A Blueprint for TransformingPhiladelphia’s PublicSchoolsSafe, high-quality schools.Fiscal sustainability.                 ...
Four Guiding Questions      1   What’s the problem?      2   What can we do about it?      3   How long will this take?   ...
1 WHAT’S THE PROBLEM?                        3
WHAT’S THE PROBLEM?   In spite of progress, we are not improving   nearly fast enough                                     ...
WHAT’S THE PROBLEM?  Our efforts to reduce violence are paying  off, but it continues to plague our schools               ...
WHAT’S THE PROBLEM? We face severe long-term deficits if nothing is done      FY13        FY14       FY15        FY16   FY...
2 WHAT CAN WE DO ABOUT IT?                             7
WHAT CAN WE DO ABOUT IT?Two Simple Goals, Five Clear Strategies                     1.    Establish a culture of safety an...
WHAT CAN WE DO ABOUT IT? Why We Believe This Will Work     We were very deliberate about the work and the process…     Evi...
WHAT CAN WE DO ABOUT IT? Why We Focus on Principals     Second to teachers, principals have the largest direct impact on s...
WHAT CAN WE DO ABOUT IT? Strategy 1: Establish a culture of safety and achievementA culture of safety and achievement is a...
WHAT CAN WE DO ABOUT IT? Strategy 1: Establish a culture of safety and achievement                                        ...
WHAT CAN WE DO ABOUT IT? Strategy 1: Establish a culture of safety and achievement To succeed, principals and teachers    ...
WHAT CAN WE DO ABOUT IT? Strategy 1: Establish a culture of safety and achievementLike all professionals, principals and  ...
WHAT CAN WE DO ABOUT IT? Strategy 1: Establish a culture of safety and achievement Principals and teachers need training  ...
WHAT CAN WE DO ABOUT IT?Strategy 2: Promote equal access to qualitychoices In 2009-2010, there were 45,000        We will ...
WHAT CAN WE DO ABOUT IT?Strategy 3: Develop a strong college- andcareer-ready curriculumPrincipals and teachers need a    ...
WHAT CAN WE DO ABOUT IT? Strategy 4: Make the system responsive Both support and guidance for                             ...
WHAT CAN WE DO ABOUT IT? Strategy 4: Make the system responsive Achievement Networks must be                              ...
WHAT CAN WE DO ABOUT IT? Strategy 5: Right-size and streamlineToday only 67% of our school building                       ...
WHAT CAN WE DO ABOUT IT? Strategy 5: Right-size and streamlineWhile district operations have become                       ...
WHAT CAN WE DO ABOUT IT?    Five-year plan brings budget into balance    Requires substantial concessions from all stakeho...
WHAT CAN WE DO ABOUT IT? 2012-2013 will be a transitional year    Still facing a $218    ... while we implement change on ...
3 HOW LONG WILL THIS TAKE?                             24
HOW LONG WILL THIS TAKE?Transforming the Philadelphia publicschools will take time, but we must start now                 ...
4 WHAT HAPPENS NEXT?                       26
WHAT HAPPENS NEXT? Community input on draft budgets and plans         before they are finalized                           ...
