Alliance Banda Briefing Book

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TABLE OF CONTENTS

2012

1. MOU

a. 2012 MOU Between Alliance for Education and SPSb. Memo to School Board Executive Committee Regarding MOU

2. STRATEGIC PLANa. Alliance for Education: Strategic Plan 2011 2013b. Alliance for Education: Mission, Programs and Accomplishmentsc. 2011 Financialsd. 2012 Roadmap

3. ACCOMPLISHMENTS

a. 2011 Accomplishments4. TRANSITION PLANNING

a. Memo from Sara Morris to Michael De Bell5. PROGRAM OVERVIEW

a. School Board Leadership Development Support Phase II Planningb. Seattle Urban Teacher Residency Overviewc. Our Schools Coalition: 2011 2013 Project Pland. SCAN Overviewe. ISP Overviewf. PPPE Fund IV Memog. Schools Account Listing

6. AWARDS

7. ROSTERSa. Board of Directorsb. Staffc. Emeritus Boardd.

PPPEe. OS C

f. SCAN

On a mission to ensure every child in Seattle Public Schools is prepared for success

in college, career, and life.


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Memorandum of Understanding BetweenAlliance for Education and Seattle Public Schools

I. PARTIES AND PURPOSEThe parties to this agreement are Seattle Public Schools (SPS), a public school district incorporated under

RCW 28A, and the Alliance for Education (AFE), a private nonprofit, tax exempt corporation incorporated in

the state of Washington.

This document is a Memorandum of Understanding ("MOU") between AFE and SPS. The purpose is to

describe the general framework for the relationship between the parties as well as general agreements

related to sponsorship of grants, the oversight and management of subgrants and fiscal services for school

accounts.

The term of this agreement is from January 1, 2012 through August 31, 2014.

II.BACKGROUNDThe parties are committed to improving academic outcomes for children attending public schools in Seattle.

Toward this shared goal, AFE and SPS maintain a collaborative relationship that includes securing funds for

system-wide or school-specific projects, community engagement, policy development and advocacy, and

other activities. In addition, AFE provides fiscal services for school accounts (as described in section V

below) and various other technical and professional supports.

A. Alliance for EducationIn 1995, AFE was formed from the merger of three education-related organizations with the similar

goal of supporting SPS. The objective of AFE is to serve as a catalyst for change, a convener of

community leadership, and a conduit for directing private resources (both monetary and expertise)

toward critical needs within SPS.

In its 2011 strategic plan, AFE recommitted to its mission to ensure every child in Seattle Public

Schools is prepared for success in college, career and life". In service to this mission, AFE identified

three domains of work:

Fundraising: Securing seed capital for innovations in learning Advocacy: Acting as an independent voice and external catalyst for change Community Engagement: Fostering city-wide support for excellence in schools

Under this umbrella, AFE outlined three core investment priorities:

Leadership Development: Supporting and developing strong effective leaders throughoutSPS, including the School Board, Superintendent and principal corps

Effective teaching: Supporting evidence-based contract reform and new teacher trainingand support initiatives


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Academic rigor: Investing in curricula and programs that set a high bar for all students andmaking college-ready a reality

III. GENERAL AGREEMENTSA. AFE Board of Directors positions for SPS

There shall be non-voting Ex Officio positions on AFE's Board of Directors for:

The President of the SPS School Board The SPS Superintendent or Interim Superintendent, should one be assigned

B. Annual Report

Key AFE and SPS staff will make an annual report to the SPS Board at or near the end of each

academic year. The report will include a broad summary of the collaborative work between the

parties during the prior year and a report of financial transactions between the parties.

IV. COLLABORATION AND ROLES IN EDUCATIONAL INVESTMENTSA. General

AFE and SPS will collaborate in identifying private education investors and securing corporate and

foundation support consistent with district goals and priorities. These activities may include:

1. Brokering relationships with funders and advocating on behalf of SPS2. Establishing grant sponsorship relationships as defined in Section B below

B. Grant SponsorshipSPS and AFE will co-develop grant proposals consistent with the funders application requirements.

Acceptance of grants requiring grant sponsorship is subject to the mutual agreement of both

parties. The sponsorship relationship entails responsibilities for each party as described below.

1. SPS Responsibilitiesa) Provide to AFE the content required by the funder, for example, detailed narrative

descriptions of the projects, documentation of need, measurable goals and intended

outcomes, benchmarks, metrics, timelines, budgets, evaluation plans, historical and

baseline data, and other information.

b) Upon the award of any grant sponsored by AFE, assign a manager who shall:i. Take responsibility for project leadership and accountabilityii. Keep the Alliance apprised of progress

iii. Participate in communications with the funding source as requestediv. Monitor the project budget

c) Identify the SPS manager(s) responsible for the development of interim and finalprogrammatic and fiscal reports.

d) In coordination with AFE and the SPS Office of Grants & Fiscal Compliance, themanager will lead the development of required interim and final reports as well as

requests for revisions/changes to the original grant terms and conditions. Reports and

change requests will be processed through the Office of Grants & Fiscal Compliance


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prior to their submission, in draft form, to AFE for final completion and submission as

appropriate.

e) SPS agrees to operate in compliance with SPS Policy 6114 (Gifts, Grants & Donations),which requires that each grant or subgrant that is greater than $250,000 shall be

approved by the SPS Board of Directors prior to acceptance and prior to the obligation

of any funds

2. AFE Responsibilitiesa) Serve as grant sponsor and accept responsibilities of the granteeb) Edit and submit proposals to fundersc) Coordinate with SPS grant and project managers at project launch to confirm project

objectives, reporting schedules and requirements. Outline the individual funders

expectations regarding reports (interim and final as required), timeline and requests

for revisions/changes to original grant terms and conditions.

d) Submit all reports and change requests to the funder .e) For each grant award to AFE that includes a subgrant to SPS, prepare a specific written

agreement to be executed by both parties that at a minimum shall:

i. Identify the original source of the fundingii. Describe the work to be undertakeniii. State the reporting requirements and deadlinesiv. Describe invoicing proceduresv. Describe procedures for requesting changes to original terms and conditionsvi. Identify mutual performance expectations; and describe other provisions

related to the roles, responsibilities and expectations of the parties

f) Review, process and pay subgrant invoices consistent with grant budget approved bythe funder

g) Manage and account for grant funds consistent with Generally Accepted AccountingPrinciples (GAAP)

h) Commission annual independent audits by a reputable public accounting firmi) Hold grant funds intended for SPS projects in secure accounts so that they are available

to be paid promptly after subgrant invoices and related documentation are submitted

and approved

j) Maintain communication with project managers to stay current with progress andproviding problem-solving assistance as needed

k) Provide support to project managers on report development to assure substantive,responsive and transparent content in complying with funders expectations

l) Package and submit interim and final reports to funders and respond to questions aftersubmission

m) Conduct grant and project closing proceduresC. Cost Recovery

The parties agree that AFE is entitled to reasonable recovery of the costs associated with

collaboration on educational investments and grant sponsorship activities identified above, subject

to the following:

1. In general, the costs that AFE may recover from a grant budget are subject to agreementbetween AFE and the funder, or the funders policy on indirect or administrative costs

2. The agreement for each subgrant shall identify the percentage or amount of the grantaward that the Alliance is retaining to recover its costs


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3. In any grant budget, AFE may include the maximum amount allowed by the funder forrecovering AFE costs, except that AFE will not include more than 15% without consultation

with SPS

4. AFE may decline to sponsor or manage a grant for which associated costs cannot berecovered

V. Fiscal Services for School AccountsA. Description

AFE offers robust fiscal sponsorship services that enable individual schools and educationrelated

organizations (for example, booster clubs and PTSAs) to expand their base of charitable support.

AFE provides a consistent level of fiscal accountability and expertise to each school and its donors

that continues regardless of a schools staff or volunteer turnover. This MOU does not supersede

any agreements between AFE and the individual school accounts. Fiscal services provided include:

Gift & Donor Management

Secure cash handling and management Support for an array of donation methods including check, credit card, on-line gifts (via

a secure website), stock and in-kind donations

Support for recurring gifts, pledges and installment payments, including regularpayment reminders and status updates to donors

Maintenance of donors and gift records in a robust database Process acknowledgments of donor gifts and provide tax-deductibility information per

Internal Revenue Service regulations

Process matching gift requestsAccounting and Payables Services

Timely payment of invoices and expense reimbursements as requested by accountadvisors Compliance with Washington State and IRS regulations and reporting for vendor

payments,

Including 1099 reporting and collection and remittance of use tax. Provide quarterly financial reports on account activities and status to account advisor Respond to account advisor inquiries and requests regarding account information,

compliance, best practices and general fundraising inquiries

B. Reimbursement

For providing the above services, AFE will be reimbursed by SPS for payroll and payroll related

expenses based on approved time sheets and for other direct school account managementexpenses including postage and supplies. Indirect expenses including rent and depreciation will not

be reimbursed.

