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  • ABSTRACT A service-centric approach requires coordination across the full IT service lifecycle.   Organizations need to integrate around the IT service lifecycle to help drive efficiency, agility, and growth for customers.  Until recently, you rarely saw development connected with operations … nor did you see either side connected with the “business side of IT” - IT staffing, planning, governance.  A service centric approach, exemplified by the recent version 3 release of the Information Technology Infrastructure Library (ITIL), is one that connects all 3 of these organizations together and allows you to manage services from initial thought conception to development, to deployment into operations and eventually into the retirement of that service.  This webcast will cover the products from Rational and Tivoli that demonstrate this agility across the IT service lifecycle. NOTE: Infinite Conferencing used for this webcast does NOT support animation or audio within the applications. Therefore must remove animations and all audio must come through the teleconference phone. As well, for application sharing, which we will use to run the demo recordings, users must install the ActiveX plugin first (WebInterpoint 8.0). Therefore users best do this when they first login. Only 1 presenter/host at a time, but control can be transferred during the delivery over to another presenter.
  • Agenda and speakers - Welcome to ITIL & Service Management from IBM (Geoff 15 min) - Creating Value with Software Delivery (Bernie 15 min) - Managing Value through Service Delivery & Support (Perry 15 min) - Q&A (15 min – Paul B and Mike L to be avail)
  • The integration of the development and operations life cycles is critical to managing service quality and costs. What is interesting is that as we discuss the ‘silo’s from 2 slides ago – you can see here some of the assumptions that organizations can make about one another. And in fact each organization tends to underestimate one another. CLICK: The development view of IT is one where they have a pretty good idea of what development is all about – requirements, design, architecture, test, packaging, etc. Yet their view of “operations” is that that part of IT is all about “acting surprised” about what they provide to them. They may also think that they do installation and some system administration. CLICK: On the operations side of IT, they of course, understand what keeping systems running is all about – help desk, managing change, deployment, security, storage, continuity, capacity planning, problem / incident management, etc. Their idea of development is one where they assume that the develop and test code – and then throw it over the wall to them. CLICK: Quality service delivery however depends on integration between these 2 teams – and an integrated view of service management across the full lifecycle from concept, development and delivery to the runtime environment. Let’s look at this in a bit more detail
  • CLICK: Quality service delivery however depends on integration between these 2 teams – and an integrated view of service management across the full lifecycle from concept, development and delivery to the runtime environment. Let’s look at this in a bit more detail
  • Previously Service Management was exclusively about the Operations teams. Tivoli products and solutions featured strongly in this solution. Now IBM has expanded Service Management to include the Development organization and feature Rational products as well. This is a very logical expansion as we try to help our customers manage the entire service management lifecyle. That means not just from an operations viewpoint, but also how those services were created in the first place and how that software gets delivered and maintained through to operations. There are also key integrations between Rational and Tivoli products today that make this new definition very powerful. So now with this expanded view, we say that IBM Service Management helps Create Value with software delivery AND helps Manage Value through service delivery and support. We think this is a very strong and unique position that only IBM can offer!!
  • IBM Service Management provides integrated Visibility, Control, and Automation across the service lifecycle to help you overcome the roadblocks to business and technology integration and the inhibitors to innovation. This enables you to better innovate and achieve your business objectives and maximize the value from all of the assets that support your operation. Visibility – is all about “seeing” your business. It’s the ability to see (in real-time) how your environment is impacting the business. It’s about having the insight you need into all aspects of your business. Build 1: Control – is all about “governing” your business. It’s about protecting your brand (“doing things right” and staying out of jail) – making sure you have the controls in place to manage all aspects of your business across the service lifecycle (from creation, delivering into production and operations). And it’s ensuring you have the metrics you need to report back to upper management and outside agencies. Build 2: Automation – is all about “optimizing” your business. Its about increasing the efficiency and effectiveness (doing things “right”) of your organization so that you can control expense and free up more funds to help the business innovate. Now let’s take a look at how IBM can help you achieve this greater Visibility, Control and Automation.
