Governance Priorities

What Who Complexity of Effort Alignment?

Initiative/Priority Project Lead(s) Stakeholders & Work Strategic

Goals Govce

Priorities Status

Multi-Tier Systems of Support (MTSS)

S. Heath Medium to High 1 5

Teacher Principal Evaluation Program

M. Garmoe Medium 2 4

Special Education C-CAP Z. McWilliams High 1

Special Education Access Model

Z. McWilliams High 1

Common Core State Standards (CCSS)

S. Heath High 1 1

Professional Growth and Evaluation (PG&E)

M. Garmoe Medium 2 4

Y

G

Y

G

5

G

Y

Teaching & Learning

2013 14 Operations


Goals Govce

Priorities Status

Weighted Staffing Standards (WSS) M. Tolley High 2 2

Math Textbook Adoption S. Heath High 1

Intervention Schools M. Tolley Medium to High 1

Advanced Learning Task Force S. Heath Medium to High 1 1

Assessment Framework E. Anderson Medium to High 1

1000 / 1080 Instruction Hours Requirement S. Heath Medium 1

Graduation Requirements S. Heath Medium 1

District Support Teams TLLT Medium 2

Principal Support TLLT Medium 2

Executive Director of Schools Regional Support TLLT Medium 2

Student Info Systems (SIS)/Power Schools M. Tolley Low 2

Indian Heritage G. Morris Low 1

Creative Approach Schools S. Heath Low

Massive open online course (MOOC) ELL V. Gallardo High 1 Complete

G

G

Y

Y

G

G

G

6

G

G

G

G

Y

Y

Deputy Superintendent




Goals Govce

Priorities Status

Implementation plan for Strategic Plan

C. Wright High 1,2,3 2

Milestone and Target Setting Cabinet & Dept

heads Medium 2 2

Data Prioritization Process C. Wright/C. Rahm Medium

2 2

Project Prioritization Process B. Robbins High

2 2

Project Management Rollout B. Robbins High 2 2

Organizational Culture Survey

C. Wright High 1

LEAN: Start of School Project Cross Org Work

Group High 1,2

7

R

R

R

R

R

R

Y

Deputy Superintendent

8

2013 14 Operations


Goals Govce

Priorities Status

Enrollment Process Improvement Initiative

G. Echeverria

Medium 2,3 2

Technology & Academic Planning (levy planning)

C. Wright

High 1,2,3 2

Operations Data Dashboard G. Echeverria Medium 2

Central Office Performance Management

C. Wright/Asst Supt for HR

Medium 2

Prep for SEA Negotiations

C. Wright/Asst. Supt for HR & Dir of Employee & Labor Relations

High 1,2,3 2

Develop budget process aligned to Strategic Plan

C. Wright/ K. Gotsch/ L. Sebring

High 2 2

Socio-Emotional Supports plan

C. Wright/M. Tolley/ P. McEvoy

High 1,2,3 1,2

Vision/Plan for Support Every Student Student Personas

C. Wright/M. Tolley/ P. McEvoy

High 1,2,3 1,2 R

R

R

R

R

R

R

R

Department of Technology

9

2013 14 Operations

2014 15 Planning


Details to follow


Goals Govce

Priorities Status

PowerSchool: Upgrades/Operations

C. Rahm/M. Tolley N. Petersen

High 1, 2 and 3 All

Master Schedule N. Petersen High 1 and 2 3

Year end processing N. Petersen High 1 and 2 n/a

DoTS Hiring C. Rahm Low

(Dependent on salary equity analysis) 1, 2 and 3 n/a

SAP Improvements J. Bradley Medium to High 2 2,3



Goals Govce

Priorities Status

Improve support for data-driven decisions

C. Rahm & N. Petersen

Medium to High 1, 2 and 3 All

Support Smarter Balanced Assessment Impl.