AFE will invoice SPS on a quarterly basis. The total annual charge to SPS shall not exceed 7.5% of the

total school account activity for the calendar year. Account activity is defined as the average of total

revenue and disbursements. That is, Account Activity = (Total Account Revenue + Total Account

Disbursements) /2.


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AFE will provide SPS with a summary level accounting of revenues and disbursements for each

calendar year no later than the following December 1.

VI. Signatures/Authorizations

For Alliance for Education: ___________________________________ _____________________

Sara Morris, President & CEO Date

For Seattle School District: ___________________________________ _____________________

Susan Enfield, Interim Superintendent Date


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509 Olive Way Suite 500 Seattle WA 98101 ph 206.343.0449 www.alliance4ed.org

MEMORANDUM

TO: School Board Executive Committee Directors DeBell, Patu, Smith-BlumFROM: Sara Morris, President & CEO, Alliance for EducationDATE: April 5, 2012RE: Follow up to March 14, 2012 Executive Committee meeting RE: AFE/SPS MOU

cc: Enfield, Ferguson, Treat, MacEwan, Taylor, Ward, Schafer

This memo responds to the Executive Committees request on March 14, 2012 for additional information relatedto discussion of the Memorandum of Understanding (MOU) between Seattle Public Schools and the Alliance forEducation.

The Alliance for Education is Seattles local education fund whose mission is to ensure that all students in SeattlePublic Schools are prepared for college, career and life.

Since 1995, the Alliance and SPS have had a close working relationship typical of Local Education Funds (LEFs)and their partner school districts. In 2008, the leaders of both institutions expressed an interest in codifying theessential elements of the partnership in a Memorandum of Understanding. The 2009 MOU reflects theiragreement. A renewal of that MOU is required in 2012. The purpose of the MOU is to document the agreementbetween the Alliance and the district regarding:

Our relationship and relationships with outside funders that results in significant private resourcesbeing directed to support district needs;

The shared costs of this work, including fees paid by the district to the Alliance for managing individualschool accounts (beginning in 1998).

About Local Education Funds (LEFs)

LEFs are community-based organizations dedicated to the improvement of public education within a particulargeographic area. The Alliance is one of 77 LEFs across the U.S. which are members of the Public EducationNetwork(www.publiceducation.org). Though independent of their partner school districts, LEFs typically havelong-term relationships with public school administrators, teachers, and boards. Each LEF is unique, yet nearlyall work to generate resources for public education from local governments, businesses, and/or privatephilanthropies.

About the Alliance for Education

The Alliance was formed in 1995 through a merger of three groups with similar missions. Since inception, theAlliance has raised more than $140M in support of Seattle Public Schools. The Alliance focuses on identifyingand investing in systemic improvements to the district that will positively impact student academic achievement.We also serve as an independent guardian of considerable community-raised funds that support individualschools and their programs.

The Alliance supports public education in Seattle in three specific and interconnected ways:

Funding: Directing private resources into system-wide investments aimed at improving studentoutcomes and closing the achievement gap.

Advocacy: Acting as an independent voice and external catalyst for change.

Community Engagement: Convening community leaders to facilitate action-oriented conversationsaround education issues.

Within that construct, we focus on three core investment priorities:

Academic Rigorto set a high bar and support the transformation of the district into a college and careerreadyculture;
http://www.publiceducation.org/http://www.publiceducation.org/http://www.publiceducation.org/http://www.publiceducation.org/


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Memo from Alliance to Executive Committee of SPS Board, April 2012 Page 2

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Effective Teaching, supporting greater accountability and opportunity within the teaching corps anddeveloping new pathways for high quality teaching talent to enter SPS; and

Leadership Development, including support for School Board, Superintendent, Cabinet and principalcorps.

The Alliance also grants significant cash awards and recognition annually to exemplary principals, teachers andstudents through the Thomas B. Foster Award, the Philip B. Swain Excellence in Education Award and Comcasts

Leaders & Achievers Awards, respectively.

The Alliance for Educations Board of Directors includes senior executives from Bank of America, Ben BridgeJewelers, Boeing, City Year, El Centro de la Raza, Eli Lilly, Foster Pepper, Group Health Cooperative, JP MorganChase, Microsoft, Swedish, the University of Washington and others.

Finally, the Alliance hosts and facilitates a collaborative of local funders known as the Philanthropic Partnershipfor Public Education (PPPE). Members include the Bill & Melinda Gates Foundation, the Nesholm FamilyFoundation, the Raikes Foundation, the Seattle Foundation, the Stuart Foundation and others.

Recent Alliance Activities

The Alliances partnership with SPS supports the district in three ways:

Securing and leveraging private philanthropic investments in specific district projects;

Operating independent programs that are closely aligned with district priorities;

Managing School Accounts

Since 2008, a primary focus of our partnership with SPS has been the five year strategic plan, Excellence for All.1The Alliance has generated over $9 million in philanthropic support for the plan. We have also participated indeveloping solutions to implementation challenges. By securing funds to support performance management,school segmentation, MAP, the Academic Data Warehouse, leadership development for school leaders, and otherstrategic plan-related projects, the Alliance contributed to these and other 2011 milestones:

The high school graduation rate reached 73% after stagnating in the mid-60% range for several years. 2

The percentage of students achieving proficiency on state assessments increasedin nearly every subject

and grade, and SPS students as a whole exceed thestate average in grades 3 to 8. 3 Five formerly low-performing elementary schools 4 for the first time achievedAdequate Yearly Progress,

a benchmark in the federal No Child Left Behindlegislation.

Investments in District Projects

Most private foundations and corporations will not make major grants to school districts directly; they willonly support projects when a 501(c)(3) organization is capable of serving as fiscal sponsor. Differentgrantmakers have different expectations of fiscal sponsors. With respect to sponsorship of public educationprojects, grantmakers rely on the Alliances well-established subgrant system to assure that funds aredisbursed only when there is documentation of project-related expenses. Funders also expect us to hold thedistrict accountable by monitoring projects to assure fidelity with the project plans they approved and byparticipating in the development of clear, timely and transparent reports.

Since 2007, the Alliance has managed over 30 grants on behalf of SPS; these grants have a total valueexceeding $11 million. The Alliance has allocated 99% of these funds to the district. While the amounts theAlliance receives from the funder for sponsoring and managing the grants vary, it has averaged just 1% oftotal grants since 2007. The amount that funders allow for grant management is added above the districtsdirect project expenses, and is not taken from the projects budgets. Whatever the amount, it covers only a

1 SeeSPS Strategic Plan2 Data in this section is from2011 State of the District, SPS Performance Page,District Scorecard, andHigh Schools Report.3 Based on Washingtons annual assessment of learning in the states public schools, theMeasures of Student Progress.4 Dearborn Park, West Seattle, Sanislo, Greenwood and Blaine K-8.
http://www.seattleschools.org/modules/cms/pages.phtml?pageid=192404&sessionid=a098d3c2314bc05f860a3b238bf7dec4&thttp://www.seattleschools.org/modules/cms/pages.phtml?pageid=192404&sessionid=a098d3c2314bc05f860a3b238bf7dec4&thttp://www.seattleschools.org/modules/cms/pages.phtml?pageid=192404&sessionid=a098d3c2314bc05f860a3b238bf7dec4&thttp://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=253802&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=253802&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=218215&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=218215&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=218215&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.seattleschools.org/modules/groups/homepagefiles/cms/1583136/File/Departmental%20Content/strategicplan/districtscorecard/districtscorecard20102011.pdfhttp://www.seattleschools.org/modules/groups/homepagefiles/cms/1583136/File/Departmental%20Content/strategicplan/districtscorecard/districtscorecard20102011.pdfhttp://www.seattleschools.org/modules/groups/homepagefiles/cms/1583136/File/Departmental%20Content/strategicplan/districtscorecard/districtscorecard20102011.pdfhttp://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=256579&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=256579&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=256579&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=256579&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.seattleschools.org/modules/groups/homepagefiles/cms/1583136/File/Departmental%20Content/strategicplan/districtscorecard/districtscorecard20102011.pdfhttp://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=218215&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=253802&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.seattleschools.org/modules/cms/pages.phtml?pageid=192404&sessionid=a098d3c2314bc05f860a3b238bf7dec4&t


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stability to these critical volunteer-based fundraising efforts. It was agreed that the Alliance wouldundertake management of the funds and the District would reimburse the Alliance for the direct costs ofadministering the accounts.

