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Action Plan 2.0
Public Meeting of the School Reform Commission
February 20, 2014
The School District of Philadelphia
100% of students will graduate, ready for college and career
100% of 8 year olds will read on grade level
SDP will have 100% of the funding we need for great schools, and zero deficit
100% of schools will have great principals and teachers
Improve Student Learning
Develop a System of Excellent Schools
Identify and Develop Exceptional, Committed People
Become a Parent and Family-Centered Organization
Become an Innovative and Accountable Organization
Achieve and Sustain Financial Balance
1
2
3
4
5
6
Improve student learning
• PA core standards
• Flexible curriculum
• Instructional practices
• Coherent assessment system
1
Expand existinggood schools
Create new good schools
Transform poor-performing schools
Close poor-performing schools
Develop a System of Excellent Schools• Neighborhood school improvement ~ 80.0%• 12 existing Promise Academies 1.0%• 2 neighborhood District transformations 0.0%• 1-2 Renaissance charter conversions 0.6%
• Expansion of good neighborhood schools 0.0%• Expansion of selective admission schools 0.0%• Cost-neutral charter expansion 0.0%
• 3 new non-selective-admission high 0.2% schools
• Continued growth of SLA, Workshop 0.1%School, and Hill-Freedman• Moratorium on District closures this year 0.0%
• 4 charter schools in non-renewal process 0.0%
2 % of budget
Develop a System of Excellent Schools (continued)2
Neighborhood School Improvements
District-led turnarounds:Promise Academies
New, Non-selective High Schools
• Additional instructional support
• Early literacy• ELL and IEP supports• Counseling and
behavioral health• Keystone exam
support• Curricular materials• School climate• College and career
readiness • Improved safety• Improved buildings
• More instructional time
• Focus on reading and math
• Interim assessments and dedicated teacher review time
• Climate program• Summer institute for
teachers• More instructional
and leadership capacity
• Parent engagement
• September 2014• Lottery admission with
neighborhood preference
• ~1,500 students by September 2017
• Evidence-based• Competency-based,
high standards• Personalized• Youth development• Community-connected• Non-cognitive skills• Extended learning
Identify and Develop Exceptional, Committed People
• High support, high expectations
- Principal development- Teacher in-school coaching and
collaboration time• Recruit and retain the best talent
• Implement fair evaluation systems for everyone
3
Become a Parent- and Family-Centered Organization
Inform Serve
Listen Engage
4
Financial Report
Public Meeting of the School Reform Commission
February 20, 2014
The School District of Philadelphia
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
Actual FY11 Adopted FY14
(in m
illio
ns)
State Operating Revenues City Operating Revenues Non-Tax Other Operating RevenuesFederal Operating Revenues State Categorical Federal CategoricalLocal and Private Grants
$2,970.5M
$2,687.4M
Combined Operating and Categorical Budgets
Since FY2011, the School District has had to operate with a cumulative three-year loss of over $790 million.
FY14 Adopted is $283M lower than FY11 Actual
Enrollment: 198,783 Enrollment: 201,300
From FY2011 to FY2014, the percentage of the District budget that could be spent on schools declined from 63% to 54%.
This year, the District only had enough resources to open schools with vastly reduced staffing and services
Debt Service Debt Service
Non-District Operated Non-District OperatedAdmin Admin
District Schools - Instructional & Operating (Mandatory)
District Schools - Instructional & Operating (Mandatory)
District Schools - Instructional &
Operating (Flexible) District Schools - Instructional &
Operating (Flexible)
ChartersCharters
$0
$400
$800
$1,200
$1,600
$2,000
$2,400
SY2010-11 SY2013-14
(in m
illio
ns)
District Operating ExpendituresFY2011 Actuals Compared to FY2014 Adopted Budget
18%29%
54%
63%
4% 2%4% 4%
11%11%
Students� experiences in District schools have changed as the budget has diminished. Even with increased enrollment in some schools, staffing support and funding has declined.