  • This first image is the ISM marketecture that IBM used in 2006 and early 2007. Just as ITIL and other areas are adapting, IBM recognized the need that we needed to expand our image to better represent the depth of our solution. IBM Service Mangement: Provides capabilities that span the entire IT service lifecycle from business management through development to operations Helps bridge the disconnect between the business and IT organizations to improve alignment between business and IT Helps you gain insights through best practices and services And leverages optimized infrastructure for improved flexibility, performance, reliability
  • How IBM Service Management Solutions….because IBM Service Management solutions are uniquely capable of delivering the following: Reach – IBM is the only vendor that can provide the Visibility, Control and Automation across both business and technology assets that your organization needs to deliver against its key objectives. From business and operational dashboards, to business and IT asset management, to automated service delivery and support processes. Integrated – IBM Service Management solutions are designed to address your business requirements and leverage your existing investments. In addition, they are tightly integrated to provide added value together. As you deploy targeted solutions, you gain increased relational value from each IBM solution to accelerate your return and the value of each solution. This is not only true within the Tivoli Software suite – which is built around a service management platform for integration – but it also extends to integration with other IBM Software brands (e.g., Rational) and with our services and systems organizations, from Global Business Services to IBM Internet Security Systems (ISS) within Global Technology Services to System z. Return – IBM solutions are designed to recover and leverage your existing investments in information, people, tools, and other business and technology assets, without ripping and replacing – helping your organization maximize the return on those investments while controlling new costs. Expertise – IBM has years of experience helping customers across the broadest set of industries and standards. IBM brings software excellence and best practice expertise including ITIL, eTOM, ISO17799, Six Sigma and many more - needed to help accelerate your organization down a path of innovation and success. IBM Service Management solutions are regularly accredited Leader status by industry analysts – including six current Gartner Magic Quadrants and three current Forrester Waves. IBM Tivoli is the market leader in IT Operations Management for the sixth year in a row with market share nearly double that of its nearest competitor. IBM is also ranked the #1 service assurance OSS software vendor by market share by OSS Observer. We have 10,000 asset management customers and tens of thousands of Tivoli customers. Speed – IBM Service Management solutions are designed not only to leverage your existing investments, but also to integrate and deploy quickly – delivering more value faster. We offer modular, packaged solutions and services to help you meet your most pressing needs today and to ensure that you gain rapid value from your investments in IBM Service Management. IBM has the right solutions to help your business innovate for success.
  • As you heard in the IT Governance & Risk Management overview, IBM delivers a comprehensive solution to help enable effective IT governance and risk management with IBM Service Management solutions. IBM Service Management helps improve service excellence with a structured approach that helps enable better governance. From an assess perspective, IBM Service Management can help organizations to understand IT objectives, requirements from business management including desired service levels that need to be met to achieve business goals … as well as to assess project status to determine service priorities or how to deliver or improve a new or existing project. From a plan perspective, IBM Service Management solutions can help assign resources to project teams, commit schedules and budget, execute projects, and establish measurement metrics along with project reporting and control mechanisms. From an implement perspective, IBM Service Management solutions can monitor and manage the delivered quality across the lifecycle (software quality, service levels and business results) against objectives. And last, from a manage perspective, IBM Service Management solutions can help audit the IT service lifecycle process to understand where improvements should be made to IT process execution. In addition, users can understand productivity, quality (including requirements churn through the cycle, defects and service level violations), and business results.
  • Bernie’s section to deliver From here on Bernie has control and advances all slides and runs demos for remainder of presentation
  • The challenge for software and application development organizations today is how to create value within their organization! 1. They need to achieve better visibility via portfolio and project management : IT must keep IT projects aligned with changing business priorities. They need to deliver better business results and manage business and technical risk within the constraints of current investments and skill sets. According to the IBM Institute of Business Value: Only 31% of firms are able to track data to evaluate IT investment performance and benefits. 2. They need to control change: According to Enterprise Management Associates, even companies with a structured, conservative approach to Change Management report that change drives 25-30% of incidents in production.  Companies with a Wild West approach to Change Management report that change drives 75-80% of incidents in production.  Surprisingly, companies in both categories struggle with a lack of tools, relying heavily on spreadsheets and tribal knowledge. 3. They need to automate and build agility into development: The key is to foster an environment in which practitioners are given the independence to innovate while constraining those areas where control and oversight are key. This difficult balancing act has been the focus of IBM Rational since it’s founding as in independent company almost 20 years ago. Today, IBM’s Software Development Platform delivers the process guidance, asset integration, task automation and project insights that balance the needs of the manager with those of the practitioner.
  • Organizations are looking to reliably direct all the project efforts and assets and staff towards a common goal. They want to get people to do things right with good project management practices, and get people to do the right things, with good portfolio management practices. Too often there is a disconnect between the vision and goals set forward by executive leadership and the various projects that may seem to come out of no where, taking resources and assets in diverse directions. Too often there is a disconnect between project managers and the work of their staff, causing managers to be misguided about the actual level of effort, time, and cost that has been invested so far. The union of Portfolio Management and Project Management in IBM Rational’s Rational Portfolio Manager product, helps people at all levels of the organization work together collaboratively towards a common cause.