In 2008, as part of comprehensive strategic planning, the Alliance re-evaluated this component of our work.The unpredictable and unsustainable nature of the work led the Alliances Board to consider terminatingthese services. Feedback from school account advisors was unequivocal: there was no support for

transferring oversight of funds to SPS. Poor customer service, fear of funds being repurposed and a generallack of trust in the fiscal oversight of the district were sighted as primary concerns.

Furthermore, due to the unique requirements and cost structure of the work, no other organization waswilling to accept responsibility for managing the accounts. It was acknowledged that the schools that wouldbe most impacted by lack of services would be those with the greatest financial need and the least resourcesto create independent systems. Therefore, the Alliance agreed to continue the school account work underthe terms of the 2009 MOU.

Description of ServicesThe Alliance now offers robust fiscal administration and management that is far more than simple oversightor pass-through sponsorships. Our comprehensive donor management and accounting services enableindividual schools and educationrelated organizations to expand their base of charitable support by

focusing on direct, grass-roots fundraising.

Our services provide a consistent level of fiscal accountability and expertise to each school and its donors.We currently manage 200 individual accounts ranging from PTAs to booster clubs and school foundations.Gifts made through the Alliance qualify for tax-deductibility based on the Alliances status as a 501(c)3 non-profit organization; community groups do not need to obtain their own non-profit status. Our financialstatements are maintained according to Generally Accepted Accounting Principles (GAAP) and have receiveda clean audit each year by an independent CPA firm. We provide general consultation and guidance onregulations and best-practices. Back-office services include but are not limited to:

Gift & Donor Management

Secure cash handling and management

Support for an array of donation methods including check, credit card, on-line gifts (via a secure

website), stock and in-kind donations, and matching gifts Support for recurring gifts, pledges and installment payments, including regular payment reminders and

status updates to donors

Maintenance of donors and gift records in a versatile database

Acknowledgement of donor gifts and tax-deductibility information per Internal Revenue Serviceregulations

Accounting and Payables Services

Timely payment of invoices and expense reimbursements as requested by account advisors

Compliance with Washington State and IRS regulations and reporting for vendor payments, including1099 reporting and collection and remittance of use tax

Timely/on-demand access to account balance and donation information by advisors and comprehensivequarterly financial reports on account activities and status

For additional detail seehttp://www.alliance4ed.org/whatwedo/school-services.asp.

Fiscal Sponsorship FeesThe previous MOU established that the Alliance would be reimbursed for direct costs 7 in an amount up to5% of school account activity.8 The cap was set with the mutual understanding that itwould cover direct

7Direct costs include payroll expenses and other direct account management expenses including postage and supplies. Indirect expenses including

rent and telecommunications are explicitly excluded from reimbursement.8 In an acknowledgment of the unpredictable volume of the work and variability of expenses and revenues across periods, Activity wasdefined as an average of expenses and revenue. Specifically, Activity = (Total Revenue + Total Expenses)/2.
http://www.alliance4ed.org/whatwedo/school-services.asphttp://www.alliance4ed.org/whatwedo/school-services.asphttp://www.alliance4ed.org/whatwedo/school-services.asphttp://www.alliance4ed.org/whatwedo/school-services.asp


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costs and that the work would be sustainable over the long term. The fee arrangement quickly provedinadequate. Direct costs of administering the services exceeded the cap. Before 2009, interest which weretained on the first $25,000 of each account helped to defray the shortfall between the fee and what it coststo provide the service. However, the Alliances ability to defray the shortfall evaporated with the impact ofthe recession and the decline of interest rates on government insured investments. U.S. Treasury rates fellfrom near 3% in mid-2008 to below .3% by 2009 9. They remain near that low level today. Though theAlliance is committed to supporting fiscal services efficiently and effectively, the 5% cap on reimbursement

for our costs has proven to be unsustainable. The updated MOU proposes a fee cap for our direct costs not toexceed 7.5% -- a rate that both the Alliance and district staff deem reasonable given costs and comparables.

Comparable Sponsor FeesAs stated above, each LEF is unique and operates differently. Only limited information is available aboutfiscal sponsorships or related services provided by other LEFs to individual schools, PTSAs and schoolsupport groups. We have not identified any that provide support to anything close to the number of schoolswe do. Of the 8 LEFs who sponsor any, the fees are as follows:

1 charges 5%

1 charges 6%

1 charges 8%

4 charge 10%

1 charges 15%

Due to the unique nature of the work, a direct comparison of services and fees is difficult to find. The 2003study, Fiscal Sponsorship: The State Of A Growing Service 10found, There is enormous variance in the level offees charged by fiscal sponsors. Standard sponsorship fees range from 5% to 14% of total revenue, withsponsors employing a number of different fee structures.

Shunpike, a Seattle non-profit, provides fiscal sponsorship services to arts organizations that are relativelysimilar in nature to the fiscal services to schools provided by the Alliance. Shunpike charges a fee of 7% of allcontributions for basic fiscal sponsorship and 10% plus a $100 annual fee per organization for its PartnerArtists program that includes bookkeeping and financial reporting services.11

Next Steps

We hope this memo is helpful as you prepare for the April Executive Committee meeting. Director Smith-Blumscomment in her March 20, 2012 email to me (My hope is we can create an agreement that covers your costs)are appreciated, as are her broader comments of support and partnership (I believe the work you do on behalfof the Alliance is critical to our success.)

We look forward to the April 11th meeting.

9 http://www.treasury.gov/resource-cneter/data-chart-center/interest-rates/Pages/historic10 Page 5, Trust for Conservation Innovation, San Francisco, www.trustforconservationinnovation.org11 Shunpike: http://www.shunpike.org/programs-services/


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STRATEGIC PLAN

2011-2013


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1 . P R E F A C E

In 1995, through a merger of three educaon-related organizaons

with similar goals, The Alliance for Educaon was formed. The

objecve of this new organizaon was to serve as a catalyst for

change, a convener of community leadership, and a conduit for

direcng private resources both dollars and experse toward

crical needs in Seale Public Schools. Sixteen years later, the

Alliance remains dedicated to supporng and improving public

educaon in Seale, operang independently of the school

district. As an independent non-profit, the Alliance supports public

educaon in Seale in three specific and interconnected ways:

The Alliance for Educaon has and will connue to culvate the

pracce of charitable giving to educaon causes in Seale and

build public support for educaon as a maer of social jusce and

economic prosperity.

2 . M I S S I O N

The mission statement of the Alliance for Educaon will be updatedslightly to reduce ambiguity and to beer align with the goals of

Seale Public Schools:

OriginalTo help every child in Seale Public Schools achieve

academic success.

UpdatedTo ensure every child in Seale Public Schools is prepared for

success in college, career and life.

ALLI ANCE FOR EDUCATION

STRATEGIC PLAN

2011-2013

FundingDirecng private resources into system-wide investments

aimed at improving student outcomes and closing the

achievement gap.

AdvocacyAcng as an independent voice and external

catalyst for change.

Community EngagementConvening community leaders to facilitate acon-orientedconversaons around educaon issues.


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3. S W O T (S T R E N G T H S , W E A K N E S S E S ,O P P O R T U N I T I E S & T H R E A T S )

INTERNAL EXTERNAL

Strengths Weaknesses Opportunies Threats

Relaonships withdistrict, key partners

Involved and engagedBoard of Directors

Track record offiscalstewardship (trusted)

Convener of disparatevoices

Grant funding inherentlyunstable business model

Telling our story (howwhat we do impactsacademic outcomes)

Overly idenfied withbusiness (posive/negave)

Naonal focus oneducaon reform

Momentum affordedby role in 2010 contractnegoaons; newalchemy of communitypartnerships

Statewide actors lookingto Seale as leadingexample

Strength of EMT(Execuve Management

Team; SuperintendentsDirect Reports)

Slow pace of change ineducaon

Lack of natural milestones

Economic climate

Lack of awareness,mispercepons

Tenuous relaonship withlabor

Uncertainty aroundconnuity of SPS

leadership


STRATEGIC PLAN

2011-2013


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4. T H E O R Y O F A C T I O N

Of the many levers to pull in pursuit of

improved educaonal opportunies for

children, we will focus on three. Our

organizaonal theory of acon is that

leadership, teacher effecveness and

establishing a college-bound culture are

the three highest-leverage investments

we can make to affect systemic change

in Seale Public Schools. Holding this

focus, with an overlay of evidence-based decision-making and inclusive

community partnerships, leverages our

organizaonal strength and posions

the Alliance to have its greatest potenal

impact.