FY2011
FY2014
School Enrollment: 508• Principal: 1 FTE• Instructional Staff: 41 FTE• Guidance Counselors: 2 FTE• Support Positions: 13 FTE• Non-Full Time Staff and Funding: $129,586• Total: 57 FTE
School Enrollment: 660• Principal: 1 FTE• Instructional Staff: 36.3 FTE• Guidance Counselor: 1 FTE• Support Positions: 10 FTE• Non-Full Time Staff and Funding: $112,432• Total: 48.3 FTE
Since May 2013, $112 million in additional revenues enabled the District to restore some services to schools. However, accelerating costs continue to squeeze the District.
$259 $280 $276
$129 $135 $133$74 $55 $64
$412 $364 $385
$1,085$886
$986
$592
$675$702
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
FY13 Actuals FY2014 Adopted (May 2013) FY2014 Projection (Dec. 2013)*
FY14 Adopted Cuts and Partial Restorations
Debt service Other
Central administration School Pupil/Family & Operating Services
School Instructional & Instructional Support Services Charter payments
* Includes $112 million in additional revenues used to partially restore Adopted Budget cuts
The District projected to close FY2014 with a shortfall of ($28.7M). Gap closure mechanisms have reduced the current projected year-end shortfall to ($14.2M)
Charter SchoolPayments
Special Education
Transportation
School BasedPositions
Food Services
Indirect Costs
Losses/Judgements& Other
ProjectedAdditional Revenues
$3.9
Gap ClosureMechanisms
$14.5
$0
$5
$10
$15
$20
$25
$30
$35
Projected OverExpenditures
Projected Shortfall as of12/31/13
Gap ClosureMechanisms
Remaining ProjectedShortfall as of 2/20/14
(in m
illio
ns)
Projected FY2014 Ending Balance
-$28.7
-$14.2
-$32.6
Further risks to the FY 2014 Budget that will be closely monitored include:
Revenues Expenditures
• Real Estate Taxes • Charter Enrollment/Payments
• Parking Authority Revenue • Utilities/Snow Removal Costs
• Building Sale Revenue
• Full Debt Service Reimbursement
To ensure the maintenance of services, the District must receive an additional $80 million in revenues. To begin the process of transforming our schools, the District will need another $240 million.
$2,546 $2,546 $2,546
$80 $80$240
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
FY2014 Current Projection (Dec. 2013) FY2015 (Same Service Level) FY2015 (Incremental Improvement)
(in
mill
ion
s)
FY14 Projected Expense Amount required for Maintenance of ServicesAmount required for beginning Transformation
$320M increase over FY2014 levels
Action Plan Strategies Activities
Strategy 1: Improve Student
Learning
• Robust early literacy program• School climate programs • Limited credit recovery • Supports to English Language learners and students with IEPs• Additional counseling, mental, and behavioral health support • Additional support to students for Keystone exams• Updated curricular materials• College and career readiness programs (e.g., PSAT, SAT, AP, IB, and dual enrollment)• Modest increase in discretionary spend for schools
Strategy 2: Develop a System of
Excellent Schools
• More expansions, replications, and creation of new schools• Strengthened and expanded career academies • Expanded CTE programming• Improved safety and physical infrastructure• 1-5 Renaissance Charter conversions• Expansion of top charter performers
Strategy 3: Identify and Develop
Exceptional, Committed People
• Additional instructional activities• Strengthened teacher and principal PD• Principal residency program• Development of internal leadership pipeline• Additional non-instructional supports for schools
Strategy 4: Become a Parent- and
Family-Centered Organization • Improved student enrollment process• Improved customer service and training for parents
Strategy 5: Become and Innovative
and Accountable Organization
• Upgraded student information system• Improved data processing and reporting
Strategy 6: Achieve and Sustain
Financial Balance• Increased capacity to leverage partnership support
$320 million in additional revenues would help the District achieve its
strategies for improved student outcomes as outlined in Action Plan v2.0.
The FY2015 Budget process will follow the below timeline.
Action Date
Financial Update 2/20/14
FY 2015 Lump Sum Statement 3/20/14
City Council Budget Hearing 4/14/14
FY2015 Budget Hearings 4/14/14 - 5/14/14
FY2015 Budget Adoption 5/29/14