C. Rahm & C. Halvorson

Medium to High 1 and 2 1

Wireless Implementation A. Murdock High 1 and 2 1,3,6

Y


Goals Govce

Priorities Status

*Support 1080 imply. TBD Medium to High 1 and 2 n/a TBD

DoTs Strategic Plan C. Rahm Medium 1, 2 and 3 All

T&L Tech Vision C. Rahm Medium 1,2 and 3 All

Y

Y

Y

Y

Y

Y

Y

Y

Y

Policy, Board Relations & Special Projects


Details to follow



Goals Govce

Priorities Status

Phase II 2014 Policies E. Bennett Medium to High 1, 2, 3 1-6

Board Retreats Exec Cte, E.

Bennett, T. Hale Low to Medium 1, 2, 3 1-6

Government Relations C. Wright Medium to High 1, 2, 3 1-6

Y

G

10

2013 14 Operations

2014 15 Planning

Initiative/Priority Project Lead(s)

Stakeholders & Work Strategic

Goals Govce

Priorities Status

Policy Maintenance and Updates

E. Bennett, T. Hale

Medium 1, 2, 3 1-6

Superintendent Evaluation Board &

Superintendent Medium 1, 2, 3 1-6

Board Self Evaluation Board Medium 1, 2, 3 1-6

Board Prof. Dev/Training T. Hale Medium



Goals Govce

Priorities Status

Master 2014-15 Board Calendar/ Cte workplans

T. Hale Medium

Start of School C. Wright High 2 3, 6

G

Y

G

G

G

Y

G

Strategic Planning & Partnerships


Details to follow



Goals Govce

Priorities Status

Race to the Top

C. Codd High 1 4

Design/implement principal balanced scorecard

E. Anderson Medium 1 4

Online evaluation C. Codd High 4

Align School Performance Framework to the Strategic Plan

E. Anderson

Medium

2

HR Redesign (USHCA) C. Codd High 1, 2 4

Design Human Capital Data Systems

B. Gabele Medium to High 1 4

Seattle Teacher Residency

C. Codd Medium to High 1 4

Strategic Partnerships C. Codd Medium to High 3

Community Based Partnerships Alignment and Asset Mapping

C. Campbell High 3 6

Fund Development

(new position) Medium 2 2

G

G

G

R

Y

11

G

Y

Y

Y

Y

2013 14 Operations

Strategic Planning and Partnerships

12


Goals Govce

Priorities Status

Implementation of CBO Data Access Framework

C. Campbell Medium to High 3 6

Operations Data Dashboard N. Turner Medium 2

District Academic Scorecard E. Anderson High 2

District Annual Report E. Anderson Medium 2

School Reports E. Anderson Medium 2

Roster Verification N. Turner Medium 1 4

Student Growth Measures E. Anderson High 1 4

Y

G

G

G

G

G

G

2013 14 Operations

Business & Finance




Goals Govce

Priorities Status

Create Annual Sustainable Budgets Gotsch/Sebring Medium to High 2 All

Prepare Five-Years Financial Projections Gotsch/Sebring Medium to High 2 All

Y

G

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Goals Govce

Priorities Status

Implement Service Based C.O. Budget Process Wright/Gotsch High 2 2

Budget: Weighted Staffing Standards Tolley/Gotsch Medium to High 2 2

Align current grant funds/ cultivate new income Gotsch/Corrigan Medium to High 1,2,3 All

Evaluate new SAO audit standard Gotsch/Technow Low 2 2

Insure all audit findings resolved Gotsch/Technow Medium 2 2

Implement Enterprise Risk Management Plan Gotsch/Staudt Medium 2 2

Assess business systems improvements Gotsch/Rahm High 2 2

Complete implement Council of Great City Schools Financial & Operational KPIs

Gotsch/McEvoy/ Apostle/ Herndon

Medium 2 2

Update capital financing plan for FY15 to FY18 Gotsch/Herndon Medium 2 All

Manage Audit Responses Gotsch/Medina Medium 2 2

Capital finance: BEX IV Monthly Reporting Herndon/Gotsch Medium 1, 3 1, 5

G

G

G

G

G

G

G

G

G

Y

G

Business & Finance

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2014 15 Planning


Stakeholders & Work Strategic Goals

Govce Priorities

Status

Improve internal controls Gotsch/Medina Senior executives, department heads and principals: Implement audit findings AND proactive control improvements