STRATEGIC PLAN

2011-2013


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5. G O A L S

To deliver on our mission and to operaonalize our theory of acon, our work will center on the following:

ORGANIZATIONAL GOALS

Domain Long-Range Outcome 2011 Annual Goal

Funding To stand as a well-resourced non-profitmeeng the needsof students in SealePublic Schools

Raise $1.47M in unrestricted revenue; Raise an addional $0.96M in donor-directed grant dollars for

programs (this excludes the $1.2M in already recognized Gatesgrant funding and $1.84M in school accounts);

Lay the groundwork with funders to launch an Urban Teacher

Residency Program and poten

ally a corollary PrincipalLeadership Academy.

Advocacy To be a thought leaderand influenal voice ineducaon policy

Build on successful advocacy campaign around 2010-2013 CBAto support implementaon;

Leverage leadership of Our Schools Coalion to catalyze changein districts heading into spring/summer 2011 negoaons;

Establish posions on selecve public policy issues at the localand state level.

Community Engagement To effecvelycatalyze strong,inclusive communitypartnerships

Maintain and deepen exisng relaonships with Districtleadership, funders, policy makers and community groups;

Strengthen relaonships with teachers, parents andcommunies of color;

Refine the charter and work of the Community EngagementTask Force.

OPERATIONAL GOALS

Area Long-Range Outcome 2011 Annual Goal

Board of Directors Establish the Alliance board as one

of the most desirable civic boards on

which to serve

Develop board candidate criteria;

Selecvely grow our board by 2-4 new members.

Staff Aract and retain top talent Address pending (2012) changes to grant-funded

posions;

Assess organiza

onal structure, roles and responsibili

es.

Brand Identy Crystallize brand identy in the minds

of colleagues and partners

Redesign website;

Evaluate value of updang logo;

Enhance social media presence.

Programs Make effecve investments Determine appropriate effecveness metrics for each of

our programs.


STRATEGIC PLAN

2011-2013


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6

1. P R O G R A M M I N G

The Districts five-year strategic plan, Excellence for All, sets forth specific goals for increases in studentachievement. The focus on 3rd grade reading proficiency, 7th grade math proficiency, and on-me, college-ready

high school graduaon extends from a wide body of research idenfying those metrics as key indicators of academic

success.1 These outcomes are to be achieved through improvements in five core areas of system work (building

blocks): talent acquision and retenon, teaching quality, curriculum, infrastructure and family engagement.

As per the Memorandum of Understanding between the Alliance and Seale Public School, AFE will invest in

priories set by SPS. (See appendix A) Our acvies are intended to align with and add value to District needs and

priories. We achieve this by acng as a trusted, crical friend to the district; fundamentally supporve but willing

to challenge convenonal thinking when necessary.

1 Annie E. Casey Foundaon: Learning to Read, Early Warning! Why reading by the End of Third Grade Maers, 2010; Cente

for Labor Market Studies, April 2009 Le Behind in America: The Naons Dropout Crisis; Office of the Superintendent o

Public Instrucon, hp://k12.wa.us/


STAFF WORKPLAN

2011

Excellence for All

5-year Strategic Plan

2008-2013


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7

Ourprogrammacwor

kexistsattheinterseconofSPS

buildingblocksandtheAllianceth

eory-of-acon:

ALLIANCEFO

REDUCATION

STAFFWORKPLAN2011


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8

PROGRAM DETAIL

Leadership Development

School Board Quarterly retreats for school board members to enhance their understanding and

pracce of governance responsibilies.

Superintendent Ongoing partnership with the Superintendent to support and increase visibilitywith key business and civic leaders.

Principals [Future Iniave] Developing proposal to create Principal Leadership Academy in

conjuncon with Urban Teacher Residency Program (see below).

EMT [Future Iniave] Evaluang potenal to create new leadership development

program for the Superintendents Execuve Management Team, modeled aer

the School Board Leadership Development program.Teacher Effecveness

CBA Support implementaon of the groundbreaking 2010-2013 Collecve Bargaining

agreement on both the technical side (via PPPE) and the culture change side (via

Our Schools Coalion, including augmenng teacher voice in policy-making).

Pipeline [Future Iniave] Plan and launch (date TBD) an Urban Teacher Residency Programmodeled aer the Boston Teacher Residency (hp://bostonteacherresidency.org/)

College Ready

Readers/Writers

Workshop

Directly fund (through the Stanford Endowment) Readers/Writers Workshop, an

innovave and intensive instruconal method aimed at dramacally improving

literacy.

Seale College

Access Network

(SCAN) Coordinate the efforts of independent college access providers to

increase the number of low-income, students of color and first-in family who

enroll and success in college. Community

Schools

Conduct foundaonal planning to establish a system of wrap-around school-based

support services to decrease barriers to student achievement.

Math/sciencescale-up

[Future Iniave] Assess opportunies to scale up successes in math and scienceat the middle school level.

Performance Management

Stakeholder

Summit

Annualize the Superintendents Stakeholder Summit to provide educaon leaders

around the city a progress report on progress relave to goals.

Consorum-style

Partnership

[Future Iniave] Assess need and value of replicang (through partnership)

the Chicago Consorum, a research and informaon organizaon that provides

sophiscated analysis specific to Chicago Public Schools to inform and assess

policy and pracce.Community Engagement

Community engagement is not a separate, disnct program but is integral to much of our work and therefore

threaded throughout. Successful advocacy and fundraising on behalf of Seale Public Schools can only be

achieved by making meaningful, numerous connecons with the vast array of educaon stakeholders in

Seale. A concerted effort towards aconable, issue-based community engagement drives policy changes and

provides a mechanism for an authenc feedback loop between various communies and the school district. It is

important to note here the profile of the Alliance as a grasstopsconvener of community leaders as opposed to

a grassroots organizer of community members.

ALLIANCE FOR EDUCATION

STAFF WORKPLAN

2011


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9

Unrestricted

Temporarily

Restricted

Permanently

Restricted

Endowment TotalOperating

Public Support and Revenue

Educational Investment 120 955 - 1,075Management and General 161 - - 161Fundraising-General 365 - - 365Fundraising-Special Events 635 185 - 820School Accounts - 1,840 - 1,840

Total Public Support and Revenue 1,281 2,980 - 4,261

Net Assets Released from Restrictions 3,721 (3,721) - -

Total Public Support and Revenue 5,002 (741) - 4,261

Expenses

Educational InvestmentDirect Expenses 1,458 - - 1,458Indirect Expenses 318 - - 318

Alliance for EducationStatement of Activities - 2011 Budget

In Thousands of Dollars

Total Programs 1,776 - - 1,776

Management and General 642 - - 642Fundraising-General 317 - - 317Fundraising-Special Events 427 - - 427School Accounts 1,840 - - 1,840

Total Expenses 5,002 - - 5,002

Change in Net Assets - Operating - (741) - (741)

Non-operatingEndowment contributions - - - -Endowment investment returns - 344 - 344Endowment expenses - (64) - (64)Transfers from Endowments - (280) - (280)Gain / (Loss) on Endowments - - - -

Change in Net Assets - Non-operating - - - -

Total Change in Net Assets - (741) - (741.00)

Beginning Net Assets - January 1, 2011 415 9,612 157 10,184

Ending Net Assets - December 31, 2011 415 8,871 157 9,443

2 . F I N A N C I A L S

In 2011, the Alliance will manage $5.0M in program acvity. To sustain this work, we will raise funds from

foundaons (grant management), and corporaons & individuals (development).

The goal of the Alliance is to present an annual budget that maintains or increases the net balance of unrestricted

net assets while providing the resources to successfully conduct our programs. In 2011, we project a break-even

budget that maintains the current level of unrestricted net assets. As planned, significant grant funding received in

prior years will be distributed in 2011, which results in an expected reducon of our temporarily restricted net asset

balance.

a. Budget


STAFF WORKPLAN

2011


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10

b. Grant Management

The Alliance for Educaon manages and oversees grants in two categories:

1. Sub-grants to Seale Public Schools (donor-directed dollars): The Alliance works with funders and SPS partners

to align priories, develop proposals and secure funding. We then serve as a fiscal sponsor, working with district

staffto ensure fidelity of implementaon. Most sub-grants are annual grants, with occasional mul-year grants.

2. Alliance-Specific Grants: The Alliance also pursues support for programs the Alliance, not the district, own

and operate. These grants fund projects such as the Seale College Access Network (SCAN), Community

Engagement, Community Schools Planning, School Board Leadership Development, and Teacher Quality. These

vary between mul-year grants and annual iniaves.