  • In software development, it is not enough to capture change requests and track defects. A single change typically affects multiple assets—from design models to code to test scripts. Several team members may be involved in resolving a single application issue. Rational ClearCase and Rational ClearQuest allow you to define and manage changes to software assets as activities. Through the Unified Change Management (UCM) capability included in Rational ClearCase and Rational ClearQuest, specific files in Rational ClearCase are associated with activities in Rational ClearQuest. Development team members can then perform operations directly on the activities rather than on the collections of files associated with them. This process reduces build and integration errors caused by developers forgetting which files they modified when delivering their changes. It also helps ensure that testing is performed against the appropriate activities. Managing activities instead of their related assets within the context of the overall development process provides greater clarity and insight. It can streamline and simplify the development process, allowing development teams to work together more efficiently. With this more holistic approach, team members including project leaders, analysts, developers, testers and customer support personnel can communicate more effectively. Project managers can more easily manage and track the status of proposed changes, understand the impact of proposed changes to a project and make more informed decisions about resource allocation and project timetables. In addition, Rational ClearQuest provides flexible, automated workflows that consistently enforce your development process and help ensure that your extended development team is tied into that process. You can immediately implement and automate your development workflow using the out-of-the-box capability, or you can customize the workflow to meet your unique, specialized project needs. From submitting change requests to assigning those requests to resolving and verifying changes, you have full control over how each change is managed and implemented.
  • Manual build processes are very error prone as you know. So build processes really need to be automated to reduce errors and increase the rate of releases. This is especially important during the dev/test phases. Rational BuildForge is an automated solution that provides reliable, high-performance builds for agile development and streamlined software delivery. Often you find a single build meister who has control of the build process along with their undocumented scripts, processes and configurations. In essence companies like this have a single point of failure. And we have heard the frustration of developers that have no way of easily testing builds in this kind of environment. Rational BuildForge can remove this single point of failure by putting all the processes in a central db that anyone can examine, grasp, test and manage as required. Few build tools document the contents of each release. Development teams often say “We aren’t getting enough information on why builds fail.” Rational BuildForge accomplishes this automatically for better reproducibility and compliance management. New QuickReports in v7.0.1 are extremely easy to use and we see some screen shot samples here. The top screen shows selecting fields and choosing from a selected report type; the bottom screen shows the use of some report filter options.
  • Once the build is complete and the deployment is ready, the next step is to move “approved” builds from their staging location in Rational ClearCase to your test or production machines. IBM Tivoli Provisioning Manager (TPM) is used to provision servers in your datacenter. You can also use this product to create a new server from the “bare metal” up, complete with the correct hardware and software configurations. You use Tivoli Provisioning Manager to automate the provisioning of a server by defining a set of automation workflows. These “workflows” are essentially scripts that do one step in the overall process. And Rational ClearQuest has an option to create the TPM workflow record for a particular deployment. This automatically gets added as a reference to the corresponding deployment record for tracking purposes. (using the TPM package for CQ)
  • Now I would like to demonstrate some of these products. We call this Create Value in action… [RPM] The timings in blue are for the narrated version of this demo. These can be used as a timing guide when delivering the no audio version to a live audience. 00:00 The reality of business today is that teams and functions are organizationally distributed. In this new business model there are competitive pressures to control costs yet deal with acquisitions, outsourcing and the emergence of extended communities of expertise and open source. The goal then is to drive value and reduce cost by aligning business goals, best practices and projects for improved productivity and predictability. This demo will show how a financial services corporation implements an IBM Service Management strategy to create value through software delivery. 00:39 We will start with the Portfolio Manager dashboard which provides visibility across the entire IT organization and enables the alignment of software development and delivery with business objectives. This portfolio dashboard and charts are all customizable and configurable. 