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Boston consulting 2012 blueprint for transforming philadelphia's public schools safe, high-quality schools, fiscal sustainability

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Boston consulting 2012 blueprint for transforming philadelphia's public schools safe, high-quality schools, fiscal sustainability

  1. 1. A Blueprint for TransformingPhiladelphia’s PublicSchoolsSafe, high-quality schools.Fiscal sustainability. 1
  2. 2. Four Guiding Questions 1 What’s the problem? 2 What can we do about it? 3 How long will this take? 4 What happens next? 2
  3. 3. 1 WHAT’S THE PROBLEM? 3
  4. 4. WHAT’S THE PROBLEM? In spite of progress, we are not improving nearly fast enough National Assessment of Educational Progress % of Students Advanced/Proficient PSSA 4th Grade Reading (2011) 77.1 PA Math 73.5 PA Reading 69.2 67.6 National Average 220 57.8 SDP Math 199 SDP Reading 51.6 44.9 Jefferson Co. Miami-Dade Houston Boston Atlanta New YorkCity San Diego Austin Baltimore City Cleveland Tampa Milwaukee Charlotte Chicago Philadelphia Dallas Albuquerque Fresno Detroit Los Angeles D.C. 40.6 2007 2008 2009 2010 2011Source: National Center for Education Statistics, 2011 National Assessment of Educational Progress, EPE Research Center (Link to Philadelphia data:http://www.edweek.org/apps/gmap/details.html?year=2011&zoom=6&type=2&id=4218990) 4
  5. 5. WHAT’S THE PROBLEM? Our efforts to reduce violence are paying off, but it continues to plague our schools 36% reduction in violent incidents 6,177 5,668 4,957 4,003 2007-08 2008-09 2009-10 2010-11 Incidents per 100 3.7 3.5 3.1 2.6 students 5
  6. 6. WHAT’S THE PROBLEM? We face severe long-term deficits if nothing is done FY13 FY14 FY15 FY16 FY17 Assumes $94 million in value captured through Actual Value Initiative -164 -181 -218 -252 in millions of $ -292 Cumulative deficit of ~$1.1 billion 6
  7. 7. 2 WHAT CAN WE DO ABOUT IT? 7
  8. 8. WHAT CAN WE DO ABOUT IT?Two Simple Goals, Five Clear Strategies 1. Establish a culture of safety and achievement for all students, by choosing great principals and teachers and empowering them to get results 2. Promote equal access to quality choices for parents by expanding high GOAL 1 performing district and charter programs and turning around or closing unsafe Safe, high- or low-performing schools. performing 3. Develop a strong college- and career-ready curriculum that is aligned with schools rigorous PA Common Core standards, while providing schools and teachers throughout with the flexibility to meet students’ individual needs. the city 4. Make the system responsive to school and parent/community needs by moving responsibility for providing support and direction out of the District center and into small Achievement Networks of 20-30 schools. Ensure equity and accountability by setting performance contracts for every Network. GOAL 2 5. Right-size and streamline by shrinking the central office at 440 North Broad Budget balanced Street, closing excess school buildings, and modernizing operations to deliver by FY14 better performance at lower cost. 8
  9. 9. WHAT CAN WE DO ABOUT IT? Why We Believe This Will Work We were very deliberate about the work and the process… Evidence-Based We reviewed research and case studies to identify promising Framework practices. Data-Informed We utilized School District of Philadelphia’s student data to Decisions inform our decisions. We shared information about the reorganization process with the We’ve Listened community and our principals. More importantly, we listened to their concerns and incorporated their thoughts and feedback. The work of the sub-committees led to a set of Academic Open Process Priorities and an Academic Plan for FY 13. The subcommittees had representation from members of the community, -- parents, caregivers, advocates -- our principals, teachers and District staff. 9
  10. 10. WHAT CAN WE DO ABOUT IT? Why We Focus on Principals Second to teachers, principals have the largest direct impact on student achievement. Effective principals are vital for school success.  They establish a school’s vision, mission and help shape its climate Set the Culture and  They are uniquely positioned to ensure school safety and that Climate for Success excellent teaching and learning are spread school-wide  They use data to inform their decisions  They are central to attracting and retaining talented teachers and school staff Ensure Talented Staff  They lead instructional improvement  They are the first line of support for school staff  They mobilize resources for learning Act as Entrepreneurs  They engage and partner with parents and the community 10
  11. 11. WHAT CAN WE DO ABOUT IT? Strategy 1: Establish a culture of safety and achievementA culture of safety and achievement is a We will set aggressive goals forculture of high expectations Philadelphia’s public schools TODAY By 2014 of graduates earn a BA within 6 College and career success 36% years of high-school graduation 50% College and career of high-school graduates enroll in readiness 47% college within 1 year 65% graduate with a standard diploma High-school graduation 61% within 4 years 80% 58% score at proficient or above in Math Students on track 52% score at proficient or above in Reading 85% TBD Student safety 2.6 violent incidents per 100 students Source: Council for College and Career Success metrics; goals are draft only. Final goals for 2017 under review, to be published by June. 11