STAFF WORKPLAN

2011

FUNDER PURPOSE YEAR TOTAL AWARD SUBGR ANT

Bill & Melinda Gates

Foundaon

SPS Strategic plan

support (performance

mgmnt, data, talent dev.,

communicaons) 2008-11 (36 months) $6,929,430 $5,747,680

Broad Foundaon

Performance

Management 2009-10 (21 months) $1,250,000 $1,250,000Nesholm Family

Foundaon Middle School Literacy 2011 (12 months) $493,768 $493,768

Stuart Foundaon

Leadership development

at

SPS-Cohort 2 2009-11 (14 months) $420,000 $411,775

Stuart Foundaon

Leadership development

at

SPS-Cohort 1 2009-10 (18 months) $380,000 $372,549Bill & Melinda Gates

Foundaon

Denny M.S. coordinaon

and partnerships 2009-11 (24 months) $200,000 $200,000Amgen Science Coach 2010-11 (12 months) $20,000 $18,000

Commonweal/Renschler

Pre-K to 12 Science

support 2010-11 (12 months) $8,000 $8,000China Hanban Confucius Instute 2010-11 $ - $85,600

Total $9,701,198 $8,587,372

FUNDER PURPOSE YEAR TOTAL AWARDBill & Melinda Gates Foundaon Community Engagement &

School Board Leadership

2008-2011 (36 months) $553,695

Bill & Melinda Gates Foundaon Community Schools Planning - Phase 2 2010-11 (12 months) $150,000College Spark College Access and Success 2010-2012 (24 months) $150,000JPMorgan Chase Community Schools Planning 2010 (12 months) $57,500Bill & Melinda Gates Foundaon Teacher Quality (supplement to

$553,695)

2010-11 (12 months) $30,000

United Student Aid Funds (NELA) College Access and Success 2010-11 (12 months) $25,000PEN/Lumina foundaon College Access and Success 2009-11 (27 months) $20,000What Kids Can Do Hear Us Out College Access and Success 2010-11 (12 months) $5,000

Total $991,195


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11

NOTES ON SCHOOL ACCOUNTS:In 2011, the Alliance will manage $1.84M in school accounts as part of our efforts to provide high-quality, cost-

effecve soluons that enable individual schools to expand their base of charitable support. The Alliance currentlyprovides support to approximately 200 groups, including PTSAs, booster clubs, parent groups and others. These

groups are established to raise funds for needed classroom supplies, and programs as well as teacher, counselor

and staffme not covered by exisng school budgets. The Alliances work in this area provides a consistent level

offiscal accountability and long-term support to groups with a connuously changing volunteer structure. Services

provided to these groups include: donaon receipt, tracking and acknowledgment, pledge management, accounts

payable services, compliance and reporng. The services are provided at no cost to the groups or individual

schools. The Seale School District recognizes the value the Alliance provides in managing these accounts and is

under agreement to compensate the Alliance for direct costs associated with these acvies.

c. DevelopmentBecause staffexpenses and overhead are only fraconally

covered by the grants themselves, the Alliance must run arobust development program to raise incremental revenue

to sustain operaons. In 2011, we will raise $1.19M in

unrestricted revenue. We will do so by employing a mul-

pronged development plan that spans individual giving, major

gis, corporate giving and foundaon support. Included in

this are two major annual events: the Community Breakfast

and the Black & Orange Ball.

Taccally, the development calendar of acvies will include:


STAFF WORKPLAN

2011

Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec

Direct Mail X X X X

Phonathon X

Email X X

Community

Breakfast

X

Black &

Orange Ball

X

Holiday Card X

Major Giving

Corp/Fdn Giving

lack &

Orange Ball

49%

Community

Bfast18%

Corp./Fdn.

Giving

7%

Major Giving

7%

nnual Giving

6%

Other

3%

2011 Development Revenue $1.22M2011 Development Revenue $1.19M


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12

d. Accounng

Accounng works closely with the Finance and Audit Commiee, a commiee formed by the Alliances Boardof Directors. The Finance and Audit Commiee is charged with monitoring the overall financial affairs of the

organizaon and has other oversight responsibilies as described in its charter.

Accounng is responsible for ensuring that the Alliance for Educaon follows United States generally accepted

accounng principles for not-for-profit organizaons. The Alliance undergoes an annual audit by an outside CPA firm

to verify that our financial statements conform to those principles. Accounng also ensures that the Alliance is in

compliance with federal, state, county and city policies and regulaons for reporng.

For the size of the organizaon, the finance and accounng acvity at the Alliance is rather complex. It is responsible

for:

General Operang funds (includes unrestricted dollars raised at special events and grants awarded for

general operang support) Donor Restricted Funds (temporarily restricted for specific purpose or me)

Endowments and quasi endowments (permanently and temporarily restricted funds)

Accounng monitors operang expenditure and revenues and works closely with Development and Grants

Management to ensure that all donor restricted funds are spent in a manner consistent with the restricons

and any agreements. A significant poron of Accounng efforts are spent working with Development and other

staffto provide Direct School Related Fundraising and Fiscal Support services (detailed above.) Accounng is also

responsible for providing accurate, mely and useful informaon for grant reporng, operaonal budgets and

management decisions.

The vast majority of transacons by number both receipts and disbursements involve school accounts described

above.


STAFF WORKPLAN

2011


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13

3. O T H E R O P E R A T I O N S


STAFF WORKPLAN

2011

AREA DESCRIPTION

Communicaons We will redesign our website, explore the value of updang the Alliance logo, and

enhance our social media presence through Facebook, Twier and other vehicles.

PPPE

(Philanthropic

Partnership for Public

Educaon)

We will connue to convene this powerful funders collaborave on a quarterly basis,

leveraging the group to direct high-impact, me-limited investments into SPS. 2011

investment consideraons will focus on HR and Communicaons transformaon

efforts at central office.

Educaonal Investments

Task Force

The advisory role of the Educaonal Investments Task Force will connue to be

refined.

Community Engagement

Task Force

The work and charter of the Community Engagement Task Force will be refined in

2011, ensuring appropriate integraon with the Our Schools Coalion and other

convening efforts focused on bringing together a representave set of community

leaders.

Awards The Alliance will connue to administer several awards, including the Foster and

Swain Awards. We will also assess the feasibility of creang and endowing new

awards, including, but not limited to, a Teacher Leader Award and a Teacher

Impact Award.

4. O R G A N I Z A T I O N A L S T R U C T U R EA L L I A N C E F O R E D U C A T IO N

ORGANIZATIONAL STRUCTURE

B O A R D O F

D I R E C T O R S

President & CEO

Sara Morris

VP of Programs

Karen Tollenaar

Demorest

Director of Grants

Management

Mark Taylor

Director of

Development

TBH

Execuve Assistant

Sara Circell i

CFO & Director of

Operaons

Chuck Schafer

Accounng Manager

Amy Ward

(0.8 FTE)

Oce Manager

Alma Romero

School Account

Support

Cynthia McKinney

Events Manager

Marleen

Arenivar

Communicaons

Associate

Rachel Hug

DevelopmentAssociate

Jennifer Pan(0.5 FTE)

Leadership Progamming(SB, PLA)


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14

A P P E N D I C E S

a. MOU with District


STAFF WORKPLAN

2011


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1 Annie E. Casey Foundaon: Learning to Read, Early Warning! Why reading by the End of Third Grade Maers, 2010; Center

for Labor Market Studies, April 2009 Le Behind in America: The Naons Dropout Crisis; Office of the Superintendent of

Public Instrucon, hp://k12.wa.us/

Excellence for All5-year Strategic Plan

2008-2013


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Black &

Orange Ball

49%

CommunityBfast

18%

Corp./Fdn.

Giving

17%

Major Giving

7%

Annual Giving

6%

Other

3%

2011 Development Revenue $1.22M


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509 Olive Way Suite 500 Seattle WA 98101 ph 206.343.0449 www.alliance4ed.org

Alliance for Education

Mission, Programs and Accomplishments

The Alliance for Education is Seattles local education fund.1

Our mission is to ensure thatall studentsin Seattle Public Schools are prepared for college, career andlife.

The Alliance was formed in 1995 through a merger of three groups with similar missions. Theobjective was to serve as a catalyst for change, a convener of community leadership, and a conduit fordirecting private resources both dollars and expertise toward critical needs in Seattle PublicSchools. 17 years later, the Alliance remains dedicated to supporting and improving public educationin Seattle, operating independently of the school district.

The Alliance supports public education in Seattle in three specific and interconnected ways:

Funding: Directing private resources into system-wide investments aimed at improving

student outcomes and closing the achievement gap. Advocacy: Acting as an independent voice and external catalyst for change.

Community Engagement: Convening community leaders to facilitate action-orientedconversations around education issues.