00:53 First let’s look at investment maps. This type of chart allows us to manage IT projects as investments. Each bubble is one IT investment or project. We can look at all the ongoing projects in the enterprise. This particular chart indicates what phases of execution they are in and what rank of importance they have within the organization. So if some projects get in trouble, or if the market changes or the customer is looking for something else, then we can look at their ranking and see how important they are and decide whether we want to keep them or decommission them. So we have two investment dimensions identified – the rank and the state of our investments. Another dimension on this chart is the color which indicates the health of the project. In this case the color red is based on a number of factors identified in the health detail window. This window shows you the different factors that have been configured for this investment map. These track together and are weighted against each other to end up with a summary value or color for this particular project. 01:58 Very quickly we can take a look at a project and see how many issues, change requests, risks, defects and service requests that are tied to this project. We can also look at a Quick Dash that provides an overall view of everything that is going on in the project. This is a standard report that comes with each project and gives you a really quick look at what you might need to know from which you can drill down further for more details. 02:26 We also have scorecards which are used for business alignment and help ensure that you are getting the desired business value. Scorecards are ratings that you obtain from a set of criteria that is both quantitative and qualitative to give you an overall score for ranking projects. Next we’ll examine creating value from the software delivery team point of view. [SDP + TPM] 02:54 Development teams are looking to accelerate software delivery to maintain business agility, reduce costs and effectively govern software development. In the following demonstration we will see how the Software Delivery Platform improves the effectiveness of the development team with process automation, build management, reporting and traceability. The rich capabilities that make this possible include managing source code and change requests, while automating development workflow, software builds and deployment. 03:26 Rational ClearQuest workflow capabilities allow organizations to track and record all development and deployment activities – from detailed user requirements through to production applications – and enforce approvals throughout the project lifecycle. This capability enables lifecycle traceability between requirements, code changes, build, test and deployment. Organizations can also establish deployment approval gates and key security checkpoints, while electronic signatures enable organizations to document authorizations and signoffs at key stages in the application lifecycle. Reports and queries can be produced from this traceability information to address compliance mandates. 04:16 Software configuration management with Rational ClearCase provides the development, testing, and deployment teams with instant and secure access to a software asset repository that they need to effectively manage, control, and reuse their software assets throughout the development process. Build Management Rational BuildForge provides build and release management capabilities to automate and accelerate build processes. These can help development teams standardize repetitive tasks, manage compliance mandates, and share information by creating a complete bill of materials which lists all changes and the content of each build for accurate testing and problem resolution. 05:00 Tivoli Provisioning Manager provides deployment capability that can access the bill of materials package directly from the Rational ClearCase source code repository and then deploy that package into the testing phases or into production. Once final deployment is successful, there is complete traceability across the service delivery lifecycle, from requirements definition through production deployment. 05:27 In summary, Creating Value with IBM Service Management provides visibility into real-time information concerning project risks and issues, delivery traceability, predictability and fact-based decision making for greater accountability and agility. The collaboration capabilities truly enhance team interactions and ease of use, while improving the ability of the development team to focus on the task at hand and drive increased productivity. 06:00 [end]
  • You may have heard of IBM Rational’s recent acquisition of Watchfire AppScan. Appscan is a web application and web service automated security testing solution that compliments Rational’s Quality Management capabilities. AppScan brings: Desktop and enterprise scalable solutions for assessing and remediating security vulnerabilities in websites and web applications It is designed to be used by developers, testers and security professionals It is a comprehensive solution that features enterprise-wide reporting and tracking of security vulnerabilities and their remediation
  • Here is an uptodate list of publicly available information for you to explore the products and solutions featured in this presentation.
  • Now I would like to turn the presentation over to Perry Swenson from IBM Tivoli marketing
  • You can jump to the lowest possible level showing response time for every method. Also, you can see a UML Sequence diagram generated during the test which graphically shows the interactions between system objects, and response time for the interactions.