2 2

Build sustainable budgets Gotsch/Sebring Senior exes maintain fiscal discipline and alignment with strategic plan

2 all

Service Based CO Budgets Phase 2

Wright/Gotsch Senior leadership build on success of year 1 2 all

Implement five year financial Projections

Gotsch/Sebring Budget Dept. Begin building long range financial model

2 all

Strengthen and enhance grant procurement and fund development efforts

Gotsch/Corrigan

Grants and Fiscal Compliance Dept; Senior Leadership; Program Managers; Principals Determine needs; Develop fund acquisition plan; Research alternative fund sources.

1, 2, 3 1, 2, 4, 5, 6

Address Non-GAAP audit standard

Gotsch/Technow Accounting Determine ability to implement GAAP based accounting

2 2,

Resolve audit findings Gotsch/Technow Senior executives, department heads and principals: Continue tone from the top priority to resolve audit findings

2 2

Enterprise Risk Management Year 2

Gotsch/Staudt District wide leadership: Continue support for assessing, evaluating and monitoring risk

2 2

Evaluate business systems enhancements

Gotsch/Rahm Districtwide - Critical business system needs systematically addressed

2 2

CGCS Finance & Operations KPIs

Cabinet Financial and operational departments: Update and monitor KPIs

2 2

Capital Finance Plan Gotsch/Herndon Address facility and technology funding shortfalls 2 all

G

G

Y

G

Y

G

Y

G

G

G

G

Operations

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2013 14 Operations


Details to follow


Goals Govce

Priorities Status

Use of Force Law and Policy Update

P. Sander/McEvoy Medium to High 2,3 2, 5

Athletics E. McCurdy/McEvoy Medium to High 2,3 2, 5

Transportation B. Westgard/McEvoy Medium to High 2 2

Media Operations Center J. Simon/McEvoy Low to Medium 2,3 2, 4



Goals Govce

Priorities Status

OCR Reduction in Discipline

P. Sander/McEvoy Medium to High 2,3 2, 5

Coordinated School Health Service Model Dev

P.Sander/McEvoy Medium to High 2,3

2, 5

Emergency Management Plans

L. Dorsey/McEvoy Medium to High 3 2

Y

Y

Y

Y

Y

G

G

Human Resources

2013 14 Operations


Initiative/Priority Project Lead(s) Stakeholders & Work Strategic Goals Govce Priorities Status

Assign HR Analysts P. Apostle/Dana Low 2 2

Neogov Automated Onboarding P. Apostle/Dan/Nate Medium to High 2 2

Offer a minimum 75 contingency contracts P. Apostle/Nate Medium 2 2

Annual staff retention reports to each school P. Apostle/Dana/Nate Medium 2 2

Real time vacancy tracking P. Apostle/Dana Low 2 2

Completed CBA negotiations with Labor Partners P. Apostle/Terry High 2 2



Goals Govce

Priorities Status

Accelerate timeline for teacher hiring by Principals P. Apostle/Dana Low to Medium 2 2

Professional Growth and Evaluation (PG&E) P. Apostle/Terry Medium to High 2 2, 4

HR Redesign Urban Schools Human Capital Academy (USHCA)

C. Codd High 1, 2 4

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2014 15 Planning

Initiative/Priority Project Lead(s) Stakeholders

& Work Strategic

Goals Govce

Priorities Status

Initiate CBA negotiations w/Labor Partners for SY 2015-16 Assistant Supt HR/Dir. Empl. & Labor Rel High 2 2

Online performance evaluation pilot Assistant Supt HR/Dir. Empl. & Labor Rel. High 2 2

Year 2 of USHCA implementation Assistant Supt HR/Dept. Leadership/C. Codd High 1, 2 4

Onboarding: enhance orientation for all employees & integrate NeoGov & SAP systems

Assistant Supt HR/Dept. Leadership High 1, 2 2

Map out & streamline the PCR process Assistant Supt HR/Dept. Leadership High 1, 2 2