Within that construct, we focus on three core priorities:

Academic Rigorto set a high bar and support the transformation of the district into a collegeand career readyculture;

Effective Teaching, supporting greater accountability and opportunity within the teachingcorps and developing new pathways for high quality teaching talent to enter SPS; and

Leadership Development, including support for School Board, Superintendent, Cabinet and

principals.

Since 2008, a primary focus of our partnership with SPS has been the 5 year strategic plan,Excellencefor All. The plan sets ambitious academic goals for the district and describes how the targets will beachieved. To date, the Alliance has generated over $9 million to help SPS implement the plan. Inaddition, the Alliance provides trusted counsel to leadership, assistance with community engagementand policy development, and support with grant compliance and reporting. Our work is directlycontributing to aperformance management culture through these initiatives:

District and School Scorecardsand the school segmentation plan;2

New assessment and data tools including theMeasures of Academic Progressand the AcademicData Warehouse (ADW), along with the technical coaching needed to improve outcomes;3

Redesign of the districts HR department to better support each schools performance goals;

A teacher evaluation system that references student growth (among other criteria) andenriches career opportunities for teachers.

1 Local education funds (LEFs) are community-based organizations dedicated to improving education in a particular geographic area. While LEFs

typically have long-term relationships with their districts and leverage resources for public schools, LEFs are independent and are not just school

foundations. Many develop and promote policy, conduct advocacy campaigns, and operate their own programs. Seewww.publiceducation.org.2 See page 6 ofSegmentation Planwhich describes how each school is assigned a level (1 through 5) based on growth and absolute performance.3 The ADW provides school, classroom, and individual student performance data. Supported by central office training, school principals and staff

create custom screen views and metrics reports disaggregated by ethnicity, FRL, SPED and other user-selected criteria. After pinpointing problem

performance areas, they work with their assigned instructional specialists to develop and implement targeted interventions.
http://www.seattleschools.org/modules/cms/pages.phtml?pageid=192404&sessionid=a098d3c2314bc05f860a3b238bf7dec4&thttp://www.seattleschools.org/modules/cms/pages.phtml?pageid=192404&sessionid=a098d3c2314bc05f860a3b238bf7dec4&thttp://www.seattleschools.org/modules/cms/pages.phtml?pageid=192404&sessionid=a098d3c2314bc05f860a3b238bf7dec4&thttp://www.seattleschools.org/modules/cms/pages.phtml?pageid=192404&sessionid=a098d3c2314bc05f860a3b238bf7dec4&thttp://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=218215&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=218215&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=219359&sessionid=&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=219359&sessionid=&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=219359&sessionid=&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=219359&sessionid=&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.publiceducation.org/http://www.publiceducation.org/http://www.publiceducation.org/http://www.seattleschools.org/modules/groups/homepagefiles/cms/1583136/File/Departmental%20Content/communications/documents/State_of_District_report_11-16-FINAL.pdf?sessionid=4587183c5a8188bf38c64f33ef758f77http://www.seattleschools.org/modules/groups/homepagefiles/cms/1583136/File/Departmental%20Content/communications/documents/State_of_District_report_11-16-FINAL.pdf?sessionid=4587183c5a8188bf38c64f33ef758f77http://www.seattleschools.org/modules/groups/homepagefiles/cms/1583136/File/Departmental%20Content/communications/documents/State_of_District_report_11-16-FINAL.pdf?sessionid=4587183c5a8188bf38c64f33ef758f77http://www.seattleschools.org/modules/groups/homepagefiles/cms/1583136/File/Departmental%20Content/communications/documents/State_of_District_report_11-16-FINAL.pdf?sessionid=4587183c5a8188bf38c64f33ef758f77http://www.publiceducation.org/http://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=219359&sessionid=&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=218215&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.seattleschools.org/modules/cms/pages.phtml?pageid=192404&sessionid=a098d3c2314bc05f860a3b238bf7dec4&thttp://www.seattleschools.org/modules/cms/pages.phtml?pageid=192404&sessionid=a098d3c2314bc05f860a3b238bf7dec4&t


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N:\SPS\Superintendent\Jose Banda\Briefings May-June 2012\2-Pager DRAFT 3.docx Page 2 of 2

These and other changes across the system have resulted in:

The high school graduation rate reaching 73% after stagnating in the mid-60% range forseveral years;4

Academic proficiency increasing in nearly every subject and gradeon state assessments;5

Proficiency of 3rd through 8th graders exceeding the state average;6 and

Five formerly low-performing schools7 for the first time achievingAdequate Yearly Progress, arigorous benchmark in the federal No Child Left Behindlegislation.

Alliance Programs

In addition to serving as SPSs closest strategic partner, the Alliance operates its own programspursuant to the three core priorities: Academic Rigor, Effective Teaching, and Leadership Development.

Seattle College Access Network: We organized 40 independent providers and are now facilitatingimplementation of a collaborative plan to increase post-secondary enrollment of low income andstudents of color. In 2011, the Alliance-led network enrolled 95% of eligible 8th graders in thestates College Boundscholarship program.

Intensive School Partnerships: We collaborate with SPS on the launch of a new partnershipframework at three pilot sites. The new framework strengthens coordination, alignment andevaluation of school-based service providers toward the goal of improving academic outcomes.

Quality Teaching & Learning: Co-leading the Our Schools Coalition8, we conduct research andorganize issue-focused public campaigns to improve student achievement district-wide. Influencedby the Coalitions advocacy in 2010, evaluations of teachers now take into account studentsacademic growth, and educators have more opportunities for career advancement.

Teacher Residency Program: This partnership with SPS and the UW College of Education willapply the medical residency model to prepare teachers for placement in high-need schools. Webegin a year of curriculum and program planning in July, 2012; the first cohort of residents andmentors will start in August, 2013.

School Board Leadership Support and Development: The Alliance arranges professionallyfacilitated school board retreats and trainings to reinforce best practices in governance9.

Direct School Support: The Alliance provides fiscal services to over 200 individual schools andschool support groups, including PTAs. Funds raised by these groups support enrichmentprograms in academics, the arts, languages, public service, technology, sports and other areas thatcannot be supported by limited district revenues. Our service includes serving as their 501(c)(3)fiscal sponsor, and processing more than 5,000 donations totaling over $1.3 million annually.

For further information about the Alliance for Education, contact CEO Sara Morris([email protected]) or VP of Programs, Karen Tollenaar Demorest ([email protected]).

4 Data in this section is from2011 State of the District, SPS Performance Page,District Scorecard, andHigh Schools Report.5 PerMeasurements of Student Progress, Washingtons annual assessment of student learning (http://www.k12.wa.us/assessment/default.aspx).6 Based on Washingtons annual assessment of learning in the states public schools, theMeasures of Student Progress.7 Dearborn Park, West Seattle, Sanislo, Greenwood and Blaine K-8.8 Co-leaders of the coalition are the League of Education Voters and the Technology Alliance. Seewww.ourschoolscoalition.org9 Our partner in the school board development work is the Center for Reform of School Systems,http://www.crss.org/.
http://www.k12.wa.us/ESEA/AYP/default.aspxhttp://www.k12.wa.us/ESEA/AYP/default.aspxhttp://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=253802&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=253802&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=218215&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=218215&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=218215&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.seattleschools.org/modules/groups/homepagefiles/cms/1583136/File/Departmental%20Content/strategicplan/districtscorecard/districtscorecard20102011.pdfhttp://www.seattleschools.org/modules/groups/homepagefiles/cms/1583136/File/Departmental%20Content/strategicplan/districtscorecard/districtscorecard20102011.pdfhttp://www.seattleschools.org/modules/groups/homepagefiles/cms/1583136/File/Departmental%20Content/strategicplan/districtscorecard/districtscorecard20102011.pdfhttp://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=256579&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=256579&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=256579&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.k12.wa.us/assessment/default.aspxhttp://www.k12.wa.us/assessment/default.aspxhttp://www.k12.wa.us/assessment/default.aspxhttp://www.ourschoolscoalition.org/http://www.ourschoolscoalition.org/http://www.ourschoolscoalition.org/http://www.crss.org/http://www.crss.org/http://www.crss.org/http://www.crss.org/http://www.ourschoolscoalition.org/http://www.k12.wa.us/assessment/default.aspxhttp://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=256579&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.seattleschools.org/modules/groups/homepagefiles/cms/1583136/File/Departmental%20Content/strategicplan/districtscorecard/districtscorecard20102011.pdfhttp://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=218215&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.seattleschools.org/modules/cms/pages.phtml?sessionid=a098d3c2314bc05f860a3b238bf7dec4&pageid=253802&sessionid=a098d3c2314bc05f860a3b238bf7dec4http://www.k12.wa.us/ESEA/AYP/default.aspx


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AllianceforEducation2011Financials

SourcesofFunds:ProgramGrantSupport(47%):Thesefundsarerestrictedforuseonlyfordirectprogramexpenditures(SeeUseofFunds:Programsbelow)DirectSchoolSupport(28%):TheseareSchoolAccountdonationsthatarerestrictedforuseentirelyatindividualschools.(SeeUseofFunds:DirectSchoolSupportbelow)Fundraising(20%): Fundsraisedthroughgivingcampaigns,atourCommunityBreakfastandothereventsforgeneraloperations.CostRecovery(3%): Costrecoveryfundsreceivedfromallgrantsadministeredduring2011. Supportforindirectcostsandoverhead.