  • Managing Value through Service Delivery and Support - Demo Script [TBSM / CCMDB] The timings in blue are for the narrated version of this demo. These can be used as a timing guide when delivering the no audio version to a live audience. 00:00 (In the no audio version, this part is only 8 seconds duration to facilitate live delivery) Organizations today are facing increased operational costs that can reduce their ability to compete. There is a demand for increased efficiency and prioritization across the complete service management lifecycle. Providing service delivery and support for managing value mandates a new approach and architecture. Business objectives must be linked into the IT organization to establish service priority and context. Automation and integration must be provided to improve efficiency, reduce errors, and drive organizational alignment. 00:30 This demo will show how a global financial services corporation implements an IBM Service Management strategy to deliver high levels of service availability, performance, and integrity. We will start with real-time dashboards that can be customized to suit a person’s role and responsibility. The Executive view of this dashboard shows the current status of this financial services corporation's services and applications. This view is useful to understand the basic health of the organization across all geographies. 01:02 The graph on the right is an example of how additional key business performance indicators can be displayed to show how well a service is performing. In this case, the sum of the response times for the Exchange Trading application shows a worsening condition over the past 24 hours. 01:19 Let's switch to the Service Manager View to see how similar information is formatted for a different role in the enterprise. The Service Manager View is tailored to display a more detailed, "at a glance" status view of how the services are performing in real time as well as over time. 01:36 On the left side of the page, the first two indicators are state indicators that show how the service and infrastructure that supports that service is performing right now, utilizing all of the Tivoli monitoring and instrumentation available for that service. This example of sharing information through Tivoli product integration enables each person in the enterprise to see the same information tailored for their specific role. 02:00 The service manager can, with just one click, drill down into the Service Model and see the status of an entire service, all of its dependencies, and the actual health of the services supporting those elements. The Service Canvas View is built and maintained in real-time using IBM's broad auto-discovery capabilities provided by the Change and Configuration Management Database. No longer are operators required to manually build Service views that are often out of date as soon as they are deployed. In this example, the Service Manager can quickly see that the health of the Exchange Trading service is marginal. 02:35 From the Service Canvas View the Service Manager can launch an application map that provides an understanding of all the dependencies of the individual configuration items that make up a service. These dependencies have been automatically discovered by the CCMDB and provide the ability to quickly see the role of individual configuration items in the make-up of this business service. By selecting Show Details from the failing service element, the Service Manager is presented with a view of comprehensive configuration detail. 03:06 From here the Service Manager can compare this configuration to a reference machine or run a change history report. This report shows that a change was made to the server in the past 24 hours and should be suspected of causing the performance problems. [ITCAM for RTT / Rational] 03:27 Using ITCAM for Response Time Tracking, we can continue our problem determination and isolate the exact problem for the development team to correct. We begin by looking at the ITCAM for Response Time Tracking user interace. Under reports lets proceed to the dashboard. From the dashboard we can see that the Monitor_trade_j2ee monitor has been in a warning state. We also see that the availability of the service has remained constant, even though a performance violation occurred more than eight hours ago. 04:01 From here we can either launch the topology or, in this case, let's look at the event view. Our event view, by default, is only looking at the past 8 hours, and we know it was greater than 8 hours ago. Let's look at the errors that we received in the last day. 04:18 We see that we have an Above Performance Violation captured on June 13 at 6:29:46. 04:26 Let's import that data into Rational Performance Tester. By doing a file import, we see that we are allowed to select Tivoli performance data. The host that we are choosing is the ITCAM for RTT host, including the appropriate user ID and password. We are going to capture all the information we have had in the last 2 days -- although we can choose any time period of interest. 04:50 And this is the monitor whose information we want, the Monitor_trade_j2ee. We are now importing data from ITCAM for RTT to Rational Performance Tester. 05:03 Our information has been loaded, and we can now go to Performance Data, which can be viewed in a number of ways. Let's look at the UML. See the light red bar -- this indicates a little bit of a degradation of 6 seconds. 05:24 Scrolling down we find a bright red indicator that shows a severe degradation of 30 seconds. This we know to be the problem. 05:40 Let's open another view -- the Performance Call Graph. Following the light blue line, we can see that the problem is in the TradeBean getQuote method. 05:56 Let's open our source code to pinpoint exactly where the problem is. You'll notice that we're automatically positioned in the TradeBean source code. From here we look for the getQuote method, where we can see that there is a 6 second sleep delay put in by a developer for troubleshooting. This delay should have been removed; instead, it is executed 5 times during each getQuote transaction, producing a 30 second degradation of performance. 06:22 A true service management strategy demands this level of integration -- across organizational domains and processes, to the individual tasks that support them. And IBM Service Management provides just that: a comprehensive solution to help you integrate, automate, and manage the processes that are key to delivering optimal services. 06:42 [end]
  • Closing slide to be included in all external presentations.

Presentation Presentation Presentation Transcript

  • Anne Arundel County Public Schools Strategic Facility Utilization Study Update Over 25 years of innovative Community Presentation management consulting April 2006 Presented by MGT of America, Inc.
  • Anne Arundel County Public Schools Strategic Facility Utilization Study Update Over 25 • Short presentation on project status years of innovative management • Large group poll to stimulate consulting discussion • Small group discussions 2
  • Anne Arundel County Public Schools Strategic Facility Utilization Study Update Goals and Objectives of the Project • To examine the programmatic impacts on facilities, i.e. Alt. Over 25 years of Ed, Spec. Ed All-day Kindergarten, Advance placement, IB, etc. innovative management consulting • To look at all aspects of facility use and planning: condition, functionality, demographics, utilization , grade configuration, school size, etc. • To develop options and share those options with all stakeholders • To both balance and improve the utilization of facilities • To look at all properties and the property appraisals. • To provide a “living document” from which to make strategic facility decisions.