  12. 12. WHAT CAN WE DO ABOUT IT? Strategy 1: Establish a culture of safety and achievement We will ensure effective leaders and teachers Principals and teachers determine for all students by recruiting the best school culture, climate and safety, principals and teachers, providing them with which drive student achievement. supports, holding them accountable and retaining our talent. Strong coaching Performance-based Retention and Talent magnet and support assessment Succession Strategy Attract, recruit and hire Performance All principals, teachers Retain the best talent the best talent assessment will be and staff will be held in our schools and exit internally, locally accompanied by accountable for those who are unable and nationally robust coaching and student achievement to perform. support 12
  13. 13. WHAT CAN WE DO ABOUT IT? Strategy 1: Establish a culture of safety and achievement To succeed, principals and teachers We will empower principals and schools need flexibility to adjust to their by providing them with increased students’ needs and support to help autonomy and support to make decisions them when challenges arise. that are best for their students. Full Autonomy Support Intervention Schools will have full control Schools will have control Schools will be provided over: over the identified with intensive, targeted autonomies but will receive support that are  Curricular materials/ additional support and individualized to the needs instructional programs guidance on the utilization of the leaders and the  School climate and safety of those autonomies as school. strategies required by the state. Schools that do not show  Professional development immediate improvement will  School Budget be eligible for turnaround.  Schedule/roster 13
  14. 14. WHAT CAN WE DO ABOUT IT? Strategy 1: Establish a culture of safety and achievementLike all professionals, principals and We will hold principals and schoolsteachers perform best when there are accountable for providing a safe climateclear standards tied to rewards and for learning, improving their students’consequences achievement and ensuring equity.  Schools will be held accountable for helping all students achieve at a high level, which means ensuring that they are ready for college and/or careers.  Accountability for ensuring student are prepared for college and career will be distributed across the entire K-12 continuum. 14
  15. 15. WHAT CAN WE DO ABOUT IT? Strategy 1: Establish a culture of safety and achievement Principals and teachers need training We will make strategic investments in and tools specifically designed to help people and programs that support safer them address safety and climate. school climates. • Three-day "Summer Safety Summit" for principals • Summer training for teachers on school climate Training • School opening training for counselors and school police • Follow-up and coaching throughout the year • Implement Positive Behavioral Interventions & Supports in persistently dangerous schools Prevention • Identify the most at-risk students via data analysis and engage them to defuse potential violence • Amplify student voices with safety activities, social networking • Develop, test, and introduce safety indicators as part of the Accountability Facilities Master Plan process • Close schools that fail to improve 15
  16. 16. WHAT CAN WE DO ABOUT IT?Strategy 2: Promote equal access to qualitychoices In 2009-2010, there were 45,000 We will act decisively to move students in unsafe and/or low- students into safe, high-performing performing schools schools 1 Expand high-performing District # of SPI and Public Charter schools 40 * 8–10 * 9 schools SPI * 2 106 * 29 Turnaround: Promise Academy 4–7 or Renaissance Charter * 3 * SPI 38 Close persistently unsafe, 103 low-performing programs, 1–3 and move students to higher- performing programs 16
  17. 17. WHAT CAN WE DO ABOUT IT?Strategy 3: Develop a strong college- andcareer-ready curriculumPrincipals and teachers need a We will establish a strong college- andcurriculum that prepares all students for career-ready curriculum that is alignedsuccess as well as supports to meet the with the PA Common Core standards andneeds of the students they serve college- and career- readiness goals. A curriculum that sets high expectations With customized supports to ensure success for all students Additional resources and supports are provided to PA Common Core Standards help students in specialized programs meet the same standards as their peers A Strong, • Alternative Education Aligned • Career and Technical Education College- and • English Language Learners Career-Ready • Special Education Curriculum Indicators for College and Career Pre-K learning expectations will be aligned with more Success rigorous kindergarten expectations Current funding levels will be maintained for these programs 17
  18. 18. WHAT CAN WE DO ABOUT IT? Strategy 4: Make the system responsive Both support and guidance for We will shrink the District’s Central Office schools are most effective when and move supports to Achievement placed as close to the classroom as Networks that will guide small groups of possible. schools. TODAY FUTURE School Reform Commission School District Central Office School Reform Commission Charter Achievement Lean Central Management Charter Networks Office Organizations Management Organizations Shared Services Public SDP Schools Charter 18