Implement district wide substitute recruitment and deployment strategy

Assistant Supt HR/Dept. Leadership High 1, 2 2

G

G

G

G

Y

Y

Y

Y

Y

Y

Y

Y

Y

G

R

Capital, Facilities and Enrollment Planning

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2013 14 Operations

2014 15 Planning



Goals Govce

Priorities Status

Filling Vacancy: Mgr of Enrollment Planning

F. Herndon

Low 2 3

Filling Vacancy: Demographer

F. Herndon Low 2 3 Complete

Filling Vacancy: Director of Capital

F. Herndon Low 2 3 Complete



Goals Govce

Priorities Status

Identify and Place Programs F. Herndon Medium to High 2, 3 3

BEX Implementation F. Herndon Medium to High 2 2

G



Goals Govce

Priorities Status

ID & analyze supply & demand space needs

F. Herndon Medium to Low 2 3

Analyze Impact of Pre-K before & after care, Class size reduction

F. Herndon High 2, 3 3

Y

G

Y

G

Communications

18

2013 14 Operations

2014 15 Planning



Goals Govce

Priorities Status

Common Core/Smarter Balanced Assessment communications

S. Heath High

3 1

Math adoption communications

S. Heath High 3

Bell Times communications

L. Rogers High 3 TBD

Budget & Audit response communications

L. Rogers Medium 3 TBD

BEX IV progress communications

L. Rogers Medium 3



Goals Govce

Priorities Status

Strategic Plan communications

L. Rogers Medium All



Goals Govce

Priorities Status

Start of School L. Rogers Medium 3

G

G

G

Y

Y

Estimated Impacts of Bell Time Analysis (Projects and Baseline work)

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Strategic Initiative Impact: Analysis work will impact 15 strategic plan initiatives and 11 Governance priorities initiatives (reduced in scope, cancelled or delayed) Staff and Departments impacted: 19 central office work groups out of 9 departments will be impacted; up to 65 individual staff would be involved in the analysis. Net effort: The net workload impact of the bell time analysis work for the next 9 months is estimated to be the equivalent of up to 6* full-time, dedicated staff. Impact to baseline work: 8 out of 9 departments expect an impact to their baseline operational work including cancellation or delay in other work to compensate for analysis work. Impact to management quality and availability: As managers attention is further divided with an additional, large and complex initiative, the quality of their oversight and staff management will likely be impacted.

* Impact will be greater over the entire 15 month period, this estimate focuses on the 9 month view of work. The time to actually implement any changes to bell times are NOT included in this number; time to implement would be estimated as part of the analysis work. Estimates were developed by each department identifying a range of likely impact to baseline or project work where it could be quantified.

Bell time analysis impacts, continued

Key known impacts: Decreased support for level 1 schools Decreased direct support for Principals and Executive Directors Potentially multiplied analysis workload for schedule-based initiatives (such as 1080)

Additional potential impacts : As the analysis proceeds, we may discover new areas needing further analysis or additional costs/impacts due related to options available. Some examples may include: Unanticipated impact on elementary students sleep, Safety impacts, Ripple effect on child care providers, Unique impacts on Sped students of schedule changes, Labor negotiations

Cost of potential outsourcing to reduce staff impacts: Project Manager (15 months = $285,000 contract or $188,000 FTE) Outside polling firm to conduct research ($20,000-$30,000) Business Analyst staff to synthesize and document findings (15 months =

$234,000 contract or $141,000 FTE)

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Conclusion

This presentation is aimed at outlining our current priorities and the impact of potentially undertaking the bell time analysis work.

Specifically, it is intended to provide the Board sufficient information to:

1. Decide whether or not to pursue the analysis of changing bell times within the proposed timeline.

2. Decide what existing work would be delayed, decreased or cancelled to allow appropriate attention to the proposed bell time analysis work, if pursued.

Please note, the information provided represents the best initial estimates of staff involved. This is an early estimate and initial work was done without the benefit of the recently created Project Management office (which is currently being rolled out). Because of these factors, there is a possibility that not all impacts were captured we will keep the board updated if the projection changes significantly.

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seattle school district priorities for 2014-2015

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