  • Anne Arundel County Public Schools Strategic Facility Utilization Study Update Project Deliverables • District buildings and sites inventory Over 25 years of • School-by-school space inventory innovative • Schematic representations management • Facility assessments consulting • Capacity formula(s) • Capacity ratings of all schools • Enrollment vs. Capacity charts • 10 year enrollment projections • Current and projected programs • Options for Programmatic accommodations • Results of stakeholder input • Future educational program placement • Standards for ranking or prioritizing facility needs • Master plan strategy • Final 10 year master plan with associated cost implications • Public presentations
  • Anne Arundel County Public Schools Strategic Facility Utilization Study Update Activities and Tasks Completed Over 25 years of • Site Inventories • Space Inventories innovative management consulting • Schematic Representations • Facility Evaluations • Demographic Analysis • Educational Programs Review • Space Standards
  • Anne Arundel County Public Schools Strategic Facility Utilization Study Update Next Steps Over 25 • Compilation of the Data years of innovative • Options and models will be developed management consulting • Steering committee gather input • Community Input • Draft and Final recommendations to the Board – Presentation of Options • Completion of 10 year master plan including timeline and cost implications
  • Anne Arundel County Public Schools Strategic Facility Utilization Study Update Over 25 Issue Options years of innovative management De- consulting Condition Renovate Build new commission Defer Relocate Suitability Renovate Add on program Grade Capacity Add on Redistrict configuration Consolidate
  • Anne Arundel County Public Schools Strategic Facility Utilization Study Update Timeline Board Update 3/15 Over 25 years of innovative management Steering Committee Mtg. – consulting Discussion of Initial Findings 3/23 Public Forums (2nd round) 4/3 – 4/6 Steering Committee Mtg. – Development of Draft Report 4/27 Tentative presentation of final report to the Board 5/17
  • Program Impacts • High School – Alternative Education – Math and Science Academy Over 25 years of – Fine Arts Magnet – International Baccalaureate innovative – Advanced Placement management consulting • Middle Schools – Math – Science • Elementary Schools – Program distribution to reduce over crowding – English Language Learners – Full Day Kindergarten – PK Program / Early Childhood education – Reading programs/intervention
  • Assumptions • Full-day kindergarten calculated in Over 25 utilization numbers years of innovative management consulting • Schools scoring less than 70 are first priority for condition improvements • All schools should be effectively utilized
  • Facility Assessments • Site condition assessment Over 25 years of • Building condition assessment • Educational suitability innovative management consulting assessment • Technology Readiness Assessment • Combined score
  • Numerical Scoring • 90 – 100 = New or like new Over 25 years of • 80 – 90 = Routine maintenance innovative management or improvements consulting • 70 – 80 = Minor maintenance or improvements • 69 and below = significant needs • 50 and below = consider for replacement
  • Other Factors • Site size Over 25 years of • Current and projected enrollment • innovative management Current capacity consulting • Current and projected utilization
  • County Wide Average Utilization in 2015 • Four elementary areas at 91-100% Over 25 • Eight elementary areas at 101-125% years of innovative • Two MS areas at 91-100% management consulting • Four MS areas at 76-90% • Six MS areas at <75% • Two HS areas at 101-125% • Two HS areas at 91-100% • Six HS areas at 76-90% • Two HS areas at <75%
  • County Wide Combined Scores • 24 ES < 70 Over 25 years of • 6 MS < 70 • innovative management 7 HS < 70 consulting • 4 County Wide < 70 • 10 Schools < 60 • 21 Schools > 80
  • County Wide Options Identified • Add capacity at elementary schools • Balance utilization by adjusting attendance Over 25 years of areas innovative • Shift 5th grade to MS where under utilized management consulting • Balance utilization at HS by adjusting zones • Add capacity at HS that are over utilized • Increase special programs (alternative, magnet, academies) to lessen enrollments at HS
  • County Wide Capital Construction Options • Increase capacity at appropriate Over 25 schools (site size and school years of innovative management size) consulting • Replace schools that don’t warrant further investment • Prioritize schools for improvements that have significant needs
  • Next • Large group poll Over 25 years of innovative management consulting