SPSFiscalServicesReimbursement(2%): SPSreimbursementfordirectcostsassociatedwithadministrationofSchoolAccounts.

ProgramGrant/Support

47%DirectSchool

Support

28%

SPSFiscalServicesReimb

2%

CostRecovery3%

Fundraising

20%

SourceofFunds $4.9M

DirectSchoolSupport(33%): SchoolAccountexpenditures.Allfundsreceivedaredesignatedentirelytoschools. (VariancebetweenSourceandUserelatestotimingofexpenditures.)Admin(13%):IncludesSchoolAccountManagementFundraising(7%):

UseofFunds:ResidencyPrograms,andsubgrantstotheDistrict(includesHumanResourcesRedesign,ScienceProfessionalDevelopment,CollegeAccessandIntensiveSchoolPartnership/CommunitySchools)

Administration

13%

Fundraising

7%

Programs

47%

DirectSchoolSupport

33%

UseofFunds$4.9M


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On a mission to ensure every child in Seattle Public Schools is prepared for success in college, career and life

The Alliance is: The Districts strategic partner for fundraising, advocacy and civic engagement.

2012 Roadmap

Organizational Goals:

Fundraising: To stand as a well-resourced non-profit meeting the needs of students in Seattle Public Schools; Advocacy: To be a thought leader and influential voice in education policy; Community Engagement: To effectively catalyze strong, inclusive community partnerships.

2012 Goals Owner

Board of

Directors

1. Selectively expand Board of Directors by 1-2 members2. Sustain Emeritus board engagement level3. Achieve 100% board financial support

Sara

Programs 1. Leadership Development School Board: Build and fund expanded 2012-2015 program in consultation

with Superintendent and School Board president.

Superintendent: Participate in Superintendent search. Serve as trusted advisorand critical friend to outgoing and incoming Superintendents.

Principals: Explore opportunities to initiate principal pipeline work.

2. Effective Teaching Contract Reform: Lead Our Schools Coalition to achieve contract reforms in 13. Human Resources: Steward PPPEs efforts investing in SPS HR Redesign. Urban Teacher Residency: Launch the Seattle Urban Teacher Residency.

3. Academic Rigor Readers/Writers Workshop: Co-design next wave of effective investment. SCAN: Sustain 100% college-bound scholarship sign-ups; drive 25% increase in

FAFSA completion rates.

Intensive School Partnerships: [Karen] STEM: Explore opportunities to expand STEM opportunities throughout SPS.

Karen

Sara

Karen/TBH

SaraSara

Sara/TBH

MarkKaren

KarenKaren/TBH

Finance 1. Streamline internal fiscal controls and external financial reporting.2. Expand and enhance School Account fiscal services.3. Update endowment investment and spending policies.

Chuck/AmyAmy

Chuck

Development 1. Raise $1.1M in general operating revenue.2. Grow donor base by [% TBD; includes explicit retention goal]3. Significantly expand major giving, corporate support and individual giving through

dedicated, data-driven stewardship and cultivation efforts.

Kristin

Grant

Management

1. Secure renewed grant support from at least 95% of current foundation supporters.2. Secure incremental general operating support from 2-3 new foundations.3. Steward existing programmatic grants faithfully.

Mark

Comms 1. Double content output across channels with relevant, current editorial content.2. Increase readership by 20% across channels as identified in communications plan;3. Establish consistent practice for integrating comms, devo & school account efforts.

Rachel

Internal Ops 1. Increase Raisers Edge proficiency.2. Research and implement upgrades to phone and computer systems.3. Lay groundwork necessary to launch successful 2014 office space search

Alma

Other Create internal structures to promote improved cross-team communications. Sara


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On a mission to ensure every child in Seattle Public Schools is prepared for success in college, career and life

The Alliance is: The Districts strategic partner for fundraising, advocacy and civic engagement.

Convene 3-5 mid-size community events with education stakeholders. Sara


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On a mission to ensure every child in Seattle Public Schools is prepared for success in college, career and life.

ACCOMPLISHMENTS 2011A SHARPENED FOCUS

In January, 2011, the Alliance Board of Directors approved a new strategic plan that sharpened the organizations

strategic focus. This plan commits us to three core investment priorities: leadership development, effective teaching anacademic rigor in Seattle Public Schools. Of the many levers to pull inpursuit of improved educational outcomes for children, we believe these are the highestreturn investments we can make.

2011 ACCOMPLISHMENTSIn 2011, Seattle students achieved the greatest academic gains this city has seen in years. Our students now outpace the stan all tested subjects in grades 38. Graduation rates broke through to73% after stagnating in the 60% rangefor years. Andimplementation of a transformative new teacher contract achieved in greatmeasure through the advocacy efforts of the Alliance and the Our Schools Coalition is underway.

Domain

Program Effectiveness

Fiscal Health

Board Development

New Initiatives

2012 PRIORITIES

In 2012, we will continue to:

Act as a responsible steward of private funds that enhance the Districts work; Focus on a narrow set of highleverage investment priorities: leadership development, effecting teaching and acad

mic rigor;

Nurture relationships with community partners large and small; Use our voice to advocate for sound, evidencebased policies that serve students well; Serve as a critical friend to district leadership, pushing and challengingthem to be the best they can be; Always keep the interests of the 48,000 students in Seattle Public Schools at the center of our work.

Thank you for your ongoing support for high quality public education in Seattle.


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GENEROUS SUPPORTERS 2011

FOUNDATIONS & CORPORATIONSAmgenBank of AmericaBen Bridge Jeweler, Inc Bill & Melinda Gates Foundation The Boeing Company College Spark W

shington ComcastFirst Choice HealthFoster Pepper PLLCGroup Health Cooperative John C. &Karyl Kay Hughes Found

on JP Morgan Chase KeyBankLumina FoundationMacys Inc. MetzlerNorth America Microsoft CorporationNesholm Fily FoundationPerkins Coie LLCThe Raikes FoundationThe Seattle FoundationThe Stuart FoundationUnited Student A

Funds, Inc

INDIVIDUALSCarl AlbrechtScott and Sarah Armstrong Jane I. Blodgett Jon and Bobbe BridgeChris Davies Pamela and Bob Eshelman

ctor and Ellen Fung Ken Hamm Nicolas HanauerPamela MacEwan and John BurbankChase Morgan James and Jeanne

rrisShan and LeeMullin Blake and Molly NordstromBruce NordstromPeter J. Rose Judith and Jon RunstadBrian J. Smithuck Swenson John WarnerCarl and Rachel Weissman


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MEMORANDUM

TO: School Board President Michael DeBell

FROM: Sara Morris, President & CEO, Alliance for Education

DATE: May 4, 2012

RE: Transition Planning

Cc: Pam MacEwan, Board Chair, Alliance for Education; Interim Superintendent Susan Enfield

Congratulations on the selection of Jose Banda as Seattles next Superintendent. The Alliance for Education looks

forward to supporting his leadership in creating success stories for all of Seattles 48,500 public school students.

This memo seeks your assistance facilitating the scheduling of several start-up meetings with incoming

Superintendent Banda. We look forward to welcoming him to our city and initiating connections with keydistrict partners in the business, philanthropic and civic community.

Below please see an outline of the who, what, why and when of these gatherings in chronological order. Please

advise on how to proceed.

Thank you!

MEETING DATE TIME/DURATION LOCATION

Superintendent Briefing Immediately

(prior to July 1)

2 hours Alliance for Education

Purpose: To familiarize Superintendent Banda with the history of the Alliance/SPS partnership, the role of a localeducation fund (as distinct from a schools foundation such as the Anaheim City School District Foundation), and

our current program focus, all leading to a discussion of our future working partnership.

Participants: Alliance leadership team, Alliance Board chair (SPS board president most welcome).