  19. 19. WHAT CAN WE DO ABOUT IT? Strategy 4: Make the system responsive Achievement Networks must be We will establish different kinds of Networks, Achievement Networks based on the best proposals we see. Every adaptable enough to serve different kinds of schools Network will be held to a contract to ensure performance and equity. "Best of the "Best of SDP + "Partner- Key Components district“ new recruits" operated" of Every Network Network operated Network run by Network contracted to Open, public competition to mostly by current combination of current non-profit organization choose Network managers district employees, district employees and (eg, commmunity under performance external hires, under group, university, Network contracts include: contract performance contract Charter Management • Performance goals Organization) tailored for that group of schools • Equity requirements (must educate students with special needs) Non-profit • Network managers who organization fail to meet these contracted to requirements will be manage network replaced District staff External hire (internal hire)
  20. 20. WHAT CAN WE DO ABOUT IT? Strategy 5: Right-size and streamlineToday only 67% of our school building We will move decisively to closecapacity is utilized. This is not financially excess school buildings, saving assustainable. much as $33 million annually by 2014. High Facilities Master Planning Recruit Replication/ Achievement and safety process to continue focus students expansion on low-achieving, unsafe school programs and underutilized facilities as candidates for closure, Potential Intervention with students moving to closure higher-performing schools Low Low Facility utilization High 20
  21. 21. WHAT CAN WE DO ABOUT IT? Strategy 5: Right-size and streamlineWhile district operations have become We will modernize these operations tomore efficient in recent years, they are still cut costs while improving customercostly relative to similar services in the service.private sector. Transportation Custodial and Maintenance Services Procurement Total ~ $62 million 21
  22. 22. WHAT CAN WE DO ABOUT IT? Five-year plan brings budget into balance Requires substantial concessions from all stakeholders 1 2 ~ $122M ~ $156M Operations (off of ~ $340M baseline) (off of ~ $1.2B baseline) Personnel • Modernizing custodial services, • Restructure benefits program maintenance, and transportation • Restructure wage costs • Closure of ~40 school buildings to improve quality , achieve 85% utilization • Closure of additional ~6 buildings per year to maintain level utilization • Freezing of all non-personnel spend until FY16 Structural Budget 3 Balance 4 Public Charters Additional Revenue • Reduction in Per Pupil Payment of ~7% • $94M in value captured through AVI in FY13 (due to lower FY12 cost) • Additional ~1–2.5% in state revenues • No growth in Per Pupil Payment in in FY16 and FY17 following 3 years (due to balanced SDP • Long term borrowing in FY ‘13 budgets and stabilized expenditure) • Adherence and commitment to mutually agreed upon growth schedules ~ $149M ~ $133M (off of ~ $838M baseline) (on top of ~ $2.6B baseline) 22
  23. 23. WHAT CAN WE DO ABOUT IT? 2012-2013 will be a transitional year Still facing a $218 ... while we implement change on a massive scale million deficit in • Empower, train, recruit and retain the best principals and FY2013 ... teachers • Develop new college- and career-ready curriculum • Implement new safety initiatives • Build and launch Achievement Networks • Institute rigorous accountability standards for principals, teachers, and central office • Expand high-performing schools • Execute school turnaround strategies • Better engage families, communities and partners -218 • Modernize Transportation and Facilities operations • Close ~40 unsafe, low performing, underutilized schools • Negotiate new collective bargaining agreements 23
  24. 24. 3 HOW LONG WILL THIS TAKE? 24
  25. 25. HOW LONG WILL THIS TAKE?Transforming the Philadelphia publicschools will take time, but we must start now Phase I: Phase II: Phase III: Apr. – Aug. 2012 Sept. 2012-Apr. 2013 May-Sept 2013 Implement new autonomy Train principals, teachers and Expand autonomies and guidelines staff on new autonomies train principals Identify additional district and High- Establish portfolio public charter schools for Close unsafe, low performing, management process performing schools expansion safe schools Train principals and Increase accountability to throughout teachers on the higher Develop a strong college and ensure students are the city career-ready curriculum standards reaching the new standards Develop RFP for Select and begin building achievement networks to launch Achievement Networks in September 2013 Establish interim Budget Restructure into lean district center organization structure balanced by Modernize custodial & Develop and execute FY2014 transportation services school consolidation plan 25
  26. 26. 4 WHAT HAPPENS NEXT? 26
  27. 27. WHAT HAPPENS NEXT? Community input on draft budgets and plans before they are finalized 27

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