School Board Retreat

Facilitated by Washington State

School Directors Association

June 2 10- 4:30 pm JSCEE Auditorium

Purpose: To welcome the incoming Superintendent, discuss upcoming issues, communications, board goals and

governance. This will be followed by an overnight retreat in late August (see below).

Participants: School Board members, incoming Superintendent Banda, facilitator, guests (open public meeting).

Welcome Reception

Co-hosted by the Alliance for

Education and El Centro de la Raza

June 26 or 27* 5-7pm El Centro de la Raza


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Purpose: To warmly welcome Superintendent

Participants: 75-100 business, community and philanthropic leaders.

Seattle Urban Teacher Residency

inaugural planning retreat

Week of July 16 At least half a day

(out of 2 days total)

TBD

Purpose: To formally begin the year-long planning and design phase in preparation for fall 2013 launch.

Participants: Leadership from the Alliance, University of Washington, SPS, Urban Teacher Residency United.

Alliance for Education Executive

Committee

July 11 30 minute block within

7:30 9:00am

Alliance for Education

Purpose: To introduce Superintendent Banda to the Alliance for Education Executive Committee.

Participants: Alliance for Education Executive Committee .

Q3 PPPE (Philanthropic Partners

in Public Education)

July 18 30 minute block within

10:30 1:00pm (T)

Bill & Melinda Gates

Foundation

Purpose: To introduce Superintendent Banda to the foundations supporting education efforts in Seattle.

Participants: Senior program officers from the PPPE Funders Collaborative.

2012 School Board Retreat August TBD Overnight TBD

Purpose: To continue the school board leadership development support (provided by the Alliance since 2008)

and create dedicated space for the Superintendent and School Board to solidify their common vision and shared

goals.

Participants: Seven elected school board members, Superintendent, facilitator, AFE and district senior staff.

Community Roundtable September TBD 3:00 5:00pm with

reception following

TBD

Purpose: Provide an opportunity for the Superintendent to engage with representatives from Community-based

organizations serving and advocating for students, to build stakeholder support, learn more about organizational

priorities, and share the Superintendents vision for Seattle Public Schools

Participants: A facilitator, Superintendent Banda, 1-2 School Board members, Alliance staff, approximately 25

representatives from Community-based organizations.

Alliance for Education Board

Meeting

September 19 7:30 9:00am One Union Square

Purpose: The Superintendent of Seattle Public Schools holds an Ex Officio seat on the Alliance for Education

Board of Directors.

Participants: Alliance for Education Board of Directors, staff.


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Our Schools Coalition September TBD 1 hour TBD (neighborhood-based)

Purpose: To introduce Superintendent Banda to the 30+ community organizations affiliated with the Our Schools

Coalition and familiarize him with the groups goals and activities.

Participants: Leadership of Our Schools Coalition member organizations.

A few other dates to put on his calendar include:

Summer (I am unsure when he will be in town and when he expects to arrive permanently)

June 14 School Board Thank You Reception, hosted by the Alliance, Seattle Aquarium, 5-7pm

Fall

September TBD Alliance for Education Emeritus Board meeting & reception, Perkins Coie

October 17-19 Chamber of Commerce 2012 Regional Leadership Conference, Suncadia

October 27 Alliance for Education Auction & Gala, Fairmont Olympic Hotel, 5-11pm

November 14 Alliance for Education Board of Directors meeting, One Union Square, 7:30 9:00am

November 15 Seattle Public Schools Annual State of the District Address, hosted by the Alliance for

Education (time and venue TBD; Superintendent Banda will be the featured speaker)

December TBD` School Board Retreat Saturday

* We strongly suggest one of these dates for two reasons: a) out of respect for departing Interim Superintendent Enfield, it will be

after her last day and b) it precedes the dog days of July and August when it is exponentially more difficult to get people together

for a party!


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1

MEMORANDUM

To: School Board President Michael DeBell

cc: School Board Directors Carr, Martin-Morris, McLaren, Patu, Peaslee, Smith-BlumHolly Ferguson, Mark Taylor

From: Sara Morris, President & CEO, Alliance for EducationKaren Demorest, VP of Programs, Alliance for Education

Date: March 13, 2012

Re: School Board Leadership Development Support Phase II Planning

This memo reflects recent conversations with you and your board colleagues about how best the Alliance forEducation can continue supporting the Seattle School Board in 2012 and beyond. Next steps are to finalize

the scope of work for Phase II and seek funding.

BACKGROUND

Beginning in 2008, in collaboration with the school board, the Alliance for Education developed andimplemented a multi-year Leadership Development support program for Seattle Public Schools Board ofDirectors. The goal has been to provide professional development and other support which enable thisgroup to operate as a stable and highly effective governing board bybuilding norms and developing acontinuity of process that sustains over time.

This work has been guided in large part by the Center for Reform of School Systems (CRSS), a nationallyrecognized provider of comprehensive School Board training programs. According to CRSS, an effectiveboard is defined by its results, specifically excellent schools and high academic achievement for all children.The essential elements of an effective board are unity, stability, good governance and a cohesive vision for

high achievement for all children. Such a board:

Works as a whole and does not push the agendas of individual members or constituents Hires an effective superintendent/CEO and establishes a close relationship of trust Governs by policy and eschews micromanagement Reaches out to its community to build public support and bring resources into the schools Has a coherent theory of action for change and advances an agenda consistentwith its theory Focuses on what is happening in classrooms, specifically academic outcomes 1

Funding for this work has been provided by the Bill & Melinda Gates Foundation, totaling $172,922 over fouryears. Funding is set to expire on August 31, 2012. Pending the availability of new funding, Phase II wouldbegin on September 1, 2012.

ACTIVITIES

Activities to date have included:

Quarterly retreats: Quarterly retreats for school board members and the Superintendent, facilitated bylocal and national experts on school district governance and education reform. Topics covered haveincluded governance (roles & responsibilities of board officers relative to management), policydevelopment, communications and team building.

1www.crss.org
http://www.crss.org/http://www.crss.org/http://www.crss.org/http://www.crss.org/


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2

Policy Development: A comprehensive policy audit was conducted, assessing compliance withWashington States RCWs. The process identified certain gaps, redundancies and inconsistencies inpolicy and resulted in recommendations for the development, consolidation and elimination of someexisting policies.

Research: Research across six comparable school districts was conducted, focusing on board staffing,committee structure, compensation, training, and public meeting protocols. This resulted inrecommendations for board office restructuring (see below).

Peer Collaboration: Support was provided for board members to attend a conference organized by theCouncil for Great City Schools, during which the Alliance hosted a dinner for 20 board members from fourlarge urban districts to share experiences and best practices.

RESULTS

As a result of this work, the board has:

Improved its document management and oversight protocols; Established a more streamlined process for policy development and review; Gained access to governance resources across the country, informing decision-making; Executed a cost-neutral restructuring of board office staff to provide a higher-level of support and

strategic counsel to board members.

PHASE II PLANNING

We will work to gauge funder interest in an expanded body of work intended to address what wecollaboratively have identified as the two most critical needs facing the board at this time:

1. Refining board directors expertise in policy governance;2. Increasing awareness amongst SPS stakeholders of the characteristics of a high-performing board

and behaviors of highly effective board members.

Specifically, through ongoing partnership with CRSS, WASDA, Puget Sound ESD and others:

Policy Governance:

1. Quarterly Retreats:Continue conducting retreats to address content areas including, but not limitedto:a. Establishing consensus around what constitutes best-practices governance (often utilizing a case

study approach) including establishing and maintaining a highly effective committee structure;b. Long-range planning, i.e., re-thinking public educations service delivery model to reflect

economic conditions and the changing demographics of SPS;c. Balancing the responsibilities of system governance and constituent relations;d. Becoming a discerning consumer of primary and secondary research;e. Building improved mechanisms for representative, actionable community input;f. Identifying other pain points for board members and how they can best be addressed.

2. Research & Analytics: Expand services for board members, including:a. Research and analysis into specific areas of education policy;b. Documentation of local and national proof points demonstrating the effectiveness of specific

policy or practice under consideration, including proven effective uses of technology;c. Other areas of inquiry as requested by the board appropriate to the governance framework

within which they operate.

3. Peer Collaboration: Create opportunities for school board members to meet with peers inneighboring districts to discuss regional issues and areas for collaboration.

4. Conferences & Site Visits: Provide resources to support conference attendance and annual sitevisits to comparable districts.


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3

5. Orientation Module: Develop a robust orientation program for new board members; develop a suiteof training tools for committee chairs.

Awareness Building Within the Community

1. Community Forums: Organize a range of community events and forums to raise awareness aboutbest practices governance, such as:a. Steward a deliberate plan for ongoing SB member outreach

Documents

Alliance Banda Briefing Book